City Manager s recommended operating Budget fiscal year 2019

Transcription

1 City Manager and Recommened Cover 19:recommended cover Rhonda G 4/23/18 10:16 AM Page 2 City Manager s recommended operating fiscal year 2019

2 C I T Y O F P A S A D E N A C I T Y M A N A G E R S T R A N S M I T T A L L E T T E R May 7, 2018 HONORABLE MAYOR AND CITY COUNCIL MEMBERS: Presented for your consideration is the Fiscal Year (FY) 2019 for the City of Pasadena. The, both Operating and Capital, make possible the many services and facilities provided by the City which contribute to the high quality of life in Pasadena. Our residents choose to live in Pasadena because it offers a better quality of life and services than other Los Angeles County cities. The City provides a wide variety of services and programs either directly or through partnerships with local non-profits, for virtually every age and lifestyle. The budget seeks to continue maintaining the essential services that protect residents quality of life, such as neighborhood police patrols, keeping our roads and parks in good condition, supporting local youth and senior programs, and other services that make our City a great place to live. Total ed Appropriations (including Affiliated Agencies and CIP) in millions General Fund $235.1 $236.7 $245.6 All Funds $786.9 $782.9 $815.1 Full-Time Equivalent Positions (including Affiliated Agencies) General Fund 1, All Funds 2, , , Section 1 Page 1

3 C I T Y O F P A S A D E N A C I T Y M A N A G E R S T R A N S M I T T A L L E T T E R OPERATING REVENUES BY CATEGORY FOR ALL FUNDS (Millions) Miscellaneous Revenue, $14.0 Licenses And Permits, $14.3 Intergovernmental Revenue, $72.6 Operating Income, $339.4 Franchise Fees, $7.8 Charges for Services, $44.6 Operating Transfers In, $48.6 Fine And Forfeiture, $7.7 Investment Earnings, $7.6 Rental Income, $1.6 Non-Operating Revenue, $3.3 Taxes, $174.1 OPERATING REVENUES BY CATEGORY FOR THE GENERAL FUND (Millions) Intergovernmental Revenue, $19.8 Operating Income, $0.1 Licenses And Permits, $4.5 Miscellaneous Revenue, $1.8 Franchise Fees, $2.8 Charges for Services, $24.8 Operating Transfers In, $20.2 Taxes, $162.3 Fine And Forfeiture, $7.6 Investment Earnings, $1.3 Rental Income, $0.6 Section 1 Page 2

4 C I T Y O F P A S A D E N A C I T Y M A N A G E R S T R A N S M I T T A L L E T T E R OPERATING APPROPRIATIONS BY CATEGORY FOR ALL FUNDS (Millions) *Excluding Affiliated Agencies and CIP Internal Service Charges, $46.6 Operating Transfers Out, $61.7 Capital Outlay, $4.8 Debt Service, $17.0 Operating Expense, $40.9 Non-Operating Expense, $0.4 Services & Supplies, $263.5 Personnel, $284.8 OPERATING APPROPRIATIONS BY CATEGORY FOR THE GENERAL FUND (Millions) Internal Service Charges, $21.5 Capital Outlay, $0.1 Operating Transfers Out, $27.2 Services & Supplies, $38.3 Personnel, $158.5 Section 1 Page 3

5 C I T Y O F P A S A D E N A C I T Y M A N A G E R S T R A N S M I T T A L L E T T E R Pasadena is a community where active citizen engagement is welcomed and encouraged. Therefore, it is only fitting that as part of this year s budget process, City staff initiated a robust public engagement process to solicit input on the community s key service priorities, entitled Join the Conversation. This effort has included dozens of presentations to various community and business groups supported by an on-line survey that has been widely promoted through social media and other communication outlets. To date, hundreds of responses have been received indicating support for the following priorities as follows: Prioritized Services - Survey Results Higher Priority Preserving 911 emergency response times and fire/paramedic services Keeping fire stations open and upgraded Addressing homelessness Repairing streets/roads Maintaining vital health services Supporting quality public neighborhood schools Continuing/improving local science, math and reading classroom programs Sustaining after school/summer youth programs These priorities are reflected in a variety of services funded by the Operating as well as, projects contained within the Capital Improvement Program budget. However, current financial trends and the ever-growing list of unfunded capital needs are challenging the City s ability to maintain essential City services and reinvest in critical infrastructure. The City s General Fund Five-Year Financial Forecast is the mechanism by which the long-term financial health of the City s most important fund is monitored. By tracking and trending current and anticipated revenues and expenses, the forecast provides a tool for the City s policymakers. At the time the City Council adopted the Fiscal Year 2017 operating budget, in June 2016, the Five-Year Forecast indicated Section 1 Page 4

6 C I T Y O F P A S A D E N A C I T Y M A N A G E R S T R A N S M I T T A L L E T T E R that while the budget was balanced for that year, thanks mainly to one-time revenues, a gap would arise between anticipated revenues and expenses beginning in Fiscal Year 2018 and would grow more pronounced over time. To begin addressing the issue, in October 2016, the City Council approved budget reductions totaling $2.1 million that included the elimination of 7.0 vacant Full-Time Equivalent positions, other non-personnel reductions and the shifting of costs from the General Fund to non- General Funds. As part of the adopted Fiscal Year 2018 Operating, in order to maintain a balanced budget and not draw upon reserves, an additional $2.0 million in reductions were approved involving the elimination of a further 7.0 positions. Nevertheless, despite these actions, estimates at the outset of the Fiscal Year 2019 budget development process revealed an approximate $3.5 million budget gap for the upcoming fiscal year, and a growing mismatch between revenues and expenditures that will total in excess of $32 million over the following five fiscal years. Unless additional revenues are identified to help close the budget gap over the next several years, reductions in City service levels will be necessary to balance the budget without drawing down the City s prudent emergency reserves. Moreover, given that over the past ten years the City has made $19 million in ongoing reductions including the elimination of 123 Full-Time Equivalent staff positions Section 1 Page 5

7 C I T Y O F P A S A D E N A C I T Y M A N A G E R S T R A N S M I T T A L L E T T E R including 23 sworn police officer positions, identifying further reductions each year for the foreseeable future would be exceptionally difficult and would jeopardize those City services identified as essential by the community. To balance the General Fund Operating for the upcoming fiscal year, staff has identified $500,000 in projected new Transient Occupancy Tax (TOT) revenues associated with the approval of land-use regulations for short-term rentals. Not included is any revenue from the pending excise tax on marijuana, which voters will consider in June. It is anticipated that, if approved by voters, the revenues will be largely offset by additional expenses incurred by the City to manage the regulatory regime which voters are also being asked to consider, provide enforcement against illegal operators and support health education efforts. Beyond this, another $732,000 represents a reduction in debt service payments related to paying off a prior financing and the shifting of costs from the General Fund to other funds where the expenses are more appropriate. The balance of recommendations to close the General Fund budget gap are departmental budget reductions totaling $2,349,000 that include the elimination of another 14.8 Full-Time Equivalent positions in various City departments, all of which are currently vacant. Non-Departmental Projected increase in TOT revenues $500,000 Reduction in debt service payments $731,979 Shifting of costs from General Fund to non-general Fund Costs of 2.0 FTEs in Planning Department to Building Fund $247,837 Departmental Reductions all position reductions are currently vacant City Attorney eliminate 1.0 Deputy City Attorney $174,192 City Manager eliminate 1.0 Management Analyst IV (partial funding) $77,488 City Manager reduce business support resources for economic development $100,000 Fire eliminate 1.0 Battalion Chief $246,396 Fire eliminate 1.0 Office Assistant $56,374 Human Resources reduce printing budget $30,000 Human Services & Recreation eliminate 1.0 Community Service Representative III $70,705 Human Services & Recreation eliminate 0.80 Adaptive Recreation Specialist $68,749 Human Services & Recreation reduce support for community events $31,500 Section 1 Page 6

8 C I T Y O F P A S A D E N A C I T Y M A N A G E R S T R A N S M I T T A L L E T T E R Police eliminate 5.0 Police Officers $694,927 Police eliminate 3.0 Parks Security Rangers $246,339 Public Works eliminate 1.0 HVAC Technician $106,341 Public Works reduce contract services and materials and supply budget $198,260 Total $3,581,087 In identifying proposed reductions, care has been taken to avoid the elimination of services in the coming fiscal year. For example, the Fire Department put forward the possibility of placing a Fire Engine and Advanced Life Support Ambulance out of service for 12 hours a day ( Brown out ) and the Public Works Department suggested reducing by half the City s Graffiti Abatement team. Neither of these proposals are being recommended to the City Council at this time, however, given that the budgetary challenge is structural, i.e., projected to get worse over time, elimination of services is inevitable as early as Fiscal Year 2020 (July 1, 2019). Other service reductions that will likely need to be considered as part of the next budget cycle include: Closing some neighborhood libraries Restructuring Emergency Medical Services away from Advanced Life-support Ambulances staffed by Fire-Fighter Paramedics to Basic Life-support Ambulances staffed by civilian Emergency Medical Technicians Reducing after-school programs for youth Eliminating parks security staff Further reductions in Police Officer staffing Reducing maintenance of parks and the urban forest The fiscal health of many of the City s special revenue and enterprise funds is also being challenged, and the proposed budget includes reductions in programs supported by these funds as well. The Library and Information Services Department, which is primarily supported by a mandatory General Fund contribution in order to continue collecting the Library Special Tax, is recommending $493,000 in reductions including the elimination of a vacant Library Technician position, the reduction of contract services and a reduced print materials collection and subscriptions budget. While these reductions should have a minimal effect on operations in the coming fiscal year, the Library Fund s five-year forecast shows that future and substantive additional reductions will be required. Section 1 Page 7

9 C I T Y O F P A S A D E N A C I T Y M A N A G E R S T R A N S M I T T A L L E T T E R In addition to the Operating challenges outlined above, the City s many capital infrastructure needs continue to grow. As was highlighted in the Transmittal of the Capital Improvement Program, the City has $745 million of identified but unfunded capital needs including: Repair of 670,000 square feet of damaged sidewalk at a cost of $12 million Replacing obsolete 911 emergency response communications at a cost of $8 million Upgrading Fire Stations to current operational and safety standards, estimated cost $100 million Bringing over 4,000 curb ramps in compliance with the Americans with Disabilities Act standards at a cost of $20 million Replacement of 17,000 street lights on an old, failing hi-voltage circuits to safer, more reliable low-voltage, estimated cost $21 million Rehabilitating aging libraries and community centers Taken as a whole, the need to balance the Operating and identify sufficient funding to maintain the City s capital infrastructure is the most critical issue facing the City. In the coming fiscal year, the City of Pasadena, guided by the leadership of the City Council, will need to make important decisions regarding the future level of City services and the quality of its critical infrastructure. Respectfully submitted, Steve Mermell City Manager Section 1 Page 8

10 STATEMENT OF APPROPRIATIONS BY DEPARTMENT (In Thousands) Operating Expenses City Departments City Attorney 6,957 7,245 7,237 7,174 City Clerk 2,848 2,450 2,672 2,855 City Council 2,394 2,397 2,397 2,522 City Manager 5,069 5,003 5,004 5,332 Finance 11,491 12,190 12,190 12,735 Fire 45,342 46,551 46,996 49,670 Housing and Career Services 24,635 24,638 28,481 25,407 Human Resources 6,250 7,455 7,463 7,972 Human Services and Recreation 9,966 11,027 11,088 11,044 Information Technology 14,855 17,833 18,409 18,390 Library and Information Services 13,011 14,544 14,709 14,437 Non Departmental 159,852 58,883 88,461 56,551 Planning and Community Development 14,339 18,018 18,197 18,621 Police 77,389 78,656 80,022 84,409 Public Health 10,387 11,934 13,671 12,914 Public Works 61,732 72,512 73,067 71,534 Transportation 31,998 35,209 37,380 37,597 Water and Power 250, , , ,337 Department Total 749, , , ,501 Successor Agency to the PCDC 22,977 7,527 9,807 3,199 City Sub-Total 772, , , ,700 Inter-Departmental Transfers (119,379) (62,516) (86,182) (61,700) City Operating Total 652, , , ,000 Affiliated Agencies Pasadena Center Operating Company 20,332 21,630 21,630 22,543 Pasadena Community Access Corporation 1,198 1,191 1,191 1,216 Rose Bowl Operating Company 47,061 44,301 54,961 51,076 Affiliated Agencies Sub-Total 68,591 67,122 77,782 74,835 Total Operating Appropriations 721, , , ,835 Capital Appropriations Information Technology 2,610 1,563 1,563 2,213 Pasadena Center Operating Company 1,600 1,225 1,225 1,150 Planning and Community Development 1, ,261 Public Works 14,558 17,245 17,145 13,154 Rose Bowl Operating Company 1,874 2,632 2,632 5,585 Transportation 8,920 7,457 7,457 4,640 Water and Power 34,175 45,645 45,645 53,257 Capital Improvement Program Sub-Total 65,366 76,277 76,177 82,260 Total Citywide Appropriations 786, , , ,095 Page 1 of 1

11 STATEMENT OF APPROPRIATIONS BY FUND BY DEPARTMENT (In Thousands) General Fund (101) City Attorney 6,661 6,802 6,802 6,725 City Clerk 2,809 2,450 2,673 2,855 City Council 2,394 2,397 2,397 2,522 City Manager 5,066 5,003 5,004 5,333 Finance 9,747 10,246 10,246 10,775 Fire 43,878 44,958 45,084 47,807 Human Resources 3,345 4,312 4,312 4,480 Human Services and Recreation 9,965 11,027 11,088 11,044 Non Departmental 46,076 42,927 54,621 41,510 Planning and Community Development 7,355 7,684 7,684 7,706 Police 70,504 71,623 72,772 77,258 Public Works 21,609 21,577 21,677 21,561 Transportation 5,644 5,741 6,441 6,064 General Fund Total 235, , , ,640 Parking Operations Fund (102) Transportation Parking Operations Fund Total L. A. Impact Fund (104) Non Departmental Police L. A. Impact Fund Total General Fund Projects Fund (105) City Manager Fire Housing and Career Services Non Departmental Planning and Community Development Police 2,621 2,897 2,897 2,957 Public Works Transportation General Fund Projects Fund Total 4,721 5,255 5,255 5,576 New Years Day Genl Fund Events (106) Fire Human Services and Recreation Information Technology Non Departmental Planning and Community Development Police 1,457 1,321 1,321 1,358 Public Health Public Works Transportation Water and Power New Years Day Genl Fund Events Total 1,880 1,789 1,789 1,800 Foothill Air Support Team Fund (108) Non Departmental Police Foothill Air Support Team Fund Total Supplemental Law Enforcement F (201) Police Supplemental Law Enforcement F Total Public Safety Augmentation Fun (202) Police 1,509 1,590 1,590 1,762 Public Safety Augmentation Fun Total 1,509 1,590 1,590 1,762 Page 1 of 7

12 STATEMENT OF APPROPRIATIONS BY FUND BY DEPARTMENT (In Thousands) Health Fund (203) Finance Housing and Career Services Non Departmental Public Health 10,385 11,934 13,671 12,914 Health Fund Total 10,429 11,952 13,689 13,006 Building Services Fund (204) Finance Fire Non Departmental Planning and Community Development 5,916 8,947 8,947 9,593 Transportation Building Services Fund Total 7,598 10,075 10,642 10,754 Sewer Construction and Maint. (205) Non Departmental 4,651 4,453 4,710 2,306 Public Works 2,082 2,495 2,495 2,448 Sewer Construction and Maint. Total 6,733 6,948 7,204 4,754 Underground Utilities Fund (206) Non Departmental 3,377 5,269 5,619 6,356 Underground Utilities Fund Total 3,377 5,269 5,619 6,356 Asset Forfeiture Fund (207) Police Asset Forfeiture Fund Total Transportation Sales Tax Fund (208) Non Departmental Transportation 2,586 3,157 3,228 3,259 Transportation Sales Tax Fund Total 2,926 3,157 3,228 3,259 Proposition C Local Transit Fu (209) Non Departmental Transportation 5,147 5,699 6,519 6,472 Proposition C Local Transit Fu Total 5,847 5,699 6,519 6,472 Gas Tax Fund (210) Non Departmental 2,458 1,868 1, Public Works 1,593 1,941 2,029 2,144 Gas Tax Fund Total 4,051 3,808 3,932 2,662 Library Services Fund (212) Library and Information Services 12,829 14,364 14,529 14,232 Non Departmental Library Services Fund Total 12,921 14,364 14,529 14,232 Old Pasadena Parking Meter Fun (213) Non Departmental Transportation 1,618 1,620 1,620 1,695 Old Pasadena Parking Meter Fun Total 1,669 1,620 1,690 1,695 Civic Center Parking Meter Fun (214) Non Departmental Transportation Civic Center Parking Meter Fun Total , Bikeways Fund (215) Non Departmental Bikeways Fund Total Air Quality Improvement Fund (216) Human Resources Transportation Air Quality Improvement Fund Total South Lake Parking Operating F (217) Transportation South Lake Parking Operating F Total Page 2 of 7

13 STATEMENT OF APPROPRIATIONS BY FUND BY DEPARTMENT (In Thousands) Library Special Tax Fund (218) Non Departmental 2,551 2,631 2,631 2,631 Library Special Tax Fund Total 2,551 2,631 2,631 2,631 Community Develop Block Grant (219) Finance Housing and Career Services 2,835 2,205 1,984 1,882 Non Departmental Community Develop Block Grant Total 2,900 2,266 2,722 1,943 Rental Assistance Programs Fnd (220) Finance Housing and Career Services 13,191 12,739 12,885 12,956 Non Departmental Rental Assistance Programs Fnd Total 13,254 12,767 12,913 12,984 Home Investment Partnership Fd (221) Finance Housing and Career Services , Home Investment Partnership Fd Total , Housing Assistance Fund (222) Housing and Career Services Housing Assistance Fund Total Supportive Housing Prog. (SHP) (223) Finance Housing and Career Services 2,322 3,174 3,143 3,143 Supportive Housing Prog. (SHP) Total 2,322 3,208 3,177 3,192 Emergency Shelter Grant -ESG (224) Housing and Career Services Emergency Shelter Grant -ESG Total West Gateway Parking Meter Fd (225) Transportation West Gateway Parking Meter Fd Total HOPWA Fund (226) Finance Housing and Career Services HOPWA Fund Total Playhouse Parking Fund (229) Transportation Playhouse Parking Fund Total Homeland Security Grant Fund (230) Fire Police Homeland Security Grant Fund Total So. Lake Parking Meter Zone Fd (232) Non Departmental Transportation So. Lake Parking Meter Zone Fd Total Sewer Facility Charge Fund (233) Non Departmental 1, ,000 0 Sewer Facility Charge Fund Total 1, ,000 0 Measure R Transportation Fnd (236) Non Departmental Transportation 1,624 1,261 1,261 1,745 Measure R Transportation Fnd Total 2,101 1,261 1,735 1,745 Low and Mod Inc Housing Asset (237) Finance Housing and Career Services Low and Mod Inc Housing Asset Total Page 3 of 7

14 STATEMENT OF APPROPRIATIONS BY FUND BY DEPARTMENT (In Thousands) Other Housing Funds (238) Finance Housing and Career Services 1,003 1,158 1,395 1,671 Non Departmental Other Housing Funds Total 1,070 1,205 1,443 1,685 Inclusionary Housing Trust Fun (239) Housing and Career Services 1, Inclusionary Housing Trust Fun Total 1, Rd Maint and Rehab Acct (RMRA) (241) Non Departmental Rd Maint and Rehab Acct (RMRA) Total Measure M Local Return Fund (242) Transportation 0 0 1,757 1,978 Measure M Local Return Fund Total 0 0 1,757 1,978 Project Management Fund (301) Information Technology 0 2,054 2,054 1,150 Public Works 0 6,957 6,957 7,301 Transportation Project Management Fund Total 0 9,342 9,342 8,771 Charter Capital Projects Fund (302) Non Departmental Charter Capital Projects Fund Total New Development Impact Fund (303) Non Departmental New Development Impact Fund Total Residential Development Impact (304) Non Departmental 2, ,786 0 Residential Development Impact Total 2, ,786 0 Capital Public Art Fund (310) Planning and Community Development Capital Public Art Fund Total Traffic Reduction Trans Improv (313) Non Departmental Transportation 700 1, Traffic Reduction Trans Improv Total 1,570 1, Light and Power Fund (401) Water and Power 191, , , ,302 Light and Power Fund Total 191, , , ,302 Water Fund (402) Water and Power 49,923 57,613 57,699 60,833 Water Fund Total 49,923 57,613 57,699 60,833 Refuse Collection Fund (406) Non Departmental 1,648 1,651 1,651 1,763 Public Works 12,888 14,917 15,283 14,666 Refuse Collection Fund Total 14,537 16,568 16,934 16,429 Off-Street Parking Facilities (407) Non Departmental 1, ,146 0 Transportation 13,049 13,811 14,135 13,917 Off-Street Parking Facilities Total 14,526 13,811 15,281 13,917 Telecommunications Fund (408) Information Technology Non Departmental (18) Telecommunications Fund Total Public Beneft Fund (410) Water and Power 7,693 7,922 7,922 7,662 Public Beneft Fund Total 7,693 7,922 7,922 7,662 Page 4 of 7

15 STATEMENT OF APPROPRIATIONS BY FUND BY DEPARTMENT (In Thousands) Power Capital Projects Fund (411) Water and Power Power Capital Projects Fund Total Water Capital Projects Fund (412) Water and Power 502 1,008 1,443 1,051 Water Capital Projects Fund Total 502 1,008 1,443 1,051 Computing and Communication Fd (501) Information Technology 14,281 15,271 15,847 16,685 Non Departmental ,428 9 Computing and Communication Fd Total 14,450 15,271 17,275 16,694 Building Maintenance Fund (502) Non Departmental ,000 1,198 Public Works 9,017 11,054 11,054 11,452 Building Maintenance Fund Total 9,691 11,054 12,054 12,650 Fleet Replacement Fund (503) Non Departmental Public Works 8,408 12,233 4,395 2,389 Fleet Replacement Fund Total 8,537 12,233 4,395 2,389 Benefits and Insurance Fund (504) City Manager (1) Finance Human Resources Non Departmental 6, Benefits and Insurance Fund Total 7, ,014 Worker's Compensation Fund (506) Human Resources 1,880 2,098 2,103 2,424 Non Departmental 10, Worker's Compensation Fund Total 12,270 2,098 2,103 2,424 General Liability Fund (507) City Attorney Non Departmental 4, General Liability Fund Total 4, Printing Services Fund (508) Finance 1,530 1,555 1,555 1,561 Printing Services Fund Total 1,530 1,555 1,555 1,561 Mail Services Fund (509) City Clerk Mail Services Fund Total Call Center (510) Public Works Call Center Total Fleet Repair and Maintenance (511) Non Departmental Public Works 0 0 7,838 8,184 Fleet Repair and Maintenance Total 0 0 7,838 8,285 Cultural Trust Fund (613) Planning and Community Development Cultural Trust Fund Total Fire and Police Retirement Fun (667) FPRS Non Departmental 13, Fire and Police Retirement Fun Total 13, Lake/Washington Spec. Assess. (675) Non Departmental Lake/Washington Spec. Assess. Total Library Equip Repl-Glendale (678) Library and Information Services Library Equip Repl-Glendale Total Page 5 of 7

16 STATEMENT OF APPROPRIATIONS BY FUND BY DEPARTMENT (In Thousands) Library Equip Repl-Shared (679) Library and Information Services Non Departmental Library Equip Repl-Shared Total Workforce Innov and Opport Act (681) Finance Housing and Career Services 2,859 3,804 3,804 3,733 Workforce Innov and Opport Act Total 2,859 3,923 3,923 3,859 Open Space Assessment District (682) City Manager Non Departmental Open Space Assessment District Total PCOC Investment Fund (690) Non Departmental (1,739) PCOC Investment Fund Total (1,739) Pasadena ConferenceCtr Expansn (691) Non Departmental 6, Pasadena ConferenceCtr Expansn Total 6, General Fixed Assets Acct Grou (701) Information Technology Public Works 4, General Fixed Assets Acct Grou Total 4, Successor Agency Admin (820) Successor Agency to the PCDC Successor Agency Admin Total Rdvlpmnt Oblgtn Retirement Fnd (821) Successor Agency to the PCDC 18, ,215 0 Rdvlpmnt Oblgtn Retirement Fnd Total 18, ,215 0 SA Debt Service Fund-OldPsdna (844) Successor Agency to the PCDC 2,498 2,215 2,280 0 SA Debt Service Fund-OldPsdna Total 2,498 2,215 2,280 0 SA Debt Service Fund-Lincoln (845) Successor Agency to the PCDC SA Debt Service Fund-Lincoln Total SA Debt Service Fund-Downtown (846) Successor Agency to the PCDC SA Debt Service Fund-Downtown Total SA Debt Service Fund-Fair Oaks (847) Successor Agency to the PCDC 309 4,832 4,832 1,942 SA Debt Service Fund-Fair Oaks Total 309 4,832 4,832 1,942 SA Debt Service Fund-OrangeGrv (848) Successor Agency to the PCDC SA Debt Service Fund-OrangeGrv Total SA Debt Service Fund-VillaPrke (849) Successor Agency to the PCDC SA Debt Service Fund-VillaPrke Total SA Debt Service Fund-LakeWash (850) Successor Agency to the PCDC SA Debt Service Fund-LakeWash Total General Debt Service Fund (901) Non Departmental Transportation General Debt Service Fund Total TXBL PENSION BONDS (905) Non Departmental 5, TXBL PENSION BONDS Total 5, Page 6 of 7

17 STATEMENT OF APPROPRIATIONS BY FUND BY DEPARTMENT (In Thousands) 2016A RBOC Lease Rev Refunding (978) Non Departmental 24, A RBOC Lease Rev Refunding Total 24, RBOC LEASE REV BONDS (980) Non Departmental 10, RBOC LEASE REV BONDS Total 10, Lease Rev Bnd Debt Svc Fd (987) Non Departmental , Lease Rev Bnd Debt Svc Fd Total , SeriesB Refndng COP-DS Fn (988) Non Departmental 3, SeriesB Refndng COP-DS Fn Total 3, Series C Rfnd DebtServ (989) Non Departmental 1, Series C Rfnd DebtServ Total 1, Refunding COPs (990) Non Departmental 2, Refunding COPs Total 2, Appropriations Total 772, , , ,701 Page 7 of 7

18 STATEMENT OF REVENUES BY FUND BY CATEGORY (In Thousands) General Fund (101) Charges for Services 24,096 23,866 23,866 24,779 Fine And Forfeiture 7,802 7,012 7,012 7,645 Franchise Fees 2,797 2,517 2,517 2,792 Intergovernmental Revenue 17,104 17,700 19,154 19,842 Investment Earnings ,645 1,271 Licenses And Permits 4,674 3,908 3,908 4,502 Miscellaneous Revenue 1,204 1,444 1,584 1,792 Non-Operating Revenue 4, Operating Income Operating Transfers In 19,706 19,261 22,416 20,209 Rental Income Taxes 162, , , ,284 General Fund Total 246, , , ,786 Parking Operations Fund (102) Investment Earnings Operating Transfers In Parking Operations Fund Total L. A. Impact Fund (104) Intergovernmental Revenue Investment Earnings L. A. Impact Fund Total General Fund Projects Fund (105) Charges for Services 4,429 4,771 4,771 5,060 Intergovernmental Revenue Investment Earnings Miscellaneous Revenue General Fund Projects Fund Total 4,682 4,771 4,771 5,153 New Years Day Genl Fund Events (106) Charges for Services Investment Earnings (14) Licenses And Permits Miscellaneous Revenue 1,342 1,300 1,300 1,300 Taxes New Years Day Genl Fund Events Total 1,667 1,350 1,350 1,611 Foothill Air Support Team Fund (108) Charges for Services Investment Earnings Foothill Air Support Team Fund Total Supplemental Law Enforcement F (201) Intergovernmental Revenue Investment Earnings Supplemental Law Enforcement F Total Public Safety Augmentation Fun (202) Intergovernmental Revenue 1,576 1,497 1,497 1,556 Investment Earnings Public Safety Augmentation Fun Total 1,576 1,500 1,500 1,562 Health Fund (203) Charges for Services ,016 Intergovernmental Revenue 7,870 8,087 9,613 8,838 Investment Earnings (25) Licenses And Permits 1,595 2,061 2,061 1,941 Miscellaneous Revenue Operating Transfers In Rental Income Taxes Health Fund Total 11,150 11,994 13,731 13,046 Page 1 of 10

19 STATEMENT OF REVENUES BY FUND BY CATEGORY (In Thousands) Building Services Fund (204) Charges for Services 1,849 1,106 1,106 1,751 Intergovernmental Revenue 36 1,179 1, Investment Earnings Licenses And Permits 8,552 5,845 5,845 7,229 Miscellaneous Revenue Building Services Fund Total 10,522 8,140 8,140 10,016 Sewer Construction and Maint. (205) Charges for Services 6,470 6,344 6,344 6,480 Investment Earnings Sewer Construction and Maint. Total 6,499 6,344 6,344 6,551 Underground Utilities Fund (206) Investment Earnings Miscellaneous Revenue Taxes 5,595 5,644 5,644 5,644 Underground Utilities Fund Total 6,055 5,644 5,644 6,387 Asset Forfeiture Fund (207) Intergovernmental Revenue Investment Earnings Asset Forfeiture Fund Total Transportation Sales Tax Fund (208) Charges for Services Intergovernmental Revenue 2,939 2,950 3,950 3,162 Investment Earnings Miscellaneous Revenue Transportation Sales Tax Fund Total 3,229 3,210 4,210 3,525 Proposition C Local Transit Fu (209) Intergovernmental Revenue 3,240 3,025 3,025 3,202 Investment Earnings Miscellaneous Revenue 1,250 1,110 1,110 1,160 Operating Transfers In 1,852 1, ,557 Proposition C Local Transit Fu Total 6,386 6,014 4,514 8,050 Gas Tax Fund (210) Charges for Services Intergovernmental Revenue 2,650 2,953 2,953 3,604 Investment Earnings Gas Tax Fund Total 3,575 3,876 3,876 4,609 Library Services Fund (212) Charges for Services Investment Earnings Miscellaneous Revenue Operating Transfers In 13,216 13,760 13,760 14,163 Rental Income Library Services Fund Total 13,328 13,849 14,014 14,319 Old Pasadena Parking Meter Fun (213) Investment Earnings Miscellaneous Revenue Operating Income 1,706 1,700 1,700 1,695 Old Pasadena Parking Meter Fun Total 1,727 1,725 1,725 1,723 Civic Center Parking Meter Fun (214) Investment Earnings Licenses And Permits Miscellaneous Revenue Operating Income Operating Transfers In Civic Center Parking Meter Fun Total Page 2 of 10

20 STATEMENT OF REVENUES BY FUND BY CATEGORY (In Thousands) Bikeways Fund (215) Intergovernmental Revenue Investment Earnings (1) Bikeways Fund Total Air Quality Improvement Fund (216) Intergovernmental Revenue Investment Earnings Air Quality Improvement Fund Total South Lake Parking Operating F (217) Investment Earnings Miscellaneous Revenue Non-Operating Revenue Operating Income Rental Income Taxes South Lake Parking Operating F Total Library Special Tax Fund (218) Investment Earnings Taxes 2,593 2,631 2,631 2,631 Library Special Tax Fund Total 2,593 2,631 2,631 2,633 Community Develop Block Grant (219) Intergovernmental Revenue 2,894 1,779 1,779 1,764 Investment Earnings (3) Miscellaneous Revenue Operating Transfers In Community Develop Block Grant Total 3,289 2,108 2,029 1,987 Rental Assistance Programs Fnd (220) Intergovernmental Revenue 12,781 12,530 12,530 12,530 Investment Earnings Rental Income Rental Assistance Programs Fnd Total 12,842 12,612 12,612 12,629 Home Investment Partnership Fd (221) Intergovernmental Revenue Investment Earnings Miscellaneous Revenue 1, Rental Income Home Investment Partnership Fd Total 1, Housing Assistance Fund (222) Intergovernmental Revenue Investment Earnings Housing Assistance Fund Total Supportive Housing Prog. (SHP) (223) Intergovernmental Revenue 2,405 3,177 3,177 3,256 Investment Earnings (9) Supportive Housing Prog. (SHP) Total 2,405 3,177 3,177 3,247 Emergency Shelter Grant -ESG (224) Intergovernmental Revenue Investment Earnings (2) Miscellaneous Revenue Emergency Shelter Grant -ESG Total West Gateway Parking Meter Fd (225) Investment Earnings Operating Income Operating Transfers In West Gateway Parking Meter Fd Total Page 3 of 10

21 STATEMENT OF REVENUES BY FUND BY CATEGORY (In Thousands) HOPWA Fund (226) Intergovernmental Revenue Investment Earnings (0) HOPWA Fund Total Playhouse Parking Fund (229) Investment Earnings Miscellaneous Revenue Operating Income Playhouse Parking Fund Total Homeland Security Grant Fund (230) Intergovernmental Revenue Investment Earnings (4) Homeland Security Grant Fund Total So. Lake Parking Meter Zone Fd (232) Investment Earnings Miscellaneous Revenue Non-Operating Revenue Operating Income So. Lake Parking Meter Zone Fd Total Sewer Facility Charge Fund (233) Charges for Services Investment Earnings Sewer Facility Charge Fund Total Measure R Transportation Fnd (236) Intergovernmental Revenue 1,607 1,600 1,600 1,745 Investment Earnings Measure R Transportation Fnd Total 1,617 1,600 1,600 1,774 Low and Mod Inc Housing Asset (237) Charges for Services Investment Earnings Miscellaneous Revenue Operating Transfers In Rental Income Low and Mod Inc Housing Asset Total 1, Other Housing Funds (238) Charges for Services Investment Earnings Miscellaneous Revenue Operating Transfers In 1,265 1,221 1,301 1,234 Rental Income Other Housing Funds Total 1,526 1,221 1,397 1,755 Inclusionary Housing Trust Fun (239) Charges for Services Investment Earnings Miscellaneous Revenue Rental Income Inclusionary Housing Trust Fun Total 1, Rd Maint and Rehab Acct (RMRA) (241) Intergovernmental Revenue ,380 Rd Maint and Rehab Acct (RMRA) Total ,380 Measure M Local Return Fund (242) Intergovernmental Revenue 0 0 1,757 1,978 Operating Transfers In Measure M Local Return Fund Total 0 0 1,757 1,978 Page 4 of 10

22 STATEMENT OF REVENUES BY FUND BY CATEGORY (In Thousands) Charter Capital Projects Fund (302) Investment Earnings Charter Capital Projects Fund Total New Development Impact Fund (303) Investment Earnings New Development Impact Fund Total Residential Development Impact (304) Investment Earnings Miscellaneous Revenue 3, Residential Development Impact Total 3, % Green Fee Capital Project (308) Investment Earnings % Green Fee Capital Project Total Capital Public Art Fund (310) Intergovernmental Revenue Investment Earnings Operating Income Capital Public Art Fund Total Traffic Reduction Trans Improv (313) Charges for Services 584 2,000 2,000 2,000 Investment Earnings Traffic Reduction Trans Improv Total 597 2,000 2,000 2,037 Light and Power Fund (401) Charges for Services Investment Earnings 4,342 3,682 3,682 2,585 Miscellaneous Revenue 7,023 5,060 5,060 5,152 Non-Operating Revenue Operating Income 195, , , ,870 Operating Transfers In 2,444 5,175 5,175 6,260 Rental Income Light and Power Fund Total 209, , , ,566 Water Fund (402) Charges for Services Intergovernmental Revenue 625 2,808 2,808 1,523 Investment Earnings 1, Miscellaneous Revenue 1,985 2,015 2,015 2,015 Non-Operating Revenue 1,830 1,503 1,503 1,276 Operating Income 58,298 58,338 58,338 61,525 Rental Income Water Fund Total 64,147 65,361 65,361 66,889 Refuse Collection Fund (406) Charges for Services Franchise Fees 4,893 4,666 4,666 5,044 Intergovernmental Revenue Investment Earnings Licenses And Permits Miscellaneous Revenue Non-Operating Revenue Operating Income 11,289 11,187 11,187 11,299 Operating Transfers In Refuse Collection Fund Total 17,296 16,500 16,500 17,207 Page 5 of 10

23 STATEMENT OF REVENUES BY FUND BY CATEGORY (In Thousands) Off-Street Parking Facilities (407) Charges for Services Investment Earnings Miscellaneous Revenue Non-Operating Revenue 999 1,055 1,055 1,049 Operating Income 13,158 13,837 13,837 14,065 Rental Income Off-Street Parking Facilities Total 14,754 15,497 15,562 15,518 Telecommunications Fund (408) Charges for Services Investment Earnings Licenses And Permits Operating Income Operating Transfers In Telecommunications Fund Total Public Beneft Fund (410) Investment Earnings Miscellaneous Revenue Operating Income 7,317 7,292 7,292 7,284 Public Beneft Fund Total 7,325 7,299 7,299 7,691 Power Capital Projects Fund (411) Investment Earnings (2,543) Non-Operating Revenue (975) Power Capital Projects Fund Total (3,518) Water Capital Projects Fund (412) Investment Earnings (909) Non-Operating Revenue (5) Water Capital Projects Fund Total (915) Computing and Communication Fd (501) Charges for Services Investment Earnings Non-Operating Revenue (31) Operating Income 14,207 14,218 14,668 16,039 Operating Transfers In 1, , Computing and Communication Fd Total 15,342 15,311 15,887 16,885 Building Maintenance Fund (502) Charges for Services Investment Earnings Miscellaneous Revenue Operating Income 11,735 11,754 11,754 11,596 Operating Transfers In Rental Income Building Maintenance Fund Total 12,430 12,434 12,434 12,526 Fleet Replacement Fund (503) Investment Earnings Miscellaneous Revenue Non-Operating Revenue Operating Income 10,448 10,720 2,886 2,978 Fleet Replacement Fund Total 10,582 10,730 2,886 3,101 Benefits and Insurance Fund (504) Investment Earnings Miscellaneous Revenue Operating Income 30, Benefits and Insurance Fund Total 30, Page 6 of 10

24 STATEMENT OF REVENUES BY FUND BY CATEGORY (In Thousands) Worker's Compensation Fund (506) Investment Earnings Operating Income 16, Operating Transfers In 1, Worker's Compensation Fund Total 17, General Liability Fund (507) Investment Earnings Miscellaneous Revenue Operating Income 4, Operating Transfers In 1, General Liability Fund Total 5, Printing Services Fund (508) Investment Earnings (13) 0 0 (45) Operating Income 1,168 1,022 1,022 1,022 Printing Services Fund Total 1,156 1,022 1, Call Center (510) Charges for Services Investment Earnings Call Center Total Fleet Repair and Maintenance (511) Miscellaneous Revenue Operating Income 0 0 7,834 8,028 Fleet Repair and Maintenance Total 0 0 7,844 8,038 Everett Bequest Fund (610) Investment Earnings Miscellaneous Revenue Everett Bequest Fund Total Coffin Bequest Fund (611) Investment Earnings Coffin Bequest Fund Total Centeno Bequest Fund (612) Investment Earnings Centeno Bequest Fund Total Cultural Trust Fund (613) Investment Earnings Miscellaneous Revenue Cultural Trust Fund Total E. Avery Children's Room Fund (615) Investment Earnings E. Avery Children's Room Fund Total Literacy Gift Account Fund (616) Investment Earnings Literacy Gift Account Fund Total Raymond L. Batiste Trust Fund (618) Investment Earnings Raymond L. Batiste Trust Fund Total Keatinge Bequest Fund (621) Investment Earnings Keatinge Bequest Fund Total Singer Bequest Fund (637) Investment Earnings Singer Bequest Fund Total Pasadena Center Capital Improv (641) Investment Earnings Pasadena Center Capital Improv Total Page 7 of 10

25 STATEMENT OF REVENUES BY FUND BY CATEGORY (In Thousands) Jankos Trust Fund (643) Investment Earnings Jankos Trust Fund Total Hudson Family Trust Fund (645) Investment Earnings Hudson Family Trust Fund Total M.A.Berger Trust Fund (646) Investment Earnings M.A.Berger Trust Fund Total Fire and Police Retirement Fun (667) Investment Earnings 13, Fire and Police Retirement Fun Total 13, Lake/Washington Spec. Assess. (675) Taxes Lake/Washington Spec. Assess. Total (0) Library Equip Repl-Pasadena (677) Investment Earnings Library Equip Repl-Pasadena Total Library Equip Repl-Glendale (678) Investment Earnings Library Equip Repl-Glendale Total Library Equip Repl-Shared (679) Investment Earnings Miscellaneous Revenue Library Equip Repl-Shared Total Workforce Innov and Opport Act (681) Intergovernmental Revenue 2,735 3,846 3,846 3,846 Investment Earnings (3) Miscellaneous Revenue Workforce Innov and Opport Act Total 2,735 3,855 3,855 3,853 Open Space Assessment District (682) Investment Earnings Taxes Open Space Assessment District Total PCOC Investment Fund (690) Investment Earnings PCOC Investment Fund Total Pasadena ConferenceCtr Expansn (691) Investment Earnings (0) Operating Transfers In 9, Pasadena ConferenceCtr Expansn Total 9, (0) RBOC Investment Fund (693) Investment Earnings RBOC Investment Fund Total General Fixed Assets Acct Grou (701) Non-Operating Revenue (397) General Fixed Assets Acct Grou Total (397) Successor Agency Admin (820) Investment Earnings (2) Operating Transfers In Successor Agency Admin Total Rdvlpmnt Oblgtn Retirement Fnd (821) Investment Earnings Non-Operating Revenue 7, Taxes 12,979 7,516 9,732 2,377 Rdvlpmnt Oblgtn Retirement Fnd Total 20,465 7,516 9,732 2,390 Page 8 of 10

26 STATEMENT OF REVENUES BY FUND BY CATEGORY (In Thousands) SA Debt Service Fund-OldPsdna (844) Investment Earnings Operating Transfers In 4,468 2,215 4,431 0 SA Debt Service Fund-OldPsdna Total 4,468 2,215 4,431 1 SA Debt Service Fund-Lincoln (845) Operating Transfers In 1, SA Debt Service Fund-Lincoln Total 1, SA Debt Service Fund-Downtown (846) Operating Transfers In SA Debt Service Fund-Downtown Total SA Debt Service Fund-Fair Oaks (847) Investment Earnings Miscellaneous Revenue Operating Transfers In 3,128 4,832 4,832 1,137 SA Debt Service Fund-Fair Oaks Total 3,179 4,832 4,832 1,138 SA Debt Service Fund-OrangeGrv (848) Investment Earnings Miscellaneous Revenue Operating Transfers In SA Debt Service Fund-OrangeGrv Total SA Debt Service Fund-VillaPrke (849) Operating Transfers In SA Debt Service Fund-VillaPrke Total SA Debt Service Fund-LakeWash (850) Operating Transfers In SA Debt Service Fund-LakeWash Total (0) General Debt Service Fund (901) Operating Transfers In General Debt Service Fund Total TXBL PENSION BONDS (905) Investment Earnings Operating Transfers In 5, TXBL PENSION BONDS Total 5, LEASE REVENUE BONDS (979) Investment Earnings (1) 2013 LEASE REVENUE BONDS Total (1) 2010 RBOC LEASE REV BONDS (980) Intergovernmental Revenue 2, Investment Earnings (132) 0 0 (0) Operating Transfers In 23, RBOC LEASE REV BONDS Total 25, (0) 1993 C.O.P. Debt Service Fund (982) Investment Earnings (10) C.O.P. Debt Service Fund Total (10) Lease Rev Bnd Debt Svc Fd (987) Operating Transfers In , Lease Rev Bnd Debt Svc Fd Total , SeriesB Refndng COP-DS Fn (988) Investment Earnings (16) 0 0 (0) Operating Transfers In 3, SeriesB Refndng COP-DS Fn Total 3, (0) 2008 Series C Rfnd DebtServ (989) Investment Earnings Operating Transfers In 1, Series C Rfnd DebtServ Total 1, Page 9 of 10

27 STATEMENT OF REVENUES BY FUND BY CATEGORY (In Thousands) 2015 Refunding COPs (990) Operating Transfers In 2, Refunding COPs Total 2, Revenue Total 853, , , ,666 Page 10 of 10

28 Category CITY OF PASADENA GENERAL FUND REVENUE AND APPROPRIATIONS SUMMARY (In Thousands) Taxes 162, , , ,284 Intergovernmental Revenue 17,104 17,700 19,154 19,842 Charges for Services 24,096 23,866 23,866 24,779 Non-Operating Revenue 4, Fine And Forfeiture 7,802 7,012 7,012 7,645 Licenses And Permits 4,674 3,908 3,908 4,502 Franchise Fees 2,797 2,517 2,517 2,792 Rental Income Operating Transfers In 19,706 19,261 22,416 20,209 Investment Earnings ,645 1,271 Miscellaneous Revenue 1,204 1,444 1,584 1,792 Operating Income Total Revenues 246, , , ,786 Personnel 147, , , ,533 Services & Supplies 34,121 36,924 40,251 38,271 Internal Service Charges 20,174 19,830 19,751 21,553 Operating Transfers Out 33,507 29,032 36,347 27,176 Capital Outlay , Non-Operating Expense Debt Service Total Appropriations 235, , , ,640 Page 1 of 1

29 Department CITY OF PASADENA GENERAL FUND APPROPRIATIONS BY DEPARTMENT (In Thousands) City Attorney 6,661 6,802 6,802 6,725 City Clerk 2,809 2,450 2,673 2,855 City Council 2,394 2,397 2,397 2,522 City Manager 5,066 5,003 5,004 5,333 Finance 9,747 10,246 10,246 10,775 Fire 43,878 44,958 45,084 47,807 Human Resources 3,345 4,312 4,312 4,480 Human Services and Recreation 9,965 11,027 11,088 11,044 Non Departmental 46,076 42,927 54,621 41,510 Planning and Community Development 7,355 7,684 7,684 7,706 Police 70,504 71,623 72,772 77,258 Public Works 21,609 21,577 21,677 21,561 Transportation 5,644 5,741 6,441 6,064 Total Appropriations 235, , , ,640 Page 1 of 1

30 Category CITY OF PASADENA GENERAL FUND APPROPRIATIONS BY CATEGORY BY DEPARTMENT Department (In Thousands) Personnel City Attorney 4,804 5,094 5,094 5,000 City Clerk 1,601 1,473 1,522 1,607 City Council 1,372 1,304 1,304 1,403 City Manager 3,794 2,997 3,041 3,427 Finance 7,100 7,277 7,277 7,466 Fire 36,865 37,688 37,688 40,015 Human Resources 2,290 2,889 2,889 3,064 Human Services and Recreation 6,654 7,442 7,449 7,490 Planning and Community Develo 5,444 6,148 5,869 6,024 Police 62,020 62,994 63,247 67,439 Public Works 12,036 12,466 12,466 12,603 Transportation 3,170 2,841 2,841 2,996 Personnel Total 147, , , ,533 Services & Supplies City Attorney 1,378 1,249 1,249 1,259 City Clerk City Council City Manager 809 1,560 1,517 1,432 Finance Fire 2,937 3,211 3,410 3,357 Human Resources 705 1,026 1,026 1,033 Human Services and Recreation 1,380 1,617 1,667 1,571 Non Departmental 12,917 14,243 15,467 14,555 Planning and Community Develo , Police 2,122 2,194 3,035 3,049 Public Works 7,298 6,772 6,814 6,619 Transportation 1,822 2,280 2,844 2,355 Services & Supplies Total 34,121 36,924 40,251 38,271 Internal Service Charges City Attorney City Clerk City Council City Manager Finance 2,032 2,114 2,114 2,427 Fire 4,002 3,949 3,875 4,324 Human Resources Human Services and Recreation 1,856 1,893 1,897 1,906 Planning and Community Develo 1, Police 6,101 5,980 5,970 6,640 Public Works 2,264 2,283 2,283 2,329 Transportation Internal Service Charges Total 20,174 19,830 19,751 21,553 Operating Transfers Out Fire Human Services and Recreation Non Departmental 33,159 28,685 36,000 26,955 Police Operating Transfers Out Total 33,507 29,032 36,347 27,176 Page 1 of 2

31 Category CITY OF PASADENA GENERAL FUND APPROPRIATIONS BY CATEGORY BY DEPARTMENT Department (In Thousands) Capital Outlay Fire Non Departmental 0 0 3,155 0 Police Public Works Transportation Capital Outlay Total , Non-Operating Expense Public Works Non-Operating Expense Total Debt Service Finance Public Works Debt Service Total Total Appropriations 235, , , ,640 Page 2 of 2

32 Category Line Item CITY OF PASADENA GENERAL FUND APPROPRIATIONS BY LINE ITEM (In Thousands) Personnel Regular Pay - PERS 32,421 32,307 32,028 33, Regular Pay - SPERS 34,692 35,350 35,359 36, Non Benefit Employees Overtime Pay 2,916 2,797 3,041 2, Overtime Subject To PERS FirePolice Post-Retire Med Ben 1,137 1,056 1,056 1, Position Coverage 6,651 4,960 4,960 6, Holiday Schedule Pay - SPERS PST-Part Time Employees-PARS 2,705 2,192 2,288 1, Trip Reduction Incentive Pay Auto Allowance Personal Devlpmnt Allowance Workers' Compensation 12,650 10,989 10,989 10, General Liability 2,773 1,677 1,677 2, Miscellaneous Pay Employee Portion-PERS Employee Portion-SPERS (24) City Portion-PERS 7,299 9,928 9,928 10, City Portion-SPERS 12,336 16,171 16,171 18, Life Insurance Dental Insurance MediCare City Contribution 1,184 1,249 1,250 1, Long Term Disability Medical 10,547 12,600 12,605 12, Benefits 14,671 16,835 16,835 17, Severance Pay Vision Care Accrued Payroll Expense Benefits Admin. 1, CellPhone/SmartPhone Stipend EE Parking Permits ER Paid Personnel Total 147, , , ,533 Services & Supplies Materials And Supplies 2,621 2,661 2,637 2, Uniforms Lease Payments Rent Expense Equipment Lease Payments Computer Related Supplies Equip Purchases Under $10k Outside Printing & Duplicating City Council Telecommunication Legal and Other Advertising Photo Copy Machine Maint Other Contract Services 21,048 22,414 25,284 23, Consultant Services 1,084 1,271 1,558 1, Contract Maintenance Data Processing Operations Page 1 of 4

33 Category Services & Supplies Total Line Item CITY OF PASADENA GENERAL FUND APPROPRIATIONS BY LINE ITEM (In Thousands) Outside Legal Services 1, Computer (PC) Maint/Repair Support To Advisory Committees Dues And Memberships Special Civic Events Conf & Mtgs- Comm & Committes Conf & Mtgs-City Departments Mileage Education Training Costs Video Productions Data Processing Development Reference Matls Subscriptions Library Books Gasoline and Lubricants Gas/Fuel Water 1,202 1,351 1,351 1, Telephone Refuse Collection Electric 2,282 2,452 2,452 2, Postage Taxes Payroll and Other Wages Workers Compensation Other Fiscal Agent/Bank Fees & Chgs Cash Over and Short (83) Returned Checks Foreign Cities Affiliation Grants-In-Aid Insurance Programs & Projects Program Expenditures Program Expenditure Recovery (73) 0 (10) (37) Prepayment Of Costs City Council General Expense Permits and Fees Litigation Vehicle Rental Recruitment Cell Phone Reimbursement Repairs and Maintenance ,121 36,924 40,251 38,271 Internal Service Charges IS-Structural Maintenance 2,814 2,814 2,814 2, IS-Tenant Improvements IS-Lockshop IS-Utilities & Insurance-Hsekp 1,490 1,490 1,490 1, IS-Houskeeping Services Page 2 of 4

34 GENERAL FUND APPROPRIATIONS BY LINE ITEM (In Thousands) Category Line Item IS-Floors And Windows IS-Printing IS-DoIt Telephone Basic IS-DoIt Application Direct IS-DoIt Service Center Basic IS-DoIt Radio Basic 1, , IS-Auto Body Repair IS-Fleet Maint-Equip Maintenan 2,460 2,265 2,265 2, IS-Fleet Maint-Equip Replaceme 2,202 2,234 2,234 2, IS-Fleet Maint-Fuel IS-DoIt NetworkSupportBasic IS-Building Preventive Mainten IS-DoIt Radio Direct IS-DoIt Telephone Usage IS-DoIt Entrprs ComputingBasic 1,401 1,139 1,139 1, IS-Mail Direct Request IS-DoIt NetworkSuppDirectSrvc IS-DoIt Applications Basic 2,149 2,403 2,403 3, IS-DoIt Program Mgmt Basic IS-DoIt GIS Basic IS-Security Srvcs at CityHall IS-DoIt ProjGrantServices IS-DoIt Desktop Rplcmnt Prog IS-DoIt Direct Services IS-Compressed Natural Gas Internal Service Charges Total 20,174 19,830 19,751 21,553 Operating Transfers Out Transfers To Refuse Trans To Capital Projects Fund 4,116 1,000 4, Transfers To Library Svcs Fund 10,665 11,129 11,129 11, Transfers To Health Fund Transfers To Building Maint Fd Trans To Gen Liab/Work Comp 2, Trans To Prop C Local Transit Trans To Computing & Comm Fd Transfers To Debt Service Fund 13,283 14,483 18,423 13, Transfers to CDBG Transfers to W. Gateway Parkng Transf to CityHousingSuccAgncy Transf to OtherHousingFund-238 1,265 1,221 1,221 1,147 Operating Transfers Out Total 33,507 29,032 36,347 27,176 Capital Outlay Land 0 0 3, Equipment Automotive Equipment Capital Outlay Total , Page 3 of 4

35 GENERAL FUND APPROPRIATIONS BY LINE ITEM (In Thousands) Category Line Item Non-Operating Expense Bad Debt Expense Non-Operating Expense Total Debt Service Interest Debt Service Total Total Appropriations 235, , , ,640 Page 4 of 4

36 CITY ATTORNEY Page 1 of 8

37 CITY ATTORNEY MISSION STATEMENT The mission of the City Attorney/City Prosecutor s Department is to represent the City of Pasadena with the utmost professionalism and to provide the highest quality legal services. The Department works to arrive at creative solutions which effectively address issues affecting residents, businesses and visitors in the City and assure that the public interest is well served in the areas of civil representation and criminal prosecution. PROGRAM DESCRIPTION Provide legal support to the City Council, city departments, operating companies, commissions and advisory bodies. Represent and advise the City, its officers and employees in all civil matters. In accordance with the Charter, prosecute misdemeanor offenses and infractions that arise from violations of state or city laws. Train law enforcement and city departments on recent changes in the law and the preparation of matters for prosecution. Abate substandard living conditions and significant code violations within the City, work with Pasadena Unified School District to address truancy concerns and student attendance. Recommend risk management techniques to mitigate, avoid, transfer or accept risk of property damage and/or bodily injury. Process liability claims and administer the City s pre- litigation claims program. Review and purchase insurance for the City and review insurance provided by city vendors to ensure adequate protection for the City. The Department performs the following services: Advises the City Council, City Manager, city departments, advisory bodies, and operating companies on all legal matters; Prepares ordinances, resolutions and legal documents; Negotiates and drafts contracts; Handles civil litigation in which the City is involved, at both trial and appellate levels of state and federal courts; Monitors transactional, advisory, and litigation matters handled by outside lawyers; Provides training to staff, city employees, elected and appointed officials and operating companies on important legal issues and recent developments in the law; Annually reviews more than 5,000 referred crime reports involving misdemeanor arrests or citations; Files approximately 93.0 percent of crime report reviews and handles these cases from arraignment through pretrial hearings, trials, and appeals to affect the best result for the City and to promote justice in each case; Trains Pasadena Police Department officers and other city departments by providing important legal updates and by training on best practices in report writing, testifying in criminal courts, and investigating criminal matters; Member of the City s interdepartmental team to combat significant code violations and nuisance activity within the City; Participates in efforts to reduce truancy in the Pasadena public schools ; Handles liability claims from intake through resolution by investigating allegations and either negotiating settlement or rejecting claim; Works with city departments to mitigate risk and potential liability; Monitors claim trends to identify where the highest potential for liability exists and determines how best to avoid or transfer the risk; Reviews current insurance in relation to potential risks to determine and recommend adequacy of insurance coverage and limits; Works with insurance brokers to renew and purchase insurance providing adequate means to transfer risk; Reviews indemnity and insurance language within contracts and agreements to ensure proper protection for the City; and Reviews and approves insurance submitted by vendors, permittees, licensees, and contractors. Page 2 of 8

