City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 Percentage of Council documents processed and finalized within one week of meeting (resolutions, ordinances, minutes, and notices filed with Los Angeles County).
B 100% 100% 100% 100% 100% 100%
2 Percentage of City Council Meeting Recaps posted online by 5:30 p.m. the following day after each meeting to provide timely access to information. B 100% 100% 100% 100% 100% 100% 3 Percentage of City Council meeting minutes submitted for approval two weeks following the meeting or the next scheduled meeting date (whichever occurs first).
B 20% 100% 100% 13% 62% 25%
4 Percentage of meeting minutes submitted to City Council without amendments.
B 93% 100% 100% 100% 100% 100%
5 No later than one year prior to election, post online and make available to the public, information on the upcoming City and School District elections (seats up for election, timing of the nomination filing period, filing fee costs, etc.) to ensure the public is informed on election issues.
B 100% 100% 100% n/a n/a n/a
6 The percentage of internal requests for records received from staff that are retrieved and delivered within one business day of request. B 100% 100% 100% 100% 100% 100% 7 The percentage of “satisfied” or “very satisfied” customers with services provided by Records Management staff and Mail Services staff. B 100% 100% 100% n/a n/a 100% Notes:
KPI 3 : The November 2024 Election Cycle was exceptionally busy, with the City Clerk's Office managing the placement of 6 ballot measures and the creation and distribution of a 100+ page voter information pamphlet to 84,000 voters in Pasadena. This significantly impacted the finalization of minutes by the City Clerk, and accounts for the low completion percentage as compared to the Department's goal.
KPI 5 : Posting is 1 year in advance, as the election occurs in the 4th quarter of the even years election cycle.
KPI 7 : Satisfaction surveys occur in Q3 for Records Management and in Q4 for Mail Services.
City Clerk
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 Percentage of audit findings corrected to ensure compliance with the City's Audit Plan. C 89.3% 90% 91% 89.5% 90.3% 91.0%
2 Number of followers on social media - all departments. B 196,805 170,000 260,000 231,764 236,856 267,095 3 Percentage of job placement for unemployed adult program clients at sustainable wages Foothill Workforce Development Board (FWDB). B 65.0% 68.0% 68.0% 62.1% 81.5% 76.1% 4 Percentage of unemployed youth program clients entering employment or education - FWDB. B 50% 68% 68% 75% 100% 100% 5 Number of distinct users of One Stop Career Center Services - FWDB. B 5,704 1,800 6,000 1,808 1,847 1,818 6 Number of "Recruitment and Welcome Packages" sent to existing and potential businesses - Economic Development. B 517 550 550 104 101 127 7 Maintain better employment rate than the LA County average. B 95.1% (vs 94.6%) +0% +1% 94.2%
(vs. 93.8)
94.7%
(vs. 94.2)
94.4%
(vs. 94.2%)
8 Maintain better office space occupancy than LA County. B 86.6% (vs 81.0%) +1.0% 1.0% 85.8%
(vs. 80.4%)
85.8%
(vs. 80.3%)
86.3%
(vs. 84%)
9 Percentage of medical only W/C claims as a proportion of total claims. C 36.9% 50% 50% 44.2% 40.3% 40.3% 10 Number of injuries or illnesses per 100 FTE leading to missed time or temporary work restrictions. C 10.80 10 12 3.50 1.42 3.54 11 Total claims closed and opened (Closing Ratio) - Ensures more claims are being closed than opened/reopened. C
135%
(233 New,
315 Closed)
120% 105%
88%
(77 New;
68 Closed )
84%
(77 New;
65 Closed)
82%
(77 New;
63 Closed)
12 Number of liability claims resolved within 60 days of receipt. C 83% 75% 75% 80% 89% 86% a. Number of claims received and closed in the preceding year. C 290 City Manager
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 Total actual collection rate of billable paramedic billing receivable is accurate and completed timely. C 75% 70% 75% 78% 75% 82% 2 Percentage of Pooled Portfolio market value in overnight liquid investments to meet anticipated operating requirements. C 12.2% 10.0% 10.0% 18.0% 13.5% 14.3% 3 Average number of days to pay City bills from the date of invoice to ensure payments are made efficiently and cost effectively. C 25 30 30 25 24 20 4 Total number of City purchase orders approved in the system to ensure efficient and effective procurement operations. B 2,013 1,600 1,600 1,095 441 304 5 Total number of City contracts approved in the system to ensure efficient and effective procurement operations. B 250 150 150 66 45 37 Finance
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 Total number of unique fire, emergency medical service (EMS), and other hazard incidents. A 19,948 18,000 18,000 5,286 5,509 5,569 2 Through fire prevention programs, the percentage of initial State mandated inspections completed to minimize fire and life safety hazards in buildings. A 74.74% 100% 100% 103.97% 106.75% 36.02% 3 Percentage of fire plan reviews completed within targeted time frames. A 95.70% 85% 85% 81.90% 92.37% 98.87% 4 Average time elapsed from when a unit is dispatched to a fire incident, until the responding unit is enroute to the scene of the emergency (Average Fire Turnout Time).
