AGENDA
MUNICIPAL SERVICES COMMITTEE
REGULAR MEETING NOTICE
FEBRUARY 25, 2025
PUBLIC MEETING 4:00 P.M.
MEMBERS
Justin Jones, Chair, District 3
Rick Cole, Councilmember, District 2
Tyron Hampton, Councilmember, District 1
Jason Lyon, Councilmember, District 7
STAFF
David Reyes, Interim General Manager
Caroline Monroy, Deputy City Attorney
Betty Gao, Recording Secretary
MISSION STATEMENT
The City of Pasadena is dedicated to delivering exemplary municipal services, responsive to our entire community and consistent
with our history, culture and unique character.
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CITY OF PASADENA
REGULAR MEETING OF
THE MUNICIPAL SERVICES COMMITTEE
FEBRUARY 25, 2025
PUBLIC MEETING: 4:00 PM
PASADENA CITY HALL, COUNCIL CHAMBER
100 NORTH GARFIELD AVENUE, ROOM S249
NOTICE IS HEREBY GIVEN that the regular meeting of the Municipal Services Committee will be held on Tuesday, February 25, 2025, at 4:00 p.m., to discuss matters on the attached agenda.
Justin Jones, Chair
Municipal Services Committee
I HEREBY CERTIFY that this agenda in its entirety, was posted on the Internet at https://www.cityofpasadena.net/commissions/city-council-municipal-services-committee/ and on the Council Chamber Bulletin Board, Room S249, and the Bulletin Board in the rotunda area; City Hall, 100 North Garfield Avenue, this February 20 th, 2025, by 6:30 p.m. and that copies hereof were faxed, emailed or delivered to each member of the City Council and to each local newspaper of general circulation, radio or television station requesting notice in writing, all of which recipients are identified on the distribution herein below.
Susana Castro
DISTRIBUTION:
MSC Committee Members Central Library General Manager Pasadena Weekly City Council City Clerk Director of Planning and Permitting Pasadena Star-News City Manager Director of Public Works Los Angeles Times Pasadena Now City Attorney Public Information Officer La Opinion Pasadena Journal
In compliance with the Americans with Disabilities Act of 1990, listening assistive devices are available from the City Clerk's Office with a 24-hour advance notice.
Please call (626) 744-4124 to request use of a listening device. Language translation services may be requested with 24-hour advance notice.
Habra servicio de interpretacion disponible para estas juntas llamando al (626) 744-4124 por lo menos con 24 horas de anticipación.
REGULAR MEETING AGENDA
MUNICIPAL SERVICES COMMITTEE
FEBRUARY 25, 2025
Public Meeting: 4:00 P.M.
Council Chamber, Pasadena
City Hall 100 North Garfield Avenue, Room S249
APPROVAL OF MINUTES
1. OPTIMIZED STRATEGIC PLAN UPDATE
2. PARKING CONCEPTS, INC. CONTRACT 32174 EXTENSION – PERFORMANCE UPDATE
PUBLIC MEETING - 4:00 P.M.
ROLL CALL
PUBLIC COMMENT
INFORMATION ONLY
ADJOURN
NEW BUSINESS
1 ITEM #1
2 P A S A D E N A W A T E R A N D P O W E R
MEMORANDUM
February 25, 2025
To: Municipal Services Committee
From: David M. Reyes
Interim General Manager
Subject: Optimized Strategic Plan Update
This memorandum is for information only.
BACKGROUND:
This report is to provide an informational update to the Municipal Services Committee (“MSC”) about the status of the City of Pasadena’s (“City’s”) Optimized Strategic Plan (“OSP”). The OSP is a broad effort to establish a cohesive, actionable roadmap that lays out the key steps and future decision points to best position the City to meet the goals set forth by Resolution 9977. This effort incorporates both new and updated original analyses to develop optimized future portfolios, as well as lessons from previous planning studies conducted by PWP. This update builds upon and informs of activities that have occurred since the most recent MSC update on September 10, 2024.