38 CITY ATTORNEY DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Ensure Public Safety The Prosecution Division works with the Pasadena Police Department and 19 other law enforcement agencies, along with other city departments, to build a safer city by filing criminal complaints, representing the People at misdemeanor hearings in the Superior Courts, abating substandard housing, enforcing city codes and ordinance, advocating for victims and vigorously prosecuting all matters from first appearance through trial and appeal where applicable. Civil Division lawyers work with the Police Department by providing legal advice, training, negotiating and drafting agreements with local law enforcement agencies for sharing of resources, and defending police officers in civil rights litigation brought to state and federal courts. The Department works with, and trains, staff in the Fire, Public Works, and other city departments to encourage public safety (including safe streets and sidewalks). Support and Promote the Quality of Life and the Local Economy The Community Prosecution Unit addresses significant nuisance and substandard properties by working with other city staff in identifying and abating these problems and keeping local neighborhoods vibrant and safe. Prosecutor conduct numerous meetings with community leaders and groups along with city officials and staff to implement initiative designed to safeguard the community. Civil Division lawyers support code enforcement efforts to reduce blight through civil actions and by providing advice to city departments and advisory bodies. Lawyers prepare, review and give advice regarding documents such as proposals, contracts and planning documents related to projects that enhance the local economy. Maintain Fiscal Responsibility and Stability The Department works to ensure high quality legal representation for all city officers, departments and agencies, manage law firms and legal expenses, and remain within budget. The Department has saved the City substantial sums by providing legal advice that has language in contracts that protects the City and by avoiding large adverse judgments in litigation. Benefits of a strong in-house legal department include (1) a budget savings over the cost of paying outside counsel; (2) regular contact and familiarity with city staff means matters are handled more efficiently and through a comfortable working relationship between staff and attorneys. FISCAL YEAR 2018 ACCOMPLISHMENTS The Civil Division of the Department accomplished the following during Fiscal Year 2018: In the Civil Division, over 100 lawsuits were handled at any given time by the City s lawyers, and the vast majority of the cases were handled in-house. The Division has had major successes, obtaining dismissals and favorable results in the trial and appellate courts, saving the City substantial sums. Of note, during this Fiscal Year, the division obtained favorable-to-pasadena published appellate opinions (which may be cited as precedent and assist public agencies throughout the State) in matters that addressed the following four subjects: (a) inverse condemnation and tree liability; (b) recreational trail immunity: (c) local zoning of marijuana businesses; and (d) attorney s fees in Public Records Act lawsuits. Additionally, the Civil Division successfully handled small claims cases filed against the City. Civil Division staff has also worked effectively with city departments, boards, commissions and operating companies, handling a wide range of complex business and transactional matters, providing advice on a daily basis to minimize the City s exposure to civil liability. The Department has provided citywide training and worked with individual departments on legal issues including, labor and personnel matters, ethics and conflicts, contracts, open meeting laws, land use and environmental laws, public contracting laws, constitutional issues, and more. Page 3 of 8

39 CITY ATTORNEY The Prosecution Division of the Department accomplished the following during Fiscal Year 2018: Reviewed more than 5,000 matters for filing consideration, ultimately prosecuting approximately 93.0 percent of those matters in Superior Court; Addressed more than 50 nuisance properties within the City; Attended more than 50 meetings regarding nuisance property, public safety and community quality of life issues; Experienced a continued increase in Proposition 47 cases being handled by the Prosecution Division; Participated in Pasadena Unified School District student attendance review board hearings; Continued aggressive prosecution of Domestic Violence cases and continued to address concerns of domestic violence victims by prioritizing domestic violence hotline information and other critical resources and tips; Continued to conduct elder abuse and fraud workshops for senior citizens jointly with other city departments; Began the coordination and handling of Mental Health Court misdemeanor cases in the Metropolitan Courthouse origination from Pasadena; and Started the planning and implementation of the PACE Program. The Liability, Claims and Insurance Division of the Department accomplished the following during Fiscal Year 2018: Received 218 new pre-litigation claims; Investigated, resolved and closed 352 pre-litigation claims, including new claims and claims pending from prior years; Increased City s Excess General Liability insurance to $25,000,000; City s insurance requirements from vendors to require higher rating of insurer s financial stability and increased insurance amounts as appropriate, which will ensure better protection of the City in the event of a claim/litigation; Successfully recovered monies spent for repairs done to city property due to damages caused by the actions of third parties while working in cooperation with various city Departments; and Purchased separate insurance policies, providing more protection for the City for programs/events/camps sponsored by the Human Services & Recreation and Library Departments. FISCAL YEAR 2019 RECOMMENDED BUDGET The FY2019 of $7,173,575 is a decrease of $63,317 (or 0.9 percent) from the. Personnel A total of FTEs are included in the, which is a decrease of 1.0 FTE, a Deputy City Attorney position. In addition to the FTEs, each summer, the Department hosts approximately three law student summer interns. The interns are not paid but gain a wealth of experience and provide relevant assistance as they work on issues in both the Civil and Prosecution Divisions, conducting legal research and drafting memoranda, motions, and briefs, and they attend various meetings, hearings, and trials. Page 4 of 8

40 CITY ATTORNEY YEAR-OVER-YEAR BUDGET CHANGES Depending on the types and numbers of lawsuits filed, more work will be done by in-house lawyers, to the extent staffing allows, which will be more difficult to accomplish with the reduction of a lawyer s position The Department will continue to reduce the purchasing of supplies and reference materials where feasible. FUTURE OUTLOOK Civil cases will continue to be handled in a cost effective manner although continued budget-related changes to the Los Angeles Superior Court have increased the cost of litigation, such as the "master calendar" system where all personal injury cases have been assigned to a courtroom in Downtown Los Angeles. This has caused an increase in travel time for attorneys and witnesses (many of them city staff) for matters that arose in Pasadena. It is likely that the number and value of lawsuits will increase, and we will continue to handle as many matters in-house as possible. However, reduction of one Deputy City Attorney position will impact the capacity to handle in-house matters. Outside Leal expenses have averaged $1.154 million over the past two fiscal years. Given City of Pasadena s size, complexity, and legal needs, even with a full complement of in-house staff, Outside Legal may still be within the approximate range of $1.2 million, and that figure will likely be exceeded with one fewer in house lawyer. Additionally, the Civil Division will continue to focus on transactional and business matters in order to effectively serve as in-house counsel to the City and its operating companies in conducting the complex business of government in a proactive, transparent and responsible fashion. As resources allow, training will continue to be provided citywide to continue to limit liability and to protect the public interest. The Civil Division continuously endeavors to provide city officials and staff with strategic legal services, in what are often unique areas of the developing law. The Prosecution Division will continue to aggressively address criminal violations which occur in the City, offer training to local law enforcement and work closely with local and state agencies. The Division anticipates an increase in criminal filings for this fiscal year. The Division has experienced recent increases to courtroom assignments, staffing between six and seven courtrooms, along with the Mental Health Court in Downtown Los Angeles and, periodically, courts in Alhambra, Burbank and Glendale. The Division will also continue its expansion into the prosecution of truancy cases and the handling of even greater numbers of Mental Health Court cases. This will significantly increase the caseload numbers for the Division. These increases, along with continued impacts of Proposition 47 and other state initiatives, will hamper the ability to handle these increased responsibilities with existing staffing levels. Community Prosecution will continue to work collaboratively to abate nuisances and prosecute code violations associated with the City s most difficult problem properties. Community Prosecution efforts will seek creative solutions for the benefit of the community. The anticipated increase in caseloads would require an increase in staffing to handle the volume increase if the Division continues all of its outreach and other community efforts. In addition, the State s realignment of state prisoners continues to cause a reduction in the amount of jail cells available for misdemeanor offenders, while the referrals for the filing of crimes against persons and other serious misdemeanors continues to increase. The Los Angeles County Superior Court will be implementing a new case management system, Tyler/Odyssey, for criminal cases during Fiscal Year The Prosecution Division anticipates the need to upgrade our current case management system, JustWare, to allow for our system to be compatible with the court s new system and to be able to engage in the e-filing of cases. The Division will work closely with DoIT in the coordination and upgrading of our system The Prosecution Division will continue to expand its rehabilitative efforts as a component of the measures utilized to address on-going criminal activity, in light of jail shortages and the needs of the community. The Division has expanded its outreach efforts to various sectors of our community to enlist their aid in providing Page 5 of 8

41 CITY ATTORNEY treatment options for misdemeanor offenders. Prosecutors will also work with law enforcement, code enforcement and other agencies in addressing the issue of marijuana dispensaries in Pasadena. The Division is also continuing its leadership role in the Pasadena Administrative Citation Enforcement (PACE) Program in a collaborative effort with nine other agencies and departments to address code violations and to secure prompt payment of appropriate fines by offenders. The Liability, Claims and Insurance Division will continue to review and enforce insurance requirements, refine processes and procedures citywide, and resolve pre-litigation liability claims. Once our tracking system is modified to better track claims and payments, they will be tracked and shared as appropriate to identify trends with an eye toward reducing risk. The Liability, Claims and Insurance Division will continue to work with our insurance brokers to provide appropriate coverage to the City through master umbrella and excess policies, above the self-insured retention, as well as special event policies. To this end, we have obtained an analysis from an independent insurance consultant, which will be used to evaluate the citywide insurance program during the upcoming renewal. Page 6 of 8

42 CITY ATTORNEY SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $5,018 $5,349 $5,341 $5,259 Services & Supplies 1,413 1,389 1,389 1,400 Internal Service Charges City Attorney Total $6,957 $7,245 $7,237 $7,174 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) City Attorney-Administration $3,859 $4,079 $4,079 $4,026 City Prosecutor 1,771 1,973 1,973 1,946 Liability & Claims Outside Legal Services 1, City Attorney Total $6,957 $7,245 $7,237 $7,174 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund $6,661 $6,802 $6,802 $6, General Liability Fund City Attorney Total $6,957 $7,245 $7,237 $7,174 SUMMARY OF FTEs BY DIVISION Division City Attorney-Administration City Prosecutor Liability & Claims City Attorney Total Page 7 of 8

43 CITY ATTORNEY PERFORMANCE MEASURES Target Target COUNCIL GOAL: TO ENSURE PUBLIC SAFETY Objective: To enhance public safety by assuring a strong overall conviction rate on filed cases. 1 Percentage of Convictions on all Filed Cases, Conviction Rate 80% 88% 90% Objective: To improve personal safety of families and individuals by prosecuting crimes of Domestic Violence (DV) and Domestic Violence- Related Offenses 1 Percentage of Convictions on Filed DV Cases 75% 80% 80% Objective: To improve traffic safety in the community by prosecution of Driving Under the Influence cases (DUI). 1 Percentage of Convictions on Filed DUI Cases 85% 90% 90% Page 8 of 8

44 Operating by Line Item (Expense) Department: City Attorney Cost Category Object Object Description Personnel Regular Pay - PERS 2,881,020 2,913,804 2,913,804 2,808, Non Benefit Employees Overtime Pay PST-Part Time Employees-PARS 47, Auto Allowance 45,325 42,899 42,899 38, Personal Devlpmnt Allowance 16,750 16,000 16,000 15, Workers' Compensation 207, , , , Jury Duty General Liability 586 5,380 5,380 41, Miscellaneous Pay 5, Employee Portion-PERS City Portion-PERS 656, , , , Life Insurance 1,727 2,914 2,914 1, Dental Insurance 26,931 32,240 32,240 31, MediCare City Contribution 43,786 52,813 52,813 46, Long Term Disability 8,166 9,106 9,106 9, Medical 370, , , , Benefits 629, , , , Vision Care Accrued Payroll Expense 11, Benefits Admin. 59, CellPhone/SmartPhone Stipend 13,000 12,479 12,479 13, EE Parking Permits ER Paid 10,440 31,320 23,040 31, Contra Pension Expense-GASB68 (27,583) ActuarialPensionExpense-GASB68 10, Personnel Total 5,018,382 5,349,214 5,340,934 5,258,970 Services & Supplies Materials And Supplies 30,314 39,248 39,248 39, Equipment Lease Payments 14,369 38,244 38,244 38, Computer Related Supplies 578 1,500 1,500 1, Equip Purchases Under $10k 3,965 10,500 10,500 10, Outside Printing & Duplicating Legal and Other Advertising Photo Copy Machine Maint 389 4,800 4,800 4, Other Contract Services 134, , , , Consultant Services Contract Maintenance Data Processing Operations 16,372 18,466 18,466 18, Outside Legal Services 1,031, , , , Dues And Memberships 10,865 13,950 13,950 13, Special Civic Events Conf & Mtgs- Comm & Committes Conf & Mtgs-City Departments 14,355 21,925 21,925 26, Mileage 5,426 1,995 1,995 1, Education ,675 34,675 29, Reference Matls Subscriptions 38,753 57,940 57,940 37, Gas/Fuel Telephone 1,863 2,000 2,000 2, Postage 3,029 3,350 3,350 3, Insurance , Litigation 104, , , , Vehicle Rental Services & Supplies Total 1,413,173 1,389,393 1,389,393 1,399,809 Internal Srvc Chrg IS-Structural Maintenance 110, , , ,195 1 OF 2

45 Operating by Line Item (Expense) Department: City Attorney Cost Category Object Object Description Internal Srvc Chrg IS-Tenant Improvements 1, IS-Lockshop IS-Utilities & Insurance-Hsekp 60,503 60,503 60,503 54, IS-Houskeeping Services 47,129 47,129 47,129 47, IS-Printing 36,828 14,965 14,965 14, IS-Mail - Basic Services IS-DoIt Telephone Basic 15,794 15,296 15,296 16, IS-DoIt Service Center Basic 27,052 25,427 25,427 29, IS-DoIt NetworkSupportBasic 16,595 19,251 19,251 21, IS-Building Preventive Mainten 20,609 20,609 20,609 20, IS-DoIt Telephone Usage 1,321 15,379 15,379 1, IS-DoIt Entrprs ComputingBasic 49,592 46,118 46,118 50, IS-DoIt Applications Basic 21,154 21,500 21,500 25, IS-DoIt Program Mgmt Basic 74,219 66,618 66,618 72, IS-DoIt GIS Basic 1,659 1,395 1,395 1, IS-Security Srvcs at CityHall 16,292 16,292 16,292 20, IS-DoIt ProjGrantServices IS-DoIt Desktop Rplcmnt Prog 7,264 6,927 6,927 7, CAP Allocation Expense 18,000 18,346 18,346 18,914 Internal Srvc Chrg Total 525, , , ,796 Operat Transfer Out Trans To Benefits & Insurnce F Operat Transfer Out Total Grand Total 6,957,217 7,245,172 7,236,892 7,173,575 2 OF 2

46 Operating Summary by Division (Expense) Department: City Attorney Cost Category Division Name Personnel City Attorney-Administration 3,296,890 3,434,876 3,434,876 3,366,920 City Prosecutor 1,507,315 1,658,755 1,658,755 1,629,014 Liability & Claims 214, , , ,449 Outside Legal Services ,586 Personnel Total 5,018,382 5,349,214 5,340,934 5,258,970 Services & Supplies City Attorney-Administration 256, , , ,615 City Prosecutor 89, , , ,172 Liability & Claims 35, , , ,022 Outside Legal Services 1,031, , , ,000 Services & Supplies Total 1,413,173 1,389,393 1,389,393 1,399,809 Internal Srvc Chrg City Attorney-Administration 305, , , ,984 City Prosecutor 174, , , ,897 Internal Srvc Chrg Total 525, , , ,796 Operat Transfer Out City Attorney-Administration City Prosecutor Liability & Claims Operat Transfer Out Total Grand Total 6,957,217 7,245,172 7,236,892 7,173,575 1 OF 1

47 CITY CLERK Page 1 of 6

48 CITY CLERK MISSION STATEMENT To ensure the City s elections and legislative processes are open and public by providing a link between citizens and government through the dissemination of information; and to ensure the preservation and integrity of official records that are stored and maintained for legal and business purposes. PROGRAM DESCRIPTION The City Clerk Department is responsible for the preparation and distribution of City Council agendas and minutes; maintaining accurate records and the legislative history of City Council actions; ensuring the safe keeping and storage of the City s official records and archives; enabling and assisting with record retrieval and legislative research for City departments and the public; administering centralized processing of all legal notices; administering and maintaining filings of campaign finance and economic interest statements; administering local elections for the City Council and Pasadena Unified School District Board of Education; overseeing the City s centralized Records Management Program and the City s electronic imaging and archival system; and providing mail services to City departments. DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Maintain fiscal responsibility and stability The City Clerk Department, in support of the Council s goal of creating a more effective, cost-efficient government, will continue to convert documents/records into the citywide virtual record center. This provides for faster and more efficient ways to retrieve and research information in an electronic format. Weekly City Council meeting agendas, accompanying agenda reports and recaps of City Council meeting actions are provided on the internet giving greater accessibility for the public, media, and City departments. The Department will continue to concentrate on promoting greater use of imaging and electronic storage of records by providing support and maintenance services to its customer departments. FISCAL YEAR 2018 ACCOMPLISHMENTS During, the Official Records Division provided staff support for City Council regular, special, and joint meetings, and four Council standing committees; provided legislative research services to City departments and the public; provided information to the City Council as part of its review of the California Voter Participation Rights Act (CVPRA) regarding the change in timing of City elections (to occur on statewide election dates held in even years), which included the State Attorney General s Opinion No stating that the CVPRA applies to Charter Cities; provided similar information to the Pasadena Unified School District s Board of Education as part of the Board s review of the CVPRA issue and changing the timing of PUSD election dates; prepared and presented ballot materials for two Charter Amendment measures for the June 5, 2018 statewide ballot to change the timing of City of Pasadena elections (Measure AA) and to change the timing and format of PUSD Board of Education elections (Measure BB); in conjunction with the City Attorney s Office, prepared ballot materials for two City ordinances to be submitted to voters related to legalized commercial cannabis activities (Measure CC) and to impose a cannabis business tax (Measure DD); processed an unsuccessful referendum challenge to the City s ordinance prohibiting cannabis activities in the City; processed the notice of intention for two proposed proponent driven initiative measures, one related to legalized commercial cannabis activities and the second related to a proposed Charter Amendment measure to adopt rent control regulations; continued assistance with work plan and implementation of the Enterprise Content Management System to replace the current Questys Content Management System; in conjunction with the Planning Department and the City s municipal code publisher, facilitated the move of the City s Zoning Code (Title 17) to the Pasadena Municipal Code online. Page 2 of 6

49 CITY CLERK The Records Management Division imported, and archived over 4,827 building plans, 1506 rebate forms, 2,215 birth certificates while continuing to import more than 8,975 permits and Occupancy Inspection Reports into the citywide imaging system (Questys). These record conversions from paper to digital format and the regular destruction of records (having met their retention requirements) resulted in a net reduction of the physical Records Center holding by 707 cartons, and averted 1,060 cubic feet of storage being sent to the Center, eliminating the need to increase storage capacity in the Center. The Records Manager and staff continue to assist in the completion of the Electronic Content Management System (ECMS) project and recently coordinated the implementation of the application for Fire and Police Retirement System (FPRS) records. In coordination with the Department of IT, a larger roll out of the ECMS System has been completed. City personnel now have access to the City Clerk Records on the ECMS application by going to CityNet, Software Links, and selecting ECMS City Clerk Records Search. They can now conduct their own search for records reducing the time spent by City Clerk staff doing research. The Records Management staff has coordinated the release of a Request for Proposals for a citywide imaging and scanning contract to further facilitate the transition of paper records to electronic content to increase accessibility and efficient archival of City records. Mail Services Division has continued to provide mail services to all City departments and will have processed 1,289,966 pieces of mail equating to $567,895 in postage. Staff is responsible for all large City mailings. Fiscal Year 2018 saw an increase in volume in community wide mailings with a 32,329 mailer for the Environmental Health Division and the Parking Division s Annual Preferential parking mailer of 15,000 mail pieces. Both mailers saving the City $9,850. Staff also completed 317,499 mailing for Council Districts. Council District 1 took advantage of mailing 47,372 smaller postcards this past year, which also lead to savings of approximately $3,222. Staff is also responsible for inserting approximately 25,364 business licenses, 484,330 Water & Power bills, and 86,835 parking citations. FISCAL YEAR 2019 RECOMMENDED BUDGET Operating The proposed of $2,855,276 is $182,837 or 6.8 percent higher than the, which can be attributed additional appropriations of $351,500 for anticipated City election expenses offset by a reduction of $172,200 related to future Charter Reform efforts. Personnel costs increased $84,000 and Internal Services Charges increased $45,000. Personnel A total of FTEs are included in the, which is the same as. FUTUREOUTLOOK As part of the citywide effort to reduce spending and meet budget targets, the City Clerk s Office eliminated budget funding for a Charter Study Task Force that was initially funded to review and update the City Charter. Recently, the City Council conducted a limited and specific review of Charter provisions related to timing of City Council and Board of Education elections in response to new state legislation. This limited review resulted in the City Council submitting two Charter Amendment measures for voter consideration as part of the June 5, 2018 statewide election. Other potential Charter Amendment issues that have been raised over the recent years would likely need significant discussion and public input that might be better facilitated by a Charter Study Task Force. However, any changes would not impact the day-to-day operations of the City and are recommended to Page 3 of 6

50 CITY CLERK be deferred until such time as the City Council deems a review is more urgent in nature. In the coming years, there will be a number of more pressing issues to be addressed, which include adjusting to the City s new election timing, completing 2020 Census counts, and reviewing and equalizing the resulting population counts for each of the City Council voting districts (also known as redistricting) following the 2020 Census. Page 4 of 6

51 CITY CLERK SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $1,601 $1,472 $1,522 $1,607 Services & Supplies Internal Service Charges Operating Transfers Out City Clerk Total $2,848 $2,450 $2,672 $2,855 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) Official Records-Admin. $1,326 $1,300 $1,235 $1,284 Mail Services Division Records Management Elections City Clerk Total $2,848 $2,450 $2,672 $2,855 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund $2,809 $2,450 $2,672 $2, Mail Services Fund City Clerk Total $2,848 $2,450 $2,672 $2,855 SUMMARY OF FTEs BY DIVISION Division Official Records-Admin Mail Services Division Records Management City Clerk Total Page 5 of 6

52 CITY CLERK PERFORMANCE MEASURES Target Target COUNCIL GOAL: SUPPORT AND PROMOTE THE QUALITY OF LIFE AND THE LOCAL ECONOMY. Objective: Ensure the City s legislative processes are open and public by providing a link between citizens and government through access and dissemination of information. 1 Recap of Council/Successor Agency meeting actions available on the Internet by 100% 100% 100% 5:30 p.m. one day following each Council meeting. 2 Council/Successor Agency minutes submitted for approval within 2 weeks of 100% 100% 100% each meeting or the next scheduled meeting. 3 Council/Successor Agency minutes posted on the Internet within 3 days of approval. 100% 100% 100% Objective: Ensure Pasadena Voters have access to information regarding ballot issues and candidates for Mayor, City Council, and School District Board of Education elections. 1 Post or make public election information (seats up for election, nomination filing Yes Yes Yes period, etc.) one year in advance of future election. 2 Post or make public the list of qualified candidates and measures within 1 week of N/A 100% 100% qualification. 3 Post or make public semi-official election results the next day following election, and N/A 100% 100% final results one day after conclusion of official canvas. 4 Post or make public campaign finance information within one day of filing of 100% 100% 100% statements. 5 Sample ballots mailed prior to 21 days before election. N/A 100% 100% Objective: City business records will be stored in the Records Management Center for easy access, ensuring their preservation and integrity; Mail delivery will be prompt and accurate. 1 Timeliness of requested records received within 24 hours of request. 100% 100% 100% 2 Satisfaction survey results for services provided by Records Management staff. 100% 100% 100% 3 Satisfaction survey results for services provided by Mail Services staff. 100% 100% 100% Page 6 of 6

53 Operating by Line Item (Expense) Department: City Clerk Cost Category Object Object Description Personnel Regular Pay - PERS 768, , , , Non Benefit Employees 28, Overtime Pay 16,511 10,000 10,000 10, PST-Part Time Employees-PARS 54, ,000 50, Auto Allowance 9,600 9,600 9,600 9, Personal Devlpmnt Allowance 3,250 3,250 3,250 3, Workers' Compensation 125, , ,087 76, General Liability , Miscellaneous Pay 10, Employee Portion-PERS City Portion-PERS 178, , , , Life Insurance Dental Insurance 10,218 11,604 11,604 11, MediCare City Contribution 12,990 12,812 12,812 13, Long Term Disability 2,781 2,209 2,209 3, Medical 181, , , , Benefits 168, , , , Vision Care Accrued Payroll Expense 6, Benefits Admin. 15, CellPhone/SmartPhone Stipend EE Parking Permits ER Paid 5,760 13,680 13,680 21, Contra Pension Expense-GASB ActuarialPensionExpense-GASB Personnel Total 1,601,176 1,472,482 1,522,482 1,606,851 Services & Supplies Materials And Supplies 22,090 19,852 27,852 26, Rent Expense 26,066 29,712 29,712 29, Computer Related Supplies 0 2,000 2,000 2, Equip Purchases Under $10k 491 1,500 1,500 1, Outside Printing & Duplicating 5,421 10,000 10,000 10, Legal and Other Advertising 37,605 10,000 10,000 5, Photo Copy Machine Maint 13,111 15,800 15,800 15, Other Contract Services 514, , , , Dues And Memberships 1,211 1,435 1,435 1, Conf & Mtgs-City Departments 1,528 9,690 9,690 4, Mileage Education Training Costs 0 1,400 1,400 1, Video Productions 3, Reference Matls Subscriptions 0 1,381 1,381 1, Postage 4,709 97,800 97,800 77, Insurance , Vehicle Rental Services & Supplies Total 631, , , ,155 Capital Outlay Computer Equipment Capital Outlay Total Internal Srvc Chrg IS-Structural Maintenance 100, , , , IS-Tenant Improvements 1, IS-Lockshop IS-Utilities & Insurance-Hsekp 55,198 55,198 55,198 49, IS-Houskeeping Services 42,997 42,997 42,997 43, IS-Floors And Windows IS-Printing 15,593 6,000 6,000 20,000 1 OF 2

54 Operating by Line Item (Expense) Department: City Clerk Cost Category Object Object Description Internal Srvc Chrg IS-Mail - Basic Services IS-DoIt Telephone Basic 8,614 8,979 8,979 9, IS-DoIt Service Center Basic 29,052 22,613 22,613 25, IS-Fleet Maint-Equip Maintenan 6,885 4,621 4,621 6, IS-Fleet Maint-Equip Replaceme 2,523 2,523 2,523 2, IS-Fleet Maint-Fuel 1,872 1,981 1,981 2, IS-DoIt NetworkSupportBasic 16,681 17,055 17,055 18, IS-Building Preventive Mainten 18,803 18,803 18,803 18, IS-DoIt Telephone Usage IS-DoIt Entrprs ComputingBasic 43,204 51,543 51,543 56, IS-Mail Direct Request IS-DoIt Applications Basic 125,225 89,584 89, , IS-DoIt Program Mgmt Basic 74,218 66,505 66,505 75, IS-DoIt GIS Basic 1,659 1,242 1,242 1, IS-Security Srvcs at CityHall 14,864 14,864 14,864 18, IS-DoIt ProjGrantServices 10, IS-DoIt Desktop Rplcmnt Prog 5,832 5,386 5,386 5, CAP Allocation Expense Internal Srvc Chrg Total 576, , , ,270 Operat Transfer Out Transfers To Other Funds 39, Trans To Capital Projects Fund Trans To Benefits & Insurnce F Operat Transfer Out Total 39, Operating Expense Depreciation Operating Expense Total Grand Total 2,848,376 2,450,239 2,672,439 2,855,276 2 OF 2

55 Operating Summary by Division (Expense) Department: City Clerk Cost Category Division Name Personnel Elections 38,233 1,442 1,442 0 Mail Services Division 255, , , ,778 Official Records-Admin. 942, , , ,542 Records Management 365, , , ,531 Personnel Total 1,601,176 1,472,482 1,522,482 1,606,851 Services & Supplies Elections 428,491 3, , ,300 Mail Services Division 59, , , ,602 Official Records-Admin. 86, , ,888 79,351 Records Management 57,413 86,902 86,902 86,902 Services & Supplies Total 631, , , ,155 Capital Outlay Official Records-Admin Records Management Capital Outlay Total Internal Srvc Chrg Elections 11, Mail Services Division 203, , , ,463 Official Records-Admin. 297, , , ,914 Records Management 64,489 92,014 92, ,516 Internal Srvc Chrg Total 576, , , ,270 Operat Transfer Out Elections Mail Services Division 39, Official Records-Admin Records Management Operat Transfer Out Total 39, Operating Expense Mail Services Division Operating Expense Total Grand Total 2,848,376 2,450,239 2,672,439 2,855,276 1 OF 1

56 CITY COUNCIL Page 1 of 4

57 CITY COUNCIL MISSION STATEMENT The mission of the Mayor and City Council is to provide leadership to the community through the establishment of policies which enhance the quality of life for Pasadena residents, businesses, non-profit institutions and governmental agencies, and other stakeholders, and maintain a strong and stable fiscal condition. PROGRAM DESCRIPTION The City has a Council-Manager form of government with seven City Council districts each electing a Councilmember to a four-year term. The Mayor is an at-large elected position serving a four-year term. The Vice Mayor is a Councilmember selected by the Council, traditionally for two consecutive one-year terms. The City Council is responsible for setting policies, passing ordinances, adopting the budget, appointing committee members, and hiring the City Manager, City Attorney/City Prosecutor, and the City Clerk. FISCAL YEAR 2018 ACCOMPLISHMENTS Significant accomplishments of the Council during include: Adoption of balanced budget for a sixth consecutive year; increased City s reserves above pre-recession levels; authorized establishment of an IRS Section 115 trust for future pension obligations and other postemployment benefits; and maintained the City s AAA issuer credit rating with Standard & Poor s and AA+ with Fitch rating agency, consistent with the Council s goal to maintain fiscal responsibility and stability; Continued work with City Auditor to improve oversight of City internal controls; Implemented the second year of a five-year program of tiered increases to the City s minimum wage and wage enforcement program in an effort to reduce workforce exploitation, provide protection for employees and keep Pasadena businesses competitive; Approved fair wage increases for City employees; Continued pursuit of both major and minor public works improvements to preserve and expand the City s infrastructure, including completion of seismic retrofit and preservation of La Loma Bridge, renamed John K. Van de Kamp Bridge; Continued restrictions and prohibitions in response to state-mandated water conservation, saving over 563 million gallons of water and achieving a cumulative 11 percent reduction in City water usage from 2013 use levels; Upgraded aging infrastructure for City s water and electrical systems, receiving Diamond (RP3) rating from American Public Power Association for providing greatest level of safe electrical service; Launched additional modules of the multi-year Enterprise Resource Planning system project to deliver realtime information to City management, integrate financial transactions, provide enhanced internal controls, and improve audit functions; Launched the planning and implementation of a five-year comprehensive roadmap assessing early childhood needs in Pasadena via Office of the Young Child; final two components of the Pasadena Mobility Element and Complete Streets Strategy, including plans for capital projects for pedestrians, bicycles, transit, and street mobility; new rules governing home sharing, accessory dwelling units and regulations for marijuana, and pursued charter election reform changes; Funded the fifth year of the Pasadena Unified School District (PUSD)/City Work Plan, Collaborate PASadena, which provides a framework for collaboration between City Hall and the PUSD to align resources and achieve better student outcomes. Page 2 of 4

58 CITY COUNCIL FISCAL YEAR 2019 RECOMMENDED BUDGET Operating The of $2,521,900 is 5.2 percent higher than, primarily attributable to an increase in employee PERS and personnel costs, and an increase in internal service charges. Personnel Department staffing remains unchanged from. A total of FTEs are included in the. FUTURE OUTLOOK Pasadena s local economy continues to perform well and there are positive signs of economic growth. In order to ensure long term financial stability of the City, the Council remains committed to addressing and reversing structural deficits by determining appropriate and sustainable levels of City services, enhancing City revenues, and minimizing potential negative impact resulting from any realignment or reduction in services. The Department is supportive of Join the Conversation a large community outreach endeavor by the City which, as part of the budget development process, has been undertaken to solicit community input on which programs are most vital to maintain should budget reductions be required. During the next fiscal year, the City Council intends to continue to maintain fiscal responsibility and stability; improve, maintain and enhance public facilities and infrastructure; increase conservation and sustainability; improve mobility and accessibility throughout the city; support and promote quality of life and the local economy; and ensure public safety. Page 3 of 4

59 CITY COUNCIL SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $1,372 $1,304 $1,304 $1,403 Services & Supplies Internal Service Charges City Council Total $2,394 $2,397 $2,397 $2,522 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) City Council-Administration $2,394 $2,397 $2,397 $2,522 City Council Total $2,394 $2,397 $2,397 $2,522 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund $2,394 $2,397 $2,397 $2,522 City Council Total $2,394 $2,397 $2,397 $2,522 SUMMARY OF FTEs BY DIVISION Division City Council-Administration City Council Total Page 4 of 4

60 Operating by Line Item (Expense) Department: City Council Cost Category Object Object Description Personnel Regular Pay - PERS 759, , , , Non Benefit Employees 0 5,300 5,300 5, Overtime Pay PST-Part Time Employees-PARS Auto Allowance 26,469 23,100 23,100 23, Personal Devlpmnt Allowance 4,500 4,500 4,500 4, Workers' Compensation 2,051 1,657 1,657 1, General Liability , Miscellaneous Pay City Portion-PERS 173, , , , Life Insurance 2,319 1,874 1,874 2, Dental Insurance 7,227 9,180 9,180 9, MediCare City Contribution 11,644 11,888 11,888 12, Long Term Disability 1,975 2,050 2,050 2, Medical 179, , , , Benefits 166, , , , Vision Care Accrued Payroll Expense 4, Benefits Admin. 15, CellPhone/SmartPhone Stipend 7,660 6,720 6,720 6, EE Parking Permits ER Paid 7,560 15,120 15,120 39,120 Personnel Total 1,372,078 1,304,068 1,304,068 1,403,239 Services & Supplies Materials And Supplies 15,662 48,500 48,500 48, Computer Related Supplies Equip Purchases Under $10k 8,900 38,431 38,431 34, City Council Telecommunication 5,353 16,200 16,200 16, Photo Copy Machine Maint 345 6,550 6,550 6, Other Contract Services 133, , , , Consultant Services 164, , , , Dues And Memberships 67,625 69,100 69,100 65, Special Civic Events 7,916 10,000 10,000 10, Conf & Mtgs-City Departments 7,357 16,500 16,500 16, Education Training Costs 0 5,000 5,000 5, Video Productions 0 2,000 2,000 2, Reference Matls Subscriptions Postage 158, , , , Foreign Cities Affiliation 12,500 12,500 12,500 12, Insurance , City Council General Expense 20,180 31,200 31,200 31, Permits and Fees Vehicle Rental Services & Supplies Total 602, , , ,786 Internal Srvc Chrg IS-Structural Maintenance 53,885 53,884 53,884 54, IS-Tenant Improvements 136 2,000 2,000 2, IS-Lockshop IS-Utilities & Insurance-Hsekp 29,467 29,467 29,467 26, IS-Houskeeping Services 22,953 22,953 22,953 23, IS-Floors And Windows 0 1,000 1,000 1, IS-Printing 90,907 65,000 65,000 69, IS-Mail - Basic Services IS-DoIt Telephone Basic 6,031 6,285 6,285 7, IS-DoIt Service Center Basic 28,513 26,040 26,040 30,583 1 OF 2

61 Operating by Line Item (Expense) Department: City Council Cost Category Object Object Description Internal Srvc Chrg IS-DoIt NetworkSupportBasic 17,403 19,549 19,549 22, IS-Building Preventive Mainten 10,038 10,038 10,038 10, IS-DoIt Telephone Usage 539 5,273 5, IS-DoIt Entrprs ComputingBasic 24,940 22,056 22,056 25, IS-Mail Direct Request 19, IS-DoIt Applications Basic 22,298 22,019 22,019 26, IS-DoIt Program Mgmt Basic 71,871 62,251 62,251 69, IS-DoIt GIS Basic 1,749 1,430 1,430 1, IS-Security Srvcs at CityHall 13,085 13,085 13,085 9, IS-DoIt Desktop Rplcmnt Prog 6,116 5,820 5,820 6,123 Internal Srvc Chrg Total 419, , , ,875 Operat Transfer Out Trans To Benefits & Insurnce F Operat Transfer Out Total Grand Total 2,394,198 2,396,699 2,396,699 2,521,900 2 OF 2

62 Operating Summary by Division (Expense) Department: City Council Cost Category Division Name Personnel City Council-Administration 1,372,078 1,304,068 1,304,068 1,403,239 Personnel Total 1,372,078 1,304,068 1,304,068 1,403,239 Services & Supplies City Council-Administration 602, , , ,786 Services & Supplies Total 602, , , ,786 Internal Srvc Chrg City Council-Administration 419, , , ,875 Internal Srvc Chrg Total 419, , , ,875 Operat Transfer Out City Council-Administration Operat Transfer Out Total Grand Total 2,394,198 2,396,699 2,396,699 2,521,900 1 OF 1

63 CITY MANAGER Page 1 of 6

64 CITY MANAGER MISSION STATEMENT The City Manager s Office is dedicated to the implementation of City Council policies through operational leadership and management of city departments to ensure efficient and effective delivery of government services, strengthen communication and partnerships with all segments of the community, and enhance the general fiscal health of the City through economic development activities that create quality jobs in Pasadena and support, retain, and attract businesses. PROGRAM DESCRIPTION The City Manager s Office consists of three main Divisions: City Manager s Office which includes the Internal Audit Section, Public Affairs, and Economic Development. The primary activities of each Division are as follows: The City Manager s Office provides oversight and direction to all city departments and programs to ensure they meet the needs of the community and are responsive to City Council Goals. The Internal Audit Section directly oversees internal city-wide audits of: city operations, programs, projects and contracts; compliance with administrative policies to evaluate risk management; internal controls effectiveness; and governance processes. The Internal Audit Section promotes good governance by evaluating internal controls, efficiency, and effectiveness through auditing the performance and financial integrity of departments. Internal Audit also receives and tracks complaints from the City s Fraud Hotline, (626) The Public Affairs Division supports city departments in developing news releases, media advisories, press conferences, outreach and marketing materials, social media posts and photographs, and other timely information for residents, businesses, visitors, and the news media. Public Affairs responds daily to news media calls from television, print, radio, and online organizations for information and interviews, directs the City website and social media content, and supports the City s overall community relations and outreach efforts. Public Affairs works closely with the City s Operating Companies to help cross-coordinate news coverage and marketing, as well as the Pasadena Community Access Corporation (PCAC) to produce programming content seen on KPAS, the City s government cable access television station. Further, Public Affairs manages staffing for the City Hall Rotunda Information Booth, conducts tours of City Hall, and publishes the citywide Pasadena in Focus newsletter. The Economic Development Division spurs and facilitates citywide economic development opportunities and strives to secure ongoing local investment that sustains a healthy job market, provides quality amenities, and creates stable tax revenues. These efforts involve regular contact with property owners, business representatives, local institutions, and residents. The Division also has a real estate portfolio of over 450 properties and leases that are managed, negotiated, and maintained for various city departments, tenants, and other agencies. The Division also staffs the City Council s Economic Development and Technology Committee. DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS The City Manager s Office is responsible for implementation of all City Council Goals. FISCAL YEAR 2018 ACCOMPLISHMENTS Throughout the City Manager s Office provided the leadership needed for the entire organization to address the City Council s Strategic Plan and Goals. Specific highlights for which the Department was directly responsible include: Managed the development, approval and/or implementation of City Council policy initiatives and directives such as accessory dwelling units, short term rentals, and cannabis business regulations; Page 2 of 6

65 CITY MANAGER Solicited residents input prioritizing city services through the Join the Conversation community outreach endeavor. Through an on-line survey, social media postings, and presentations by city staff to nearly 50 meetings of community groups, organizations, commissions and neighborhood associations, received citizens opinions on which city services are most vital to maintain should budget reductions be required; Completed the annual citywide risk assessment; Completed Phase 2 of the Department of Water and Power fraud risk assessment and began Phase 3 for the remaining departments; Developed an Internal Control Workshop to train city staff; Completed the Vendor Master File and Accounts Payable Audit; Completed two assessments on Human Services and Recreation and Housing and Career Services Departments, as well as the Payment Card Industries Data Security Standards and Tyler Munis application controls assessments; Prepared and published the City s official Annual Report; Produced the annual State of the City event with the Mayor s Office; Effectively managed all lease amendments and renewals on behalf of the City, increasing rents where appropriate, reducing or assisting in eliminating or minimizing rental expenses where possible, and negotiated early terminations to reduce costs; Coordinated with Mayor s Office and the Human Services and Recreation Department to produce the annual Mayor s Holiday Tree Lighting at City Hall; Designed and managed production of the New Year s Public Access Maps for the City of Pasadena, Tournament of Roses, and the Convention & Visitors Bureau Visitor Hotline with a special operations and staging plan map for Old Pasadena Management District, City of South Pasadena, and Post Parade Committee; Successfully promoted and managed citywide event operations for several large special events that brought visitors, tourism, and media exposure to the City, including the Tournament of Roses Parade, Pasadena Half Marathon at the Rose Bowl, Concorso Ferrari, and others; Successfully co-hosted the Economic Summit with the Pasadena Chamber of Commerce; Coordinated efforts to create a five year Business Improvement District in the South Lake District; Continued implementation of the Economic Development Task Force Report goals and objectives; Increased city s main Twitter to more than 28,500 followers; Coordinated with Pasadena Media to produce live and/or same- day coverage of special events and press conferences to air on KPAS, the City s TV station and live streaming on the web; Published and delivered by direct mail four issues of Pasadena In Focus, the citywide newsletter, as a total market coverage product to all of the City s business community and residences, reaching about 75,000 addresses per issue ; Distributed 160 Welcome Packages to new Pasadena businesses; Prepared and distributed quarterly Economic Development Download infographics with updates on current projects and stats highlighting economic activity; Hosted a corporate outreach meeting with property managers from the City s real estate industry; Supported Innovate Pasadena s goal of connecting Pasadena s technology and design industry clusters through: targeted marketing highlighting Pasadena s unique assets; a new Tech Jobs series focusing on tech job openings, tech resume workshops, and entry-level tech job advice; served as host to events and programming such as the 4th Annual Connect Week, a citywide innovation festival drawing over 10,000 participants; Successfully leveraged support to initiate the expansion of the Pasadena Bioscience Collaborative; Partnered with Caltech, the Art Center, and the local business community to enhance Innovate Pasadena; In conjunction with local business stakeholders, developed the new Future Yourself Here business attraction effort and website ; and Page 3 of 6

66 CITY MANAGER Coordinated with the City s Police and Fire Departments, the Rose Bowl Stadium, the Tournament of Roses and the Pasadena Convention and Visitors Bureau for large special event information, emergency preparedness reminders, public safety tips, street closure announcements, and media interviews. FISCAL YEAR 2019 RECOMMENDED BUDGET Operating The of $5,332,304 is $328,102 (6.6 percent) higher than the. Personnel A total of FTEs are included in the. While this represents no net increase, a Management Analyst IV position was eliminated and a Special Assistant to the City Manager position added. YEAR-OVER-YEAR BUDGET CHANGES For, Personnel expenses account for the majority of the increase in the budget. Personnel increases were primarily attributed to increases related to salary, PERS, medical and benefits. Services and Supplies were reduced by $100,000 as part of the Department s budget reduction efforts and Internal Services Charges increased 6.3 percent, which is consistent with the citywide trend. FUTURE OUTLOOK The City Manager s Office will continue to manage city operations, facilitate the citywide distribution of public information, and ensure public services are provided efficiently, effectively, and with diligent oversight while furthering the City Council s Strategic Plan and Goals. In, a key focus of the City Manager s Office will be balancing the City s ever increasing need for programs and services with the reality that expenses outpace available revenue. In the City began gathering citizens views and opinions on critical services and programs through the Join the Conversation outreach effort. If major reductions become necessary, the results of this survey will be used to prioritize budget reductions or seek new revenue sources such as a sales tax increase measure. Page 4 of 6

67 CITY MANAGER SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $3,804 $2,997 $3,041 $3,427 Services & Supplies 791 1,560 1,517 1,432 Internal Service Charges City Manager Total $5,069 $5,003 $5,004 $5,332 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) City Management-Admin. $2,512 $2,494 $2,494 $2,965 Economic Development Division 1,827 2,045 2,045 1,886 Northwest Programs Public Affairs City Manager Total $5,069 $5,003 $5,004 $5,332 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund $5,066 $5,003 $5,004 $5, General Fund Projects Fund New Years Day Genl Fund Events Benefits and Insurance Fund (1) Open Space Assessment District City Manager Total $5,069 $5,003 $5,004 $5,332 SUMMARY OF FTEs BY DIVISION Division City Management-Admin Economic Development Division Northwest Programs Public Affairs City Manager Total Page 5 of 6

68 CITY MANAGER PERFORMANCE MEASURES Target Target COUNCIL GOAL: SUPPORT AND PROMOTE THE QUALITY OF LIFE AND THE LOCAL ECONOMY. Objective: Produce and operate a robust, multiplatform media, marketing and public information program that promotes city programs, services, special events, the local economy and other activities important to Pasadena that is delivered in a timely manner for use by local businesses, residents, visitors, the news media, other stakeholders and targeted audiences. 1 Establish coordinated messaging and timing of hardcopy newsletters produced N/A N/A 100% by city departments 2 Establish a common platform for social media and marketing among all city N/A N/A 100% departments services and operating companies. 3 Number positive articles, announcements, social media posts and advertorials published about Pasadena-based businesses. 4 Number of print or digital "Welcome Packages" sent to new Pasadena businesses. 5 Number of targeted recruitment packages sent to potential businesses Objective: Work in partnership with other private and public economic development organizations to promote business development with various startup and emerging new industry businesses. 1 Number of partner events organized to promote business development and navigate through the City's business start-up process Target Target COUNCIL GOAL: MAINTAIN FISCAL RESPONSIBILITY AND STABILITY Objective: Implement and ensure compliance with the City of Pasadena Audit Plan. 1 Percent complete of the Fraud Risk Assessment 30% 60% 100% 2 Percent complete of the Annual citywide Risk Assessment 100% 60% 100% 3 Percent complete for the development of the fiscal year Audit Plan 100% 100% 100% 4 Percent complete of audits related to KPMG Forensic Audit Recommendations 15% 100% 100% Page 6 of 6

69 Operating by Line Item (Expense) Department: City Manager Cost Category Object Object Description Personnel Regular Pay - PERS 2,061,643 1,581,302 1,581,302 1,760, Non Benefit Employees 2, Overtime Pay 1, PST-Part Time Employees-PARS 91,585 40,522 77,962 37, Auto Allowance 35,753 34,140 34,140 34, Personal Devlpmnt Allowance 16,500 11,500 11,500 13, Workers' Compensation 70,195 47,211 47,211 39, General Liability 229, , , , Miscellaneous Pay Employee Portion-PERS City Portion-PERS 468, , , , Life Insurance 1,874 1,614 1,644 1, Dental Insurance 12,728 12,028 12,351 15, MediCare City Contribution 32,636 29,249 29,792 31, Long Term Disability 7,175 5,043 5,136 8, Medical 252, , , , Benefits 450, , , , Vision Care Accrued Payroll Expense 10, Benefits Admin. 42, CellPhone/SmartPhone Stipend 10,600 9,119 9,119 10, EE Parking Permits ER Paid 7,200 11,520 12,240 28, Contra Pension Expense-GASB68 (2,034) ActuarialPensionExpense-GASB68 1, Personnel Total 3,804,206 2,997,296 3,041,385 3,426,531 Services & Supplies Materials And Supplies 33,858 23,500 23,500 22, Lease Payments Computer Related Supplies 4,758 7,000 7,000 6, Equip Purchases Under $10k 3,960 5,700 5,700 5, Outside Printing & Duplicating 30,413 52,414 52,414 52, Legal and Other Advertising 18,416 70,000 70,000 70, Photo Copy Machine Maint 14,901 11,500 11,500 11, Other Contract Services 179, , , , Consultant Services 232, , , , Outside Legal Services ,000 10,000 10, Support To Advisory Committees 1,988 2,000 2,000 2, Dues And Memberships 52, , , , Special Civic Events 36,685 31,240 31,240 31, Conf & Mtgs- Comm & Committes Conf & Mtgs-City Departments 43,654 64,000 64,000 64, Mileage Education 350 4,000 4,000 4, Training Costs Reference Matls Subscriptions 1,039 4,100 4,100 4, Gasoline and Lubricants Gas/Fuel Water Telephone 0 2,000 2,000 2, Electric Postage 29,657 97,600 97,600 97, Insurance , Programs & Projects 113, , , , Program Expenditures OF 2

70 Operating by Line Item (Expense) Department: City Manager Cost Category Object Object Description Services & Supplies Program Expenditure Recovery (26,732) Permits and Fees 3, Litigation Vehicle Rental 684 1,000 1,000 1, Cell Phone Reimbursement Repairs and Maintenance 14,028 26,000 26,000 26,000 Services & Supplies Total 790,700 1,560,404 1,517,034 1,431,968 Internal Srvc Chrg IS-Structural Maintenance 68,318 66,179 66,179 69, IS-Tenant Improvements 4, IS-Lockshop IS-Utilities & Insurance-Hsekp 37,360 36,191 36,191 33, IS-Houskeeping Services 29,101 28,190 28,190 29, IS-Floors And Windows IS-Printing 47,165 55,129 55,129 55, IS-Mail - Basic Services IS-DoIt Telephone Basic 17,807 17,359 17,359 18, IS-DoIt Service Center Basic 29,246 25,356 25,356 27, IS-DoIt Radio Basic 1,946 1,765 1,765 1, IS-Fleet Maint-Equip Maintenan IS-Fleet Maint-Equip Replaceme 4,516 4,516 4, IS-Fleet Maint-Fuel IS-DoIt NetworkSupportBasic 18,098 19,250 19,250 20, IS-Building Preventive Mainten 12,726 12,328 12,328 12, IS-DoIt Telephone Usage 4,339 12,143 12,143 4, IS-DoIt Entrprs ComputingBasic 28,723 25,478 25,478 28, IS-Mail Direct Request IS-DoIt Applications Basic 22,868 21,441 21,441 25, IS-DoIt Program Mgmt Basic 74,697 60,364 60,364 70, IS-DoIt GIS Basic 62,246 50,048 50,048 57, IS-Security Srvcs at CityHall 4,911 4,596 4,596 12, IS-DoIt ProjGrantServices IS-DoIt Desktop Rplcmnt Prog 5,410 4,649 4,649 5,544 Internal Srvc Chrg Total 474, , , ,805 Operat Transfer Out Trans To Benefits & Insurnce F Operat Transfer Out Total Grand Total 5,069,303 5,003,482 5,004,202 5,332,304 2 OF 2

71 Operating Summary by Division (Expense) Department: City Manager Cost Category Division Name Personnel City Management-Admin. 1,978,071 1,756,293 1,800,382 2,242,249 Economic Development Division 1,297,811 1,058,731 1,058, ,402 Information Technology Northwest Programs 332, Public Affairs 195, , , ,880 Personnel Total 3,804,206 2,997,296 3,041,385 3,426,531 Services & Supplies City Management-Admin. 323, , , ,309 Economic Development Division 346, , , ,547 Northwest Programs 21, Public Affairs 99, , , ,112 Services & Supplies Total 790,700 1,560,404 1,517,034 1,431,968 Internal Srvc Chrg City Management-Admin. 210, , , ,477 Economic Development Division 182, , , ,390 Northwest Programs 32, Public Affairs 48,924 59,074 59,074 55,938 Internal Srvc Chrg Total 474, , , ,805 Operat Transfer Out City Management-Admin Economic Development Division Northwest Programs Public Affairs Operat Transfer Out Total Grand Total 5,069,303 5,003,482 5,004,202 5,332,304 1 OF 1

72 FINANCE Page 1 of 9

73 FINANCE MISSION STATEMENT The mission of the Department of Finance is to develop and monitor fiscal policies and procedures that ensure a financially strong and effective city government and maintains the financial integrity of the City. Being responsible for the overall financial and accounting management of the City, the Department ensures adherence to generally accepted accounting principles and ensures appropriate internal controls are in place to safeguard City assets. PROGRAM DESCRIPTION The Department plays a key role in every financial transaction of the City ranging from cash handling to debt management and from financial forecasting to budgetary controls. Services provided by the Department include fiscal oversight, accounting and analysis, debt management, investments, purchasing, budgeting, cash management, cashiering, collections, accounts receivable, accounts payable, payroll, printing services, and management analysis. The Department performs the following services: Monitors and reports the fiscal well-being of the City to the public, the City Council, and to executive management; Provides staff support to the City Council Finance and Audit Committee; Coordinates the City s long-range financial planning and debt administration; Prepares and oversees the City s Operating and routinely amends the budget to reflect operational changes; Updates and monitors the General Fund Five-Year Financial Plan; Provides procurement, accounts payable, accounts receivable, accounting, grants management and printing services for the City; Maintains the City s vendor list and serves as a resource for bid notifications and outreach for City departments including outreach for viable local economic opportunities; Promotes the local economy by identifying local purchasing, contracting, and hiring opportunities; Provides prudent investment management of the City s pooled portfolio, Capital Endowment Portfolio, Stranded Investment Reserve Fund, the former Pasadena Community Development Commission (PCDC), and segregated smaller portfolios, as well as investments held with trustees; Manages the bonded indebtedness for the General Fund, Water and Power Department, Successor Agency to the PCDC, and other City debt for a total of 33 financing issues with original face amounts of approximately $1.131 billion and current outstanding bonds of $876.5 million, with reserve funds of $45 million as of December 31, 2017; Performs lead role in issuing municipal bonds; Provides financial analysis and planning, actuarial analysis and cash flows relating to the funding of the Fire and Police Retirement System; Provides financial management services to the Successor Agency to the PCDC to effectuate the elimination of redevelopment activities per state law; Provides city-wide cashiering services, processing of utility payments, monitoring of billing, renewing, collecting, processing, investigating and issuance of over 18,000 business licenses with an average annual revenue of $6.2 million; Collects and administers delinquent accounts for the City including civil citations, paramedic accounts, utility accounts, code enforcement citations, special taxes, district assessment fees, non-sufficient fund returned checks, and other miscellaneous accounts; Collects, analyzes, records, and reports financial transactions of the City in accordance with applicable accounting, City, and other governmental requirements, standards, and guidelines; Bills and collects grants and other miscellaneous City revenues; Page 2 of 9