A 62.95 seconds 80 seconds 80 seconds 65 seconds 61 seconds 62 seconds 5 Average time elapsed from when a unit is dispatched to a medical incident, until the responding unit is enroute to the scene of the emergency (Average EMS Turnout Time).
A 51.97 seconds 60 seconds 60 seconds 63 seconds 63 seconds 64 seconds Notes:
KPI 2 : Quarterly completion rates are based on 1/4 of existing occupancies that require inspections. The Department was transitioning to a new Records Management System (RMS) in FY 2024. Additionally, the Department filled vacancies for Fire Inspector positions in FY 2024, which improved completion rates.
KPI 3 : Decrease in staffing assistance has impacted plan review completion rates.
Fire
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 Number of affordable units created or whose affordability has been preserved or extended. B 254 56 (1) 116 (2) 0 0 25
2 Number of very low income households receiving monthly rental assistance from federal funds. B 1,273 1,350 1,350 1,373 1,371 1,344 3 Number of low or moderate income persons served with Community Development Block Grant funded social services. B 2,651 1400 1,400 412 142 203 4 Funding for Public facilities and City infrastructure projects funded with Community Development Block Grant funds. D $947,476 $1,000,000 $1,000,000 $624,000 $680,000 $0 5 Number of homeless households* housed through City funded programs. B 260 120 120 19 17 19 6 Homes of low to moderate income owners improved to enhance livability, remove blight, and conserve water and energy. A 10 10 0 1 0 1 7 Number of job training program participants who secured permanent jobs at sustainable wages. E 35 30 27 8 1 4
Notes:
*Households include both families and individuals, so it is not reflective of the total number of people served.
(1) FY25 Target:
• Rose Town Apts – 47 units
• Hope Summit & Worcester Projects – 9 units
(2) FY26 Target:
• Rose Town Apts – 47 units
• Walnut Crossing – 31 units
• Door of Hope transistional housing– 20 units
• Hope Summit & Worcester Projects – 9 units
• HHP TAY 2318 Foothill – 9 units
Housing
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 Percentage of competitive recruitments for which the eligibility list of applicants was referred to the hiring department within 90 calendar days of the posting date.
C 92% 85% 85% 94% 100% 89%
2 Percentage of Pasadena-area residents hired into entry-level positions. B 54% 50% 50% 44% 56% 30% 3 Percentage of employees who successfully passed their probationary period. C 96.7% 95% 95% 96.2% 98.3% 98.6%
4 Percentage of the total employee population that voluntarily separates. (Excludes: temporary employees, retirements, and terminations/involuntary separations)
C 8.17% 4% 4% 1.57% 0.88% 1.33%
Human Resources
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 Percentage of incidents and service requests completed:
a. Within 1 day C 32% 30% 35% 36% 35% 29%
b. Within 3 days C 40% 45% 45% 43% 41% 35%
c. Within 1 week C 48% 60% 60% 51% 48% 42%
d. Within 30 days C 96% 98% 98% 98% 97% 97%
e. More than 30 days C 4% 2% 2% 2% 3% 3%
2 Internal Customer Satisfaction Score for technology services and support. C 98% 100% 100% 97% 97% 96% 3 Network Availability including Commercial Providers and DoIT Managed Networks combined. C 99.5% 100% 100% 99.8% 100.0% 99.2% Information Technology
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
Provide services and resources necessary for a literate and well-informed community at the neighborhood level.
1 Number of people visiting Pasadena libraries. B 401,677 412,000 418,000 121,123 106,728 94,303 2 Total program attendance at Pasadena libraries. B 50,621 35,000 45,000 14,917 11,835 7,819 a. Attendance at programs for children 0-5 at Pasadena libraries (early literacy sessions, STEAM activities for early learners, baby playtime programs, etc.).
