AR 11 FY 2026 Recommended Operating Budget FY-2026 RECOMMENDED OPERATING BUDGET — Pasadena City Council, May 5, 2025 (part 1 of 2)

FY 2024Actuals FY 2025Adopted FY 2025Revised FY 2026RecommendedOperating Expenses City Departments City Attorney 15,114,578 12,542,216 12,542,216 13,336,876 City Clerk 3,566,065 3,542,982 3,542,982 3,787,104 City Council 2,911,184 3,473,450 3,473,450 3,745,562 City Manager 11,965,663 19,442,646 22,437,997 19,399,132 Finance 15,456,492 15,778,287 15,778,287 17,039,639 Fire 70,479,470 69,634,048 74,772,646 76,980,489 Housing 37,672,681 46,327,327 57,594,218 48,814,656 Human Resources 10,054,862 7,535,382 7,535,382 8,137,769 Information Technology 26,496,401 25,259,791 25,422,249 27,272,008 Library and Information Services 15,874,423 16,784,344 16,691,770 16,655,357 Non Departmental 159,516,807 79,273,329 109,214,554 74,699,577 Parks, Recreation and Community Services 25,646,610 27,191,839 27,531,839 29,827,312 Planning and Community Development 19,539,711 23,000,982 23,000,982 24,298,198 Police 110,919,589 111,078,762 113,536,144 121,420,884 Public Health 20,686,521 21,184,489 21,530,786 19,473,441 Public Works 88,470,012 93,537,291 105,447,961 95,845,136 Rent Stabilization 1,819,517 4,696,732 4,756,411 4,782,357 Transportation 41,392,329 50,942,703 53,100,176 50,041,285 Water and Power 297,420,102 345,312,250 345,312,250 361,526,941 Department Total 975,003,018 976,538,850 1,043,222,300 1,017,083,723 Successor Agency to the PCDC 13,051,917 145,000 145,000 145,000 City Sub-Total 988,054,935 976,683,850 1,043,367,300 1,017,228,723 Inter-Departmental Transfers (113,984,134) (64,931,189) (94,872,414) (73,634,279) City Operating Total 874,070,801 911,752,661 948,494,886 943,594,444 Affiliated Agencies Pasadena Center Operating Company 25,072,000 27,892,000 27,569,000 28,438,000 Pasadena Community Access Corporation 1,304,000 1,376,000 1,376,000 1,380,000 Rose Bowl Operating Company 68,047,000 70,542,000 84,689,000 79,917,000 Affiliated Agencies Sub-Total 94,423,000 99,810,000 113,634,000 109,735,000 Total Operating Appropriations 968,493,801 1,011,562,661 1,062,128,886 1,053,329,444 Capital Appropriations Information Technology 1,555,000 1,698,000 1,698,000 1,455,000 Fire 0 0 0 0 Pasadena Center Operating Company 2,500,000 1,000,000 1,000,000 3,000,000 Planning and Community Development 1,400,000 0 0 0 Police 0 0 0 0 Public Health 0 0 0 0 Public Works 12,245,000 21,544,120 37,481,596 230,437,881 Rose Bowl Operating Company 4,890,000 8,422,000 4,857,000 28,500,000 Transportation 185,195,000 9,710,135 12,848,247 1,130,000 Water and Power 75,599,800 102,573,218 108,423,218 181,564,750 Capital Improvement Program Sub-Total 283,384,800 144,947,473 166,308,061 446,087,631 Total Citywide Appropriations 1,251,878,601 1,156,510,134 1,228,436,947 1,499,417,075 Powered by OpenGov
Statement of Appropriations by Department
Statement of Appropriations by Department 1

FY 2024Adopted FY 2025Adopted FY 2025Revised FY 2026RecommendedOperating Departments CITY ATTORNEY 39.00 39.00 39.00 39.00 CITY CLERK 13.00 13.00 13.00 13.00 CITY COUNCIL 18.00 18.00 18.00 18.00 CITY MANAGER 42.00 59.00 59.00 56.00 FINANCE 69.70 69.70 70.00 70.00 FIRE * 207.00 210.00 210.00 210.00 HOUSING * 89.70 91.70 107.70 105.70 HUMAN RESOURCES 35.00 30.00 30.00 30.00 INFORMATION TECHNOLOGY 79.00 81.00 81.00 84.00 LIBRARY AND INFORMATION SERVICES 87.70 87.70 87.70 84.70 NON DEPARTMENTAL * 19.32 19.32 19.32 19.32 PARKS, RECREATION AND COMMUNITY SERVICES 168.23 167.76 167.76 167.76 PLANNING AND COMMUNITY DEVELOPMENT 84.00 87.00 87.00 87.00 POLICE 378.25 382.25 382.25 382.25 PUBLIC HEALTH 137.70 117.82 118.82 102.40 PUBLIC WORKS 267.63 273.63 273.63 276.63 RENT STABILIZATION 0.00 17.00 17.00 17.00 TRANSPORTATION 54.00 61.00 64.00 64.00 WATER AND POWER 419.00 430.00 430.00 430.00 Department Total 2,208.23 2,254.88 2,275.18 2,256.76 SUCCESSOR AGENCY to the PCDC 0.00 0.00 0.00 0.00 City Sub-Total 2,208.23 2,254.88 2,275.18 2,256.76 Affiliated Agencies PASADENA CENTER OPERATING COMPANY 98.00 98.00 98.00 98.00 PASADENA COMMUNITY ACCESS CORPORATION 12.00 12.00 12.00 12.00 ROSE BOWL OPERATING COMPANY 38.00 42.00 42.00 42.00 Affiliated Agencies Sub-Total 148.00 152.00 152.00 152.00 Total Citywide * 2,356.232,406.882,427.182,408.76 *As of FY 2026, the City’s FTE total includes 99.32 “non-budgeted” positions (72.00 FTE MASH trainees, 8.00 FTE Firefighter trainees, 19.32 FTE Retirees). There are no appropriations budgeted for these positions, only the FTE authorization to meet ERP system requirements.