74 FINANCE Performs billing and receivables management for false alarms, utility users tax, franchise tax, transient occupancy tax, zoning parking contracts, occupancy inspections, grants, housing, benefits, and property damage; Manages payroll processing; and Coordinates the external audit of City financial statements and prepares the City s Comprehensive Annual Financial Report (CAFR), develops and prepares periodic financial reports for management, conducts grantsrelated fiscal monitoring, coordinates audits by federal and state granting agencies, and prepares other required governmental reports; DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Support and Promote the Quality of Life and the Local Economy The Department works closely with City departments to provide financial and economic data related to the City. The Department analyzes proposals and assists in the preparation of economic development agreements, works with the City s Business Improvement Districts to ensure the proper collection of annual assessments, and serves as a resource to the Pasadena business community. The Department participates in developing financing plans for major City projects and works closely with the Pasadena Center Operating Company and the Rose Bowl Operating Company to develop financing plans for major improvements. Maintain Fiscal Responsibility and Stability The Department continually searches for ways to improve City services while reducing costs. The Department continues to take the lead with updating the City s financial system to enhance financial information delivery. The business license system streamlines the processing of business license accounts and enhances customer service. The Purchasing Card Program allows departments to quickly procure items, reduces unnecessary paperwork and allows vendors to receive more timely payments. The Department developed numerous financial plans for major City funds to provide the City Council with a long-range financial picture of the fiscal solvency of these funds. These documents are refined on a quarterly basis to serve as an important planning tool for monetary decisions. Additionally, purchasing policies have been implemented to achieve urban sustainability as promoted by the United Nations Green Cities Declaration and Urban Environmental Accords, beginning with the purchase of alternative fuel vehicles, paper with higher content recycled matter, green light bulbs, and janitorial supplies that are free of toxins. FISCAL YEAR 2018 ACCOMPLISHMENTS The City expects to receive a Certificate of Achievement for Excellence in Financial Reporting by the Government Financial Officers Association (GFOA) for the Comprehensive Annual Financial Report for the fiscal year ended June 30, Notification is generally received in July or August. Solicited residents input prioritizing City services through the Join the Conversation community outreach endeavor. Through an on-line survey, social media postings, and presentations by City staff to nearly 50 meetings of community groups, organizations, commissions and neighborhood associations, received citizens opinions on which City services are most vital to maintain should budget reductions be required; Prepared and presented to the City Council the Operating for adoption; Maintained a current General Obligation Bond rating of AAA, the highest rating given by Standard and Poor s, and AA+ by Fitch rating agencies; Since the inception of the Pasadena First Buy Local Program, over 400 construction related jobs have been filled by Pasadena residents. This resulted in over $1.4 million in wages earned on private development projects, which comprised approximately 30 percent of the total payroll. Additionally, over $3.6 million in Page 3 of 9

75 FINANCE wages have been earned on public projects and a total of over $13 million in subcontracting and procurement has gone to Pasadena businesses; Planned and coordinated three outreach events to Pasadena businesses. Staff participated in a meet and greet with over 30 Pasadena businesses. An event was facilitated in partnership with JPL and NASA to conduct outreach to Pasadena businesses, women-owned businesses and small businesses; Continued to reduce the number of printed checks by Accounts Payable and increased efficiencies by expanding e-payable solutions and electronic invoice tracking; Continued to invest approximately $679 million as of June 30, 2017 in accordance with the City s investment policy and strategy and achieved competitive returns on City s investment portfolio; Continued to implement the home-based business audit program by sharing data with the State Franchise Tax Board; Continued to implement AB990 Business License Tax audit program with the State Board of Equalization; Successfully reported required annual continuing disclosure reports to the investment community and information disseminating agents; assisted on activities related to the dissolution of PCDC; Provided cash handling and procurement training to various departments throughout the City; Coordinated the installation of 27 security cameras in the Municipal Services area in an effort to enhance cash handling internal controls; Took lead role on developing and implementing payroll and business license modules in the Tyler Munis Enterprise Resource Planning system; Completed printing and production of the Operating, In Brief, and CAFR documents; Reclassified the Press Operator staff position to a Duplicating Machine Operator in an effort to reduce costs. Replaced obsolete, non-functional printing press with new, current-generation black and white and color digital printing system in an effort to increase efficiency, reduce costs and meet modern marketplace demands ; and Reduced outsourced printing costs by conducting a formal bid process and awarding to lowest-bid contract. FISCAL YEAR 2019 ADOPTED BUDGET Operating The of $12,735,062 is increasing by approximately 4.5 percent compared to the. Personnel A total of FTEs are included in the. YEAR-OVER-YEAR BUDGET CHANGES General Fund Personnel costs account for the majority of the department s expenditures. Increases of approximately $540,000 related to salary, PERS, medical, and benefits account for a portion with most of the remaining balance coming from increases in technology related services. Revenues are projected to increase by $85,000 from the transition to a new system of permitting and billing related to alarm permits for the Police Department. The day-to-day operation of this program is currently handled by Finance staff, and will be transferred to an outside firm specializing in this industry. This change will provide improved compliance with permit requirements, and should reduce the number of false alarms at nonpermitted locations over time. Page 4 of 9

76 FINANCE Printing Services Fund 508 Personnel costs are 4.2 percent lower compared to the due to the reclassification of a position following a retirement reducing the budget by almost $24,000. Technology related costs are projected to increase by a similar amount resulting in essentially a status quo overall budget for the fiscal year. FUTURE OUTLOOK The Department of Finance will pro-actively work to develop a long-term fiscal strategy to maintain the City s ability to continue providing local quality of life services desired by residents. External factors may continue to make these efforts more difficult. As recently as February of this year, the South Coast Air Quality Management Board has discussed its desire to utilize remaining sales tax increment in our County to address regional pollution. And, a California Business Roundtable Initiative designed to make it more difficult for local governments to enact local funding measures.. These factors make it even more critical to continue to engage our public in these issues. The valuable input and information received as part of the Join the Conversation community outreach endeavor will a critical component of this effort. The Department will continue to partner with other City departments and the affiliated agencies (Pasadena Center Operating Company, Rose Bowl Operating Company, and Pasadena Community Access Corporation) when new projects emerge and major initiatives are undertaken. The Department is actively involved in legislation as it impacts local government revenue and finances. It is anticipated that both legislative bills and ballot measures will come forward in the next year that could challenge existing property tax and sales tax structures along with efforts to address new areas such as clean water mandates. As new reporting requirements are introduced by the Governmental Accounting Standards Board (GASB), state laws change, revenues continue to show only modest gains, and expenses continue to grow, the need for constant monitoring of the City s financial affairs will increase. Strong fiscal leadership and superior customer service are two key areas of focus in the Department. Department employees will continue to attend training offered by the City to enhance their skill set and the Department will continually strive to streamline processes to enhance customer service. Additionally, implementation of recommendations from the Department s operational and fiscal audits and strategic plan will help ensure that the City s financial systems are effective and efficient. Actions that will be taken in as part of the Department s Work Accountability Plan include: Support and facilitate the establishment of a fiscal stabilization plan to ensure a balanced General Fund forecast; Review and revise finance related procedures; Implement new alarm permit and false alarm billing solution; Continue the implementation of new Accounts Payable payments solutions such as Paymode-X and ACH; Implement an online payment portal that can provide billing information for a large number of City programs; If approved by the voters, implement and collect the proposed cannabis tax for all cannabis related businesses; Provide mandatory training to both internal Finance staff and other department staff on finance policies and procedures; Review the City s billing practices to ensure compliance with policy and the proper accounting of revenue and receivables; Provide financial updates to the Finance Committee on an ongoing basis; Refine and implement the Cost Allocation Plan and Cost of Service Study to ensure cost recovery where appropriate; Review funding methodologies for the internal funding of workers compensation and general liability. Page 5 of 9

77 FINANCE SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $7,850 $8,230 $8,230 $8,404 Services & Supplies 1,167 1,485 1,485 1,513 Internal Service Charges 2,444 2,469 2,469 2,811 Operating Expense Debt Service Finance Total $11,491 $12,190 $12,190 $12,735 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) Finance-Administration $1,635 $1,404 $1,475 $1,582 Accounting & Analysis 3,603 3,815 3,911 4,113 Treasury/Cash Management 2,928 3,430 3,430 3,535 Purchasing & Printing 2,601 2,794 2,699 2, Finance Total $11,491 $12,190 $12,190 $12,735 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund $9,746 $10,246 $10,246 $10, New Years Day Genl Fund Events Health Fund Building Services Fund Community Develop Block Grant Rental Assistance Programs Fnd Home Investment Partnership Fd Supportive Housing Prog. (SHP) HOPWA Fund Low and Mod Inc Housing Asset Other Housing Funds Benefits and Insurance Fund Printing Services Fund 1,530 1,555 1,555 1, Workforce Innov and Opport Act Finance Total $11,491 $12,190 $12,190 $12,735 Page 6 of 9

78 FINANCE SUMMARY OF FTEs BY DIVISION Division Finance-Administration Accounting & Analysis Treasury/Cash Management Purchasing & Printing Finance Total Page 7 of 9

79 FINANCE PERFORMANCE MEASURES Accounting & Analysis Division Target Target COUNCIL GOAL: MAINTAIN FISCAL RESPONSIBILITY AND STABILITY. Objective: Financial information is accurate and completed timely. 1 Average age of accounts receivable excluding governmental and paramedic 71 days 60 days 70 days billing receivables. 2 Average age of paramedic billing accounts receivable. 65 days 60 days 63 days 3 Percentage of accounts receivable amount that go to collections (excluding 27% 25% 25% governmental and paramedic billings). 4 Collection rate of pre-collection accounts receivable excluding 75% 75% 71% governmental receivable. 5 Collection rate of post-collection accounts receivable. 45% 45% 50% COUNCIL GOAL: SUPPORT AND PROMOTE THE QUALITY OF LIFE AND THE LOCAL ECONOMY. Objective: Promote effective procurement operations and ensure City purchases are made efficiently and cost effectively. 1 Percent of vendor master database reviewed annually. 85% 100% 100% Note Performance Measure 1 -This is performed annually by Accounts Payable as part of the 1009 processing. Vendor Masterfile maintenance is handled by Purchasing during the year. Objective: Promote effective accounts payable operations and ensure City payments are made efficiently and cost effectively. 1 Average number of transactions processed weekly. 1,322 1,400 1,600 Purchasing & Printing Division COUNCIL GOAL: SUPPORT AND PROMOTE THE QUALITY OF LIFE AND THE LOCAL ECONOMY. Objective: Promote effective procurement operations and ensure City purchases are made efficiently and cost effectively 1 Number of contract opportunity notifications disseminated to local 3,351 8,000 10,000 businesses. 2 Number of solicitations to utilize electronic bidding Number of businesses briefed on "Doing Business with the City" or participated in one-on-one meetings. 4 Average number of e-bidders for solicitations Page 8 of 9

80 FINANCE Treasury And Cash Management Division Target Target COUNCIL GOAL: MAINTAIN FISCAL RESPONSIBILITY AND STABILITY. Objective: Maximize investment returns in accordance with GAAP and GASB guidelines. 1 Average rate of return/effective yield (annualized) (total assets). 1.31% 1.20% 1.60% 2 Average rate of return of investment benchmarks LAIF. 0.75% See note See note 3 Average duration of investments compared to best practice recommendation of 2 years years 2 years Note Future market rate and interest rate cannot be determined at this time. Please see the quarterly investment reports for more comprehensive performance measures for City investments. Objective: Maximize effectiveness of customer service. 1 Average percentage of survey results for overall customer service 100% 100% 100% ranked "Good" or better. 2 Average time for resolution of complaints. 1 bus. day 1 bus. day 1 bus. day 3 Average time for response to customer who left message. 1 bus. day 1 bus. day 1 bus. day 4 Average wait time for counter customer service. 2 mins or less 2 minutes 2 minutes 5 Average wait time for telephone customers. 2-3 mins 1 minute 1 minute 6 Average response time for customers who mail in payments. 2 bus. day 1 bus. day 1 bus. day 7 Number of training sessions provided to departments on cash management procedures. 8 Average response time for customers who mail in correspondence (applications). 2 bus. day 1 bus. day 1 bus. day Note Performance Measure 1 - Customer Service Survey completed manually by customers. Note Performance Measure 2 - Most complaints are resolved by reprinting a receipt, researching an account, or resolving a bus pass issue. As a result, wait time is minimal Note Performance Measure 3 - Phone messages are retrieved throughout the day and calls are returned by the end of the day. Note Performance Measure 4 - Quadrant Cashiering Systems is used to create a detailed report that shows what time a transaction started. Reviewing camera feed also determines wait time. Note Performance Measures 5, 6 and 8 Average wait time for telephone customers varied between 2-3 minutes due to staff accessing two different business license software programs during the transition to a new system. These system changes also added an additional day for Performance Measures 6 and 8. Page 9 of 9

81 Operating by Line Item (Expense) Department: Finance Cost Category Object Object Description Personnel Regular Pay - PERS 4,288,461 4,248,421 4,248,421 4,416, Non Benefit Employees 25, Overtime Pay 20,752 15,000 15,000 15, PST-Part Time Employees-PARS 45, Management Benefit Auto Allowance 16,200 16,200 16,200 12, Personal Devlpmnt Allowance 25,750 21,502 21,502 27, Workers' Compensation 463, , , , General Liability ,925 44,925 15, Sick Pay Holiday Pay Vacation Pay Miscellaneous Pay Employee Portion-PERS City Portion-PERS 992,134 1,304,318 1,304,318 1,476, Life Insurance 3,381 4,248 4,248 4, Dental Insurance 46,209 58,371 58,371 59, MediCare City Contribution 63,134 77,003 77,003 75, Long Term Disability 8,172 13,276 13,276 8, Medical 783, , , , Benefits 937,701 1,062,105 1,062,105 1,104, Vision Care Health Care Spending Accrued Payroll Expense 27, Benefits Admin. 87, CellPhone/SmartPhone Stipend 6,960 6,719 6,719 5, EE Parking Permits ER Paid 23,760 48,240 48,240 73, Contra Pension Expense-GASB68 (71,360) ActuarialPensionExpense-GASB68 55, Personnel Total 7,850,092 8,229,546 8,229,546 8,404,478 Services & Supplies Materials And Supplies 179, , , , Lease Payments Equipment Lease Payments 2,459 10,000 10,000 10, Computer Related Supplies Equip Purchases Under $10k 4,281 6,000 10,500 6, Outside Printing & Duplicating 294, , , , Legal and Other Advertising 58 6,000 6,000 6, Photo Copy Machine Maint 143, , , , Other Contract Services 386, , , , Consultant Services 31,900 33,500 33,500 33, Contract Maintenance 23,726 52,999 52,999 53, Data Processing Operations 35,045 47,900 47,900 48, Dues And Memberships 2,999 5,750 5,750 5, Conf & Mtgs- Comm & Committes 2,409 2,000 2,000 2, Conf & Mtgs-City Departments 16,963 35,800 35,800 35, Mileage 966 3,600 3,600 3, Education 370 2,100 2,100 2, Training Costs ,200 11,200 11, Medicl Pay Doctors-Workr Comp Reference Matls Subscriptions Telephone Postage 38,920 85,600 85,600 75, Fiscal Agent/Bank Fees & Chgs OF 2

82 Operating by Line Item (Expense) Department: Finance Cost Category Object Object Description Services & Supplies Cash Over and Short Insurance , Program Expenditures Discounts Lost Discounts Earned Vehicle Rental Services & Supplies Total 1,167,142 1,485,023 1,485,023 1,513,099 Internal Srvc Chrg IS-Structural Maintenance 194, , , , IS-Tenant Improvements 4,691 5,100 5,100 5, IS-Lockshop IS-Utilities & Insurance-Hsekp 106, , ,520 95, IS-Houskeeping Services 82,974 82,974 82,974 84, IS-Floors And Windows IS-Printing 52,504 70,845 70,845 70, IS-Mail - Basic Services IS-DoIt Telephone Basic 34,462 31,013 31,013 32, IS-DoIt Service Center Basic 67,262 66,072 66,072 72, IS-DoIt Radio Basic IS-Fleet Maint-Equip Maintenan IS-DoIt NetworkSupportBasic 41,483 50,007 50,007 53, IS-Building Preventive Mainten 36,286 36,286 36,286 36, IS-DoIt Telephone Usage 4,056 5,050 5,050 4, IS-DoIt Entrprs ComputingBasic 269, , , , IS-Mail Direct Request 5, IS-DoIt Applications Basic 1,262,064 1,345,210 1,345,210 1,644, IS-DoIt Program Mgmt Basic 76,562 66,720 66,720 72, IS-DoIt GIS Basic 4,125 3,626 3,626 3, IS-Security Srvcs at CityHall 28,684 28,684 28,684 35, IS-DoIt ProjGrantServices 100, IS-DoIt Desktop Rplcmnt Prog 12,929 12,368 12,368 13, CAP Allocation Expense 60,298 61,456 61,456 63,359 Internal Srvc Chrg Total 2,444,326 2,468,636 2,468,636 2,810,585 Operat Transfer Out Trans To Benefits & Insurnce F Operat Transfer Out Total Operating Expense Depreciation 29,177 6,900 6,900 6,900 Operating Expense Total 29,177 6,900 6,900 6,900 Debt Service Interest Debt Service Total Grand Total 11,490,787 12,190,105 12,190,105 12,735,062 2 OF 2

83 Operating Summary by Division (Expense) Department: Finance Cost Category Division Name Personnel Accounting & Analysis 2,735,073 3,082,017 3,082,017 3,175, , , , ,587 Finance-Administration 1,227, , , ,724 Purchasing & Printing 1,385,218 1,437,902 1,437,902 1,425,986 Treasury/Cash Management 1,893,332 2,202,459 2,202,459 2,272,865 Personnel Total 7,850,092 8,229,546 8,229,546 8,404,478 Services & Supplies Accounting & Analysis 215, , , ,690 22,524 14,300 14,300 14,300 Finance-Administration 95, , , ,404 Purchasing & Printing 571, , , ,116 Treasury/Cash Management 261, , , ,588 Services & Supplies Total 1,167,142 1,485,023 1,485,023 1,513,099 Internal Srvc Chrg Accounting & Analysis 652, , , ,675 91, ,907 75, ,381 Finance-Administration 312, , , ,619 Purchasing & Printing 614, , , ,830 Treasury/Cash Management 772, , , ,080 Internal Srvc Chrg Total 2,444,326 2,468,636 2,468,636 2,810,585 Operat Transfer Out Accounting & Analysis Finance-Administration Purchasing & Printing Treasury/Cash Management Operat Transfer Out Total Operating Expense Purchasing & Printing 29,177 6,900 6,900 6,900 Operating Expense Total 29,177 6,900 6,900 6,900 Debt Service Accounting & Analysis Debt Service Total Grand Total 11,490,787 12,190,105 12,190,105 12,735,062 1 OF 1

84 FIRE Page 1 of 10

85 FIRE MISSION STATEMENT The mission of the Pasadena Fire Department is to provide protection of life, property, and the environment from the effects of fires, medical emergencies, and hazards; we engage the community in our mission through progressive community outreach. PROGRAM DESCRIPTION The Department functions under the delegated authority of the Fire Chief through two Bureaus: Fire Prevention and Administration, and Fire Operations to fulfill its mission, goals, and objectives. FIRE PREVENTION AND ADMINISTRATION BUREAU Fire Administration Division The mission of the Fire Administration Division is to provide leadership and vision for the Department that is consistent with City Council policies and community expectations. Fire Administration supports the success of our members by budgeting for training opportunities and state-of-the-art equipment, and provides leadership in citywide emergency management. The Division supports the Department s efforts to maintain a safe community and contribute to an improved quality of life by providing effective and progressive public safety services. By engaging the community in our mission through open and continuous outreach, the Department seeks to ensure that our services are industry- leading and relevant to the needs of our residents, visitors, and businesses. By applying the core values of Accountability, Integrity and Flexibility, the Department leads Pasadena toward a safer, more secure and prosperous community for the future. The Fire Administration Division s overall responsibilities include management of fiscal affairs, personnel, and emergency and disaster services. The Division is responsible for agenda reports, training records, budgeting, procurement, payroll, information technology management, personnel actions, grants, strategic planning, performance appraisals, and administrative oversight of the Verdugo Fire Communications Center (VFCC). Fire Administration also fosters and maintains partnerships with other city departments, community groups, organizations, neighboring jurisdictions and government agencies in order to contribute the highest levels of services to our community. Fire Prevention Division The Fire Prevention Division strives to reduce risks and losses associated with fires, burns, and environmental hazards. The Division uses a customer-centered approach in its public education programs and code development and enforcement initiatives, which are designed to prevent and minimize harm to our community. Additionally, Fire Prevention provides technical assistance to other city departments for items related to fire codes. Safety and prevention is accomplished through plan reviews, inspections, hazardous vegetation mitigation, monitoring and regulating the storage and use of hazardous materials, fire investigations, and a variety of community awareness programs. FIRE OPERATIONS BUREAU The Fire Operations Bureau maintains a constant state of readiness for emergency response through training, maintenance of equipment, and a desire to serve our community. The Department is an all-risk fire department and provides the community with fire suppression responses, emergency medical services (EMS), technical Page 2 of 10

86 FIRE rescue and hazardous materials responses. The Operations Bureau responds to all natural and man-made emergencies and non-emergency public assistance incidents. The Operations Bureau includes the EMS and Training Divisions. The Operations Bureau concentrates on the most traditional elements of the Department s mission and is responsible for all duties relating to emergency responses. The Operations Bureau maintains constant readiness and provides 24-hour care including transportation of the sick and injured to medical facilities. Fire Operations provides fire protection and mitigation services within structures, vehicles, and in vegetation and wildland-urban interface zones. Depending on the risk, type, and location of the incidents, the Department dispatches resources from its eight engines, two trucks, five rescue ambulances (RAs), and shift Battalion Chief. Cross-staffing provides a Type 1 Heavy Urban Search and Rescue (USAR) unit, water tender, a brush patrol unit, a strike team command vehicle, and a rescue support vehicle. The Department has four reserve engines, two reserve trucks, six reserve RAs, and one reserve command vehicle. The reserve RAs are also available for immediate use during special events. The EMS Division is also responsible for the paramedic program, emergency medical technician (EMT) program, in- service medical training, and planning, staffing, and operations of EMS coverage for special events. The EMS Division manages custody of records and billing for these services, training for EMTs and paramedics, coordinates with the Mobile Intensive Care Nurses (MICN), and manages the EMS Reserve (EMSR) Unit. The EMSR program augments emergency medical and disaster services with certified EMT volunteers. EMSRs may also operate as a third-person on the RAs and provide medical services at large public events. Emergency medical services are provided to the community through the five RAs each staffed with two Advanced Life Support (ALS) firefighter paramedics, a paramedic on each of the eight ALS engine companies, and two Basic Life Support (BLS) truck companies. The Department also has the capability to staff two ALS rescue carts, two-person bike teams consisting of a paramedic and an EMT, and other combinations as necessary. These units are equipped to meet the standards set forth by the Los Angeles County Department of Health Services (DHS) Emergency Medical Services Agency (EMSA). The EMS Division is the liaison for state and local EMSA base station and reserve receiving facilities. The Division also works in conjunction with a Nurse Educator and Medical Director from Huntington Memorial Hospital to oversee the Department s Continuous Quality Improvement (CQI) program. The CQI program tracks medical indicators based on patient outcomes across the Pasadena community. The Operations Bureau also manages fire prevention programs, hazard abatement services, pre-incident planning, public education programs and in-service training. Logistical support is provided through facilities maintenance, communications, and equipment and apparatus maintenance and replacement. DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Ensure Public Safety The Fire Department supports the City Council s goal of ensuring public safety through its efforts to protect life and preserve property. The Department provides exceptional emergency services, responsive code enforcement, and quality customer- centered public education. The Department continues to focus on community participation in prevention and education efforts. Page 3 of 10

87 FIRE FISCAL YEAR 2018 ACCOMPLISHMENTS The Department is honored to be one of only 60 of the 30,000 fire departments in the United States that are both Insurance Services Office (ISO) Class 1 and Accredited by the Center of Public Safety Excellence s (CPSE) Commission on Fire Accreditation International (CFAI). In the State of California, only four fire departments have achieved both distinguished results. (April 2018). The Department accomplished the following during : Responded to 19,526 incidents in CY 2017 (3,377 Fire; 15,329 Medical; 748 Service; 72 Other). This is a 0.75 percent increase in incident volume from CY 2016; Received approval of our second Annual Compliance Report (ACR) 2017 from the Commission on Fire Accreditation International (CFAI) and maintained Accredited Agency status; Maintained ISO Class 1 Public Protection Classification rating. The Class 1 rating is the highest possible given to any fire department nationwide; a Class 1 ISO rating generally offers lower premiums in local business and residential property insurance rates; Published the Strategic Plan; Initiated a Renewable Diesel Fuel pilot program to help the City reduce its carbon footprint resulting in a potential reduction of health risks for employees and the public; Contracted with a local vendor to replace our mass notification system (Everbridge) with a more effective and innovative system to alert residents, employees and visitors of an emergency; First of the VFCC agencies to establish a nationally recognized Safety Officer Program, to certify new Officers as Incident Safety Officers; Assisted in fourteen strike team incidents from June 2017 to February 2018 as part of the state-wide wildland response program to fight fires and assist with regional disasters; Sponsored a nationwide Firefighter Health and Wellness Symposium, in conjunction with the Firefighter Cancer Support Network; New compliance reporting technology implemented for fire prevention (Brycer) to better track fire and life safety systems in the community; One of two fire departments in LA County piloting the new Provider Impression Treatment Guidelines to increases EMS autonomy, accountability and enhance patient care; Introduced the Map Your Neighborhood (MYN) curriculum to over 600 residents; Completed over 9,500 building and property inspections; Determined causes of fires across 84.0 percent of fire incidents; Provided 37 Open Houses and Station Visits; Provided Sidewalk CPR training to over 350 participants; Conducted an inaugural Community Emergency Response Team (CERT) course for businesses; Increased followers on Facebook and Twitter; Obtained a State Homeland Security Program (SHSP) 2016 grant funds for Urban Search and Rescue equipment; Completed drought tolerant landscaping for all fire stations; Placed into service a new Ladder Truck; Conducted National Fire Incident Record System (NFIRS) annual training; Implemented the Hydrant Maintenance Program onto apparatus ipads and inspected and serviced over 1,400 fire hydrants across the City; Worked collaboratively with VFCC to implement response time analytics software and track performance and activity more effectively; Held one lateral training academy and one firefighter training academy; Participated in the quarterly Regional Task Force Mobilization Exercises; Page 4 of 10

88 FIRE Provided life safety and emergency care which included planning and developing incident action plans for the Rose Parade and Rose Bowl game; Managed and facilitated fire prevention, life safety and emergency responses for the Rose Bowl, UCLA football season plus sixteen major Special Events; Re-certified all sworn personnel in basic life support following American Heart Association (AHA) guidelines; Completed two 21-hour CERT courses; Completed annual testing of hydraulic rescue tools, apparatus pumps, ladders, and hose; Responded to Honor Guard and bag piper requests; Maintained complete annual review and update of the Infectious Disease Plan; Completed Los Angeles County Department of Health Services, Emergency Medical Service audit with results showing compliance to all audit criteria; Completed Mass Casualty training; Contracted with outside vendor to manage false fire alarm billing, which resulted in an increase of more than $160,000 in revenue; Completed 3,255 hours of EMS continuing education across the Department; Worked collaboratively with DoIT to maintain and update the Fire Prevention Inspection System, and utilize up-to-date GIS software for incident analysis; Completed Solar Panel training to the Operations Bureau; Provided 63 General Disaster Preparedness Presentations to community organizations, businesses, and schools, with an emphasis on fire prevention; Applied over 10,000 gallons of fire retardant in wild fire prone areas; Conducted over 1,000 hours of public education events across the Department; Coordinated the Hazardous Vegetation Mitigation Program and inspected 3,984 properties located in Very High Fire Hazard Severity Zones (CY2017); and Participated with the Community Resources Against Sub-standard Housing (CRASH) team to manage noncompliant and nuisance properties. FISCAL YEAR 2019 RECOMMENDED BUDGET Operating The of $49,669,785 is $2,673,864 (5.7 percent) higher than the. Personnel A total of FTEs are included in the. This represents a decrease of 2.00 FTEs from the, including one Battalion Chief and one Office Assistant. Of the total, FTEs are budgeted in the Department s General Fund. The remaining 5.0 FTEs are budgeted in the Building Services Fund. YEAR-OVER-YEAR BUDGET CHANGES General Fund The General Fund of $47,807,219 is $2,723,142 (6.0 percent) higher than the FY The increase is largely the result of contractual increases in salaries and other nondiscretionary increases in personnel. Services and Supplies decreased slightly by $52,470 (1.5 percent). Equipment costs remain unchanged. Internal Service Charges reflect an increase of $448,483 (11.6 percent) Page 5 of 10

89 FIRE resulting from non-discretionary increases to align the budget to actual expenditures incurred for fleet maintenance and DoIT service costs. Building Services Fund The Building Services Fund of $916,690 is $45,548 (5.2 percent) higher than the. The Fire Department has three personnel that perform plan checks along with one Senior Fire Inspector and a Senior Office Assistant who charge their time directly to the Building Services Fund while continuing to report directly to the Fire Chief. Fire Grants Fund The amount awarded to the Fire Department for is $95,000 (23.1 percent) less than for. This fund records all grant activity for Fire, Police and occasionally, the Public Health Department. New Year s Day General Fund Events 106 The is remaining the same as the. This fund records all activities for any city department that has a role or responsibility for New Year s Day events. General Fund Projects Fund The is $540,425 which is the same as. This fund captures the expected expenses at the Rose Bowl game and activities. FUTURE OUTLOOK The Fire Department is committed to maintaining its current levels of fire and paramedic rapid responses and our high levels of service to the Pasadena community. We will continue to operate efficiently and effectively while keeping our employees and our community safe, while remaining fiscally responsible and contributing to the City s long-term fiscal strategy to balance the General Fund budget. We support and encourage the public to engage in the City s Join the Conversation endeavors, and participate in discussing funding options for our Department s top program needs, including critical equipment, facility and infrastructure projects. Continue progress towards achieving CFAI s strategic and specific recommendations, including obtaining adequate training facilities capable of supporting training requirements based upon hazards and risks; Work towards upgrading our aging fire stations to ensure they meet current seismic safety standards; Uphold Accredited Agency status from CFAI through submission of Annual Compliance Reports and reaccreditation process; Implement work plan to achieve goals outlined in the Department s 5-Year Strategic Plan; Establish program to sponsor fire personnel for paramedic school; Enhance employee access to health and wellness programs; Complete a third-party assessment study for the Department s EMS Deployment model; Implementation of Verdugo Fire Communications Center s new computer aided dispatch (CAD) system; Provide training for personnel for the use of new apparatus and equipment placed into service; Conduct annual apparatus pump, ladder, and fire hose testing to meet industry standards; Replace fire apparatus and ambulance units in accordance with the replacement schedule; Expand the CERT program along with the Disaster Advisory Council; Conduct ongoing disaster and risk reduction programs with community stakeholders; Page 6 of 10

90 FIRE Conduct virtual Emergency Operations Center (EOC) Management Training for all city departments; Conduct two full EOC exercises and quarterly trainings for EOC responders; Ensure all city staff maintains the proper level of training in the National Incident Management System (NIMS), as required by FEMA; Upgrade staffing software to improve efficiency in approval workflows; Update the City s Emergency Operations Plan (EOP), designed to provide a framework for the City s response to man-made or natural disasters; Train personnel in the role of Basic Life Support (BLS) instructors;` Certify personnel in the function of Advanced Life Support (ALS) certifications and Pediatrics Advance Support; Enhance the epcr system to ensure more timely and efficient billing; Complete annual assessments of properties located within the Very High Fire Hazard Severity Zones throughout the City and explore options to improve tracking and completion of inspections; Maintain ISO Class 1 Public Protection rating; Enhance the Fire Company Inspection Program; Comply with mandated training requirements for all personnel; Maintain an active recruitment program to fill current and anticipated vacancies; Continue monthly, quarterly, and biennial appraisals of department programs to evaluate outcomes and measure effectiveness of emergency responses; Review and update the Department s Standards of Cover document as necessary, and assess deployment based on the most current and relevant department data; Enhance Target Solutions as a web-based training platform to increase accessibility to training; Implement pre-fire planning for all target hazards in accordance with national standards using GIS software; and Identify and incorporate more specific risks and target audiences into the Department s public education programs to improve risk reduction across the community. Page 7 of 10

91 FIRE SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $38,141 $39,048 $39,056 $41,412 Services & Supplies 3,125 3,444 3,743 3,613 Internal Service Charges 4,002 3,949 3,875 4,324 Capital Outlay Operating Transfers Out Fire Total $45,342 $46,551 $46,996 $49,670 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) Fire Administration $2,091 $2,431 $4,344 $4,549 Fire Operations 38,392 39,800 39,737 42,239 Fire & Environmental Safety 4,116 4,320 2,914 2,882 Fire - Outside Events/Jobs Fire Total $45,342 $46,551 $46,996 $49,670 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund $43,878 $44,958 $45,084 $47, General Fund Projects Fund New Years Day Genl Fund Events Building Services Fund Homeland Security Grant Fund Fire Total $45,342 $46,551 $46,996 $49,670 SUMMARY OF FTEs BY DIVISION Division Page 8 of 10 Fire Administration Fire Operations Fire & Environmental Safety Fire Total

92 FIRE PERFORMANCE MEASURES Actual Target Target COUNCIL GOAL: ENSURE PUBLIC SAFETY Objective: Protect property from fire and other hazards. 1 First fire engine to arrive within 6:20 min of dispatch to structure fires. 87% 90% 90% 2 Percentage of fires confined to container of origin. 95% 90% 90% 3 Percentage of investigations where fire causes are determined. 84% 90% 90% 4 Percentage of first responders completing 16 hours of training per month. 68% 80% 80% Note In CY 2017, the Fire Department responded to 19,526 unique incidents. This is a 0.75% call volume increase from CY16. COUNCIL GOAL: MAINTAIN FISCAL RESPONSIBILITY AND STABILITY; SUPPORT AND PROMOTE THE LOCAL ECONOMY. Objective: Foster a learning environment and implement organizational development and training strategies that ensure an effective, productive, innovative and multi-skilled workforce. 1 First responders with basic life support (BLS) and an automated external 93% 90% 90% defibrillator capacity to arrive within 6 minutes (metro/urban) and 12 minutes (rural) of being dispatched 2 First responders with advance life support (ALS) to arrive within 10 minutes 99% 90% 90% (metro/urban) and 16 minutes (rural) of being dispatched. 3 Percentage of cardiac arrest patients who have been transported and survived 22% 20% 25% neurologically intact 4 Number of people receiving Sidewalk CPR Training Percentage of city covered by Community Response Team (CERT) members. 73% 80% 80% Note In CY 2017, the Fire Department responded to 15,295 Medical category calls. Upon dispatch 11,547 calls were submitted as ALS and 3,270 calls were submitted as BLS, while 478 were null. Note Performance Measure 3 is an indicator from the Department s EMS Continuous Quality Improvement (CQI) Program, managed by Huntington Memorial Hospital s Nurse Educator and Medical Director. The CQI Program tracks performance by calendar year to align with LA County programs. reflect CY 2017 results. In LA County the percentage of cardiac arrest patients who have been transported and survived neurologically intact is about 9-10%. Note Performance Measure 4 reflects people receiving Sidewalk CPR throughout multiple events across the year. Note Performance Measure 5 reflects a ½ mile response radius of Pasadena community members who have completed full CERT training. The class includes an approved 17.5 hour Federal Emergency Management Agency (FEMA) curriculum and emphasizes regional hazards and handson training for critical life-saving skills during disaster situations. Page 9 of 10

93 FIRE Actual Target Target Objective: Minimize fire and life safety hazards in buildings through fire prevention programs 1 Percentage of target number of initial inspections completed annually by the Fire Prevention Bureau for fire prevention and life safety. 2 Percentage of target number of initial inspections completed by Operations Division for fire prevention and life safety. 3 Percentage of annual target number of initial Hazardous Materials inspections completed. 4 Percentage of fire hydrants in the City that have been serviced and maintained annually 5 Percentage of properties located within the Very High Fire Hazard Severity Zone that are in compliance with Pasadena s Hazardous Vegetation Ordinance. 51% 90% 90% 62% 80% 80% 66% 100% 100% 55% 80% 80% 99% 90% 90% Note Performance Measure 1 includes inspections of high rise structures, institutional, educational and residential care facilities, public assembly occupancies, and citizen complaint inspections provided by Prevention Bureau Fire Inspectors. Note Performance Measure 2 includes inspections of businesses, factories, mercantile and storage occupancies, and multi-family residential structures performed by apparatus companies. Residential structures are inspected annually and businesses, factories, mercantile and storage occupancies are inspected on a triennial cycle. Note Performance Measure 3 includes inspections of Hazardous Materials sites, Underground Storage Tanks, and the California Accidental Release Prevention (CalARP) Program. Objective: Ensure a high level of customer satisfaction with services. 1 Percentage of Medium sized plan checks processed within target time frames. 61% 80% 80% 2 Percent of Large sized plan checks processed within target time frames. 72% 80% 80% Note The average number of days for completing Medium plan checks in Mid-Year is days. Note The average number of days for completing Large plan checks in is 22.5 days. Note Performance Measures 1 and 2 reflect plan checks completed by the Supervising Fire Plans Examiner, Senior Plans Examiner, and consultants. Page 10 of 10

94 Operating by Line Item (Expense) Department: Fire Cost Category Object Object Description Personnel Regular Pay - PERS 1,391,598 1,243,331 1,243,331 1,239, Regular Pay - SPERS 13,681,343 14,625,918 14,625,918 15,056, Non Benefit Employees Overtime Pay 1,034, , , , Overtime Subject To PERS FirePolice Post-Retire Med Ben 452, , , , Position Coverage 5,330,530 3,943,763 3,973,763 4,943, Holiday Schedule Pay - SPERS 551, PST-Part Time Employees-PARS 202, Personal Devlpmnt Allowance 12,750 11,751 11,751 7, Workers' Compensation 4,196,214 4,063,363 4,063,363 3,829, General Liability 13,747 8,271 8,271 56, Miscellaneous Pay Employee Portion-PERS Employee Portion-SPERS (25,753) City Portion-PERS 249, , , , City Portion-SPERS 4,673,925 6,462,643 6,462,643 7,360, Life Insurance 8,021 15,869 15,869 9, Dental Insurance 145, , , , MediCare City Contribution 313, , , , Long Term Disability 4,723 49,591 49,591 7, Medical 2,149,373 2,652,610 2,652,610 2,712, Benefits 3,294,946 3,967,312 3,967,312 4,073, Vision Care Accrued Payroll Expense 130, Benefits Admin. 308, CellPhone/SmartPhone Stipend 16,480 15,359 15,359 13, EE Parking Permits ER Paid 2,880 7,200 7,200 12, ManagedSavings-Personnel Personnel Total 38,140,538 39,048,423 39,056,423 41,412,096 Services & Supplies Materials And Supplies 534, , , , Uniforms 11,585 44,000 44,000 50, Lease Payments 278, , , , Rent Expense , Equipment Lease Payments Computer Related Supplies 9,280 19,979 19,979 19, Equip Purchases Under $10k 479, , , , Outside Printing & Duplicating 3,197 3,500 4,971 3, Legal and Other Advertising Photo Copy Machine Maint 0 0 8, Other Contract Services 1,370,987 1,528,768 1,519,636 1,529, Consultant Services 244, , , , Data Processing Operations 2, Dues And Memberships 30,294 21,865 21,865 21, Special Civic Events 3,788 2,000 2,000 2, Conf & Mtgs-City Departments 61,698 83,569 79,069 83, Mileage 15 1,375 1, Education 29,313 41,500 40,500 42, Training Costs 1,521 7,500 7,500 7, Reference Matls Subscriptions 10,825 14,400 18,400 13, Library Books Gasoline and Lubricants Gas/Fuel , OF 3

95 Operating by Line Item (Expense) Department: Fire Cost Category Object Object Description Services & Supplies Water Telephone 22,255 15,250 15,250 15, Refuse Collection 18,190 4,500 4,411 18, Electric Postage 5,117 3,500 3,500 3, Fiscal Agent/Bank Fees & Chgs 7,609 5,000 5,000 5, Cash Over and Short Insurance 2, , Program Expenditures Program Expenditure Recovery (4,419) Discounts Earned Permits and Fees Vehicle Rental , Recruitment 0 11,000 11,000 11, Repairs and Maintenance Services & Supplies Total 3,125,376 3,443,711 3,743,362 3,612,672 Capital Outlay Buildings Improvements Other Than Bldgs Equipment 61,013 96, , , Automotive Equipment Computer Equipment Contra Capital Capital Outlay Total 61,013 96, , ,000 Internal Srvc Chrg IS-Structural Maintenance 467, , , , IS-Tenant Improvements 9,851 4,700 4,700 4, IS-Lockshop IS-Utilities & Insurance-Hsekp 255, , , , IS-Houskeeping Services 4,199 4,199 4,199 4, IS-Floors And Windows IS-Printing 26,850 24,016 24,016 24, IS-Mail - Basic Services IS-DoIt Telephone Basic 51,692 58,664 58,664 66, IS-DoIt Application Direct IS-DoIt Service Center Basic 73,112 72,638 72, , IS-DoIt Radio Basic 461, , , , IS-Auto Body Repair IS-Fleet Maint-Equip Maintenan 809, , , , IS-Fleet Maint-Equip Replaceme 968, , ,784 1,032, IS-Fleet Maint-Fuel 175, , , , IS-DoIt NetworkSupportBasic 47,900 57,728 57,728 66, IS-Building Preventive Mainten 87,138 87,138 87,138 87, IS-DoIt Telephone Usage 50,102 54,001 54,001 50, IS-DoIt Entrprs ComputingBasic 123, , , , IS-Mail Direct Request IS-DoIt Applications Basic 177, , , , IS-DoIt Program Mgmt Basic 114, , , , IS-DoIt GIS Basic 75,217 67,076 67,076 91, IS-DoIt ProjGrantServices 5, IS-DoIt Desktop Rplcmnt Prog 17,447 16,380 16,380 17,229 Internal Srvc Chrg Total 4,002,181 3,949,327 3,875,327 4,323,810 Operat Transfer Out Trans To Capital Projects Fund Transfers To Fleet Maint Fund Trans To Benefits & Insurnce F OF 3

96 Operating by Line Item (Expense) Department: Fire Cost Category Object Object Description Operat Transfer Out Transfers To Building Maint Fd 12,809 12,809 12,809 13,206 Operat Transfer Out Total 12,809 12,809 12,809 13,206 Grand Total 45,341,917 46,551,181 46,995,921 49,669,785 3 OF 3

97 Operating Summary by Division (Expense) Department: Fire Cost Category Division Name Personnel Fire - Outside Events/Jobs 747, Fire & Environmental Safety 2,105,639 2,350,475 2,538,768 2,453,062 Fire Administration 1,239,935 1,469,278 1,477,596 1,558,267 Fire Operations 34,047,571 35,228,669 35,040,059 37,400,768 Personnel Total 38,140,538 39,048,423 39,056,423 41,412,096 Services & Supplies Fire - Outside Events/Jobs (4,180) Fire & Environmental Safety 1,475,204 1,468, , ,689 Fire Administration 164, ,243 1,603,059 1,585,498 Fire Operations 1,489,610 1,625,833 1,824,484 1,705,485 Services & Supplies Total 3,125,376 3,443,711 3,743,362 3,612,672 Capital Outlay Fire & Environmental Safety Fire Administration , ,000 Fire Operations 61,013 96,911 98,000 98,000 Capital Outlay Total 61,013 96, , ,000 Internal Srvc Chrg Fire & Environmental Safety 534, ,847 59, ,765 Fire Administration 686, ,484 1,053,666 1,195,282 Fire Operations 2,780,756 2,835,996 2,761,996 3,021,763 Internal Srvc Chrg Total 4,002,181 3,949,327 3,875,327 4,323,810 Operat Transfer Out Fire & Environmental Safety Fire Administration Fire Operations 12,809 12,809 12,809 13,206 Operat Transfer Out Total 12,809 12,809 12,809 13,206 Grand Total 45,341,917 46,551,181 46,995,921 49,669,785 1 OF 1

98 HOUSING AND CAREER SERVICES Page 1 of 10

99 HOUSING AND CAREER SERVICES MISSION STATEMENT The Housing and Career Services Department is dedicated to providing affordable housing, employment, and community development opportunities for low and moderate income persons to enhance and strengthen our community. The Department s core values include: decent, safe, affordable housing as an equal right for all Pasadena residents; transparency; program expertise; professionalism; excellent customer service; teamwork and collaboration; and social and economic diversity. PROGRAM DESCRIPTION The Department implements a variety of affordable housing initiatives where financial assistance is made available directly or indirectly to very low, low, and moderate income households. Activities include the provision of affordable housing opportunities, and the monitoring of these activities to determine their success in meeting housing and community development needs. The Department s programs are directed toward creating neighborhood vitality, livability, and an improved quality of life for residents while also fostering economic prosperity for the City, its residents, and businesses. The Foothill Workforce Development Board (FWDB) program provides vocational training, work experience, counseling, case management, supportive services, and job placement assistance to economically disadvantaged youth, adults, and laid-off workers. MASH is a unique fulltime paid job training program for dozens of adult participants that provide numerous services to homeowners as well as city departments. For, approximately 6.0 percent of the Department s revenues are derived from locally generated sources (Housing Successor funds, city General Fund support, and Inclusionary housing in-lieu fees) and 94.0 percent from federal programs (e.g., Section 8 Housing Choice Voucher Program, Community Development Block Grant, Workforce Investment Act, Home Investment Partnerships, Emergency Solutions Grant, HOPWA, and Continuum of Care funds). In addition, from time to time, the Department receives grant and loan funds through county and state programs. DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Maintain Fiscal Responsibility and Stability Implement division-level tracking of department operating budget on a regular, periodic basis; Maintain a system of sound fiscal management and control practices; Comply with funding regulations for all revenue sources (local, state, and federal); Identify alternative permanent funding sources for Housing projects and programs; Monitor and evaluate progress, effectiveness and regulatory compliance of programs and projects funded by the Department. Improve, maintain, and enhance public facilities and infrastructure; Capital improvement of facilities benefiting low income persons are funded by the Department s Community Development Block Grant program; To the extent feasible, notable historic properties are identified for affordable housing development opportunities; and Ensure that proposed affordable housing projects assisted by the Department are compatible with, and enhance the existing character of the neighborhoods within which they are located. Increase Conservation and Sustainability Create housing opportunities that allow people who work in Pasadena to be able to live here; Greater incorporation of "green" building practices in new affordable housing projects; Provide support for existing, older affordable housing projects to improve energy and water conservation; Provide direct funding for "green" enhancements to facilitate greater conservation; Page 2 of 10

100 HOUSING AND CAREER SERVICES Collaborate with Water & Power to more effectively utilize that Department s conservation programs which target lower income persons; Improve mobility and accessibility throughout the City where feasible, new affordable housing developments should be located within walking distance of major thoroughfares, providing access to bus lines and to the Gold Line light rail system; and Encourage department-assisted projects and programs to incorporate amenities that improve mobility and accessibility. Support and Promote Quality of Life and the Local Economy Affordable housing projects provide homeownership opportunities and suitable and safe rental housing; The construction of affordable housing projects provides local employment opportunities through coordination with the City s First Source hiring program; Section 8 rental subsidies allow families to allocate more of their household income to other critical quality of life needs such as healthcare, food, and transportation; Community-based agencies funded with CDBG funds serve a wide range of needs including economic development, educational and counseling programs, food assistance, basic health care, youth diversion, social services, and housing rehabilitation; CDBG funds ADA improvements to public facilities; The MASH program works to increase handicapped access through the construction of ramps for lowmoderate handicapped residents; The Foothill Workforce Development Board program provides a variety of employment related services, including, job placement and training; and Homelessness is addressed through street outreach; assessment for housing placement; transitional and permanent supportive housing programs, including rental assistance; homeless prevention; and bad weather shelter programs. These programs address homelessness at different points, with a goal of placing persons experiencing homelessness into housing as quickly as possible. Ensure Public Safety Department-assisted affordable housing projects often replace community nuisance properties (e.g. liquor stores, vacant buildings); and Implementation of the City s Homelessness Strategy prioritizes moving homeless persons quickly to housing through street outreach and housing with services in order to improve their well- being and decrease the impact of homelessness on the community. FISCAL YEAR 2018 ACCOMPLISHMENTS The Department s key accomplishments during include the following: Housing Production Inclusionary housing: Privately-financed residential developments providing a total of 3 affordable inclusionary units were permitted for construction during and 36 units from other developments were completed during. Assisted housing: 34 affordable units were completed during from residential developments that were financially assisted by the City. Page 3 of 10

101 HOUSING AND CAREER SERVICES Rental Assistance Program Implemented the Section 8 Housing Choice Voucher Program (1,409 low income households assisted), which includes Section 8 Non-Elderly Disabled Vouchers and VASH Vouchers for homeless veterans; Implemented the Section 8 Project-based Rental Assistance Program with 283 units under contract and commitments; On-going conversion of Centennial Place into permanent supportive housing including additional 144 project based vouchers; Implemented the Public Housing Authority (PHA) Annual Plan 2018 (Calendar Year); and Rental Assistance Program 2018 Administrative Plan; and Implemented the Section Eight Management Assessment Program (SEMAP) and achieved a High Performer rating from HUD. Homeless Services: Provided permanent housing to 81 high-need homeless households through Continuum of Care Supportive Housing Program; Provided permanent housing to 72 homeless households with disabilities through the Continuum of Care Rental Assistance Program; Assisted 18 households through the Homeless Prevention Program; and Provided shelter to 330 individuals through the Bad Weather Shelter. Community Development Block Grant: Implemented Human/Public Services (7 projects) which assisted over 1,150 people; and Completed the rehabilitation of 5 public facilities. MASH: Assisted 12 MASH program participants to find full-time permanent employment with livable wages and benefits in both the public and private sectors; Assisted 16 low income homeowners with repairs to improve livability, remove blight, and conserve water and energy; Partnered with PWP to provide 38 low income homeowners with drought tolerant landscaping and watersaving irrigation systems; and Completed rehabilitation of the El Centro building in Central Park. Career Services Division/Foothill Workforce Development Board: Passed all 9 U.S. Department of Labor performance standards regarding job placement including job retention, average wages, and graduation rates; Over 20,000 first time visitors came into the One Stop Center or logged in online and received at least one service; Over 1,000 job seekers received individual services or training; 350 job seekers participated in paid work experience or on-the- job training activities; 160 of these participants were Pasadena residents; 150 job seekers attended vocational classroom training either at public or private schools; 800 job seekers were placed in jobs; 450 were Pasadena residents; Page 4 of 10

102 HOUSING AND CAREER SERVICES Applied and received $500,000 in grant money to provide workforce development services to 70 local veterans; Provided paid summer work experience to 350 Foster Youth, CalWORKS and low income youth under a grant from the County of Los Angeles; Conducted 40 targeted recruitments for 35 employers and over 700 job seekers; Conducted small business seminars on such subjects as marketing, accessing capital, social media, and getting government contracts; Provided layoff assistance for at least 8 Pasadena businesses; Placed 65 work experience clients in 8 City of Pasadena departments; paid $415,200 in wages with federal, state, and County Workforce Development funds; and Applied and received $900,000 in grant money to provide workforce development services to 120 local laid off FEMA workers. Operating The of $25,407,162 is $2,682,525 (9.55 percent) lower than the. Personnel A total of FTEs are included in the. During, the MASH Developer position (0.50 FTE) was transferred to the Services and Supplies Categories, so that MASH Division can utilize via vendor to respond more nimbly and cost effectively. As a result, the reflects a 0.50 FTE reduction. In addition, there are three recommended requests of 2.50 FTEs included in the : (A) Reclassification change (Part time Graduate Management Intern of 0.50 FTE to Full time Program Coordinator I of 1.00 FTE); (B) New Work Experience Supervisor position for the MASH Division of 1.00 FTE; and (C) New Community Services Representative III of 1.00 FTE for the new Measure H funds. Other Issues The Housing and Career Services Department has experienced overall cuts in federal housing and community development funds (Section 8, HOME, CDBG) since FY The overall federal housing and community development funds are 11.7 percent lower than in FY These trends have resulted in the curtailment of programs (e.g., homebuyer loan assistance, emergency tenant-based rental assistance, and emergency rental deposit assistance), diminished the Department s capacity to assist housing projects, and staff reductions by nearly half. In, the Department was no longer able to offer capital funding for non-profit organizations using CDBG funding. Furthermore, the dissolution of redevelopment in 2012 eliminated approximately $3.0 million in tax increment housing revenues which historically have been relied on to support affordable housing projects/ programs, acquire land, debt service on housing loans/bonds, and program administration continues to affect the Department. YEAR-OVER-YEAR BUDGET CHANGES General Fund Revenue General Fund support in the amount of $1,233,638 (5% of the total recommended budget) will continue in FY 2019 for operating administration and staffing costs, which is $67,260 less than. Page 5 of 10

103 HOUSING AND CAREER SERVICES Other Funds As a result of successful negotiations with the Los Angeles County, the City will receive a share of Measure H funds, the County initiative that will levy a ¼ cent sales tax for homeless services. The Measure H funds will provide a variety of services to homeless and formerly homeless individuals and families. There is an increase of $79,220 in federal CoC funds for (a 2.5 percent increase from revenues), as it is reflected on the renewal grant award conversions. FUTURE OUTLOOK Affordable Housing The enhancement of existing funding sources will continue to be critical to the Housing and Career Services Department s capacity to provide affordable housing opportunities to the community, especially in a challenging high-cost housing market such as Pasadena s with rapidly escalating market rents and sale prices. Current examples of funding initiatives include submitting a successful application for Emergency Solutions Grant funding from the State and the receipt of associated administrative revenue, and structuring a Basic Services Operations Payment ( BSOP ) in larger-sized housing projects which are significantly subsidized by the City (e.g. Centennial Place and Heritage Square). There are funding sources available from the state and county, but are available only on a competitive project-by-project basis (State: Building & Jobs Act (SB 2) and Cap & Trade Affordable Housing Sustainable Communities Fund; county: redevelopment boomerang funds). Furthermore, in the absence of dedicated city funding sources to initiate new large affordable housing projects, the Housing and Career Services Department will continue to focus on generating a continuous level of smaller, acquisition and rehab projects utilizing Inclusionary funds. Excess cash flow generated from such projects will be available to support department operations and reduce reliance on city General Funds. To maintain the Department s capacity to provide a high level of services with current staffing levels, information technology enhancements will be implemented, particularly in the CDBG and Section 8 sections. On the legislative front, it will be important to support initiatives which seek to create new affordable housing funding resources and to restore housing funds that were lost due to the dissolution of redevelopment. Community Development Block Grant (CDBG): Funding for the CDBG program s formula grants have been threatened for cuts and/or elimination in recent years. However, the program continues to move forward with providing services to the community. Any increases in funding, will allow grant increases to non-profit organizations and infrastructure projects to replace sidewalks throughout the City. Homeless Services With Pasadena s homeless population increasing 28percent since 2016, additional funding is essential to addressing the high priority needs not met by Measure H funds or other existing funding sources. Additional bricks-and-mortar supportive housing projects are necessary to house the highest-need and most vulnerable among the homeless population. Funding is also needed to strengthen supportive services for existing supportive housing programs, expand multidisciplinary outreach teams, and increase housing navigation capacity. Page 6 of 10