B 29,406 18,000 26,000 9,091 6,593 4,584
3 Number of library cards registered to people who live or work in Pasadena. B 107,181 101,500 108,207 108,858 109,576 4 Number of user sessions on the Library's public computers. B 22,040 16,000 6,888 6,050 5,865 5 Total number of items circulated at Pasadena's libraries. B 707,367 700,000 725,000 193,167 171,059 151,948 a. Print materials circulated at Pasadena's libraries. B 597,437 600,000 615,000 162,248 147,853 120,373 b. Electronic media (eBooks, streaming music and video, etc.) circulated at Pasadena's libraries. B 109,930 100,000 110,000 32,993 31,556 32,703 6 Research database sessions conducted on the Library's website. B 15,563 15,000 3,482 4,029 3,754 Notes:
KPI 2 : Due to the uncertainty of facility availability caused by Central Library's closure, programming attendance and the capacity to accommodate it may be impacted.
KPIs 3, 4, and 6 : These KPIs will be discontinued effective FY 2026.
Libraries and Information Services
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 Customer satisfaction rating of recreation programming – “above average” or higher. B 90% 90% 90% 91% 90% 90%
2 Customer satisfaction rating of community services programs – “above average” or higher. B 97% 90% 90% 100% 98% 99%
3 Number of youth (age 14 – 24) employed and trained for workforce readiness through ROSE interns and Ambassador programs. B 214 158 190 101 39 16 4 Number of annual City-wide special events, which promote a sense of community (e.g. Black History Parade & Festival, Community Health Fairs, Egg Bowl, Fall Festival, and Latino Heritage Parade and Festival).
B 23 15 22 3 8 2
5 Number of registrants in City recreation programs.
a. Residents B 17,203 16,000 17,748 5,680 2,653 4,967
b. Non-Residents B 6,163 2,600 1,857 1,489 558 1,560
6 Number of persons served by Community Services programs (e.g. assistance with small claims and unlawful detainer forms, landlord/tenant issues, restraining orders, immigration process, and tax assistance).
B 3,530 3,939 6,000 999 895 1,204
7 Percent of Park Maintenance City Service Center requests responded to within established timeframes. (1) B 87% 85% 85% 75% 70% 88% 8 Percent of playground inspections completed monthly.
Note: 24 playgrounds are inspected each month. A 100% 100% 100% 100% 100% 100% Parks, Recreation and Community Services
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 Percentage of permits issued over the counter or through an express window at the Permit Center to increase efficiency and improve customer service.
B 81% 85% 85% 82%
(1) 86% 87%
2 Number of days to complete initial review of large projects. B 23 (3) 21 21 18 17 27(3) 3 Number of days to complete inspection after receiving inspection request. B 5 (5) 1 1 9 (5) 6 (5) 6 (5) 4 Number of days to review planning cases and environmental review applications for completeness. B 25 30 30 19 23 19
5 Number of film permits issued in a year. B 191 (2) 450 400 38 (2) 58 (2) 43(2) 6 Number of multi-family housing units inspected. A 4,092 3,000 3,000 1,845 355 (4) 823 7 Number of days for initial inspection of property maintenance complaint. A 3 3 3 13 (4) 8 (4) 3 Notes:
(1) Target and actuals updated to report on all permit types. Does not include express portal permits issued. Establishing new report to reflect accurate number of OTC/Express portal permits.
(2) Film permits were reduced significantly due to the improved film state tax break outside of California. The Film Office is seeing significant reduction in permits due to producers choosing to film outside of the State. (3) Staffing shortages in building delayed review of projects by deadlines as cases were transferred from staff who have resigned, in addition to staff's current workload. The Eaton Fire response delayed review of initial plan check submittals.
(4) Code inspection completion days are higher than normal due to the gas- powered leaf blower ban, which increased the need for all staff to adjust workplans, reducing number of MFR housing inspections completed, along with scheduling inspections one week out to observe violators of the leaf blower ban.
(5) Building Inspections are 5-7 days out from time of inspection scheduling due to high workload and staffing shortages. In addition, report is not accurate as it includes inspections purposely scheduled weeks in advance.
Planning and Community Development
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 All reporting requirements have transitioned to NIBRS/CIBRS (National Incident Based Reporting System). Three percent decrease in NIBRS Reporting count from Calendar Year 2023 to improve safety for all people who live, work, and visit Pasadena. (1)
A 4,871 4,664 1,164 1,124 1,054
2 Strive to augment department's effort of high quality cost effective safety and crime prevention service delivery to the Community by utilizing its citizen volunteer corps to provide 1,500 hours of volunteer services to the organization each quarter.