PROGRESS UPDATE:
The OSP consultant, Energy and Environmental Economics, Inc. (“E3”), has progressed through the first phase of the OSP analysis, the Preparatory Studies of the OSP. The Preparatory Studies identify and characterize the potential supply-side and demand-side resource options available to support the City’s transition to a 100% carbon-free resource portfolio. Additionally, E3 has commenced work on the second phase of the OSP analysis, the Portfolio Development of the OSP, which will study unique combinations of resources for E3 to model to meet PWP’s future needs and goals. The current activities of the OSP’s supporting studies include:
Demand Response and Flex Loads Potential Study
Transmission Expansion Options
Glenarm Conversion and Replacement Study
The concurrently active workstream of the Preparatory Studies and Portfolio Development of the OSP are additionally focused on characterizing the technical potential and options for local resource development in Pasadena’s service territory. This includes emphasizing demand-side solutions, characterizing supply-side resources, and exploring transmission 3 Optimized Strategic Plan Update
February 25, 2025
expansion options that can support local reliability needs. The Portfolio Development Phase of the OSP will use detailed power system modeling to construct multiple case studies that meet clean energy goals and maintain reliability. As part of this phase, E3 will also provide analysis of options to convert or replace the Glenarm Power Plant while maintaining an adequate supply of local resources and imports across all credible conditions including peak loads, extreme weather, and transmission contingencies.
Active community engagement and comprehensive public participation are critical components of the OSP. By the date of this meeting, E3 will have discussed the development and analysis of the multiple portfolios with various stakeholder groups, including: eight Technical Advisory Panel (“TAP”) meetings, three updates to the MSC (including this meeting), two updates to the Environmental Advisory Commission (“EAC”), and one Community meeting.
NEXT STEPS:
E3 will finalize the Preparatory Studies of the OSP and will continue progress on the Portfolio Development Phase of the OSP. The Portfolio Development Phase will move into the Long-Term Capacity Expansion optimization modeling to develop multiple case studies of new resource investments and system operations aimed at minimizing costs while meeting clean energy targets and reliability requirements. At the completion of the Portfolio Development Phase of the OSP, E3 will commence the Impact Assessment Phase of the OSP which will calculate cost metrics and will identify feasibility concerns, dependencies, and risks of each case study.
As results become available, E3 will discuss the development and analysis of the multiple portfolios with various stakeholder groups, including bi-monthly informational updates to the MSC and the EAC, monthly advisory meetings with the TAP, and upcoming meetings with the Pasadena community.
4 Municipal Services Committee
February 25, 2025
Development of an Optimized
Strategic Plan for Pasadena Water
and Power
Nick Schlag, Partner
Mike Sontag, Director
Nathan Lee, Sr. Managing Consultant
Michaela Levine, Sr. Managing Consultant
5 2
1. General study progress update
2. Planning a reliable electricity system for Pasadena
• Characterizing PWP’s future electricity demand
• Understanding transmission import limitations
• Identifying options for internal generation to maintain reliability
3. Next steps
Agenda
6 3
Future projects currently under
development
Bonanza solar (105 MW) and
storage (55 MW)
Grace solar (50 MW)
Geysers geothermal (25 MW)
Coso geothermal (10 MW)
CalWind (20 MW)
Glenarm battery storage (25
MW)
Progress to Date Towards Resolution 9977 Goals
2031 clean energy metrics based on resources currently owned or contracted to PWP (includes projects currently under development) Metric 1:
104%
of PWP’s annual retail sales is generated annually by the carbon- free resources in PWP’s portfolio (SB100)
Metric 2:
95%
of annual energy produced by resources owned by or contracted to PWP is from carbon-free sources
Metric 3:
88%
of PWP’s hourly energy needs are matched by carbon-free generation resources in each hour across the year
7 4
Phase 1
Preparatory Studies
Identify and characterize all
potential resource options
Phase 2
Portfolio Development
Use detailed power system
modeling to construct multiple
portfolios that meet clean
energy goals and maintain
reliability
Phase 3
Impact Assessment
Calculate cost metrics;
identify feasibility concerns,
dependencies, and risks of
each portfolio
Result
Optimized Strategic
Plan
Informed by technical
analysis, develop an action
plan.