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Statement of Full-Time Equivalents by Department
Statement of Full-Time Equivalents by Department 1
Citywide FundsGeneral Funds101 - General Fund10 - City Council $2,911,184 $3,473,450$3,473,450 $3,745,56211 - City Manager $7,291,016$7,856,824$8,913,354 $8,787,39912 - City Attorney $14,442,760$12,334,078$12,334,078 $13,097,64513 - City Clerk $3,517,657$3,542,982$3,542,982 $3,787,10415 - Finance $15,064,702$15,335,606$15,335,606 $16,582,96916 - Housing $2,265,085$2,314,161$2,314,161 $2,638,88717 - Human Resources $5,480,803$5,658,653$5,658,653 $6,157,33318 - Parks, Rec & Com Services$25,510,142$27,108,039$27,448,039 $29,739,38520 - Non-Departmental $79,898,965$61,217,204$72,695,664 $57,598,35921 - Planning Department$8,960,752$9,556,955$9,556,955 $9,009,31222 - Public Works $16,632,728$16,744,041$16,911,240 $16,587,61823 - Public Health Department$378,449 $522,098 $522,098 $499,11024 - Transportation Department$7,615,371$8,325,615$9,188,605 $8,581,80631 - Fire $67,046,482$66,830,906$71,042,486 $73,358,81033 - Police $100,318,066$101,021,203$102,770,855 $111,285,954101 - GENERAL FUND TOTAL $357,334,161$341,841,815$361,708,227 $361,457,253102 - Parking Operations Fund24 - Transportation Department$40,182 $35,000 $35,000 $41,000102 - PARKING OPERATIONS FUNDTOTAL $40,182 $35,000 $35,000 $41,000 104 - L. A. Impact Fund33 - Police $16,760 $74,999 $74,999 $74,999104 - L. A. IMPACT FUND TOTAL $16,760 $74,999 $74,999 $74,999105 - General Fund Projects Fund11 - City Manager $572,621 $2,190,500$3,540,500 $1,426,80014 - Dept of Information Technology $9,826 – – $016 - Housing $204,009 $861,038 $861,038 $1,082,23518 - Parks, Rec & Com Services$62,626 – – $020 - Non-Departmental $1,601,378 $835 $835 $021 - Planning Department$55,683 $600,000 $600,000 $600,00022 - Public Works $668,051 $601,500 $601,500 $600,00024 - Transportation Department$48,242 $200,000 $548,000 $200,00031 - Fire $1,570,914$575,904 $575,904 $587,02333 - Police $3,325,870$4,200,000$4,200,000 $4,200,00095 - Rose Bowl Operating Co.-$895 – – $0105 - GENERAL FUND PROJECTS FUNDTOTAL $8,118,324 $9,229,777$10,927,777 $8,696,058 106 - New Years Day Genl Fund Events11 - City Manager $276 – – –14 - Dept of Information Technology $21,176 $29,200 $29,200 $35,80015 - Finance $1,829 – – $018 - Parks, Rec & Com Services$73,842 $83,800 $83,800 $87,92721 - Planning Department$13,703 $16,893 $16,893 $16,89322 - Public Works $439,894 $303,220 $303,220 $303,22023 - Public Health Department$790 – – $024 - Transportation Department$1,562 $77,000 $77,000 $77,000 Statement of Appropriations by Fund by Department
FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Statement of Appropriations by Fund by Department 1
31 - Fire $140,459 $99,522 $99,522 $99,52233 - Police $1,920,281$1,906,875$1,906,875 $1,906,875106 - NEW YEARS DAY GENL FUNDEVENTS TOTAL $2,613,811 $2,516,510$2,516,510 $2,527,237 108 - Foothill Air Support Team Fund33 - Police $490,150 $446,352 $545,037 $470,388108 - FOOTHILL AIR SUPPORT TEAMFUND TOTAL $490,150 $446,352 $545,037 $470,388 GENERAL FUNDS TOTAL $368,613,389$354,144,453$375,807,550 $373,266,935Special Revenue Funds201 - Supplemental Law Enforcement F20 - Non-Departmental $45,223 – – $033 - Police $379,157 $398,269 $398,269 $400,970201 - SUPPLEMENTAL LAWENFORCEMENT F TOTAL $424,380 $398,269 $398,269 $400,970 202 - Public Safety Augmentation Fun33 - Police $2,251,400$2,294,137$2,294,137 $2,321,318202 - PUBLIC SAFETY AUGMENTATIONFUN TOTAL $2,251,400$2,294,137$2,294,137 $2,321,318 203 - Health Fund23 - Public Health Department$20,292,282$20,662,391$20,948,688 $18,974,33131 - Fire $482,315 $536,879 $536,879 $548,441203 - HEALTH FUND TOTAL $20,774,597$21,199,270$21,485,567 $19,522,772204 - Building Services Fund20 - Non-Departmental $152,162 – – $021 - Planning Department$10,023,405$12,244,541$12,244,541 $14,086,08624 - Transportation Department$106,895 $218,321 $218,321 $223,85731 - Fire $1,194,388$1,515,837$1,515,837 $1,536,925204 - BUILDING SERVICES FUND TOTAL $11,476,850$13,978,699$13,978,699 $15,846,868205 - Sewer Construction and Maint.20 - Non-Departmental $5,144,421$2,261,070$4,671,070 $2,466,16022 - Public Works $3,192,768$3,177,062$3,177,062 $2,935,792205 - SEWER CONSTRUCTION ANDMAINT. TOTAL $8,337,189$5,438,132$7,848,132 $5,401,952 206 - Underground Utilities Fund20 - Non-Departmental $7,009,089$7,077,942$7,277,942 $7,256,331206 - UNDERGROUND UTILITIES FUNDTOTAL $7,009,089$7,077,942$7,277,942 $7,256,331 207 - Asset Forfeiture Fund20 - Non-Departmental $151,592 – – $033 - Police $1,624,703$591,927 $987,930 $615,380207 - ASSET FORFEITURE FUND TOTAL $1,776,295$591,927 $987,930 $615,380208 - Transportation Sales Tax Fund20 - Non-Departmental $4,301,542 – $549,382 $024 - Transportation Department$3,525,012$4,016,139$4,016,139 $4,159,685208 - TRANSPORTATION SALES TAXFUND TOTAL $7,826,554$4,016,139$4,565,521 $4,159,685 209 - Proposition C Local Transit Fu20 - Non-Departmental $16,152 – $55,264 $024 - Transportation Department$8,914,650$11,780,963$12,647,020 $12,933,989209 - PROPOSITION C LOCAL TRANSITFU TOTAL $8,930,802$11,780,963$12,702,284 $12,933,989 210 - Gas Tax Fund20 - Non-Departmental $3,571,050$501,786$2,701,786 $515,48522 - Public Works $2,363,436$3,115,160 $3,115,160 $2,868,698210 - GAS TAX FUND TOTAL $5,934,486$3,616,946$5,816,946 $3,384,183212 - Library Services Fund FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Statement of Appropriations by Fund by Department 2
19 - Library&InformationSrvcs Dept$15,874,423$16,784,344$16,691,770 $16,655,35720 - Non-Departmental $214,595 – – $0212 - LIBRARY SERVICES FUND TOTAL $16,089,018$16,784,344$16,691,770 $16,655,357213 - Old Pasadena Parking Meter Fun20 - Non-Departmental – – $30,000 $024 - Transportation Department$1,677,714$3,042,969$3,042,969 $1,913,550213 - OLD PASADENA PARKING METERFUN TOTAL $1,677,714$3,042,969$3,072,969 $1,913,550 214 - Civic Center Parking Meter Fun24 - Transportation Department$779,966 $1,334,835$1,344,977 $895,944214 - CIVIC CENTER PARKING METERFUN TOTAL $779,966 $1,334,835$1,344,977 $895,944 215 - Bikeways Fund20 - Non-Departmental $98,378 $90,000 $240,000 $100,000215 - BIKEWAYS FUND TOTAL $98,378 $90,000 $240,000 $100,000216 - Air Quality Improvement Fund17 - Human Resources $70,070 $420,388 $420,388 $227,236216 - AIR QUALITY IMPROVEMENT FUNDTOTAL $70,070 $420,388 $420,388 $227,236 217 - South Lake Parking Operating F24 - Transportation Department$376,875 $479,624 $479,624 $466,113217 - SOUTH LAKE PARKING OPERATINGF TOTAL $376,875 $479,624 $479,624 $466,113 218 - Library Special Tax Fund20 - Non-Departmental $3,067,472$3,169,953$3,169,953 $3,393,222218 - LIBRARY SPECIAL TAX FUNDTOTAL $3,067,472$3,169,953$3,169,953 $3,393,222 219 - Community Develop Block Grant15 - Finance $64,323 $53,398 $53,398 $58,54416 - Housing $2,271,221$2,406,210$2,406,210 $2,168,084219 - COMMUNITY DEVELOP BLOCKGRANT TOTAL $2,335,544$2,459,608$2,459,608 $2,226,628 220 - Rental Assistance Programs Fnd15 - Finance $61,547 $70,805 $70,805 $73,46216 - Housing $21,895,289$24,019,711 $24,019,711 $24,142,236220 - RENTAL ASSISTANCE PROGRAMSFND TOTAL $21,956,836$24,090,516$24,090,516 $24,215,698 221 - Home Investment Partnership Fd15 - Finance $11,763 $8,864 $8,864 $9,18916 - Housing $1,541,022$1,259,752$2,621,067 $3,451,049221 - HOME INVESTMENT PARTNERSHIPFD TOTAL $1,552,785$1,268,616$2,629,931 $3,460,238 223 - Supportive Housing Prog. (SHP)15 - Finance $46,648 $77,613 $77,613 $88,70516 - Housing $3,454,625$5,119,395 $5,119,395 $6,400,251223 - SUPPORTIVE HOUSING PROG.(SHP) TOTAL $3,501,273$5,197,008$5,197,008 $6,488,956 224 - Emergency Shelter Grant -ESG15 - Finance $2,780 $18,495 $18,495 $7,89916 - Housing $151,242 $168,637$1,168,637 $665,024224 - EMERGENCY SHELTER GRANT -ESG TOTAL $154,022 $187,132$1,187,132 $672,923 225 - West Gateway Parking Meter Fd24 - Transportation Department$23,006 $68,007 $68,007 $30,053225 - WEST GATEWAY PARKING METERFD TOTAL $23,006 $68,007 $68,007 $30,053 226 - HOPWA Fund15 - Finance $3,086 $8,864 $8,864 $9,189 FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Statement of Appropriations by Fund by Department 3
16 - Housing $229,208 $289,966 $289,966 $289,641226 - HOPWA FUND TOTAL $232,294 $298,830 $298,830 $298,830229 - Playhouse Parking Fund24 - Transportation Department$22,504 $1,090,708$1,100,850 $298,771229 - PLAYHOUSE PARKING FUND TOTAL $22,504 $1,090,708$1,100,850 $298,771230 - Homeland Security Grant Fund23 - Public Health Department$15,000 – $60,000 $031 - Fire $44,913 $75,000 $1,002,018 $849,76833 - Police $593,203 $145,000 $358,042 $145,000230 - HOMELAND SECURITY GRANTFUND TOTAL $653,115 $220,000$1,420,060 $994,768 232 - So. Lake Parking Meter Zone Fd20 - Non-Departmental $533,152 – – $024 - Transportation Department$212,187 $359,580 $359,580 $252,456232 - SO. LAKE PARKING METER ZONEFD TOTAL $745,339 $359,580 $359,580 $252,456 233 - Sewer Facility Charge Fund20 - Non-Departmental $1,389,521 – $1,000,000 $0233 - SEWER FACILITY CHARGE FUNDTOTAL $1,389,521 – $1,000,000 $0 236 - Measure R Transportation Fnd24 - Transportation Department$2,486,746$2,396,979$2,396,979 $2,247,970236 - MEASURE R TRANSPORTATIONFND TOTAL $2,486,746$2,396,979$2,396,979 $2,247,970 237 - Low and Mod Inc Housing Asset16 - Housing $577,071 $260,340$1,100,340 $204,258237 - LOW AND MOD INC HOUSINGASSET TOTAL $577,071 $260,340$1,100,340 $204,258 238 - Other Housing Funds15 - Finance $71,337 $85,493 $85,493 $73,26916 - Housing $3,553,047$8,154,495$16,054,168 $7,519,294238 - OTHER HOUSING FUNDS TOTAL $3,624,384$8,239,988$16,139,661 $7,592,563239 - Inclusionary Housing Trust Fun16 - Housing $1,530,863$1,473,622$1,639,525 $253,697239 - INCLUSIONARY HOUSING TRUSTFUN TOTAL $1,530,863$1,473,622$1,639,525 $253,697 241 - Rd Maint and Rehab Acct (RMRA)20 - Non-Departmental $6,089,242 – $3,600,000 $0241 - RD MAINT AND REHAB ACCT(RMRA) TOTAL $6,089,242 – $3,600,000 $0 242 - Measure M Local Return Fund20 - Non-Departmental $78,775 – – $024 - Transportation Department$2,818,313$2,716,576$2,716,576 $2,547,699242 - MEASURE M LOCAL RETURN FUNDTOTAL $2,897,088$2,716,576$2,716,576 $2,547,699 243 - Safe Clean Water Program20 - Non-Departmental $340,042 – $1,000,000 $022 - Public Works $965,277 $915,594 $915,594 $941,349243 - SAFE CLEAN WATER PROGRAMTOTAL $1,305,319$915,594$1,915,594 $941,349 244 - American Rescue Plan Act Fund245 - Measure A LA County Parks20 - Non-Departmental – – $1,350,000 $0245 - MEASURE A LA COUNTY PARKSTOTAL – – $1,350,000 $0 SPECIAL REVENUE FUNDS TOTAL $147,978,084$146,957,641$173,445,305 $148,221,727Capital Project Funds301 - Project Management Fund FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Statement of Appropriations by Fund by Department 4
14 - Dept of Information Technology -$107,922 $40,840 $40,840 $42,91920 - Non-Departmental $107,922 – – $022 - Public Works $1,642,625$8,075,935$8,075,935 $8,437,82524 - Transportation Department– $1,104,337$1,104,337 $1,168,098301 - PROJECT MANAGEMENT FUNDTOTAL $1,642,625$9,221,112 $9,221,112 $9,648,842 302 - Charter Capital Projects Fund20 - Non-Departmental $66 – – $0302 - CHARTER CAPITAL PROJECTSFUND TOTAL $66 – – $0 304 - Residential Development Impact20 - Non-Departmental $2,474,403 – $408,869 $0304 - RESIDENTIAL DEVELOPMENTIMPACT TOTAL $2,474,403 – $408,869 $0 308 - 10% Green Fee Capital Project20 - Non-Departmental – – $73,520 $0308 - 10% GREEN FEE CAPITALPROJECT TOTAL – – $73,520 $0 310 - Capital Public Art Fund21 - Planning Department$153,128 $146,998 $146,998 $147,262310 - CAPITAL PUBLIC ART FUND TOTAL $153,128 $146,998 $146,998 $147,262313 - Traffic Reduction Trans Improv20 - Non-Departmental $553,198 – $510,730 $0313 - TRAFFIC REDUCTION TRANSIMPROV TOTAL $553,198 – $510,730 $0 CAPITAL PROJECT FUNDS TOTAL $4,823,420$9,368,110 $10,361,229 $9,796,104Custodial Funds675 - Lake/Washington Spec. Assess.20 - Non-Departmental $27,620 $27,620 $27,620 $27,620675 - LAKE/WASHINGTON SPEC.ASSESS. TOTAL $27,620 $27,620 $27,620 $27,620 677 - Library Equip Repl-Pasadena$4,577 – – –681 - Workforce Innov and Opport Act11 - City Manager $3,789,798$4,331,889$4,920,710 $3,638,06015 - Finance $128,477 $119,149 $119,149 $132,461681 - WORKFORCE INNOV AND OPPORTACT TOTAL $3,918,275$4,451,038$5,039,859 $3,770,521 682 - Open Space Assessment District11 - City Manager $3,500 – – $020 - Non-Departmental $53,315 – – $0682 - OPEN SPACE ASSESSMENTDISTRICT TOTAL $56,815 – – $0 689 - Rent Stabilization Fund12 - City Attorney $34,467 $208,138 $208,138 $239,23113 - City Clerk $48,409 – – $014 - Dept of Information Technology $94 – – $096 - Rent Stabilization Department$1,819,517$4,696,732$4,756,411 $4,782,357689 - RENT STABILIZATION FUND TOTAL $1,902,487$4,904,870$4,964,549 $5,021,588CUSTODIAL FUNDS TOTAL $5,909,774$9,383,528$10,032,028 $8,819,729Internal Service Funds501 - Computing and Communication Fd14 - Dept of Information Technology $23,343,871$24,482,043$24,644,501 $26,520,24320 - Non-Departmental $1,829,166 – $1,175,000 $0501 - COMPUTING AND COMMUNICATIONFD TOTAL $25,173,037$24,482,043$25,819,501 $26,520,243 502 - Building Maintenance Fund20 - Non-Departmental $958,347 $2,112,279 $4,212,279 $115,085 FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Statement of Appropriations by Fund by Department 5
22 - Public Works $15,575,370$16,687,436$16,687,436 $18,365,803502 - BUILDING MAINTENANCE FUNDTOTAL $16,533,717$18,799,715$20,899,715 $18,480,888 503 - Fleet Replacement Fund15 - Finance – – – $3,95222 - Public Works $5,739,697$6,336,044$14,677,482 $5,309,137503 - FLEET REPLACEMENT FUNDTOTAL $5,739,697$6,336,044$14,677,482 $5,313,089 504 - Benefits and Insurance Fund17 - Human Resources $1,454,383$1,456,341$1,456,341 $1,753,20020 - Non-Departmental $2,963,198 $35,000 $35,000 $35,000504 - BENEFITS AND INSURANCE FUNDTOTAL $4,417,581$1,491,341$1,491,341 $1,788,200 506 - Workers' Compensation Fund11 - City Manager $11,403 $3,759,222$3,759,222 $4,093,25617 - Human Resources $3,049,606 – – $020 - Non-Departmental $3,251,576 – – $0506 - WORKERS' COMPENSATION FUNDTOTAL $6,312,585$3,759,222$3,759,222 $4,093,256 507 - General Liability Fund11 - City Manager $297,049 $1,304,211 $1,304,211 $1,453,61712 - City Attorney $637,351 – – $020 - Non-Departmental -$4,728,171$55,302 $55,302 $55,035507 - GENERAL LIABILITY FUND TOTAL -$3,793,771$1,359,513$1,359,513 $1,508,652510 - City Service Center Fund22 - Public Works $876,085 $1,049,258$1,049,258 $1,074,075510 - CITY SERVICE CENTER FUNDTOTAL $876,085 $1,049,258$1,049,258 $1,074,075 511 - Fleet Repair and Maintenance20 - Non-Departmental $205,533 $241,023 $791,023 $253,72822 - Public Works $11,295,523$11,038,121$11,038,121 $13,126,509511 - FLEET REPAIR AND MAINTENANCETOTAL $11,501,056$11,279,144$11,829,144 $13,380,237 INTERNAL SERVICE FUNDS TOTAL $66,759,988$68,556,280$80,885,176 $72,158,640Enterprise Funds401 - Light and Power Fund84 - Power Department$228,063,222$263,680,680$263,680,680 $269,910,685401 - LIGHT AND POWER FUND TOTAL $228,063,222$263,680,680$263,680,680 $269,910,685402 - Water Fund84 - Power Department – – – $1,75088 - Water Department $64,398,390$74,085,021$74,085,021 $83,978,900402 - WATER FUND TOTAL $64,398,390$74,085,021$74,085,021 $83,980,650406 - Refuse Collection Fund20 - Non-Departmental $2,289,769$2,458,395$2,458,395 $2,855,54122 - Public Works $22,944,363$25,493,920$28,895,953 $25,295,110406 - REFUSE COLLECTION FUND TOTAL $25,234,132$27,952,315$31,354,348 $28,150,651407 - Off-Street Parking Facilities20 - Non-Departmental $742,566 – $1,000,000 $024 - Transportation Department$12,743,104$13,696,050$13,756,192 $14,003,294407 - OFF-STREET PARKING FACILITIESTOTAL $13,485,670$13,696,050$14,756,192 $14,003,294 408 - Telecommunications Fund14 - Dept of Information Technology $766,843 $707,708 $707,708 $673,04620 - Non-Departmental $52,451 – $100,000 $0408 - TELECOMMUNICATIONS FUNDTOTAL $819,294 $707,708 $807,708 $673,046 410 - Public Benefit Fund
FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Statement of Appropriations by Fund by Department 6
84 - Power Department $4,958,490$7,546,549$7,546,549 $7,635,606410 - PUBLIC BENEFIT FUND TOTAL $4,958,490$7,546,549$7,546,549 $7,635,606ENTERPRISE FUNDS TOTAL $336,959,198$387,668,323$392,230,498 $404,353,932Private-Purpose Trust Funds820 - Successor Agency Admin91 - Successor Agency to PCDC $13,000 $72,500 $72,500 $72,500820 - SUCCESSOR AGENCY ADMINTOTAL $13,000 $72,500 $72,500 $72,500 821 - Rdvlpmnt Oblgtn Retirement Fnd91 - Successor Agency to PCDC $6,519,458 – – $0821 - RDVLPMNT OBLGTN RETIREMENTFND TOTAL $6,519,458 – – $0 844 - SA Debt Service Fund-OldPsdna91 - Successor Agency to PCDC $3,812,051 – – $0844 - SA DEBT SERVICE FUND-OLDPSDNA TOTAL $3,812,051 – – $0 845 - SA Debt Service Fund-Lincoln91 - Successor Agency to PCDC $70,195 – – $0845 - SA DEBT SERVICE FUND-LINCOLNTOTAL $70,195 – – $0 846 - SA Debt Service Fund-Downtown91 - Successor Agency to PCDC $685,515 – – $0846 - SA DEBT SERVICE FUND-DOWNTOWN TOTAL $685,515 – – $0 847 - SA Debt Service Fund-Fair Oaks91 - Successor Agency to PCDC $714,314 $32,000 $32,000 $32,000847 - SA DEBT SERVICE FUND-FAIROAKS TOTAL $714,314 $32,000 $32,000 $32,000 848 - SA Debt Service Fund-OrangeGrv91 - Successor Agency to PCDC $89,369 $40,500 $40,500 $40,500848 - SA DEBT SERVICE FUND-ORANGEGRV TOTAL $89,369 $40,500 $40,500 $40,500 849 - SA Debt Service Fund-VillaPrke91 - Successor Agency to PCDC $710,141 – – $0849 - SA DEBT SERVICE FUND-VILLAPRKE TOTAL $710,141 – – $0 850 - SA Debt Service Fund-LakeWash91 - Successor Agency to PCDC $437,875 – – $0850 - SA DEBT SERVICE FUND-LAKEWASH TOTAL $437,875 – – $0 PRIVATE-PURPOSE TRUST FUNDS TOTAL $13,051,917$145,000 $145,000 $145,000Debt Service Funds901 - General Debt Service Fund20 - Non-Departmental $1,059,002 – – $0901 - GENERAL DEBT SERVICE FUNDTOTAL $1,059,002 – – $0 905 - 2015 TXBL PENSION BONDS20 - Non-Departmental $1,504,136 – – $0905 - 2015 TXBL PENSION BONDS TOTAL $1,504,136 – – $0906 - 2020AB Pension Bonds20 - Non-Departmental $4,756,948 – – $0906 - 2020AB PENSION BONDS TOTAL $4,756,948 – – $0977 - 2018AB LEASE REVENUE BONDS20 - Non-Departmental $1,528,245 – – $0977 - 2018AB LEASE REVENUE BONDSTOTAL $1,528,245 – – $0 978 - 2016A RBOC Lease Rev Refunding20 - Non-Departmental $712,026 – – $0 FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Statement of Appropriations by Fund by Department 7
978 - 2016A RBOC LEASE REVREFUNDING TOTAL $712,026 – – $0 980 - 2010 RBOC LEASE REV BONDS20 - Non-Departmental $9,832,152 – – $0980 - 2010 RBOC LEASE REV BONDSTOTAL $9,832,152 – – $0 990 - 2015 Refunding COPs20 - Non-Departmental $4,304,500 – – $0990 - 2015 REFUNDING COPS TOTAL $4,304,500 – – $0DEBT SERVICE FUNDS TOTAL $23,697,008 – – $0Pension Trust Funds107 - Section 115 Trust Fund20 - Non-Departmental $61,351 – – $0107 - SECTION 115 TRUST FUND TOTAL $61,351 – – $0667 - Fire and Police Retirement Fun92 - Fire & Police Retirement Sys$12,983,210$24,920 $24,920 $28,011667 - FIRE AND POLICE RETIREMENTFUN TOTAL $12,983,210$24,920 $24,920 $28,011 668 - OPEB Section 115 Trust20 - Non-Departmental $11,642 – – $0668 - OPEB SECTION 115 TRUST TOTAL $11,642 – – $0PENSION TRUST FUNDS TOTAL $13,056,203$24,920 $24,920 $28,011Donated Funds613 - Cultural Trust Fund21 - Planning Department$333,040 $435,595 $435,595 $438,645613 - CULTURAL TRUST FUND TOTAL $333,040 $435,595 $435,595 $438,645DONATED FUNDS TOTAL $333,040 $435,595 $435,595 $438,645Capital Asset Fund701 - General Capital Assets AcctGrp14 - Dept of Information Technology $2,462,514 – – $022 - Public Works $6,134,195 – – $0701 - GENERAL CAPITAL ASSETSACCTGRP TOTAL $8,596,709 – – $0 CAPITAL ASSET FUND TOTAL $8,596,709 – – $0Business-Type Component Unit690 - PCOC Investment Fund20 - Non-Departmental -$4,840,675 – – $0690 - PCOC INVESTMENT FUND TOTAL -$4,840,675 – – $0691 - Pasadena ConferenceCtr Expansn20 - Non-Departmental $4,041,198 – – $0691 - PASADENA CONFERENCECTREXPANSN TOTAL $4,041,198 – – $0 693 - RBOC Investment Fund-$924,319 – – –BUSINESS-TYPE COMPONENT UNITTOTAL -$1,723,797 – – $0 CITYWIDE FUNDS TOTAL $988,054,935$976,683,850$1,043,367,300$1,017,228,723Inter-Departmental Transfers95 - Operat Transfer Out $113,984,134$64,931,189$94,872,414 $73,634,279INTER-DEPARTMENTAL TRANSFERSTOTAL $113,984,134$64,931,189$94,872,414 $73,634,279 Total Operating Appropriations*$874,070,802$911,752,661$948,494,886 $943,594,444 Powered by OpenGov
FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Statement of Appropriations by Fund by Department 8
Revenues101 - General Fund $351,803,582$340,783,272$344,427,624 $362,795,958102 - Parking Operations Fund$27,620 $27,620 $27,620 $27,620104 - L. A. Impact Fund $17,468 $74,999 $74,999 $74,999105 - General Fund Projects Fund$7,559,555$6,731,519$8,429,519 $6,951,881106 - New Years Day Genl Fund Events$1,980,403$1,698,000$1,698,000 $1,698,000108 - Foothill Air Support Team Fund $460,338 $456,561 $456,561 $479,487201 - Supplemental Law Enforcement F$425,669 $413,659 $413,659 $422,924202 - Public Safety Augmentation Fun$2,100,385$2,200,000$2,200,000 $2,118,000203 - Health Fund $20,909,083$21,060,983$21,347,280 $18,580,474204 - Building Services Fund$14,030,382$12,927,474$12,927,474 $12,275,050205 - Sewer Construction and Maint.$7,976,197$11,905,659$11,905,659 $13,063,086206 - Underground Utilities Fund$9,567,745$6,808,562$6,808,562 $6,859,453207 - Asset Forfeiture Fund $1,726,593 $77,614 $77,614 $74,811208 - Transportation Sales Tax Fund $5,236,371$4,710,658$5,964,540 $4,533,414209 - Proposition C Local Transit Fu $11,324,972$12,807,704$12,807,704 $13,324,835210 - Gas Tax Fund $5,054,260$4,919,132$4,919,132 $5,074,142212 - Library Services Fund$16,106,477$16,176,027$16,183,783 $16,655,108213 - Old Pasadena Parking Meter Fun$2,067,909$2,082,376$2,082,376 $2,118,151214 - Civic Center Parking Meter Fun$835,876 $779,087 $779,087 $799,314215 - Bikeways Fund $48,398 $90,000 $90,000 $100,000216 - Air Quality Improvement Fund$145,696 $175,966 $175,966 $179,196217 - South Lake Parking Operating F$483,200 $427,794 $427,794 $500,390218 - Library Special Tax Fund $3,191,228$3,169,953$3,169,953 $3,169,953219 - Community Develop Block Grant$2,328,451$2,459,608$2,459,608 $2,226,628220 - Rental Assistance Programs Fnd$22,594,067$24,052,215$24,052,215 $24,128,715221 - Home Investment Partnership Fd$1,627,978$1,268,616$1,268,616 $3,460,238223 - Supportive Housing Prog. (SHP)$3,472,324$5,197,008$5,197,008 $6,488,956224 - Emergency Shelter Grant -ESG$870,614 $187,132$1,187,132 $672,923225 - West Gateway Parking Meter Fd$37,743 $33,174 $33,174 $33,536226 - HOPWA Fund $448,219 $298,830 $298,830 $298,830229 - Playhouse Parking Fund$13,595 $761,205 $761,205 $761,049230 - Homeland Security Grant Fund$810,382 $283,654$1,451,776 $994,768232 - So. Lake Parking Meter Zone Fd$282,257 $279,440 $279,440 $300,891233 - Sewer Facility Charge Fund$862,032 $795,538 $795,538 $673,787236 - Measure R Transportation Fnd$2,329,114 $2,422,267$2,422,267 $2,268,444237 - Low and Mod Inc Housing Asset $272,696 $118,853 $118,853 $118,853238 - Other Housing Funds$4,792,405$8,145,595$13,814,171 $7,426,414239 - Inclusionary Housing Trust Fun $1,377,297$199,630 $199,630 $196,470241 - Rd Maint and Rehab Acct (RMRA) $3,657,012$3,657,863$3,657,863 $3,675,155242 - Measure M Local Return Fund$2,695,031$2,735,723$2,735,723 $2,563,355243 - Safe Clean Water Program $607,472 $1,500,000$1,500,000 $1,634,884301 - Project Management Fund$49,443,520 – $39,228,572 $0302 - Charter Capital Projects Fund$97,023 – – $0303 - New Development Impact Fund$14,211 $6,498 $6,498 $6,811304 - Residential Development Impact$551,786 $223,959 $223,959 $123,547308 - 10% Green Fee Capital Project$3,952 $1,807 $1,807 $1,894310 - Capital Public Art Fund $50,816 $25,307 $25,307 $22,967 Statement of Revenues by Fund
FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Statement of Revenues by Fund 1
313 - Traffic Reduction Trans Improv $202,494 $126,589 $126,589 $199,153675 - Lake/Washington Spec. Assess. $28,825 – – $0677 - Library Equip Repl-Pasadena$3,325 $3,678 $3,678 $3,129678 - Library Equip Repl-Glendale$6,584 $3,011 $3,011 $3,156679 - Library Equip Repl-Shared$1,897 $868 $868 $910681 - Workforce Innov and Opport Act $4,115,687 $3,951,042$4,539,863 $3,491,677682 - Open Space Assessment District$89,975 $3,571 $3,571 $3,664689 - Rent Stabilization Fund-$26,493 – – $5,165,526501 - Computing and Communication Fd$23,835,939$24,440,320$24,440,320 $26,507,586502 - Building Maintenance Fund$17,519,864$18,257,382$18,257,382 $19,539,849503 - Fleet Replacement Fund$4,779,857$4,132,454$4,132,454 $5,236,648504 - Benefits and Insurance Fund$43,141,739$1,385,762$1,385,762 $1,733,744506 - Workers' Compensation Fund$19,033,272$578,359 $578,359 $686,697507 - General Liability Fund$17,777,710$5,000,000$5,000,000 $5,000,000510 - City Service Center Fund$925,178 $1,063,848$1,063,848 $1,114,105511 - Fleet Repair and Maintenance$11,362,357$11,279,229$11,279,229 $13,092,085401 - Light and Power Fund$345,038,279$282,898,266$282,898,266 $281,203,745402 - Water Fund $93,808,541$91,454,146$91,454,146 $107,034,922406 - Refuse Collection Fund$21,626,860$24,858,965$24,858,965 $27,004,227407 - Off-Street Parking Facilities$13,879,128$13,901,289$13,901,289 $14,911,916408 - Telecommunications Fund$937,462 $895,563 $895,563 $812,602410 - Public Benefit Fund$7,823,275$7,342,237$7,342,237 $7,482,758411 - Power Capital Projects Fund-$40,872,847 – – $0412 - Water Capital Projects Fund-$16,310,457 – – $0820 - Successor Agency Admin – $72,500 $72,500 $72,500821 - Rdvlpmnt Oblgtn Retirement Fnd$6,456,400 – – $0844 - SA Debt Service Fund-OldPsdna$3,812,051 – – $0845 - SA Debt Service Fund-Lincoln$70,195 – – $0846 - SA Debt Service Fund-Downtown$685,515 – – $0847 - SA Debt Service Fund-Fair Oaks$714,314 – – $0848 - SA Debt Service Fund-OrangeGrv$117,264 – – $0849 - SA Debt Service Fund-VillaPrke $710,141 – – $0850 - SA Debt Service Fund-LakeWash $437,875 – – $0901 - General Debt Service Fund$1,059,002 – – $0905 - 2015 TXBL PENSION BONDS$1,504,560 – – $0906 - 2020AB Pension Bonds$4,757,470 – – $0977 - 2018AB LEASE REVENUE BONDS$1,291 – – $0978 - 2016A RBOC Lease Rev Refunding$3,818 – – $0980 - 2010 RBOC LEASE REV BONDS$4,112,640 – – $0990 - 2015 Refunding COPs$4,521,038 – – $0107 - Section 115 Trust Fund $1,071,964 – – $0667 - Fire and Police Retirement Fun$7,235,507 $33,694 $33,694 $58,334668 - OPEB Section 115 Trust $202,955 – – $0608 - Congers Bequest Fund$1,562 $715 $715 $749610 - Everett Bequest Fund$12,317 $5,708 $5,708 $5,980611 - Coffin Bequest Fund $11,538 $5,276 $5,276 $5,530612 - Centeno Bequest Fund$7,464 $3,413 $3,413 $3,578613 - Cultural Trust Fund $706,651 $824,392 $824,392 $830,787614 - La Pintoresca Branch Childrens$1,014 $464 $464 $486615 - E. Avery Children's Room Fund$1,476 $675 $675 $708616 - Literacy Gift Account Fund $7,234 $3,308 $3,308 $3,467617 - Robert C. Jackson Family Trust $235 $108 $108 $113618 - Raymond L. Batiste Trust Fund $1,589 $727 $727 $762 FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Statement of Revenues by Fund 2
620 - Marvin Trust Fund $373 $171 $171 $179621 - Keatinge Bequest Fund$16,681 $7,628 $7,628 $7,995636 - A. C. Vroman Art Bequest Fund $319 $146 $146 $153637 - Singer Bequest Fund$2,534 $1,159 $1,159 $1,215638 - Arthur Noble Award Fund $338 $155 $155 $162640 - Harry Sheldon Award Fund $18 $9 $9 $9641 - Pasadena Center Capital Improv$24,912 $11,391 $11,391 $11,939642 - Ruth B. Cox Trust Fund $255 $117 $117 $123643 - Jankos Trust Fund $1,522 $696 $696 $730645 - Hudson Family Trust Fund $6,042 $2,763 $2,763 $2,896646 - M.A.Berger Trust Fund $75,085 $34,332 $34,332 $35,984701 - General Capital Assets AcctGrp -$19,810 – – $0690 - PCOC Investment Fund$762,022 $246,235 $246,235 $384,170691 - Pasadena ConferenceCtr Expansn$11,005,660 – – $0REVENUES TOTAL $1,181,148,884$997,990,902$1,052,535,280$1,051,612,009 Powered by OpenGov
FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Statement of Revenues by Fund 3
Revenues71 - Taxes $237,321,213$238,956,200$238,956,200 $247,009,70772 - Franchise Fees $2,709,329$2,973,500$2,973,500 $2,893,50073 - Licenses & Permits $3,735,701$4,132,685$4,132,685 $4,273,85374 - Intergov Revenue $29,975,314$24,748,702$26,585,506 $25,767,15175 - Charge fr Svc Extrnl$22,072,704$18,447,508$19,755,186 $19,944,21476 - Charge fr Svc Intrnl $18,141,311 $18,635,777$18,635,777 $20,097,78177 - Operat Transfer In $20,140,438$20,140,438$20,140,438 $30,640,43878 - Fines & Forfeitures $6,334,311 $6,620,000$7,014,500 $6,800,00079 - Investment Earnings$5,347,438$2,280,038$2,280,038 $1,805,37580 - Rental Income $1,020,156$1,062,551$1,062,551 $1,040,59981 - Misc. Revenue $1,716,374$1,969,373$2,074,743 $1,656,84082 - Other Fincng Source$2,304,319 – – $083 - Operating Income $968,473 $800,000 $800,000 $850,00084 - Non-Op Revenue $16,500 $16,500 $16,500 $16,500REVENUES TOTAL $351,803,582$340,783,272$344,427,624 $362,795,958Expenses90 - Personnel $206,097,494$215,240,363$216,135,006 $231,753,82291 - Services & Supplies$68,538,538$68,963,879$71,973,820 $68,028,35992 - Capital Outlay $14,757,764$425,927$4,909,294 $34,82593 - Internal Srvc Chrg $29,647,584$30,542,372$30,542,372 $34,889,74494 - Debt Service $1,405,419 – – $095 - Operat Transfer Out $33,887,364$26,669,274$38,147,734 $26,750,50396 - Operating Expense $3,000,000 – – $097 - Non-Op Expense – – – $0EXPENSES TOTAL $357,334,161$341,841,815$361,708,227 $361,457,253Total Operating Appropriations -$5,530,580-$1,058,543-$17,280,602 $1,338,705 Powered by OpenGov
General Fund Revenue and Appropriations Summary
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 General Fund Revenue and Appropriations Summary 1
Department10 - City Council $2,911,184 $3,473,450$3,473,450 $3,745,56211 - City Manager $7,291,016$7,856,824$8,913,354 $8,787,39912 - City Attorney $14,442,760$12,334,078$12,334,078 $13,097,64513 - City Clerk $3,517,657$3,542,982$3,542,982 $3,787,10415 - Finance $15,064,702$15,335,606$15,335,606 $16,582,96916 - Housing $2,265,085$2,314,161$2,314,161 $2,638,88717 - Human Resources$5,480,803$5,658,653$5,658,653 $6,157,33318 - Parks, Rec & Com Services$25,510,142$27,108,039$27,448,039 $29,739,38520 - Non-Departmental$79,898,965$61,217,204$72,695,664 $57,598,35921 - Planning Department$8,960,752$9,556,955$9,556,955 $9,009,31222 - Public Works $16,632,728$16,744,041$16,911,240 $16,587,61823 - Public Health Department$378,449 $522,098 $522,098 $499,11024 - Transportation Department$7,615,371$8,325,615$9,188,605 $8,581,80631 - Fire $67,046,482$66,830,906$71,042,486 $73,358,81033 - Police $100,318,066$101,021,203$102,770,855 $111,285,954DEPARTMENT TOTAL $357,334,161$341,841,815$361,708,227 $361,457,253 Powered by OpenGov
General Fund Appropriations by Department
FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 General Fund Appropriations by Department 1
Operating Expenses90 - Personnel10 - City Council $1,878,481$2,040,403$2,040,403 $2,212,77211 - City Manager $4,924,258$5,670,969$5,640,969 $6,418,33712 - City Attorney $7,507,763$8,167,362$8,167,362 $8,836,33613 - City Clerk $1,761,710$1,934,161$1,934,161 $2,017,42115 - Finance $9,121,920$9,839,382$9,839,382 $10,702,68516 - Housing $817,216 $676,198 $676,198 $756,57917 - Human Resources $3,629,906$4,160,778$4,160,778 $4,459,86918 - Parks, Rec & Com Services$15,357,091$16,483,028$16,591,252 $17,884,35720 - Non-Departmental $1,808,455$2,496,943$2,496,943 $1,962,74921 - Planning Department$6,421,561$7,176,984$7,176,984 $6,319,60622 - Public Works $9,742,349$9,653,239$9,653,239 $9,389,93023 - Public Health Department$36,649 $232,568 $232,568 $197,60524 - Transportation Department$3,325,312$3,904,243$3,988,973 $4,179,80131 - Fire $54,299,216$55,513,011 $55,513,011 $60,347,92733 - Police $85,465,606$87,291,094$88,022,783 $96,067,84890 - PERSONNEL TOTAL $206,097,494$215,240,363$216,135,006 $231,753,82291 - Services & Supplies10 - City Council $570,076 $939,116 $939,116 $982,92611 - City Manager $1,588,222$1,550,492$2,637,022 $1,652,97512 - City Attorney $5,806,146$3,486,159$3,486,159 $3,536,55813 - City Clerk $1,074,714$904,891 $904,891 $930,52115 - Finance $1,083,388$1,711,450 $1,711,450 $1,790,01716 - Housing $1,122,484$1,359,390$1,359,390 $1,582,47817 - Human Resources $1,104,786$960,186 $960,186 $1,117,11818 - Parks, Rec & Com Services$5,921,215$6,430,864$6,573,249 $6,992,32520 - Non-Departmental $30,379,926$32,133,049$32,133,049 $28,971,08221 - Planning Department$1,139,859$939,097 $939,097 $979,09222 - Public Works $4,896,943$5,092,837$5,260,036 $5,094,64323 - Public Health Department$341,801 $289,530 $289,530 $301,50524 - Transportation Department$3,287,865$3,354,594$4,091,854 $3,395,44431 - Fire $5,120,912$5,171,168$5,702,495 $5,585,43733 - Police $5,100,203$4,641,056$4,986,296 $5,116,23891 - SERVICES & SUPPLIES TOTAL $68,538,538$68,963,879$71,973,820 $68,028,35992 - Capital Outlay11 - City Manager $53,126 – – $012 - City Attorney $438,003 – – –15 - Finance $1,037,837 – – $016 - Housing – $2,000 $2,000 $2,00017 - Human Resources $160,363 – – $018 - Parks, Rec & Com Services$70,527 – $89,391 $020 - Non-Departmental $11,009,600 – – $022 - Public Works $43,527 $100,000 $100,000 $024 - Transportation Department$75,468 $120,000 $161,000 $031 - Fire $1,507,115 $31,927 $3,712,180 $32,82533 - Police $362,198 $172,000 $844,723 $092 - CAPITAL OUTLAY TOTAL $14,757,764$425,927$4,909,294 $34,825 General Fund Appropriations by Category by Department
FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 General Fund Appropriations by Category by Department 1 93 - Internal Srvc Chrg10 - City Council $462,627 $493,931 $493,931 $549,86411 - City Manager $642,362 $635,363 $635,363 $716,08712 - City Attorney $654,448 $680,557 $680,557 $724,75113 - City Clerk $681,232 $703,930 $703,930 $839,16215 - Finance $3,497,650$3,784,774$3,784,774 $4,090,26716 - Housing $205,385 $276,573 $276,573 $297,83017 - Human Resources $477,928 $537,689 $537,689 $580,34618 - Parks, Rec & Com Services$4,092,026$4,194,147$4,194,147 $4,862,70320 - Non-Departmental $9,316 – – –21 - Planning Department$1,395,904$1,440,874$1,440,874 $1,710,61422 - Public Works $1,924,499$1,897,965$1,897,965 $2,103,04524 - Transportation Department$844,979 $880,175 $880,175 $936,48031 - Fire $6,063,253$6,099,341$6,099,341 $7,376,72733 - Police $8,695,973$8,917,053$8,917,053 $10,101,86893 - INTERNAL SRVC CHRG TOTAL $29,647,584$30,542,372$30,542,372 $34,889,74494 - Debt Service11 - City Manager $83,047 – – $012 - City Attorney $36,400 – – –15 - Finance $323,906 – – $017 - Human Resources $107,821 – – $018 - Parks, Rec & Com Services$69,282 – – $021 - Planning Department $3,428 – – $022 - Public Works $25,410 – – $024 - Transportation Department$21,037 – – $031 - Fire $41,000 – – $033 - Police $694,087 – – $094 - DEBT SERVICE TOTAL $1,405,419 – – $095 - Operat Transfer Out16 - Housing $120,000 – – –20 - Non-Departmental $33,691,668$26,587,212$38,065,672 $26,664,52824 - Transportation Department$60,711 $66,603 $66,603 $70,08131 - Fire $14,985 $15,459 $15,459 $15,89495 - OPERAT TRANSFER OUT TOTAL $33,887,364$26,669,274$38,147,734 $26,750,50396 - Operating Expense $3,000,000 – – $0OPERATING EXPENSES TOTAL $357,334,161$341,841,815$361,708,227 $361,457,253Inter-Departmental Transfers $33,887,364$26,669,274$38,147,734 $26,750,503Total Operating Appropriations*$323,446,798$315,172,541$323,560,493 $334,706,750 Powered by OpenGov
FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 General Fund Appropriations by Category by Department 2 Category90 - Personnel805600 - Accrued Payroll Expense-$6,052,423 – – $0802300 - Auto Allowance $295,375 $260,613 $260,613 $373,524805000 - Benefits $24,036,720$22,203,460$22,216,535 $23,677,665805800 - Benefits Admin. $685,617 $709,014 $709,699 $842,329805900 - CellPhone/SmartPhone Stipend$215,480 $203,021 $203,021 $237,821804000 - City Portion-PERS$14,258,366$17,111,408 $17,132,486 $17,889,440804200 - City Portion-SPERS$24,606,529$27,052,072$27,052,072 $31,541,978804500 - Dental Insurance$667,986 $834,540 $835,053 $835,935806000 - EE Parking Permits - ER Paid$529,080 $530,850 $530,850 $525,150801300 - FirePolice Post-Retire Med Ben$1,525,001$1,491,941$1,491,941 $1,677,429803100 - General Liability$6,976,426$7,033,289$7,034,361 $7,640,265801600 - Holiday Schedule Pay - SPERS$1,088,336$1,184,197$1,184,197 $1,184,197804400 - Life Insurance $38,891 $42,144 $42,171 $42,151804700 - Long Term Disability $81,054 $85,690 $85,690 $91,878804900 - Medical $12,283,248$15,650,580$15,664,744 $17,058,431804600 - MediCare City Contribution$1,577,003$1,654,543$1,655,491 $1,776,895803700 - Miscellaneous Pay$880,277 $100,000 $100,000 $200,000801000 - Non Benefit Employees$547,951 – – $0801100 - Overtime Pay $5,977,717$2,729,963$3,461,652 $2,978,182801200 - Overtime Subject To PERS $128,394 $146,365 $146,365 $146,365802400 - Personal Devlpmnt Allowance $253,200 $242,114 $242,114 $266,355801400 - Position Coverage$10,714,626$8,303,582$8,303,582 $8,522,838801800 - PST-Part Time Employees-PARS $3,227,963$3,030,154$3,030,154 $3,262,520800500 - Regular Pay - PERS$42,218,321$43,013,218$43,120,248 $45,883,383800800 - Regular Pay - SPERS$44,974,265$46,448,041$46,448,041 $49,529,684805300 - Severance Pay $53,694 – – $0803400 - Sick Pay $61 – – $0802100 - Trip Reduction Incentive Pay$6,000 $40,000 $40,000 $0802700 - Workers' Compensation$14,302,336$15,139,564$15,143,926 $15,569,40790 - PERSONNEL TOTAL $206,097,494$215,240,363$216,135,006 $231,753,82291 - Services & Supplies819300 - Lease Expense (GASB 87)$3,906 – – $311,087824000 - Principal Exp (Leases GASB 87)$976,339 – – $0824300 - Interest Exp (Leases GASB 87)$25,749 – – $0819500 - Contra Lease Expense (GASB 87)-$1,048,610 – – –819600 - Contra SBITA Expense (GASB 96)-$1,425,750 – – –815400 - Audio Visual Materials – $14,000 $14,000 $14,000815000 - Cash Over and Short$42 – – $0819200 - City Council General Expense$20,159 $31,200 $31,200 $31,200811100 - City Council Telecommunication$4,663 $16,200 $16,200 $16,200812100 - Computer (PC) Maint/Repair– $200 $200 $200810800 - Computer Related Supplies$130,764 $133,639 $133,639 $134,628812700 - Conf & Mtgs-City Departments$874,562 $845,336 $855,775 $879,286812600 - Conf & Mtgs- Comm & Committes$12,959 $16,600 $16,600 $16,500811500 - Consultant Services$1,913,916$2,314,170$2,291,170 $1,983,496811600 - Contract Maintenance$11,385 $26,049 $26,049 $17,950 General Fund Appropriations by Line Item
FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 General Fund Appropriations by Line Item 1
811700 - Data Processing Operations$101,629 $125,512 $125,512 $67,787812400 - Dues And Memberships $287,010 $368,079 $348,079 $329,905812900 - Education $70,509 $169,575 $176,075 $178,142814200 - Electric $3,303,791$2,667,318$2,667,318 $2,709,547817000 - Emergency Shelter Service$1,324 $393,528 $393,528 $513,528810700 - Equipment Lease Payments$105,859 $188,195 $188,195 $183,978810900 - Equip Purchases Under $10k$1,119,245 $889,019 $994,598 $851,916814900 - Fiscal Agent/Bank Fees & Chgs$296,852 $270,000 $270,000 $285,000815200 - Foreign Cities Affiliation $14,191 $15,000 $15,000 $15,000813800 - Gas/Fuel $190,540 $102,927 $102,927 $110,909813700 - Gasoline and Lubricants$175,488 $134,933 $134,933 $138,728815300 - Grants-In-Aid $99,320 $56,500 $56,500 $56,500818800 - Grants-Subcontractors$578,731 – – $0815600 - Insurance $2,352,582$3,033,954$3,033,954 $3,951,130810500 - Lease Payments$497,581 $591,285 $591,285 $536,752811200 - Legal and Other Advertising $61,275 $105,500 $105,500 $113,643821700 - Litigation $241,525 $167,495 $167,495 $175,295810100 - Materials And Supplies $2,598,440$2,805,123$2,981,819 $2,821,874812800 - Mileage $1,826 $12,039 $12,039 $39,343823900 - Non-Lease Component$43,781 – – $0811400 - Other Contract Services$40,848,051$41,922,291$44,546,018 $42,367,644811410 - Other Contract Services– – – $12,360811800 - Outside Legal Services$5,023,629$2,610,000$2,610,000 $2,610,000811000 - Outside Printing & Duplicating$474,253 $400,387 $400,387 $393,557821200 - Permits and Fees$6,830 $9,964 $9,964 $9,247811300 - Photo Copy Machine Maint$215,782 $294,114 $294,114 $236,794814400 - Postage $177,002 $409,789 $399,789 $411,346817700 - Program Expenditures$340,774 $401,455 $401,455 $423,223816400 - Programs & Projects$93,202 $20,702 $20,702 $16,200828800 - Recruitment $3,506 $12,967 $12,967 $12,967813500 - Reference Matls Subscriptions$91,537 $79,546 $79,546 $90,430814100 - Refuse Collection$282,506 $221,282 $221,282 $242,845810600 - Rent Expense $634,434 $648,457 $648,457 $573,932829800 - Repairs and Maintenance$881 $30,700 $170,700 $176,000815100 - Returned Checks$64,006 – – $0819100 - Self-Insured Retention$3,445,179$3,158,735$3,158,735 $0827600 - Software -$74,415 – – $420,585812500 - Special Civic Events$120,489 $126,009 $126,009 $117,409812200 - Support To Advisory Committees$61,615 $77,873 $77,873 $76,873814500 - Taxes Payroll and Other$26,631 – – $0814000 - Telephone $159,037 $69,043 $69,043 $160,492813000 - Training Costs $316,970 $277,332 $277,332 $269,943810300 - Uniforms $421,778 $216,663 $216,663 $218,411821800 - Vehicle Rental/Lease $244,473 $263,076 $263,076 $269,227813200 - Video Productions – $2,000 $2,000 $2,000814600 - Wages $188,022 $247,500 $247,500 $300,000813900 - Water $1,730,784$1,970,618$1,970,618 $2,133,35091 - SERVICES & SUPPLIES TOTAL $68,538,538$68,963,879$71,973,820 $68,028,35992 - Capital Outlay850500 - Automotive Equipment$116,222 $220,001$2,269,960 $1850800 - Cap Outlay-Lease Intangb Asset $66,985 – – $0850900 - Cap Outlay-Subscription Asset $2,287,318 – – $0850400 - Equipment $1,277,639$205,926$2,639,334 $34,824 FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 General Fund Appropriations by Line Item 2
850100 - Land $11,009,600 – – $092 - CAPITAL OUTLAY TOTAL $14,757,764$425,927$4,909,294 $34,82593 - Internal Srvc Chrg861500 - IS-Auto Body Repair$491 $3,647 $3,647 $3,571862000 - IS-Building Preventive Mainten$547,216 $550,125 $550,125 $0864200 - IS-Compressed Natural Gas$16,859 $18,412 $18,412 $17,005861100 - IS-DoIt Application Direct $37,040 – – $0863000 - IS-DoIt Applications Basic$4,961,593$5,258,853$5,258,853 $5,687,090863600 - IS-DoIt Desktop Rplcmnt Prog$339,726 $365,852 $365,852 $446,482862400 - IS-DoIt Entrprs ComputingBasic$1,923,484$1,989,624$1,989,624 $2,099,083863200 - IS-DoIt GIS Basic$593,793 $588,429 $588,429 $639,186862700 - IS-DoIt NetworkSuppDirectSrvc$4,947 $4,532 $4,532 $4,532861900 - IS-DoIt NetworkSupportBasic$1,010,300$1,213,912$1,213,912 $1,263,501863100 - IS-DoIt Program Mgmt Basic$1,147,537$1,157,208$1,157,208 $1,285,839861300 - IS-DoIt Radio Basic$605,542 $701,058 $701,058 $761,195862100 - IS-DoIt Radio Direct– $21,114 $21,114 $21,114861200 - IS-DoIt Service Center Basic$1,190,253$1,214,489$1,214,489 $1,367,320860900 - IS-DoIt Telephone Basic $529,288 $621,845 $621,845 $792,463862200 - IS-DoIt Telephone Usage $165,029 $124,191 $124,191 $0861600 - IS-Fleet Maint-Equip Maintenan$3,852,364$3,662,359$3,662,359 $4,154,247861700 - IS-Fleet Maint-Equip Replaceme$3,134,560$3,165,369$3,165,369 $4,089,942861800 - IS-Fleet Maint-Fuel$876,499 $868,749 $868,749 $1,244,409860600 - IS-Floors And Windows – $4,923 $4,923 $4,923860500 - IS-Houskeeping Services$1,582,515$1,681,246$1,681,246 $1,974,169860300 - IS-Lockshop – $4,691 $4,691 $4,691860800 - IS-Mail - Basic Services$16 – – $0862600 - IS-Mail Direct Request$16,819 $8,945 $8,945 $8,945860700 - IS-Printing $391,137 $454,535 $454,535 $470,531863400 - IS-Security Srvcs at CityHall$364,722 $383,310 $383,310 $584,895860100 - IS-Structural Maintenance$4,372,857$4,447,542$4,447,542 $5,783,596860200 - IS-Tenant Improvements$302,726 $119,811 $119,811 $146,346860400 - IS-Utilities & Insurance-Hsekp$1,680,272$1,907,601$1,907,601 $2,034,66993 - INTERNAL SRVC CHRG TOTAL $29,647,584$30,542,372$30,542,372 $34,889,74494 - Debt Service824100 - SBITA Principal Expenditure$1,323,806 – – $0824400 - Interest Expense SBITA $80,069 – – $0867700 - Interest $1,544 – – $094 - DEBT SERVICE TOTAL $1,405,419 – – $095 - Operat Transfer Out871000 - Transfers To Building Maint Fd$164,985 $15,459 $15,459 $15,894872200 - Transfers To Debt Service Fund$11,618,125$12,318,397$12,318,397 $12,323,128870900 - Transfers To Health Fund $1,546,168$1,267,000$1,267,000 $1,107,000870600 - Transfers To Library Svcs Fund$12,212,831$12,622,821$12,622,821 $12,855,406875700 - Transf to OtherHousingFund-238– – $3,000,000 $0870300 - Trans To Capital Projects Fund$7,905,550 – $8,478,460 $0872100 - Trans To Computing & Comm Fd$60,711 $66,603 $66,603 $70,081871500 - Trans To Prop C Local Transit $378,994 $378,994 $378,994 $378,99495 - OPERAT TRANSFER OUT TOTAL $33,887,364$26,669,274$38,147,734 $26,750,50396 - Operating Expense $3,000,000 – – $0CATEGORY TOTAL $357,334,161$341,841,815$361,708,227 $361,457,253 Powered by OpenGov
FY 2024 ACTUALSFY 2025 ADOPTEDFY 2025 REVISEDFY 2026 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 General Fund Appropriations by Line Item 3
Organizational Chart