A 4,944 6,000 5,000 1,173 1,301 1,410
3 The Pasadena Police Department values its youth and as such will strive to ensure strong participation in its youth violence prevention programs. a. PAL A 126 150 150 60 63 65
b. Summer Youth
(1) A 95 25 25 40 0 0
c. Jr. Public Safety Academy (1) (4) A 20 20 20 0 0 0
d. All others A 1,036 750 1,000 300 450 700
4 Conduct quarterly programs to include increased homeless outreach and encampment clean-ups to assist in reducing the homeless population. A 24 16 20 10 8 6 5 Increase the quality of community life in Pasadena neighborhoods by reducing the top-ten citizen initiated calls for service from calendar year 2020 by 5%. (2)
A 33,308 23,495 8,800 8,748 8,419
Police
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
6 "Block Walk" Patrol and the Neighborhood Action Team will be walking a block in their service area and making community contacts. (3) A 4,571 10,000 5,000 1,185 839 781 Notes:
(1) The Summer Youth Program is held in Q1 and Q4, while the Jr. Public Safety Academy is held in Q1 of the fiscal year.
(2) While the overall goal of this KPI is to track the reduction of the top-ten citizen initiated calls, an increase in calls for service is actually increasing the quality of life through more community engagement, as community members are more confident in reporting criminal and suspicious behavior. (3) The Police Department has recently implemented a new level of oversight to monitor monthly progress, which will help ensure this KPI remains on target.
(4) The Junior Public Safety Academy was cancelled for FY 2025 due to a scheduling conflict.
Police (continued)
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 Percentage of routine food facility inspections completed in compliance with the Department inspection frequency policy to promote food safety practices needed to safeguard the public health.
A 63.8% 100% 100% 80.2% 78.8% 68.2%
2 Percentage of infants enrolled in WIC who are breastfed exclusively at six months, which serves as an important indicator of decreased childhood obesity rates, cognitive development, and positive maternal health outcomes.
B 29.4% 26% 27% 31.3% 29.1% 26.9%
3 Percentage of individuals experiencing homelessness in the Pasadena community who are receiving services by the Pasadena Public Health Department's Homeless Services Programs. (Based on 2024 Homeless Count of 556)
B 40.2% 18% 20% 21.0% 47.1% 21.0%
4 Percentage of birth certificates registered with the State of California within 21 days of life event. C 97.9% 99% 99% 99.5% 83.0% 80.9% 5 Utilization rate of available grant funding to support departmental operations. C 78.9% 85% 85% 77.8% 89.8% 90.8%
Notes:
KPI 1
: Staffing was impacted due to the Eaton Fire reponse, and limited the ability to complete inspections.
KPI 2 : Facility closure due to the Eaton Fire limited the ability to complete services.
KPI 4 : Facility closure due to the Eaton Fire limited the ability to complete services. Reportable metric was updated from "10" days to "21" days, effective FY 2025, to reflect alignment with State requirements.
Public Health
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 Miles of centerline streets resurfaced.
The City owns and maintains 346.5 miles of paved streets. Pavement Condition Index (PCI) is a measure between 0 and 100 indicating the general condition of pavement. Pasadena’s PCI is currently 57.
D 16.5 20 12 8.0 2.0 1.2
2 Total square footage of sidewalks repaired.
The FY 2025 Target includes the annual ADA Sidewalk Improvement Program, funding received from the Community Development Block Grant (CDBG), and private capital funds appropriated to the Misc. Sidewalk Repair Program. Private capital for sidewalk repairs varies each year as it is a function of the property owner initiating and paying for the work be completed by the City.
Q3
: Contract was executed in Q3 and sidewalk repairs will begin in Q4.
D 139,562 101,000 66,000 0 0 0 0
* Square footage of sidewalks repaired with City funds. D 99,161 70,000 35,000 0 0 0 * Square footage of sidewalks repaired with CDBG grants. D 16,096 16,000 16,000 0 5,500 sq ft grinded
10,700 sq ft
grinded
* Square footage of sidewalks repaired with private capital. D 24,305 15,000 15,000 0 0 0 3 Linear feet of sewer pipe repaired/replaced/relined.
The City owns and maintains 328 miles (1.7 million linear feet) of sewer. D 7,360 (1) 25,000 25,000 0 7,200 11,185 4 Number of public trees planted.
Tree Planting Season begins in Q2.
Q1: 44 public trees were removed, 0 with a DBH (diameter at breast height) of 3 inches or less.
Q2:
168 public trees were removed, 7 with a DBH of 3 inches or less.
Q3/Q4 : An additional $200,000 of funding identified mid-year will allow 200 extra trees to be planted in FY 2025, increasing the FY 2025 Target to 600 trees (from 400 trees).
B 402 600 400 0 61 0
FY 2025
Public Works
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
5 Number of trees pruned.
Pruning cycles are as follows: hardwood-3 years; palm trees-2 years.
Note : In FY 2022, PRCS transferred all public tree service for 4,000 trees from parks, medians, and other open spaces to the Forestry Section.