Distributed Solar
and Storage
(draft complete)
New & Emerging
Tech
(draft complete)
Demand Response
+ Flex Loads
(draft complete)
Transmission
Options
(draft complete)
Glenarm
Conversion/
Replacement
(draft complete)
Long-Term
Capacity
Expansion
(in progress)
Production Cost
Modeling
Distribution
System Analysis
(in progress)
Cost Impacts
Optimized Strategic Plan: Study Workflow
Action Plan/
Final Report
Technical Analysis Synthesis
8 5
In addition to public progress
updates to Council, MSC, and EAC:
PWP and E3 have met with
members of the Technical
Advisory Panel on eight occasions
to provide technical updates on
study progress and will continue
to meet on a monthly basis
PWP and E3 hosted the first
Community Meeting in September
and plan to host additional open
meetings through the project
duration.
Recap of Previous Updates on OSP Progress
• Project kickoff and scope of work
8/27/2024: MSC Update
• Highlights from Distributed Solar & Storage and Emerging Technologies Studies
9/10/2024: MSC & EAC Updates
• Overview of OSP study plan and case study approach
10/28/2024: City Council Update
• Highlights from Demand Response & Flexible Loads Study 11/12/2024: EAC Update
• Deep dive into PWP’s local reliability needs and options to meet needs, including local solar & storage, demand response, Glenarm conversion to hydrogen, and transmission
2/25/25: MSC Update
9 6
Additional variations explored to provide PWP
and City Council with robust analyses to inform
the Optimized Strategic Plan:
“Accelerated Local Resources”: What are the
comparative impacts of portfolios that
accelerate the deployment of local resources
while maintaining Glenarm Power Plant as a
backup for reliability?
Timing: How does each strategy change if
transition to carbon-free occurs less rapidly?
• Opportunity to synchronize transition with
transmission expansion
• More plausible timelines for technology readiness
for emerging technologies
Markets: How does short-term market
transaction flexibility impact these case
studies?
Renewable Natural Gas: What are the cost
impacts of utilizing RNG to reduce carbon
emissions from Glenarm?
Three Core Case Studies to Achieve Resolution 9977 Goals Common methods & assumptions across all three case studies:
• Natural gas combustion at Glenarm ceases by end of 2030 (either converted to H2 or replaced) • No reliance on wholesale market purchases (“24x7 carbon free electricity”) • Quantities of each resource optimized in each case study to meet reliability needs and carbon-free objectives Case Studies New Resources Considered to Meet Resolution 9977 Goals Mature
Technologies
Only
Solar PV
Land-
Based
Wind
Geother-
mal
Load
Flexibility
Battery
Storage
Mature
Technologies +
Green Hydrogen
Solar PV
Land-
Based
Wind
Geother-
mal
Load
Flexibility
Battery
Storage
Green
Hydrogen
(H2) Conversion
at Glenarm
Mature
Technologies +
Long-Duration
Storage
Solar PV
Land-
Based
Wind
Geother-
mal
Load
Flexibility
Battery
Storage
Long-Duration
Energy Storage
10 7
Key Considerations in Developing a Plan to Meet Pasadena’s Needs
Land Use Constraints Limit
Viability of Resource Options
Pasadena is a dense urban area, limiting the
opportunity to develop new generation
resources within the load pocket
Ability to Import Generation from
CAISO is Limited
PWP has a single point of interconnection to
CAISO at the TM Goodrich receiving station,
whose capacity is lower than PWP’s peak
demand
330 MW
2024 Peak
Demand
280 MW
Goodrich
Import Limit
(normal operations)
140 MW
Goodrich
Import Limit
(N-1 contingency)
Internal Generation Resources
are Crucial to Reliability
Internal generation is needed to meet
customer needs during peak periods, in
transmission contingencies, and during
CAISO emergencies
Historically, the Glenarm Power Plant has
supported this function
330 MW
Peak
Demand
Goodrich
(N-1)
Glenarm
Local
Solar and
Storage
11 8
The TM Goodrich Receiving Station is PWP’s only point of connection to the California Independent System Operator (CAISO)
• Power received from SCE system at 230 kV; flows through three step-down transformers; transmitted to PWP’s 35 kV distribution network
Under normal conditions, up to 280 MW of electricity can be imported to Pasadena through Goodrich
• Reflects “N-1” rating: the loading on the receiving station cannot exceed the combined rating of two transformers, allowing the system to remain in steady-state operations even in the event of a transformer failure
Maintaining reliability within the city requires a system capable of meeting loads even when import limits are
reduced below “typical” levels:
• A single transformer failure orde-energized transmission line(s) (potentially for a Public Safety Power Shutoff) could create a risk of reduced or no import capability.