CITY OF PASADENA
City Attorney/CityProsecutor
Recommended Operating Budget - Fiscal Year 2026
City Attorney/City Prosecutor 1
Mission Statement
The mission of the City Attorney/City Prosecutor’s Department is to represent the City of Pasadena with theutmost professionalism and to provide the highest quality legal services. The Department works to arrive atcreative solutions which eﬀectively address issues aﬀecting residents, businesses and visitors in the City andassure that the public interest is well served including the areas of civil representation and criminal prosecution.

Program Description
Provide legal support to the City Council, City Departments, operating companies, commissions, and advisorybodies. Represent and advise the City, its oﬃcers, and employees in all civil matters. In accordance with theCharter, prosecute misdemeanor oﬀenses and infractions that arise from violations of state or City laws. TrainCity staﬀ, law enforcement, operating companies, City Commissioners, and others on relevant legal matters.Abate substandard living conditions and signiﬁcant code violations within the City, work with the PasadenaUniﬁed School District to address truancy concerns and student attendance. Recommend risk managementtechniques to mitigate, avoid, transfer, or accept risk. Advise on liability claims and the City‘s pre-litigationclaims program. Work with the Community Police Oversight Commission (CPOC) to provide support inachieving its goals.

The Department performs the following services:

Advises the City Council, City Manager, City Departments, advisory bodies, and operating companies on alllegal 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 federalcourts;Monitors transactional, advisory, and litigation matters handled by outside lawyers;Seeks to transfer risk through tenders of the City’s defense in litigation, where the City may be covered bycontractors, permittees, or others;Provides training to staﬀ, City employees, elected and appointed oﬃcials and operating companies onimportant legal issues and recent developments in the law;Annually reviews referred crime reports involving misdemeanor arrests or citations;Represents the People of the State of California and, more particularly, the community in all misdemeanorcriminal oﬀenses that are committed in the City from before ﬁling through the appellate process, seeking topromote justice in each case;Files crime report reviews and handles these cases from arraignment through pretrial hearings, trials, andappeals to aﬀect the best result for the City and to promote justice in each case;Trains law enforcement and other City staﬀ by providing important legal updates and training, asappropriate, on best practices in report writing, testifying in criminal courts, and investigating criminalmatters;Partners with other City Departments to combat signiﬁcant code violations and nuisance activities, andtackle quality of life issues within the City;Participates in eﬀorts to reduce truancy in Pasadena public schools;Works with City Departments to mitigate risk and potential liability;Supports the CPOC;Works with the CPOC to implement its work plan and prepare its annual report;Works with the Independent Police Auditor and Pasadena Police Department to increase transparency andpublic accountability, supporting the CPOC in making recommendations regarding the ongoing operationsof the Police Department.

Department Relationship to City Council Goals
City Attorney/City Prosecutor 2
Ensure Public Safety
The Department works with the Pasadena Police Department and 23 other law enforcement agencies, alongwith other City departments, to build a safer city by ﬁling criminal complaints, representing the People inmisdemeanor cases in the Superior Courts, abating substandard housing, addressing problem properties andlocations throughout the City, enforcing City codes and ordinances, encouraging reintegration and diversionwhere appropriate, and advocating for victims and vigorously prosecuting all matters from ﬁrst appearancethrough trial and appeal where applicable. Civil Division lawyers work with the Police Department by providinglegal advice, training, negotiating and drafting agreements with local law enforcement agencies for sharing ofresources, and defending the City and police oﬃcers in civil rights litigation brought in state and federal courts.The Department works with, and trains, staﬀ in the Police, Fire, Public Works, and other City departments toencourage public safety (including safe streets and sidewalks). Oversees the Independent Police Auditor inworking with the CPOC and reporting to the City Council. Supports the CPOC in furthering the City Council’sgoals regarding public safety, and community and police relations.

Support and Promote the Quality of Life and the Local Economy The Department addresses signiﬁcant nuisance and substandard properties and locations by working withother City staﬀ in identifying and abating these problems and keeping local neighborhoods vibrant and safe. Prosecutors conduct numerous meetings with community leaders and groups, along with City oﬃcials and staﬀ,to implement initiatives designed to safeguard the community. Civil Division lawyers support code enforcementeﬀorts to reduce blight through civil actions and by providing advice to City departments and advisory bodies.They also advise the Rent Stabilization department and Rental Housing Board on matters that promote thequality of life and economy regarding rental housing. Lawyers prepare, review and give advice regardingdocuments such as ordinances, proposals, contracts, and planning documents related to projects and activitiesthat enhance the quality of life and local economy.

Maintain Fiscal Responsibility and Stability
The Department works to ensure high quality legal representation for all City oﬃcers, departments andagencies through in-house lawyers and/or outside law ﬁrms, manage legal expenses, and remain within budget. The Department has saved the City substantial sums by providing legal advice and guidance regardinginsurance requirements that provide for language in contracts to protect the City and avoid large adversejudgments in litigation. Beneﬁts of a strong in-house legal department include: a budget savings over the costof paying more for outside counsel and regular contact with City staﬀ means matters are handled moreeﬃciently and through a collaborative working relationship between staﬀ and attorneys.

Fiscal Year 2025 Accomplishments
Civil Division
Over 120 lawsuits were handled at any given time by the City’s lawyers, and most of the cases were handledin-house;Major successes obtaining dismissals and favorable results in the trial and appellate courts, saving the Citysubstantial sums;Paralegals successfully handled small claim cases ﬁled against the City;Worked eﬀectively with City Departments, boards, commissions, and operating companies, handling a widerange of complex business and transactional matters, providing advice on a daily basis to minimize the City’sexposure to civil liability;Obtained appellate victories in civil rights cases and secured dismissals in multiple tort and employmentlawsuits in the City's favor; City Attorney/City Prosecutor 3
Provided advice on and drafted multiple agreements, regulations, resolutions, and other materials inresponse to the emergency stemming from the January 2025 windstorm and Eaton Fire, including, amongother activities, staﬃng the Emergency Operations Center (EOC); andProvided citywide training and worked with individual departments on legal issues including labor andpersonnel matters, ethics and conﬂicts (including Citywide AB1234 Ethics Training), contracts, open meetinglaws, public records, land use and environmental laws, public contracting laws, constitutional issues, andmore.

Prosecution Division
Reviewed approximately 3,000 cases with over 4,000 potential charges for ﬁling consideration;Prosecuted over 2,200 new cases in the Pasadena and other Courthouses of the Los Angeles SuperiorCourt and continued to handle cases ﬁled in prior ﬁscal years;Participated in weekly scheduled meetings with the multi-disciplinary PEDAL (Pasadena Elderly DependentAdult Liaisons) team;Attended meetings regarding nuisance properties, public safety, and community quality of life issues;Participated in Pasadena Uniﬁed School District student attendance review board hearings;Recruited and hired Pasadena's ﬁrst Victim Witness Advocate;Recruited and hired new Deputy City Attorney and transitioned another Deputy City Attorney intoCommunity Prosecutor assignment;Upgraded technology, including securing laptop computers and MiFi devices to allow access to onlineprograms outside of the oﬃce, as well as in court;Procured and implemented new case management system to allow electronic case referrals, review andﬁling, discovery, case notes, and updating of cases as Division transitions to a "paperless" oﬃce;Developed procedures to comply with law requiring “race blind ﬁling” that went into eﬀect on January 1,2025;Worked with other City Departments on the PACE (Pasadena Administrative Citation Enforcement) Programto address administrative code violations, including addressing illegal ﬁreworks activity;Handled (virtually) approximately 300 Mental Health Court misdemeanor case appearances in theHollywood Courthouse originating in Pasadena;Provided courtroom staﬃng for several courtrooms and lawyers periodically sent to other courthouses in theCounty to handle criminal cases;Provided assistance and training to other Departments, and worked collaboratively with other Departments,including scheduling regular meetings with Police Department leadership;Diverted numerous individuals into various rehabilitative programs designed to reduce recidivism rates andprovide for recommended treatment for oﬀenders in a number of crime categories, including through theFlintridge Center diversion program;Conducted the Department’s Community Mediation Program, dealing with disputes within the City beforethey require police involvement and criminal justice system intervention;Member of the City’s EOC during the Eaton ﬁre and its aftermath; andMember of the Los Angeles County Price Gouging Joint Taskforce, Critical Fires, which includes attendingweekly meetings; addressed price gouging in presentations at the Pasadena Disaster Town Hall and CityCouncil meeting.

Oversight Commission Support Division (OCSD)
Provided support for the CPOC through organizing, planning, and coordinating all Commission-related,programs, projects, services, meetings with management and activities, agenda preparation, policy analysis,and responding to inquiries from City staﬀ, City Council, and public members;Worked with each of the CPOC’s ﬁve ad hoc committees to advance the objectives of their annual workplan, which were as follows:Completed IPA RFP interviews and recommendation process to onboard a new IPAAssisted with the recommendation for the Pasadena Police Department to add language to their policyon the Mobile Observation Tower City Attorney/City Prosecutor 4
Completed the re-implementation of the Community Mediation Program Policy 1022 with the PasadenaPolice DepartmentCompleted a CPOC - Pretext Stop Survey in English and Spanish for the Community, and PasadenaPolice Department sworn OﬃcersResearch CPOC draft policies for the Pasadena Police Department rules for Handling of CommunityComplaints and Technology PurchasesManaged the City’s Independent Police Auditor (IPA) with the CPOC in adopting more formal rules andpractices, facilitating community engagement and communication with the Pasadena Police Department.Provided CPOC Commissioners assistance with onboarding a new Independent Police Auditor by January2025 and amending the Rules and Regulations to change their monthly meeting date from the ﬁrstThursday of the month to the second Thursday.

Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Adopted Budget of $13,336,876 is an increase of $794,660 or 6.3% percent from the FY 2025Revised Budget. The increase is primarily a result of personnel related expenses related to MOUs/COLAadjustments and PERS/Beneﬁts increases.

Personnel
A total of 39.00 FTEs are included in the FY 2026 Adopted Budget which remains unchanged when comparedto the FY 2025 Revised Budget. In addition to the FTEs, the Department periodically utilizes law student internsand volunteer lawyers who provide relevant assistance on issues in both the Civil and Prosecution Divisions.

Future Outlook
With respect to the Civil Division, civil cases will continue to be handled in a cost-eﬀective manner althoughchanges to the Los Angeles Superior Court have increased the cost of litigation, such as the assignment ofseveral cases throughout the County of Los Angeles, including Long Beach, downtown Los Angeles, and VanNuys, to name a few. This has caused an increase in travel time for attorneys and witnesses (many of them Citystaﬀ) for matters that arose in Pasadena. It is likely that the number and value of lawsuits will increase in view oflitigation trends, and we will continue to handle as many matters in-house as possible. Potential legal issuesstemming from the Eaton Fire will continue to require signiﬁcant in-house attorney time. Eaton Fire relatedmatters will be prioritized, as appropriate, due to time sensitivity and its impact to the City, its businesses,residents, and community. Given the City of Pasadena’s size, complexity, and evolving legal needs, as well asthe State’s continued eﬀorts to erode traditional areas of local control, even with a full complement of in-housestaﬀ, outside legal will continue to be needed and expenses will be closely monitored to ensure they are withinbudget, with adjustment to the budget, if needed to meet the City’s objectives. Given the upward trend in thenumber and increasingly more voluminous nature of Public Records Act requests, it is anticipated that a requestfor proposals will be issued for an upgraded system to manage such requests in the upcoming year. Training ofCity staﬀ and advisory bodies will increase to aid in avoiding potential liability in a range of areas.

The Prosecution Division will continue to aggressively address criminal violations that occur in the City,including focusing on crimes of violence and crimes involving weapons. The Division will continue to oﬀertraining to local law enforcement and work with local, state, and federal agencies in its prosecution eﬀorts. It isanticipated that there will be an increase in referrals and criminal ﬁlings for certain types of oﬀenses in theupcoming ﬁscal year. The Prosecution Division is exploring ways to update and improve restitution operationsto further support the goal of making victims ﬁnancially whole.

Community Prosecution will continue to work collaboratively with other City Departments to abate nuisancesand prosecute code violations. Community Prosecution eﬀorts will seek creative solutions for the beneﬁt of the City Attorney/City Prosecutor 5
community. It is anticipated that the Prosecution Division will expand its PACE (Pasadena Administrative CitationEnforcement) program in a collaborative eﬀort with other Departments to address code violations and securepayment of ﬁnes by oﬀenders. The Division will continue to be a partner with City Departments in working toenhance the quality of life in Pasadena. The Division will expand its partnerships with community organizations. These partnerships, which involve the Division’s Victim-Witness Advocate, better allows the Division to connectvictims to services and best support their needs. The Division is exploring adding a support dog to provideemotional support to victims. There will likely be a continued need to address matters that arise in theaftermath of the Eaton ﬁre, including its participation on the Los Angeles County Price Gouging Joint Taskforce,Critical Fires, and prosecution of price gouging cases as warranted.

The Oversight Commission Support Division will continue to work with the CPOC to support its purpose ofenhancing, developing, and strengthening community-police relations and reviewing and makingrecommendations regarding the ongoing operations of the Police Department to the Police Chief, City Manager,and/or City Council. In addition to working with the CPOC to implement its work plan and prepare its annualreport, a top priority is managing and sustaining the services of the Independent Police Auditor, who, amongother things, serves as the best practices advisor to the CPOC, reviews police oﬃcers’ categorical uses of forceto assess whether the Police Department’s investigation was complete, thorough, objective, and fair, andreviews complaints of bias-based policing.

City Attorney/City Prosecutor 6
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $7,963,621$8,375,500$8,375,500 $9,072,04691 - Services & Supplies$5,866,523$3,486,159$3,486,159 $3,540,07992 - Capital Outlay $438,003 – – –93 - Internal Srvc Chrg$726,146 $680,557 $680,557 $724,75194 - Debt Service $41,636 – – $096 - Operating Expense$78,649 – – $0EXPENSES TOTAL $15,114,578 $12,542,216$12,542,216 $13,336,876 Summary of Appropriations by Division
Expenses1201 - City Attorney-Administration$5,361,250$5,692,035$6,008,670 $6,556,5491202 - City Prosecutor $3,611,003 $3,715,742$3,399,107 $3,657,9141203 - Liability & Claims $637,454 – – $01204 - Outside Legal Services$4,995,375$2,500,000$2,500,000 $2,500,0001205 - Oversight Commission Support$509,496$634,439$634,439 $622,413EXPENSES TOTAL $15,114,578 $12,542,216$12,542,216 $13,336,876 Summary of Appropriations by Fund
Expenses101 - General Fund $14,442,760$12,334,078$12,334,078 $13,097,645689 - Rent Stabilization Fund$34,467 $208,138 $208,138 $239,231507 - General Liability Fund$637,351 – – $0EXPENSES TOTAL $15,114,578 $12,542,216$12,542,216 $13,336,876 Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedOversight Commission Support1.5 1.5 1.5 1.5Liability & Claims 3 0 0 0City Prosecutor 14 17 17 15City Attorney-Administration20.5 20.5 20.5 22.539 39 39 39 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 City Attorney/City Prosecutor 7
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$291,554 – – $0807400 - ActuarialOPEBExpense-GASB75$14,173 – – $0807200 - ActuarialPensionExpense-GASB68$97,009 – – $0802300 - Auto Allowance $79,738 $75,000 $75,000 $111,900805000 - Benefits $889,371$1,071,406$1,071,406 $1,186,676805800 - Benefits Admin. $25,556 $25,346 $25,346 $31,397805900 - CellPhone/SmartPhone Stipend$24,960 $23,040 $23,040 $35,520804000 - City Portion-PERS$1,575,044$1,753,377$1,753,377 $1,877,966807100 - Contra Pension Expense-GASB68-$84,866 – – $0804500 - Dental Insurance$31,057 $34,445 $34,445 $32,978806000 - EE Parking Permits - ER Paid$40,620 $39,060 $39,060 $36,120803100 - General Liability$14,826 $15,968 $15,968 $23,134804400 - Life Insurance $2,437 $2,459 $2,459 $2,526804700 - Long Term Disability $11,073 $10,803 $10,803 $11,553804900 - Medical $549,840$596,444$596,444 $639,145804600 - MediCare City Contribution$71,493 $83,308 $83,308 $90,685803700 - Miscellaneous Pay$26,821 – – $0801100 - Overtime Pay $1,487 – – $0802400 - Personal Devlpmnt Allowance $25,900 $24,400 $24,400 $27,400801800 - PST-Part Time Employees-PARS $52,995 – – $0800500 - Regular Pay - PERS$4,731,372$4,569,990$4,569,990 $4,911,504805300 - Severance Pay$40,248 – – $0803400 - Sick Pay $61 – – $0802700 - Workers' Compensation$33,963 $50,454 $50,454 $53,54290 - PERSONNEL TOTAL $7,963,621$8,375,500$8,375,500 $9,072,04691 - Services & Supplies819600 - Contra SBITA Expense (GASB 96)-$136,805 – – –810800 - Computer Related Supplies$225 $1,000 $1,000 $1,028812700 - Conf & Mtgs-City Departments$29,335 $28,700 $28,700 $31,000812600 - Conf & Mtgs- Comm & Committes$10,150 $10,000 $10,000 $10,000811700 - Data Processing Operations$36,700 $72,600 $72,600 $14,875812400 - Dues And Memberships $17,329 $17,200 $17,200 $20,500812900 - Education $2,742 $27,700 $27,700 $27,700810700 - Equipment Lease Payments$27,527 $38,244 $38,244 $38,040810900 - Equip Purchases Under $10k$1,619 $11,500 $11,500 $16,781815600 - Insurance $82,128 $100,009$100,009 $137,304811200 - Legal and Other Advertising – – – $183821700 - Litigation $241,525$167,495$167,495 $175,295810100 - Materials And Supplies $14,639 $32,606 $32,606 $35,580812800 - Mileage $992 $2,100 $2,100 $2,100811400 - Other Contract Services$384,768$278,642$278,642 $313,018811800 - Outside Legal Services$5,052,629$2,600,000$2,600,000 $2,600,000811300 - Photo Copy Machine Maint$1,993 – – $6,518814400 - Postage $2,697 $3,350 $3,350 $4,110813500 - Reference Matls Subscriptions$84,356 $55,363 $55,363 $66,247812500 - Special Civic Events– – – $150812200 - Support To Advisory Committees$10,700 $37,650 $37,650 $37,650814000 - Telephone $1,143 $2,000 $2,000 $2,000821800 - Vehicle Rental/Lease $132 – – $091 - SERVICES & SUPPLIES TOTAL $5,866,523$3,486,159$3,486,159 $3,540,079 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 City Attorney/City Prosecutor 8
92 - Capital Outlay850900 - Cap Outlay-Subscription Asset $438,003 – – –92 - CAPITAL OUTLAY TOTAL $438,003 – – –93 - Internal Srvc Chrg864300 - CAP Allocation Expense$33,381 – – $0862000 - IS-Building Preventive Mainten$20,972 $19,650 $19,650 $0863000 - IS-DoIt Applications Basic$37,680 $36,859 $36,859 $28,257863600 - IS-DoIt Desktop Rplcmnt Prog$10,729 $10,414 $10,414 $10,210862400 - IS-DoIt Entrprs ComputingBasic$87,922 $80,439 $80,439 $71,347863200 - IS-DoIt GIS Basic$2,193 $2,043 $2,043 $1,510861900 - IS-DoIt NetworkSupportBasic$31,135 $34,057 $34,057 $24,174863100 - IS-DoIt Program Mgmt Basic$85,494 $85,141 $85,141 $93,562861200 - IS-DoIt Service Center Basic$44,892 $40,970 $40,970 $31,831860900 - IS-DoIt Telephone Basic $19,626 $22,797 $22,797 $29,550862200 - IS-DoIt Telephone Usage $1,353 $1,076 $1,076 $0860500 - IS-Houskeeping Services$77,170 $76,573 $76,573 $89,588860300 - IS-Lockshop – $174 $174 $174860700 - IS-Printing $4,853 $13,965 $13,965 $14,465863400 - IS-Security Srvcs at CityHall$35,936 $35,756 $35,756 $60,522860100 - IS-Structural Maintenance$157,719$149,578$149,578 $193,988860200 - IS-Tenant Improvements$7,909 – – $0860400 - IS-Utilities & Insurance-Hsekp$67,182 $71,065 $71,065 $75,57393 - INTERNAL SRVC CHRG TOTAL $726,146$680,557$680,557 $724,75194 - Debt Service824100 - SBITA Principal Expenditure$36,400 – – –824400 - Interest Expense SBITA $5,236 – – $094 - DEBT SERVICE TOTAL $41,636 – – $096 - Operating Expense880500 - Amortization Expense SBITA $78,649 – – $096 - OPERATING EXPENSE TOTAL $78,649 – – $0EXPENSES TOTAL $15,114,578 $12,542,216$12,542,216 $13,336,876 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 City Attorney/City Prosecutor 9
Organizational Chart

CITY OF PASADENA
City Clerk
Recommended Operating Budget - Fiscal Year 2026
City Clerk 1
Mission Statement
To ensure the City’s legislative processes are open and accessible to members of the public by providing a linkfor residents to their local government and elected oﬃcials through the dissemination of information; and toensure the preservation and integrity of oﬃcial records that are stored and maintained for legal and businesspurposes.

Program Description
The City Clerk’s Department is responsible for the preparation and distribution of City Council agendas andminutes; maintaining accurate records and the legislative history of City Council actions; ensuring themaintenance and safe storage of the City’s oﬃcial records and archives; enabling and assisting with recordsretrieval and legislative research for City departments and the public; administering centralized processing of alllegal notices; administering and maintaining ﬁlings required by the Public Reform Act related to campaignﬁnance and economic interest statements; administering and supporting local election activities and voting forthe City Council and Pasadena Uniﬁed School District Board of Education; overseeing the City’s centralizedRecords Management Program, Records Center and the City’s electronic imaging and archival system; andproviding mail services to City departments.

Department Relationship to City Council Goals
Maintain ﬁscal responsibility and stability
The City Clerk’s Department, in support of the Council’s goal of “creating a more eﬀective, cost-eﬃcientgovernment,“ will continue to convert documents/records into the citywide virtual record center. This providesfor faster and more eﬃcient ways to retrieve and research information in an electronic format. Weekly CityCouncil meeting agendas, accompanying agenda reports and recaps of City Council meeting actions areprovided on the Internet creating greater accessibility to important City information for the public, media, andCity departments. The Department will continue to concentrate on promoting greater use of imaging andelectronic storage of records by providing support and maintenance services to its customer departments, andadministering a Citywide Imaging contract.

Fiscal Year 2025 Accomplishments
Oﬃcial Records and Election Divisions
During FY 2025, the Oﬃcial Records Division provided staﬀ support for City Council regular, special, and jointmeetings and four Council standing committees, and provided legislative research services to City departmentsand the public. As the Filing Oﬃcer for the City, staﬀ administered state-required Statement of EconomicInterest and Campaign Finance disclosure ﬁlings for over 700 individual ﬁlers and more than two dozencampaign and political action committees.