104 HOUSING AND CAREER SERVICES Career Services Division/Foothill Workforce Development Board: Funding for the FWDB program s formula grants is likely to remain at the same level. However, opportunities to pursue other WIOA and non-wioa employment and training funds will continue to exist. Implementation of the WIOA is still on going with several element changes, such as developing new service delivery strategies and working with other partners establishing infrastructure MOUs on a regional basis. Page 7 of 10

105 HOUSING AND CAREER SERVICES SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $4,296 $5,388 $5,288 $5,523 Services & Supplies 18,043 18,506 22,415 19,101 Internal Service Charges Capital Outlay Debt Service Operating Transfers Out 1, Housing and Career Services Total $24,635 $24,638 $28,481 $25,407 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) Housing Admin $798 $1,136 $1,210 $1,218 Rental Assistance 13,191 12,739 12,885 12,956 CDBG and Supportive Housing 5,166 5,153 5,253 5,609 Housing Production 2, , Career Services 2,996 3,970 3,970 3,975 MASH 471 1, ,085 Housing and Career Services Total $24,635 $24,638 $28,481 $25,407 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund Projects Fund $64 $161 $161 $ Health Fund Community Develop Block Grant 2,835 2,205 1,984 1, Rental Assistance Programs Fnd 13,191 12,739 12,885 12, Home Investment Partnership Fd , Housing Assistance Fund Supportive Housing Prog. (SHP) 2,322 3,174 3,143 3, Emergency Shelter Grant -ESG HOPWA Fund Low and Mod Inc Housing Asset Other Housing Funds 1,003 1,158 1,395 1, Inclusionary Housing Trust Fun 1, Workforce Innov and Opport Act 2,859 3,804 3,804 3,733 Housing and Career Services Total $24,635 $24,638 $28,481 $25,407 Page 8 of 10

106 HOUSING AND CAREER SERVICES SUMMARY OF FTEs BY DIVISION Division Housing Admin Rental Assistance CDBG and Supportive Housing Career Services MASH Housing and Career Services Total Page 9 of 10

107 HOUSING AND CAREER SERVICES PERFORMANCE MEASURES Target Target COUNCIL GOAL: MAINTAIN FISCAL RESPONSIBILITY AND STABILITY; AND IMPROVE, MAINTAIN AND ENHANCE PUBLIC FACILITIES AND INFRASTRUCTURE; AND INCREASE CONSERVATION AND SUSTAINABILITY; AND IMPROVE MOBILITY AND ACCESSIBILITY THROUGHOUT THE CITY; AND SUPPORT AND PROMOTE THE LOCAL ECONOMY; AND ENSURE PUBLIC SAFETY. Objective: To build viable urban communities with decent housing, suitable living environments, and accessible economic opportunities, for persons of low, moderate and middle income, as well as reduce/prevent homelessness. 1 Increase inventory of completed or assisted affordable housing for-sale units with long-term city resale restrictions - Housing Production 2 Number of very low income households assisted with monthly rental 1,344 1,338 1,338 payments so they can be adequately housed - Rental Assistance Program. 3 Maintain Lease Up percentage rate for the Section 8 Program - Rental 95% 95% 95% Assistance Program. 4 Number of chronically homeless persons housed N/A N/A 50 5 Provide services and short-term financial assistance to households to help prevent or end their homelessness - Supportive Housing Program. 6 Provide social services to low or moderate income persons with 70 percent demonstrating improvement in the area in which they received services - Community Development Block Grant. 7 Assist low income homeowners with repairs to improve livability, remove blight, and conserve water and energy - Community Development Block Grant -MASH. 8 Find permanent full time employment at sustainable wages for trainees MASH. 9 Percentage job placement for unemployed adult program clients at sustainable 82% 65% 65% wages- Foothill Workforce Development Board (FWDB). 10 Percentage unemployed youth program clients entering employment or 66% 60% 60% education - FWDB. 11 Number of users of One Stop Career Center Services FWDB 25,565 25,000 25, Number of public facilities and infrastructure project improved Community Development Block Grant 13 Number of businesses receiving technical assistance Community Development Block Grant - FWDB N/A Note Performance Measure 1 Forecast: Summit Grove (21), Desiderio (9), 137 S. Wilson (2), and 125 Hurlbut (2). Note Performance Measure 1 Target: Decker/Gil Courts (16), 178 Halstead (2). Note Performance Measure 4 Target: New measure established for Chronically Homeless persons housed. Note Performance Measure 12 New measures established for non-public service activities. Note Performance Measure 13 New measures established for FWDB on entrepreneurship training. Page 10 of 10

108 Operating by Line Item (Expense) Department: Housing and Career Srvcs Dept Cost Category Object Object Description Personnel Regular Pay - PERS 2,396,690 2,637,481 2,561,776 2,859, Overtime Pay 3, PST-Part Time Employees-PARS 95, , , , Auto Allowance 15,600 15,900 15,900 12, Personal Devlpmnt Allowance 11,500 13,751 13,751 11, Workers' Compensation 122, , , , General Liability , Miscellaneous Pay Employee Portion-PERS City Portion-PERS 558, , , , Life Insurance 1,842 2,931 2,906 2, Dental Insurance 24,488 37,282 36,857 35, MediCare City Contribution 34,971 53,130 52,664 50, Long Term Disability 2,739 9,160 9,080 4, Medical 445, , , , Benefits 524, , , , Vision Care Benefits Admin. 49, CellPhone/SmartPhone Stipend 7,800 8,640 8,640 7, EE Parking Permits ER Paid 720 1,440 1,440 2,940 Personnel Total 4,295,901 5,387,690 5,287,690 5,523,396 Services & Supplies Materials And Supplies 36,164 67,588 67,588 69, Uniforms , Lease Payments 12,666,142 11,771,906 11,866,906 11,774, Rent Expense 177, , , , Equipment Lease Payments 0 14,500 14,500 14, Computer Related Supplies 9,432 9,000 9,000 9, Equip Purchases Under $10k 1,361 8,835 8,835 8, Outside Printing & Duplicating 0 4,500 4,500 4, Legal and Other Advertising 2,406 17,200 17,200 42, Photo Copy Machine Maint 0 1,500 1,500 1, Other Contract Services 222, , , , Consultant Services 95, , , , Outside Legal Services 14, Dues And Memberships 7,722 11,001 11,001 12, Conf & Mtgs- Comm & Committes 0 1,500 1,500 1, Conf & Mtgs-City Departments 33,254 36,358 36,358 36, Mileage 3,202 5,600 5,600 7, Education 4,235 7,000 7,000 7, Training Costs 25,199 53,640 53,640 53, Reference Matls Subscriptions 224 2,000 2,000 2, Water 671 1,200 1,200 1, Telephone (79) 4,900 4,900 4, Refuse Collection 2,898 2,724 2,724 2, Electric 3,633 5,058 5,058 5, Postage 11,702 17,837 17,837 17, Taxes Payroll and Other 18,087 35,000 35,000 35, Wages 236, , , , Workers Compensation Other 18,224 8,500 8,500 8, Fiscal Agent/Bank Fees & Chgs 6,162 6,745 6,745 6, Insurance 0 7,000 7,000 24, Housing Assistance Admin Fee 66,841 26,400 26,400 26, Real Estate Acquisition 4, OF 2

109 Operating by Line Item (Expense) Department: Housing and Career Srvcs Dept Cost Category Object Object Description Services & Supplies Affordable Housing 1,825, ,037 4,181, , Relocation Emergency Shelter Service 134, , , , Operation Of Acquired Property 0 36,960 36,960 36, Prior Year Program/Proj Costs (7,191) Grants-Subcontractors 2,341,699 4,078,478 4,078,478 4,501, Permits and Fees Overtime Meals Utility Assistance Rebate Vehicle Rental Software 79,997 90,000 90,000 90, Support Services - Childcare 0 2,000 2,000 2, Repairs and Maintenance Services & Supplies Total 18,043,287 18,506,091 22,415,023 19,101,407 Capital Outlay Land 141, Buildings 47, Equipment 49,179 5,000 5,000 3, Computer Equipment 0 1,000 1,000 0 Capital Outlay Total 238,291 6,000 6,000 3,000 Internal Srvc Chrg IS-Structural Maintenance 13,099 13,099 13,099 13, IS-Tenant Improvements 1, IS-Lockshop IS-Utilities & Insurance-Hsekp 7,163 7,163 7,163 6, IS-Printing 26,052 36,182 36,182 36, IS-Mail - Basic Services IS-DoIt Telephone Basic 11,774 12,596 12,596 14, IS-DoIt Service Center Basic 24,126 23,792 23,792 27, IS-Fleet Maint-Equip Maintenan 31,232 21,911 21,911 24, IS-Fleet Maint-Equip Replaceme 16, , IS-Fleet Maint-Fuel 10,044 9,980 9,980 11, IS-DoIt NetworkSupportBasic 19,441 22,576 22,576 20, IS-Building Preventive Mainten 2,440 2,440 2,440 2, IS-DoIt Telephone Usage 2, , IS-DoIt Entrprs ComputingBasic 53,349 42,441 42,441 45, IS-DoIt Applications Basic 89, , , , IS-DoIt Program Mgmt Basic 78,909 74,284 74,284 75, IS-DoIt GIS Basic 1,481 1,309 1,309 1, IS-DoIt ProjGrantServices 75, IS-DoIt Desktop Rplcmnt Prog 6,971 6,978 6,978 6,979 Internal Srvc Chrg Total 471, , , ,907 Operat Transfer Out Trans To Capital Projects Fund 1,224, Trans To Benefits & Insurnce F Transfers To Health Fund , Transf to HomeInvestmentFn Trans to Supportive Housing Fd Operat Transfer Out Total 1,224, ,000 0 Debt Service Principal 300, , , , Interest 62, Debt Service Total 362, , , ,452 Non-Op Expense Bad Debt Expense Non-Op Expense Total Grand Total 24,635,461 24,637,506 28,481,437 25,407,162 2 OF 2

110 Operating Summary by Division (Expense) Department: Housing and Career Srvcs Dept Cost Category Division Name Personnel Career Services 1,764,116 2,482,878 2,482,878 2,414,147 CDBG and Supportive Housing 553, , , ,850 Housing Admin 570, , , ,279 MASH 301, , , ,392 Rental Assistance 1,106,730 1,101,661 1,101,661 1,167,728 Personnel Total 4,295,901 5,387,690 5,287,690 5,523,396 Services & Supplies Career Services 1,221,487 1,470,627 1,470,627 1,547,598 CDBG and Supportive Housing 2,931,162 4,429,578 4,525,828 4,849,886 Housing Admin 147, , , ,432 Housing Production 1,823, ,037 4,276, ,037 MASH 25,274 70, , ,370 Rental Assistance 11,894,625 11,579,833 11,579,833 11,585,084 Services & Supplies Total 18,043,287 18,506,091 22,415,023 19,101,407 Capital Outlay CDBG and Supportive Housing 49, Housing Admin 0 1,000 1,000 0 Housing Production 189, MASH 0 5,000 5,000 3,000 Capital Outlay Total 238,291 6,000 6,000 3,000 Internal Srvc Chrg Career Services 10,052 16,611 16,611 13,311 CDBG and Supportive Housing 45,497 68,415 37,774 58,682 Housing Admin 81,003 16,673 90,768 75,241 MASH 144, ,055 88, ,176 Rental Assistance 189,743 57, , ,497 Internal Srvc Chrg Total 471, , , ,907 Operat Transfer Out Career Services CDBG and Supportive Housing 1,224, ,000 0 Housing Admin Housing Production MASH Rental Assistance Operat Transfer Out Total 1,224, ,000 0 Debt Service CDBG and Supportive Housing 362, , , ,452 Housing Admin Debt Service Total 362, , , ,452 Non-Op Expense Housing Production Non-Op Expense Total Grand Total 24,635,461 24,637,506 28,481,437 25,407,162 1 OF 1

111 HUMAN RESOURCES Page 1 of 10

112 HUMAN RESOURCES MISSION STATEMENT The Human Resources Department provides leadership in developing effective relationships between employees, the City, and the community through the delivery of professional services and innovative programs that allow us to select, support, and develop a diverse workforce that is: Ethical, Engaged, Forward-Thinking, Productive, Responsive and Creative. PROGRAM DESCRIPTION The strategic role of the Human Resources Administration Division is to develop and administer formal policies and procedures, programs, and systems within the City; to ensure employer-employee relations are managed in a fair and timely manner and in a way that builds trust. The Administration Division negotiates and implements employment terms and policies, including compensation and benefits, that ensures the City is able to remain a competitive employer. The Division also provides consultation, facilitation, and other strategic services to city departments. The Employee Relations Division serves as a partner in maintaining productive relations between employees and the City, thereby reducing employment-related litigation and serving to protect the rights of employees while supporting management in carrying out the important functions of the City in an efficient manner. The Division ensures compliance with numerous state, federal, and local employment laws and rules including Title VII of the Civil Rights Act of 1964, Family Medical Leave Act, Fair Employment and Housing Act, California Family Rights Act, the City s Manual of Personnel and Administrative Rules, and various other regulations under which the City operates. The Division works pro-actively with departments to resolve employee conflicts early. When complaints do occur, Employee Relations contributes to a positive and productive work environment by conducting timely and thorough investigations and then responding with appropriate action. In addition to compliance administration, the Division participates in reviewing, updating, and providing training on the City s personnel policies, administers the City s unemployment insurance claims as well as the citywide Employee Service Awards program. The Labor Relations Division is responsible for developing comprehensive bargaining strategies; negotiating memoranda of understanding (MOU) within Council-approved bargaining parameters, implementing labor agreements, and facilitating the resolution of MOU-based grievances. The Division administers MOUs in a fair and consistent manner, consulting with management and unions, providing guidance to city departments on contract language interpretation and representing the City before the Public Employment Relations Board (PERB) on unfair labor practice charges. The Labor Relations Division also plays a lead role in reviewing, updating, and providing training on the City s personnel policies. The Employment Services and Training Division partners with city departments to attract, retain, and develop a diverse and highly qualified workforce. The Division employs a variety of recruitment and selection strategies to ensure equal opportunity in employment. Additionally, the Division provides consultation and support services to department directors and managers on employment policy issues and applicable laws and regulations. Employment Services maintains employee records, ensuring best practices in records management. The Division oversees all personnel actions to ensure compliance with the laws, rules, MOUs, policies and procedures of the City; provides career guidance counseling for employees; and conducts exit interviews. This Division also spearheads the citywide employee training program, which includes New Employee Orientation, Preventing Discrimination and Workplace Harassment, Ethics Training, Supervisory Skills and a variety of other courses geared toward developing the skills of all city employees. The Benefits Administration Division oversees design and administration of the comprehensive citywide benefits program. The Division leads the Benefits Labor-Management Committee, which makes recommendations on Page 2 of 10

113 HUMAN RESOURCES behalf of employees for the City s medical, dental, vision, life, disability, retirement and leaves programs. The Prideshare Division administers the City s trip reduction program through a variety of services including administering parking fees for solo drivers, providing incentives to individuals who carpool or take other alternative modes of transportation, and promoting the program as a way to reduce pollution and traffic congestion, thereby improving quality of life in the City and the region. The Workers Compensation Division administers the City s self-insured workers compensation program. The program focuses on providing responsive service and ensuring workers receive timely treatment and accurate benefits to facilitate quicker recovery, reduce time away from work and manage costs. Workers compensation provides medical care and lost-time benefits for city employees who are injured on the job. The Safety Division coordinates and manages citywide efforts to identify, address and resolve occupational safety issues. Working with managers, supervisors, and employees, the Safety Office strives to ensure employees are working as safely and efficiently as possible and in compliance with Cal -OSHA guidelines. DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Maintain Fiscal Responsibility and Stability The Department supports the City Council in maintaining a cost-efficient government by providing consultation on policy issues, contractual matters, and federal and state employment regulations to minimize the City s liability in these areas. The Department works to ensure that employer-employee relations are managed in an effective, fair and efficient manner. The Department negotiates and implements employment terms and policies that ensure the ability to recruit and retain qualified employees. Additionally, the Department provides costeffective employee benefit packages. Achievement of these goals is vital to the City s ability to provide high quality and effective services to the residents of the City of Pasadena. Support and Promote the Quality of Life and the Local Economy The Human Resources Department strives to make entry-level opportunities available to residents, provides information to prospective applicants during their search for employment and participates in job fairs. The Department partners with other area employers and employment support organizations as well as other city departments to provide employment opportunities that would not otherwise be available. FISCAL YEAR 2018 ACCOMPLISHMENTS The Department accomplished the following during : Employee Relations The Employee Relations Division continues to be a strategic partner with departments through fair and consistent application of the laws, rules, and regulations under which the City operates, and the recommendation of appropriate corrective action when necessary. The efforts of the Employee Relations Division limit, and in many cases eliminate, employment-related liability which would negatively impact the City. The Division continues to assist employees and departments in returning employees to work from nonwork related injuries through reasonable accommodation and the interactive process, sometimes assisting employees through the disability retirement process. Employee Relations advises employees on their rights and Page 3 of 10

114 HUMAN RESOURCES responsibilities, processes grievances and personnel complaints, conducts investigations, and provides recommendations and strategic responses for remedial action. Labor Relations The Labor Relations Division is responsible for administering labor agreements with the City s nine bargaining groups and three unrepresented employee groups. The Division is committed to working with labor groups on a range of workplace issues and administering the City s labor relations program in an efficient manner rooted in sound fiscal management and consistent with the City s long-term financial and strategic objectives. In keeping with this commitment, the Division works closely with the Office to ensure labor cost estimates are accurate and affordable, and to ensure that negotiated increases are properly accounted for in the City s financial forecasts. In, the Labor Relations Division successfully negotiated labor agreements with the International Union of Operating Engineers, the Pasadena Fire Fighters Association and the Pasadena Firefighters Management Association. The Division continued to make progress in its commitment to enhancing communication and collaboration between the City and its employee groups. In coordination with the City Manager s Office, the Division held quarterly labor-management meetings in which the City Manager and Human Resources staff provided updates on important items impacting the City and its employees and invited participants to share feedback, concerns, and ideas for improvement. Employment Services and Training The Employment Services and Training Division has continued to provide responsive and comprehensive support to all departments in their recruitment and retention efforts. In, the Division partnered with Labor Relations to coordinate and implement classification and compensation revisions for several employee groups. New job descriptions were established that strengthen the City s ability to recruit competent and qualified individuals. This Division is also responsible for reviewing and approving all Personnel Actions, reviewing and tracking performance evaluations, and conducting all pre-employment processing for both temporary and permanent employees. The Training Section continued the citywide training program by providing multiple courses that target core competencies and skills development. The training section continued to partner with Cal State Northridge to provide a cohort Master s program, and administered the tuition reimbursement program to promote the achievement of higher education and certification for employees. A major accomplishment this year was the implementation of Lynda.com, a powerful online learning platform that provides expert-led courses on thousands of topics. City employees now have access to skill development from the convenience of their worksite, as well as access to focused curricula tailored to their position in the organization. Benefits Administration The Benefits Administration Division continues to look for ways meet the City Council s goal of maintaining fiscal responsibility and stability. As part of the Division s goal to administer benefits in an efficient and costeffective manner, staff continues to work closely with insurance brokers during the carrier renewal and premium rate negotiation process. For the 2018 plan year, the City continued to benefit from multi-year rate guarantees and rate passes for its life, accident, disability insurance plans and administration fees for its flexible spending arrangement plan. In addition, the Division in collaboration with the City s Finance Department, has partnered with the City s deferred compensation benefit carrier to improve the overall web Page 4 of 10

115 HUMAN RESOURCES experience for program participants and help employees achieve their retirement savings goals. The Division strives to provide excellent service to all departments and approximately 1,700 benefit-eligible employees. Benefits staff members accomplished this by presenting enrollment information at bi -weekly benefit orientation sessions and by hosting the annual wellness event at the Employee Appreciation Picnic this past fal l. Many employees took advantage of free flu shots and received vital benefits information from healthcare and wellness providers from the Pasadena/San Gabriel Valley community. The Division continues to comply with the Affordable Care Act (ACA) and its mandates to offer and report offers of health coverage to eligible full-time employees. The Division maintains compliance with state and federal leave laws such as the Family Medical Leave Act, California Rights Act and the Fair Employment Housing Act, and provides ongoing guidance to department supervisors and support to employees. Prideshare During, the Prideshare Division continued to provide city employees and with resources and information regarding the City s trip reduction and other transportation programs. The Prideshare program encourages employees to reduce their commute trips by using modes other than driving alone to get to work. By carpooling, van pooling, riding a bike, taking transit or walking to work, City of Pasadena employees are doing their part to achieve the environmental standards the City Council has set for the City. The division conducts an annual employee commute survey to determine the Average Vehicle Ridership (AVR) for employees traveling to work during peak commute hours. The City of Pasadena continues to exceed the target of 1.5 AVR requirements. The AVR in 2017 for the Civic Center was 1.55 and City Yards was Workers' Compensation The greatest resource of any organization is its employees. The City s goal is to ensure continued service to the public and community, by doing all they can to keep the work force healthy and on-the job. The Workers Compensation Division goal is to provide excellent customer service to injured city employees; which means minimizing delays in medical treatment and fostering early return-to-work opportunities. In, there was a renewed effort in successfully increasing the staff s visibility and creating greater awareness of resources for injured employees. The Division collects and provides statistical information regarding workplace injuries to the Safety Division and departments so that the City continues to improve workplace safety. Working with Safety, the Workers Compensation Division assists with workplace standards and workers compensation through education, training, prevention and enforcement in order to promote safe, healthful and quality working environments for all city employees, and foster cooperative relationships between employees and management. Safety The Safety Division promotes and enforces a safe and healthful workplace for all employees by establishing and maintaining a safety culture based on responsibility, education, and resourcefulness. The Safety Division s citywide training program provides training both online and on-site in order to meet all safety training needs. The training program offers courses on a wide variety of topics such as Defensive Driver Certification, Office Ergonomics, Slips, Forklift Certification, Fall Protection, Asbestos Awareness, and Lead Awareness, all with the objective of reducing employee injuries and vehicle accidents. In, the Safety Division partnered with the Public Health Department to offer on-site Hepatitis C vaccinations to employees who come into contact with at-risk populations during the course of their work. The Division also consulted with departments on facilities and environmental safety matters and managed Page 5 of 10

116 HUMAN RESOURCES several remediation projects. The Safety Division regularly conducts inspections of various sites such as the Rose Bowl, the Rose Parade route, Libraries, Water Quality locations, and Parks & Natural Resources. The Division conducts workplace ergonomic evaluations in order to reduce the likelihood of workplace injuries, leads the City s Accident Review Committee, and ensures city compliance with OSHA and DOT regulations. The Safety Division will continue to work toward delivering relevant training programs that enhance safety awareness, improving policies and procedures, and serving as a resource to departments on all safety matters. FISCAL YEAR 2019 RECOMMENDED BUDGET Operating The Operating is $7,972,367 which represents an increase of $509,067 (6.8 percent) from the. This increase is the result of increased personnel costs associated with mandatory benefits and negotiated salary increases. Personnel A total of FTEs are included in the. YEAR-OVER-YEAR BUDGET CHANGES General Fund General Fund personnel costs increased $167,962 due to increases associated with mandatory benefits and negotiated salary increases. Benefits & Insurance Fund Expenses to the Benefits and Insurance Fund increased by $20,166 due to increases associated with mandatory benefits and negotiated salary increases. Workers' Compensation Fund Expenses to the Workers' Compensation Fund increased by $320,938 due to increases associated with mandatory benefits and negotiated salary increases as well as contractually required rate increases. This increase also includes $130,000 to be allocated toward the development, implementation, and on-going administration of a Workers Compensation carve-out program with the City and the Pasadena Police Officers Association (PPOA). FUTURE OUTLOOK Human Resources will partner with departments and provide consultation and guidance with rule, policy, and union contract administration as well as federal and state regulations, the prevention of violation of the Civil Rights Act of 1964, Title VII, and the Americans with Disabilities Act of Human Resources will focus training efforts on building supervisory and management skills and rolling out Lynda.com, an online site with thousands of video tutorials that provides employees access to training whe n they need it and supervisors the ability to assign and track relevant training to the needs of individual employees. This online training will supplement in-person, instructor lead training. The Human Resources Department will negotiate successor contracts with four unions and continue to foster trust with labor groups and employees. Staff will assist Page 6 of 10

117 HUMAN RESOURCES departments in hiring qualified employees keeping in mind the diversity of applicants and customer-service focus of our organization. An effort continuing in will be providing a safe work environment and reducing workers compensation costs through timely treatment, responsive service, early return to work opportunities, and improved education of employees and supervisors. Human Resources will con tinue to commit staff resources to the configuration and implementation of the Human Resources and Payroll modules in the Tyler Munis Enterprise Resource Planning system. With close to one -third of HR staff dedicating much of their time to the ERP project and no additional positions being added to cover day-to-day work, limited resources exist to undertake new projects as our focus will be on accomplishing core HR functions expected by our customers. Page 7 of 10

118 HUMAN RESOURCES SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $3,527 $4,319 $4,327 $4,562 Services & Supplies 2,090 2,431 2,431 2,712 Internal Service Charges Human Resources Total $6,250 $7,455 $7,463 $7,972 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) Human Resources-Admin. $939 $767 $767 $754 Benefits Administration Employment and Training Srvc 1,416 1,902 1,902 1,933 Employee Relations ,024 Labor Relations HR Prideshare Safety Program Workers Compensation 1,423 1,566 1,569 1,856 Human Resources Total $6,250 $7,455 $7,463 $7,972 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund $3,345 $4,312 $4,312 $4, Air Quality Improvement Fund Benefits and Insurance Fund Worker's Compensation Fund 1,880 2,098 2,103 2,424 Human Resources Total $6,250 $7,455 $7,463 $7,972 Page 8 of 10

119 HUMAN RESOURCES SUMMARY OF FTEs BY DIVISION Division Human Resources-Admin Benefits Administration Employment and Training Srvc Employee Relations Labor Relations HR Prideshare Safety Program Workers Compensation Human Resources Total Page 9 of 10

120 HUMAN RESOURCES PERFORMANCE MEASURES Actual Target Target COUNCIL GOAL: MAINTAIN FISCAL RESPONSIBILITY AND STABILITY; SUPPORT AND PROMOTE THE LOCAL ECONOMY. Objective: Establish (hire, promote, retain) a productive workforce. 1 Percentage of competitive recruitments completed within 90 calendar days 82.5% 75% 80% 2 Percentage of Pasadena-area residents hired into entry-level positions 52% 50% 55% 3 Percentage of employees who successfully passed their probationary period NEW NEW 95% 4 Percentage of voluntary employee turnover NEW NEW 4% Objective: Ensure effective Workers' Compensation and Safety Programs. 5 Percentage of W/C claimants provided light duty days (Safety) NEW NEW 40% Percentage of W/C claimants provided light duty days (Non-Safety) NEW NEW 65% 6 Percentage of medical only W/C claims as a proportion of total claims 41% >40% 54% 7 Number of injuries filed per 100 FTE employees Objective: Maintain effective employee relations and a positive work environment. 8 Percentage of non-disciplinary grievances resolved prior to arbitration NEW NEW 80% Page 10 of 10

121 Operating by Line Item (Expense) Department: Human Resources Cost Category Object Object Description Personnel Regular Pay - PERS 1,989,024 2,357,774 2,357,774 2,453, Non Benefit Employees 82, Overtime Pay 2,267 6,000 6,000 6, PST-Part Time Employees-PARS 20, Trip Reduction Incentive Pay 15,075 40,000 40,000 40, Auto Allowance 9,750 9,300 9,300 9, Personal Devlpmnt Allowance 12,500 9,501 9,501 13, Workers' Compensation 51,057 27,315 27,315 27, Workers' Comp (4850 Benefit) General Liability 1,005 4,524 4,524 8, Miscellaneous Pay Employee Portion-PERS City Portion-PERS 454, , , , Life Insurance 1,745 2,358 2,358 2, Dental Insurance 23,647 31,262 31,262 31, MediCare City Contribution 31,636 42,735 42,735 42, Long Term Disability 7,100 7,368 7,368 9, Medical 368, , , , Benefits 434, , , , Severance Pay Vision Care Accrued Payroll Expense 17, Benefits Admin. 40, CellPhone/SmartPhone Stipend 7,080 6,719 6,719 6, EE Parking Permits ER Paid 15,480 11,880 20,160 30, Contra Pension Expense-GASB68 (164,398) ActuarialPensionExpense-GASB68 104, Personnel Total 3,527,213 4,318,635 4,326,915 4,561,821 Services & Supplies Materials And Supplies 70, , , , Computer Related Supplies 54 1,500 1,500 1, Equip Purchases Under $10k 7,112 12,500 12,500 12, Outside Printing & Duplicating Legal and Other Advertising 5,549 4,000 4,000 4, Photo Copy Machine Maint 22,720 32,000 32,000 32, Other Contract Services 1,552,557 1,437,810 1,437,810 1,706, Consultant Services 98, , , , Dues And Memberships 13,574 18,940 18,940 18, Special Civic Events Conf & Mtgs-City Departments 27,969 75,325 75,325 75, Mileage 0 4,950 4,950 4, Education ,145 10,145 10, Training Costs 207, , , , Medicl Pay Doctors-Workr Comp 31, Data Processing Development Reference Matls Subscriptions 1,557 3,650 3,650 3, Library Books Telephone Postage 3,625 5,800 5,800 5, Fiscal Agent/Bank Fees & Chgs 1, Insurance , Vehicle Rental Tuition Reimbursement 44,997 70,000 70,000 70, Software OF 2

122 Operating by Line Item (Expense) Department: Human Resources Cost Category Object Object Description Services & Supplies Total 2,090,156 2,431,190 2,431,190 2,712,213 Internal Srvc Chrg IS-Structural Maintenance 89,952 89,952 89,952 91, IS-Tenant Improvements 1,144 3,067 3,067 3, IS-Lockshop 52 1,232 1,232 1, IS-Utilities & Insurance-Hsekp 49,191 49,191 49,191 44, IS-Houskeeping Services 38,317 38,317 38,317 38, IS-Floors And Windows 0 2,073 2,073 2, IS-Printing 28,251 55,912 55,912 25, IS-Mail - Basic Services IS-DoIt Telephone Basic 12,348 13,090 13,090 16, IS-DoIt Service Center Basic 32,168 36,712 36,712 44, IS-DoIt Radio Basic 1,946 1,857 1,857 1, IS-Fleet Maint-Equip Maintenan 2,222 2,208 2,208 2, IS-Fleet Maint-Fuel IS-DoIt NetworkSupportBasic 19,803 27,723 27,723 32, IS-Building Preventive Mainten 16,757 16,757 16,757 16, IS-DoIt Telephone Usage 1,018 22,482 22,482 1, IS-DoIt Entrprs ComputingBasic 29,044 34,928 34,928 40, IS-Mail Direct Request IS-DoIt Applications Basic 25,154 31,044 31,044 38, IS-DoIt Program Mgmt Basic 71,871 61,759 61,759 69, IS-DoIt GIS Basic 1,975 2,015 2,015 2, IS-Security Srvcs at CityHall 13,246 13,246 13,246 16, IS-DoIt ProjGrantServices IS-DoIt Desktop Rplcmnt Prog 7,258 6,851 6,851 7, CAP Allocation Expense 190, , , ,556 Internal Srvc Chrg Total 632, , , ,332 Operat Transfer Out Trans To Benefits & Insurnce F Operat Transfer Out Total Grand Total 6,250,321 7,455,020 7,463,300 7,972,367 2 OF 2

123 Operating Summary by Division (Expense) Department: Human Resources Cost Category Division Name Personnel Benefits Administration 565, , , ,173 Employee Relations 303, , , ,608 Employment and Training Srvc 1,204,507 1,471,032 1,471,032 1,442,027 HR Prideshare 125, , , ,562 Human Resources-Admin. 474, , , ,682 Labor Relations 183, , , ,167 Safety Program 291, , , ,405 Workers Compensation 378, , , ,196 Personnel Total 3,527,213 4,318,635 4,326,915 4,561,821 Services & Supplies Benefits Administration 196, , , ,598 Employee Relations 161,970 86,195 86,195 86,195 Employment and Training Srvc 161, , , ,085 Human Resources-Admin. 278, , , ,215 Labor Relations 103, , , ,575 Safety Program 82, , , ,485 Workers Compensation 945, , ,350 1,245,342 Services & Supplies Total 2,090,156 2,431,190 2,431,190 2,712,213 Internal Srvc Chrg Benefits Administration 112, , , ,085 Employee Relations 65,831 78,526 78,526 68,216 Employment and Training Srvc 49,878 70,130 70, ,232 HR Prideshare 8,533 8,855 8,855 9,014 Human Resources-Admin. 186, , , ,704 Labor Relations 40,190 30,619 30,619 12,779 Safety Program 71,469 61,904 61,904 81,451 Workers Compensation 98, , , ,851 Internal Srvc Chrg Total 632, , , ,332 Operat Transfer Out Benefits Administration Employee Relations Employment and Training Srvc HR Prideshare Human Resources-Admin Labor Relations Safety Program Workers Compensation Operat Transfer Out Total Grand Total 6,250,321 7,455,020 7,463,300 7,972,367 1 OF 1

124 HUMAN SERVICES AND RECREATION Page 1 of 10

125 HUMAN SERVICES AND RECREATION MISSION STATEMENT To preserve and improve the physical, social, and economic health of Pasadena neighborhoods by delivering inclusive, innovative, and progressive recreational and human service programs; the Human Services & Recreation Department is committed to providing the City of Pasadena with a wonderful place to live, work, and play which contributes to a connected, healthier, vibrant, and diverse community. PROGRAM DESCRIPTION The Department provides a wide range of programs at various locations throughout Pasadena. At its recreation and community centers, the Department: Delivers direct social services and educational activities at Villa- Parke Center, Jackie Robinson Community Center (JRCC), and the Teen Education Center; activities include life-skill development classes, immigration services, senior education, nutrition programs, and consumer action; Delivers athletic and fitness opportunities for children, youth, adults and seniors at Villa-Parke Center, Victory Park, Robinson Park, Teen Education Center, and various park and school-based sites; opportunities include tennis, soccer, boxing, gardening, and dance as well as day camps, sports tournaments, and learn-to-swim programs; Provides adaptive recreation services ranging from arts to special events for individuals with physical and developmental disabilities; Coordinates and schedules the use of public facilities including athletic fields located in 24 city parks, La Casita Del Arroyo, and five recreation/community/park centers; Provides summer youth employment to eligible Pasadena residents hired through the ROSE (Rewarding Opportunities in Summer Employment) Program; Provides staff support to six city Commissions (Accessibility & Disability, Status of Women, Human Relations, Human Services, Northwest, and Senior) and the Youth Council; Coordinates and produces small and large scale, citywide celebrations and cultural events such as the Mayor s Tree Lighting Ceremony, the Egg Bowl, Latino Heritage Parade, and the Black History Parade & Festival, as well as permitting community-wide events; Engages in marketing and communicating services and progress; Serves as the City s liaison to organizations such as the Pasadena Unified School District (PUSD), the Rose Bowl Aquatics Center, the Flintridge Center, Pasadena Recreation and Parks Foundation, Pasadena Senior Center and local sports organizations; and Provides staff support to initiatives such as Policy on Children, Youth and Family, and Senior Master Plan. DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Support and Promote the Quality of Life and the Local Economy The Department s services are a key component in sustaining the quality of life of Pasadena s neighborhoods. To this end, the Department provides a range of programs and hosts events that: (1) promote better health through physical activity and educational sessions, (2) maximize human potential through a variety of social services, (3) encourage social interaction among community members, and (4) celebrate our rich cultural heritage. Services are coordinated with other city Departments and complement the existing services landscape. In addition to organized activities, the Department provides opportunities for self -directed individual use of the parks and other amenities. Page 2 of 10

126 HUMAN SERVICES AND RECREATION Pasadena is a Healthy Eating Active Living and Let s Move City that strives to be a le ader in advancing community health and wellness. The Department plays a central role in offering quality sports, fitness, and nutrition programs for all ages and abilities. These programs are multi-faceted and positively engage youth, families, and senior citizens to reduce obesity and sedentary lifestyles. Through sports and fitness activities as well as special events for all ages and abilities, the Human Services & Recreation Department activates positive community spaces, which promotes quality of life and the local economy. Ensure Public Safety The Department provides positive community building activities that aid in ensuring public safety. Specifically, the beneficial use of parks and community facilities provides positive alternatives to delinquency as well as supports strengthened families and neighborhoods. In addition, the Parks After Dark program, in partnership with the Pasadena Police Department, extends service hours during summer nights at park sites and is a component of a larger violence prevention strategy. Maintain Fiscal Responsibility and Stability The Department continues to assess operations to strategically deploy its resources to maximize impact in the community. One example is the use of technology to enroll customers in recreation programs, reserve recreation facilities, secure a park permit, and record financial transactions for such activities continues to be a priority. In 2012, the City adopted a cost recovery model for core and valued added services. In, the Department plans to recover 17 percent of costs in aggregate. Specifically, the Recreation Division will recover 25 percent of its costs including the Administrative expenses while the Human Services Division will recover 3 percent of its costs. The Department continues the implementation of a business plan to ensure fiscal responsibility for years to come. FISCAL YEAR 2018 ACCOMPLISHMENTS The Department accomplished the following during : In collaboration with the MASH and the Public Works and IT departments, renovated Central Park Center and opened the facility for school-aged youth programming; Obtained conditional use permit for Washington Middle School Gymnasium; programming a variety of youth sports at this new location; Completed new department website featuring Park Virtual Tours; received Best of the Best award from California Park and Recreation Society; Awarded over $170,000 in scholarships (unrealized department revenue) to over 600 youth sports, summer camp, and after school participants; Increased marketing and digital engagement efforts with the launch of a monthly newsletter, increased social media presence and new website; recent social media outreach campaign for Fall Festival reached over 12,000 viewers with a 10 percent engagement/click-through rate; Developed and implemented facility operations manual for McKinley School Gymnasium; document will serve as a template for all facilities; Provided swim lessons and open swim hours for children, youth, and adults on summer d ays, with more than 30,000 visits at four citywide pool locations (Blair and Pasadena high schools, Coral, and Villa-Parke) during summer 2017; received a satisfaction approval rating of over 95.0 percent on surveys distributed to participants; Provided paid summer jobs to 140 youth ages 16 to 21 through the Summer ROSE program with each youth averaging 125 total work hours; Page 3 of 10

127 HUMAN SERVICES AND RECREATION Hosted special events including the Egg Bowl at the Rose Bowl, Fall Festival, Fiestas Patrias, Latino Heritage Parade, the Mayor s Tree Lighting, Black History Parade and Festival, Juneteenth Celebration, and Central Park Center Open House. Provided tax assistance for over 800 residents whose collective refund amount totaled over $900,000; Implemented an appointment system at Jackie Robinson Community Center aimed at providing services in a uniform manner across the Department and improving the customer experience; Served 1,020 elementary school children by providing safe, supervised play and homework time at 12 after school sites citywide including before-school care at 3 school sites; Partnered with the Public Health Department to provide inclusion services to youth with disabilities participating in department activities; Upgraded computer labs at Jackie Robinson and Villa-Parke community centers with the installation of 29 new computers, and hosted accessibility workshops for the community; Enrolled 3,200 participants at 10 day camp sites during Summer 2017; Camp sites offered various enrichment activities such as sports, arts and crafts, and STEAM curriculum (Science, Technology, Engineering, Arts and Mathematics); In coordination with Huntington Memorial Hospital and Community Health Alliance of Pasadena (CHAP), provided free medical examinations to over 100 individuals who do not have medical insurance at various health fairs; Facilitated Robinson Park Recreation Center renovation project steering committee meetings; Completed various facility improvements at Jackie Robinson Community Center including a kitchen remodel with upgraded appliances; Received grant funding through the Public Health Department for anti-tobacco use campaign targeting teens; Participated in over 800 events organized by various city departments, non-profit agencies, and private organizations, and in-house training with the Ambassadors; Published 12 issues of the monthly Northwest Newsletter; Continuously collaborate with other city departments on a variety of issues including but not limited to: Police (PALS, Park Safety, Events), Fire (Training, Special Events Safety/Permitting), Water and Power (Utility Assistance Programs, IT Projects, Outreach efforts), Public Health (Project Wraparound, Use of Facility Space, Outreach and referral services), Transportation (Service coordination for customers, Transportation studies, Prop A & C funds), DoIT (replacement of public computer lab PCs, facility security cameras, installation of IT equipment within new facilities), Human Resources (expedited hiring of Summer staff including ROSE workers), and Public Works (facility improvements at parks/centers continually being identified and strategically funded whenever possible) FISCAL YEAR 2019 RECOMMENDED BUDGET Operating The of $11,043,723 is $44,022 (0.4 percent) less than the. Personnel A total of FTEs are included in the. This is a 1.93 net decrease compared to as a result of eliminating vacant and filled positions. Page 4 of 10

128 YEAR-OVER-YEAR BUDGET CHANGES General Fund CITY OF PASADENA HUMAN SERVICES AND RECREATION The year-over-year change is the result of a $40,742 increase in Personnel costs mainly attributed to workers compensation, general liability, and cost of living adjustments. Services and Supplies had a net decrease of $96,317 due elimination of the Collaborate Pasadena funding, and the reduction of funding for community events. The Collaborate Pasadena service responsibility and funding has been transferred to the Library. The Internal Service budget increased $9,230 as a result of information technology and building maintenance rate increases. Operations Transfer Out to Public Works for pool maintenance had a minimal increase of $2,322 which is in line with a percent CPI increase. FUTURE OUTLOOK The Department remains committed to implementing its Business Plan to both enhance the customer experience and remain fiscally responsible. The Recreation Division will continue to evaluate existing programming and introduce new programming to the community. The completion of the Robinson Park Center improvement project in the fall of 2018 will increase programming capacity and offer additional revenue sources to explore. Establishing cost of service benchmarks for all of its programming which include youth sports, recreation classes, and afterschool are vital to the Department s success. In an effort to maximize results, building the capacity of staff, improving accountability, using data to drive informed decisions, and continuing to grow partnerships across sectors to better align services remain the Department s top priorities. The Human Services Division is faced with demand increases for affordable childcare and safe havens and safety net services for teens, support services for disabled and senior patrons, affordable housing, food, shelter, and transportation. In an effort to meet these challenges, the Department continues to partner with other city departments and non-profit agencies to provide these services in a more cost-effective, and impactful manner. Establishing partnerships with non-profit organizations that provide that same services is a primary goal. Without these relationships, the Department may consider reducing its dedicated resources for consumer action services. In the long-term, these relationships may lead into transforming an existing community center into a regional resource center while still serving the local community. The Department faces long-term financial uncertainties including but not limited to possible PUSD school closures and its potential impacts on the City s afterschool program. Closure of sites may shift demand to city programming which would require additional general fund resources. If funding is not available, the department would consider closing underperforming afterschool sites in order to serve a spike in demand. PUSD facility closures may also adversely impact the City s aquatics program. Currently, the program is held at five locations throughout the city: Villa-Parke Community and Robinson Park centers, Blair and Pasadena high schools, and Coral Center. With the Department considering not renewing its current lease for the Coral Center pool after summer 2018, and with ongoing maintenance issues which lead to intermittent availability of PUSD pools, the city s aquatics program may potentially consist of only two pools. A deteriorating infrastructure poses a risk to our participants and is detrimental to the quality of our recreation services. Without an established facility maintenance schedule or a capital improvement program project solely dedicated to facility improvements/upgrades, the Department falls behind the market with regards to basic amenities that meet customer expectations. As a result, customers seek facility rentals elsewhere; thus negatively impacting the Department s revenue. Items such as gymnasium, pool, and auditorium improvements are required for both safety and accessibility. In the event of an emergency, these centers serve as disasterrelief shelters. A commitment to funding the City s community centers is needed in order to preserve our Page 5 of 10

129 HUMAN SERVICES AND RECREATION obligation of providing community spaces which support safety and quality of life that residents have grown accustomed to realizing. In order to the address these challenges, the Department is making efforts to lessen its reliance on the general fund for value-added services and events. With an emphasis on fundraising efforts and identifying sponsorship opportunities, the City can continue hosting wonderful events such as the Mayor s Tree Lighting, the Black History Parade, Egg Bowl, and Fall Festival to name a few. With over 30 special events produced or cosponsored by the Department, available funding will determine whether or not these citywide and community events can continue. In summation, the Department is committed to enriching the community through meaningful recreation opportunities and effective human services, yet, recognizes that the aforementioned issues may compromise the quality of the Department s operations. Page 6 of 10

130 HUMAN SERVICES AND RECREATION SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $6,655 $7,442 $7,449 $7,490 Services & Supplies 1,380 1,617 1,667 1,571 Internal Service Charges 1,856 1,893 1,897 1,906 Operating Transfers Out Human Services and Recreation Total $9,966 $11,027 $11,088 $11,044 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) Admin - Human Services Rec $1,883 $2,386 $2,386 $2,717 Human Services 3,508 3,817 3,853 1,371 Recreation 4,574 4,824 4,849 6,956 Human Services and Recreation Total $9,966 $11,027 $11,088 $11,044 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund $9,965 $11,027 $11,088 $11, New Years Day Genl Fund Events Human Services and Recreation Total $9,966 $11,027 $11,088 $11,044 SUMMARY OF FTEs BY DIVISION Division Admin - Human Services Rec Human Services Recreation Human Services and Recreation Total Page 7 of 10

131 HUMAN SERVICES AND RECREATION PERFORMANCE MEASURES Recreation Services Division Target Target COUNCIL GOAL: TO SUPPORT AND PROMOTE THE QUALITY OF LIFE AND THE LOCAL ECONOMY; AND ENSURE PUBLIC SAFETY. Objective: To provide a number of quality, safe, accessible, and affordable programs offered for Pasadena children, youth, teenagers, adults, and seniors at city-wide parks, community centers and public schools. 1 Rate of recreation programs and classes offered vs. rate of recreation 95% 95% N/A programs and classes canceled. 2 Number of daily user interfaces at all recreation centers (Villa -Parke: 17, , ,000 N/A per month, Victory Park: 17,000 per month). 3 Number of program registrations for all recreation programs. 21,400 22,500 N/A 4 Number of drop-in visitations at all recreation centers. 138, ,000 N/A 5 Number of complaints filed for recreation programs (one complaint for every 1:1,000 1:1,000 N/A 1,000 participants). 6 Number of complaints filed for facility usage (one complaint for every 1,000 1:1,000 1:1,000 N/A participants) percent of participants surveyed rate city recreation services used as 90% 90% 90% above average percent of participants surveyed rate city recreation facilities used as 85% 80% 90% above average. 9 Recreation center facilities are utilized at least 60 percent of the time each 62% 60% N/A week. 10 Sponsorship collected each quarter totals at least $12,000 annually. 6,000 12,000 N/A 11 Number of interfaces at Parks After Dark. 6,200 7,000 N/A 12 Number of participants in HS&R Special Events. 34,000 35,000 N/A Note Performance Measure 2 - Daily interfaces are reported by each program and operating Center monthly and include program participants, s from the public, phone calls, tours, meetings, and seminars/center events. We continue to see increases in usage each season. Note Performance Measure 10 - Development and implementation of a sponsorship program is under development. Note Performance Measure 11 - The Department introduced a consistent tracking system to capture this data in July Data will be available subsequent to Summer Note Performance Measure 12 - Some of HS&R's largest special events include Villa-Parke Recreational Youth Soccer League Opening Day (1,800 expected), Black History Parade and Festival (5,000 expected), Egg Bowl (6,000-8,000 expected), Objective To continue to ensure responsible stewardship of resources. 1 Department cost recovery for recreation services is at least 20 percent annually. 2 Conduct a monthly quality assurance audit to monitor budget compliance and other business systems. 22% 20% 25% Page 8 of 10

132 HUMAN SERVICES AND RECREATION Target Target COUNCIL GOAL: TO SUPPORT AND PROMOTE THE QUALITY OF LIFE AND THE LOCAL ECONOMY; AND ENSURE PUBLIC SAFETY. Objective: To provide a number of quality, safe, accessible, and affordable programs offered for Pasadena children, youth, teenagers, adults, and seniors at city-wide parks, community centers and public schools. 1 Registration rate of: a. Recreation Classes (internal and external) New New 80% b. Aquatics (swim lessons) New New 75% c. Summer Day Camp New New 100% d. Youth Sports New New 80% e. After School New New 90% 2 Participants survey rate recreation services experience as above average New New 90% 3 Customers survey rate recreation facilities used as above average. New New 90% Objective: To continue to ensure responsible stewardship of resources. 1 Annual cost recovery for recreation services New New 25% 2 Collect program, facility rental, special event, and youth sports revenue New New 100% within 30 days of the start of the event Human Services Division COUNCIL GOAL: TO SUPPORT AND PROMOTE THE QUALITY OF LIFE AND THE LOCAL ECONOMY; AND TO ENSURE PUBLIC SAFETY. Objective: To provide a number and quality of safe, accessible, and affordable programs offered for Pasadena children, youth, teenagers, adults, and seniors at citywide parks, community centers and public schools. 1 Rate of human service programs and classes offered vs. rate of human service 94% 95% N/A programs and classes cancelled. 2 Number of daily user interfaces at all community 180, ,000 N/A centers (Villa-Parke 5,600 per month; Jackie Robinson Center. 3,500 per month) 3 Number of program registrations for all human services programs. 15,000 10,000 N/A 4 Number of drop-in visitations at all community centers. 40,000 30,000 N/A 5 Number of complaints filed for human service programs (one complaint for 1:1,000 1:1,000 N/A every 1,000 participants). 6 Number of complaints filed for facility usage (one compliant for every 1,000 1:1,000 1:1,000 N/A participants). 7 Percent of participants surveyed that rate human services as above average. 85% 90% N/A 8 Percent of participants surveyed that rate city community facilities as above average. 89% 90% N/A Page 9 of 10

133 HUMAN SERVICES AND RECREATION Target Target 9 Community center facilities are utilized at least 60 percent of the time each 58% 60% N/A week. 10 Number of senior participants in recreational classes. 9,200 10,000 N/A 11 Number of seniors participating in lunch program. 7,400 7,500 N/A 12 Number of youth members at Teen Education Center N/A Objective: Neighborhood & Community Center Divisions 1 Number of youth trained and employed by Summer ROSE program N/A 2 Rate of Summer ROSE workers continuing education and/ or employment 94% 90% N/A after summer work experience. 3 Rate of participants who completed at least 150 scheduled hours (earned at a minimum a total of $1,200). 0% 90% N/A Note Average hours were 125 hours for a total of $1,313 earned per Summer ROSE worker. COUNCIL GOAL: TO SUPPORT AND PROMOTE THE QUALITY OF LIFE AND THE LOCAL ECONOMY; AND ENSURE PUBLIC SAFETY. Objective: To provide a number of quality, safe, accessible, and affordable programs offered for Pasadena children, youth, teenagers, adults, and seniors at city-wide parks, community centers and public schools. 1 % of Consumer Action customers served within 30 minutes New New 75% 2 % of on-time appointments New New 90% 3 % of surveys that rate Consumer Action services as average or above New New 90% Objective: To offer meaningful youth work opportunities 1 Number of youth trained and employed by Summer ROSE program. New New Rate of Summer ROSE workers continuing education and/ or employment New New 90% after summer work experience. 3 Rate of participants who completed at least 125 scheduled hours (earned at a minimum a total of $1,200). New New 90% Page 10 of 10

134 Operating by Line Item (Expense) Department: Human Services & Recreation Cost Category Object Object Description Personnel Regular Pay - PERS 3,010,726 3,081,108 3,081,108 3,754, Non Benefit Employees 1, Overtime Pay 9, Overtime Subject To PERS PST-Part Time Employees-PARS 1,299,899 1,529,781 1,537, , Auto Allowance 9,300 12,900 12,900 12, Personal Devlpmnt Allowance 14,000 13,251 13,251 15, Workers' Compensation 213, , , , General Liability 431 8,315 8,315 24, Employee Portion-PERS City Portion-PERS 689, , ,939 1,015, City Portion-PARS Life Insurance 2,163 4,273 4,273 2, Dental Insurance 30,111 43,871 43,871 39, MediCare City Contribution 60,726 77,447 77,447 80, Long Term Disability 4,717 13,353 13,353 6, Medical 568, , , , Benefits 658, , , , Vision Care Accrued Payroll Expense 14, Benefits Admin. 61, CellPhone/SmartPhone Stipend 3,920 4,319 4,319 5, EE Parking Permits ER Paid 1,800 5,040 4,320 7,560 Personnel Total 6,654,805 7,441,613 7,448,836 7,489,578 Services & Supplies Materials And Supplies 298, , , , Lease Payments 2,479 2,300 2, Equipment Lease Payments Computer Related Supplies 11,548 17,100 17,100 25, Equip Purchases Under $10k 34,628 14,000 49,427 6, Outside Printing & Duplicating (285) 5,850 4,911 1, Legal and Other Advertising Photo Copy Machine Maint 13,660 24,828 29,400 6, Other Contract Services 946,504 1,104,078 1,035, , Consultant Services 8,335 38,093 55,788 3, Support To Advisory Committees 70 21,693 23,317 28, Dues And Memberships 740 4,829 3,865 6, Special Civic Events 12,938 73,483 98,959 25, Conf & Mtgs- Comm & Committes Conf & Mtgs-City Departments 26,422 13,399 14,799 40, Mileage 3,095 9,314 11,387 10, Education Training Costs 8,375 32,675 31,175 71, Reference Matls Subscriptions 0 1, Water 1, Refuse Collection 7, Postage 2,637 6,336 5,336 3, Insurance , Permits and Fees , Vehicle Rental Cell Phone Reimbursement 0 2,644 2, Services & Supplies Total 1,379,898 1,617,190 1,667,399 1,571,082 Internal Srvc Chrg IS-Structural Maintenance 646, , , , IS-Tenant Improvements 28,023 13,000 18,216 20,000 1 OF 2

135 Operating by Line Item (Expense) Department: Human Services & Recreation Cost Category Object Object Description Internal Srvc Chrg IS-Lockshop 1,591 1,200 1,200 1, IS-Utilities & Insurance-Hsekp 345, , , , IS-Houskeeping Services 265, , , , IS-Floors And Windows 0 4,400 4,400 5, IS-Printing 54,992 52,106 50,606 55, IS-Mail - Basic Services IS-DoIt Telephone Basic 39,344 43,398 43,398 45, IS-DoIt Service Center Basic 54,833 63,729 63,729 67, IS-Fleet Maint-Equip Maintenan IS-DoIt NetworkSupportBasic 59,309 76,970 76,970 68, IS-Building Preventive Mainten 120, , , , IS-DoIt Telephone Usage 19,382 16,454 16,454 18, IS-DoIt Entrprs ComputingBasic 67,176 73,639 73,639 75, IS-DoIt Applications Basic 43,760 56,847 56,847 58, IS-DoIt Program Mgmt Basic 81,256 82,395 82,395 75, IS-DoIt GIS Basic 3,364 8,761 8,761 3, IS-Security Srvcs at CityHall 3,602 3,917 3,917 4, IS-DoIt ProjGrantServices 8, IS-DoIt Desktop Rplcmnt Prog 12,653 12,839 12,839 21,073 Internal Srvc Chrg Total 1,855,808 1,892,795 1,896,511 1,905,741 Operat Transfer Out Transfers To Library Svcs Fund Trans To Benefits & Insurnce F Transfers To Building Maint Fd 75,000 75,000 75,000 77,322 Operat Transfer Out Total 75,000 75,000 75,000 77,322 Grand Total 9,965,511 11,026,598 11,087,746 11,043,723 2 OF 2