• Outages on internal distribution lines and facilities can also result in reductions in import capability
Import Capability to Serve Pasadena Loads Through the Goodrich Receiving Station is Limited
TM Goodrich Receiving Station
Three transformers,140 MVA ratings each
CAISO
(230 kV)
Pasadena
(35 kV)
Maximum limit: 280 MW
12 9
In the near term (by 2030), relieving the import
constraint at TM Goodrich poses a significant
challenge – so portfolios developed in OSP will reflect the continued need for internal generation to maintain
reliability
At the same time that it pursues the ambitious goal of carbon-free by 2030, Pasadena faces a pivotal
decision of how to expand TM Goodrich, a decision
that will have long -term implications on its power
system
Key results from OSP portfolio analysis can help
inform future efforts to examine right -sizing of intertie • Long-term demand forecasts
• Insights on the potential long -term role of different internal generating resources
OSP can explore a sensitivity on long -term
transmission expansion to provide insight to
Pasadena.
How Transmission Options Tie into the Optimized Strategic Plan Option OSP Findings
Expand Goodrich
• Alleviating constraint by 2030 is a
significant challenge.
• PWP faces a critical decisions
regarding the right-sizing of a
transformer replacement.
Expand
interconnection
with LADWP
• Previously studied by PWP . CAISO
would not allow this connection.
Develop new point
of interconnection
• Project timelines of 15 -25 years
prohibit development by 2030.
• Presents an opportunity to increase
system resiliency and redundancy
CAISO = California Independent System Operator, LADWP = Los Angeles Department of Water and Power 13 10
OSP Unmanaged
2% of customers manage charging
2030 Peak Load: 365 MW
Adoption of electric vehicles is an
important driver of load growth
throughout California
• Highly flexible end use
• Key to economy-wide decarbonization goals
Managed charging can benefit the
system and customers:
• Support the grid and reduce electric system
cost for accommodating electrification
• Lower costs of EV ownership and operation,
spurring adoption
Necessary conditions to maximize
benefits:
• Advanced Metering Infrastructure
• Rate signals (e.g. TOU rates) or other
mechanisms to drive customer behavior
• Vehicle-to-Grid aggregators needed to
mitigate rebound peaks and maximize
benefits
Managing Electric Vehicle Charging Patterns Provides an Important Source of Flexibility and Reduces Peak Demand OSP Managed
Assumes 100% of customers
manage charging + VGI aggregator
2030 Peak Load: 345 MW
Average Daily EV Charging Load, 2030
Home charging
increases as drivers
return home
Lower peak
period
charging
Low
rebound
peak
VGI = Vehicle Grid Integration
Note: Load forecasts are presented as metered load net of the behind-the-meter solar forecast included in the 2023 IRP . 14 11
Understanding Customer Needs is Essential to Developing a Robust Plan
Unmanaged
Load forecast: OSP Forecast
Demand response:
Shed: 0 MW
Shift: 0 MW
Managed EV + DR
Load forecast: OSP Managed
(~20 MW)
Demand response:
Shed: 11 MW
Shift: 4 MW
Managed EV + High DR
Load forecast: OSP Managed
(~20 MW)
Demand response:
Shed: 38 MW
Shift: 11 MW
0 50
100
150
200
250
300
350
400
1 3 5 7 9 11 13 15 17 19 21 23
MW
Hour of the Day
1 3 5 7 9 11 13 15 17 19 21 23
Hour of the Day
1 3 5 7 9 11 13 15 17 19 21 23
Hour of the Day
Illustrative 2031 Peak Day
System Load
Managed EV
DR
Pre-Flexible Load
Post-Flexible
Load
15 12
Due to import limitations, maintaining
reliability in Pasadena’s service territory
requires internal resources that can
serve loads across a range of extreme
conditions:
1. During peak demand conditions
(when load exceeds import
capability)