B 11,640 (2) 14,000 14,000 3,163 2,837 3,305
6 Percentage of graffiti incidents resolved within 48 hours.
Q1: Staff addressed 2,673 incidents of graffiti (previously called locations).
Staff addressed 224 incidents, or 8% proactively, not via CSC request 92%.
There were 65 illegal postings removed.
Q2: Staff addressed 3746 incidents of graffiti. Staff addressed 496 incidents, or 13% proactively, not via CSC request 87%. There were 188 illegal postings removed.
Q3 : Staff addressed 2,754 incidents of graffiti. Staff addressed 30 incidents, or 2% proactively, not via CSC request 98%.
B 100% 100% 100% 100% 100% 100%
7 Tons of recycled material collected by the City.
This KPI represents the amount of properly sorted recycled material tonnage collected by the City.
E 6,350 (3) 7,000 7,000 1,546 1,487 1,690
FY 2025
Public Works (continued)
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
Notes:
(1) Extensive pipe damage was discovered in certain project areas that require extensive bypass pumping to fix. This type of work requires significant public outreach and engineering solutions, which takes time. As a result, work was delayed.
(2) Storm events in FY 2024 Q1 significantly hampered efforts to prune trees, lowering the Fiscal Year total.
(3) Recycling tonnage fluctuates between 400-600 tons monthly. This fluctuation resulted in lower tonnage for FY 2024 Q1. The Department still strives for a target of 7,000 tons annually.
Public Works (continued)
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 System-wide average passengers per hour on the City's fixed-route "local line" bus Rts 20, 31/32, 33, and 40. F 20.07 20.00 20.00 19.75 20.87 19.85 2 Achieve the minimum of 3.5 passengers per revenue hour for Dial-A-Ride vehicles, as established by Metro. F 3.3 3.6 3.6 3.2 3.3 3 3 Complete citizen traffic concerns that require a traffic analysis within seven (7) weeks of the request. F 47% 80% 80% 49% 45% 43%
4 Fixed-route on-time performance. F 92.0% 95% 95% 92.6% 90.1% 90.7% 5 Maintain parking garage lost tickets to less than 3% of total tickets. C 3% 3% 2.17% 2.30% 1.69% 6 Maintain parking citation correction rate of less than 1%. C 1% 1% 1.52% 1.33% 1.63% 7 Resolve or respond to all parking related City Service Center requests within five (5) business days. F 96.7% 97% 99.1% 98.9% 99.5%
8 Reduce the total number of traffic collisions by 5% a year, based on prior year's target. A 1,142 1,099 1,044 262 319 258
9 Maintain travel time on North/South Mobility Corridors at or below previous year target number (measured in minutes:seconds per mile). F 2:53 3:10 3:10 2:49 2:51 12.4% 10 Maintain travel time on East/West Mobility Corridors at or below previous year target number (measured in minutes:seconds per mile). F 3:15 4:31 4:31 3:11 3:15 14.1% Notes:
KPI 1 : For Q3, January data was removed from the calculation due to the anomalous impact of the Eaton Fire.
KPI 2 : Q1-Q3 Dial-A-Ride figures are preliminary and may be amended per ongoing data auditing for FY25. For Q3, January data was removed from the calculation due to the anomalous impact of the Eaton Fire.
KPI 3 : A delay in traffic investigations is typically encountered during Q1 since traffic counts are typically not collected over the summer when school is not in session. In Q2, many traffic investigations are put on hold due to atypical traffic patterns, especially around schools. Once schools resume and traffic patterns return closer to normal, traffic investigations resume.
In Q3, completion of traffic investigations were impacted by the Eaton Fire.
KPIs 5 - 6 : These metrics are new, effective FY 2025.
KPI 7 : This metric will be removed, effective FY 2026.
KPI 8 : Recorded traffic collisions are highly variable and will fluctuate year to year.
Transportation
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
1 Increase metered kWH sales for Public/Private Access Electric Vehicle Supply Equipment ("EVSE") by 30% over prior year average. (1) Methodology : Obtain data from Pasadena's metered sources and report quarterly against prior year annual average.
A, E 13.0% 30% 30% 3.0% 30.0% 21.0%
2 In order to ensure efficient and reliable operations, system failures will not exceed .05 failures per mile of water main each year.
Methodology: 520 miles of main X .05 = 26 failures maximum (target).
D 12 26 26 0 3 13
3 Systems Average Interruption Frequency Index (SAIFI) [average outage frequency] will be less than .31 interruptions per year.