The City Clerk's Oﬃce took the lead role in organizing and supporting the City Council directed Charter StudyTask Force. The Task Force's Final Report and recommended Charter Amendments were submitted to the CityCouncil on July 8, 2024. The City Clerk's Oﬃce worked collaboratively with the City Manager's Oﬃce and CityAttorney's Oﬃce on the preparation of six ballot measures for the November 5, 2024, General Election ballot. This included three Charter Amendment Measures to implement recommendations by the Charter Study TaskForce (as approved by the City Council), one Charter Amendment Measure from the Pasadena Fire and PoliceRetirement System, one Charter Amendment measure from the Rent Stabilization Department and PasadenaRental Housing Board, and one Bond Measure related to the retroﬁt and renovation project for the CentralLibrary.

City Clerk 2
In support of the City‘s General Municipal Election on November 5, 2024, the Department prepared, printed,and mailed a supplemental voter information pamphlet (English and Spanish) sent to Pasadena registeredvoters with information on all six ballot measures (Library Bond Measure and ﬁve Charter AmendmentMeasures). The Pamphlet included ballot measure questions, City Attorney’s Impartial Analysis, text ofarguments and rebuttals, and ballot measure text (ordinance/tax rate and City Charter text). It should be notedthat all six measures were approved by Pasadena voters.

As part of the regular election process for the Pasadena Uniﬁed School District (PUSD), the Departmentcoordinated and administered the candidate nomination process for three PUSD Board of Education seats forDistrict 2 (two qualiﬁed candidates), District 4 (one qualiﬁed candidate), and District 6 (two qualiﬁed candidates). City Clerk staﬀ also worked with Los Angeles County Registrar-Recorder/County Clerk in identifying andsecuring Voter Center locations in Pasadena.

In January, following the publication of a Notice of Solicitation for applications to serve on the Pasadena RentalHousing Board, the City Clerk's Oﬃce administered the application process for three Tenant Member seats(representing Districts 3, 5, and 7), and two At Large Member seats whose terms expire on May 24, 2025. As aresult of the 18 applications issued to those interested in serving, the City Clerk's Oﬃce was able to verify 14 ofthe 15 applications submitted for consideration of appointment by the City Council. Appointments arescheduled for May 19, 2025.

Records Management and Mail Services Divisions
In FY 2025, the Records Management Division continued to assist City departments in converting paper recordsinto digital format for transfer and long-term storage into the City’s Enterprise Content Management System(ECMS) application. Current digital record holdings in the City's ECMS system now stands at 713,497 totalcitywide records. The division is in the process of relocating 1,952 cartons from the MASH building in EatonCanyon back to City Hall (as a result of impacts from the Eaton Canyon Wildﬁre). Staﬀ is working collaborativelywith Public Works, Finance, and City Manager's Oﬃce to locate suﬃcient storage space at City Hall for theseCity records (avoiding ongoing expenses for costly oﬀsite, 3rd party storage). In addition, the Records Centerreceived and processed 210 new physical cartons of records for storage and active management. RecordsManagement staﬀ was able to process the legal destruction of records eligible for destruction, leading to a netreduction of the City’s physical Records Center holdings of 520 cartons.

In FY 2025, the Mail Services Division continued to provide internal and external postal services to all Citydepartments. Its core functions include daily mail pick-ups and drop-oﬀs to all City buildings and facilities. MailDivision staﬀ processed approximately 450,000 pieces of mail, accounting for over $350,000 worth of postagethrough the City’s mailroom (anticipated amount by the end of the ﬁscal year). Services provided by the Divisioninclude addressing, inserting, creating IMAP address lists, and preparation of City department bulk mailers, witha focus on optimizing cost eﬃciency. Mail staﬀ completed 186,386 mailings for the seven Council Districts, aswell as having addressed and inserted 93,975 outgoing letters and bills for multiple City departments, includingmailers for Fire Department's Hazardous Mitigation Division. Mail Services staﬀ was responsible for severalmailers for the Rent Stabilization Department's Rental Registry program, totaling 315,811 mailers managed in-house. Staﬀ has prepped and mailed over 120,848 public notices and community event postcards for variousCity departments. Internal mail continues to be a large part of the services provided by the Mail Division, withstaﬀ handling approximately 2,700 inter-oﬃce deliveries. A Request for Proposals has been created andrecently released for responses to provide leased mail insertion and metering equipment that will serve all Citydepartments. Local City vendors, as well as regional vendors, were invited to attend a non-mandatory walkthrough informational session and encouraged to participate in the process.

City Clerk 3
Fiscal Year 2026 Recommended Budget
Operating Budget
The Department’s FY 2026 Recommended Budget of $3,787,104 is $244,122 (6.9 percent) more than the FY2025 Adopted Budget. The majority of this increase can be attributed to cost of living adjustments and pensionincreases in the Personnel category, as well as inﬂationary growth in internal service charges from DoIT andBSFMD. The budget for Services and Supplies remains ﬂat, but will be suﬃcient for upcoming election costs forCouncil Districts 3, 5, and 7.

Personnel
A total of 13.00 FTEs are included in the FY 2026 Recommended Budget, which is the same as the FY 2025Adopted Budget.

Future Outlook
The City Clerk’s Oﬃce will continue implementation work related to recent City Charter amendment MeasuresPA, PB, and PC approved by voters during the November 5, 2024 General Municipal Election. This includesworking with the City Attorney to submit an ordinance for City Council consideration to codify the process forCity Council appointments to ﬁll Council District vacancies when less than two years remain in the term. Additionally, the City Clerk's Oﬃce will provide assistance to the City Council in initiating the process andconvening a Council Compensation Committee (as required in City Charter Section 405), as well as workcollaboratively with City staﬀ to support the Committee's work and return to the City Council with itsrecommendations prior to the October 1st deadline required by the City Charter. City Clerk staﬀ will also beginpreparation to administer the nomination process for City Council Districts 3, 5, and 7. This work will includepreparation of candidate nomination materials, administering candidate nomination workshops, as well as one-on-one sessions to issue nomination papers, and ensuring the accurate preparation of ballot materials for theJune 2, 2026 Primary Municipal Election. The City Clerk’s Oﬃce will continue to work with RRCC’s Oﬃce andwhere appropriate, support election operations and coordinate eﬀorts with the County, as well as assist Boardof Education candidates as they navigate the nomination process. The Department will issue and administerRequest for Proposal processes for Mail Room Equipment, as well as for Campaign Finance, Form 700, AB 1234Certiﬁcation, and Lobbyist Registration ﬁling systems.

City Clerk 4
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $1,806,616$1,934,161$1,934,161 $2,017,42191 - Services & Supplies$1,078,217$904,891 $904,891 $930,52193 - Internal Srvc Chrg$681,232 $703,930 $703,930 $839,162EXPENSES TOTAL $3,566,065$3,542,982$3,542,982 $3,787,104 Summary of Appropriations by Division
Expenses1301 - Official Records-Admin.$1,600,331$1,606,757$1,606,757 $1,836,3351302 - Records Management$462,794 $642,229$642,229 $604,4311303 - Elections $948,122 $551,800$551,800 $567,9371304 - Mail Services Division$554,819 $742,196$742,196 $778,401EXPENSES TOTAL $3,566,065$3,542,982$3,542,982 $3,787,104 Summary of Appropriations by Fund
Expenses101 - General Fund $3,517,657$3,542,982$3,542,982 $3,787,104689 - Rent Stabilization Fund$48,409 – – $0EXPENSES TOTAL $3,566,065$3,542,982$3,542,982 $3,787,104 Summary of FTEs by Division
Division DescriptionFY 2023 AdoptedFY 2024 AdoptedFY 2024 RevisedFY 2025 AdoptedMail Services Division 3 3 3 3Records Management 3 3 3 3Official Records-Admin.7 7 7 713 13 13 13 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 City Clerk 5
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$64,520 – – $0802300 - Auto Allowance $8,213 $6,300 $6,300 $19,500805000 - Benefits $205,789$227,053$227,053 $238,300805800 - Benefits Admin. $8,629 $8,905 $8,905 $10,465805900 - CellPhone/SmartPhone Stipend$1,440 $960 $960 $3,840804000 - City Portion-PERS$310,003$355,855$355,855 $362,687804500 - Dental Insurance$8,340 $9,256 $9,256 $10,976806000 - EE Parking Permits - ER Paid$19,560 $17,760 $17,760 $18,300803100 - General Liability$5,313 $5,611 $5,611 $7,711804400 - Life Insurance $656 $676 $676 $703804700 - Long Term Disability $2,713 $2,101 $2,101 $2,967804900 - Medical $183,023$224,210$224,210 $218,635804600 - MediCare City Contribution$15,254 $16,610 $16,610 $17,670803700 - Miscellaneous Pay$24,704 – – $0801100 - Overtime Pay $7,048 – – $0802400 - Personal Devlpmnt Allowance $2,750 $2,950 $2,950 $3,700801800 - PST-Part Time Employees-PARS $111,537 $60,000 $60,000 $60,000800500 - Regular Pay - PERS$911,584 $958,205$958,205 $1,003,197802700 - Workers' Compensation$44,582 $37,709 $37,709 $38,77090 - PERSONNEL TOTAL $1,806,616$1,934,161$1,934,161 $2,017,42191 - Services & Supplies810800 - Computer Related Supplies$91 $2,000 $2,000 $2,000812700 - Conf & Mtgs-City Departments$8,630 $6,490 $6,490 $6,490812400 - Dues And Memberships $850 $1,835 $1,835 $1,835812900 - Education – $500 $500 $500810900 - Equip Purchases Under $10k– $1,000 $1,000 $1,000815600 - Insurance $27,440 $35,138 $35,138 $45,768811200 - Legal and Other Advertising $5,987 $20,000 $20,000 $20,000810100 - Materials And Supplies $17,302 $26,800 $26,800 $26,800812800 - Mileage $14 $198 $198 $198811400 - Other Contract Services$1,049,300$705,580$705,580 $720,580811000 - Outside Printing & Duplicating$7,164 $10,000 $10,000 $10,000811300 - Photo Copy Machine Maint$3,491 $5,800 $5,800 $5,800814400 - Postage -$42,096 $77,300 $77,300 $77,300813500 - Reference Matls Subscriptions– $2,250 $2,250 $2,250810600 - Rent Expense – $5,000 $5,000 $5,000813000 - Training Costs – $5,000 $5,000 $5,000821800 - Vehicle Rental/Lease $44 – – $091 - SERVICES & SUPPLIES TOTAL $1,078,217$904,891$904,891 $930,52193 - Internal Srvc Chrg862000 - IS-Building Preventive Mainten$18,474 $18,430 $18,430 $0863000 - IS-DoIt Applications Basic$167,528$174,307$174,307 $222,566863600 - IS-DoIt Desktop Rplcmnt Prog$5,853 $6,488 $6,488 $7,786862400 - IS-DoIt Entrprs ComputingBasic$27,397 $25,957 $25,957 $28,812863200 - IS-DoIt GIS Basic$1,275 $1,310 $1,310 $1,455861900 - IS-DoIt NetworkSupportBasic$18,323 $22,017 $22,017 $23,583863100 - IS-DoIt Program Mgmt Basic$85,494 $89,340 $89,340 $98,840861200 - IS-DoIt Service Center Basic$26,100 $26,263 $26,263 $30,652860900 - IS-DoIt Telephone Basic $11,140 $11,894 $11,894 $14,782862200 - IS-DoIt Telephone Usage $758 $537 $537 $0 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 City Clerk 6
861600 - IS-Fleet Maint-Equip Maintenan$3,649 $1,299 $1,299 $2,527861700 - IS-Fleet Maint-Equip Replaceme$3,192 $3,193 $3,193 $3,193861800 - IS-Fleet Maint-Fuel$1,541 $1,068 $1,068 $2,077860500 - IS-Houskeeping Services$67,977 $71,815 $71,815 $84,020860700 - IS-Printing $12,195 $10,000 $10,000 $10,000863400 - IS-Security Srvcs at CityHall$31,578 $33,078 $33,078 $56,058860100 - IS-Structural Maintenance$138,931$140,284$140,284 $181,934860200 - IS-Tenant Improvements $648 – – $0860400 - IS-Utilities & Insurance-Hsekp$59,180 $66,650 $66,650 $70,87793 - INTERNAL SRVC CHRG TOTAL $681,232$703,930$703,930 $839,16296 - Operating ExpenseEXPENSES TOTAL $3,566,065$3,542,982$3,542,982 $3,787,104 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 City Clerk 7
Organizational Chart

CITY OF PASADENA
City Council
Recommended Operating Budget - Fiscal Year 2026
City Council 1
Mission Statement
The mission of the Mayor and City Council is to provide leadership to the community through the establishmentof policies which enhance the quality of life for Pasadena residents, businesses, non-proﬁt institutions andgovernmental 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 aCouncilmember to a four-year term. The Mayor is an at-large elected position serving a four-year term. The ViceMayor is a Councilmember selected by the Council, traditionally for two consecutive one-year terms.

Fiscal Year 2025 Accomplishments
Signiﬁcant accomplishments of the Council during FY 2025 include:

Adoption of balanced budget for the 13th consecutive year; maintained an IRS Section 115 trust for futurepension obligations and other post-employment beneﬁts; and maintained the City’s AAA issuer credit ratingwith Standard & Poor’s and AA+ with Fitch rating agency, consistent with the Council’s goal to maintain ﬁscalresponsibility and stability; Received $32.2M in local sales tax revenue from Measure I, and provided $10.7M (Measure J) to thePasadena Uniﬁed School District to protect and strengthen our public schools;To minimize the certain impact of the Eaton Fire on City revenues, worked in conjunction with Federal, Stateand local agencies and organizations to support people in need, maintain public health and safety, andimplement strategies to assist those displaced by the Fire;Ensured City employee workplace safety, continued provision of exemplary municipal services to which thepublic is accustomed, and maintained conversion of sidewalks and streets to support outdoor dining;Continued work with City Auditor to improve oversight of City internal controls;Approved fair wage increases for City employees;Continued pursuit of both major and minor public works improvements to preserve and expand the City’sinfrastructure and resources;Continued working in partnership with LA County on the Kaiser Permanente property at Lake and Villa inorder to provide needed health and mental health services and aﬀordable housing for our community;Made substantial progress on aﬀordable housing projects to address the widespread housing crisis;Continued legacy land use planning eﬀort on the approximately 50 acres of recaptured land at the heart ofthe City with the relinquishment of State Route 710 northern stub; Continued implementation of the multi-year Enterprise Resource Planning system project that delivers real-time information to City management, integrates ﬁnancial transactions, provides enhanced internal controls,and improves audit functions;Continued pursuit of Central Library’s assessment, mitigation plan and seismic retroﬁt with infrastructure andprogramming improvements to ensure public safety, without disruption of library services to the community;andMade signiﬁcant progress on crucial PWP infrastructure projects while advancing sustainability goals.

City Council 2
Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Budget of $3,745,562 is $272,112 (7.8%) higher than FY 2025 Adopted Budget,primarily attributable to an increases in personnel costs, services and supplies and internal service charges.

PersonnelDepartment staﬃng remains unchanged from FY 2025. A total of 18.00 FTEs are included in the FY 2026Recommended Budget.

Future Outlook
Pasadena’s local economy continues to perform well and there are continued positive signs of economicgrowth. In order to ensure long term ﬁnancial stability of the City, the Council remains committed to determiningappropriate and sustainable levels of City services, and enhancing City revenues while continuing its eﬀorts tobe supportive of people and businesses in need.

During the next ﬁscal year, the City Council intends to maintain ﬁscal responsibility and stability; improve,maintain and enhance public facilities and infrastructure; increase conservation and sustainability; improvemobility and accessibility throughout the city; support and promote quality of life and the local economy; andensure public safety and public health.

City Council 3
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $1,878,481$2,040,403$2,040,403 $2,212,77291 - Services & Supplies$570,076 $939,116 $939,116 $982,92693 - Internal Srvc Chrg$462,627 $493,931 $493,931 $549,864EXPENSES TOTAL $2,911,184 $3,473,450$3,473,450 $3,745,562 Summary of Appropriations by Division
Expenses1001 - City Council-Administration$2,911,184 $3,473,450$3,473,450 $3,745,562EXPENSES TOTAL $2,911,184 $3,473,450$3,473,450 $3,745,562 Summary of Appropriations by Fund
Expenses101 - General Fund$2,911,184 $3,473,450$3,473,450 $3,745,562EXPENSES TOTAL $2,911,184 $3,473,450$3,473,450 $3,745,562 Summary of FTEs by Division
Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedCity Council-Administration18 18 18 1818 18 18 18 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 City Council 4
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$66,774 – – $0802300 - Auto Allowance $30,600 $28,800 $28,800 $43,200805000 - Benefits $130,616$238,039$238,039 $260,157805800 - Benefits Admin. $11,948 $12,330 $12,330 $14,490805900 - CellPhone/SmartPhone Stipend$10,000 $9,600 $9,600 $9,600804000 - City Portion-PERS$354,267$368,641$368,641 $390,759804500 - Dental Insurance$12,083 $13,964 $13,964 $13,493806000 - EE Parking Permits - ER Paid$19,560 $34,740 $34,740 $33,180803100 - General Liability$8,099 $7,771 $7,771 $10,676804400 - Life Insurance $1,929 $1,674 $1,674 $1,674804700 - Long Term Disability $2,708 $2,915 $2,915 $3,167804900 - Medical $235,353$282,277$282,277 $302,309804600 - MediCare City Contribution$16,584 $17,963 $17,963 $19,777801100 - Overtime Pay $3,582 – – $0802400 - Personal Devlpmnt Allowance $10,000 $10,000 $10,000 $10,000801800 - PST-Part Time Employees-PARS $45,886 – – $0800500 - Regular Pay - PERS$1,042,195$1,007,443$1,007,443 $1,095,928802700 - Workers' Compensation$9,843 $4,246 $4,246 $4,36290 - PERSONNEL TOTAL $1,878,481$2,040,403$2,040,403 $2,212,77291 - Services & Supplies819200 - City Council General Expense$20,159 $31,200 $31,200 $31,200811100 - City Council Telecommunication$4,663 $16,200 $16,200 $16,200810800 - Computer Related Supplies$239 $1,650 $1,650 $1,650812700 - Conf & Mtgs-City Departments$3,794 $16,500 $16,500 $16,500811500 - Consultant Services$69,177 $195,438$195,438 $215,300812400 - Dues And Memberships $112,652 $118,110 $118,110 $123,440812900 - Education – $500 $500 $500810900 - Equip Purchases Under $10k$2,985 $37,765 $37,765 $37,765815200 - Foreign Cities Affiliation $14,191 – – $0815600 - Insurance $37,905 $48,653 $48,653 $63,371810100 - Materials And Supplies $19,824 $48,500 $48,500 $48,500811400 - Other Contract Services$152,105$216,500$216,500 $216,500811300 - Photo Copy Machine Maint$1,741 $6,550 $6,550 $6,550814400 - Postage $108,132$139,250$139,250 $143,150813500 - Reference Matls Subscriptions– $300 $300 $300812500 - Special Civic Events$22,420 $50,000 $50,000 $50,000813000 - Training Costs – $10,000 $10,000 $10,000821800 - Vehicle Rental/Lease $88 – – $0813200 - Video Productions – $2,000 $2,000 $2,00091 - SERVICES & SUPPLIES TOTAL $570,076$939,116 $939,116 $982,92693 - Internal Srvc Chrg862000 - IS-Building Preventive Mainten$8,577 $8,557 $8,557 $0863000 - IS-DoIt Applications Basic$29,793 $34,968 $34,968 $38,723863600 - IS-DoIt Desktop Rplcmnt Prog$7,404 $9,164 $9,164 $11,100862400 - IS-DoIt Entrprs ComputingBasic$36,070 $37,517 $37,517 $40,715863200 - IS-DoIt GIS Basic$1,734 $1,938 $1,938 $2,070861900 - IS-DoIt NetworkSupportBasic$24,840 $32,496 $32,496 $33,431863100 - IS-DoIt Program Mgmt Basic$85,494 $85,141 $85,141 $93,562861200 - IS-DoIt Service Center Basic$35,496 $38,870 $38,870 $43,620860900 - IS-DoIt Telephone Basic $9,765 $10,931 $10,931 $11,822 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 City Council 5
862200 - IS-DoIt Telephone Usage $496 $361 $361 $0860600 - IS-Floors And Windows – $1,000 $1,000 $1,000860500 - IS-Houskeeping Services$31,560 $33,342 $33,342 $39,009860300 - IS-Lockshop – $200 $200 $200862600 - IS-Mail Direct Request$8,352 – – $0860700 - IS-Printing $75,280 $85,500 $85,500 $87,900863400 - IS-Security Srvcs at CityHall$15,351 $15,872 $15,872 $27,339860100 - IS-Structural Maintenance$64,502 $65,130 $65,130 $84,467860200 - IS-Tenant Improvements $437 $2,000 $2,000 $2,000860400 - IS-Utilities & Insurance-Hsekp$27,476 $30,944 $30,944 $32,90693 - INTERNAL SRVC CHRG TOTAL $462,627$493,931$493,931 $549,864EXPENSES TOTAL $2,911,184 $3,473,450$3,473,450 $3,745,562 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 City Council 6
Organizational Chart

CITY OF PASADENA
City Manager
Recommended Operating Budget - Fiscal Year 2026
City Manager 1
Mission Statement
The City Manager’s Oﬃce is dedicated to the implementation of City Council policies through organizationalleadership and management of City departments to ensure eﬃcient and eﬀective delivery of governmentservices to strengthen communication and partnerships with all segments of the community. The EconomicDevelopment Division of the City Manager's Oﬃce works tirelessly to enhance the general ﬁscal health of theCity through economic development activities that create quality jobs in Pasadena to support, retain, and attractbusinesses.