2. During transmission or distribution
contingencies that reduce import
capability
Internal Resources are Needed to Ensure Reliability Due to Current Import Limitations
Full intertie
capability
available
Intertie
capability
derated
Relatively small quantities of
internal resources can help limit
reliance on Glenarm during peak
conditions when intertie is at full
capability
Relatively large quantities of
internal resources are needed
to ensure reliability during
transmission contingency
conditions
System load on a
high demand day
280 MW
~140 MW
Transmission/
Distribution
contingency
Hour of Day
16 13
Large sizing of solar in replacement portfolios driven by need to generate energy within Pasadena across sustained periods during transmission contingency conditions
• Limited imports are insufficient to recharge internal storage resources • Solar must be sized to serve daytime load (above import capability) and recharge storage – across a wide range of weather conditions
Solar output
(low solar day)
Goodrich import capability during contingency
Glenarm at full capacity
Dynamics Driving the Sizing Needs for Replacement Portfolios System with Glenarm in Service
Goodrich import capability during contingency
Solar output (typical day)
Surplus
solar energy
needed to
charge
storage
System with Replacement Portfolio
Daily load
Storage
17 14
Using loss-of-load-probability modeling, E3 has
developed internal resource portfolios to ensure local
reliability under three paradigms:
1. Supplement: What internal resources are needed to meet growing loads whilemaintaining reliability with Glenarm in service?
2. Mitigate: What additional internal resources can mitigate the need to operate Glenarm under "normal" operating conditions
3. Replace: What are the total resource needs to maintain reliability even in the event of transmission contingency without Glenarm? Note: The transmission contingency
considered in this analysis is a reduction of imports to 140 MW.
The analysis did not consider acomplete loss of import
capability.
Examples at right include local solar, battery storage, and load flexibility as options
• Additional variations of internal resource portfolios explore impacts of long duration storage, incremental transmission expansion, and different levels of load flexibility
Local Resources Needed to Maintain Reliability
Installed Capacity of Internal Resources, 2031
MW
Supplement
Glenarm
Mitigate
Glenarm
Replace
Glenarm
These values represent the minimum quantities of resources needed to ensure local reliability . Additional local resources will be included in portfolios to the extent that (a) the rate of naturally occurring customer adoption exceeds this level or (b) additional resources are found to be economic in LTCE. E3’s modeling indicates that naturally occurring adoption could result in an additional ~35 MW of customer -owned resources by 2031.
18 15
Multiple Alternative Options to Fuel Operations at Glenarm Under Consideration
Emissions reductions Fuel Price Premium Infrastructure Needs Uncertainty / Risk Emissions reductions
driven only by decreased
operation.
Up to 100% carbon
neutral depending upon
production pathway
Larger Premium No infrastructure
upgrades Moderate
Up to 100% carbon-free
(with full conversion)
Smaller Premium,
Greater Uncertainty
(with tax credits)
Infrastructure upgrades at
Glenarm;
Infrastructure development
outside of PWP control
High
Fossil Gas
Renewable
Natural Gas
Hydrogen
PWP faces three fuel supply options for Glenarm with different emissions impacts, infrastructure needs, costs, and uncertainties.
RNG may be an effective short-term substitute for natural gas while longer-term options for replacement or conversion remain uncertain.