136 Operating Summary by Division (Expense) Department: Human Services & Recreation Cost Category Division Name Personnel Recreation 3,323,957 3,627,585 3,611,302 4,371,378 Admin - Human Services Rec 1,151,677 1,518,448 1,496,595 1,944,059 Human Services 2,179,171 2,295,581 2,340,940 1,174,141 Personnel Total 6,654,805 7,441,613 7,448,836 7,489,578 Services & Supplies Recreation 512, , , ,805 Admin - Human Services Rec 572, , , ,764 Human Services 294, , ,387 77,513 Services & Supplies Total 1,379,898 1,617,190 1,667,399 1,571,082 Capital Outlay Recreation Admin - Human Services Rec Capital Outlay Total Internal Srvc Chrg Recreation 662, , ,359 1,539,485 Human Services 1,034,302 1,079,096 1,082, ,982 Internal Srvc Chrg Total 1,855,808 1,892,795 1,896,511 1,905,741 Operat Transfer Out Recreation 75,000 75,000 75,000 77,322 Admin - Human Services Rec Human Services Operat Transfer Out Total 75,000 75,000 75,000 77,322 Grand Total 9,965,511 11,026,598 11,087,746 11,043,723 1 OF 1

137 INFORMATION TECHNOLOGY Page 1 of 11

138 INFORMATION TECHNOLOGY MISSION STATEMENT To provide proven, state-of-the-practice information technologies, in the most strategic, cost effective, and efficient ways possible to support internal city operations and business activities with trained, self-motivated, and capable professionals in an empowering environment. In pursuit of this mission, the Department s efforts are guided by the following operating principles: Customer service and solutions oriented; In the business of saying "Yes"; Exist to serve customers; and Success is measured by the success of customers and by alignment to their business objectives. The following goals will assist in accomplishing the Department s mission and exhibiting operating principles on a daily basis: Be a consultative organization that is embedded within customers business, and highly responsive to their technological needs; Build an innovative culture that is forward thinking and offers solutions; Be a performance based organization using metrics and performance measures rigorously to promote excellence and accountability; and Develop and maintain a technology roadmap of all existing and contemplated services. PROGRAM DESCRIPTION The Department of Information Technology (DoIT) was formed in February 2010 to increase the efficiency and effectiveness of the City s information technology services and support. The Department consolidated what was formerly the Information Technology Services Division of the Finance Department with technology functions and staff from most city departments. The Department performs the following customer-driven services citywide: Application services such as business application support and development, database maintenance and support, Web/eGov/ Mobile applications, and end user reports; Enterprise computing services such as desktop computing, server hosting, data storage and backup, and and collaboration; Geographic Information Systems (GIS); Network, WiFi, and Fiber Optic services; Program and project management including technical business consulting; Radio services; Service Center (Service Desk) phone and field support, and mobile device management services; and Voice services, including telephones, voic menus, recording, and call center services. These services are of the highest quality possible and are consistent with customers needs, schedules, and budgets. Page 2 of 11

139 INFORMATION TECHNOLOGY DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS The Department of Information Technology continually strives to improve city services by implementing sound, cost effective technology-based solutions that streamline processes, improve customer service, eliminate duplication of efforts, enhance productivity, and provide better access to important information and services. To this end, an IT Governance Committee (ITGC) was formed in April 2010 chartered with reviewing any IT investment of significant cost or any project that involves multi- departmental cooperation or is an enterprise-wide project. The ITGC will ensure that technology is leveraged citywide in a manner that adapts to the business needs of all departments, and the demands of the community they serve. Given the current economic challenges, it is envisioned that technology will play an ever increasing role in the delivery of public services. Ensure Public Safety Twenty-four hours a day, seven days a week, DoIT provides service to city employees who rely on a dependable information and communications technology infrastructure to perform their duties in service to the community. Most noticeably, this support extends to the handheld and mobile radio communication devices that the Police Department and Fire Department use daily in the deliverance of public safety. Pasadena is a member of the Interagency Communications Interoperability System (I.C.I. System), which is a digital radio system that provides enhanced communication capabilities, such as a single tactical frequency for communications in daily operations and emergencies and the ability to have regional communication with other cities and support agencies, including the City of Glendale and the City of Burbank. Support and Promote the Quality of Life and the Local Economy The Department of Information Technology manages the City s 25-mile fiber backbone, which aside from providing city internet access and links between key city facilities for voice and data network services, it also provides data communications for local institutions such as Caltech and JPL and telecom providers that lease the fiber from the City. In addition, future opportunities for fiber optic and broadband usage are currently being explored. Improve, Maintain, and Enhance Public Facilities and Infrastructure Technical infrastructure provides the foundation for the business software that streamlines city operations and automates critical business functions. It includes the hardware, system software, databases, operating systems, and network components that support Pasadena s application architecture. DoIT s effort is directed towards providing the City with a cost-effective, secure, responsive, and reliable computing environment to deliver city services. FISCAL YEAR 2018 ACCOMPLISHMENTS The Department accomplished the following during : Updated the 5-year Information Technology Strategic Plan that will outline strategic technology investments in response to the business and service delivery needs of the Pasadena community; Launched a complete redesign of the City website and city events calendar, including refreshing multiple city department websites with a new mobile and tablet friendly experience; Launched a complete redesign of the City Open Data site to provide transparency to city financial information; Page 3 of 11

140 INFORMATION TECHNOLOGY Implemented an Electronic Health Medical Records and Case Management system for Behavioral Health clients in the Public Community Health Center; Developed and launched a comprehensive online rebate application for Pasadena Water and Power customers; Collaborated with the US Census Bureau to update local address information in preparation for the 2020 Census. Implemented an online development activity and permitting interactive map to provide citizens with information about development and permitting occurring in their neighborhood and community as a whole; Expanded Public WiFi service into two city parks, La Pintoresca and Villa Parke; Replaced all 178 public computers at all branches of the Pasadena Public Library and 29 public computers at recreation facilities; and Added over 17 miles of new fiber-optic network to the northwest, central, and northeast areas of the city, supporting critical utility monitoring functions, traffic management, city facility communications, and future business customer connections; In addition to the accomplishments above, the Department also completed the following internal projects in FY 2018: Continued the implementation of the Human Resources/Payroll modules of the new Enterprise Resource Planning System (ERP); Completed upgrades to critical enterprise applications, including the financial system and employee timekeeping system; Upgraded the fiber link to the Central Library, supporting 10 Gigabyte data network service; Completed lifecycle replacements for servers and network equipment; Significantly expanded datacenter resources to cloud-based infrastructure, providing improved resiliency, availability, and disaster recovery. Increased resiliency of city network ID management services by expanding to Microsoft s Azure cloud, ensuring availability of Office 365 ( , files, SharePoint Online, Skype for Business, etc.) in the event of a local disaster or network interruption. Implemented an Enterprise License Agreement (ELA) for GIS software to provide staff with unlimited access to the entire suite of ESRI s ArcGIS software, helping them meet their various business needs through a standardized software platform; Completed the lifecycle replacement of the Mobile Data Computers (MDC) in the existing fleet of Police and Fire vehicles; Upgraded Microsoft Office to Office 2016 Professional (the most current version available) on all city staff computers; Completed the migration of city services to Office 365; Launched the Secure service for Public Health, ensuring their ability to comply with all HIPAA requirements when communicating with outside agencies, personnel, and customers; Completed lifecycle upgrades to the VDI platform, increasing performance and capabilities to all virtual desktop users citywide; Implemented an Enterprise PKI solution for city computer servers, ensuring secure communications between servers and supported clients, meeting encrypted in transit standards in PCI DSS; Completed a lifecycle upgrade of the systems management platform that provides desktop and application deployment, configuration, and updates to computers citywide; Replaced the legacy Access based Capital Improvement Program (CIP) database used to manage the capital budget with a new and innovative web-based online system; Supported critical financial processes such as fiscal year-end reporting, CAFR reporting, and payroll; Page 4 of 11

141 INFORMATION TECHNOLOGY Upgraded many critical department applications for Housing, Transportation, and public safety related applications for the Fire and Police Departments including FireHouse, TeleStaff, VeriPic, WatchGuard, CrimeView, etc. Completed numerous Department office remodeling and reorganization projects; and Implemented cost reduction initiatives to take advantage of more modern, existing technologies to improve both customer and internal efficiencies. FISCAL YEAR 2019 RECOMMENDED BUDGET Operating The of $18,389,777 is $18,874 (0.1 percent) less than the. This slight change is the result of a net decrease in personnel of $233,108, mainly related to the elimination of 5.0 FTEs no longer required for the Enterprise Resource Planning (ERP) project. However, the normal update of personnel salary and benefit information for both operating and project funded personnel continues to rise, especially in the cost for PERS. There was an increase of over $371,000 in Services and Supplies costs, mainly attributable to over $187,000 in costs that were previously billed direct to departments, and the inclusion of budget for insurance premiums. This increase was offset by reductions in the Internal Services, Debt Service, and Depreciation categories. Personnel A total of FTEs are included in the, which represents a net reduction of 3.50 FTEs compared to the. Of this total, 6.00 FTEs are budgeted for the ERP project, 5.00 FTEs are budgeted for the Land Management System (LMS) project, and 1.00 FTE is budgeted and fully funded through charges to various programs and capital projects for the Transportation Department. This does reflect the elimination of 5.00 FTEs that are no longer required for the ERP project, and the addition of 1.50 FTEs in the operating budget of the Computing and Communications Fund as explained below. YEAR-OVER-YEAR BUDGET CHANGES Computing and Communications Fund Personnel increased $670,454 (7.1 percent), a reflection of the reclassification of an eliminated project funded position to a Senior IT Analyst position in the Applications section to focus on managing the enterprise asset and work order management system that is expanding citywide. For, this position will be funded by contributions from four departments that are, or will, utilize the system, and from available fund balance in this fund. Secondly, a vacant Senior Network Engineer position was reclassified to an IT Security Officer to oversee and lead a comprehensive cyber security program. Finally, a 0.50 FTE, Senior Office Assistant position, in the Administration section was increased to a 1.00 FTE to allow for permanent hiring in support of ongoing operational needs. The incremental increase of the last two position changes will be funded through available fund balance in this fund. The cost of all three changes was a little over $198,000. The remaining increase in costs was due to the normal update of personnel salary and benefit information, especially in the cost for PERS, which increased over 15.0 percent; Services and Supplies increased $371,324 with over $187,000 attributable to the budgeting of costs previously billed direct to departments, which will now be included in the annual fixed service costs. This will aid in alleviating the administrative burden on both DoIT and Finance staff in processing internal billing on month-to-month or one-time annual payments. There was also budget established for insurance premiums of over $29,000 that was implemented citywide. The remainder of the increase represents cost shifts Page 5 of 11

142 INFORMATION TECHNOLOGY through decreases in discretionary line items in the Internal Services, Debt Service and Depreciation categories; Internal services charges decreased by $28,641 mainly attributable to decreases in discretionary line items that offset increases to the CAP charge and Public Works charges for fleet and building maintenance; Depreciation expense decreased by $132,500 to reflect the anticipated depreciation expense for given the current depreciation schedule. A portion of this difference was shifted to the Telecommunications Fund budget to properly reflect the anticipated costs for assets depreciated therein; and Revenue budgeted from fixed service costs increased by $1,958,241 (14.6 percent) over the. This increase is reflective of the conversion of $737,600 in charges previously billed direct to departments. Also, $186,500 was added in support of the repurposed position that will manage the enterprise asset and work order management system, and for the addition of public computers in the libraries and community centers, as well as mobile data computers in Police vehicles to the Desktop Replacement Program to fund regular future replacement of these devices. These requests were funded without impact to the General Fund, as departments made corresponding reductions to accommodate, or paid for them from enterprise funds. Lastly, service costs were reduced by a one-time subsidy from the Computing and Communications Fund of $395,761 to meet a 5.0 percent reduction target for the General Fund. With these costs removed, service costs increased only $638,380 (4.8 percent) over the prior fiscal year. Telecommunications Fund 408 Expenses in this fund increased by $47,066 (9.6 percent), mainly attributable to an increase in depreciation expense to cover depreciable assets per the current depreciation schedule. Project Management Fund Personnel decreased $903,554 to reflect the elimination of 5.00 FTEs no longer needed for the ERP project. Full salary and benefits are reflected for the 12 project-related positions for the upcoming fiscal year. New Year s Day Fund Expenses in this fund remained unchanged based on efforts recorded over the past two years. FUTURE OUTLOOK Technology is a critical tool for change and key to the provision of improved and cost-effective services to the community. With insight into the requirements of the City and expertise in communications and information technologies, DoIT provides centralized, efficient, and effective support of the City s technology resources. However, DoIT is facing considerable strain in keeping up with formal projects and informal requests for work. This will be exasperated with the addition of the new initiatives outlined in the recently completed IT Strategic Plan, requiring a review of the DoIT business model, including communication, coordination, prioritization, and clear cross functional definition of roles and responsibilities. Additionally, funding for technology projects and initiatives will be a challenge. With over $10.7 million projected through FY 2023 in equipment lifecycle updates alone, and another $15.0 million identified for replacement of over 1,000 public safety radios and a new Computer Aided Dispatch and Records Management System (CAD/RMS) for Police, unless significant funding is identified, staff will be left to provide reactive break/fix support on equipment that is beyond its useful life, which can be more costly and consume valuable staff time that would be better served implementing timely lifecycle updates and progressive technology solutions. Finally, with close to 60.0 percent of DoIT service costs used to support departments funded in whole, or in part by the General Fund, ongoing Page 6 of 11

143 INFORMATION TECHNOLOGY efforts to review costs, change business models, and evaluate ways to reduce the impact to this fund, will be critical, but not easy, in ensuring its long-term prosperity. In DoIT will continue or begin to: Develop a high performance, scalable, and reliable citywide Information Technology (IT) infrastructure that supports the dynamic requirements of the City; Align the City s IT initiatives with the City s overall business objectives while ensuring departmental responsibilities and priorities are recognized and taken into account; Invest in IT systems based on a rational and impartial assessment of both the tangible and intangible benefits and a realistic assessment of project costs and risks; Reduce the cost of operations or service delivery or improve the quality of services delivered to customers through IT investment; Deliver IT services in a cost-efficient manner; and Approach IT initiatives as a partnership between DoIT and individual departments. Based on this framework, DoIT has the following major projects planned in : Leverage the recently updated the 5-year Information Technology Strategic Plan to guide strategic technology investments citywide; Continue the network security assessment to plan for end-point and other network security improvements; Continue to expand the City datacenter resources to include cloud-based infrastructure to provide for improved resiliency, availability, and disaster recovery as necessary; Continue to develop new online services for constituents to conduct business with the City 24/7; Complete the phase two implementation of the new Enterprise Resource Planning system, which includes the Human Resources and Payroll modules; Upgrade and consolidate the City s internal website intranet portals to Office 365, modernizing the applications, improving the ease of accessing city data, and increasing resiliency, availability and disaster recovery capabilities; Launch phase one of the replacement Land Management and Permitting System; Continue implementation of the City s multi-year Fiber Expansion program; Expand the use of the Electronic Content Management System (ECMS) for department electronic documents and records; Increase use of building video surveillance and access control technologies to improve security and monitoring in city facilities; Expand Public WiFi service to targeted areas throughout the community; Continue the implementation of Geographic Information System (GIS) software, services, and analysis citywide through the use of the newly implemented Enterprise License Agreement (ELA); Continue ongoing implementation of Information Technology Service Management strategies to streamline and improve service delivery to customers; and Invest in organization and staff development programs to strengthen DoIT s internal processes and commitment to our customers. Powered by projects like these, DoIT will continue to make improvements in service and effectiveness and recognize the increased potential for technological growth in the City. Page 7 of 11

144 INFORMATION TECHNOLOGY SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $8,503 $11,401 $11,527 $11,294 Services & Supplies 3,483 3,652 4,102 4,473 Internal Service Charges Operating Expense 1,545 1,409 1,409 1,323 Capital Outlay Debt Service Operating Transfers Out Information Technology Total $14,855 $17,833 $18,409 $18,390 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) IT Administration $1,336 $1,332 $1,782 $2,096 IT Operations 10,230 11,285 11,411 11,673 IT CS-Service Center 2,736 4,728 4,728 4,086 IT Fiber Related Projects All Organizations Information Technology Total $14,855 $17,833 $18,409 $18,390 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) New Years Day Genl Fund Events $13 $20 $20 $ Project Management Fund 0 2,054 2,054 1, Telecommunications Fund Computing and Communication Fd 14,281 15,271 15,847 16, General Fixed Assets Acct Grou Information Technology Total $14,855 $17,833 $18,409 $18,390 Page 8 of 11

145 INFORMATION TECHNOLOGY SUMMARY OF FTEs BY DIVISION Division IT Administration IT Operations IT CS-Service Center Information Technology Total Page 9 of 11

146 INFORMATION TECHNOLOGY PERFORMANCE MEASURES Target Target COUNCIL GOAL: MAINTAIN FISCAL RESPONSIBILITY AND STABILITY. Objective: Service Center Office will process and resolve issues promptly and within established timeframes. 1 Number of Incidents resolved by Service Center Office. 7,242 3,200 5,500 2 Percentage of all Incidents resolved by Service Center Office (Tier 1). 22% 45% 60% 3 Number of Service Requests resolved by Service Center Office. 4,939 3,000 3,000 4 Percentage of all Service Requests resolved by Service Center Office (Tier 1). 32% 40% 40% Note Incidents represent an unplanned interruption or reduction in quality of an IT service. Note Service Requests represent customer generated requests for a standard service or product offering. Objective: Service Center Field Services will process and resolve issues promptly and within established timeframes. 1 Number of Incidents resolved by Service Center Field Services. 1,494 2,500 2,500 2 Number of Service Requests resolved by Service Center Field Services. 2,080 2,300 2,000 Note Incidents represent an unplanned interruption or reduction in quality of an IT service. Note Service Requests represent customer generated requests for a standard service or product offering. Objective: Infrastructure will resolve network, voice, and radio issues promptly and within established timeframes. 1 Number of Incidents resolved by Infrastructure Number of Service Requests resolved by Infrastructure Note Incidents represent an unplanned interruption or reduction in quality of an IT service. Note Service Requests represent customer generated requests for a standard service or product offering. Objective: Enterprise Computing will resolve server and storage issues promptly and within established timeframes. 1 Number of Incidents resolved by Enterprise Computing Number of Service Requests resolved by Enterprise Computing. 1,245 1, Note Incidents represent an unplanned interruption or reduction in quality of an IT service. Note Service Requests represent customer generated requests for a standard service or product offering. Page 10 of 11

147 INFORMATION TECHNOLOGY Target Target Objective: Applications will resolve application and website issues promptly and within established timeframes. 1 Number of Incidents resolved by Applications. 1,373 1,500 1,500 2 Number of Service Requests resolved by Applications. 2,189 2,500 1,500 Note Incidents represent an unplanned interruption or reduction in quality of an IT service. Note Service Requests represent customer generated requests for a standard service or product offering. Note This includes GIS related requests and incidents. Note There was an expected spike in Applications Incidents and Service Requests in FY15 and FY16 due to the "go live" of the ERP system. Objective: Customer Satisfaction survey results will measure the overall Customer Satisfaction of DoIT Operations. 1 The courtesy of the Analyst. 99% 100% 100% 2 The technical skills/knowledge of the Analyst. 98% 99% 99% 3 The timeliness of the service provided. 98% 98% 99% 4 The quality of the service provided. 98% 99% 99% 5 The overall service experience. 98% 99% 99% 6 Average customer satisfaction survey response rate. 2% 10% 7% Note This objective and all performance measures was newly created for FY Note Survey results for FY16 actual are based on 854 customer responses. Note Survey results for FY17 mid-year actual are based on 358 customer responses. Page 11 of 11

148 Operating by Line Item (Expense) Department: Dept of Information Technology Cost Category Object Object Description Personnel Regular Pay - PERS 5,065,103 5,725,336 5,851,336 6,215, Non Benefit Employees 46, Overtime Pay 29,127 32,100 32,100 32, PST-Part Time Employees-PARS 175,163 1,039,213 1,039,213 65, Auto Allowance 12,600 12,600 12,600 12, Personal Devlpmnt Allowance 35,000 33,004 33,004 37, Workers' Compensation 23,123 18,599 18,599 75, General Liability , Miscellaneous Pay 23, Employee Portion-PERS City Portion-PERS 1,167,865 1,753,759 1,753,759 1,914, Life Insurance 3,730 6,544 6,544 5, Dental Insurance 50,081 69,420 69,420 66, MediCare City Contribution 77, , , , Long Term Disability 8,042 20,449 20,449 10, Medical 791,015 1,059,875 1,059,875 1,081, Benefits 1,107,232 1,428,084 1,428,084 1,550, Vision Care Accrued Payroll Expense 46, Benefits Admin. 103, CellPhone/SmartPhone Stipend 31,160 33,550 33,550 33, EE Parking Permits ER Paid 20,880 49,680 49,680 71, Contra Pension Expense-GASB68 (1,166,303) ActuarialPensionExpense-GASB68 850, Personnel Total 8,502,620 11,401,127 11,527,127 11,294,019 Services & Supplies Materials And Supplies 54, , , , Uniforms 1,664 3,800 3,800 3, Rent Expense 210, , , , Computer Related Supplies 16,399 32,685 32,685 37, Equip Purchases Under $10k 37, , , , Outside Printing & Duplicating Legal and Other Advertising Photo Copy Machine Maint 6,807 10,000 10,000 8, Other Contract Services 2,445,546 2,117,595 2,117,595 2,522, Consultant Services 33, Dues And Memberships 29,798 76,440 76,440 28, Special Civic Events Conf & Mtgs-City Departments 20,584 34,900 34,900 34, Mileage 9 1,200 1,200 1, Education Training Costs 7,121 83,000 83,000 83, Reference Matls Subscriptions Telephone 558, , , , Electric 19,059 22,000 22,000 22, Postage Insurance , Billed Costs 40, Vehicle Rental Services & Supplies Total 3,483,122 3,651,800 4,101,800 4,473,124 Capital Outlay Computer Equipment 761, Contra Capital (753,973) Capital Outlay Total 7, Internal Srvc Chrg IS-Structural Maintenance 182, , , ,253 1 OF 2

149 Operating by Line Item (Expense) Department: Dept of Information Technology Cost Category Object Object Description Internal Srvc Chrg IS-Tenant Improvements 5,267 3,000 3,000 3, IS-Lockshop IS-Utilities & Insurance-Hsekp 99,899 99,899 99,899 89, IS-Houskeeping Services 66,937 66,937 66,937 67, IS-Printing 2,213 2,000 2,000 2, IS-Mail - Basic Services IS-Fleet Maint-Equip Maintenan 19,195 12,393 12,393 17, IS-Fleet Maint-Equip Replaceme 29,009 29,009 29,009 29, IS-Fleet Maint-Fuel 5,224 6,331 6,331 5, IS-Building Preventive Mainten 34,031 34,031 34,031 34, IS-DoIt Telephone Usage 36,982 47,250 47, IS-Security Srvcs at CityHall 25,769 25,769 25,769 32, CAP Allocation Expense 480, , , ,089 Internal Srvc Chrg Total 987, , , ,133 Operat Transfer Out Trans To Benefits & Insurnce F Trans To Computing & Comm Fd 328, , , ,000 Operat Transfer Out Total 328, , , ,000 Operating Expense Depreciation 1,545,017 1,408,900 1,408,900 1,322,500 Operating Expense Total 1,545,017 1,408,900 1,408,900 1,322,500 Debt Service Principal 0 42,064 42, Interest Debt Service Total 0 43,024 43,024 0 Grand Total 14,855,082 17,832,652 18,408,652 18,389,777 2 OF 2

150 Operating Summary by Division (Expense) Department: Dept of Information Technology Cost Category Division Name Personnel IT Administration 649, , , ,163 IT CS-Service Center 2,413,840 4,469,314 4,469,314 3,777,330 IT Fiber Related Projects IT Operations 5,439,524 6,216,309 6,342,309 6,518,526 Personnel Total 8,502,620 11,401,127 11,527,127 11,294,019 Services & Supplies IT Administration 327, , , ,919 IT CS-Service Center 189, , , ,990 IT Fiber Related Projects 20,557 69,000 69,000 69,000 IT Operations 2,945,717 3,195,770 3,195,770 3,493,215 Services & Supplies Total 3,483,122 3,651,800 4,101,800 4,473,124 Capital Outlay IT Administration IT Fiber Related Projects Capital Outlay Total 7, Internal Srvc Chrg IT Administration 357, , , ,785 IT CS-Service Center 132, , , ,065 IT Fiber Related Projects 17,641 17,980 17,980 18,537 IT Operations 479, , , ,747 Internal Srvc Chrg Total 987, , , ,133 Operat Transfer Out IT Administration IT CS-Service Center IT Fiber Related Projects 328, , , ,000 IT Operations Operat Transfer Out Total 328, , , ,000 Operating Expense All Organizations 122, IT Administration 1, IT Fiber Related Projects 63,698 72,200 72, ,300 IT Operations 1,357,462 1,336,700 1,336,700 1,204,200 Operating Expense Total 1,545,017 1,408,900 1,408,900 1,322,500 Debt Service IT Operations 0 43,024 43,024 0 Debt Service Total 0 43,024 43,024 0 Grand Total 14,855,082 17,832,652 18,408,652 18,389,777 1 OF 1

151 LIBRARIES AND INFORMATION SERVICES Page 1 of 7

152 LIBRARIES AND INFORMATION SERVICES MISSION STATEMENT The freedom to know is the foundation of our democracy. The mission of the Pasadena Public Library, a basic municipal service, is to be an information center for the Pasadena community in order to preserve and encourage the free expression of ideas essential to an informed citizenry. PROGRAM DESCRIPTION The Department provides collections, services, and staff that support an informed citizenry. The Library performs the following services: Serves as neighborhood information centers for people of all ages and provides general reference, electronic resources, readers advisory, homework assistance, neighborhood information, and leisure reading; Provides collections that are relevant and do so in a variety of formats and languages; Offers a variety of services for children and youth including story times, class visits, homework support, outreach to preschools, collections, reference assistance, readers advisory, after school programs, and a Summer Reading program for both children and teens; Provides ongoing adult programming such as monthly book groups, career and job assistance, and the annual communitywide reading program, One City, One Story; Provides general reference assistance as well as in-depth research for the general public and for city departments through the Municipal Information Service; Provides free computer workstations and wireless Internet access; Provides public training classes on basic computer skills and effective use of electronic resources; Provides adult literacy assistance and resource materials; Provides local history information and support; Partners with local and area agencies, groups, and institutions to enhance library services and programs; Provides an Integrated Library System to enhance public access to Library collections, services and to support our community s social online space; and Directs and guides the Early Child Development Program, a subcommittee of the Human Services Commission. DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Support and Promote the Quality of Life and the Local Economy Pasadena s libraries enhance and enrich the lives of local citizens. The Library plays a significant role in meeting the educational and recreational needs of the community and is essential to the quality of life of Pasadena s residents. Through Central Library and branches, the Library provides a wide variety of services, programs, and collections at the neighborhood level to meet the community s information needs. Over 2,900 patrons use one of Pasadena s libraries daily. From infants through retired citizens, libraries meet the informational needs of all Pasadenans. The community s support of a dedicated tax to financially maintain the presence of a Central Library and nine branch libraries affirms the importance of the Library. Maintain Fiscal Responsibility and Stability The Library continues to think strategically to effectively manage resources that support and promote the successful delivery of service to the community. It maintains ongoing communication with the community through the Library Commission, Friends of the Library, the Pasadena Public Library Foundation (now part of Page 2 of 7

153 LIBRARIES AND INFORMATION SERVICES the Pasadena Community Foundation), and branch associate groups, thereby fostering community collaborations to further maximize resources. The Library has also continued to apply for grants that will augment local funds to provide additional programming and services, such has STEAM 18 grant, Mental Health Worker grant, National Endowment for the Arts, etc. Improve, Maintain, and Enhance Public Facilities and Infrastructure The Library strives to provide well-maintained and inviting facilities that promote a positive experience for customers. Improvements and updates to the facility occur at every library location. Thanks to a collaboration with Pasadena Library Foundation, marked the completion of a project to weather-proof the Central Library façade. FISCAL YEAR 2018 ACCOMPLISHMENTS The Department accomplished the following during : Replaced all public computers at each of the 10 library sites with new PCs, enhancing the customer experience. Launched a library app that provides 24/7/365 access to the Library on any and every mobile device. The app is available in multiple languages: English, Chinese and Spanish. Introduced wireless printing at all library sites allowing customers to print directly from their own laptops to the Library s public printers using the Library s wireless network. Partnered for the second year with Pasadena Unified School District to encourage outgoing second-grade students to read and enjoy books over the summer. Continued Lucha Libros, a year-long reading comprehension program for second- and third-graders. Participants are assigned books to read in English, Spanish or both languages on a monthly basis. They are quizzed before and after their reading in a fun, relaxed, game show-type setting, and gains are measured. Parents and teachers have reported dramatic results in students reading comprehension, memory and motivation. Offered College Bound, a series of workshops covering practice ACT and SAT tests and tips, navigating the financial aid process, how to craft your college essay, study abroad opportunities, and more to assist high school students in preparing for college. Completed the 16th annual One City, One Story community reading program, focused on Rise of the Rocket Girls by author Nathalia Holt, with events held at each library site. Partnered with the Pasadena Literary Alliance to host author Amor Towles, who discussed his New York Times bestselling novel, A Gentleman in Moscow, before 404 Pasadenans in Central Library s Great Hall. Recruited 4,050 children, teens and adults to participate in the 2017 Summer Reading Program, Reading by Design, and read throughout the summer. The Summer Reading Program prevented students from suffering the summer slide, (where their skills drop and have to be re-gained when they return to school in the fall.) Offered afterschool homework helper programs at Central Library, Hastings and La Pintoresca branch libraries. The number of participants in these programs continues to grow each year. La Pintoresca s program just celebrated their fifth year and has had 1,545 children and teens sign-up since the beginning of the fiscal year. Participated in both the fall and spring annual citywide ArtNights this year -- in October, with the 5th Annual Author Fair featuring Pasadena/San Gabriel Valley authors and in March, with the theme STEAM Launched Pasadena as an Early Learning City at a September celebration at Brookside Park. More than 3,500 attendees, mostly families with young children, enjoyed a wide range of fun activities while learning about the myriad of community resources that foster children s development and learning from birth to age 5. The launch officially kicked off the design, planning and implementation of a 5-year comprehensive roadmap, assessing early childhood needs. Page 3 of 7

154 LIBRARIES AND INFORMATION SERVICES Partnered with the Pasadena Public Health Department to address the needs of library patrons impacted by homelessness or behavioral health issues. A Library Care Navigator with a social work background was hired to serve both departments and is based four days a week at various library sites. Though still in its early stages, several success stories have arisen as a result of these efforts, with three clients finding permanent housing in the first three months. These efforts speak volumes as we build trust and engagement with our homeless population. The current caseload is about 10 active cases, all receiving intense case management. Focused on health with programming for National Health Month and National Mental Health Day. Provided flu shots for our community in partnership with the Huntington Hospital Community Outreach Department and Pasadena Public Health Department. Pasadena Public Library was voted Best Library in the Best Of voting by the readers of both Pasadena Independent/Beacon Media and the Pasadena Weekly newspapers. Pasadena Public Library was awarded nine grants this year: First 5 LA Funding for the launch of Pasadena as an Early Learning City ($12,000 grant from First 5 LA) NEA Big Read Program funding for a community read program of The Emperor is Divine by Julie Otsuka. ($14,000 grant from the National Endowment for the Arts, Art Works and Arts Midwest) Mental Health Initiative Funding for four months of the library case worker s salary in conjunction with the Public Health Department. (Grant from California State Library s Mental Health Initiative) Virtual Reality Grant Funding for virtual reality equipment and tools to provide programs for children and families on virtual reality. (Grant from the California State Library) STEAM 18 Grant Funding to offer STEAM (Science, Technology, Engineering, Art, and Math) programs for the community. ($100,000 grant from the California State Library) Maximize Learning Space/ MacGyver Your Library Grant Funding for design experts to help staff at Hastings Branch Library evaluate their current library layout and provide suggestions for moveable furniture that will create a more flexible space for programs and events. (Grant from the California State Library) Starling Grant Funding for devices that support and encourage parents to embrace their roles as their child s first and most important teachers. (Grant from the Starling Foundation) First 5 LA Funding for the continuing support of the Office of the Young Child Kindergarten Readiness Assessment Program whose goal is to bring direction and a comprehensive approach to early childhood policies and services in Pasadena. ($38,800 grant from First 5 LA) Enhanced Spaces The Linda Vista Library Associates and the Arroyo Seco Foundation transformed the front garden at the Linda Vista Branch Library into a showcase for beautiful California native plants, with the assistance of Hahamonga Nursery and their Linda Vista neighbors. The newly established garden contains grasses for wildlife to forage, flowers to attract insects important to our ecosystem, and bushes to beautify the library, all of which require minimum watering. The restoration of Central Library s Walnut Street façade was completed thanks to the generous support of the Pasadena Library Foundation and The Friends of the Pasadena Public Library. The multi-year restoration protects and preserves the building s façade, with its iconic columns and arched windows. Page 4 of 7

155 FISCAL YEAR 2019 RECOMMENDED BUDGET Operating CITY OF PASADENA LIBRARIES AND INFORMATION SERVICES The of $14,437,308 is $271,815 (1.8 percent) lower than the. This change can be attributed to several adjustments, including: Reduction in library materials budget by $240,000 Reduction of one full time Library Technician position Reduction of $150,000 in maintenance and improvement contract services Reduction in youth programming contract services Reduction in training budget Personnel A total of FTEs are included in the which is a net decrease of 1.0 FTE. YEAR-OVER-YEAR BUDGET CHANGES Although no major cost increases are reflected in this budget, it should be noted that the Department reduced the budget by eliminating vacant positions and lowering contract services and materials and supplies expenses. FUTURE OUTLOOK The Library will continue to provide customers of all ages with high quality services and collections with an emphasis on the effective use of technology to support information delivery and access (which will be easier now that all the public computers at all Pasadena Libraries have been upgraded). The provision of creative and innovative methods for delivering service will continue to be explored and adopted. The Library will continue to maximize use of its online Integrated Library System to increase library patron knowledge of library materials and resources, share information via social media outlets such as Facebook and Twitter, provide an advanced mobile presence for smart phones and tablet users, and facilitate an integration of ebook and downloadable emedia collections. The Library will continue to develop and train high-performance and service-oriented staff to meet the many challenges and opportunities of information delivery. Some budget cuts and how the Library is addressing them include: Reduction in collection and materials budget in an effort to reduce and balance the Library s budget, the Library will be using trust fund income (that was earmarked for library collection) to fill the budget gap. Whereas this is a solution for 2019, subsequent years will see a reduction in collections and materials. Reduction in Contract Services for building maintenance and improvement in addition to the maintenance funds paid to Public Works annually for upkeep and maintenance of the Libraries, the Library budget also contains funds for additional improvements like carpeting, paint, and other off-cycle needs. This has been reduced this year to close the gap. This will not be able to be reduced any further and still maintain a welcoming and up-to-date space. STEAM 18 grant and Illuminated grant receiving grants that provide equipment has allowed Library staff to maximize the return on investment by using the equipment in upcoming years for programs, thus allowing the Library to reduce some programming funds. In the upcoming year, Library staff will be reviewing data to determine the best hours of operations for the Central Library and branches. cuts in subsequent years will result in a reduction in hours at the Libraries. Page 5 of 7

156 LIBRARIES AND INFORMATION SERVICES SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $8,172 $8,922 $8,922 $9,156 Services & Supplies 2,142 2,869 3,034 2,517 Internal Service Charges 2,697 2,753 2,753 2,764 Library and Information Services Total $13,011 $14,544 $14,709 $14,437 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) Library Administration $595 $638 $638 $703 Library Projects & Grants 1,501 1,704 1,869 1,489 Public Services 5,822 6,320 6,320 6,434 Support Services 5,093 5,883 5,883 5,812 Library and Information Services Total $13,011 $14,544 $14,709 $14,437 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) Library Services Fund $12,829 $14,364 $14,529 $14, Library Equip Repl-Glendale Library Equip Repl-Shared Library and Information Services Total $13,011 $14,544 $14,709 $14,437 SUMMARY OF FTEs BY DIVISION Division Library Administration Public Services Support Services Library and Information Services Total Page 6 of 7

157 LIBRARIES AND INFORMATION SERVICES PERFORMANCE MEASURES Actual Target Target COUNCIL GOAL: SUPPORT AND PROMOTE THE QUALITY OF LIFE AND LOCAL ECONOMY. Objective: Provide services and resources necessary for a literate and wellinformed community at the neighborhood level. 1 Number of people visiting Pasadena's libraries. 1,029,760 1,100,000 1,100,000 2 Number of community groups that use the DRW Auditorium and meeting rooms. 3 Number of community group meetings and events held in DRW Auditorium and meeting rooms. 4 Number of items circulated. 1,079,081 1,200,000 1,100,000 5 Number of uses of the Library's databases. 135, , ,000 6 Number of new materials made available to the public (includes 46,878 50,000 45,000 eformat). 7 Number of eformat (ebooks and emedia) added and made available to 3,446 5,000 3,500 the public. 8 Number of participants in Summer Reading Programs. 4,050 4,000 4,000 9 Number of programs offered. 2,996 3,000 2, Total program attendance. 71,375 80,000 70, Number of user sessions logged on the Library's public computers. 126, , , Number of user sessions logged on the Library's wireless network. 214, , , Number of web pages viewed (or hits) to the Library's web server. 252, ,000 1,500, Number of social media followers. 10,065 8,500 10,500 Page 7 of 7

158 Operating by Line Item (Expense) Department: Library&InformationSrvcs Dept Cost Category Object Object Description Personnel Regular Pay - PERS 4,443,306 4,585,351 4,585,351 4,645, Non Benefit Employees 51, Overtime Pay 14, Overtime Subject To PERS PST-Part Time Employees-PARS 453, , , , Auto Allowance 4, , Personal Devlpmnt Allowance 25,000 22,503 22,503 23, Workers' Compensation 133, , , , General Liability 2,448 1,449 1,449 24, Miscellaneous Pay Employee Portion-PERS City Portion-PERS 1,019,428 1,403,753 1,403,753 1,545, Life Insurance 3,387 4,968 4,968 3, Dental Insurance 45,209 57,161 57,161 54, MediCare City Contribution 67,405 90,049 90,049 81, Long Term Disability 4,073 15,526 15,526 6, Medical 836,356 1,003,345 1,003, , Benefits 971,306 1,146,338 1,146,338 1,161, Vision Care Benefits Admin. 91, CellPhone/SmartPhone Stipend 4,320 3,840 3,840 6, EE Parking Permits ER Paid 1, ,860 Personnel Total 8,171,664 8,922,304 8,922,304 9,156,322 Services & Supplies Materials And Supplies 219, , , , Equip Purchases Under $10k 10,805 75,000 75,000 75, Other Contract Services 495, , , , Consultant Services 0 25,000 25,000 25, Contract Maintenance 16,428 51,700 51,700 51, Data Processing Operations 0 50,000 50,000 50, Dues And Memberships 9,117 22,340 22,340 22, Conf & Mtgs-City Departments 34,378 40,000 40,000 30, Mileage 1,089 1,500 1,500 1, Training Costs 0 10,000 10,000 10, Reference Matls Subscriptions 8, , ,075 66, Library Books 1,256,999 1,344,252 1,344,252 1,144, Telephone Refuse Collection 19,384 18,600 18,600 18, Postage 6,461 5,000 5,000 5, Taxes Payroll and Other Fiscal Agent/Bank Fees & Chgs 1, Cash Over and Short (5) Insurance , Program Expenditures 60,000 60,000 60,000 60, Program Expenditure Recovery Vehicle Rental 1, Services & Supplies Total 2,141,961 2,869,324 3,034,140 2,516,554 Internal Srvc Chrg IS-Structural Maintenance 819, , , , IS-Tenant Improvements 39, , , , IS-Lockshop IS-Utilities & Insurance-Hsekp 448, , , , IS-Houskeeping Services 321, , , , IS-Printing 122, , , , IS-Mail - Basic Services OF 2

159 Operating by Line Item (Expense) Department: Library&InformationSrvcs Dept Cost Category Object Object Description Internal Srvc Chrg IS-DoIt Telephone Basic 46,522 45,971 45,971 46, IS-DoIt Service Center Basic 264, , , , IS-Auto Body Repair IS-Fleet Maint-Equip Maintenan 1,514 1,570 1,570 3, IS-Fleet Maint-Equip Replaceme 2, , IS-Fleet Maint-Fuel 2,501 2,313 2,313 2, IS-DoIt NetworkSupportBasic 179, , , , IS-Building Preventive Mainten 152, , , , IS-DoIt Telephone Usage 9, , IS-DoIt Entrprs ComputingBasic 106, , , , IS-DoIt Applications Basic 80,613 92,663 92,663 97, IS-DoIt Program Mgmt Basic 74,218 67,688 67,688 72, IS-DoIt GIS Basic 6,323 6,017 6,017 5, IS-DoIt Desktop Rplcmnt Prog 18,053 18,080 18,080 69, DoIt Support Glendale Library Internal Srvc Chrg Total 2,697,133 2,752,678 2,752,678 2,764,432 Operat Transfer Out Trans To Benefits & Insurnce F Operat Transfer Out Total Grand Total 13,010,758 14,544,307 14,709,123 14,437,308 2 OF 2

160 Operating Summary by Division (Expense) Department: Library&InformationSrvcs Dept Cost Category Division Name Personnel Library Administration 580, , , ,988 Library Projects & Grants Public Services 5,255,442 5,660,251 5,660,251 5,796,955 Support Services 2,335,883 2,628,220 2,628,220 2,697,378 Personnel Total 8,171,664 8,922,304 8,922,304 9,156,322 Services & Supplies Library Administration 8, ,230 Library Projects & Grants 1,500,802 1,703,827 1,868,643 1,488,827 Public Services 100, , , ,578 Support Services 532, , , ,919 Services & Supplies Total 2,141,961 2,869,324 3,034,140 2,516,554 Capital Outlay Library Administration Library Projects & Grants Capital Outlay Total Internal Srvc Chrg Library Administration 6,218 3,883 3,883 3,446 Library Projects & Grants Public Services 465, , , ,049 Support Services 2,224,944 2,283,123 2,283,123 2,302,937 Internal Srvc Chrg Total 2,697,133 2,752,678 2,752,678 2,764,432 Operat Transfer Out Library Administration Public Services Support Services Operat Transfer Out Total Grand Total 13,010,758 14,544,307 14,709,123 14,437,308 1 OF 1

161 PLANNING AND COMMUNITY DEVELOPMENT Page 1 of 10

162 PLANNING AND COMMUNITY DEVELOPMENT MISSION STATEMENT To protect and advance quality of life through the application of sound land use planning principles, development standards, and property maintenance and building codes; to facilitate informed land use decisions through community participation and collaborative process; to protect and enhance safe, livable neighborhoods which reflect and preserve Pasadena s unique cultural and historic character; to support and encourage healthy reinvestment in the community to provide for a strong local economy; to expand community access to arts and culture through cultural planning and programs, and to promote smart planning and a sustainable future for generations to come. PROGRAM DESCRIPTION The Planning and Community Development Department includes four core functions: Building and Safety, Code Compliance, Cultural Affairs, and Planning. The Department performs the following services: Ensures that the development review process facilitates development in the City that is of the highest quality and meets important health and safety standards, while providing a high level of customer service; Facilitates citizen participation in the land use and development review process; including long-range planning projects such as the General Plan, Specific Plans, Master Plans, and other development regulations; Reviews development plans for compliance with the Building Code and Zoning Code, the General Plan and Specific Plans, architectural design review standards, historic preservation regulations, and state environmental laws; Reviews applications to designate historic sites and districts and applications for Historic Property Contract (Mills Act); Updates and implements the Cultural Master Plan and the Public Art Master Plan and manages the Annual Grants Program and Arts Education Programs; Manages the Film Office, Private Development Public Art Program, the City s Capital Improvement Program (CIP) Public Art Program, and the Rotating Public Art Exhibition Program which places artwork on city-owned property throughout the City; Provides plan review and construction inspection services to enforce minimum standards to safeguard life or limb, health, property and public welfare by regulating and controlling the design, construction, quality of materials, use and occupancy, location, and maintenance of all buildings and structures; Ensures that Pasadena businesses, residents, and developers comply with various regulations including building, land use, and property maintenance codes by providing a multitude of field inspections including but not limited to, multi-family rental units through the Quadrennial Inspection program, response to complaints related to property maintenance and Zoning Code violations, and conducting pro-active nuisance abatement; Processes a variety of development permits for residents and commercial businesses including nonconstruction type permits such as certificates of inspection for house sales, certificates of inspection for quadrennial, and yard sale permits; Provides information and support services to residents and business owners regarding applicable code requirements and regulations for building permits and discretionary entitlements; Provides technical assistance to city departments regarding compliance with the California Environmental Quality Act (CEQA), including review and/or preparation of required CEQA documents to support discretionary decisions; and Enforces the City s minimum wage ordinance by providing outreach to employees and employers, investigating complaints, and enforcing regulations. Page 2 of 10

163 PLANNING AND COMMUNITY DEVELOPMENT DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Support and Promote the Quality of Life and the Local Economy The Department: 1) Ensures that the development review process is clear and consistently applied and that it is evaluated regularly to ensure the highest levels of customer service are integral to the process; 2) Encourages public participation in the planning and zoning process; 3) Guarantees that new development complies with adopted plans; 4) Fosters reinvestment in the community by maintaining a high quality of physical development and amenities; 5) Provides commercial and residential neighborhood preservation to ensure a high quality standard of living; 6) Ensures that the City remains a cultural destination through the development and delivery of arts services; 7) Enforces the City s minimum wage ordinance; and 8) Strives to secure ongoing local investment through film permitting. Ensure Public Safety The Department ensures public safety through the application of the municipal code and maintaining the City s housing stock, value and quality, and regulatory requirements. Increase Conservation and Sustainability The Department: 1) Implements sustainability principles in planning documents, the development of smart planning strategies and environmentally sensitive plans, and enforcement of sustainable design and construction regulations, and 2) Manages the progress toward completion of the citywide sustainability initiatives adopted in the Green City Action Plan. Improve, Maintain, and Enhance Public Facilities and Infrastructure The Department: 1) Oversees the implementation of the Nexus Cultural Master Plan and the Public Art Master Plan, which specifically provides the framework for public art development for city projects through the Capital Public Art Program, and 2) As part of the Public Art Implementation Plan, the Department works collaboratively with the departments of Public Works and Transportation on policies that address the requirements of public artworks on city property and in the public-right-of-way, including memorials. Improve Mobility and Accessibility throughout the City The Department works hand-in-hand with the Transportation Department to balance land use and transportation strategies to manage mobility and accessibility through the General Plan, Specific Plans, and other development regulations. Maintain Fiscal Responsibility and Stability The Department utilizes technology to implement program improvements that result in increased operational efficiencies and improved customer service. FISCAL YEAR 2018 ACCOMPLISHMENTS The Department accomplished the following during : Page 3 of 10

164 PLANNING AND COMMUNITY DEVELOPMENT Building and Safety Performed over 23,000 building inspections for commercial and residential construction; and Issued over 8,500 construction related permits of which 1,700 building permits were for mixed use, nonresidential, and residential projects. Served over 52,000 customers in the Permit Center for all types of construction and planning inquiries and services. Code Compliance Opened 1,900 new Code Compliance cases and conducted over 5,600 inspections; Addressed and closed over 1,880 Code Compliance cases related to property maintenance, zoning violations, tree protection, noise, etc; and Conducted 3,013 occupancy inspections for rental units, for-sale single family residences, and duplexes. Design and Historic Preservation Completed design review process for several major development projects including: a 82,000 sq. ft. office building at 380 E Union St; an 80,000 sq. ft. medical school at 94 S Los Robles; a 155,000 sq. ft. research/classroom building at 1200 E California Blvd.; conversion of an existing 9-story office building to mixed use office and 57 residential units; and Magnolia Landmark District Designation. Zoning (Current Planning) Processed nearly 150 zoning entitlement applications; and Provided zoning clearance for 21.0 percent more plan checks, from 683 to 828 compared to the previous fiscal year. Long-Range Planning (Community Planning) Council approved contracts with a consultant team to handle the General Plan implementation strategy for updating the City s Specific Plans and Zoning Code to bring them into consistency with the 2015 General Plan; Adoption and implementation of a Zoning Code amendment regulating the operations of Short-Term Rentals in Pasadena; Adoption of a Climate Action Plan that identifies citywide implementation measures to reduce greenhouse gas emissions consistent with state law; Adoption of a Zoning Code amendment to regulate Accessory Dwelling Units consistent with newly revised state law, facilitating the production of accessory dwelling units while maintaining the majority of the City s permissible local regulations; and Approved the Polytechnic School Master Plan and Huntington Memorial Hospital Master Plan Amendment. Cultural Affairs Through the City s Annual Grants Program, facilitated creative workforce and funding support to local arts and cultural organizations and individual artists for multi-disciplinary cultural programming that reached over 200,000 audience members, including adults, families and students throughout the City; Produced two ArtNight Pasadena cultural tourism events attracting over 50,000 people, with an economic impact to the local economy of $1.2 million, based on the Americans for the Arts Economic Impact Study multiplier of $24 per person for local arts and cultural events; Page 4 of 10

165 PLANNING AND COMMUNITY DEVELOPMENT Completed the new artwork selection and installations for the Rotating Public Art Program Phase III; and Completed the artist selection for the Glenarm Capital Public Art Project; and Processed over 320 Film permits and coordinated two citywide special events, including the YES WE CAN painting dedication. FISCAL YEAR 2019 RECOMMENDED BUDGET Operating The of $18,621,012 maintains service levels and programs with a nominal increase in overall expenses for the department s operations. Personnel A total of FTEs are included in the. The City s standards for planning/development and the competitive marketplace for planners specifically are the backdrop for the ongoing challenges and fluctuations in staffing. As vacancies arise contract staff are used to supplement the building inspection, plan check, code compliance, planning, and permit center work groups to maintain high customer service levels. YEAR-OVER-YEAR BUDGET CHANGES Services and supplies are $483,252 less due to the reduction of contract planners and one-time funding of the Rotating Public Art Program Phase III in. Should there be a slowdown in the construction industry there will be less use of other contract staff (building inspectors, plan checkers, permit technicians, etc.). Capital Outlay increased by $170,000 with a one-time budget request using Building Services Funds to replace the Department s fleet of 20 vehicles with the lease of 19 electric vehicles. The leasing of vehicles is a lower cost alternative to purchasing 19 all new vehicles with expected savings also on maintenance, repair, and fuel. Should cost savings be realized in future years the lease option or arrangement might be suitable for other city departments. Building Services Fund 204 Personnel costs of nearly $250,000 will be shifted from the General Fund to the Building Services Fund. Robust revenues from continued development activity has built a healthy fund balance. The shift of personnel expenses for 2.0 FTE is reasonable and timely to help the City balance its General Fund budget. FUTURE OUTLOOK The City expects sustained construction-related activity based on the development projects that have submitted or completed the City s plan check process. Due to the cyclical nature of development there eventually will be a slowdown in construction activity. This will require less reliance on the Building Services Fund to help with budget saving measures and result in less revenue collected in the City s General Fund through the construction tax. The Department will implement a new Land Management System which will result in a clearer and more effective development and permit issuance process with a focus on providing better customer service. The Department will work towards establishing a Permit Center Express Window to provide a one-stop experience for customers seeking smaller, less complex permits. Page 5 of 10

166 PLANNING AND COMMUNITY DEVELOPMENT Work will continue on the processing of complex Planning projects including: Spacebank, Art Center Master Plan, Venture Center Master Plan, and the Rose Bowl Aquatics Center Master Plan. In addition to completing Phases 2 and 3 of the "mansionization" Zoning Code revisions, Community Planning will also begin implementation of the City s Climate Action Plan (CAP). The CAP specifies how Pasadena will meet a set of GHG reduction targets. The three year work effort to implement the City s General Plan Update will continue with updates to the Land Use Element of the General Plan, an update the City s Zoning Code, and updates to seven Specific Plans, create a new Lamanda Park Specific Plan, and retire the West Gateway Specific Plan. This work program will also include consolidating and updating the existing Design Guidelines, as necessary, and develop citywide Design Guidelines to ensure that new development is compatible in form and massing with the character of Pasadena s intact neighborhoods. The Planning Department will continue enforcement of the City s Minimum Wage Ordinance and Short Term Rental Ordinance. Partnership with a community based organization will continue so as to provide outreach to employees and employers. The Code Compliance Division will assist with responses to complaints for short term rentals. Page 6 of 10

167 PLANNING AND COMMUNITY DEVELOPMENT SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $8,919 $10,868 $10,589 $11,262 Services & Supplies 3,626 5,435 5,884 5,390 Internal Service Charges 1,794 1,715 1,723 1,799 Capital Outlay Planning and Community Development Total $14,339 $18,018 $18,197 $18,621 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) Administration Division $1,352 $1,648 $1,643 $1,437 Building & Safety 5,285 6,299 6,286 6,949 Code Compliance 1,597 1,835 1,853 2,008 Cultural Affairs Division 805 1,283 1,462 1,321 Planning 5,301 6,952 6,952 6,906 Planning and Community Development Total $14,339 $18,018 $18,197 $18,621 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund $7,355 $7,684 $7,684 $7, General Fund Projects Fund New Years Day Genl Fund Events Building Services Fund 5,916 8,947 8,947 9, Capital Public Art Fund Cultural Trust Fund Planning and Community Development Total $14,339 $18,018 $18,197 $18,621 Page 7 of 10

168 PLANNING AND COMMUNITY DEVELOPMENT SUMMARY OF FTEs BY DIVISION Division Administration Division Building & Safety Code Compliance Cultural Affairs Division Planning Planning and Community Development Total Page 8 of 10

169 PLANNING AND COMMUNITY DEVELOPMENT PERFORMANCE MEASURES COUNCIL GOAL: TO SUPPORT AND PROMOTE THE QUALITY OF LIFE AND THE LOCAL ECONOMY. Objective: To evaluate and implement department changes to increase efficiency and improve customer service. Target Target 1 Develop an Express Window program for the Permit Center. 25% 100% 100% 2 Evaluate the current building plan check process; identify and make changes to 50% 100% 100% improve turnaround times and customer service. Objective: To update plans and code with community vision. 1 Develop and adopt Mansionization Regulations. 30% 80% 60% 2 Develop and adopt citywide Design Guidelines. N/A 25% 50% 3 Amend Specific Plans and Zoning Ordinances to be consistent with the General N/A 25% 50% Plan Update. 4 Adopt Accessory Dwelling Unit Ordinance* 50% 100% * 5 Adopt Huntington Hospital Master Plan* 90% 95% * 6 Adopt Fuller Master Plan Amendment* 90% 90% * 7 Adopt Short Term Rental Regulations* 25% 100% * *Note Performance Measures 4, 5, and 7 completed. Discontinue in. *Note Performance Measure 6 on hold per the applicant. Objective: To evaluate and expand the role of technology within the Department. 1 Create a new Permit Center website that provides on-line access to information on all aspects of the development review process, including real-time information on development and code compliance activity. 2 Implement an online application that would allow customers to submit an electronic Occupancy Inspection Program (OIP)* application, make payment and schedule the inspection. N/A N/A 100% 90% 100% * Note Reinstitute Performance Measure 1 in. *Note Performance Measure 2 complete. Discontinue in. Objective: To complete plan check reviews in an efficient and timely manner. 1 Complete initial review of large projects within 21 days. 54% 80% 80% 2 Provide inspection services within one business day of receipt of request. 75% 80% 90% 3 Percentage of building permits issued over the counter. 82% 85% 85% Objective: To expand community access to arts and culture. 1 Increase public access to diverse cultural programming by awarding funding to local arts and cultural organizations to provide public programming that serves a cumulative total of at least 200,000 audience members, including students. 100% 100% 100% Page 9 of 10