Program Description
The City Manager’s Oﬃce provides oversight and direction to all City departments to ensure they meet theneeds of the community and are responsive to the City Council's policies and goals. Implementation of CityCouncil-approved policies are regularly reviewed and monitored to ensure compliance. The City Manager’sOﬃce also provides timely analysis and advocacy for state and federal legislation that could impact the City.

The City Manager’s Oﬃce contains the following sections: Public Aﬀairs, Internal Audit, Economic Development,and Risk Management. Management and oversight of the Reconnecting Communities 710 project and advisorygroup, coordination of citywide sustainability eﬀorts, and Oﬃce of the Young Child also fall under the CityManager’s Oﬃce purview.

The primary activities of each section are as follows:

Public Aﬀairs develops press releases, media advisories, outreach, and marketing materials; coordinates pressconferences; and produces social media content and other timely information for residents, businesses, visitors,and the news media. This section responds daily to news media requests from television, print, radio, and onlineorganizations for information and interviews, directs the City website and social media accounts, and supportsthe City’s overall community relations and outreach eﬀorts. Public Aﬀairs also works closely with the City’sOperating Companies (Rose Bowl Operating Company and Pasadena Center Operating Company) to helpcross-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.Finally, Public Aﬀairs manages staﬃng for the City Hall Rotunda information booth, conducts tours of City Hall,and publishes the citywide Pasadena in Focus newsletter.

Internal Audit conducts or manages internal audits of City operations, programs, projects and contracts; reviewsCity activities and functions for compliance with administrative policies to evaluate risk management; and teststhe eﬀectiveness of internal controls. This section promotes good governance by evaluating internal controls,eﬃciency, and eﬀectiveness through auditing the performance and ﬁnancial integrity of departments. InternalAudit also receives and tracks through resolution, complaints from the City’s Fraud Hotline.

Economic Development spurs and facilitates citywide economic development opportunities and strives tosecure ongoing local investment that sustains a healthy job market, provides quality amenities, and createsstable tax revenues. These eﬀorts involve regular contact with business owners, local institutions, propertyowners, and other cross-sector stakeholders. The Division has a real estate portfolio of over 450 properties andleases that are managed, negotiated, and maintained for various City departments, tenants, and other agencies.This section also provides staﬀ support for the City Council’s Economic Development and TechnologyCommittee and functions as the administrative agent for the Foothill Workforce Development Board (FWDB), acollaboration with ﬁve neighboring cities. The FWDB supports vocational training, work experience, counseling,case management and job placement assistance to economically disadvantaged youth, adults and laid-oﬀworkers.

The Risk Management Division promotes a culture of risk awareness, mitigation, and strategic decision makingrelated to risk taking across City departments through enhanced communication and the implementation of an City Manager 2
integrated Enterprise Risk Management framework. The Risk Management Division establishes accountabilitymeasures and assesses, analyzes, mitigates, tracks, and reports on risk in order to provide decision makers witha clear understanding of risks prior to making strategic and operational decisions. The Division has ﬁvesections: Workers’ Compensation, Safety, ADA Compliance, Liability and Claims, and Enterprise Risk sections.

Department Relationship to City Council Goals
The City Manager’s Oﬃce is responsible for implementation of all City Council Goals.

Fiscal Year 2025 Accomplishments
Throughout FY 2025 the City Manager’s Oﬃce provided the leadership needed for the entire organization toaddress the City Council’s Policies and Goals. Speciﬁc highlights for which the Department was directlyresponsible include:

Secured approval by voters of several Charter Amendments: Measures PA, PB, PC, PF, and PR along withpassage of Measure PL for the Central Library Earthquake Retroﬁt, Repair, and Upgrade;Continued development of the master plan for the 710 Stub area with the engagement of the City Council-appointed Reconnecting Communities 710 Advisory Group, the 710 City Council Ad Hoc Committee, the 710Executive Committee, and various subject matter standing committees focused on providing feedback andoverseeing the process;The consultant leading the Reconnecting Pasadena 710 Master Plan project completed the ﬁrst year of atwo-year contract and introduced land use themes, mobility and circulation options, and engaged with thecommunity through various community engagement workshops and partnerships with local communitybased organizations;The Historic Project portion of the Reconnecting Pasadena 710 Master Plan project has been completed.Work products include a report on the impacts of freeways on segregation in Pasadena, historical datadocumenting the area before freeway construction and an oral history documentary that shares theexperiences of those displaced or impacted by the construction of the SR-710 freeway;Launched the sustainability section and hired a full-time staﬀ member to identify and coordinate the City’ssustainability eﬀorts and environmental programs;Convened weekly Executive Leadership Team meetings to ensure all department heads had access to andinformation on City business, programs, activities, priorities and City Council initiatives;Monitored state and federal legislation on matters impacting or potentially impacting Pasadena and whennecessary took appropriate action supporting or opposting legislation; Expanded the Shop Local Pasadena holiday campaign, supporting 25 small businesses across the city inacting as welcome stations for small business Saturday shoppers. In partnership with Public Aﬀairs, thecampaign featured 10 videos spotlighting local businesses and generated over 345,000 views. Thecampaign evolved into a year-round initiative aligned with heritage months, producing a total of 40 videos todate. The Shop Local series has surpassed one million views and engaged more than 71,000 users acrosssocial platforms;Launched the City of Pasadena’s Deep Tech Campaign that visually represents Pasadena’s deep techlandscape to reinforce its value as a business destination and support business attraction, investment, andsite selection eﬀorts. Ads were deployed throughout Southern California including hotels, gyms, billboards,malls, airports, and train stations. Targeted media ads delivered 3.2 million impressions. The campaign alsoincludes new marketing brochure for business attraction eﬀorts, conferences and events;Completed the Economic Development Strategic Plan, a stakeholder-informed, action-oriented plan that willguide the division’s priorities, programs, and services for the next ﬁve years. The plan was unanimouslyapproved by City Council;With the $1.5M of Congressional Directed Spending funds secured by Congresswoman Chu, completed thepilot round of the Dine Out Pasadena program. Fourteen businesses received new and upgraded structures;Served over 6,040 individuals including job seekers or unemployed workers via the One Stop CareerCenters; provided a total of 46,136 services to individuals seeking workforce services, created 278 internal City Manager 3
job referrals; 4,804 external job referrals and 1,028 services provided to employers;Responded to 12 WARN notices that impacted 545 employees;Held 22 Business Service events with over 1,000 attendees and 6 job fairs;Delivered exceptional social media growth, with over 33 million organic impressions, an increase of 30,000followers across platforms, and more than 800,000 post engagements, reﬂecting sustained audienceengagement and strategic digital outreach;Led comprehensive, multilingual communications during the Eaton Fire, delivering timely press releases,press conferences, and real-time updates in four languages to ensure the entire community remainedprepared, informed, connected, and safe throughout the emergency;Supported 18 departments with media outreach, media interviews, press conferences, and oversight ofinformation for City programs, events, and services;Completed citywide risk assessment and annual audit plan;Completed audit of Fleet Management Practices and presented results to Finance Committee; Closed 95percent of all fraud hotline complaints received during the year;Closed 90 percent of all open audit recommendations;Provided statistical analysis regarding workplace injuries to the Safety Oﬃce and to department managersin order to raise awareness of and reduce the likelihood of injury claims by identifying injury trends andimplementing corrective measures;Administered the Workers Compensation Carve Out Program that was implemented in FY 2021 between theCity and the Pasadena Police Oﬃcers Association. An actuarial audit of the ﬁrst year of this programidentiﬁed a decrease in litigation rates from 44% to 27%. It also identiﬁed a 40% decrease in TemporaryDisability days and a 15% decrease in Temporary Disability dollars paid compared to the pre-Carve Outaverage.Received commitments from three bargaining units and submitted requests to the State of California forCarve Out programs for: the Pasadena Police Lieutenant’s Association (PPLA), Pasadena Fire ManagementAssociation (PFMA) and Pasadena Fire Fighters Association (PFFA). Achieved a 15% decrease in the numberof lost workdays due to workers compensation injuries which correlates to a 17% decrease in workerscompensation reserves on new claims compared to the prior year. Achieved a 2.5% decrease in lostworkdays which correlates to an 8.1% decrease in reserves compared to the average over the last 5 years;Received, investigated, resolved and closed new pre-litigation claims; identiﬁed opportunities to work withclaimants to promptly resolve claims in a manner that provided satisfactory resolution to the claimants whilereducing risk exposure to the City;Provided assistance where needed to evaluate risk transfer and insurance requirements for upcomingprojects and situations that pose high risks and/or unique exposures;Procured separate insurance policies, when necessary, providing more protection for Cityprograms/events/properties that posed increased exposure and higher risks;Initiated property appraisals for select City-owned properties to insure them at current values and todemonstrate the City’s due diligence in this area for our underwriters;The Safety section administered 65 training topics totaling 5,185 individual trainings completed byemployees between all departments;Partnered with several City Departments to open City facilities and conduct environmental testing followingthe Eaton ﬁre; andProvided staﬀ support to the Accessibility and Disability Commission, advised City departments on mattersrelated to access of City facilities, services and programs for individuals with disabilities, and responded torequests and recommendations from community members regarding accessibility.

Future Outlook
The City Manager’s Oﬃce will continue to manage City operations, ensure long-term planning for major capitalreinvestment, facilitate the citywide distribution of public information, and ensure public services are providedeﬃciently, eﬀectively, and with diligent oversight while furthering the City Council’s strategic plan and goals. TheCity must continue to be strategic and ﬁscally prudent in any program expansions or additions.

City Manager 4
Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Budget of $19,399,132 is $43,514 (0.2 percent) less than the FY 2025 AdoptedBudget. The budget is relatively ﬂat with cost increases to personnel and internal service charges oﬀset by areduction to consultant services expected in FY26 related to the Reconnecting Communities 710 project.

Personnel
A total of 56.0 FTEs are included in the FY 2026 Recommended Budget, which represents a net decrease of 3FTEs from the FY 2025 Adopted Budget. The loss of four positions is due to the expiration of funding for theCareer Services Division. A 1.0 FTE Program Coordinator III for the Oﬃce of the Young Child is recommended tobe moved from the Library Department to the City Manager’s Oﬃce.

City Manager 5
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $6,987,788$10,425,881$10,572,881 $11,034,76491 - Services & Supplies$4,148,171$8,005,105$10,792,456 $7,084,00892 - Capital Outlay $53,126 – – $093 - Internal Srvc Chrg$693,400 $1,011,660 $1,072,660 $1,280,36094 - Debt Service $83,047 – – $096 - Operating Expense$131 – – –EXPENSES TOTAL $11,965,663$19,442,646$22,437,997 $19,399,132 Summary of Appropriations by Division
Expenses1101 - City Management-Admin.$4,190,153$6,114,394 $7,464,394 $5,918,1591102 - Public Affairs $621,411 $843,086$843,086 $880,5551103 - Economic Development Division$6,443,699$6,652,161$8,297,512 $6,228,9071105 - Internal Audit $412,912$580,074$580,074 $591,8961106 - Risk Management $297,487$5,252,931$5,252,931 $5,779,615EXPENSES TOTAL $11,965,663$19,442,646$22,437,997 $19,399,132 Summary of Appropriations by Fund
Expenses101 - General Fund $7,291,016$7,856,824$8,913,354 $8,787,399105 - General Fund Projects Fund$572,621$2,190,500$3,540,500 $1,426,800106 - New Years Day Genl Fund Events$276 – – –681 - Workforce Innov and Opport Act $3,789,798$4,331,889$4,920,710 $3,638,060682 - Open Space Assessment District$3,500 – – $0506 - Workers' Compensation Fund$11,403 $3,759,222$3,759,222 $4,093,256507 - General Liability Fund$297,049$1,304,211 $1,304,211 $1,453,617EXPENSES TOTAL $11,965,663$19,442,646$22,437,997 $19,399,132 Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedCity Management-Admin. 10 12 12 13Risk Management Admin 0 0 0 15Internal Audit 2 2 2 2Economic Development Division26 27 27 23Risk Management 1 15 15 0Public Affairs 3 3 3 342 59 59 56 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 City Manager 6
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$185,855 – – $0807400 - ActuarialOPEBExpense-GASB75$4,725 – – $0807200 - ActuarialPensionExpense-GASB68$63,827 – – $0802300 - Auto Allowance $61,125 $62,100 $62,100 $82,500805000 - Benefits $793,880$1,337,567$1,419,567 $1,445,363805800 - Benefits Admin. $30,410 $38,361 $38,361 $47,496805900 - CellPhone/SmartPhone Stipend$19,851 $25,920 $25,920 $29,760804000 - City Portion-PERS$1,292,167$2,087,282$2,087,282 $2,220,824807100 - Contra Pension Expense-GASB68-$55,837 – – $0804500 - Dental Insurance$24,729 $45,980 $45,980 $43,250806000 - EE Parking Permits - ER Paid$27,720 $44,520 $44,520 $33,120803100 - General Liability$21,603 $22,656 $22,656 $32,623804400 - Life Insurance $2,073 $2,878 $2,878 $2,879804700 - Long Term Disability $9,143 $10,581 $10,581 $11,949804900 - Medical $500,758$857,582$857,582 $899,628804600 - MediCare City Contribution$62,971 $103,458$103,458 $109,197803700 - Miscellaneous Pay$73,613 – – $0801000 - Non Benefit Employees$145,141 – – $0801100 - Overtime Pay $5,296 – – $0802400 - Personal Devlpmnt Allowance $21,850 $32,800 $32,800 $37,100801800 - PST-Part Time Employees-PARS $119,637 $348,579$348,579 $178,070800500 - Regular Pay - PERS$3,883,703$5,350,257$5,415,257 $5,781,438802700 - Workers' Compensation$65,257 $55,360 $55,360 $79,56790 - PERSONNEL TOTAL $6,987,788$10,425,881$10,572,881 $11,034,76491 - Services & Supplies819300 - Lease Expense (GASB 87)– – – $237,210819600 - Contra SBITA Expense (GASB 96)-$83,047 – – –816100 - Administrative Overhead$1,591 – – $0815400 - Audio Visual Materials – $14,000 $14,000 $14,000810800 - Computer Related Supplies$55,699 $18,000 $18,000 $18,000812700 - Conf & Mtgs-City Departments$97,012 $121,100$124,100 $126,602812600 - Conf & Mtgs- Comm & Committes$2,395 $22,000 $22,000 $22,000811500 - Consultant Services$549,883$910,188$907,188 $807,688812400 - Dues And Memberships $63,086 $134,165$114,165 $86,165812900 - Education $1,480 $13,400 $13,400 $13,400810700 - Equipment Lease Payments$4,529 $11,000 $12,552 $11,000810900 - Equip Purchases Under $10k$23,887 $20,700 $29,700 $20,700814900 - Fiscal Agent/Bank Fees & Chgs$8,635 $8,000 $8,000 $8,000815200 - Foreign Cities Affiliation – $15,000 $15,000 $15,000818800 - Grants-Subcontractors– $485,000$705,000 $199,353815600 - Insurance $119,110 $164,430$164,430 $222,056810500 - Lease Payments$160,125$378,000$234,313 $157,647811200 - Legal and Other Advertising $41,896 $75,000 $75,000 $86,960810100 - Materials And Supplies $55,100 $61,098 $63,098 $62,298812800 - Mileage $10,907 $7,700 $9,200 $7,700811400 - Other Contract Services$1,468,015$4,276,117 $6,700,334 $3,573,583811800 - Outside Legal Services$5,468 $10,000 $10,000 $10,000811000 - Outside Printing & Duplicating$3,010 $10,581 $10,581 $10,581811300 - Photo Copy Machine Maint$5,302 $28,300 $25,748 $25,090814400 - Postage $2,317 $52,975 $42,975 $52,975 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 City Manager 7
816400 - Programs & Projects$93,202 $20,702 $20,702 $16,200813500 - Reference Matls Subscriptions$1,948 $18,785 $18,785 $18,785829800 - Repairs and Maintenance$881 $30,700 $170,700 $176,000827600 - Software – – – $41,040812500 - Special Civic Events$27,674 $30,900 $30,900 $30,900828700 - Support Services$97,402 $153,189$146,410 $100,000812200 - Support To Advisory Committees– $1,000 $1,000 $0814500 - Taxes Payroll and Other$61,085 $20,000 $29,000 $20,000814000 - Telephone $801 $3,500 $3,500 $3,500813000 - Training Costs $474,083$305,100$366,540 $305,100821800 - Vehicle Rental/Lease $2,948 $1,000 $1,000 $1,000814600 - Wages $783,226$553,475$647,135 $553,475814700 - Workers Compensation Other$8,523 $30,000 $38,000 $30,00091 - SERVICES & SUPPLIES TOTAL $4,148,171$8,005,105$10,792,456 $7,084,00892 - Capital Outlay850900 - Cap Outlay-Subscription Asset $53,126 – – $092 - CAPITAL OUTLAY TOTAL $53,126 – – $093 - Internal Srvc Chrg864300 - CAP Allocation Expense – $158,649$158,649 $307,368862000 - IS-Building Preventive Mainten$13,226 $17,228 $17,228 $0863000 - IS-DoIt Applications Basic$36,934 $59,385 $59,385 $65,793863600 - IS-DoIt Desktop Rplcmnt Prog$11,216 $15,756 $15,756 $22,558862400 - IS-DoIt Entrprs ComputingBasic$43,055 $64,079 $64,079 $73,242863200 - IS-DoIt GIS Basic$82,855 $87,468 $87,468 $91,698861900 - IS-DoIt NetworkSupportBasic$28,608 $52,706 $52,706 $54,228863100 - IS-DoIt Program Mgmt Basic$90,358 $93,540 $93,540 $104,118861300 - IS-DoIt Radio Basic$5,119 $6,402 $6,402 $6,940861200 - IS-DoIt Service Center Basic$40,716 $63,031 $63,031 $70,737860900 - IS-DoIt Telephone Basic $20,272 $27,007 $27,007 $29,612862200 - IS-DoIt Telephone Usage $3,710 $2,581 $2,581 $0861600 - IS-Fleet Maint-Equip Maintenan$38,810 $4,887 $4,887 $16,599861700 - IS-Fleet Maint-Equip Replaceme$3,093 $3,094 $3,094 $3,094861800 - IS-Fleet Maint-Fuel$1,553 $937 $937 $1,837860600 - IS-Floors And Windows – $300 $300 $300860500 - IS-Houskeeping Services$48,667 $67,137 $67,137 $78,546860300 - IS-Lockshop – $175 $175 $175860700 - IS-Printing $36,765 $61,551 $61,551 $60,131863400 - IS-Security Srvcs at CityHall$24,346 $32,296 $32,296 $57,044860100 - IS-Structural Maintenance$99,465 $131,144$131,144 $170,080860200 - IS-Tenant Improvements$22,262 – $61,000 $0860400 - IS-Utilities & Insurance-Hsekp$42,370 $62,307 $62,307 $66,26093 - INTERNAL SRVC CHRG TOTAL $693,400$1,011,660 $1,072,660 $1,280,36094 - Debt Service824100 - SBITA Principal Expenditure$79,407 – – $0824400 - Interest Expense SBITA $3,640 – – $094 - DEBT SERVICE TOTAL $83,047 – – $095 - Operat Transfer Out96 - Operating Expense880100 - Depreciation $131 – – –96 - OPERATING EXPENSE TOTAL $131 – – –EXPENSES TOTAL $11,965,663$19,442,646$22,437,997 $19,399,132 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 City Manager 8
Organizational Chart

CITY OF PASADENA
Finance
Recommended Operating Budget - Fiscal Year 2026
Finance 1
Mission Statement
The mission of the Department of Finance is to develop and monitor ﬁscal policies and procedures that ensurea ﬁnancially strong and eﬀective city government and to maintain the ﬁnancial integrity of the City. Beingresponsible for the overall ﬁnancial and accounting management of the City, the Department ensuresadherence to generally accepted accounting principles and ensures appropriate internal controls are in place tosafeguard City assets.

Department 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 developingﬁnancing plans for major City projects and works closely with the Pasadena Center Operating Company and theRose 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 Departmentcontinues to take the lead to enhance ﬁnancial information delivery. The business license system streamlinesthe processing of business license accounts and enhances customer service. The Purchasing Card Programallows departments to quickly procure items, reduces unnecessary paperwork and allows vendors to receivemore timely payments. The Department developed numerous ﬁnancial plans for major City funds to provide theCity Council with a long-range ﬁnancial picture of the ﬁscal solvency of these funds. These documents arereﬁned 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 NationsGreen Cities Declaration and Urban Environmental Accords, beginning with the purchase of alternative fuelvehicles, paper with higher content recycled matter, green light bulbs, and janitorial supplies that are free oftoxins.