Methodology: Total number of customers interrupted/Total number of customers served based on 12-month rolling average. Full FY 2025 results will be reflected in the 4th quarter report. Q4 is full year result.
D 0.252 0.310 0.310 0.369 0.451 0.662
4 System Average Interruption Duration Index (SAIDI) [average outage duration time] will be less than 35 minutes.
Methodology: Total duration of interruptions/Total number of customers served based on a 12-month rolling average. Full FY 2025 results will be reflected in the 4th quarter report. Q4 is full year result.
D 29.039 35.000 35.000 37.494 42.936 61.439
Water and Power
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
5 The local power plant will maintain 95% generation availability. Outage- related down time will be minimized and must not exceed 5%.
Methodology: Total Plant operating plus off-line but available hours/Total Plant hours. Quarterly results will be cumulative. Full FY 2024 results will be reflected in the 4th quarter report. Q4 is full year result.
A, B, D 86% 95% 95% 99% 98% 97%
6 Achieve annual Renewable Portfolio Standard (RPS) targets.
Methodology : Cumulative RPS investments, including long-and-short-term wind, landfill gas, geothermal, and solar. RPS results are reported on a Calendar Year ("CY") basis with regulatory compliance based on a multi- year Compliance Period (CP). KPI results for each Fiscal Year ("FY") will be based on data from prior year CY through December 31. For KPI reporting purposes, each FY Quarter will show the forecasted annual result as RPS is not feasibly tracked on a quarterly basis. E 44.00% 44.00% 46.00% (1) 44.00% 44.00% 46.00%
7 Energy efficiency programs and outreach will result in an annual reduction in energy consumption of at least 11,720 MWh.
Methodology:
Results determined through a combination of third party engineering analyses, investor-owned utility work papers, and the California Municipal Utility Association technical reference manual.
E 10,774 11,720 (2) 12,000
(tentative) 3,250 2,481 1,448
Water and Power (continued)
FY 2025
Reporting Years
KPI (FY) RPS (CY)
2024 2023
2025 2024
2026 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
8 60% of calls received by PWP's call center will be answered within an average of 1 minute (60 seconds).
Methodology: Average combined hold time of all callers that opt to speak to a PWP representative and are transferred through the IVR system. Hold time is measured from the time the call is received in PWP's queue until the time it is answered by a representative. Subsequent periods of hold time for inquiry research, etc. not considered in this KPI.
B, C 37.00% 75% 75% 26.21% 31.69% 32.29%
9 Water conservation programs will result in an indoor water use reduction to 55 gallons per capita per day (GPCD) for all residential customers.
Methodology : Residential sector consumption data divided by 39% for indoor use. FY 2024 service territory population is 164,344.
E 28.8 GPCD 55 GPCD 47 GPCD 43.2 GPCD 42.1 GPCD 33.5 GPCD 10 Water conservation programs will result in a 15% reduction of water use/consumption compared to FY 2021 consumption (sales) levels.
Methodology:
FY21 consumption levels: 28,376 Acre Feet (AF) x 15%
reduction = 4,256 AF. Target for FY 25 and FY 26 is 24,120 AF E 23,947 AF 24,120 AF 24,120 AF 7,594 AF 7,119 AF 5,307 AF Notes:
(1) The state-mandated target is 46% for CY 2025 (FY 2026). Results will be known after CY closes on December 31, 2025.
(2) The City Council-adopted energy efficiency goal of 11,720 MWh lasts from FY 2022-25.
Water and Power (continued)
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain, and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
To dispose of Pasadena Community Development Commission (PCDC) assets and properties to maximize value directed by the Oversight Board. 1 Number of assets disposed D 0 3 2 0 1 0
FY 2025
Successor Agency to the PCDC
Mission Statement
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City # Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
Attract, secure, and retain the right mix of customers in our venues to meet growth and revenue targets.
1 Book 48,000 room nights. B-E 46,486 41,500 46,500 11,044 19,683 30,344 % of Goal 112% 27% 47% 73%
Maximize revenue from facilities by securing meetings, conventions, entertainment events, and ice skating activities.
Operating revenue (Convention Center Civic/Ice Rink):
2 Actual Revenue (in thousands) B-E $12,801 $13,070 $13,500 $4,937 $7,076 $9,975 % of Goal 98% 38% 54% 76%
3 Convention Center rental revenue (in thousands) B-E $2,739 $2,910 $2,997 $1,209 $1,644 $2,151 % of Goal 94% 42% 56% 74%
4 Maximize Occupancy for Exhibit Halls B-E 77% 75% 75% 82% 76% 82% 5 Maximize revenue for the Civic Auditorium (in thousands) B-E $1,639 $1,630 $1,679 $547 $755 $931 % of Goal 101% 34% 46% 57%
6 Maximize occupancy for the Civic (days used) B-E 209 125 150 63 99 139 % of Goal 167% 50% 79% 111%
7 Maximize revenue for the Ice Skating Center (in thousands) B-E $3,296 $3,200 $3,296 $1,126 $1,776 $2,565 % of Goal 103% 35% 56% 80%
8 Skating lesson participants B-E 5,102 4,600 4,600 970 1,875 3,563 Key Performance Indicators - Affiliated Agencies
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.