170 PLANNING AND COMMUNITY DEVELOPMENT Target Target Objective: To effectively and efficiently manage entitlement cases and CEQA review. 1 Process completeness review on cases within 30 days. 60% 90% 85% 2 Schedule complete cases to Hearing Officer within 60 days of deeming 70% 85% 85% application complete. COUNCIL GOAL: ENSURE PUBLIC SAFETY. Objective: To address code compliance complaints in an efficient and timely manner. 1 Resolve new code compliance cases within 60 days. 70% 95% 80% 2 Conduct initial site inspection for new code compliance cases within three 85% 90% 90% business days of receipt of complaint. 3 Study the current Code Compliance and Building Inspection processes; identify and make improvements for more proactive code compliance cases (this includes citations, the use of administrative penalties, the Quadrennial and Occupancy Inspection programs, pro-active enforcement etc.). 80% 100% N/A Note Performance Measure 3 - City Council will determine the viability of OIP program. COUNCIL GOAL: INCREASE CONSERVATION AND SUSTAINABILITY. Objective: To effectively manage and protect historic resources. 1 Evaluate all existing Mills Act contracts and establish a schedule to conduct 33% 33% 33% annual audits. 2 Process all staff-level Certificates of Appropriateness within 6 weeks of filing. 75% 90% 90% Objective: To ensure completion of sustainability initiatives in the Green City Action Plan. 1 Complete the Climate Action Plan* 50% 100% * 2 Begin Implementation of the Climate Action Plan N/A N/A 10% *Note Performance Measure 1 complete. Discontinue in. Objective: To enhance development programs for public art. 1 Select artist and art concept for the Glenarm Power Plant 25% 100% 100% 2 Identify seven new sites and launch artist selection for Rotating Public Art N/A 50% 100% Program Phase IV 3 Initiate the Final Design and Fabrication of the Glenarm Capital Public Art Project N/A 50% 50% Note Performance Measure 1 complete. Discontinue in. Note Performance Measure 2 and 3 new for. Page 10 of 10

171 Operating by Line Item (Expense) Department: Planning Department Cost Category Object Object Description Personnel Regular Pay - PERS 5,038,701 5,880,230 5,601,230 5,958, Overtime Pay 75,078 33,218 33,218 33, Overtime Subject To PERS PST-Part Time Employees-PARS 30, Auto Allowance 23,388 25,800 25,800 26, Personal Devlpmnt Allowance 26,750 23,502 23,502 31, Workers' Compensation 281, , , , General Liability 6,084 18,787 18,787 18, Miscellaneous Pay 1, Employee Portion-PERS City Portion-PERS 1,177,541 1,805,304 1,805,304 2,007, Life Insurance 3,647 5,880 5,880 5, Dental Insurance 46,736 62,689 62,689 64, MediCare City Contribution 74, , , , Long Term Disability 7,216 18,376 18,376 10, Medical 878,095 1,114,962 1,114,962 1,126, Benefits 1,101,460 1,470,057 1,470,057 1,489, Vision Care Accrued Payroll Expense 9, Benefits Admin. 103, CellPhone/SmartPhone Stipend 5,500 7,199 7,199 6, EE Parking Permits ER Paid 27,000 63,360 63,360 89,580 Personnel Total 8,919,188 10,868,090 10,589,090 11,261,994 Services & Supplies Materials And Supplies 68,690 81,000 53,390 81, Equipment Lease Payments , Computer Related Supplies 3,543 10,800 5,500 10, Equip Purchases Under $10k 1, , Outside Printing & Duplicating 0 3,400 1,000 3, Legal and Other Advertising 8,331 7,876 7,000 7, Photo Copy Machine Maint 48,357 51,000 28,339 51, Other Contract Services 498, , , , Consultant Services 2,513,280 4,155,982 4,524,932 4,155, Data Processing Operations 30,641 73,612 64,612 69, Support To Advisory Committees 39,361 37,423 35,548 37, Dues And Memberships 2,825 5,257 4,457 5, Conf & Mtgs-City Departments 23,654 33,300 43,300 33, Mileage Education 708 2,500 2,500 2, Training Costs 2,305 7,500 1,500 7, Reference Matls Subscriptions 238 1,774 1,774 1, Water Telephone 1,512 5,000 9,500 5, Postage 44,099 40,500 28,000 40, Fiscal Agent/Bank Fees & Chgs 188, , , , Grants-In-Aid 157, , , , Insurance , Program Expenditures 2, , Program Expenditure Recovery (14,400) Billed Costs Permits and Fees Vehicle Rental 4,672 4,500 4,000 4,500 Services & Supplies Total 3,626,292 5,434,732 5,884,282 5,389,530 Capital Outlay Automotive Equipment ,000 1 OF 2

172 Operating by Line Item (Expense) Department: Planning Department Cost Category Object Object Description Capital Outlay Total ,000 Internal Srvc Chrg IS-Structural Maintenance 181, , , , IS-Tenant Improvements 41,443 20,000 28,450 20, IS-Lockshop IS-Utilities & Insurance-Hsekp 99,152 99,152 99,152 89, IS-Houskeeping Services 77,236 77,236 77,236 78, IS-Floors And Windows IS-Printing 50,628 76,400 76,400 76, IS-Mail - Basic Services IS-DoIt Telephone Basic 41,558 44,620 44,620 49, IS-DoIt Service Center Basic 95,045 95,836 95, , IS-Auto Body Repair IS-Fleet Maint-Equip Maintenan 34,156 23,104 23,104 32, IS-Fleet Maint-Equip Replaceme IS-Fleet Maint-Fuel 9,510 10,031 10,031 11, IS-DoIt NetworkSupportBasic 58,183 72,195 72,195 79, IS-Building Preventive Mainten 33,776 33,776 33,776 33, IS-DoIt Telephone Usage 6, , IS-DoIt Entrprs ComputingBasic 130, , , , IS-Mail Direct Request 1, IS-DoIt Applications Basic 396, , , , IS-DoIt Program Mgmt Basic 83,601 72,610 72,610 72, IS-DoIt GIS Basic 229, , , , IS-DoIt ProjGrantServices 90, IS-DoIt Desktop Rplcmnt Prog 24,029 23,519 23,519 24, CAP Allocation Expense 109, , , ,186 Internal Srvc Chrg Total 1,793,711 1,714,764 1,723,214 1,799,488 Operat Transfer Out Trans To Benefits & Insurnce F Operat Transfer Out Total Grand Total 14,339,191 18,017,586 18,196,586 18,621,012 2 OF 2

173 Operating Summary by Division (Expense) Department: Planning Department Cost Category Division Name Personnel Administration Division 885,454 1,151,233 1,141, ,353 Building & Safety 2,933,715 3,462,780 3,462,780 3,915,642 Code Compliance 1,310,408 1,527,824 1,527,824 1,682,016 Cultural Affairs Division 286, , , ,720 Planning 3,503,318 4,110,798 3,841,798 4,026,263 Personnel Total 8,919,188 10,868,090 10,589,090 11,261,994 Services & Supplies Administration Division 91,421 92,500 96,550 92,100 Building & Safety 1,572,875 2,098,440 2,090,940 2,105,647 Code Compliance 109, , , ,467 Cultural Affairs Division 482, , , ,213 Planning 1,370,423 2,469,362 2,743,362 2,483,103 Services & Supplies Total 3,626,292 5,434,732 5,884,282 5,389,530 Capital Outlay Total ,000 Internal Srvc Chrg Administration Division 375, , , ,537 Building & Safety 777, , , ,880 Code Compliance 176, , , ,076 Cultural Affairs Division 36,941 39,050 39,050 82,983 Planning 426, , , ,012 Internal Srvc Chrg Total 1,793,711 1,714,764 1,723,214 1,799,488 Operat Transfer Out Administration Division Building & Safety Code Compliance Cultural Affairs Division Planning Operat Transfer Out Total Grand Total 14,339,191 18,017,586 18,196,586 18,621,012 1 OF 1

174 POLICE Page 1 of 11

175 POLICE MISSION STATEMENT The Police Department is a world-class public safety agency that embraces the values of Excellence, Innovation, and Integrity. To maintain the public trust, the Department strives to be a partner in the community through improved communication, shared setting of priorities and a commitment to community policing. The Department strives to effectively liaison with residents, other city departments, the community, and civic groups for the mutual goal of public safety, homeland security, and to solve neighborhood issues while adhering to the Pasadena Police Department s core values of the Pasadena Way. PROGRAM DESCRIPTION The Department provides citywide public safety services through the Community Service Area Policing model. Each division in the Department is focused on providing: (1) Emergency Response, (2) Assuring the Quality of Life in Pasadena Neighborhoods, including Crime Reduction, and (3) Outreach to Youth. The Pasadena Police Department provides distinct policing services in support of the Department s community policing effort and this strategic effort plays a vital role in the City s continued economic stability and security to ensure public safety. The Department consists of the following divisions and sections: The Administration Division (Chief s Office, Administrative Services, and Event Planning) coordinates the activities of all divisions within the Police Department. Event Planning is responsible for planning and staffing city-sponsored and privately funded events within the community, including the Rose Bowl Stadium. The Counter Terrorism Unit is committed to the prevention of terrorism by providing public education and critical infrastructure protection. Air Operations (Air Ops) provides aerial patrol response to emergency calls for service and traffic monitoring by assisting officers on the ground from its airborne platform. Air Operations supports several city departments, including the Pasadena Fire Department with brush surveys and fire management, Public Works Department, Code Compliance, Planning Department, and the City Attorney s Office with aerial photography. The Air Operations Section participates in the Los Angeles Interagency Metropolitan Police Apprehension Crime Task Force (LA IMPACT), managing and maintaining its air operations group on a cost recovery basis. Additionally, regional helicopter service is provided to neighboring cities through the Foothill Air Support Team (FAST) and works annually with the San Gabriel Valley Mosquito Control District to identify swimming pools and other bodies of water that become breeding grounds for mosquitoes that carry the West Nile Virus. The Criminal Investigation Division (Special Enforcement Section, Crimes Against Persons, Crimes Against Property, Fugitive Apprehension, Special Investigations, Forensic Services, and Traffic Unit) is responsible for investigations of initial police reports, the investigation of illegal narcotics networks operating in Pasadena, reducing alcohol-related violations, combating prostitution and other prohibited activities as well as, locating and arresting wanted fugitives. The Division is responsible for gathering information about criminals and crime trends, and then pro-actively intervenes by combating emerging problems. The Criminal Investigations Division is responsible for tracking and ensuring sex registrants comply with state laws regarding residency requirements. The Division also enforces traffic related issues to provide a safe driving environment and provides educational programming in local high schools that emphasize driver safety and responsibility. o The Special Enforcement Section (SES) is responsible for the suppression of street level crimes, specifically gang and youth violence as well as street level narcotic possession and sales. SES also monitors serious habitual offenders and serves as the Special Weapons and Tactics Team. SES conducts monthly in-home visits with those on parole and probation, ensures they are abiding by regulations, and offers referral services to improve their quality of life. As part of the Pasadena/Altadena Parole Re-Integration Council, Page 2 of 11

176 POLICE o o o o o the Police Department continues to collaborate with nonprofit entities to find employers and innovative programs to increase job opportunities for all citizens including those released from prison. The Fugitive Apprehension Unit conducts investigations that specifically focus on locating and arresting local, state and federal fugitives with outstanding warrants for crimes of violence, drugs, sex offenses, and other criminal activities. This effort effectively decreases the number of fugitives wanted for crimes in Pasadena, which ultimately has a positive impact on reducing the commission of other crimes by these fugitives. The Detective Section, which consists of Crimes against Property and Crimes against Persons Units, is responsible for conducting both short and long term criminal investigations as well as working with the various prosecutorial agencies in order to achieve the successful prosecution of those individuals who engage in criminal activities within the City. The goal is to investigate and prosecute individuals who organize, direct, finance, or otherwise engage in such crimes as burglary, robbery, theft, rape, homicide and other crimes throughout the City. This section also maintains awareness of the State of California Assembly Bill (AB) 109 (Early Prisoner Release) individuals on probation, individuals who were also released from prison early due to Proposition 47 and 57, as well as sex registrants in order to be proactive in their investigative and enforcement efforts. The Forensic Services Unit provides crime scene documentation including photography/videography, evidence collection, analysis and processing. Forensic Specialists are also responsible for fingerprint comparisons as well as providing expert witness testimony. These services are also provided to some neighboring cities under contractual agreements. The Traffic Section is responsible for providing both general and targeted traffic related enforcement, collision investigations, driving under the influence enforcement programs and traffic safety education programs throughout the City in order to maintain a safe environment for both motorist and pedestrians. The section s effectiveness has been further enhanced by its ability to consistently obtain grant funding for various traffic related enforcement, safety and educational programs on an annual basis. The Special Investigations Unit (SIU) focuses on the enforcement of narcotics, alcoholic beverage control and vice related laws, which includes monitoring and formulating covert enforcement actions in support of these goals. SIU also works closely with the Planning and Permitting Division to balance efficient and effective regulatory requirements while maintaining high quality community standards. The Field Operations Division (Patrol and Community Services) is responsible for responding to calls for service and neighborhood crime prevention. Patrol utilizes a "Community Service Area" policing model to respond to calls for service and works in the community to develop permanent solutions to problems that impact the quality of life in neighborhoods. Specialized units, including Park Safety Specialists, HOPE team, and K-9s, work to support the division s overall mission. Community Services integrates the Department s community outreach and crime prevention programs, including youth programs, into the Department s mission. The Strategic Services Division is responsible for the Communications Section which manages incoming and outgoing voice communications, the citywide emergency services dispatch and monitoring and management of all department mobile and portable radio communications. The Division is also responsible for the City's Type I Jail facility, Property and Evidence Section, Records Management Section, as well as the Technical Services Section under which essential crime analysis, web updates, fleet management and other non-emergency police support services are performed by highly motivated professional staff. o o The Jail Section, housed in the Strategic Services Division, provides for the booking, processing, detention, and transportation of approximately 4,741 arrestees per year and also serves as a regional Type I Jail facility for other police agencies. The Records Section, housed in the Strategic Services Division, provides data entry for state and federal mandated police records systems as well as oversight of warrant and extradition systems and Page 3 of 11

177 POLICE dissemination of police records information pursuant to the Public Records Act. The section also processes over 50,000 incoming records, police reports and citations each year. o The Communications Section, housed in the Strategic Services Division, processes more than 271,000 emergency and non-emergency telephone calls, which include over 69, calls annually. Dispatchers also assigned over 123,525 calls for service to field personnel. Duties also include monitoring and processing of critical intra-city alarms, processing and management of 16 department radio talk groups including the monitoring and processing of several intra-city talk groups. o The Technical Services Section, housed in the Strategic Services Division, is comprised of the Crime Analysis, Property and Evidence, and Fleet Maintenance. The Technical Services Section is responsible for technology research and works closely with the City s Department of Information Technology (DoIT) in support of deploying new technology, maintaining highly reliable networked systems and servers, desktop and in-car computers, printer/ copier/scanners, and unique in-building and in-car technology. The Crime Analysis Unit (CAU) provides timely local and regional intelligence and trend analysis to assist with deployment and enforcement decisions as well as investigations. CAU is also responsible for web updates, technology training, and statistics. The Property and Evidence Unit maintains proper chain of custody and disposition for all items held as evidence, safekeeping, or found. Police Fleet Maintenance works closely with the City s Fleet Maintenance to keep the Police Fleet safe and operational. DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Ensure Public Safety The Department directly supports the City Council Goal to Ensure Public Safety. It is accomplishing this directive by providing effective, quality service in neighborhoods and commercial centers, reinforcing the message that businesses and safe neighborhoods are a vital part of the Pasadena community. The Department continues to enhance Community Service Policing and to decentralize traditional law enforcement services. Problem solving and partnerships with community organizations and residents remain the focus of community safety and crime prevention efforts. In addition, regional partnerships including FAST, LA IMPACT, the Los Angeles Regional Internet Crimes Against Children Task Force, and Los Angeles County Department of Mental Health Department help ensure that the Department can maximize the services it provides. FISCAL YEAR 2018 ACCOMPLISHMENTS All sworn and select civilians are now equipped with body worn cameras to support transparency, evidence, prosecution and accountability. The Cadet Mentor Program was reinvented to provide young career minded employees with a pathway to developing skills and the education needed to succeed in a career in law enforcement. The Cadets assigned to work in Records will follow an instruction plan designed to enhance their understanding of operations in a wide range of law enforcement disciplines such as patrol, detectives, report writing and practical applications through ride-alongs and direct interaction with mentors. Mentoring by law enforcement professionals will better prepare the Cadet for employment opportunities and the police academy setting. Text to was introduced this year, allowing the community to send messages to The new development gives the hearing impaired and speech impaired residents, or those in situations where it is too dangerous to dial 9-1-1, a potentially life-saving option. The Event Planning Section continued unprecedented levels of planning for the Tournament of Roses Parade as the threat of rudimentary terrorist tactics, techniques and strategies were identified. The Rose Bowl has become a year-round venue for moderate to large-scale events as the unit planned for Americafest, the Arroyo Seco Music Festival, one International Soccer Match, three music concerts, the Pasadena Half Marathon, the Rose Bowl game and the six UCLA football games. Other special events throughout the City, Page 4 of 11

178 POLICE such as Black History Parade, NAACP Image Awards, AMGEN Tour, the Doo Dah Parade and filming permits, require significant planning and coordination by the Event Planning Section of the Police Department. At a minimum, these events require police staffing from the Pasadena Police Department as well as staffing assistance from county, state, and federal resources to ensure the safety of attendees, city employees, and contracted vendors. During calendar year 2017, the police department seized 255 firearms through enforcement efforts and voluntary surrender by owners. Nearly 322 firearms were destroyed as part of our annual weapons destruction process. Overall, our Part 1 crimes were down 11 percent compared with Person crimes were up in all categories with aggravated assaults and robberies showing the largest gains compared to Property crimes were down in all categories but stolen vehicles, which showed a 10 percent increase from Thefts showed the biggest drop from 2016 to 2017 at 19 percent and burglaries also had a significant drop at 14 percent from 2016 to Although incidents of gang violence continued sporadically in the City, through the combined efforts of the Criminal Investigation Division, multiple violence reduction efforts were put in place to address spikes in violence. The Department continues to focus on prevention, intervention, and enforcement. During calendar year 2017, the Air Operations Section responded to 10,772 calls for service, of which 3,601 were handled without the need for a patrol officer to respond. This saved the Department over 900 hours of field response time. The section participated in 344 arrests and was first on scene to respond to 2,860 calls for service. Air Operations has been awarded over $4 million in state and federal Homeland Security grants since 2003 to fund upgrades to aircraft communication systems, video downlink systems, quiet technology, and night vision equipment. FAST is comprised of ten cities and considered a national model for regional efforts. Air Operations continues to participate in a Tri-City Regional Air Support Program with the cities of Glendale and Burbank. This partnership has reduced response time to critical incidents and improved the level of service for all participants. The Counter Terrorism Unit maintains critical relationships with federal, state and local law enforcement agencies to obtain all available information and resources to ensure the safety and security of the community. Existing grant funding provided, equipment, training and security enhancements to better protect the community and first responders. Additional training has been provided to all Traffic officers to create a greater pool of expertise while enforcing traffic laws, reducing traffic collisions, investigating traffic collisions, determining hazardous traffic areas in the City. A Selective Traffic Enforcement Program grant totaling $415,000 funded overtime for traffic officers, patrol officers and non-sworn personnel to initiate several enforcement programs that included general traffic enforcement, Driving Under the Influence (DUI) and Driver License Checkpoints, DUI Saturation patrols, Distracted Driver enforcement, Motorcycle Safety, Bicycle and Pedestrian Safety and high collision intersection monitoring. The grant also included the purchase of traffic enforcement related equipment and department wide DUI training. The Traffic Section also participated in department and community based traffic safety programs. These included but were not limited to the Kids Safety Academy, Citizens Police Academy, Neighborhood Town Hall Meetings and in-house training to department staff. The Traffic Section also managed and initiated the formal state certified DUI training for officers assigned to the Patrol Section. HOPE continues to be a regional leader in assisting homeless individuals suffering from chronic homelessness. The model of having a clinician directly partnered with a Police Officer is employed by several police agencies in Los Angeles County, and HOPE Officers and supervisors are frequently consulted by outside agencies in reference to our operations. Due to the success of HOPE, the Police Department continues to have the ability to expand training opportunities to its personnel, including a nationally recognized "train the trainer" course designed to teach our personnel how to effectively manage individuals suffering from excited delirium and other mental health emergencies. In 2017, HOPE personnel handled 4,432 calls for service which resulted in 4,587 hours saved for patrol personnel. Page 5 of 11

179 POLICE The Community Services Section provides leadership and guidance to the highly successful Pasadena Police Activities League (PAL). Through partnership with The Salvation Army, the Department continues to provide a safe environment not only to deter youth from gangs and narcotics, but also to assist in developing strong, positive relationships through daily mentoring. To date, the program has directly and positively impacted the lives of over 3,600 Pasadena area youth by providing avenues for educational, recreational, athletic, and creative expression. Youth programs are funding through the PAL Board (non-profit organization). Numerous PAL youth attend multiple leadership and government conferences throughout the year. These youth attendees impart skills learned with fellow PAL youth at the PAL Center and with peers in the community. The Citizen s Police Academy (CPA) remains a popular community outreach program. The class offers the public an insider s view of departmental operations and provides opportunities for participants to interact with and communicate their concerns to officers who are instructors. To be active as a volunteer for the Police Department, one must first successfully complete the CPA. The tremendously positive impact of the program is reflected by the fact that graduates of CPA classes logged over 9,300 volunteer hours in calendar year Since 2014, the Department has also hosted "Pasadena Police Department En Español, which mirrors the CPA program and is taught in Spanish. The Department has graduated 300 participants from this program and there continues to be a waiting list for future classes. FISCAL YEAR 2019 RECOMMENDED BUDGET Operating The of $84,408,496 is $4,386,905 (5.4 percent) higher than the. This increase is primarily attributed to increased SPERS and PERS costs. Personnel A total of FTEs is included in the which is a decrease of 8.0 FTEs. This includes the elimination of 5.0 FTEs Police Officers and 3.0 FTEs Security Park Rangers. The reduction in officer FTEs causes a reduction in patrol services and specialized assignments which includes the Safe School Teams, along with a reduction in specialized assignment opportunities in detectives, traffic and neighborhood policing assignments. This will require overtime to backfill specialized assignments and patrol. The reduction in Security Park Rangers will reduce the civilian workforce. It will require officers to handle non-emergency calls for service which will impact the availability for calls for service. This will require officers to be visible in parks instead of being available for neighborhood policing issues. This will reduce the presence in city parks and could increase the public s perception of lower public safety and quality of life at Pasadena parks. YEAR-OVER-YEAR BUDGET CHANGES General Fund The General Fund s 6.2 percent increase of $4,485,975 is primarily attributed to increased SPERS and PERS costs. Other Funds LA IMPACT Fund 104, Foothill Air Support Team Fund 108 and Asset Forfeiture Fund 207 budgets remain relatively flat as compared to the. Supplemental Law Enforcement Fund 201 budget has decreased by $58,000 or 19.0 percent to ensure expenses are line with projected revenues. Public Safety Page 6 of 11

180 POLICE Augmentation Fund 202 budget has increased by $171,000 or 10.8 percent and can be attributed to the increase in SPERS. There is an increase for General Fund Projects Fund 105 of $59,726 or 2.1 percent. This can be attributed to more outside events. FUTURE OUTLOOK The Department is addressing future policing needs by developing innovative service delivery in an effort to reduce crime, enhance safety, and improve trust and confidence levels throughout the community. The Department is committed to providing quality policing services by ensuring that fair and impartial policing remain at the forefront of the Department s strategies in striving to exceed public expectations. To achieve this goal, the Department s priorities will be focused on preventing crime, traffic safety, and neighborhood engagement efforts to enhance the quality of community life for all people. The Department is committed to the continued use of DNA technology allowing investigators and forensic specialists to revisit unsolved murder cases and other violent crimes to bring closure for many victims and their families. In this accord, the Department is committed to initiating the forensic science accreditation process in the coming budget cycle. Economic conditions will necessitate that the Department strive to ensure that delivery of public safety services is not compromised as the Department realizes the elimination of 5.0 FTEs Police Officers and 3.0 FTEs Park Safety Specialists. The Department will utilize methods such as organizational restructuring, grant funding, and regional partnerships to maintain current policing models and ensure a high level of community safety. The Department has historically developed alternative spending methods to offset budget reductions and the loss of policing and outreach resources. With this challenge, the Department recognizes the need to develop strategies to fund future projects to provide effective police services, replace aging police vehicles, upgrading/maintaining the Body-Worn Camera project, and the continual need to develop specialized training courses to meet the policing demands of the future. Without this flexibility the Department will need to develop alternative methods to overcome challenges such as upgrading the Forensics lab to meet accreditation standards by FY 2020, replacing older technology and equipment, upgrading radio communication infrastructure, and purchasing new police radios. The Police Department continues to move towards Evidence Based and Predictive Policing models that prevents crime and stops crime trends from rising. This approach includes regional partnerships in providing world-class service to the community to leverage cost while providing effective policing services. The Police Department uses the skill sets of a crime analyst to analyze crime trends not only in Pasadena but throughout the San Gabriel Valley, providing the Department with statistical data and analytical reports that will assist in developing strategic solutions to ongoing crime problems. The Department will continue to focus its efforts on reducing violence and enhancing neighborhood living through its commitment to the concept of Community Service Area Policing where officers collaborate with the community to develop solutions to neighborhood challenges to achieve these goals. Page 7 of 11

181 POLICE SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $65,979 $67,895 $68,163 $72,607 Services & Supplies 4,584 4,188 5,033 4,893 Internal Service Charges 6,253 6,116 6,106 6,778 Capital Outlay Operating Transfers Out Police Total $77,389 $78,656 $80,022 $84,408 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) Police Administration $16,198 $14,864 $14,964 $15,451 Criminal Investigations 17,573 17,906 18,265 19,095 Field Operations 26,726 29,748 30,538 32,325 Strategic Services 15,009 15,772 15,888 17,164 Police Outside Events/Jobs 1, Police Total $77,389 $78,656 $80,022 $84,408 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund $70,504 $71,623 $72,772 $77, L. A. Impact Fund General Fund Projects Fund 2,621 2,897 2,897 2, New Years Day Genl Fund Events 1,457 1,321 1,321 1, Foothill Air Support Team Fund Supplemental Law Enforcement F Public Safety Augmentation Fun 1,509 1,590 1,590 1, Asset Forfeiture Fund Homeland Security Grant Fund Police Total $77,389 $78,656 $80,022 $84,408 Page 8 of 11

182 POLICE SUMMARY OF FTEs BY DIVISION Division Police Administration Criminal Investigations Field Operations Strategic Services Police Total Page 9 of 11

183 POLICE PERFORMANCE MEASURES Administrative Division COUNCIL GOAL: TO ENSURE PUBLIC SAFETY Objective: Provide high quality, cost-effective community safety and crime prevention for the people who live, work and visit Pasadena. Target Target 1 The Pasadena Police Department will strive to augment the Department's effort of service delivery to the community by utilizing its citizen volunteer corps to provide 2,500 hours of volunteer services to the organization each quarter. 8,749 10,000 10,000 Objective: Enhance community education and awareness of airborne law enforcement operations. 1 The Air Operations Section of the Police Department will participate in (4) community events each year with a goal of reaching 500 people. These events (i.e. Father's Day Car Show and National Night Out Campaigns) will be educational in nature and showcase the benefits of airborne law enforcement Criminal Investigation Division COUNCIL GOAL: TO ENSURE PUBLIC SAFETY Objective: Provide a safe community for those who live, work and play in Pasadena. 1 The Pasadena Police Department will perform 1,000 hours of specialized traffic programs each quarter, including enforcement, surveys, and public education programs, in order to reduce traffic accidents throughout the City. 2 The Pasadena Police Department realizes that a vibrant and healthy economy ensures the growth and sustainability of a city. The Department will strive to coordinate resources to monitor problematic restaurants, bars, and liquor stores and evaluate their impact on the community. The Department will conduct quarterly inspections and compliance checks of problem locations in partnership with Pasadena Code Enforcement, Alcohol Beverage Control, and other state agencies. 4,194 4,000 4, Page 10 of 11

184 POLICE Field Operations Division COUNCIL GOAL: TO ENSURE PUBLIC SAFETY Objective: Provide a safe community for those who live, work and visit Pasadena. Target Target 1 The Pasadena Police Department realizes parks and open spaces are important to a vibrant neighborhood. The Department will strive to host two safety prevention programs per quarter with the intent of reaching 300 people enhance safety at all Pasadena parks. 2 The Pasadena Police Department realizes safe neighborhoods and thriving businesses are important to a growing and prosperous city. The Department will strive to conduct 60 Neighborhood and/or Business Watch programs per year with the intent of reaching 1,600 residents and businesses, in order to educate them about crime prevention and emergency preparedness. 3 The Pasadena Police Department realizes that homelessness is an emerging and important issue that impacts both the community and the homeless population. The Department will conduct homeless encampment cleanups with Housing, Public Works, and Cal Trans and community service providers % 90% 16 Objective: Provide high quality, cost-effective community safety and crime prevention for the people who live, work and visit Pasadena. 1 The Pasadena Police Department realizes that Service Area Policing is vital to effective policing in neighborhoods. Under the Community Service Area (CSA) policing model, personnel assigned to the Patrol Section will provide 250 "Foot Patrols" each quarter. Foot Patrols will occur at community centers, community gathering areas and neighborhoods and will foster crime prevention and safety. 7,115 1,000 5,000 Objective: Develop and provide programming directed at preventing violence by youth in Pasadena. 1 The Pasadena Police Department values its youth and as such will strive to ensure an average of 625 youth per quarter participating in the following programs: Youth Advisor At Risk Program, PAL, Junior Public Safety Academy, Summer Youth Leadership Conference, Kids Safety Academy, and Police Explorer Post. 3,112 1,000 2,500 Strategic Services Division COUNCIL GOAL: TO ENSURE PUBLIC SAFETY Objective: Provide high quality, cost-effective community connectivity platforms to provide safety and crime prevention for the people who live, work and visit Pasadena. 1 The Strategic Services Division will endeavor to train 50 percent of the qualified cadets annually in order to provide career development within the City of Pasadena. 66% 25% 50% Page 11 of 11

185 Operating by Line Item (Expense) Department: Police Cost Category Object Object Description Personnel Regular Pay - PERS 6,056,302 6,541,752 6,541,752 6,528, Regular Pay - SPERS 21,650,473 21,377,170 21,386,170 22,644, Non Benefit Employees 266, , Overtime Pay 4,757,665 5,777,048 6,035,886 5,713, Overtime Subject To PERS 109, , , , FirePolice Post-Retire Med Ben 705, , , , Position Coverage 1,442,801 1,016,909 1,016,909 1,329, Holiday Schedule Pay - SPERS 323, , , , PST-Part Time Employees-PARS 597, , , , Management Benefit Auto Allowance 15,300 9,900 9,900 12, Personal Devlpmnt Allowance 41,375 36,000 36,000 27, Workers' Compensation 6,464,642 5,254,600 5,254,600 5,276, General Liability 2,077,513 1,246,706 1,246,706 1,574, Vacation Pay Miscellaneous Pay 367, Employee Portion-PERS City Portion-PERS 1,324,516 2,019,673 2,019,673 2,148, City Portion-SPERS 7,897,642 10,013,454 10,013,454 11,838, Life Insurance 14,854 27,880 27,880 18, Dental Insurance 231, , , , MediCare City Contribution 489, , , , Long Term Disability 32,072 87,124 87,124 41, Medical 4,045,553 4,984,608 4,984,608 4,999, Benefits 6,056,699 6,904,491 6,904,491 7,293, Severance Pay 39, Vision Care Accrued Payroll Expense 240, Benefits Admin. 567, CellPhone/SmartPhone Stipend 67,820 59,515 59,515 71, EE Parking Permits ER Paid 93, , , ,600 Personnel Total 65,978,908 67,894,674 68,162,512 72,607,003 Services & Supplies Materials And Supplies 1,001, , , , Uniforms 37,452 34,502 34,502 37, Computer Related Supplies ,000 12,000 5, Equip Purchases Under $10k 115,483 68, ,499 52, Outside Printing & Duplicating 79,520 17,611 5,111 24, Legal and Other Advertising Photo Copy Machine Maint 138, , , , Other Contract Services 2,577,357 2,193,044 3,114,284 2,673, Consultant Services Contract Maintenance Data Processing Operations Moving Expenses Dues And Memberships 6,312 5,146 5,146 6, Special Civic Events 12,875 10,200 10,200 8, Conf & Mtgs- Comm & Committes Conf & Mtgs-City Departments 163, , , , Mileage Education 5,869 1,770 1,770 1, Training Costs 177,295 48,778 48,778 50, Reference Matls Subscriptions 2,322 2,210 2,210 2, Library Books OF 3

186 Operating by Line Item (Expense) Department: Police Cost Category Object Object Description Services & Supplies Gasoline and Lubricants 107, , , , Gas/Fuel 24,052 43,569 43,569 29, Water 1, , Telephone 23,750 22,000 22,000 21, Refuse Collection 15,772 15,000 15,000 15, Electric 1,951 2,500 2,500 2, Postage 9,633 10,500 10,500 10, Cash Over and Short Insurance 63,585 19,953 19, , City Cost Abatement 28,932 17,440 17,440 28, Programs & Projects 0 5,000 5,000 2, Program Expenditures 80, , Program Expenditure Recovery (106,585) 0 (10,000) (37,000) Billed Costs 14,236 11,495 11,495 11, Discounts Lost Vehicle Rental 704 4,500 4,500 1, Recruitment 0 2,000 2,000 2,062 Services & Supplies Total 4,583,802 4,187,582 5,032,994 4,893,414 Capital Outlay Equipment 313, , , Automotive Equipment Capital Outlay Total 313, , ,919 0 Internal Srvc Chrg IS-Structural Maintenance 719, , , , IS-Tenant Improvements 54,654 53,095 53,095 53, IS-Lockshop 578 5,000 5,000 7, IS-Utilities & Insurance-Hsekp 393, , , , IS-Houskeeping Services 197, , , , IS-Floors And Windows 0 10, , IS-Printing 117,258 91,715 91,715 94, IS-Mail - Basic Services IS-DoIt Telephone Basic 153, , , , IS-DoIt Application Direct 149, , ,360 2, IS-DoIt Service Center Basic 160, , , , IS-DoIt Radio Basic 507, , , , IS-Auto Body Repair 2,858 12,527 12,527 13, IS-Fleet Maint-Equip Maintenan 959, , , , IS-Fleet Maint-Equip Replaceme 651, , , , IS-Fleet Maint-Fuel 340, , , , IS-DoIt NetworkSupportBasic 230, , , , IS-Building Preventive Mainten 134, , , , IS-DoIt Radio Direct 0 20,500 20,500 20, IS-DoIt Telephone Usage 61,311 64,412 64,412 63, IS-DoIt Entrprs ComputingBasic 584, , , , IS-DoIt NetworkSuppDirectSrvc 35,393 36,100 36,100 4, IS-DoIt Applications Basic 290, , , , IS-DoIt Program Mgmt Basic 189, , , , IS-DoIt GIS Basic 87,909 76,859 76,859 81, IS-DoIt ProjGrantServices 62, IS-DoIt Desktop Rplcmnt Prog 60,011 57,115 57,115 97, IS-DoIt Direct Services 14,402 17,255 17, CAP Allocation Expense 94,499 96,314 96,314 99,296 Internal Srvc Chrg Total 6,253,153 6,115,524 6,105,524 6,778,257 Operat Transfer Out Transfers To Fleet Maint Fund Trans To Benefits & Insurnce F OF 3

187 Operating by Line Item (Expense) Department: Police Cost Category Object Object Description Operat Transfer Out Transfers To Debt Service Fund 259, , , ,822 Operat Transfer Out Total 259, , , ,822 Grand Total 77,388,911 78,656,179 80,021,591 84,408,496 3 OF 3

188 Operating Summary by Division (Expense) Department: Police Cost Category Division Name Personnel Criminal Investigations 17,367,074 17,598,389 17,874,041 18,585,709 Field Operations 26,543,633 29,355,021 29,332,314 31,094,193 Police Administration 11,803,034 11,390,457 11,405,349 12,609,269 Police Outside Events/Jobs 1,919, , , ,916 Strategic Services 8,345,675 9,184,386 9,184,386 9,943,916 Personnel Total 65,978,908 67,894,674 68,162,512 72,607,003 Services & Supplies Criminal Investigations 205, , , ,210 Field Operations 174, ,994 1,182,206 1,206,849 Police Administration 3,665,635 2,849,276 2,737,808 2,584,854 Police Outside Events/Jobs (35,928) Strategic Services 574, , , ,502 Services & Supplies Total 4,583,802 4,187,582 5,032,994 4,893,414 Field Operations Police Administration 313, , ,899 0 Strategic Services Capital Outlay Total 313, , ,919 0 Internal Srvc Chrg Criminal Investigations ,662 Field Operations 7,649 23,500 23,500 23,500 Police Administration 155, , , ,296 Police Outside Events/Jobs Strategic Services 6,088,925 5,926,071 5,916,071 6,614,799 Internal Srvc Chrg Total 6,253,153 6,115,524 6,105,524 6,778,257 Operat Transfer Out Criminal Investigations Field Operations Police Administration 259, , , ,822 Police Outside Events/Jobs Strategic Services Operat Transfer Out Total 259, , , ,822 Grand Total 77,388,911 78,656,179 80,021,591 84,408,496 1 OF 1

189 PUBLIC HEALTH Page 1 of 10

190 PUBLIC HEALTH MISSION STATEMENT The City of Pasadena Public Health Department is dedicated to promoting the physical, social and mental wellbeing of all who live, work, learn and play in Pasadena. PROGRAM DESCRIPTION For over 125 years, the Pasadena Public Health Department has been providing public health services to Pasadena residents and visitors. The City of Pasadena is one of only three cities in the State of California that maintains its own independent local health jurisdiction, allowing the City to design public health programming to best address its local needs. The Department provides a range of services that encompass the functions of assessment, policy development and assurance. The Department is responsible for ensuring a healthy community through legally mandated services, essential public health functions, enforcement of the State Health and Safety Code, and administration of other policies, statutes, regulations and prevention-based programming. To meet the needs of Pasadena s diverse community, the Department uses Healthy People 2020 as a benchmark to identify health improvement priorities, encourage collaborations across communities and sectors, empower individuals to make informed health decisions, and to develop policy. Tailored to the unique characteristics and assets of Pasadena, the scope of programmatic and clinical services spans the ten essential public health services, which are national standards that define public health practice: Monitor health status to identify community problems; Diagnose and investigate health problems and health hazards in the community; Inform, educate, and empower people about health issues; Mobilize community partnerships and action to identify and solve health problems; Develop policies and plans that support individual and community health efforts; Enforce laws and regulations that protect health and ensure safety; Link people to needed personal health services and assure the provision of health care when otherwise unavailable; Assure a competent public health and personal health care workforce; Evaluate effectiveness, accessibility, and quality of personal and population-based health services; and Research for new insights and innovative solutions to health problems. Working with a host of local, regional, state, and federal partners and stakeholders, the Department champions interventions and strategies that resolve public health problems and create long- term, sustainable improvements in the community s health. DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS The Department collaborates with other government agencies, Huntington Hospital, ChapCare and Wesley Community Health Inc. (both are federally qualified health centers), other local medical providers, and community-based agencies to strengthen the health care safety net for uninsured and underinsured individuals, and to develop prevention-based systems to avoid health problems before they occur. As part of its health promotion, advocacy and planning efforts, each year the Department participates in various community collaboratives and meetings, provides health screening and community outreach, hosts panel discussions and forums on health issues that impact the community, and delivers presentations on various health programs, services, referral resources, and prevention initiatives. Page 2 of 10

191 PUBLIC HEALTH Maintain Fiscal Responsibility and Stability The Department has continued to transform its fiscal situation, maintaining vital public health services for the community and maximizing cost recovery through grant billings, identifying new funding streams, and ensuring adequate placement for fee supported programs. Improve Public Facilities and Infrastructure The Department is proceeding with facility improvements to best serve the Pasadena community. Plans include internal and external facility wayfinding, and moving programs to new locations to improve accessibility and maximize client contact. The Department continues to address elevator upgrades and evaluate parking enhancement alternatives for the main health facility location as limited parking at this location adversely impacts client service access. New banners on Fair Oaks highlight programmatic health focus areas supporting community health goals. Ensure Public Safety Department staff continue to address communicable disease control and surveillance to maximize community protection from disease and disability. Staff have attended intensive trainings on the identification, prevention and treatment of sexually-transmitted diseases, tuberculosis, and HIV/AIDS testing, which include testing for Hepatitis C. The Department continues to address emerging disease risks (such as the Zika virus, and Ebola), and changes in influenza response. FISCAL YEAR 2018 ACCOMPLISHMENTS The Pasadena Public Health Department celebrated its 125th anniversary in 2017, marking a significant milestone in the provision of public health services for the residents of Pasadena. The Department has been awarded an $8 million grant to provide mental health services to transitional age youth and seniors over a four year period. This grant award is being provided by the Los Angeles County Department of Mental Health and will continue work that the Department is already providing at the Human Services and Recreation Department Community Centers. Department awarded new grant funding in the amount of $444,908 by the California Department of Public Health (CDPH) for the next three years to increase retention rates in the WIC Program. Department awarded new grant funding in the amount of $862,135 by Proposition 56 by the California Department of Public Health (CDPH) for the next five years to establish a Local Oral Health Program (LOHP). The goal of the LOHP is to create and expand capacity in the City of Pasadena to educate, prevent, and provide linkages to treatment programs, including dental disease caused by the use of cigarettes and other tobacco products. Department awarded new grant funding in the amount of $900,000 for the next three years by the Health Resources and Services Administration (HRSA) Special Project of National Significance (SPNS) to improve HIV health outcomes for racial and ethnic minority, low-income, uninsured, and underinsured people living with HIV (PLWH) in Pasadena and the San Gabriel Valley. This program will be implemented in partnership with the Foothill Workforce Development Board and Union Station Homeless Services. Department awarded new grant funding in the amount of $1,995,605 by the Substance Abuse and Mental Health Services Agency (SAMHSA) Grant for the Benefit of Homeless Individuals (GBHI) over the next five Page 3 of 10

192 PUBLIC HEALTH years to target homeless individuals and provide intensive wraparound services and linkages to permanent supportive housing. The services will be implemented in partnership with Union Station Homeless Services. The Pasadena Police Department was awarded new grant funding in the amount of $2,511,537 by Proposition 47 over the next three years for the Pasadena/Altadena Vision 20/20 Reintegration Project to provide new and expanded comprehensive reentry services, including substance abuse and mental health treatment, housing, education, job skills/career preparation, case management, and more. Services will be implemented in partnership with the Department and Flintridge Center. California experienced the largest person-to-person outbreak of Hepatitis A in the nation, particularly in the counties of Los Angeles, San Diego, and Santa Cruz. Although there were no Pasadena cases associated with the outbreak, the Department provided outreach and education for Hepatitis A vaccinations to the at-risk populations, homeless and illicit drug users, and those who provide services to these groups. The Department provided over 100 vaccinations to at-risk individuals across the city. In partnership with the Pasadena Public Library, the Department hosted the second Annual National Coming Out Day Celebration at City Hall, with special guest speaker, Valentina of RuPaul s Drag Race, Season 9. Approximately 175 people were in attendance. In partnership with the Pasadena Public Library, assigned a case manager to provide services to homeless individuals who frequent Pasadena libraries. The case manager assists with a variety of issues, including health, mental health, substance abuse, social services, and housing. This year, three clients have been successfully housed. Convened the Pasadena Youth Project (PYP), a group of youth ages who have experience in mental health issues and help to guide the Department s mental health services including reducing stigma around mental health. The Department launched the Safe Zone Program in which interested individuals, organizations, and businesses can attend a workshop to become an inclusive, safe space for lesbian, gay, bisexual, transgender, queer/questioning, intersex, two-spirited (LGBTQI2-S) individuals. Workshop graduates will be given a decal with the Pasadena Safe Zone program logo to post at their locations to identify themselves as a safe space. The Department commenced a media advertising campaign focused on youth regarding health risks and hazards associated with cannabis use. Focus of the campaign will be on hazards of driving under the influence of cannabis and the health risks associated with second-hand cannabis smoke exposure. The City was annexed into the San Gabriel Valley Mosquito and Vector Control District for enhanced vector control and surveillance services. Full scope of services with the District will commence in 2018, supported by a property tax assessment. The Environmental Health Division Manager was appointed by the City Council to serve on the District Board. The Department received the Exceptional Media and Communications Work award by the Nutrition Education and Obesity Prevention Branch of the California Department of Public Health for work on the Be Better campaign. The Department s Nutrition and Physical Activity Program s health promotion campaign, Be Better Pasadena, continues its efforts at community events and presentations reminding us that, you don t have to be perfect just be better. The campaign promotes new federal dietary guidelines that recommend Americans focus on making small shifts in what they eat and drink to prevent chronic health conditions like type 2 diabetes, hypertension and heart disease. Look for campaign ads in the Pasadena Transit buses. Page 4 of 10

193 PUBLIC HEALTH The Nutrition and Physical Activity Program along with its City Nutrition Action Partners are working towards Food Waste Prevention through Save the Food workshops and community presentations. According to the U.S. Department of Agriculture, percent of consumers food goes to waste due to improper storage or over purchasing. Each year, the Human Rights Campaign issues an evaluation of municipal laws, policies, and services affecting the LGBTQ community. This process, known and the Municipal Equality Index (MEI) completes the scorecard which is published on their website. The 2017 MEI scorecard assigned a score of 84 (out of 100) to the City of Pasadena. This score is a significant increase over the last two years (2015 score was 69). The Department assisted in improving the score as the City received additional points for services to LGBTQ youth and services for persons with HIV/AIDS. Public Health will continue to evaluate opportunities to improve upon this scoring. The Department was accepted into the Emerging Leaders in Public Health Initiative, created and funded by the Kresge Foundation. The Health Department received $125,000 to support services and trainings to assist in developing the Health Department s capacity to improve community health. This national initiative is aimed at helping current and future local public health leaders advance innovative models which improve their organizations and position them for new opportunities to meet the changing health needs of their communities. Leaders participate in an 18-month, action-oriented experience focused on the design and implementation of a transformative concept that shifts or expands the capacity of the local health department. The Department s transformative concept is to integrate the chief health strategist role into the Department s culture, and to engage in a collective impact model to improve community health in collaboration with community partners. The Women, Infants, and Children (WIC) Nutrition Program launched its Moms Not all superheroes wear capes campaign to increase WIC client enrollment. Advertising is provided in transit locations, providers offices and grocery stores. Operation Link has successfully linked two-thirds of its clients to medical services and/or secured housing, which demonstrated higher rates of HIV viral suppression due to medication adherence. Because of the program s success, the Federal Health and Human Services Department will be featuring Operation Link as an Integrating HIV Innovative Practices project, a best practice that can be replicated across healthcare and/or social services programs nationwide. Following the completion of the Community Health Needs Assessment with Huntington Hospital (information posted at the Department commenced its work on the 2018 Greater Pasadena Community Health Improvement Plan (CHIP). The CHIP is a community-wide statement of priorities and goals for improving community health. The CHIP is the product of a rigorous participatory planning process that included significant involvement from a wide range of community stakeholders, and its purpose is to facilitate improved coordination of efforts and investments for maximal collective impact. If effectively utilized by all community partners working on health improvement in Pasadena, the CHIP can function as a framework for planned, community-wide action featuring shared goals and measures. Areas of focus for the CHIP include Improving the health, function, and quality of life of older adults; improving the healthy development, health, safety, and well-being of adolescents and young adults; reducing chronic disease risk by creating environments and policies that support and increase healthful nutrition and physical activity; and increasing health equity and improve the well-being of women, infants, children, and families. Roll out of this activity will continue throughout 2018 Page 5 of 10

194 PUBLIC HEALTH FISCAL YEAR 2019 RECOMMENDED BUDGET Operating The of $12,914,199 is $756,685 (5.6 percent) less than the. Personnel A total of FTEs are included in the, a net decrease of 2.22 FTEs from the prior fiscal year. Changes in staffing is limited to building administrative capacity department-wide to support new grants and program requirements, and to ensure performance to increase opportunities for grant support from funding agencies. Additionally, one position is grant funded to build capacity in the Maternal Child and Adolescent Health Program, as well as a position to support the increased special event activities Environmental Health inspection programming. YEAR-OVER-YEAR BUDGET CHANGES Health Fund The Department budget is balanced with an appropriation of $12,914,199 and revenues of $13,071,249. The changes include: The Department has re-established the Health Promotion and Policy Division, and hired the new division manager to support building capacity to improve community health, particularly in the area of chronic disease. Preventing heart disease, stroke, diabetes and asthma are critical in advancing the community s health. The Department is adding two positions in the Administration and Financial Services Division. The new Management Analyst will support management of the vital records activities and to improve budget reporting and oversight. The Administrative Specialist will support the Department s grant billing operations. The Maternal Child and Adolescent Health Programs are consolidating activities and adding the new oral health program. These grants will be supporting a new Office Assistant position with a combination of grant funding. With increasing demand for health inspections at special events, the Department proposes to hire a new parttime Environmental Health Specialist. This position is supported with health permit fees, and will assist in ensuring the public s health at these events. FUTURE OUTLOOK Proposed changes at the federal level will continue to require the Department to closely monitor public health funding actions. Critical support is provided to the Department in almost every area. Service impacts will be reported as they are known. The Department continues to address behavioral wellness, through its mental health, substance abuse and communicable diseases (HIV, Hepatitis and STDs) prevention and treatment programs, and support community wide efforts through evidence-based models, effective departmental collaborations, and community partnerships. Page 6 of 10

195 PUBLIC HEALTH The Department will be working on an update to the Department s Strategic Plan. These activities are important to ensure alignment between deliverables, as well as our internal efforts for continuous quality improvement and workforce development, all required elements of a Public Health Accredited agency. The Department will continue its work on the transition of vector control services to the San Gabriel Valley Mosquito and Vector Control Agency. The District will commence the full scope of services in These services are critical in preventing disease such as West Nile Virus, Zika, and flea-borne Typhus. The Department will continue work with the Water and Power Department, in supporting the transition of the Water Cross Connection Program to public health, and supporting their efforts to complete the recycled water projects. The Department will continue its work with the Pasadena Humane Society (PHS) contract oversight in the Environmental Health Division, and improve the collaboration of the City with the PHS in both agency s missions. The Maternal Child and Adolescent Health Program will host another Call to Action community meeting at Huntington Hospital focusing on infant mortality and how to actions the community can take to improve infant and child health. Page 7 of 10

196 PUBLIC HEALTH SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $7,196 $8,674 $9,704 $9,527 Services & Supplies 1,416 1,445 2,082 1,652 Internal Service Charges 1,700 1,742 1,824 1,728 Capital Outlay Operating Transfers Out Public Health Total $10,387 $11,934 $13,671 $12,914 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) Health Administration $2,354 $2,848 $3,018 $3,900 Community Health Services 4,082 4,396 4,904 4,241 Environmental Health 2,090 2,818 2,982 2,701 Social and Mental Health Serv 1,861 1,872 2,766 2,072 Public Health Total $10,387 $11,934 $13,671 $12,914 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) New Years Day Genl Fund Events $2 $0 $0 $ Health Fund 10,385 11,934 13,671 12,914 Public Health Total $10,387 $11,934 $13,671 $12,914 SUMMARY OF FTEs BY DIVISION Division Health Administration Community Health Services Environmental Health Prevention and Policy Programs Social and Mental Health Serv Public Health Total Page 8 of 10

197 PUBLIC HEALTH PERFORMANCE MEASURES Target Target COUNCIL GOAL: MAINTAIN FISCAL RESPONSIBILITY AND STABILITY. Objective: To maximize the utilization of available grant funding to support health programs. 1 Increase utilization rate of available grant funding to support department operations. 73% 80% 80% Objective: To maintain and enhance organizational efficiency 1 Increase the percentage of birth certificates registered with the State of California within 10 days of life event. 98% 97% 97% COUNCIL GOAL: ENSURE PUBLIC SAFETY. Objective: To improve public health staff preparedness to respond to a public health emergency. 1 Increase the percentage of staff who confirm receipt of emergency notifications within one hour. 47% 95% 95% Objective: To ensure food facilities serve safe food. 2 Meet inspection frequency goals as determined by the Environmental Health Inspection Frequency Policy for licensed permanent food facilities by providing one inspection per year to low risk facilities, two inspections per year to moderate risk facilities, and three inspections per year to high risk facilities / 2,251 2,251 / 2,251 2,251 / 2,251 47% 100% 100 Objective: To improve ability to track emerging public health concerns through timely reporting of communicable disease cases. 3 Increase the percentage of communicable diseases (excluding STIs) entered into the California Reportable Disease Information Exchange (CalREDIE) within 30 days of diagnosis. 76% 90% 90% Page 9 of 10

198 PUBLIC HEALTH Target Target COUNCIL GOAL: SUPPORT AND PROMOTE THE QUALITY OF LIFE AND LOCAL ECONOMY 1 Increase the number of clients who enroll into mental health and/or substance abuse services Objective: To improve access to free and low-cost health care by providing Medi- Cal enrollment and follow-up services 2 Increase the percent of clients who have utilized their Medi-Cal health insurance within 6 months of a PPHD-assisted enrollment application. 60% 60% 60% Objective: To improve the health of participants during critical times of growth and development through nutrition education and healthy food vouchers 3 Increase the percent of infants who breastfeed exclusively at 6 months 19.9% 19% 19% Page 10 of 10