Program Description
The Department plays a key role in every ﬁnancial transaction of the City ranging from cash handling to debtmanagement and from ﬁnancial forecasting and reporting to budgetary controls. Services provided by theDepartment include ﬁscal oversight, accounting and analysis, debt management, investments, purchasing,budgeting, cash management, cashiering, collections, accounts receivable, accounts payable, payroll, printingservices, 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 executivemanagement;Provides staﬀ support to the City Council and Finance and Audit Committees;Coordinates the City’s long-range ﬁnancial planning and debt administration;Prepares and oversees the City’s Operating Budget and routinely amends the budget to reﬂect operationalchanges;Updates and monitors the General Fund 5-Year Financial Plan;Provides procurement, accounts payable, accounts receivable, accounting, grants management, andprinting services for the City;Evaluates and implements Governmental Accounting Standards Board (GASB) pronouncements;Works collaboratively with City departments, oﬀering support and guidance on the proper treatment ofﬁnancial transactions; Finance 2
Maintains the City’s vendor list and serves as a resource for bid notiﬁcations and outreach for Citydepartments including outreach for viable local economic opportunities;Promotes the local economy by identifying local purchasing and contracting 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 in a total amount of $930.15million as of December 31, 2024;Manages the bonded indebtedness for the General Fund, Water and Power Department, OperatingCompanies, and other City debt for a total of 26 ﬁnancing issues with original face amounts of approximately$1.312 billion and current outstanding bonds of $811.7 million with reserve funds of $37.95 million as ofDecember 31, 2024;Performs lead role in issuing municipal bonds;Provides citywide cashiering services, processing of utility payments, monitoring of billing, renewing,collecting, processing, investigating and issuance of over 27,700 business licenses with an average annualrevenue of $6,500,000;Collects and administers delinquent accounts for the City including civil citations, paramedic accounts, utilityaccounts, code enforcement citations, special taxes, district assessment fees, non-suﬃcient funds returnedchecks, and other miscellaneous accounts;Collects, analyzes, records, and reports ﬁnancial transactions of the City in accordance with applicableaccounting, City, and other governmental requirements, standards, and guidelines;Bills and collects grants and other miscellaneous City revenues;Performs billing and receivables management for false alarms, utility users’ tax, franchise tax, transientoccupancy tax, zoning parking contracts, occupancy inspections, grants, housing, beneﬁts, and propertydamage;Manages payroll processing;Coordinates the external audit of City ﬁnancial statements and prepares the City’s Annual ComprehensiveFinancial Report (ACFR), develops and prepares periodic ﬁnancial reports for management, conducts grants-related ﬁscal monitoring, coordinates audits by federal and state granting agencies, and prepares otherrequired governmental reports; andServes as the lead for both the Finance and Logistic Sections of the Emergency Operations Center fordisaster response.

Fiscal Year 2025 Accomplishments
The City expects to receive a Certiﬁcate of Achievement for Excellence in Financial Reporting by theGovernment Financial Oﬃcers Association (GFOA) for the Annual Comprehensive Financial Report for theﬁscal year ended June 30, 2024. Notiﬁcation is generally received in July or August;Prepare and present to the City Council the FY 2026 Operating Budget for adoption;Implemented applicable Governmental Accounting Standards (GASB) statement;To maximize eﬃciency, staﬀ utilized various e-Procurement tools in which over 160 solicitations wereelectronically advertised to vendors. This approach resulted in electronic bids and proposals received tocomprise nearly 100 percent of all submittals; Generated approximately $46,000 in revenue to the City through the City’s salvage process;Over 160 solicitations were electronically advertised to various vendors and 63 of them were informalselections; Facilitated a “Doing Business with the City” workshop;Facilitated more than 170 one-on-one meetings with small and/or Pasadena businesses;Continued to reduce the number of printed checks by Accounts Payable and increased eﬃciencies byexpanding e-payable solutions and electronic invoice tracking;Maintained a current General Obligation Bond rating of AAA with a stable outlook, the highest rating givenby Standard and Poor’s, and AA+ by Fitch rating agencies; Refunded and restructured the outstanding Build America Bonds (BAB) related to the Rose Bowl. Eliminatedall risks associated with the BABs program and created a level debt service payment schedule; Finance 3
Refunded the 2013A Electric Revenue Bonds in the outstanding amount of $65 million and realized $6.4million in net present value savings;Extended the $125 million letter of credit related to the City's 2008A Lease Revenue Bonds pertaining to theConference Center;Obtained City Council approval for the issuance and sale of the Library General Obligation Bonds in theamount of $195 million for various renovations and repairs needed to meet current safety requirements; Continued to manage approximately $930 million in investments as of December 31, 2024 in accordancewith the City’s investment policy and strategy and achieved competitive returns on the City’s investmentportfolios;Successfully reported required annual continuing disclosure reports to the investment community andinformation disseminating agents;Assisted with activities related to the dissolution of the PCDC;Completed production of the Adopted Operating Budget, Budget In Brief, and Annual ComprehensiveFinancial Report documents including the transition to a digital Operating Budget document;Completed operations of the Finance Section of the Emergency Operation Center in support of seekingstate and federal reimbursements for COVID-19 related expenditures;Staﬀed the Finance and Logistics sections of the Emergency Operations Center during the immediate EatonFire response and continue to support both sections during the recovery phase; andImplemented software to assist in streamlining and improving the annual operating budget developmentprocess. Departments are now able to prepare, review, report, and publish their respective budgets in acentralized system. The software will also enhance the interim budget monitoring and managementprocess.

Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Budget of $17,039,639 is $1,261,352 or 8.0 percent higher than the FY 2025Adopted Budget. The budget increases can be attributed to adjustments needed to reﬂect actual personnel,services and supplies and internal service costs.

Personnel
A total of 70 FTEs are included in the FY 2026 Recommended Budget, which is an increase from 69.7 FTEs inthe FY 2025 Adopted Budget. This is due to an FY 2025 mid-year budget adjustment approved by the CityCouncil for one Collections Specialist position.

Year-Over-Year Budget Changes
General Fund - 101
Personnel costs account for the majority of the department’s expenditures. An increase of approximately$1,247,363 to the department’s budget is primarily related to internal service, insurance, salary, PERS, medicaland beneﬁt costs, and software.

Future Outlook
The Department of Finance will pro-actively work to continue developing long-term ﬁscal strategies to maintainthe City’s ability to continue providing local quality of life services desired by residents. External factors willcontinue to make these eﬀorts more diﬃcult. The current economic environment of rising inﬂation has had areal monetary impact on certain segments of the local economy and the City’s budget.

Finance 4
The Department will continue to partner with other City departments and the aﬃliated agencies (PasadenaCenter Operating Company, Rose Bowl Operating Company, and Pasadena Community Access Corporation)when new projects emerge and major initiatives are undertaken such as the renovation of the Central Library.The Department is actively involved in legislation as it impacts local government revenue and ﬁnances andcontinues to work closely with the state and national associations for cities to support the need for additionalfunding. 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, theneed 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 theDepartment will continually strive to streamline processes to enhance customer service. The ability to attractseasoned ﬁnance professionals has become challenging and the Department is pursuing new approaches toattract, train and develop new staﬀ. Additionally, implementation of recommendations from the Department’soperational and ﬁscal audits and strategic plan will help ensure that the City’s ﬁnancial systems are eﬀectiveand eﬃcient.

Actions that will be taken in FY 2026 as part of the Department’s Work Accountability Plan include:

Support and facilitate a long-term balanced General Fund forecast that includes future capital funding needsfor vital infrastructure, conducting cost of service studies for revenue recovery, and lead the evaluation ofprograms and services;Review and revise ﬁnance related procedures;Continue implementation of the new Operating Budget development and monitoring software solution;Continue the implementation of new Accounts Payable payments solutions such as ACH;Recommend and implement enhancements to the City’s procurement process;Collect the cannabis tax for all cannabis related businesses;Provide mandatory training to both internal Finance staﬀ and other department staﬀ on ﬁnance policies andprocedures;Provide ﬁnancial updates to the Finance Committee on an ongoing basis;Provide regularly requested public documents such as new business listings or stale dated checks on theCity’s website for greater transparency;Continue to submit documentation to FEMA to maximize reimbursement for Eaton Fire eligible activities;Continue to support Buy Local and other eﬀorts to steer City procurements to Pasadena businesses.

Finance 5
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $9,513,457$10,282,063$10,282,063 $11,159,35591 - Services & Supplies$1,083,388$1,711,450 $1,711,450 $1,790,01792 - Capital Outlay $1,037,837 – – $093 - Internal Srvc Chrg$3,497,904$3,784,774$3,784,774 $4,090,26794 - Debt Service $323,906 – – $0EXPENSES TOTAL $15,456,492$15,778,287$15,778,287 $17,039,639 Summary of Appropriations by Division
Expenses1501 - Finance-Administration$1,568,279$1,720,451$1,720,451 $1,825,6051502 - Accounting & Analysis $5,036,613$5,368,018$5,368,018 $5,869,3041503 - Budget $2,113,451 $1,466,086$1,466,086 $1,583,6571505 - Purchasing & Printing$2,986,182$3,109,579$3,109,579 $3,398,9331507 - Treasury/Cash Management$3,751,968$4,114,153 $4,114,153 $4,362,140EXPENSES TOTAL $15,456,492$15,778,287$15,778,287 $17,039,639 Summary of Appropriations by Fund
Expenses101 - General Fund $15,064,702$15,335,606$15,335,606 $16,582,969106 - New Years Day Genl Fund Events$1,829 – – $0219 - Community Develop Block Grant$64,323 $53,398 $53,398 $58,544220 - Rental Assistance Programs Fnd$61,547 $70,805 $70,805 $73,462221 - Home Investment Partnership Fd$11,763 $8,864 $8,864 $9,189223 - Supportive Housing Prog. (SHP)$46,648 $77,613 $77,613 $88,705224 - Emergency Shelter Grant -ESG$2,780 $18,495 $18,495 $7,899226 - HOPWA Fund $3,086 $8,864 $8,864 $9,189238 - Other Housing Funds$71,337 $85,493 $85,493 $73,269681 - Workforce Innov and Opport Act $128,477$119,149 $119,149 $132,461503 - Fleet Replacement Fund– – – $3,952EXPENSES TOTAL $15,456,492$15,778,287$15,778,287 $17,039,639 Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedBudget 5 5 5 5Accounting & Analysis 26 26 26 26Purchasing & Printing 13 13 13 13Finance-Administration 5 5 5 5Treasury/Cash Management20.7 20.7 21 2169.7 69.7 70 70 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Finance 6
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$346,275 – – $0802300 - Auto Allowance $13,438 $12,900 $12,900 $21,300805000 - Benefits $1,175,371$1,333,106$1,333,106 $1,450,258805800 - Benefits Admin. $46,186 $47,750 $47,750 $33,862805900 - CellPhone/SmartPhone Stipend$5,000 $4,800 $4,800 $5,760804000 - City Portion-PERS$1,836,056$2,127,248$2,127,248 $2,271,395804500 - Dental Insurance$48,691 $56,243 $56,243 $58,027806000 - EE Parking Permits - ER Paid$76,980 $72,660 $72,660 $76,980803100 - General Liability$25,677 $30,084 $30,084 $42,117804400 - Life Insurance $2,756 $2,872 $2,872 $2,981804700 - Long Term Disability $7,058 $7,548 $7,548 $8,325804900 - Medical $871,702$1,053,867$1,053,867 $1,183,893804600 - MediCare City Contribution$80,040 $97,326 $97,326 $107,141803700 - Miscellaneous Pay$31,462 – – $0801000 - Non Benefit Employees$49,725 – – $0801100 - Overtime Pay $8,395 $15,000 $15,000 $15,000802400 - Personal Devlpmnt Allowance $27,250 $28,253 $28,253 $32,654801800 - PST-Part Time Employees-PARS $16,027 – – $0800500 - Regular Pay - PERS$5,427,671$5,332,405$5,332,405 $5,785,034802700 - Workers' Compensation$110,249 $60,001 $60,001 $64,62890 - PERSONNEL TOTAL $9,513,457$10,282,063$10,282,063 $11,159,35591 - Services & Supplies819300 - Lease Expense (GASB 87)– – – $34,900824000 - Principal Exp (Leases GASB 87)$52,365 – – $0824300 - Interest Exp (Leases GASB 87)$1,283 – – $0819500 - Contra Lease Expense (GASB 87)-$78,162 – – –819600 - Contra SBITA Expense (GASB 96)-$322,362 – – –810800 - Computer Related Supplies$2,064 – – $0812700 - Conf & Mtgs-City Departments$7,250 $29,375 $29,375 $31,275812600 - Conf & Mtgs- Comm & Committes$2,809 $4,500 $4,500 $4,500811500 - Consultant Services$244,612$293,500$293,500 $36,150811600 - Contract Maintenance$11,385 $26,049 $26,049 $17,950811700 - Data Processing Operations$50,402 $39,900 $39,900 $39,900812400 - Dues And Memberships $3,999 $8,630 $8,630 $8,630812900 - Education $1,190 $2,300 $2,300 $4,700810900 - Equip Purchases Under $10k$15,720 $4,000 $4,000 $4,000815600 - Insurance $146,848$188,394$188,394 $249,961811200 - Legal and Other Advertising $4,193 $2,000 $2,000 $2,000810100 - Materials And Supplies $119,018 $205,880$205,880 $205,880812800 - Mileage $79 $1,300 $1,300 $1,350823900 - Non-Lease Component$24,420 – – $0811400 - Other Contract Services$245,674$348,572$348,572 $275,672811000 - Outside Printing & Duplicating$461,853$365,000$365,000 $365,000811300 - Photo Copy Machine Maint$100,917$129,900$129,900 $95,000814400 - Postage $55,898 $50,350 $50,350 $50,350813500 - Reference Matls Subscriptions$794 $600 $600 $600827600 - Software -$74,415 – – $350,999813000 - Training Costs $5,291 $11,200 $11,200 $11,200821800 - Vehicle Rental/Lease $264 – – $091 - SERVICES & SUPPLIES TOTAL $1,083,388$1,711,450 $1,711,450 $1,790,017 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Finance 7
92 - Capital Outlay850900 - Cap Outlay-Subscription Asset $1,037,837 – – $092 - CAPITAL OUTLAY TOTAL $1,037,837 – – $093 - Internal Srvc Chrg862000 - IS-Building Preventive Mainten$35,652 $35,567 $35,567 $0863000 - IS-DoIt Applications Basic$2,197,210$2,357,843$2,357,843 $2,530,340863600 - IS-DoIt Desktop Rplcmnt Prog$27,871 $28,574 $28,574 $37,007862400 - IS-DoIt Entrprs ComputingBasic$285,359$295,250$295,250 $299,308863200 - IS-DoIt GIS Basic$4,896 $5,187 $5,187 $5,427861900 - IS-DoIt NetworkSupportBasic$69,734 $86,639 $86,639 $87,147863100 - IS-DoIt Program Mgmt Basic$85,494 $89,340 $89,340 $98,840861200 - IS-DoIt Service Center Basic$100,224$104,003$104,003 $114,356860900 - IS-DoIt Telephone Basic $40,971 $87,593 $87,593 $63,536862200 - IS-DoIt Telephone Usage $4,638 $3,549 $3,549 $0861600 - IS-Fleet Maint-Equip Maintenan$1,490 $482 $482 $1,036861800 - IS-Fleet Maint-Fuel$1,087 $777 $777 $1,440860500 - IS-Houskeeping Services$131,181$138,590$138,590 $162,142862600 - IS-Mail Direct Request$3,803 $2,945 $2,945 $2,945860700 - IS-Printing $53,343 $70,000 $70,000 $70,000863400 - IS-Security Srvcs at CityHall$71,251 $75,798 $75,798 $125,571860100 - IS-Structural Maintenance$268,106$270,718$270,718 $351,094860200 - IS-Tenant Improvements$1,392 $3,300 $3,300 $3,300860400 - IS-Utilities & Insurance-Hsekp$114,203 $128,619$128,619 $136,77893 - INTERNAL SRVC CHRG TOTAL $3,497,904$3,784,774$3,784,774 $4,090,26794 - Debt Service824100 - SBITA Principal Expenditure$317,153 – – $0824400 - Interest Expense SBITA $5,209 – – –867700 - Interest $1,544 – – $094 - DEBT SERVICE TOTAL $323,906 – – $096 - Operating ExpenseEXPENSES TOTAL $15,456,492$15,778,287$15,778,287 $17,039,639 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Finance 8
Organizational Chart

CITY OF PASADENA
Fire
Recommended Operating Budget - Fiscal Year 2026
Fire 1
Mission Statement
The mission of the Pasadena Fire Department is to provide protection of life, property, and the environmentfrom the eﬀects of ﬁres, medical emergencies, and hazards; we engage the community in our mission throughprogressive community outreach.

Program Description
The Department functions under the delegated authority of the Fire Chief through two Bureaus: Fire Preventionand 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 isconsistent with City Council policies and community expectations. The Administration Division overseesbudgeting for current and future programs, training opportunities and state-of-the-art equipment, and helps tosustain the Department’s eﬀorts to maintain a safe community and contribute to an improved quality of life byproviding eﬀective and progressive public safety services. By engaging the community in our mission throughopen and continuous outreach, the Department seeks to ensure that our services are industry-leading andrelevant 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 communityfor the future.

The Fire Administration Division’s overall responsibilities include management of ﬁscal aﬀairs, personnel,emergencies and disasters. The Division is responsible for agenda reports, training records, budgeting,procurement, payroll, information technology management, personnel actions, grants, strategic planning,performance appraisals, and joint-oversight of the Verdugo Fire Communications Center (VFCC). FireAdministration also fosters and maintains partnerships with other City departments, community groups,organizations, neighboring jurisdictions and government agencies in order to contribute the highest levels ofservices to our community.

Fire Prevention Division
The Fire Prevention Division strives to reduce risks and losses associated with ﬁres, burns, and environmentalhazards. The Division uses a customer-centered approach in its public education programs, code developmentand 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 ﬁrecodes. Safety and prevention is accomplished through plan reviews, inspections, hazardous vegetationmanagement, monitoring and regulating the storage and use of hazardous materials, ﬁre investigations, and avariety of community awareness programs.

Fire Support Services and Emergency Management Division The Fire Support Division works under the Fire Administration Bureau to augment the success of our membersby managing the department’s needs related to facilities construction and maintenance, equipment andapparatus maintenance and replacement. The Division also provides leadership in citywide emergencymanagement and disaster preparedness, and manages public communications. This is a critical component ofthe ﬁre service as public information provides a vital link between citizens and responders. The Division servesas a liaison with other City departments to coordinate services such as employee relations, workerscompensation, recruitment and policy development for the ﬁre department.

Fire 2
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 departmentand provides the community with emergency medical services (EMS), ﬁre suppression, technical rescue andhazardous materials responses. The Operations Bureau responds to all natural and man-made emergenciesand non-emergency public assistance incidents.

The Operations Bureau concentrates on the most traditional elements of the Department’s mission and isresponsible for all duties relating to emergency responses. The Operations Bureau maintains constantreadiness and provides 24-hour care including transportation of the sick and injured to medical facilities.

The EMS Division is responsible for the paramedic program, emergency medical technician (EMT) program, in-service medical training, and operations of EMS coverage for special events. The EMS Division managescustody of records and billing for these services, training for EMTs and paramedics, coordinates with the MobileIntensive Care Nurses (MICN), and manages the EMS Reserve (EMSR) Unit. The EMSR program augmentsemergency 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 areprovided to the community through the six rescue ambulances (RAs) each staﬀed with two Advanced LifeSupport (ALS) ﬁreﬁghter paramedics, a paramedic on each of the eight ALS engine companies, and two BasicLife Support (BLS) truck companies. The Department also has the capability to staﬀ ALS rescue carts and biketeams. These units are equipped to meet the standards set forth by the Los Angeles County Department ofHealth Services (DHS) Emergency Medical Services Agency (EMSA). The EMS Division is the liaison for stateand local EMSA base station and reserve receiving facilities. The Division works in conjunction with a NurseEducator and Medical Director from Huntington Memorial Hospital to oversee the Department’s ContinuousQuality Improvement (CQI) program. The CQI program tracks medical indicators based on patient outcomesacross the Pasadena community.

Fire Operations provides ﬁre protection and mitigation services within structures, vehicles, and in vegetationand wildland-urban interface zones. Depending on the risk, type, and location of the incidents, the Departmentdispatches resources from its eight engines, two trucks, six RAs, and shift Battalion Chief. Cross-staﬃngprovides a Type 1 Heavy Urban Search and Rescue (USAR) unit, water tender, brush patrol unit, strike teamcommand vehicle, an air and light unit, and a rescue support vehicle. The Department has ﬁve reserve engines,one reserve truck, six reserve RAs, and one reserve battalion chief command vehicle. The reserve RAs are alsoavailable for immediate use during special events. The Operations Bureau also carries out various ﬁreprevention programs, hazard abatement services, pre-incident planning, public education programs and in-service training.

Department 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 lifeand preserve property. The Department provides exceptional emergency services, responsive codeenforcement, and quality customer-centered public education. The Department continues to focus oncommunity participation in prevention and education eﬀorts.