19 16
Converting Glenarm to operate exclusively using hydrogen fuel would require upstream, midstream, and downstream investments across the hydrogen supply chain – some of which require partnerships with third parties Infrastructure Needs for Glenarm Conversion to Hydrogen Upstream: Electrolytic Production
Consistency with carbon-free goals of Resolution
9977 requires use of “green hydrogen” produced
via electrolysis supplied by renewable electricity
Large-scale electrolysis facilities currently under
development (ARCHES H2 hub), most in areas with
fewer land constraints and access to
transmission infrastructure
Costs of hydrogen production remain highly
uncertain and will depend significantly on ability
to realize 45V tax credits
Midstream: Transportation & Storage
Scale of hydrogen demand for power generation would
require dedicated pipeline system for transportation
(transportation by truck & onsite storage suitable for pilot scale/demonstration)
Planning for dedicated pipeline into Los Angeles has
begun (SoCal Gas: Angeles Link), but projects are
unlikely to be complete by end of 2030
Downstream: Power Generation
Upgrades to gas turbines and ancillary equipment
necessary to enable combustion of hydrogen fuel.
Today, major gas turbine manufacturers offer
retrofits or new turbines that are capable of
supporting hydrogen blending with the goal of
supporting 100% blending by 2030.
Construction of on-site fuel storage is required for
pilot/demonstration phases.
Likely Ownership: PWP Third Party Likely Ownership: PWP Third Party Likely Ownership: PWP Third Party 20 17
1. Replacing Glenarm with a combination of internal renewables, storage, and demand -side resources requires new internal generation resources at a significant scale that approaches technical potential • Sizing of replacement portfolio largely driven by need to maintain reliability during (a) transmission contingency conditions even when (b) solar output is limited (short-term cloudy days)
• Demand-side resources, emerging longer-duration storage technologies and incremental transmission upgrades can reduce scale of resource needs – but none offer a “silver bullet” solution to the challenge of replacing firm generation • A larger transmission upgrade, potentially constructed in the 2030s, could reduce the challenge of replacing Glenarm • Consistent with broader literature and experience in the industry showing that meeting reliability needs without “firm” resources (short- term resources that can be dispatched on demand for as long as needed) is prohibitively challenging
2. While the scale of resources needed to replace Glenarm entirely is significant, accelerating the development of local resources can reduce the operations of Glenarm except in extreme conditions or contingency events
3. Full hydrogen conversion of Glenarm requires significant infrastructure development, some of which is beyond PWP’s control and would require development of broader hydrogen distribution network in Los Angeles • RNG may be an effective short-term substitute for natural gas while longer-term options for replacement or conversion are pursued Insights & Initial Learnings from Glenarm Replacement and Conversion Study
21 18
Results of Glenarm Conversion & Replacement analysis flow into Long- Term Capacity Expansion (LTCE) modeling
Additional questions answered through subsequent analysis (including through LTCE modeling):
• How do local resource portfolios contribute to the carbon -free objective of Resolution 9977?
• What additional resources beyond these local portfolios may be needed to achieve those goals?
• What are the relative costs of different approaches to pursuing the Resolution 9977 goals?
Next Steps
Phase 2
Portfolio Development
Use detailed power system
modeling to construct multiple
portfolios that meet clean
energy goals and maintain
reliability
Glenarm
Conversion/
Replacement
(draft complete)
Long-Term
Capacity
Expansion
(in progress)
22 ITEM #2
23 DATE
: February 25, 2025
TO: Muni
cipal Services Committee
FRO
M: Joaquin T. Siques, Director of Transportation
SUBJ
ECT: Parking Concepts, Inc. Contract 32174 Extension - Performance Update
Th
e City operates eight parking garages located in the Civic Center and Old Pasadena areas. On November 1, 2021, City Council awarded a contract for management and operations of these garages to Parking Concepts Inc. (PCI) for a term of three years with the option of two additional years at the discretion of the City Manager. At that time, the City Council requested that Department of Transportation Staff provide a performance update on the contract prior to extending the contract beyond the initial three year contract period. This update was delayed due to the Eaton fire and the contract has been extended by the City Manager to provide for continuing operations in the City’s garages. This memo serves as the performance update for the past three years of operations.