199 Operating by Line Item (Expense) Department: Public Health Department Cost Category Object Object Description Personnel Regular Pay - PERS 3,929,027 4,625,214 5,654,048 4,804, Non Benefit Employees Overtime Pay 33,280 21,170 21,170 17, PST-Part Time Employees-PARS 234, , , Management Benefit Auto Allowance 9,300 8,364 8,364 8, Personal Devlpmnt Allowance 26,750 30,495 30,495 31, Workers' Compensation 101,182 81,552 81, , General Liability , Miscellaneous Pay 1, Employee Portion-PERS City Portion-PERS 848,420 1,419,999 1,419,999 1,659, Life Insurance 3,625 4,625 4,625 5, Dental Insurance 51,791 66,858 66,858 70, MediCare City Contribution 61,716 83,832 83,832 86, Long Term Disability 4,826 14,454 14,454 7, Medical 928,880 1,142,537 1,142,537 1,156, Benefits 858,738 1,156,304 1,156,304 1,201, Vision Care 1, Benefits Admin. 80, CellPhone/SmartPhone Stipend 19,160 17,798 17,798 24, EE Parking Permits ER Paid ,860 Personnel Total 7,195,602 8,674,231 9,704,452 9,527,060 Services & Supplies Materials And Supplies 122, , , , Nutrition Education Materials 2,606 3,980 3,980 7, Lease Payments 204, , , , Equipment Lease Payments 1, Computer Related Supplies 680 2,500 37,245 2, Equip Purchases Under $10k 30,699 4,000 10,500 4, Outside Printing & Duplicating 5,511 25,270 25,520 21, Legal and Other Advertising 2,257 16,950 16, Photo Copy Machine Maint 7,053 21,768 24,268 16, Other Contract Services 800, ,015 1,077, , Consultant Services 0 24,000 24, Dues And Memberships 16,600 13,132 18,132 20, Conf & Mtgs- Comm & Committes Conf & Mtgs-City Departments 84,348 84, , , Mileage 12,791 30,926 36,176 27, Education Training Costs 33,315 33,480 45,730 39, Health Grants-Special Needs 20,891 23,500 38,725 26, Reference Matls Subscriptions Telephone 0 6,624 6,624 1, Refuse Collection 9,977 9,867 9,867 9, Postage 7,916 19,263 19,913 15, Fiscal Agent/Bank Fees & Chgs 9,493 6,000 6,000 8, Insurance 38,712 55,000 55,000 61, Program Expenditures Permits and Fees , Vehicle Rental 1, Advertising ,000 7, Fleet Contract Repairs 0 3,891 3,891 2, Prfsnl License&Cert freimbmnt 1,009 25,945 25,945 6,490 1 OF 2

200 Operating by Line Item (Expense) Department: Public Health Department Cost Category Object Object Description Services & Supplies Total 1,415,723 1,444,690 2,081,638 1,652,376 Capital Outlay Computer Equipment 0 17,450 4,908 6,300 Capital Outlay Total 0 17,450 4,908 6,300 Internal Srvc Chrg IS-Structural Maintenance 331, , , , IS-Tenant Improvements 29,174 50,000 50,000 50, IS-Lockshop 522 1,200 1, IS-Utilities & Insurance-Hsekp 181, , , , IS-Houskeeping Services 141, , , , IS-Printing 51,986 19,253 35,985 19, IS-Mail - Basic Services IS-DoIt Telephone Basic 43,131 52,268 59,258 51, IS-DoIt Service Center Basic 118, , , , IS-DoIt Radio Basic IS-Fleet Maint-Equip Maintenan 28,797 37,026 37,026 13, IS-Fleet Maint-Equip Replaceme 2,806 2,806 2,806 2, IS-Fleet Maint-Fuel 1,842 2,546 2,546 1, IS-DoIt NetworkSupportBasic 72,488 93,970 96, , IS-Building Preventive Mainten 61,792 64,582 72,238 61, IS-DoIt Telephone Usage 7, , IS-DoIt Entrprs ComputingBasic 136, , , , IS-Mail Direct Request IS-DoIt Applications Basic 96, , , , IS-DoIt Program Mgmt Basic 74,242 65,491 65,491 69, IS-DoIt GIS Basic 7,257 6,847 6,847 6, IS-DoIt ProjGrantServices 30, IS-DoIt Desktop Rplcmnt Prog 25,625 25,623 25,623 25, CAP Allocation Expense 255, , , ,909 Internal Srvc Chrg Total 1,700,020 1,741,635 1,823,963 1,728,463 Operat Transfer Out Transfers To General Fund 19, Trans To Benefits & Insurnce F Transfers To Debt Service Fund 55,923 55,923 55,923 0 Operat Transfer Out Total 75,388 55,923 55,923 0 Grand Total 10,386,733 11,933,929 13,670,884 12,914,199 2 OF 2

201 Operating Summary by Division (Expense) Department: Public Health Department Cost Category Division Name Personnel Community Health Services 2,899,202 3,302,870 3,560,095 3,498,149 Environmental Health 1,498,195 2,137,152 2,199,583 2,320,674 Health Administration 1,552,831 1,907,735 1,934,573 2,163,133 Prevention and Policy Programs Social and Mental Health Serv 1,245,374 1,326,476 2,010,203 1,545,105 Personnel Total 7,195,602 8,674,231 9,704,452 9,527,060 Services & Supplies Community Health Services 470, , , ,877 Environmental Health 248, , , ,283 Health Administration 421, , , ,756 Prevention and Policy Programs Social and Mental Health Serv 275, , , ,460 Services & Supplies Total 1,415,723 1,444,690 2,081,638 1,652,376 Health Administration Social and Mental Health Serv 0 4,000 4,000 0 Capital Outlay Total 0 17,450 4,908 6,300 Internal Srvc Chrg Community Health Services 711, , , ,200 Environmental Health 323, , , ,624 Health Administration 379, , ,210 1,021,516 Prevention and Policy Programs Social and Mental Health Serv 284, , , ,125 Internal Srvc Chrg Total 1,700,020 1,741,635 1,823,963 1,728,463 Operat Transfer Out Community Health Services Environmental Health 19, Health Administration 0 55,923 55,923 0 Social and Mental Health Serv 55, Operat Transfer Out Total 75,388 55,923 55,923 0 Grand Total 10,386,733 11,933,929 13,670,884 12,914,199 1 OF 1

202 PUBLIC WORKS Page 1 of 13

203 PUBLIC WORKS MISSION STATEMENT The Public Works Department, through our valued employees, preserves, maintains, and enhances the City s infrastructure and natural resources and provides environmental stewardship for the benefit of our residents, businesses, and visitors. VISION STATEMENT We are a premier Public Works Department that delivers exceptional customer service. PROGRAM DESCRIPTION The Public Works Department maintains city streets, parks, buildings, and vehicles; manages integrated waste programs and services; and designs and manages capital projects. Specifically, the Department provides the following services: Design of streets, sidewalks, bridges, parks projects, traffic signals, street lights, sanitary sewers, and storm drainage systems; Construction management for buildings, streets, bridges, street lights, sidewalks, traffic signals, storm drains, sewers, and parks projects; Repair and replacement of street lights, traffic signals, and traffic signal cabinets; Maintenance and repair of traffic and parking signs, and re-painting of road striping, traffic markings, sidewalk and curbs; Maintenance, repair, and capital improvement of over 910,000 square feet of city buildings and facilities; Landscape maintenance and improvement of parks, library grounds, and medians; Restoration of trail, stream, and habitat in the Arroyo Seco for active and passive recreation; Maintenance of the City s urban forest, including tree care and planting; Preventative maintenance, replacement, and repair of vehicles and motorized equipment; Fuel purchasing and management; Security services at City Hall and City Yard; Housekeeping services at City Hall, City Yard, libraries, various city parking lots, and other facilities; Maintenance of streets, roadways, sewers, and storm drains; Integrated waste management services to residents and businesses; Graffiti abatement; Enforcement of Public Works code compliance regulations, which include public right-of-way violations, such as abandoned bulky items, curbside dumping, and abandoned shopping carts; Management of public right-of-way usage through issuance of permits and imposition of conditional requirements on individuals and developers; Daily inspection of projects constructed within public right-of-way to ensure quality, adherence to specifications, and schedule; Preparation, management, and oversight of the Capital Improvement Program (CIP) budget; and Operation of the Citizen Service Center, mobile app, live chat and web services to provide residents information on city programs and services, respond to calls to address questions and complaints, create work orders, and direct service requests to appropriate staff and departments. Page 2 of 13

204 PUBLIC WORKS DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Improve, Maintain and Enhance Public Facilities and Infrastructure To address this goal, the Department: 1) provides design oversight and construction management of improvements to City- owned buildings, streets, bridges, street lights, traffic signals, storm drains, sewers, parks, and other capital projects; 2) provides permit inspection for all utility construction and all private work in the public right-of-way; 3) provides repairs, preventative maintenance, and housekeeping services for city buildings and facilities; and 4) provides security services at City Hall and City Yard. Increase Conservation and Sustainability To promote conservation and sustainability, the Department: 1) provides refuse, recycling, and waste reduction programs designed to achieve zero waste to landfills and incinerators by 2040; 2) installs energy efficient lighting and heating, ventilation and air conditioning systems in city buildings; 3) operates a compressed natural gas (CNG) fuel station and promotes the purchase of hybrid and alternative-fuel vehicles to reduce pollutants; 4) practices water conservation through retrofitting irrigation systems with water conserving irrigation products, removing non-essential turf, and closely monitoring water use throughout the City s parks, libraries, and landscaped medians; 5) uses environmentally friendly cleaning products and practices in city buildings; 6) replaces high intensity discharge street light luminaries with energy efficient luminaries; and 7) paves city streets with rubberized asphalt made from recycled tires diverted from California landfills. Support and Promote Quality of Life and the Local Economy To support and promote quality of life and the local economy, the Department: 1) maintains and manages the upkeep of city buildings, streets, parks, trees, and median islands; 2) maintains city parks (including the Arroyo Seco), the urban forest, and non-park landscaped areas to ensure safety and durability; 3) operates Citizen Service Center which serves as the primary point of contact for the public seeking information and service from the City; and 4) develops master plans to guide the development and improvements of various parks, and seeks funding opportunities to enhance existing parks, open space, and acquire or develop new park facilities. Maintain Fiscal Responsibility and Stability To maintain fiscal responsibility and stability, the Department: 1) prepares and monitors the City s CIP budget and the Department s operating budget to ensure proper financial management of public resources; 2) initiates and coordinates fee studies to ensure services rates are sufficient to cover expenses, competitive, and in-line with the market; and 3) monitors state and federal legislation to identify items which could potentially impact the Department. Ensure Public Safety To ensure public safety, the Department: 1) designs and installs traffic signals at appropriate intersections, street lighting along designated corridors, and security lighting at parks; 2) installs guardrails at various locations; 3) provides tree trimming, street maintenance, and sidewalk maintenance that allows safe movement of residents and visitors throughout Pasadena; 4) provides refuse collection and sewer system operations which help prevent the spread of disease; 5) develops and implements a preventative maintenance program that minimizes vehicle downtime and maximizes police and fire vehicles availability to protect the City; 6) provides security services at City Hall and City Yard; and 7) enforces Public Works code compliance regulations to eliminate blight and public nuisances. Page 3 of 13

205 Improve Mobility and Accessibility Throughout the City CITY OF PASADENA PUBLIC WORKS To promote mobility and accessibility throughout the City, the Department: 1) provides accessible streets through the maintenance and operation of the City s streets, sewers, storm drains, traffic signals, and street light infrastructure; 2) installs accessible wheelchair curb ramps and retrofits existing curb ramps with detectable warning tiles; 3) provides design oversight of traffic signals and intelligent transportation systems, street rehabilitation and improvements, and park playgrounds and restrooms; and 4) installs ADA compliant doors and signage throughout city facilities. FISCAL YEAR 2018 ACCOMPLISHMENTS The Public Works Department accomplished the following during : Recognized with the APWA Award for Traffic, Mobility and Beautification for the John K. Van de Kamp Bridge; Received the Congressional Recognition of Excellence Award for sidewalk repair program; Began the American Public Works Association (APWA) certification process; Planted 650 street trees; Hosted annual Arbor Day where 20 trees were planted, in partnership with Pasadena Beautiful Foundation; Received Tree City USA and Growth Award from the National Arbor Day Foundation; Amended the Master Street Tree Plan (MSTP) to replace poor performing trees; Pruned approximately 14,000 street trees; Implemented enhanced protection conditions for street trees impacted during construction projects; Amended the Tree Protection Ordinance to strengthen remedies and proceedings for violators; Published new forestry educational materials on the City website; Facilitated the California Environmental Quality Act (CEQA) process for the Hahamongna Oak Grove Area improvement project; Converted an existing tennis court at Allendale Park into four pickleball courts; Removed non-essential turf as part of water conservation efforts; Completed annual turf renovations at Area H, Allendale, Brookside (Jackie Robinson Stadium), Brenner, Viña Vieja, and Washington Parks; Renovated and replaced playground equipment and playground surfaces at designated city parks; Participated in the Monarch Festival at Washington Park along with the Mayor s Office, Friends of Washington Park, U.S. Fish and Wildlife, and local students; Obtained a stream alternation agreement for the low flow streams in the Lower Arroyo Seco; Presented the Green Living Curriculum to second grade classes in the Pasadena Unified School District, reaching 2,500 students in 10 schools; Implemented polystyrene food packaging ban citywide; Provided technical assistance to businesses on how to comply with polystyrene food packaging ban; Issued over 1,300 Public Works code compliance citations and 900 warnings for violations such as abandoned shopping carts, trash cans left on curb over a day, illegal dumping, signs, tree removal or trimming, and National Pollutant Discharge Elimination System (NPDES) violations; Collected 14,000 tons of yard waste and 8,500 Christmas trees which were processed and used as alternative daily cover at the Scholl Canyon Landfill; Collected 7,965 tons of recyclable commodities from the residential curbside collection program; Recycled more than 14,000 tons of debris material from private and public construction projects; Held four E-Waste collection and document shredding events and recycled more than 62 tons of electronic equipment; Hosted six used motor oil filter exchange events; Page 4 of 13

206 PUBLIC WORKS Continued implementation of the Zero Waste Strategic Plan, which sets a goal of reaching 87.0 percent diversion rate by the year 2040; Maintained and repaired over 327 signalized intersections and approximately 20,000 traffic signs; Maintained 18,000 street lights; Completed 1,700 traffic signal and 4,200 street light repair work orders; Completed over 1,700 street light and traffic signal dig alert markings; Painted more than 100 street light poles and five traffic signalized intersections; Painted approximately 201,000 linear feet of red curbs, 203,000 linear feet of crosswalks, and 108 miles of lane striping; Installed over 2,000 traffic/pedestrian signs; Removed over 7,200 incidents of graffiti and over 2,500 illegal ad signs and postings on public property; Swept more than 24,500 curb miles and cleaned/flushed over 1.7 million linear feet of sewer main line; Issued over 1,100 Public Works permits and performed 200 building plan checks; Reviewed, approved, and recorded 16 documents with the County of Los Angeles including parcel maps, tract maps, easements, license agreements, street vacations, and centerline ties; Led the Colorado Street Bridge Task Force which is charged with engaging the community in solutions that deter suicides; Completed the design of Desiderio Park restroom and began construction of the Neighborhood Park site; Continued ADA upgrades and maintenance work at various parking garages; Continued Robinson Park Recreation Center renovations; Replaced play equipment at McDonald Park; Continued design of Transit Operations Maintenance Facility; Installed outfield netting at the Jackie Robinson Baseball Field; Completed the Arroyo Terrace Trail and Wall Restoration Improvements project; Repaired Brookside Tennis Courts; Completed the citywide Park Accessibility Improvements project; Constructed new entry gates and landscaping improvement at Lower Arroyo Seco; Renovated Public Works City Yard restrooms; Began environmental and preliminary design of Holly Street Bridge Retrofit project; Completed the Pasadena Police Department Indoor Firing Range project which includes the installation of rubberized bullet trap and HEPA filtration system, and the replacement of the roof and evaporative cooling systems; Renovated the kitchen at Jackie Robinson Center; Began construction of the Area H project at the Rose Bowl; Completed El Centro building renovations; Installed bicycle detection systems at various locations; Installed speed feedback signs; Completed design of Mobility Corridors Rose Bowl Access Systems; Completed design of mid-block traffic signal and crosswalk at 1790 N. Fair Oaks Avenue; Completed the East Arroyo Neighborhood Connector Trail Improvements project; Completed eight miles of slurry sealing; Resurfaced over four miles of streets and completed design of over seven miles; Repaired over 150,000 square feet of sidewalks and approximately 2,900 linear feet of curbs and gutters; Completed the design and began the repair/relining of over 18,000 linear feet of sewer pipes; Installed over 75 curb ramps using city staff and contractors; Relined over 900 feet of corrugated metal storm drain pipes and repaired over 20 catch basins; Designed and began installation of over 400 catch basin inserts; Completed exterior plaster restoration at City Hall; Replaced roof system at Fire Station 32; Page 5 of 13

207 PUBLIC WORKS Completed fencing upgrades at YWCA; Removed hazardous materials from various city facilities; Upgraded the compressed natural gas facility at the City Yard; Completed citywide building assessment study; Purchased various replacement vehicles including introduction of a new SUV platform for the Poli ce Department and 100-foot ladder truck for the Fire Department; Installed new mobile data computer system in all police vehicles; Rebuilt the cooling tower at City Hall; Installed conduits and network cables for security cameras at City Yard and City Hall ; Answered 78,000 calls to the Citizen Service Center (CSC) (74 percent within 30 seconds) and received over 29,000 web and mobile application service order requests; Increased CSC topics available through the website and mobile app; Introduced live chat services through the CSC website to allow residents to report issues and request service and answered 5,700 live chats; Prepared the City s CIP budget and the Department s Operating ; and Prepared quarterly monitoring reports for the City Council s Finance Committee outlining the status of active projects in the CIP budget. FISCAL YEAR 2019 RECOMMENDED BUDGET Operating The Department of Public Works is responsible for both Operating and CIP s. The full time equivalent (FTE) positions that work on CIP projects are budgeted in the Operating (in the Project Management Fund), and their actual expenses are recorded in both the Operating and CIP budgets. Personnel A total of FTEs are included in the which is.36 FTE more than FY YEAR-OVER-YEAR BUDGET CHANGES Since October 2017 the Department has reduced its General Fund budget by almost $1.3 million while continuing to provide vital services. However, the budget reflects continued reductions that have helped the City achieve a balanced budget. Below is an outline of the year-over-year changes to each of the funds as well as challenges that lay ahead in meeting service obligations. General Fund The General Fund budget of $21,561,115 is $116,382 (0.5 percent) lower than the. This is largely attributed to a reduction in contract services for landscape maintenance at 42 medians and traffic islands throughout the City. As landscaped medians are an important component of the streetscape, this reduction will lead to the deterioration of the appearance of commercial corridors and neighborhoods across the City. Page 6 of 13

208 PUBLIC WORKS Sewer Fund The Sewer Fund budget of $2,448,331 is $46,374 (1.9 percent) lower than the FY This reduction is primarily due to the transfer of 2.5 FTEs to the Refuse Fund to better align budget with task performed and the removal of one-time funding for the purchase of a sewer inspection equipment. This net decrease is offset by an increase in contract services for state mandated catch basin cleaning services and the administration of the National Pollutant Discharge Elimination System (NPDES) Program. Much of our infrastructure, including sewers and storm drains, are approaching an average age of 100 years and require almost $130.0 million in repair or replacement cost. Additionally, new storm water quality standards mandated by the NPDES are estimated to cost $9.0 million through 2023 and $235.0 million through However, despite these increasing costs, revenue represents only a fraction of the amount needed to meet this increasing need. Such continued demands with limited resources are challenges the department will continue to face. Gas Tax Fund The Gas Tax Fund budget of $2,144,073 is $114,695 (5.7 percent) higher than the. This increase is attributed to standard annual personnel increases. Though the FY 2019 budget for this fund is currently balanced, the demand for these funds far exceeds available appropriations. On average, $1.5 million is allocated annually for street resurfacing. However, at least $7.0 million is needed annually to prevent further deterioration of streets. In addition, the City has approximately 670,000 square feet of damaged sidewalks which totals $9.0 million in repair costs. Moreover, it is more efficient to repair streets in a timely manner, since maintenance and repair costs grow significantly when they are deferred. Project Management Fund The Project Management Fund budget of $7,301,264 is $344,169 (4.9 percent) higher than the. This is due to annual increases in salaries, benefits, and workers comp as well as higher Internal Service Charges. Refuse Collection Fund The Refuse Collection Fund budget of $14,665,960 is $617,066 (4.0 percent) lower than the. A reduction in vehicle purchase and the aligning of fleet maintenance costs are primary contributors of the overall reduction to this fund. The reductions are partially offset by the transfer of 2.5 FTEs from the Sewer Fund due to responsibility alignment and the addition of three new positions. Operational cost will continue to grow as legislative mandates are imposed. Such mandates include AB 1826 which requires that local jurisdictions implement an organic waste recycling program to divert waste from landfills by Building Maintenance Fund The Building Maintenance Fund budget of $11,452,424 is $398,131 (3.6 percent) higher than the. This increase is largely due to standard annual personnel and contract adjustments. As part of the reduction, an HVAC Technician position was eliminated, resulting in General Fund savings. However, the elimination is expected to delay response time for repairs, which can lead to the deterioration of city buildings. Page 7 of 13

209 PUBLIC WORKS Fleet Replacement Fund The Fleet Replacement Fund budget of $2,388,510 is $2,006,449 (45.7 percent) lower than the. This net decrease is largely attributed to the reduction of approximately $1.8 million of one-time automotive equipment. Fleet Maintenance Fund The Fleet Maintenance Fund budget of $8,184,440 is $346,151 (4.4 percent) higher than the. The majority of the increase is the result of contract adjustments and the standard annual personnel increases. The Department is exploring potential opportunities to innovate to further increase efficiency and effectiveness. Citizen Service Center Fund (Formerly the 311 Call Center) The for the Citizen Service Center Fund of $777,598 is $46,719 or 6.4 percent higher than the. This increase is a combination of standard benefit and Internal Service Charge increases. FUTURE OUTLOOK Despite the financial challenges, the Department continues to provide quality services to the community. Our workforce is deeply committed to the mission and therefore works diligently to lessen the impact of prior budget reductions. However, like other City departments, the Department s cost of providing these quality services is outpacing revenue. Moving forward, it will be extremely difficult to continue the array of services currently provided without additional resources. Below are some of the services expected to be completed in the upcoming year. Plant 650 street trees and prune approximately 14,000 trees; Host the annual Arbor Day event; Continue to implement the Oak Grove Area Improvements project in Hahamongna Watershed Park; Perform landscape beautification improvements at sites to be determined; Perform turf renovation at Area H, Allendale, Brookside, Brenner, Hahamongna Watershed, Jefferson, McDonald, Victory, Villa, Viña Vieja, and Washington Parks; Install new synthetic turf at Villa-Parke and Robinson Park; Publish tree pruning cycles on Department webpage; Update the department webpage to include a search tool to web-based Master Street Tree Plan search tool; Continue implementation of the Zero Waste Strategic Plan by working collaboratively with the community to develop effective waste reduction programs; Host four E-Waste collection and document shredding events; Conduct outreach and education to inform businesses about how to recycle organic waste; Continue identification, education, outreach and monitoring of large commercial generators of organics (such as restaurants, markets, schools and institutions) to ensure compliance with state law that requires recycling of organic waste; Continue outreach and education of the citywide polystyrene (Styrofoam) food packaging ban to reduce adverse environmental impacts of polystyrene litter; Design and reline 10,000 linear feet of sewer pipes; Complete the repair/relining of 18,000 linear feet of sewer main line; Page 8 of 13

210 PUBLIC WORKS Construct 7.1 miles of resurfaced streets; Install over 200 curb ramps and 12,000 linear feet of curb and gutter; Install more than 400 catch basin inserts for NPDES compliance; Complete construction of Robinson Park Recreation Center; Complete construction of Desiderio Park; Continue environmental and preliminary design of Holly Street Bridge Retrofit project; Complete design of Jefferson, Victory, McDonald, and Grant Park fields as part of the citywide Sports Facilities Improvements project; Complete design of La Pintoresca, Robinson, Brenner, Allendale, and Villa-Parke courts as part of the citywide Sports Improvements project; Complete construction of McDonald, Eaton-Blanche and Grant Park court projects; Complete construction of the Area H project at the Rose Bowl; Begin construction of Mobility Corridors Rose Bowl Access Systems; Begin construction of mid-block traffic signal and crosswalk at 1790 N. Fair Oaks Avenue; Begin construction on Metro Gold Line at-grade crossing mobility enhancement Install uninterruptible power supply equipment at City Hall; Modernize elevators at Community Health Center; Replace pool skimmers at Robinson Park Center; Perform hazardous material testing and remediation at various city facilities; Complete citywide park accessibility improvements; Continue painting street light poles; Finally, the Department will continue to: o Promote financial responsibility and stability; o Provide high-quality, safe and reliable city infrastructure through outstanding design and construction management, the issuance of Public Works permits, contract compliance, engineering surveying, and inspection of all capital projects; o Pursue grant opportunities to fund capital projects and maintenance efforts; o Facilitate environmentally sound municipal services that are efficient and cost-effective; and o Collaborate with residents and volunteers to meet community needs. Page 9 of 13

211 PUBLIC WORKS SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $28,831 $36,898 $36,898 $38,446 Services & Supplies 17,397 21,359 21,454 21,710 Internal Service Charges 8,369 8,868 8,758 8,599 Operating Expense 7, Capital Outlay (2) 5,378 5,947 2,770 Debt Service Non-Operating Expense Public Works Total $61,732 $72,512 $73,067 $71,533 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) P.W.-Administration $2,187 $1,298 $1,298 $1,348 PW - Engineering Division 1,836 7,448 7,448 8,175 St. Maint. & Integrated Waste 22,733 25,884 26,397 25,873 Parks and Natural Resources 12,139 13,216 13,258 12,922 Building Systems & Fleet Mgmt. 17,436 23,449 23,449 22,177 PW-Managment Support Division 542 1,217 1,217 1,039 All Organizations 4, Public Works Total $61,732 $72,512 $73,067 $71,533 Page 10 of 13

212 PUBLIC WORKS SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund $21,608 $21,577 $21,677 $21, General Fund Projects Fund New Years Day Genl Fund Events Sewer Construction and Maint. 2,082 2,495 2,495 2, Gas Tax Fund 1,593 1,941 2,029 2, Project Management Fund 0 6,957 6,957 7, Refuse Collection Fund 12,888 14,917 15,283 14, Building Maintenance Fund 9,017 11,054 11,054 11, Fleet Replacement Fund 8,408 12,233 4,395 2, Call Center Fleet Repair and Maintenance 0 0 7,838 8, General Fixed Assets Acct Grou 4, Public Works Total $61,732 $72,512 $73,067 $71,533 SUMMARY OF FTEs BY DIVISION Division P.W.-Administration PW - Engineering Division St. Maint. & Integrated Waste Parks and Natural Resources Building Systems & Fleet Mgmt PW-Managment Support Division Public Works Total Page 11 of 13

213 PUBLIC WORKS PERFORMANCE MEASURES Target Target COUNCIL GOAL: IMPROVE, MAINTAIN, AND ENHANCE PUBLIC FACILITIES AND INFRASTRUCTURE. Objective: Provide timely maintenance to city buildings and facilities. 1 Percent of service and repair requests completed for maintenance of city buildings. 100% 95% 95% Note Performance Measure Department completed 2,318 of 2,430 requests in. Objective: Provide well-maintained city streets for traffic and pedestrian safety. 1 Miles of streets slurry sealed Miles of streets resurfaced Square footage of sidewalks repaired under contract. N/A N/A 130,000 Note Performance Measure 1 Due to funding shortage in, funds were directed toward resurfacing. Note Performance Measure 3 New Target Objective: Provide efficient sewer capacity and maintenance 1 Linear feet of sewer pipe repaired/replaced/relined. 12,729 18,000 19,000 COUNCIL GOAL: MAINTAIN FISCAL RESPONSIBILITY AND STABILITY Objective: Provide timely, high-quality, financial and management reports, information, and support services. 1 Percent of monthly expense reports completed and made available to divisions within 15 working days following the last day of the previous month. 90% 100% 100% COUNCIL GOAL: SUPPORT AND PROMOTE THE QUALITY OF LIFE AND LOCAL ECONOMY. Objective: Maintain city street trees to ensure safety, functionality, and enhance the urban forest. 1 Number of trees planted Page 12 of 13

214 PUBLIC WORKS Target Target Objective: Maintain city parks and open spaces to ensure safety, functionality, and durability. 1 Percent of water conserved compared to baseline year % 28% 28% Objective: Provide effective and timely street cleaning and sewer maintenance. 1 Number of linear feet of sewer pipe cleaned/flushed. 1,344,822 2,000,000 2,000,000 Objective: Provide timely removal of graffiti throughout the city. 1 Percent of graffiti incidents resolved within one business day. 100% 100% 100% Note Performance Measure Over 7,615 incidents in and project over 7,200 incidents of graffiti in. Objective: Provide effective and timely customer service. 1 Percent of calls answered within 30 seconds in the Citizen Service Center 2 Percent of "met" or "exceed" ratings received on customer service surveys for all citywide requests. 72% 80% 80% 79% 80% 80% Objective: Provide safe, reliable, and cost-effective vehicles to city customers. 1 Percent of vehicle availability service levels met for public safety (Police and Fire). 90% 90% 90% Note Performance Measure Department completed 11,784 of 13,170 requests for public safety in. COUNCIL GOAL: INCREASE CONSERVATION AND SUSTAINABILITY. Objective: Provide efficient trash and recycling collection programs that reduce the City's waste stream. 1 Annual rate of solid waste disposed per capita as reported to the California Department of Resources, Recycling and Recovery (measured in pounds per person per day) Page 13 of 13

215 Operating by Line Item (Expense) Department: Public Works Cost Category Object Object Description Personnel Regular Pay - PERS 14,020,189 17,884,170 17,884,170 18,428, Regular Pay - SPERS Non Benefit Employees Overtime Pay 1,381,262 1,076,981 1,076,981 1,089, Overtime Subject To PERS 32, PST-Part Time Employees-PARS 590, , , , Auto Allowance 26,063 27,000 27,000 20, Personal Devlpmnt Allowance 65,500 54,252 54,252 61, Workers' Compensation 1,681,594 1,387,202 1,387,202 1,405, Jury Duty General Liability 1,144, , ,943 1,402, Miscellaneous Pay 131, Employee Portion-PERS City Portion-PERS 3,214,428 5,480,277 5,480,277 6,132, Life Insurance 9,336 18,010 18,010 15, Dental Insurance 155, , , , MediCare City Contribution 214, , , , Long Term Disability 33,111 56,282 56,282 49, Medical 3,013,038 4,421,526 4,421,526 4,411, Benefits 3,064,792 4,462,584 4,462,584 4,607, Vision Care 1, Accrued Payroll Expense 34, Benefits Admin. 287, CellPhone/SmartPhone Stipend 47,960 47,398 47,398 49, EE Parking Permits ER Paid 24,480 42,480 42,480 61, Contra Pension Expense-GASB68 (1,371,967) ActuarialPensionExpense-GASB68 1,029, Personnel Total 28,831,412 36,897,661 36,897,661 38,445,567 Services & Supplies Materials And Supplies 3,234,181 4,434,545 4,494,942 3,973, Uniforms 36,955 40,920 40,920 44, Lease Payments 15,888 36,818 37,118 35, Rent Expense Equipment Lease Payments 17,949 21,170 24,165 72, Computer Related Supplies 88, , , , Equip Purchases Under $10k 43,493 64,130 61,200 53, Outside Printing & Duplicating 3,790 6,730 6,730 6, Legal and Other Advertising 1, Photo Copy Machine Maint 30,067 59,519 59,519 11, Other Contract Services 7,657,589 6,999,157 7,037,356 7,551, Consultant Services 55,200 77,903 77,903 74, Data Processing Operations 7,691 8,000 8,000 8, Computer (PC) Maint/Repair Support To Advisory Committees 1,239 3,800 2,500 5, Dues And Memberships 5,659 22,990 22,990 20, Special Civic Events ,000 25,000 25, Conf & Mtgs- Comm & Committes 3, , Conf & Mtgs-City Departments 37,229 56,176 55,176 57, Mileage Education 7,827 38,181 38,181 34, Training Costs 4,749 21,060 21,060 27, Data Processing Development 0 1,000 1,000 1, Reference Matls Subscriptions 3,882 6,334 6,334 5, Library Books OF 3

216 Operating by Line Item (Expense) Department: Public Works Cost Category Object Object Description Services & Supplies Gasoline and Lubricants 1,163,177 1,800,000 1,800,000 1,450, Gas/Fuel 491, , , , Water 1,383,943 1,552,077 1,552,077 1,563, Telephone 17,064 44,512 43,812 44, Refuse Collection 182, , , , Electric 3,981,221 4,354,262 4,353,962 4,405, Postage 26,143 31,369 31,369 29, Taxes Payroll and Other 1, Wages 17, Workers Compensation Other Fiscal Agent/Bank Fees & Chgs Insurance 2, , Administrative Overhead Program Expenditures 0 186, , Program Expenditure Recovery (2,140,342) Prepayment Of Costs 15, Permits and Fees 295, , , , Vehicle Rental 3,067 10,800 10,800 10, Fleet Contract Repairs 699, , , , Software Services & Supplies Total 17,397,447 21,358,892 21,454,453 21,709,808 Capital Outlay Equipment 0 150, ,490 30, Automotive Equipment 2,314,945 5,226,723 5,775,088 2,740, Computer Equipment Contra Capital (2,316,734) Capital Outlay Total (1,788) 5,377,713 5,946,578 2,770,000 Internal Srvc Chrg IS-Structural Maintenance 810, , , , IS-Tenant Improvements 43,848 59,426 59,426 59, IS-Lockshop 1,181 2,420 2,420 2, IS-Utilities & Insurance-Hsekp 402, , , , IS-Houskeeping Services 140, , , , IS-Floors And Windows 0 7,549 7,549 7, IS-Printing 50,704 88,493 88,493 87, IS-Mail - Basic Services IS-DoIt Telephone Basic 80,981 87,632 87,632 84, IS-DoIt Service Center Basic 126, , , , IS-DoIt Radio Basic 145, , , , IS-Auto Body Repair , IS-Fleet Maint-Equip Maintenan 2,730,566 3,495,344 3,297,344 2,865, IS-Fleet Maint-Equip Replaceme 1,077, , , , IS-Fleet Maint-Fuel 369, , , , IS-DoIt NetworkSupportBasic 77,876 92,903 92,903 97, IS-Building Preventive Mainten 152, , , , IS-DoIt Telephone Usage 17,084 52,600 52,600 16, IS-DoIt Entrprs ComputingBasic 285, , , , IS-Mail Direct Request IS-DoIt Applications Basic 139, , , , IS-DoIt Program Mgmt Basic 85,949 84,009 84,009 82, IS-DoIt GIS Basic 79,249 72,787 72,787 73, IS-Security Srvcs at CityHall 16,393 16,393 16,393 20, IS-DoIt ProjGrantServices 10, IS-DoIt Desktop Rplcmnt Prog 27,145 26,778 26,778 40, IS-Compressed Natural Gas 270, , , ,735 2 OF 3

217 Operating by Line Item (Expense) Department: Public Works Cost Category Object Object Description Internal Srvc Chrg CAP Allocation Expense 1,225,192 1,248,724 1,248,724 1,287,387 Internal Srvc Chrg Total 8,368,881 8,867,511 8,757,995 8,598,748 Operat Transfer Out Transfers To General Fund Trans To Benefits & Insurnce F Operat Transfer Out Total Operating Expense Depreciation 7,125, Operating Expense Total 7,125, Debt Service Interest 9,394 10,092 10,092 9,357 Debt Service Total 9,394 10,092 10,092 9,357 Non-Op Expense Bad Debt Expense 1, Non-Op Expense Total 1, Grand Total 61,731,736 72,511,869 73,066,779 71,533,480 3 OF 3

218 Operating Summary by Division (Expense) Department: Public Works Cost Category Division Name Personnel Building Systems & Fleet Mgmt. 6,023,619 7,733,076 7,733,076 8,010,779 P.W.-Administration 955,976 1,019,707 1,019,707 1,062,173 Parks and Natural Resources 7,093,169 7,603,095 7,603,095 7,459,867 PW-Managment Support Division 949,717 1,091,029 1,091, ,272 St. Maint. & Integrated Waste 11,274,693 12,816,658 12,816,658 13,802,903 PW - Engineering Division 2,534,237 6,634,096 6,634,096 7,198,573 Personnel Total 28,831,412 36,897,661 36,897,661 38,445,567 Services & Supplies Building Systems & Fleet Mgmt. 8,410,847 10,237,758 10,237,758 10,425,447 P.W.-Administration 1,115, , , ,625 Parks and Natural Resources 3,591,417 4,123,569 4,165,663 3,946,857 PW-Managment Support Division (502,885) 31,946 31,946 33,532 St. Maint. & Integrated Waste 6,040,470 6,568,966 6,622,433 6,765,242 Services & Supplies Total 17,397,447 21,358,892 21,454,453 21,709,808 Capital Outlay Building Systems & Fleet Mgmt. (1,788) 3,791,723 3,791,723 2,030,000 Parks and Natural Resources St. Maint. & Integrated Waste 0 1,585,990 2,154, ,000 PW - Engineering Division Capital Outlay Total (1,788) 5,377,713 5,946,578 2,770,000 Internal Srvc Chrg Building Systems & Fleet Mgmt. 1,694,327 1,686,068 1,686,068 1,710,863 P.W.-Administration 115, , , ,629 Parks and Natural Resources 1,454,558 1,489,335 1,489,335 1,514,803 PW-Managment Support Division 95,042 94,188 94,188 93,790 St. Maint. & Integrated Waste 4,450,905 4,902,388 4,792,872 4,555,450 PW - Engineering Division 558, , , ,214 Internal Srvc Chrg Total 8,368,881 8,867,511 8,757,995 8,598,748 Operat Transfer Out Building Systems & Fleet Mgmt P.W.-Administration Parks and Natural Resources PW-Managment Support Division St. Maint. & Integrated Waste PW - Engineering Division Operat Transfer Out Total Operating Expense All Organizations 4,859, Building Systems & Fleet Mgmt. 1,308, St. Maint. & Integrated Waste 957, Operating Expense Total 7,125, Debt Service St. Maint. & Integrated Waste 9,394 10,092 10,092 9,357 Debt Service Total 9,394 10,092 10,092 9,357 Non-Op Expense PW - Engineering Division 1, Non-Op Expense Total 1, Grand Total 61,731,736 72,511,869 73,066,779 71,533,480 1 OF 1

219 TRANSPORTATION Page 1 of 10

220 TRANSPORTATION MISSION STATEMENT The Transportation Department is committed to achieving the safe and sustainable movement of people and goods within Pasadena, while concurrently ensuring a balance between land use and transportation to maintain a livable community in which people can travel car-free if they so choose. PROGRAM DESCRIPTION The Department is a multi-discipline team that carries out a variety of diverse, interrelated activities that sustain, promote, and enhance accessibility, connectivity and mobility in the community. The Department brand positioning statement is Moving People to Places, Connectivity. The pillars that support the brand positioning statement are as follows: Through Complete Streets, the Department has developed Form-Based Design Guidelines intended to help the City design a framework for guiding future street investments. This framework focuses on safely moving pedestrians, cyclists, transit riders, and vehicles, while managing parking and rethinking public spaces for the betterment of our community. The Department has prioritized seniors and the disabled by ensuring that their highly used Dial-A-Ride service provides transportation access to and from local senior centers, community centers, and senior and disabled living facilities. Motorists can expect an easy drive when shopping, dining, or commuting because the Department utilizes an Adaptive Traffic Signal Control System that automatically adjusts the signal timing for upcoming signal cycles, based on real-time traffic demands. Transit riders in Pasadena experience a seamless connection to the rest of the Southern California transit system, including Metro, Foothill Transit and the LADOT Commuter Express. The transit system is reliable, safe, and well-integrated in the City, and has stepped into the future with interactive displays at a number of key bus stops that provide real time bus arrival information. The Department consists of five distinct divisions, which include Administration, Traffic Operations/Engineering, Parking Services, Completes Streets, and Public Transit. Each division houses many programs and initiatives that support safe mobility for the well-being of Pasadena residents, visitors, and businesses. The following are ongoing public services performed by the Department: Management and operation of efficient traffic mobility and circulation utilizing the Traffic Management Center (TMC); Neighborhood protection from non-local traffic, speeding and parking intrusion; Planning and implementation of complete streets mobility citywide; Identification of need and design of all traffic control devices (traffic signs, traffic signals, pavement markings); Monitoring of traffic safety citywide; Management, planning and operation of Pasadena Transit, Pasadena Dial-A-Ride (DAR) and citywide public transit access; Planning and implementation of a network of bicycle lanes and bicycle parking facilities; Planning and implementation of a network of pedestrian facilities; Management and operation of citywide parking facilities, both on and off street, including nine parking garages, four surface lots and over 1,300 metered parking spaces; Enforcement of municipal code parking regulations; Page 2 of 10

221 TRANSPORTATION Identification and implementation of transportation measures for developments citywide, inclusive of traffic, parking, Congestion Management Program (CMP) and Transportation Demand Management (TDM) compliance; Leadership of the Pasadena Transportation Management Association (TMA); Preparation of applications for transportation grant funds from all available sources; and Representation of the City in regional transportation programs and regional policy development. DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Improve Mobility and Accessibility throughout the City: The Department plans and operates the transportation system to maintain a livable community in which cars are not necessary for mobility throughout the City. The Department fosters economic prosperity by management of efficient traffic mobility and circulation throughout the City as well as securing grants to enhance traffic mobility and safety. FISCAL YEAR 2018 ACCOMPLISHMENTS The Department accomplished the following during Fiscal Year 2018: Launched Metro s Regional Bike Share Pilot Program; Completed Phase 3 (San Pasqual Street) Roseways Bike Network Signage Project; Conducted a working group meeting for the North Fair Oaks Complete Streets Program; Executed an agreement with Metro for the Shared EV Employer Demonstration Project; Completed several public outreach with Go Verdugo team to promote alternative modes of transportation; Continued monitoring of various activities related to SR-710 North DEIR; and participated in discussions with the 5 city coalition regarding promoting other non-tunnel alternatives for the corridor; Issued an RFP to develop list of Measure M projects for the Arroyo-Verdugo Subregion; Updated the Trip Reduction/Transportation Impact Fee; Awarded a contract to implement Bicycle Safety Outreach associated with the Safer Streets Pasadena Bicycle Safety Campaign; Executed an agreement with the City of Montebello to exchange $750,000 of General Fund dollars for $1,000,000 Montebello s Proposition A Local Return dollars; Awarded a contract to prepare concept study for the Access Enhancements to Metro Gold Line Allen Avenue Station Project; Executed an agreement with Metro to receive Measure M Local Return funds for transit services and operations; Executed an agreement with Metro to receive $1,657,413 in reimbursable grant funding for the Adaptive Traffic Control Network Phase II Project; Executed an agreement with Metro to receive $1,157,647 in reimbursable grant funding for the Pasadena Transit Signal Priority Project; Awarded a contract to prepare environmental documentation, preliminary engineering design, and public outreach for the Union Street Two-Way Protected Bikeway Project; Collaborated with Caltrans on the I-210 Connected Corridor Project and is coordinating the implementation of improvements within the city limits to be incorporated in the overall project funded by Metro; In coordination with the Public Works Department, completed the Traffic Mitigation Signal Upgrade projects near the Metro Gold Line at grade crossing; Page 3 of 10

222 TRANSPORTATION Awarded a $112,000 Grant from Office of Traffic Safety to conduct Bicycle Safety Outreach as part of the Ride Right, Ride Bright Bicycle Safety Campaign; Continued implementing the Arterial Speed Management Program through the design and installation of speed feedback display units; In coordination with Public Works, completed the implementation of the Bicycle Detection Project; In coordination with Public Works, completed the implementation of the Pasadena Wayfinding Project including fixed gateway signs and 11 dynamic message signs; Completed construction on Garage CIP projects; Began construction on Garage ADA projects; Began accepting payments via Passport s smartphone application at all metered spaces and surface lots in the City; Began using Paylock vehicle immobilization devices to immobilize vehicles with five or more delinquent citations per California Vehicle Code; Installed 2 License Plate Recognition Readers in 2 Parking Enforcement vehicles; Processed and issued over 6,500 annual and 4,700 preferential parking permits; Processed over 12,000 initial citation reviews and held over 450 citation 2nd level administrative hearings; Implemented the staggering of Annual Overnight permit expiration dates in order to provide improved customer service by shortening renewal wait times for customers; Developed Draft Short Range Transit Plan and recommendations; Awarded FTA Job Access and Reverse Commute (JARC) grant to implement Sunday service on Pasadena Transit beginning in ; Coordinated with multiple organizations to implement a demonstration Pasadena Transit route between the Memorial Park Gold Line Station and the Sam Merrill Trailhead in Altadena; Launched the expansion of the BusFinders to include Metro s real time bus arrival information in addition to Pasadena Transit s; there are currently about 80 BusFinders citywide, many of which are shared stops with Metro; Implemented the demonstration Pasadena Transit College Pass Program for PCC, Caltech, ArtCenter, and Fuller; Began a Dial-A-Ride program to provide free transportation to and from the Foothill Unity Food Bank for individuals eligible for Dial-A-Ride; and Replaced two-thirds of the Pasadena Dial-A-Ride fleet with grant funded vehicles and were awarded funds to replace the rest of the aging vehicles in the fleet in. FISCAL YEAR 2019 RECOMMENDED BUDGET Operating The of $37,597,323 is $217,349 (.58 percent) more than the. The increase is consistent with the citywide overall trend in Personnel and Internal Service charges, as well as contract adjustments previously approved by City Council. Personnel A total of FTEs is included in the, resulting in no change from the. Page 4 of 10

223 TRANSPORTATION Capital : The Department has programmed a total of $95.0 million needed capital improvements, including both active and future unfunded projects. To date, the Department has appropriated $32.0 million to active projects and recommended additional $5.4 million to the Capital Improvement Program, resulting in a total future unfunded capital needs of $57.6 million. Future unfunded projects include the construction of the Transit Operations and Maintenance Facility, various complete streets program, and installation of traffic signals at selected intersections in the City. YEAR-OVER-YEAR BUDGET CHANGES General Fund General Fund budget of $6,064,273 is $376,518 (5.8 percent) lower than. This decrease is due to eliminating one-time Contract Services and equipment purchases that were budgeted in. This is offset by $323,616 (5.6 percent) increase in Personnel MOU-related adjustments and internal services fee escalation. Transit Funds Transit Funds (208, 209, 236, and 242) of $13,454,667 increased $690,531 (5.4 percent) from mainly due to expenses associated with the transit operator s annual contract adjustments, resulting in increases to hours of operations and hourly rates. Furthermore, the reinstatement of Measure R Local Return funds and newly allocated Measure M Local Return ($1.8 million annually) funds in support of transit operations also attributed to the upward trend for. While these new funds assist with the upward trend, they are largely being used to support existing routes and programs, or support routes where federal grant funding will no longer be available in the near future. Parking Funds Parking Funds (102, 213, 214, 217, 225, 229, 232, and 407) of $17,084,050 decreased slightly by $86,533 (0.5 percent) from mainly from reduction in interest expenses from long-term debt payments offset by Personnel MOU-related adjustments and internal services fee escalation. Other Funds Other Funds (105, 106, 204, 215, 216, 301, and 313) have no significant changes from. However, the Department recommends transferring management of the AQMD Fund 216 to the Human Resources Department, as these funds are mostly dedicated to the Prideshare Program currently being managed by the Human Resources Department. Page 5 of 10

224 TRANSPORTATION FUTURE OUTLOOK Continue to seek grant opportunities and/or alternative funding sources for future unfunded transportation capital infrastructure needs to minimize short and long-term General Fund impact; Develop a long-term Transit Funds fiscal strategy to identify solutions for projected budget deficit in five years, without reducing transit services or compromising transit service quality to our community; Update the 2012 Garage Maintenance and Repair Program analysis to prioritize over $17.8M and counting of unfunded repairs and maintenance needs in the nine city-owned garages; Continue City s participation in the implementation of I-210 Connected Corridors Project; Issue an RFP for the implementation of redesigned Transportation Management Center (TMC) communication network architecture; Continue implementation of Arterial Speed Management Program through the installation of additional speed feedback display units as additional funding becomes available; Implement a comprehensive Safe Route to School Program utilizing funding from the Active Transportation Program; Implement a new agreement for a garage operator for eight city-owned parking garages; Install new Parking Access and Revenue Control Systems in eight city-owned parking garages; Select and implement a parking and citation management system to improve efficiencies and customer service; Implement Sunday service on Pasadena Transit; Formalize a College Transit Pass program with universities who participated in the demonstration program; Put into service four new Dial-A-Ride vehicles, resulting in a complete recent replacement of the entire Dial- A-Ride fleet; and Begin the public process of the Orange Grove Boulevard Lane Reconfiguration Project. Page 6 of 10

225 TRANSPORTATION SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $5,784 $6,089 $6,089 $6,436 Services & Supplies 19,185 22,209 23,877 22,610 Internal Service Charges 1,788 2,123 2,123 2,330 Operating Expense 1,790 1,772 1,772 1,774 Capital Outlay Debt Service 1, Operating Transfers Out 2,293 2,319 2,576 3,955 Transportation Total $31,998 $35,209 $37,380 $37,597 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) Transportation Administration $1,419 $2,191 $691 $675 Complete Streets Division 1,051 1,500 1,835 1,136 Parking Enforcement 18,591 19,451 19,911 19,902 Traffic Engineering&Operations 1,581 1,871 2,099 2,349 Transit Services 9,356 10,197 12,844 13,535 Transportation Total $31,998 $35,209 $37,380 $37,597 Page 7 of 10

226 TRANSPORTATION SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) General Fund $5,644 $5,741 $6,441 $6, Parking Operations Fund General Fund Projects Fund New Years Day Genl Fund Events Building Services Fund Transportation Sales Tax Fund 2,586 3,157 3,228 3, Proposition C Local Transit Fu 5,147 5,699 6,519 6, Old Pasadena Parking Meter Fun 1,618 1,620 1,620 1, Civic Center Parking Meter Fun Air Quality Improvement Fund South Lake Parking Operating F West Gateway Parking Meter Fd Playhouse Parking Fund So. Lake Parking Meter Zone Fd Measure R Transportation Fnd 1,624 1,261 1,261 1, Measure M Local Return Fund 0 0 1,757 1, Project Management Fund Traffic Reduction Trans Improv 700 1, Off-Street Parking Facilities 13,049 13,811 14,135 13, General Debt Service Fund Transportation Total $31,998 $35,209 $37,380 $37,597 SUMMARY OF FTEs BY DIVISION Division Transportation Administration Complete Streets Division Parking Enforcement Traffic Engineering&Operations Transit Services Transportation Total Page 8 of 10

227 TRANSPORTATION PERFORMANCE MEASURES Target Target Objective/Goal PM Description COUNCIL GOAL IMPROVE MOBILITY AND ACCESSIBILITY THROUGHOUT THE CITY. Objective A To provide productive transit service to Pasadena residents and visitors. 1 System-wide average passengers per hour on the N/A City's fixed-route buses. (1) 2 Passengers per revenue hour on Dial-A-Ride. (2) N/A 3 System-wide average passengers per hour on the City's fixed-route "local line" buses (Rts 20, 31/32, 40). [3] 4 System-wide average passengers per hour on the City's fixed "feeder" routes (Rts 10, 51/52, 60). [3] NEW NEW 26.0 NEW NEW Passengers per revenue hour on Dial-A-Ride psgr vehicles. [4] 6 Passengers per revenue hour on Dial-A-Ride 4 NEW NEW 2.3 psgr minivan. [4] Notes: [1]. In FY19 the fixed-route figure will be separated by type of route: feeder versus local. As it is currently, the system-wide average does not accurately reflect the passenger loads. [2]. In FY18 grant funded hours for the addition of two minivans were added to our overall service hours which has brought down the passengers per hour figure. In FY19 the target for the minivans will be separated out in order to provide a more accurate picture of the passenger loads. [3]. Consistent with standard transit industry practice and with the Short Range Transit Plan (SRTP), local lines are analyzed separately than feeder lines. Local lines are mainline arterial routes; feeder lines link low to moderate density residential areas to community destinations. [4]. A different measurement of passengers per revenue hour is being applied to the standard size shuttle vehicles that seat up to 16 and can be scheduled only as needed per our base contract, versus the minivans which seat up to 4 individuals and have to be in service a minimum number of hours per week, per grant funding requirements. Objective B To reduce automobile travel and encourage other modes of transportation throughout the City. 1 Organize and conduct Pasadena Transportation Management Association meetings Objective C To reduce the impacts of developments on citywide traffic circulation. 1 Complete the review of traffic studies within % 100% 100% days after the acceptance and payment of review fees by the applicant. 2 Complete the review of PPRs by due date set by 100% 100% 100% Planning Department. 3 Complete the review of construction plans by due date set by Building & Safety. 100% 100% 100% Objective D To maintain travel time performance along major arterials, to monitor network and to educate stakeholders. 1 Number of intersections traffic signals are synchronized along mobility corridors Page 9 of 10

228 TRANSPORTATION Target Target Objective E Promote public transit for enhanced access to jobs. 1 Route 20 passengers percent (%) increase in ridership, with FY 2013 as the base year. Note: will be the last year using this measure. 2 Route 31 passengers percent (%) increase in ridership, with FY 2015 as the base year. Note: will be the last year using this measure. 22% 22% --- 9% 9% --- Objective F Promote public transit for enhanced access per grant-funded Sunday service.* 1 Systemwide Pasadena Transit average ridership per Sunday service. *Starts in July 2018 (FY19) ,000 Objective G Provide timely responses to citizens' request for traffic control devices. 1 Complete traffic investigations within seven (7) weeks or less 72% 90% 85% Objective H Public transit on-time performance 1 Pasadena Transit (formerly ARTS) on-time 94% 95% 95% performance. 2 Dial-A-Ride on-time performance. 91% 92% 92% Objective I Enhance customer service related to parking information requests and parking citation appeal process. 1 All Citizen Service Center requests will be 91% 95% 90% resolved within 5 business days. 2 All citation appeals to be done online. 65% 75% 80% 3 All citation administrative hearings to be 43 days 90 days 90 days scheduled within 90 calendar days. 4 Initial review of all citation appeals (mailed-in, walked-in, online) will be resolved within twentyone (21) days 78 days 21 days 21 days Objective J Improve safety for bicyclists in Pasadena. 1 Increase the miles of bike facilities on public streets by half (1/2) mile per year. 2 Increase the number of signalized intersections with bicycle detection by 5 per year Page 10 of 10

229 Operating by Line Item (Expense) Department: Transportation Department Cost Category Object Object Description Personnel Regular Pay - PERS 3,351,517 3,323,286 3,323,286 3,391, Overtime Pay 3,665 11,000 11,000 11, PST-Part Time Employees-PARS 39, Auto Allowance 9,300 9,300 9,300 9, Personal Devlpmnt Allowance 20,500 18,248 18,248 18, Workers' Compensation 117,304 95,562 95, , General Liability 40,099 17,432 17,432 30, Miscellaneous Pay Employee Portion-PERS City Portion-PERS 761,971 1,020,198 1,020,198 1,140, Life Insurance 2,445 3,323 3,323 2, Dental Insurance 31,895 38,884 38,884 38, MediCare City Contribution 49,276 60,229 60,229 58, Long Term Disability 3,724 10,384 10,384 4, Medical 560, , , , Benefits 732, , , , Vision Care Accrued Payroll Expense 11, Benefits Admin. 68, CellPhone/SmartPhone Stipend 6,000 4,801 4,801 5, EE Parking Permits ER Paid 11,160 9,360 9,360 15, Contra Pension Expense-GASB68 (103,327) ActuarialPensionExpense-GASB68 64, Personnel Total 5,784,328 6,089,191 6,089,191 6,435,909 Services & Supplies Materials And Supplies 76,007 86,464 86,464 97, Uniforms 10,994 10,600 10,600 10, Lease Payments 98, , , , Rent Expense 316, , , , Equipment Lease Payments Computer Related Supplies 34,865 17,000 17,000 23, Equip Purchases Under $10k 54,109 96,662 96,662 96, Outside Printing & Duplicating 10,740 16,300 16,300 16, Legal and Other Advertising 1,273 1,000 1,000 1, Photo Copy Machine Maint Other Contract Services 13,821,676 16,387,716 18,055,898 16,527, Consultant Services Support To Advisory Committees 0 1,000 1,000 1, Dues And Memberships 34,893 65,950 65,950 72, Special Civic Events 135 3,000 3,000 3, Conf & Mtgs- Comm & Committes Conf & Mtgs-City Departments 21,979 46,585 46,585 44, Mileage Education Training Costs ,900 23,900 23, Reference Matls Subscriptions Library Books Water 30,280 54,128 54,128 41, Telephone 21,608 38,000 38,000 42, Refuse Collection 21,136 20,000 20,000 22, Electric 654, , , , Postage 60,313 16,500 16,500 61, Taxes Payroll and Other 148, , , , Fiscal Agent/Bank Fees & Chgs 955, , ,700 1,042,195 1 OF 3