FY 2025
Pasadena Center Operating Company (PCOC)
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
To increase CVB presence to influence local economy.
9 Number of social media followers B-E 69,828 85,000 88,000 25,500 42,500 76,017 10 Website views B-E 2,400,000 1,650,000 1,800,000 495,000 825,000 1,900,000 11 Social Media Impressions B-E 11,483,440 5,000,000 5,000,000 1,500,000 2,500,000 10,219,000 12 Earned travel and meetings media coverage B-E 51 50 50 15 25 33 Provide professionally managed facilities and first-class service. 13 PCVB Sales B-E 3.93 3.75 3.75 4.00 3.80 3.89
14 PCVB Client Services B-E 4.00 3.75 3.75 4.00 4.00 4.00 15 Convention Center Sales B-E 3.99 3.75 3.75 4.00 3.85 3.90 16 Event Management B-E 3.98 3.75 3.75 4.00 3.94 3.94
17 Events Services (set up, cleanliness) B-E 3.96 3.75 3.75 4.00 3.93 3.87 18 Facilities B-E 3.93 3.75 3.75 3.92 3.84 3.83
To continually improve recycled waste programs increasing sustainability. 19 Mixed waste recoverage – Total tons diverted B-E 71.92 75.00 75.00 23.69 39.57 70.82 20 Organic waste - Total tons B-E 2.38 4.50 3.50 0.70 1.47 1.86 Notes:
KPIs 1-12 & 19-20 : Fiscal year totals are reported on a cumulative basis.
KPI 4 : Occupancy Rate – Calculation takes into consideration: 365 days of availability. Number of days of utilization includes move-in and move-out and based on occupancy in the two exhibit halls.
KPI 6 : Occupancy rates reflect the net loss of business at the auditorium and the utilization of ExHall C for the City/Red Cross Shelter operations due to the Eaton Fire.
KPIs 13-18 : PCOC conducts a customer service survey annually, which includes questions about sales, services, facility cleanliness, food and beverage, and quality of our vendors. The survey rating scale is 4 = Very Satisfied, 3 = Satisfied, 2 = Dissatisfied, and 1 – NA. Through FY2025 Q3, the PCOC Customer Service Survey was sent to 68 clients and had a participation response rate of 36.8%.
FY 2025
PCOC (continued)
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
Provide accurate, regular reports to stakeholders including annual audit and 990 tax filing.
1 Percentage of monthly reports that are completed and made available to board members and the public. C 100% 100% 100% 100% 100% 100% 2 990 Tax filing on time. C Yes Yes Yes N/A Yes N/A
3 Received satisfactory audit. C Yes Yes Yes N/A Yes N/A Allow community members to gain valuable skills on personal and professional levels.
4 Training Attendees B 114 160 160 47 24 44
5 Training Sessions Offered (Core Curriculum, Advanced Workshops, and Training Shows) B 93 80 90 33 22 36
6 Interns B 13 8 12 2 2 0
Keep with Best Practices Standards for community access television to provide up-to-date service and improved accessibility for community members and organizations to learn and share their voices. 7 Nonprofits and Community Groups Served B 167 170 175 57 43 36 8 Community Producers B 41 65 65 16 4 7
9 Active Volunteers (trained via PCAC to operate equipment) B, C 56 40 100 40 23 37 10 Show Guests and Support Crew (hair, makeup, catering, etc.) B 286 500 500 53 79 87 11 Hours of Community-Produced Shows for Arroyo B 341 500 500 80 75 90 12 Hours of Staff-Produced Public Interest Shows A, B, E, F 59 75 75 20 19 13 13 Hours of Staff-Produced KPAS Shows A, B, E, F 359 300 375 90 89 93 Pasadena Community Access Corporation (PCAC)
FY 2025
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Actual
(as of 9/30/24)
Q2
Actual
(as of 12/31/24)
Q3
Actual
(as of 3/31/25)
Q4
Actual
(as of 6/30/25)
FY 2025
Actual
Disseminate information effectively to wide audience.