The c
ontract with PCI commenced on February 1, 2022. Before this, management and operations of the garages was split between three different vendors. Placing the management and operations of all the garages under one vendor has allowed for cost savings due to elimination of redundant positions and reduced expenses by consolidating services that were previously managed with three different contracts. The consolidated service has realized an annual average cost savings of $2.4M, or 54%, annually for the last three years versus expenses under the previous contracts.
PC
I has implemented the following improvements:
- Im
proved parking operational control by implementing one Parking and Access and Revenue Control System (PARCS) in all the garages, improving the customer experience and revenue control;
- Consolidating central operations from three locations into one location; - Enhanced aesthetics and wayfinding in the garages through painting projects and updating directional surface markings;
- Renovated the parking offices to provide more efficient operations; - Offers Rose Parade parking online, resulting in a 25% increase (approximately $11,200) in parking ticket sales;
24 - Shares daily supervisor shift reports of operational and customer service issues for City review to improve operations and response to reported items, and - Utilizes in-house labor for minor repairs and painting instead of outsourcing.
The consol
idation of services has also provided a consistent customer service experience across the garage portfolio and has provided one set of standards and services across the portfolio instead of three. The new contract has also provided one point of contact for all the city garage operations making it easier to enact changes throughout the garage system.
PCI has
performed the duties of the contract as laid out and has been a valuable resource to the City, its citizens, and visitors. Therefore, staff will pursue the first extension of the existing contract per the agreement.
Prepared by
: Approved by:
Jon Hambl
en Joaquin T. Siques
Parking Manager Director of Transportation
25 Department of Transportation
PARKING CONCEPTS, INC. CONTRACT 32174
EXTENSION – PERFORMANCE UPDATE
MUNICIPAL SERVICES COMMITTEE
February 25, 2025
26 Department of Transportation
Background
• The City operates eight parking garages.
• On November 1, 2021, City Council awarded a
contract
for management and operations of
these garages to Parking Concepts, Inc. (PCI),
which commenced on February 1, 2022.
> City Council requested a performance update
before ext
ending the contract.
> Previously, the management and operations of the
gara
ges were split between three different vendors.
2 27
Department of Transportation
Performance – Cost Savings
• This consolidated contract has
resul
ted in an annual cost savings
for the past three years of $2.4M,
or 54%, versus expenses under the
previous contracts.
• Key Factors Include:
3 28
Department of Transportation
Performance Improvements
• PCI implemented improvements such as:
> Sharing daily shift reports for City review to improve operations
and responsiveness.
> Consolidating central operations from three
locations
to one.
4 29
Department of Transportation
Performance – Options
> Offering Rose Parade pre-paid parking online,
result
ing in a 25% increase in ticket sales.
5 30
Department of Transportation
Performance Improvements
Marengo Garage Directional Messaging
6 31
Department of Transportation
Performance
DeLacey Accessible Spaces
7 32
Department of Transportation
Performance Improvements
> Utilizing in-house labor for minor repairs and painting rather
than outsourcing.
Marengo Trash Can
8 33
Department of Transportation
Performance Improvements
Los Robles Drain Cleaning
9 34
Department of Transportation
Performance Improvements
Schoolhouse Expansion
Joint Cover Repair
10 35
Department of Transportation
Performance Improvements
Del Mar Office
11 36
Department of Transportation
Performance Improvements
The DeLacey Parking
Garage was awarded
the “Best of 2024” for
parking garages by
Business Rate.
The award is based on
Google customer
reviews.
The DeLacey Garage
was noted for its
location, convenience,
ease of use and low
price.
12 37
Department of Transportation
Performance Improvements
• The consolidation of services has also
provi
ded:
> Consistent customer service experience across the
portfolio.
> O
ne set of standards and services.
> One point of contact for operations.
13 38
Department of Transportation
Satisfactory Performance
• PCI has performed the duties of
the cont
ract as laid out and has
been a valuable resource to the
City, its citizens and visitors.
• Staff is pursuing the first extension
of the
existing contract per the
agreement.
14 39