230 Operating by Line Item (Expense) Department: Transportation Department Cost Category Object Object Description Services & Supplies Cash Over and Short (80) Insurance 372, , , , Program Expenditures 556, , , , Program Expenditure Recovery (4,722) Prepayment Of Costs Permits and Fees Vehicle Rental Amortization of Land Lease Parking Management 1,129,594 1,251,000 1,251,000 1,220, Security 527, , , , Repairs and Maintenance 200, , , , Trash Compactor 10,450 12,000 12,000 12, Public Relations 18,018 21,000 21,000 20,000 Services & Supplies Total 19,184,520 22,209,076 23,877,258 22,609,811 Capital Outlay Improvements Other Than Bldgs Automotive Equipment 28, , Contra Capital Capital Outlay Total 28, ,108 0 Internal Srvc Chrg IS-Structural Maintenance 23,690 23,690 23,690 24, IS-Tenant Improvements 78,063 43,810 43,810 53, IS-Lockshop IS-Utilities & Insurance-Hsekp 12,955 12,955 12,955 11, IS-Houskeeping Services 10,092 10,092 10,092 10, IS-Floors And Windows IS-Printing 60, , , , IS-Mail - Basic Services IS-DoIt Telephone Basic 28,143 31,460 31,460 35, IS-DoIt Application Direct 0 140, , , IS-DoIt Service Center Basic 62,876 60,839 60,839 69, IS-DoIt Radio Basic 33,078 30,139 30,139 32, IS-Fleet Maint-Equip Maintenan 54,068 66,601 66,601 56, IS-Fleet Maint-Equip Replaceme 63,585 27,285 27,285 58, IS-Fleet Maint-Fuel 126, , , , IS-DoIt NetworkSupportBasic 41,079 48,268 48,268 51, IS-Building Preventive Mainten 4,413 4,413 4,413 4, IS-DoIt Telephone Usage 52,424 60,697 60,697 51, IS-DoIt Entrprs ComputingBasic 63, , , , IS-Mail Direct Request 6, IS-DoIt Applications Basic 40,593 40,338 40,338 52, IS-DoIt Program Mgmt Basic 85,947 79,670 79,670 79, IS-DoIt GIS Basic 74,678 66,913 66,913 69, IS-Security Srvcs at CityHall 3,489 3,489 3,489 4, IS-DoIt Desktop Rplcmnt Prog 9,526 9,147 9,147 27, IS-Compressed Natural Gas 393, , , , CAP Allocation Expense 458, , , ,995 Internal Srvc Chrg Total 1,787,694 2,122,648 2,122,648 2,330,313 Operat Transfer Out Transfers To General Fund 135, , , , Trans To Benefits & Insurnce F Trans To Prop C Local Transit 1,473,415 1,500,000 1,756,776 3,177, Transfers To Debt Service Fund 674, , , , Transfers to Civic Ctr Prk Mtr 9,864 9,864 9,864 4, Transfr to S Lake Parking Fund Operat Transfer Out Total 2,292,591 2,319,314 2,576,090 3,955,350 2 OF 3

231 Operating by Line Item (Expense) Department: Transportation Department Cost Category Object Object Description Operating Expense Depreciation 1,790,219 1,772,035 1,772,035 1,774,049 Operating Expense Total 1,790,219 1,772,035 1,772,035 1,774,049 Debt Service Principal 92, Interest 928, , , , Amortization of Bond Expenses 109, , ,449 0 Debt Service Total 1,130, , , ,891 Non-Op Expense Bad Debt Expense Non-Op Expense Total Grand Total 31,997,898 35,208,988 37,379,974 37,597,323 3 OF 3

232 Operating Summary by Division (Expense) Department: Transportation Department Cost Category Division Name Personnel Complete Streets Division 844, , , ,258 Parking Enforcement 2,400,945 2,550,716 2,550,716 2,733,787 Traffic Engineering&Operations 948,542 1,226,055 1,226,055 1,574,311 Transit Services 1,033,957 1,085,263 1,085,263 1,168,316 Transportation Administration 556, , , ,237 Personnel Total 5,784,328 6,089,191 6,089,191 6,435,909 Services & Supplies Complete Streets Division 159, , , ,024 Parking Enforcement 11,903,129 13,055,444 13,269,044 13,495,184 Traffic Engineering&Operations 413, , , ,531 Transit Services 6,597,709 7,909,490 8,800,046 7,865,591 Transportation Administration 110, , , ,481 Services & Supplies Total 19,184,520 22,209,076 23,877,258 22,609,811 Capital Outlay Total 28, ,108 0 Internal Srvc Chrg Complete Streets Division 46,991 55,035 55,035 64,667 Parking Enforcement 767, , , ,433 Traffic Engineering&Operations 218, , , ,495 Transit Services 702, , ,341 1,074,080 Transportation Administration 51,897 64,184 64,184 69,638 Internal Srvc Chrg Total 1,787,694 2,122,648 2,122,648 2,330,313 Operat Transfer Out Complete Streets Division Parking Enforcement 570, , , ,668 Traffic Engineering&Operations Transit Services 1,022, ,712 2,005,488 3,426,682 Transportation Administration 700,000 1,500, Operat Transfer Out Total 2,292,591 2,319,314 2,576,090 3,955,350 Operating Expense Parking Enforcement 1,790,219 1,772,035 1,772,035 1,774,049 Operating Expense Total 1,790,219 1,772,035 1,772,035 1,774,049 Debt Service Parking Enforcement 1,130, , , ,891 Debt Service Total 1,130, , , ,891 Non-Op Expense Complete Streets Division Non-Op Expense Total Grand Total 31,997,898 35,208,988 37,379,974 37,597,323 1 OF 1

233 WATER AND POWER Page 1 of 15

234 WATER AND POWER MISSION STATEMENT Pasadena Water and Power ( PWP ) is committed to providing safe and reliable water and power with superior customer service at reasonable rates. PROGRAM DESCRIPTION PWP is a community-owned utility that supplies water and electricity to residents and businesses in Pasadena and outlying areas. PWP s priorities include the following: Provide citizens with the highest quality water and electric services at competitive rates; Promote energy efficiency and water conservation through extensive public outreach, education, and rebate programs; and Support the City s environmental goals to secure sustainable resources and reduce the environmental impacts of water and power procurement. DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Ensure Public Safety: Safe and reliable water and power supply is essential to public safety. PWP continues its commitment to delivering high quality water by monitoring, sampling, and testing in accordance with all applicable laws and regulations. Through the ongoing implementation of the Water Distribution System Master Plan, the water infrastructure is continually maintained and improved to ensure water quality and adequate fire flow. Similarly, implementation of the Electric Distribution System Master Plan outlines ongoing investment in upgrades and improvements that ensure the safety and reliability of the underground and overhead electrical infrastructure. PWP also complies with the reliability standards of the North American Electric Reliability Corporation ( NERC ), and has maintained the Reliable Public Power Provider ( RP3 ) Diamond designation from the American Public Power Association ( APPA ) for providing the highest degree of reliable, safe, electric services. An electric distribution system inspection program that is consistent with California Public Utilities Commission Order 165 has been implemented. This program further ensures safety for employees and the public, and enhances the reliability and useful life of the power distribution system. PWP also continues to focus on improving emergency response capabilities and customer communication throughout the utility. Improve, Maintain, and Enhance Public Facilities and Infrastructure: PWP builds, maintains, and operates necessary infrastructure to produce, secure, and reliably deliver water and power to residents and businesses in Pasadena, and to neighboring communities in its service territory. The City Council-adopted Master Plans and Integrated Resource Plans ( IRP ) guide, respectively, investment in water and power distribution systems, and resource development and procurement. PWP continues to make efficient use of Pasadena s natural resources while enhancing and improving the environment. Maintain Fiscal Responsibility and Stability: PWP is committed to improving efficiencies and facilitating appropriate management decisions related to costs. Decision support systems are continually being evaluated and improved to ensure that necessary information is always available, while long- term historical trends and future-oriented financial plans are employed to support any necessary strategic changes. Page 2 of 15

235 WATER AND POWER Increase Conservation and Sustainability: PWP s activities directly impact 6 of the 21 Urban Environmental Accords action items including energy efficiency, renewable resources, greenhouse gas ( GHG ) emissions, water conservation, tree canopy, and clean vehicles. Support and Promote the Quality of Life and the Local Economy: Reliable and competitively-priced water and electric services provide a core foundation that supports Pasadena s quality of life and local economy. PWP s focus on customer service and the strategic marketing of programs and services further supports these goals. FISCAL YEAR 2018 ACCOMPLISHMENTS Pasadena Water and Power accomplished the following during : POWER DIVISION Resources: energy storage targets in response to AB 2514, which requires utilities to develop and adopt targets every three years. After detailed analysis, PWP determined that energy storage is neither costeffective nor needed at this time and therefore set the target at 0 MW; Completed the RFP process and awarded a services contract for the development of the 2018 IRP. The new plan will be SB 350- compliant and developed with robust community outreach over the next 8-10 months. Completion is expected by the end of calendar year (CY) 2018; a revised Renewable Portfolio Standard ( RPS ) Procurement Plan and Enforcement Program to reflect the SB 350 requirement of 50.0 percent RPS by 2030 and other updates; To comply with SB 350 requirements, awarded a long-term contract for renewable resources comprised of portfolio categories 1 and 2 resources; Entered into a one-year Transmission Services Agreement ( TSA ) with the Los Angeles Department of Water and Power ( LADWP ) to import power from the Hoover Dam; In collaboration with other city departments, implemented an Electric Vehicle ( EV ) task force to encourage the conversion of the City fleet from gas to electric vehicles. Also developing a robust program to accelerate EV adoption and charging infrastructure in Pasadena; Registered in the Low Carbon Fuel Standard ( LCFS ) program established by the California Air Resources Board ( CARB ). The program uses a market-based cap-and-trade approach to lowering transportationrelated GHG emissions through use of electricity and renewable fuels; Achieved an RPS of over 32.5 percent in CY 2017; Reduced GHG emissions by approximately 40.0 percent compared to1990 levels; Prepared and submitted the GHG emissions report to the California Air Resources Board ( CARB ) for 2016 emissions; Obtained City Council approval to amend the 2015 IRP to include the repair of Gas Turbine ( GT ) 2. A construction permit application has been submitted to CARB; and Designed and installed a system incorporating Liqui-Cel technology in GT-5 which removes oxygen from the boiler feed water and greatly reduces the potential for corrosion. Infrastructure: Provided new or upgraded electric service to approximately 750 residential and 50 commercial customers, and installed approximately 24 new private property vaults; Completed the Hill Avenue Utility Underground District project; Completed private property conversions and overhead infrastructure removal for the Alpine Street Utility Underground District project; Repaired or replaced approximately 20 underground vaults and 30 pull boxes; Page 3 of 15

236 WATER AND POWER Replaced approximately 50 power poles, 9 miles of conductors, 80 distribution transformers, and 33 switches; Completed the Phase II replacement of the sub-transmission line and upgraded its protection system; Completed partial remediation of and LA-St. John sub-transmission lines; Completed replacement five 17 kv substation circuit breakers; Completed battery system replacement for 10 substations; Upgraded approximately seven Distribution Automation ( DA ) devices; Installed three new underground Resettable Underground Interrupters ( RFI ); seven Smart Fault Indicator Systems; an Overhead Re-closer; and an Advanced Automatic Transfer Switch; Installed new Satec Power Quality meters at the PWP RSC/RSD Receiving Station for the LA South and LA North 34.5 kv sub-transmission lines; Installed a new 5-way solid-dielectric switch for the La Loma Bridge; Completed the installation of the West and Northeast Fiber Optic Network Overbuild; Extended the Fiber Optic Network to the T.M. Goodrich City radio tower; Upgraded and maintained the Power Geographic Information System ( GIS ); Installed approximately five capacitor banks on the distribution system; Upgraded circuit breaker control system for two capacitor banks and one 34 kv sub-transmission line (34-12); Completed the arc flash protection system and power quality meter upgrade for Villa Substation Unit 2; Began construction for the oil containment system at the Del Mar substation; Completed construction of the seismic anchoring system at the Santa Anita substations and begin design of anchoring systems for Chester and Villa substations, and T.M. Goodrich receiving station; Completed a physical security assessment for electric distribution system facilities; Completed Phase I of the construction of a backup Dispatch Center; Began the development of a new Master Plan; Updated the City s Regulation 21 Electric Service Requirement; Completed partial 4 kv circuit conversion on the G-6, S-3, H-2, and H-3 circuits; Extended a 17 kv circuit into the Hastings Ranch area; Competed civil construction for expansion of the electric distribution system in Paloma Street, San Rafael Avenue, and Nithsdale Road; Completed construction of the security wall at the T.M. Goodrich substation; Established a System Planning Engineering Section in the organizational structure; Received the Tree Line USA Award for power line clearance practices for the 16th consecutive year; and Maintained APPA s prestigious Reliable Public Power Provider ( RP3 ) Diamond designation for providing the highest degree of reliable and safe electric service. WATER DIVISION Resources and Water Quality: Began operation of the Sunset Disinfection Facility which will enable processing that will better match the blend of imported water from the Metropolitan Water District of Southern California ( MWD ); Completed construction of a temporary bridge and began environmental studies for the Arroyo Seco Canyon Project which proposes to increase the spreading of water runoff and improve the habitat in the Arroyo Seco; Finalized a funding agreement for $1.9 million with the U.S. Bureau of Reclamation for the Non-potable Water Project. The initial $450,000 has been received and is funding pre-construction costs such as design, environmental evaluations, and permitting; In compliance with AB 746, PWP lead-tested 35 Pasadena Unified School District and private schools, and 4 preschools; Page 4 of 15

237 WATER AND POWER Completed the U.S. Environmental Protection Agency s ( EPA ) mandated triennial residential lead and copper water quality testing; and Issued an RFP to select a consultant to conduct a comprehensive evaluation and update of the Water System and Resources Plan. The current legacy plans will ultimately be updated into a single comprehensive long-term water resource and operations plan that will be developed in collaboration with public stakeholders. Estimated City Council adoption in 2020; Infrastructure: Continued the implementation of the Water Distribution System Master Plan and recommendations in the Water IRP; Maintained PWP s Geographic Information System ( GIS ) to improve management of water infrastructure assets; Completed the preliminary design for needed improvements at Sunset Reservoir No. 1; Replaced 2,650 water meters to improve billing accuracy and reduce the labor costs associated with repeat readings; Designed the Arroyo Booster Station upgrades in preparation for construction with anticipated completion in 2019; Completed the design for Woodbury well electrical upgrades. Also began a preliminary design assessment of Garfield well; Began design of the new Explorer well, which will enhance groundwater cleanup at the Monk Hill subbasin. Estimated to begin construction in FY 2020; Adequate pipeline pressure and services were provided to complete approximately sixty customer-driven development projects; Replaced approximately two miles of aging water mains as part of the ongoing Water Main Replacement Program; and Replaced fifty service connections and ten water meter boxes and vaults, and repaired/ replaced steel plates as part of the continued Water Meter Vault Replacement Program. CONSERVATION, DISTRIBUTED RESOURCES, AND CUSTOMER PROGRAMS Power: Continued to promote new income-qualified service offerings including free energy and water retrofits; turf removal services; and refrigerator replacements; Continued to provide solar rebates through the Pasadena Solar Initiative, reaching 8.8 MW of installed solar as of June After helping transform the market, Pasadena rebate program concluded on December 31, 2017; Continued to provide energy efficiency incentives and direct installation services to a broad cross section of residential and commercial customers; and Continued to exceed goals for cumulative energy-savings. Projected results include: o Over 13.5 GWh of cost-effective first-year energy savings; and o 1.5 MW of additional solar installations. Water: In partnership with the Housing Division s Maintenance Assistance for Homeowners ( MASH ), expanded the Landscape Direct Install Program which provides low-income residential customers with the removal of existing turf and the free direct installation of a water-efficient landscaping and efficient irrigation; Expanded the Laundry-to-Landscape ( L2L ) Greywater Program to provide the direct installation of L2L systems for low-income customers. These systems save participating homeowners water and money by providing the option of irrigating landscape with reused clothes washer water; Page 5 of 15

238 WATER AND POWER Through a $1.2 million grant received from the California Department of Water Resources, expanded the Water and Energy Direct Install Program (WeDIP) which features the direct installation of energy and water efficiency retrofits for small commercial businesses located in Pasadena s Disadvantaged Community Area ( DAC ); Completed the Fire Station Demonstration Gardens at five Pasadena Fire Stations. Garden features include water efficient landscapes, drought tolerant and native plants, drip irrigation, rain water harvesting, and mulch; Continued to aggressively promote water conservation and provide generous incentives for the installation of water efficiency devices; and Continued the Level One Water Shortage, which limits watering to 1 day in the winter season (Nov-March), and 3 days in the summer season (April-Oct). MANAGEMENT AND ADMINISTRATION Legislative and Regulatory: Tracked and monitored nearly 250 state legislative bills and over 40 regulatory proceedings related to California GHG emission reductions, renewable energy requirements, energy efficiency, electric vehicles, net energy metering, regionalization of California s electric grid, natural gas pipeline safety, water quality, drought response, and water tax/public goods charge; Closely monitored legislation related to natural gas pipeline safety, drought, and water conservation issues; Tracked and monitored two federal legislative bills and policy issues related to water supply infrastructure, drought relief, and municipal finance; as well as various environmental and energy regulations advanced at both the Environmental Protection Agency ( EPA ) and the Federal Energy Regulatory Commission ( FERC ); Submitted comments on AB 1110 (Ting) regarding the Power Content Label ( PCL ) appearance; specifically, recommended changes to the proposed addition of GHG intensity values; Maintained compliance with over 450 evolving NERC standards with requirements through monitoring, self-certification, and improved policies and procedures; Completed the registration of a Transmission Planner function with the Western Electricity Coordinating Council ( WECC ) in compliance with NERC and WECC reliability standards; Completed an internal compliance audit of NERC and WECC reliability standards; and Provided comments on two NERC and FERC-proposed initiatives, standards, and definitions. Finance, Administration, and Customer Service: Completed operating and capital budgets that ensure constant utility reliability and excellent customer service; Developed, recommended, and evaluated an overall financial strategy to support PWP s business strategies and maximize the value of the utility; Completed an independent assessment of PWP s Energy Portfolio Risk Management program. Findings were presented to the Municipal Services Committee and City Council March 2018; Filed the 2018 update to PWP s Transmission Revenue Balancing Adjustment account with FERC; In collaboration with the Southern California Public Power Authority ( SCPPA ), issued an RFP for energy scheduling and trading, settlements, credit and risk management, and related services; Ensured compliance with the Energy and Credit Risk Management policy including the requirement that the utility s financial exposure is limited to the amount of its reserves; Ensured that the utility complied with mandated wholesale energy market requirements and maintained participation in the market; Completed and published PWP s Annual Report; Processed over 400 annual purchase orders valued at about $10 million; Page 6 of 15

239 WATER AND POWER Continued to actively participate on the Enterprise Resource Planning ( ERP ) Operations and Innovation Team to assess performance of the new ERP system and develop future goals and priorities; Answered more than 94,000 customer calls; Produced and mailed over 521,800 bills and almost 92,000 final notices; Processed 198,200 Interactive Voice Response ( IVR )/ Interactive Web Response ( IWR ) credit card transactions, a 6.0 percent increase over the prior year; Conducted 764,000 electric and water meter reads with 99.0 percent accuracy; Processed over 11,000 online requests to start, stop, and disconnect service an increase of almost 38.0 percent over prior year; Completed over 27,100 field service orders to start, stop, disconnect, or reconnect utility services; Maintained bad debt expense below 0.5 percent; On schedule to conduct full scale testing of the upgraded RouteSmart meter reading software after completion of the Water Encoder Receiver Transmitter ( ERT ) replacement project in late /early FY 2019; Continued to upgrade medium commercial meters for conversion to the MV-90 data system to enhance load data analysis. This project will continue throughout ; and Awarded a contract and began conducting a needs assessment to replace the existing Customer Information System. Buildings and Technology: Continued to assess and reorganize the layout of PWP s materials warehouse to improve accuracy and efficiency of storage and the retrieval of inventory; Began conducting a primary data center infrastructure hardware lifecycle refresh and building a secondary center, with estimated completion in early. The hyper-converged infrastructure at two locations will provide business continuity and minimize downtime; FISCAL YEAR 2019 RECOMMENDED BUDGET Operating and Capital : PWP is experiencing significant budgetary challenges due to continuous changes in the electric and water industries. The impacts of distributed energy generation and battery storage for electricity are placing pressure on revenues due to reduced retail sales and require that PWP s electric rates remain competitive with new alternative resources. Local water supplies are constrained by California s drought conditions and water quality requirements. Increasing regulation and legislative actions create upward pressure on costs to produce and deliver affordable and reliable energy and water. PWP will continuously review its fiscal strategy, priorities and opportunities to increase revenues and reduce expenses in order to maintain a balanced budget to deliver reliable water and power and continue the support of vital city services. Power Fund: The Power Fund budget is based on a projected retail revenue increase of about $0.3 million, which is mainly due to a projected increase in sales in summer months for. This increase is offset by an anticipated decrease of 0.1 percent in retail sales. Net Income is expected to be impacted by current regulations and initiatives, higher General Fund transfers, purchased power costs, Internal Service Charges, and depreciation expenses. Water Fund: The Water Fund budget is based on a projected retail revenue increase of about $3.5 million, which is mainly due to an anticipated increase of 3.1 percent in retail sales. Net Income is expected to be impacted by higher purchased water cost, internal service charges, and depreciation expenses. Page 7 of 15

240 WATER AND POWER Personnel The is comprised of a total of Full Time Equivalents ( FTEs ), which is 7.0 FTEs more than. A total of 9.0 new FTE positions are added in mainly for the implementation of the Customer Information System ( CIS ) replacement project. The increase is partially offset by elimination of 2.0 vacant positions in the Power Operating Fund. YEAR-OVER-YEAR BUDGET CHANGES Power Operating Fund Cap and Trade Retail Revenues increased by about $2.7 million caused by an increase in sale of compliance allowances in the Limited Use Holding Account (Cap & Trade); Operating Transfer In increased by about $1.1 million because of an increase in reimbursement from the Underground Utility Fund for expenditures related to Underground Capital Projects; Investment Earnings decreased by about $1.1 million mainly from the Stranded Investment Reserve and Intermountain Power Project ( IPA ) Notes Receivable; Miscellaneous Revenues increased by about $0.5 million primarily due to reimbursement from Southern California Gas Company for the Home Improvement Program; Personnel costs increased by approximately $1.0 million caused by the increase of 6.2 new FTEs added for the implementation of the CIS replacement project and increase in Public Employees Retirement System ( PERS ) cost. Of the 6.2 FTEs, 4.4 FTEs are allocated to the Operating Fund in sections of Customers Services, Information Technology, and Power Delivery. The remaining 1.8 FTEs are allocated to the Capital Fund in Information Technology and Power Delivery sections. The FTE increases are partially offset by elimination of 2.0 vacant FTEs from Power Delivery and Power Supply sections and defunding 1.0 vacant FTE in Public Benefits section; Services and Supplies increased by about $2.4 million mainly due to cost increases in long-term purchased power based on a higher IPP budget, other contract services, contract maintenance and insurance. These increases are offset by cost decreases in utility rebates, gas and fuel and purchased transmission; Equipment expense decreased by approximately $0.4 million as a result of a reduction of planned purchase of new and/or replacement vehicles and equipment; Internal Service Charges increased by about $0.1 million primarily due to cost increases of IT related services; Debt Service decreased by approximately $0.4 million caused by a decrease in interest expense; Depreciation expense increased by about $1.0 million mainly due to an increase in completion of capital projects in ; Warehouse Stores Issues increased by about $0.6 million because of an anticipated increase in inventory issuances; and The General Fund Transfer increased by about $0.9 million as a result of a projected increase in retail revenues in. Water Operating Fund Non-Operating Revenues decreased by about $1.7 million due to decreases of $1.5 million from Proposition 84 Integrated Regional Water Management grant funding in, $0.2 million from investment bond earnings and $0.2 million in reimbursement of groundwater treatment services from Jet Propulsion Laboratory ( JPL ). The decreases were partially offset by increase of about $0.2 million in miscellaneous grants from the State of California. Personnel costs increased by about $0.5 million as a result of the increase of 2.8 new FTEs added for the implementation of the CIS replacement project and increase in PERS cost. Of the 2.8 new FTEs, 2.1 FTEs are allocated to the Operating Fund in sections of Customer Services and Information Technology. The remaining 0.7 FTE is allocated to the Capital Fund in Information Technology section; Page 8 of 15

241 WATER AND POWER Services and Supplies increased by approximately $1.0 million primarily because of cost increases in purchased water resulting from a projected increase in retail sales and increased rates for water purchased from the Metropolitan Water District, contract maintenance, and materials and supplies. The increases are offset by decreases in outside legal services and insurance; Equipment expense decreased by approximately $0.4 million due to reduction of planned purchase of new and/or replacement vehicles and equipment; Internal Service Charges increased by about $0.1 million mostly because of cost increases of IT related services; Debt Service decreased by approximately $0.3 million caused by decreases in interest expense and amortization of bond expenses; Depreciation expense increased by about $1.7 million as a result of an increase in completion of capital projects in ; and The reimbursement of cost of services provided by General Fund to Water Fund is about the same as last year based on a cost of services study conducted by the City. FUTURE OUTLOOK During, PWP will undertake major reviews and updates of the Integrated Resource Plans and capital Master Plans for both the Water and Power utilities. Given the reality of budgetary constraints, the updated plans will determine how PWP establishes and funds priorities for procuring energy and water and the necessary level of capital investment to meet the priorities. To stabilize revenues, PWP is actively engaged in the development and production of new products and services, including Electric Vehicle charging infrastructure and the electrification of components of transportation and commercial enterprises. Replacement of the Customer Information System will be the initial phase of investment in automation and operational technology solutions to improve efficiencies and service to customers. PWP expects significant ongoing challenges to manage industry changes, higher costs and customer demands. Power System: At the end of CY 2017, PWP met the City s RPS goal of 32.5 percent - exceeding the State requirement of 27.0 percent. Approximately 32.5 percent of PWP s retail sales were met with RPS-eligible renewable energy resources. SB 350, signed into law in 2015, mandates 50.0 percent RPS by 2030, 40.0 percent GHG reduction (compared to 1990 levels) by 2030, and development of an IRP. PWP has initiated the IRP process by hiring a consultant and creating a work plan and development will include robust community outreach and a stakeholder process. The IRP will provide the analysis need to address future resources needs including participation in the Intermountain Power Plant ( IPP ) Renewal Project. It will also address the role of transportation electrification impacts on DACs as well as other mandates. The Power Delivery Capital Improvement Program ( CIP ) includes ongoing work to provide new and upgraded electric services; civil and electrical design and construction; electrical design and construction to extend 17 kv distribution circuits and to upgrade various 4kV distribution circuits to 17 kv; ongoing replacement of substation batteries, circuit breakers, underground cables, power poles, transformers and switches; ongoing replacement, reinforcement and repair of underground infrastructure - including vaults and pull boxes; construction of an oil containment system at the Del Mar substation; seismic upgrades at Santa Anita, Villa, and Chester substations; completion of the Alpine Street Utility Underground District project. Upcoming Power Delivery facilities and technology projects include completion of Phase II of the backup Dispatch Center project; ongoing work to expand the fiber optic network; upgrade of protection/control relays for four sub-transmission lines and ten 17 kv feeders; ongoing work to automate distribution circuits; and Page 9 of 15

242 WATER AND POWER specifications development for a work order/asset management system. Ongoing maintenance will continue for the SCADA, GIS, and OMS systems. The Power Delivery Master Plan ( PDMP ) project, which will begin in, will feature a comprehensive analysis of the electrical distribution system and development of a plan to improve the long-term viability of the system. The updated plan will drive future Power Delivery priorities related to system expansion, emerging technologies, regulatory changes, and operational methods and practices. As always, timely response to customer requests for new or upgraded service will continue to be a priority, as will the development and implementation of training programs for engineering and field personnel. Water System: The Water System Capital Improvement Plan continues to support the goals outlined in the Water System Master Plan, and focuses on the replacement of Pasadena s aging water infrastructure to improve water pressure for fire suppression, water quality, supply reliability, security, and sustainability. Also, through its meter and vault replacement programs, PWP plans to replace 2,550 aging meters and 10 vaults during the year - with the overall program goal of replacing 37,000 city meters over the course of fifteen years. Upgrades to the Arroyo booster station are expected to be completed in while design and environmental documentation for the demolition and replacement of Sunset Reservoir No. 1 will continue through the year. In addition, design and environmental documentation completion is expected for the new Explorer groundwater well located in the Monk Hill sub-basin as well as repairs and electrical upgrades to Garfield well and preliminary design of Woodbury wells updates Nitrate levels in the Monk Hill sub-basin groundwater wells will continue to be monitored and assessment of treatment options will begin. In order to improve emergency water system maintenance preparedness and better support fire protection efforts, PWP plans to acquire a portable standby generator that can provide temporary power to the power plant and key booster pumps or wells during an emergency. Work will continue on two major water resource projects during the year. Design, permitting, and funding efforts will continue for Phase 1 of the Non-potable Water Project which could provide up to 10.0 percent of Pasadena s water supply at full buildout. Also, the Arroyo Seco Canyon Project (revised scope) and the associated Environmental Impact Report ( EIR ) are expected to begin and continue into FY This project will improve the area s habitat through increased spreading of water runoff in the Arroyo Seco. The Non-potable Water and Arroyo Seco projects are both subject to funding challenges. PWP will continue preparing the new Water Systems and Resources Plan ( WSRP ), which combines the 2002 Water Master Plan and the 2011 Integrated Resources Plan into one long-term resource planning and operations document, The WSRP is a comprehensive evaluation of the water system that ensures adequate production and distribution of water in existing and future conditions, and provides integrated resource planning for new water supply resources. The Water Division continues to develop compliance strategies to keep up with the ever-changing state and federal water quality requirements. Future capital improvements to the water supply and delivery infrastructure may result from further changes to those requirements. Page 10 of 15

243 WATER AND POWER Water Conservation: In support of long-term water conservation efforts, Pasadena continues on a Level 1 Water Shortage Plan, which restricts watering to one day in the winter season (November-March) and three days in the summer season (April-October). Southern California has experienced an exceptionally dry winter in, and although state water supplies are currently sufficient due to heavy prior-year rainfall, it is critical to build resilience for future droughts and maintain the conservation successes which Pasadena residents have achieved. PWP will continue to encourage customers to reduce water usage by offering enhanced incentives, public education workshops, public school programs, and online instructional videos. PWP has also secured grant funding to enhance conservation program offerings in and. Public Benefits: PWP will continue to streamline and modernize programs to improve customer experience, aggressively evaluate and market programs to achieve broad participation and maximize results, and increase participation in low-income programs and services. At the current funding level, PWP expects to meet all energy efficiency goals in and beyond. Legislative Programs: In recent years, the California Legislature has proposed hundreds of utility-related bills each legislative session. PWP anticipates an increase in this trend due to a growing focus on environmental protection, water conservation, transportation electrification, and wildfire mitigation. Water, energy, and environmental policy issues are generally very technical in nature and legislators rely heavily on the technical expertise of regulatory agencies to develop policies and procedures for implementation, compliance, and enforcement of these laws. In essence, an increase in utility legislation results in a corresponding increase in regulatory proceedings that also require monitoring and advocacy such as participation in hearings and submission of written comments. PWP continues to prioritize action items based on urgency and relevancy. Financial Programs: PWP will continue to focus on its financial health and stability by implementing appropriate measurements, controls, and procedures while maintaining a contribution to the City s General Fund to support vital public services. PWP will continue to monitor and recommend electric and water rate adjustments to support operating and capital plans in an environment of continual change The economic impacts of new regulations and initiatives associated with GHG, distributed generation, demand reduction, feed-in tariff, smart grid and metering, electric vehicle programs, time-of-use rates assessment, and the development and purchase of renewable resources will continue to impact the Power Fund. Other priorities include replacing the current utility billing system with a more robust and state-of-the-art system that will allow more flexibility in creating and changing rates as regulatory policies change. PWP is currently evaluating options following a needs assessment that was conducted in. Focus will also continue on outreach efforts to encourage customers to enroll in e-bill and other online services, department-wide stabilization of the ERP system, and enhanced building and data security. Page 11 of 15

244 WATER AND POWER SUMMARY TABLES SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY Expenditure Category (In Thousands) Personnel $40,807 $45,243 $45,243 $46,760 Services & Supplies 136, , , ,493 Internal Service Charges 9,744 9,154 9,154 9,333 Operating Expense 32,571 34,426 34,426 37,816 Capital Outlay 1,291 1,318 2,294 1,540 Debt Service 11,011 14,012 14,012 13,301 Operating Transfers Out 19,265 18,880 18,880 19,721 Non-Operating Expense (112) Water and Power Total $250,851 $267,965 $269,265 $277,337 SUMMARY OF APPROPRIATIONS BY DIVISION Division (In Thousands) Power $200,420 $209,340 $210,120 $215,453 Water 50,431 58,625 59,145 61,884 Water and Power Total $250,851 $267,965 $269,265 $277,337 SUMMARY OF APPROPRIATIONS BY FUND Fund (In Thousands) New Years Day Genl Fund Events $6 $24 $24 $ Light and Power Fund 191, , , , Water Fund 49,923 57,613 57,699 60, Public Beneft Fund 7,693 7,922 7,922 7, Power Capital Projects Fund Water Capital Projects Fund 502 1,008 1,443 1,051 Water and Power Total $250,851 $267,965 $269,265 $277,337 SUMMARY OF FTEs BY DIVISION Division Power Water Water and Power Total Page 12 of 15

245 WATER AND POWER PERFORMANCE MEASURES Objective/Goal PM # Description Target Target Council Goal A, B C, D E, F G, H, I Maintain fiscal responsibility and stability Improve, maintain, and enhance public facilities and infrastructure Increase conservation and sustainability Improve mobility and accessibility throughout the City Support and promote the quality of life and the local economy Ensure public safety Objective A Bad debts against billing revenue will be minimal. Maintain Fiscal Responsibility 1 The Power Fund bad debt expense will not exceed.5% of total Power operating revenues. 2 The Water Fund bad debt expense will not exceed.5% of total Water operating revenues % 0.500% 0.500% 0.481% 0.500% 0.500% Note A1-A2 Bad Debt Ration Calculation: total revenue against total bad debt, less bad debt recovery. Calculated monthly. Objective B Promote a safety conscious workforce and safe work place. Maintain Fiscal Responsibility 1 Minimize ergonomic injuries to less than 25% of total Water and Power workplace injuries 2 Perform proactive ergonomic evaluations of workstations for new employees that are not ergonomically arranged- 100% compliance 16% 25% 25% 13% 100% 100% Note B2 Progress continues to be made on providing ergonomic evaluations of new employee's workstations. Staff is establishing a baseline budget and a standard procurement process for annual ergonomic equipment requirements. Objective C The City will continue investment in the water distribution infrastructure to maintain efficient and reliable operations. Improve and maintain 1 3 miles of mains will be upgraded each fiscal year facilities & 2 2,550 water meters will be replaced each fiscal infrastructure year 1,295 2,650 2,550 Notes C1-C2 Metric goals based on Capital Improvement Plan and infrastructure upgrades proposed in Water Master Plan C1 Main replacements delays due to specification changes made to paving requirements during RFP process. Page 13 of 15

246 WATER AND POWER Target Target Objective D The City will continue investment in the electric distribution system to maintain efficient and reliable operations. Improve and maintain facilities & infrastructure 1 5 Circuit breakers will be replaced each fiscal year 2 10 underground vaults will be replaced or repaired each fiscal year 3 2 new or replacement substation switches will be installed each fiscal year 4 3 miles of conductor will be replaced each fiscal year 5 20 underground switches will be replaced each fiscal year 6 40 distribution transformers will be replaced each fiscal year Notes D1-D3 Measures for System Infrastructure Replacement D2, D4 & D6 Forecast reflects emergency repairs, equipment failures, or other projects that were unplanned. D4-D6 Measures for System Reliable Capacity Objective E The City will encourage conservation and efficient use of energy and water. Increase conservation and sustainability 1 Energy consumption will be reduced by 13,500 MWh 2 Provide water efficiency rebates or directinstallation services to at least 1,200 customers 3 Conservation, water reuse, and water efficiency programs will result in 450 acre-feet of annual water savings. 4 Daily per capita water consumption shall not exceed a mid-year target of 185 gallons per capita daily ( GPCD ) or a year-end target of 169 GPCD. 19,467 13,500 13,500 1,640 1,500 1, Notes E1 Lower than expected energy savings due to discontinuation of Energy Efficiency Partnering ( EEP ) programs and promotions for commercial customers in E2-E3 Based on goals set forth by Environmental Urban Accords SB X 7-7 (20 X 2020) and California Best Management Practices ("BMP") E4 10-year average baseline from is 211 gallons per capita daily. Objective F The City-owned power utility will meet the Renewable Portfolio Standard ("RPS") goals identified in the Integrated Resource Plan. Increase conservation and sustainability 1 Achieve RPS of 35% by the end of calendar year 2018 and 40% by the end of calendar year % 32.5% 35.0% Page 14 of 15

247 WATER AND POWER Target Target Notes F1 Based on 2012 City Council approved Integrated Resource Plan to reach 40% RPS by F1 Senate Bill 107 required 20% RPS by 2010; SBX1-2 requires 33% RPS by 2020, with 25% RPS compliance by F1 Senate Bill 350, enacted in October 2015, requires 50% RPS by Objective G Maintain minimal interruptions to electric power delivery. Promote quality of life & local economy 1 System Average Interruption Duration Index ( SAIDI ) will be less than 120 minutes 2 System Average Interruption Frequency Index ( SAIFI ) will be less than 1 interruption per year <120 < <1 <1 Notes G1-G2 SAIDI and SAIFI are industry standards for measurement of system reliability. G1-G2 G1-G2 Based on Public Power Utilities average, using IEEE standard, as reported to the Energy Information Administration ( EIA ) Actual reported is measurement in normal operating conditions, excluding Major Event Days ( MED ) Objective H Maintain minimal local power plant outages. Promote quality of life & local economy 1 Maintain 97% generation availability of local power plant. N/A 97% 97% Notes H1 3 year historical average of local power plant generation availability is 95% (GT-2 excluded) H1 Forecast reflects period of transmission outages 11/13/ /1/2017 and 2/7/2018 2/21/2018 on all local generation units. Objective I Residential and commercial electric and water customers will receive excellent service. Promote quality 1 Meter readings will be 99% accurate. 99.0% 99.0% 99.0% of life & local 2 The average Call Center telephone response N/A economy time will be 30 seconds of less, after the call leaves IVR. Notes I2 Increased average response times due to staffing vacancies. Page 15 of 15

248 Operating by Line Item (Expense) Department: Power Cost Category Object 1 Object Description Personnel Regular Pay - PERS 16,509,387 15,542,599 15,542,599 16,134, Non Benefit Employees 123, Overtime Pay 1,727,916 1,647,032 1,647,032 1,604, Overtime Subject To PERS 157, , , , PST-Part Time Employees-PARS 111,696 81,120 81,120 28, Management Benefit 1, Auto Allowance 53,229 30,642 30,642 35, Personal Devlpmnt Allowance 71,250 32,858 32,858 45, Workers' Compensation 1,520,542 1,217,020 1,217,020 1,302, General Liability 384, , , , Miscellaneous Pay 588, , , , Employee Portion-PERS City Portion-PERS 3,774,740 4,771,772 4,771,772 5,400, Life Insurance 8,870 15,607 15,607 10, Dental Insurance 144, , , , MediCare City Contribution 266, , , , Long Term Disability 13,175 48,773 48,773 16, Medical 2,522,491 2,863,341 2,863,341 2,733, Benefits 3,600,590 3,885,650 3,885,650 4,033, Vision Care 1, Accrued Payroll Expense (60,786) Benefits Admin. 337, CellPhone/SmartPhone Stipend 52,430 24,447 24,447 32, EE Parking Permits ER Paid 3,330 7,740 7,740 10, Contra Pension Expense-GASB68 (3,751,236) ActuarialPensionExpense-GASB68 2,621, Personnel Total 30,784,187 32,097,450 32,097,450 33,086,788 Services & Supplies Materials And Supplies 970,314 1,004,000 1,004,000 1,065, Uniforms 64, , , , Rent Expense 887, , ,777 1,071, Computer Related Supplies 13,536 23,103 23,103 30, Equip Purchases Under $10k 80, , , , Outside Printing & Duplicating 27,474 63,634 63,634 28, Legal and Other Advertising 85 1,550 1,550 2, Photo Copy Machine Maint 28,310 29,250 29,250 28, Other Contract Services 3,039,089 3,767,634 4,006,080 4,587, Consultant Services 393, , , , Contract Maintenance 1,619,745 1,782,276 1,782,276 2,089, Outside Legal Services 399, , , , Computer (PC) Maint/Repair 0 7,175 7,175 7, Moving Expenses , Dues And Memberships 120, , , , Special Civic Events 66, , , , Conf & Mtgs-City Departments 76, , , , Mileage 504 4,883 4,883 4, Training Costs 253, , , , Video Productions 8,500 20,000 20,000 10, Reference Matls Subscriptions 9,549 22,776 22,776 23, Gas/Fuel Water 256, , , , Telephone 13,352 58,358 58,358 33, Refuse Collection 31,318 35,800 35,800 36, Electric 7,562 4,000 4,000 7,500 1 OF 3

249 Operating by Line Item (Expense) Department: Power Cost Category Object 1 Object Description Services & Supplies Postage 169, , , , Taxes Payroll and Other 13,513 20,000 20,000 18, Fiscal Agent/Bank Fees & Chgs 812, , , , Cash Over and Short Insurance 1,282,039 1,312,500 1,312,500 1,747, Gas UUT - Wholesale 115, , ,580 99, Gas UUT - Retail 102, , , , Material Overhead (1,422,217) (1,100,000) (1,100,000) (1,200,000) Utility Rebates 4,515,756 2,690,000 2,690,000 2,255, Program Expenditures 771, , , , Prepayment Of Costs 258, Discounts Lost (6) Permits and Fees 77, , , , Purchased Power-Long Term 36,410,393 32,972,668 32,972,668 35,341, Overtime Meals 2,972 6,315 6,315 6, Direct Installation Rebates 1,096,298 3,085,000 3,085,000 3,089, Utility Assistance Rebate 596, , , , Litigation Vehicle Rental 16,266 62,875 62, , Purchased Power Short Term 8,274,955 5,655,401 5,655,401 5,839, Purchased Power-Transmission 12,726,636 13,525,139 13,525,139 12,907, Purch. Power-Ancillary Service 325, , , , Outside Services-Intrafund 0 5,000 5,000 6, Gas/Fuel 5,031,126 6,194,569 6,194,569 5,909, Advertising 138, , , , Cap&Trade Expense-Wholesale 534, , , , LT Renew Portafolio Stndr Prem 4,312,911 4,997,173 4,997,173 4,978, ST Renew Portafolio Stndr Prem 488, , , , Software , Purchase of Excess Solar Enrgy 152, Cap&Trade Expense-Retail 88, , , , Fuel Burned for Wholesale 1,035,299 1,722,328 1,722,328 1,288, Cell Phone Reimbursement 0 1,125 1,125 1, LT Renewable Enrgy Non-Premium 11,541,119 13,990,630 13,990,630 13,888, ISO GMC Energy Expense 228, , , , ISO Energy Services 381, , , , ISO GMC Transmission Exp. 665, , , , ISO System TAC 11,984,496 12,767,512 12,767,512 13,274,489 Services & Supplies Total 111,100, ,107, ,346, ,716,173 Capital Outlay Equipment 16,359 9,750 42, Automotive Equipment 772, , , ,750 Capital Outlay Total 788, , , ,750 Internal Srvc Chrg IS-Structural Maintenance 317, , , , IS-Tenant Improvements 81, , , , IS-Lockshop 202 4,825 4,825 2, IS-Utilities & Insurance-Hsekp 173, , , , IS-Houskeeping Services 74,202 82,840 82,840 75, IS-Printing 43,530 75,167 75,167 72, IS-DoIt Telephone Basic 156, , , , IS-DoIt Service Center Basic 121, , , , IS-DoIt Radio Basic 261, , , , IS-Auto Body Repair 899 7,746 7,746 8, IS-Fleet Maint-Equip Maintenan 494, , , ,668 2 OF 3

250 Operating by Line Item (Expense) Department: Power Cost Category Object 1 Object Description Internal Srvc Chrg IS-Fleet Maint-Fuel 166, , , , IS-DoIt NetworkSupportBasic 194, , , , IS-Building Preventive Mainten 59,078 59,016 59,016 59, IS-DoIt Radio Direct IS-DoIt Telephone Usage 29,202 43,795 43,795 28, IS-DoIt Entrprs ComputingBasic 285, , , , IS-Mail Direct Request 21,779 24,115 24,115 24, IS-DoIt Applications Basic 214, , , , IS-DoIt Program Mgmt Basic 63,988 47,608 47,608 53, IS-DoIt GIS Basic 233, , , , IS-Security Srvcs at CityHall IS-DoIt ProjGrantServices 45, IS-DoIt Desktop Rplcmnt Prog 57,824 47,069 47,069 44, IS-Compressed Natural Gas , CAP Allocation Expense 3,572,606 2,794,091 2,794,091 2,880,602 Internal Srvc Chrg Total 6,672,525 5,743,438 5,743,438 5,839,196 Operat Transfer Out Transfers To General Fund 17,371,327 16,956,120 16,956,120 17,826,743 Operat Transfer Out Total 17,371,327 16,956,120 16,956,120 17,826,743 Operating Expense Depreciation 24,638,165 27,429,836 27,429,836 28,423, Warehouse Store Issues 996, , , , Equipment Usage 365, , , ,848 Operating Expense Total 26,000,324 28,125,275 28,125,275 29,791,963 Debt Service Interest 7,420,921 11,170,680 11,170,680 10,691, Amortization of Bond Expenses (485,157) (1,154,719) (1,154,719) (1,101,247) Amort Prem/Disc IPA Notes Rec 674, , , ,122 Debt Service Total 7,609,886 10,690,083 10,690,083 10,264,330 Non-Op Expense Bad Debt Expense 468, , , , Equipment Clearing (484,491) (500,000) (500,000) (500,000) Loss on Early Retirmnt of Debt 108, , , , Inventory Obsolescence ,000 Non-Op Expense Total 92, , , ,464 Grand Total 200,419, ,338, ,118, ,452,406 3 OF 3

251 Operating by Line Item (Expense) Department: Water Cost Category Object 1 Object Description Personnel Regular Pay - PERS 5,235,973 6,254,296 6,254,296 6,690, Non Benefit Employees 32, Overtime Pay 555, , , , Overtime Subject To PERS 1, PST-Part Time Employees-PARS 99,283 43,680 43,680 15, Management Benefit 4, Auto Allowance 4,146 18,368 18,368 6, Personal Devlpmnt Allowance 20,500 27,123 27,123 23, Workers' Compensation 489, , , , General Liability 123, , ,077 77, Vacation Pay Miscellaneous Pay 114, , , , City Portion-PERS 1,215,581 1,920,147 1,920,147 2,250, Life Insurance 3,443 6,289 6,289 5, Dental Insurance 55,266 81,138 81,138 80, MediCare City Contribution 79, , , , Long Term Disability 9,211 19,654 19,654 14, Medical 984,055 1,414,396 1,414,396 1,363, Benefits 1,144,584 1,563,574 1,563,574 1,672, Vision Care 1, Accrued Payroll Expense 33, Benefits Admin. 107, CellPhone/SmartPhone Stipend 10,670 17,301 17,301 11, EE Parking Permits ER Paid , Contra Pension Expense-GASB68 (1,215,581) ActuarialPensionExpense-GASB68 913, Personnel Total 10,022,711 13,143,673 13,143,673 13,672,421 Services & Supplies Materials And Supplies 521, , , , Uniforms 9,835 24,987 24,987 24, Rent Expense 428, , , , Computer Related Supplies 9,259 26,967 26,967 23, Equip Purchases Under $10k 25, , , , Outside Printing & Duplicating 21,760 60,841 60,841 35, Legal and Other Advertising 1,338 5,000 5,000 4, Photo Copy Machine Maint 9,433 17,175 17,175 17, Other Contract Services 1,414,912 2,032,731 2,118,375 2,113, Consultant Services 92, , , , Contract Maintenance 209, , , , Outside Legal Services 96, , , , Computer (PC) Maint/Repair 0 3,325 3,325 3, Support To Advisory Committees 12,000 15,000 15,000 16, Dues And Memberships 70,998 95,714 95, , Special Civic Events 56,991 68,249 68,249 75, Conf & Mtgs-City Departments 20,771 67,087 67,087 64, Mileage 698 2,447 2,447 2, Education 1, , Training Costs 12,138 81,745 81, , Video Productions 8,500 35,000 35,000 20, Reference Matls Subscriptions 25 4,449 4,449 3, Gas/Fuel Water 18,710,288 19,272,781 19,272,781 20,312, Telephone 8,920 22,429 22,429 17, Refuse Collection OF 3

252 Operating by Line Item (Expense) Department: Water Cost Category Object 1 Object Description Services & Supplies Electric 2,410,331 2,520,973 2,520,973 2,587, Postage 88, , , , Taxes Payroll and Other 31,038 35,000 35,000 36, Fiscal Agent/Bank Fees & Chgs 282, , , , Cash Over and Short Insurance 0 437, , , Material Overhead (403,568) (602,900) (602,900) (500,000) Utility Rebates 105, , , , Program Expenditures 204, , , , Prepayment Of Costs 237, Permits and Fees 109, , , , Overtime Meals 3,707 4,685 4,685 5, Direct Installation Rebates 223,350 1,326,000 1,326,000 1,273, Vehicle Rental 5,957 20,200 20,200 20, Outside Services-Intrafund Advertising 132, , , , Software ,125 Services & Supplies Total 25,174,211 29,651,192 29,736,836 30,777,035 Capital Outlay Equipment 5,453 20,250 37,747 80, Automotive Equipment 496, ,500 1,405, ,250 Capital Outlay Total 502,129 1,007,750 1,442,762 1,051,250 Internal Srvc Chrg IS-Structural Maintenance 217, , , , IS-Tenant Improvements 3,290 2,445 2,445 2, IS-Lockshop 0 1,175 1,175 1, IS-Utilities & Insurance-Hsekp 119, , , , IS-Houskeeping Services 73,501 64,863 64,863 74, IS-Printing 30,512 53,621 53,621 53, IS-DoIt Telephone Basic 41,827 42,297 42,297 50, IS-DoIt Service Center Basic 37,305 43,980 43,980 54, IS-DoIt Radio Basic 109,260 97,790 97, , IS-Auto Body Repair (184) 3,079 3,079 3, IS-Fleet Maint-Equip Maintenan 378, , , , IS-Fleet Maint-Fuel 137, , , , IS-DoIt NetworkSupportBasic 59,662 73,775 73,775 79, IS-Building Preventive Mainten 40,574 40,636 40,636 40, IS-DoIt Telephone Usage 38,383 46,835 46,835 37, IS-DoIt Entrprs ComputingBasic 87,511 97,807 97, , IS-Mail Direct Request 11,667 13,085 13,085 13, IS-DoIt Applications Basic 65,771 81,612 81,612 92, IS-DoIt Program Mgmt Basic 19,613 17,946 17,946 25, IS-DoIt GIS Basic 71,669 67,749 67,749 88, IS-Security Srvcs at CityHall IS-DoIt ProjGrantServices 14, IS-DoIt Desktop Rplcmnt Prog 17,724 17,746 17,746 20, IS-Compressed Natural Gas , CAP Allocation Expense 1,495,811 1,671,981 1,671,981 1,723,749 Internal Srvc Chrg Total 3,071,352 3,410,384 3,410,384 3,493,796 Operat Transfer Out Transfers To General Fund 1,544,138 1,573,796 1,573,796 1,544, Transfers to General Fund-HOC 350, , , ,000 Operat Transfer Out Total 1,894,138 1,923,796 1,923,796 1,894,138 Operating Expense Depreciation 6,148,291 5,902,748 5,902,748 7,635, Warehouse Store Issues 293, , , , Equipment Usage 128, , , ,000 2 OF 3

253 Operating by Line Item (Expense) Department: Water Cost Category Object 1 Object Description Operating Expense Total 6,570,452 6,301,098 6,301,098 8,024,121 Debt Service Interest 3,620,426 3,442,253 3,442,253 3,272, Amortization of Bond Expenses (219,541) (120,827) (120,827) (235,776) Debt Service Total 3,400,885 3,321,426 3,321,426 3,036,734 Non-Op Expense Bad Debt Expense 326, , , , Equipment Clearing (531,150) (300,000) (300,000) (300,000) Inventory Obsolescence ,000 Non-Op Expense Total (204,621) (135,000) (135,000) (65,000) Grand Total 50,431,257 58,624,318 59,144,974 61,884,495 3 OF 3

254 Operating Summary by Division (Expense) Department: Water and Power Cost Category Division Name Personnel Power 30,784,187 32,099,456 32,099,456 33,086,788 Water 10,022,711 13,143,673 13,143,673 13,672,421 Personnel Total 40,806,897 45,243,129 45,243,129 46,759,209 Services & Supplies Power 111,100, ,107, ,346, ,716,173 Water 25,174,211 29,651,192 29,736,836 30,777,035 Services & Supplies Total 136,274, ,758, ,082, ,493,208 Capital Outlay Power 788, , , ,750 Water 502,129 1,007,750 1,442,762 1,051,250 Capital Outlay Total 1,290,676 1,317,500 2,294,223 1,540,000 Internal Srvc Chrg Power 6,672,525 5,743,438 5,743,438 5,839,196 Water 3,071,352 3,410,384 3,410,384 3,493,796 Internal Srvc Chrg Total 9,743,878 9,153,822 9,153,822 9,332,992 Operat Transfer Out Power 17,371,327 16,956,120 16,956,120 17,826,743 Water 1,894,138 1,923,796 1,923,796 1,894,138 Operat Transfer Out Total 19,265,465 18,879,916 18,879,916 19,720,881 Operating Expense Power 26,000,324 28,125,275 28,125,275 29,791,963 Water 6,570,452 6,301,098 6,301,098 8,024,121 Operating Expense Total 32,570,777 34,426,374 34,426,374 37,816,084 Debt Service Power 7,609,886 10,690,083 10,690,083 10,264,330 Water 3,400,885 3,321,426 3,321,426 3,036,734 Debt Service Total 11,010,771 14,011,508 14,011,508 13,301,064 Non-Op Expense Power 92, , , ,464 Water (204,621) (135,000) (135,000) (65,000) Non-Op Expense Total (111,800) 173, , ,464 Grand Total 250,850, ,964, ,265, ,336,901 1 OF 1

255 SUCCESSOR AGENCY TO THE PCDC Page 1 of 6