14 YouTube Views for Staff Productions (KPAS & Public Interest) B 90,051 95,000 95,000 19,553 21,434 32,010 15 CityOfPasadena.net Video Stream Views (Live & On Demand) B 19,907 25,000 22,000 5,704 3,293 4,297 16 PasadenaMedia.org Video Stream Views (Live & On Demand) B 5,776 7,500 6,500 1,108 1,090 1,922 17 PasadenaMedia.org - Average Monthly Users B 1,181 1,550 1,400 1,406 1,376 1,662 18 PasadenaMedia.org - Page Views B 55,825 50,000 58,000 16,517 11,825 13,910 19 Followers on Social Networks B 10,730 11,200 11,500 10,839 11,120 11,633 FY 2025
PCAC (continued)
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Rolling Annual
Forecast
(as of 9/30/24)
Q2
Rolling Annual
Forecast
(as of 12/31/24)
Q3
Rolling Annual
Forecast
(as of 3/31/25)
Q4*
Rolling Annual
Forecast
(as of 6/30/25)
FY 2025*
Actual
Rose Bowl Stadium Division:
Maintain community, tenant, and patron satisfaction on a consistent basis throughout the fiscal year.
1 Keep number of community complaints to five or fewer per quarter (20 per year). A, E, F 94 20 Pending 11 3 n/a
2 Clean surrounding neighborhoods within 24 hours after each event. B Compliance Compliance Pending Compliance Compliance n/a Maintain fiduciary responsibility and stability; (2) Designate funds for future preventative maintenance and Capital Improvement Projects-CIP. 3 Total Revenues (in millions). C $58,793 $54,878 Pending $68,249 $67,880 n/a 4 Total-Designated for Preventative Maintenance and CIP (in millions). D $5,801 $160 Pending $152 $152 n/a Focus on long term planning for key revenue streams (Premium Seating Gross Revenues and Food and Beverages).
5 Maintain high level of Pavilion revenue through Outbound sales efforts, renewal and leveraging new events (Gross Revenues in millions). C $10,175 $10,938 Pending $10,226 $10,228 n/a 6 Concessions Net Revenues (in millions). C $6,815 $4,875 Pending $5,773 $5,848 n/a 7 Base of Major Events. C 20 20 Pending 21 21 n/a
FY 2025
Rose Bowl Operating Company (RBOC)
City Council Goals
A. Ensure public safety
B. Support and promote the quality of life and the local economy C. Maintain fiscal responsibility and stability
D. Improve, maintain and enhance public facilities and infrastructure E. Increase conservation and sustainability
F. Improve mobility and accessibility throughout the City
# Objectives/KPIs Council
Goal
FY 2024
Actual
FY 2025
Target
FY 2026
Target
Q1
Rolling Annual
Forecast
(as of 9/30/24)
Q2
Rolling Annual
Forecast
(as of 12/31/24)
Q3
Rolling Annual
Forecast
(as of 3/31/25)
Q4*
Rolling Annual
Forecast
(as of 6/30/25)
FY 2025*
Actual
Brookside Gold Course Division:
Ensure 100% compliance with contract requirements.
8 100% compliance with contract requirements. A, E, F Compliance Compliance Pending Compliance Compliance n/a Ensure customer satisfaction with respect to 1) playing conditions, 2) aesthetics of golf course, 3) pro shop merchandise, and 4) quality of food service.
9 On a Scale of 1 to 4 (best score) for customer satisfaction with playing conditions and aesthetics of golf course. B 3.0 3.0 Pending 3.0 3.0 n/a 10 On a Scale of 1 to 4 (best score) for customer satisfaction with quality and appeal of pro shop merchandise. B 3.0 3.0 Pending 3.0 3.0 n/a 11 On a scale of 1 to 4 (best score) for customer satisfaction with quality and delivery of food service. B 3.0 3.0 Pending 3.0 3.0 n/a Compare revenue figures with those of other golf courses. (1) Maintain fiduciary responsibility and stability; (2) Designate funds for future preventative maintenance and Capital Improvement Projects-CIP. 12 Golf Complex Revenues (in millions). C $12,272 $12,258 Pending $12,357 $12,012 n/a 13 Golf Course, Restaurant, and Golf Shop Net Revenues (in millions). C $3,301 $2,930 Pending $1,997 $1,854 n/a 14 Golf Course/Stadium - Designated for Preventative Maintenance and CIP (in millions - from Capital Fund Balance). D $843 $422 Pending $424 $425 n/a Notes:
KPI 3 : Excludes Bond Subsidies and Debt Service Credits of $3 million.
KPIs 4 & 14 : These are Stadium/Golf Designations for PM/CIP.
RBOC (continued)
FY 2025