Fiscal Year 2025 Accomplishments
The Department accomplished the following during FY 2025:

Fire 3
Responded to 20,854 emergency calls for service in CY 2024; Successfully responded to the Eaton Fire, saving countless lives and property;Transitioned to ensuring public safety during numerous storms resulting in mud and debris ﬂowCompleted an 18-week Fire Recruit Academy and an eight (8) week Lateral Academy to address vacancies;From July 2024 to April 2025, the department assisted in 36 state-wide wildland deployments over acombined 419 days, including deployment of ﬁre engines, ﬁre line resources, the water tender, and theRapid Extraction Module Support (REMS) vehicle, as part of the California Fire and Rescue Mutual AidSystem to ﬁght ﬁres and assist with regional disasters;Successfully participated in the Pasadena Outreach Response Team (PORT) to expand the services providedto the cities most vulnerable and ﬁnd new ways to help transition them to permanent housing;Completed a Fire Captain academy and two (2) Fire Engineer academies;Promoted two (2) Captains, six (6) Engineers, a Senior Fire Inspector, and a Deputy Fire Marshall;Vacant positions were successfully ﬁlled, including a Plans Examiner, a HazMat Specialist, two FireInspectors, and an Executive Assistant;Received and placed three (3) rescue ambulances, two (2) ﬁre engines, and one (1) ﬁre truck into service;Purchased three (3) rescue ambulances and two (2) ﬁre engines as part of the Fire and Public WorksApparatus Replacement Schedule, to be received in coming years;Purchased and upﬁtted an additional Rapid Extraction Module vehicle using residual strike team revenue;Implemented monthly Professional Development Training for Career Advancement opportunities for therank of Engineer and Captain;Updated the Department’s Standards of Coverage and 5-Year Strategic Plan;Completed the Citywide Local Hazard Mitigation Plan;Replaced cardiac monitors on all front-line apparatus;Maintained industry best practices (Healthy In / Healthy out) for exposure and cancer risk reduction;Amended the Fiscal Year (FY) 2025 General Fee Schedule to establish fees related to violations for thepossession and discharge of ﬁreworks;Re-certiﬁed all sworn personnel in basic life support following American Heart Association (AHA) guidelines;Conducted over four specialty trainings including live ﬁre, ﬁreground survival, rescue, and special eventmanagement trainings Completed over 4,000 hours of EMS continuing education across the Department;Welcomed ﬁve (5) new members into the Paramedic Internship Program;Supported three (3) ﬁreﬁghters through UCLA's Paramedic School;Completed annual testing of hydraulic rescue tools, apparatus pumps, ladders, and hose;Completed the Hazardous Vegetation Mitigation Program with approximately 4,000 properties located inVery High Fire Hazard Severity Zones;Updated an EMS Fee Study for FY 2026 through a third-party consultant;Over 6,300 hours staﬀed for over 33 special events (concerts, UCLA, marathon, etc.);Successfully organized and staﬀed the 2025 Rose Parade and Rose Bowl Game;A new partnership with the Rose Bowl introduced an on-site physician for enhanced care during majorevents with plans to expand this service in the future;Maintained ISO Class 1 Public Protection Classiﬁcation rating; the Class 1 rating is the highest possible givento any ﬁre department nationwide; a Class 1 ISO rating generally oﬀers lower premiums in local business andresidential property insurance rates;Held a tabletop exercise highlighting Pasadena’s evacuation plan, educating residents on evacuationprocedures and emergency response strategies in November 2024;Increased EMS collections through the PP-GEMT IGT program, resulting in projected $1.2M of additionalEMS revenue;Obtained Assistance to Fireﬁghters Grant, State Homeland Security Program (SHSP) and Urban AreaSecurity Initiative (UASI) grant funds for cancer screenings, behavioral health checkups, and urban searchand rescue (US&R) equipment, training and Regional Task Force exercises;Received funds for training and equipment through an Instructional Services Agreement with Rio HondoCommunity College District;Purchased two electric vehicles for Fire Inspectors and an electric truck for the Fire Training Division;Collaborated with Public Works to purchase three rescue ambulances and two ﬁre engines; Fire 4
Reduced purchases of medications through an exchange program with Huntington HospitalEnsured National Fire Protection Association (NFPA) compliance of all line personnel PPE;Fully inspected all frontline turnouts and salvaged all out of compliance PPE;Developed virtual reality program for recruitment by utilizing the latest technology; andSecured various tools and equipment for urban search and rescue, through Federal EmergencyManagement Agency (FEMA) grant funds.

Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Budget of $76,980,489 is $7,346,441 (10.6 percent) higher than the FY 2025Adopted Budget.

Personnel
A total of 210.0 FTEs are included in the FY 2026 Recommended Budget, which is the same as the FY 2025Adopted Budget. This includes eight (8.0) unfunded Fireﬁghter positions for administrative and logisticpurposes during recruitment of Fire Trainees, and these positions do not have personnel ﬁscal impacts. Of thetotal 202.0 funded FTEs, 193.0 FTEs are budgeted in the Department’s General Fund. The remaining 9.0 FTEsare budgeted in the Building Services Fund (7.0 FTEs) and Health Fund (2.0 FTEs).

Year-Over-Year Budget Changes
General Fund - 101
The FY 2026 Recommended General Fund Budget of $73,358,810 is $6,527,904 (9.8 percent) higher than theFY 2025 Adopted Budget. These increases can be attributed to contractual increases in salaries and beneﬁts,contractual increases from vendors, and increases in internal services charges.

Building Services Fund - 204
The FY 2026 Recommended Building Services Fund Budget of $1,536,925 is $21,088 (1.4 percent) higher thanthe FY 2025 Adopted Budget.

Fire Grants Fund - 230
The FY 2026 Recommended Fire Grants Fund Budget of $849,768 is $774,768 (1,033 percent) higher than theFY 2025 Adopted Budget. The grant funds are a result of awards through the Federal Emergency ManagementAgency (FEMA).

New Year’s Day General Fund Events – 106
The FY 2026 Recommended Budget is $99,522, which is the same as the FY 2025 Adopted Budget. The fundrecords all activities for any City department that has a role or responsibility for New Year’s Day events.

General Fund Projects Fund - 105
The FY 2026 Recommended Budget is $587,023 which is $11,119 (1.9 percent) higher than the FY 2025 AdoptedBudget. This fund captures the expected expenses from special events around the City, as well as from RoseBowl games and activities. This fund also tracks the Department’s projected strike team expenses andreimbursements.

Fire 5
Future Outlook
The Fire Department is committed to maintaining its current ﬁre and paramedic rapid responses and our highlevels of service to the Pasadena community. We will continue to operate eﬃciently and eﬀectively whilekeeping our employees and our community safe. Our Department’s top priorities include sustaining high qualityparamedic services, and helping to implement the City Council’s goals for updating our aging infrastructure andequipment.Continuous recruitment programs across Prevention and Operations Bureaus to ﬁll all current andanticipated vacanciesProactively provide targeted risk management training for existing employeesContinue to provide a proactive approach to employee health and wellness programs, including the FireCancer Support Network, Behavioral Wellness Program, and our Chaplain ProgramAssess Pasadena’s ﬁre risks and mitigation measures based on California Department of Forestry and FireProtection’s updated Fire Hazard Severity ZonesUpdate Fire Department Standards of CoverComplete a Citywide update to the Local Hazard Mitigation PlanImplement updated FY 2026 EMS Fees to more accurately recapture costs for providing medical services tothe communityContinue ﬁre station rehabilitation projects to ensure facilities meet operational and seismic safetystandardsRe-implementation of the Community Emergency Response Team (CERT) programComplete annual assessments of approximately 4,000 properties located within the Very High Fire HazardSeverity Zones throughout the City and explore options to improve tracking and completion of inspectionsContinue local area recruitment eﬀorts including the Paramedic Internship Program, Inspector TraineeProgram, Fire Explorer Program, and Women’s Empowerment CampEnhance the electronic patient care report (ePCR) system and documentation procedures to maximize costrecoveryAcquire and install extractor washers in half the ﬁre stations as part of Healthy In and Healthy Out initiativeto reduce cancer risk to employeesPresent annual report of State Mandated Inspections to the Public Safety CommitteeComplete quarterly performance measure reviews focusing on EMS, Fire Operations, Fire Prevention,Human Resources, Professional Standards and our Apparatus FleetParticipate in ongoing disaster and risk reduction programs with community stakeholders with the CityManager’s OﬃcePrioritize succession planning and employee promotional developmentSupport ﬁre personnel for paramedic schoolImplement asset management program for accurate tracking of all EMS inventoryUpgrade and replace personal protective equipment for all ﬁre personnelWork with regional partners on eﬀorts for the 2028 OlympicsMaximize available emerging technology to reduce risk within our communityReview and update Fire Department Policy ManualReview and implement Standard Operating Guidelines for Engine and Truck OperationsConduct annual apparatus pump, ladder, and ﬁre hose testing to meet industry standardsTake delivery of new rescue ambulances, ﬁre engines, and ladder trucksEnsure timely replacement of emergency, command and staﬀ vehiclesContinue collaboration with Public Works Department to purchase and place new apparatus into service, tomaintain the City’s Replacement PlanActively seek grant funding opportunities for equipment purchases Fire 6
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $57,489,044$58,026,171$58,588,647 $63,390,94091 - Services & Supplies$5,351,718$5,440,126$6,335,995 $6,140,41792 - Capital Outlay $1,507,115 $31,927 $3,712,180 $32,82593 - Internal Srvc Chrg$6,075,607$6,120,365$6,120,365 $7,400,41394 - Debt Service $41,000 – – $095 - Operat Transfer Out $14,985 $15,459 $15,459 $15,894EXPENSES TOTAL $70,479,470$69,634,048$74,772,646 $76,980,489 Summary of Appropriations by Division
Expenses3101 - Fire Administration $6,891,192$5,732,488$7,709,729 $7,045,2353102 - Fire & Environmental Safety$3,879,257$4,381,090$4,446,583 $4,733,6683103 - Fire Operations $58,741,421$59,520,470$62,616,334 $65,201,5863104 - Fire - Outside Events/Jobs$967,600 – – $0EXPENSES TOTAL $70,479,470$69,634,048$74,772,646 $76,980,489 Summary of Appropriations by Fund
Expenses101 - General Fund $67,046,482$66,830,906$71,042,486 $73,358,810105 - General Fund Projects Fund$1,570,914$575,904$575,904 $587,023106 - New Years Day Genl Fund Events$140,459 $99,522 $99,522 $99,522203 - Health Fund $482,315$536,879$536,879 $548,441204 - Building Services Fund$1,194,388$1,515,837$1,515,837 $1,536,925230 - Homeland Security Grant Fund$44,913 $75,000$1,002,018 $849,768EXPENSES TOTAL $70,479,470$69,634,048$74,772,646 $76,980,489 Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedFire Administration 13 13 13 13Fire & Environmental Safety18 20 20 20Fire Operations 176 177 177 177207 210 210 210 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Fire 7
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$1,404,671 – – $0805000 - Benefits $6,906,123$5,258,000$5,258,000 $5,649,902805800 - Benefits Admin. $122,467$136,314$136,314 $162,617805900 - CellPhone/SmartPhone Stipend$19,520 $19,680 $19,680 $23,040804000 - City Portion-PERS$597,082$837,656$837,656 $784,903804200 - City Portion-SPERS$10,438,521$11,350,599$11,350,599 $13,568,481804500 - Dental Insurance$151,543$181,317$181,317 $186,999806000 - EE Parking Permits - ER Paid$16,500 $29,160 $29,160 $14,040801300 - FirePolice Post-Retire Med Ben$643,752$616,211 $616,211 $776,403803100 - General Liability$72,942 $94,800 $94,800 $126,555801600 - Holiday Schedule Pay - SPERS$736,513$659,309$659,309 $659,309804400 - Life Insurance $5,197 $5,375 $5,375 $5,402804700 - Long Term Disability $4,965 $5,074 $5,074 $5,402804900 - Medical $2,638,727$3,252,378$3,252,378 $3,636,971804600 - MediCare City Contribution$446,940$382,572$382,572 $411,114803700 - Miscellaneous Pay$36,993 – – $0801000 - Non Benefit Employees$21,802 – – $0801100 - Overtime Pay $1,529,780$855,622$895,898 $923,164802400 - Personal Devlpmnt Allowance $13,000 $14,200 $14,200 $13,750801400 - Position Coverage$7,996,483$6,973,990$7,496,190 $7,558,420801800 - PST-Part Time Employees-PARS $391,064$198,601$198,601 $207,607800500 - Regular Pay - PERS$1,728,011 $1,916,869$1,916,869 $2,001,793800800 - Regular Pay - SPERS$18,768,035$19,315,586$19,315,586 $20,597,805802700 - Workers' Compensation$5,607,753$5,922,858$5,922,858 $6,077,26390 - PERSONNEL TOTAL $57,489,044$58,026,171$58,588,647 $63,390,94091 - Services & Supplies824000 - Principal Exp (Leases GASB 87)$301,987 – – $0824300 - Interest Exp (Leases GASB 87)$12,241 – – $0819500 - Contra Lease Expense (GASB 87)-$315,973 – – –819600 - Contra SBITA Expense (GASB 96)-$41,000 – – –810800 - Computer Related Supplies$5,762 $45,806 $45,806 $36,796812700 - Conf & Mtgs-City Departments$71,823 $127,887$152,887 $126,335811500 - Consultant Services$173,703$382,652$382,652 $393,414812400 - Dues And Memberships $27,866 $31,000 $31,000 $31,000812900 - Education $56,360 $99,139 $99,139 $100,791814200 - Electric $975 $5,000 $5,000 $5,000810700 - Equipment Lease Payments$73,790 $110,889 $110,889 $114,008810900 - Equip Purchases Under $10k$741,154$705,867$784,737 $727,533814900 - Fiscal Agent/Bank Fees & Chgs$10,545 $10,000 $10,000 $10,000813800 - Gas/Fuel $144,000 $66,789 $66,789 $66,789813700 - Gasoline and Lubricants$145 – – $0815600 - Insurance $477,105$548,576$548,576 $721,854810500 - Lease Payments$283,385$344,022$344,022 $410,366811200 - Legal and Other Advertising $803 – – $0810100 - Materials And Supplies $681,703$673,998$673,998 $685,799812800 - Mileage $11,196 – – $0811400 - Other Contract Services$2,382,767$2,070,000$2,861,999 $2,482,655811300 - Photo Copy Machine Maint$5,544 – – $0814400 - Postage $4,604 $13,756 $13,756 $11,142828800 - Recruitment – $12,967 $12,967 $12,967 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Fire 8
813500 - Reference Matls Subscriptions$1,509 $13,949 $13,949 $13,949814100 - Refuse Collection$27,283 $25,000 $25,000 $25,000810600 - Rent Expense $35,183 $36,000 $36,000 $41,500819100 - Self-Insured Retention$64 $193 $193 $0814000 - Telephone $8,076 $15,330 $15,330 $20,330813000 - Training Costs $2,080 $4,241 $4,241 $4,241810300 - Uniforms $165,630 $66,929 $66,929 $68,812821800 - Vehicle Rental/Lease $1,144 $30,136 $30,136 $30,136813900 - Water $265 – – $091 - SERVICES & SUPPLIES TOTAL $5,351,718$5,440,126$6,335,995 $6,140,41792 - Capital Outlay850500 - Automotive Equipment$116,222 $1 $2,008,960 $1850900 - Cap Outlay-Subscription Asset $196,056 – – –850400 - Equipment $1,194,837$31,926$1,703,220 $32,82492 - CAPITAL OUTLAY TOTAL $1,507,115 $31,927$3,712,180 $32,82593 - Internal Srvc Chrg861500 - IS-Auto Body Repair-$500 $473 $473 $359862000 - IS-Building Preventive Mainten$86,185 $85,979 $85,979 $0863000 - IS-DoIt Applications Basic$352,792$365,224$365,224 $377,371863600 - IS-DoIt Desktop Rplcmnt Prog$47,454 $51,727 $51,727 $61,150862400 - IS-DoIt Entrprs ComputingBasic$188,658$187,722$187,722 $203,269863200 - IS-DoIt GIS Basic$119,477 $123,585$123,585 $128,868861900 - IS-DoIt NetworkSupportBasic$163,747$182,100$182,100 $196,825863100 - IS-DoIt Program Mgmt Basic$130,556$126,649$126,649 $140,978861300 - IS-DoIt Radio Basic$205,146$244,897$244,897 $275,729861200 - IS-DoIt Service Center Basic$158,229$157,520$157,520 $179,689860900 - IS-DoIt Telephone Basic $79,457 $79,800 $79,800 $134,451862200 - IS-DoIt Telephone Usage $45,723 $34,987 $34,987 $0861600 - IS-Fleet Maint-Equip Maintenan$1,588,675$1,543,486$1,543,486 $1,672,221861700 - IS-Fleet Maint-Equip Replaceme$1,482,975$1,494,214$1,494,214 $2,212,538861800 - IS-Fleet Maint-Fuel$156,079$145,959$145,959 $230,134860500 - IS-Houskeeping Services$96,623 $102,081$102,081 $119,430862600 - IS-Mail Direct Request$340 – – $0860700 - IS-Printing $21,229 $23,516 $23,516 $23,516863400 - IS-Security Srvcs at CityHall– $461 $461 $671860100 - IS-Structural Maintenance$845,615$853,854$853,854 $1,107,360860200 - IS-Tenant Improvements$31,062 $5,200 $5,200 $5,200860400 - IS-Utilities & Insurance-Hsekp$276,084$310,931$310,931 $330,65493 - INTERNAL SRVC CHRG TOTAL $6,075,607$6,120,365$6,120,365 $7,400,41394 - Debt Service824100 - SBITA Principal Expenditure$41,000 – – –94 - DEBT SERVICE TOTAL $41,000 – – $095 - Operat Transfer Out871000 - Transfers To Building Maint Fd$14,985 $15,459 $15,459 $15,89495 - OPERAT TRANSFER OUT TOTAL $14,985 $15,459 $15,459 $15,89496 - Operating ExpenseEXPENSES TOTAL $70,479,470$69,634,048$74,772,646 $76,980,489 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Fire 9
Organizational Chart

CITY OF PASADENA
Housing
Recommended Operating Budget - Fiscal Year 2026
Housing 1
Mission Statement
The Department of Housing is dedicated to providing aﬀordable housing, homeless services, job training, andcommunity development opportunities for low- and moderate- income persons to enhance and strengthen ourcommunity. The Department’s core values include: decent, safe, aﬀordable housing as an equal right for allPasadena residents; transparency; program expertise; professionalism; excellent customer service; teamworkand collaboration; and social and economic diversity.

Program Description
The Department implements a variety of aﬀordable housing initiatives where ﬁnancial assistance is madeavailable directly or indirectly to extremely low-, very low-, low-, and moderate-income households. Activitiesinclude the provision of aﬀordable housing opportunities, and the monitoring of these activities to determinetheir success in meeting housing and community development needs. The Department’s programs are directedtoward creating neighborhood vitality, livability, and an improved quality of life for residents. MASH is a uniquefull-time paid job training program for dozens of adult participants that provides services to homeowners as wellas City departments. For FY 2026, approximately 76.04 percent of the Department's revenues are derived fromfederal programs [e.g. Section 8 Housing Choice Voucher Program, Community Development Block Grant,Home Investment Partnerships, American Rescue Plan Act (ARPA), Emergency Solutions Grant (ESG), HousingOpportunities for Persons with AIDS (HOPWA), and Continuum of Care funds]; 15.40 percent of the revenues arethrough the State and County Programs [e.g. Measure A, Permanent Local Housing Allocation (PLHA), HomelessHousing, Assistance, and Prevention (HHAP), Encampment Resolution Fund (ERF) and Family HomelessnessChallenge (FHC) grants] and the remaining 8.56 percent of the Department’s revenues are derived from locallygenerated sources (Housing Successor funds, City General Fund support, and Inclusionary housing in-lieu fees).

Department Relationship to City Council Goals
Maintain Fiscal Responsibility and Stability
Implement division-level tracking of the Department's 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 and community development projects andprograms;Monitor and evaluate progress, eﬀectiveness and regulatory compliance of programs and projects fundedby the Department;Improve, maintain, and enhance public facilities and infrastructure;Capital improvement of facilities beneﬁting low-income persons are funded by the Department’s CommunityDevelopment Block Grant program;To the extent feasible, identify notable historic properties for aﬀordable housing development opportunities;Ensure that proposed aﬀordable housing projects assisted by the Department are compatible with andenhance 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;Incorporate "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;Collaborate with Water & Power to more eﬀectively utilize that department’s conservation programs whichtarget lower-income persons;Improve mobility and accessibility throughout the City where feasible; new aﬀordable housingdevelopments should be located within walking distance of major thoroughfares, providing access to bus Housing 2
lines and to the Gold (also known as “M”) Line light rail system;Encourage Department-assisted projects and programs to incorporate amenities that improve mobility andaccessibility.

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 throughcoordination with the City’s First Source hiring program;Section 8 rental subsidies allow families to allocate more of their household income to other critical qualityof life needs such as healthcare, food, and transportation;Community-based agencies funded with CDBG funds serve a wide range of needs including economicdevelopment, educational and counseling programs, food assistance, basic mental health, youth diversion,social services, and housing rehabilitation;CDBG funds infrastructure projects that replace deteriorated and broken sidewalks;The MASH program works to increase accessibility through the construction of ramps and handrails for low-to moderate-income residents with disabilities;MASH works to enhance community perception and encourage reinvestment by painting the exterior ofsingle family homes for low- to moderate-income homeowners;MASH assists individuals experiencing barriers to employment by providing career development, on-the-jobtraining, career guidance, and interview and job application preparation;Implementation of the City’s Homelessness Strategy by funding a continuum of programs including streetoutreach; rapid rehousing and permanent supportive housing; homelessness prevention and emergencyshelter. These programs address homelessness at diﬀerent points, with a goal of preventing homelessnesswhenever possible, placing people experiencing homelessness into housing as quickly as possible, andsupporting housing retention.

Ensure Public Safety
Department-assisted aﬀordable housing projects often replace community nuisance properties (e.g. liquorstores, vacant buildings).

Fiscal Year 2025 Accomplishments
The Department’s key accomplishments during FY 2025 include the following:

Housing Production
TAY II Project, 2318 E. Foothill Blvd. - Interim housing with 10-units for transition age youth college students;construction commenced in August 2024;Centennial Place - Renovation of 142-units SRO project commenced in November 2024;111 N Madison Ave. - Inclusionary project with 16 aﬀordable units (6 for seniors) completed in January 2025;Caltrans Homes - 14 properties acquired from Caltrans in March 2025; andDoor of Hope "Lee Home" - Transitional housing for 20 households; began construction in April 2025.

Rental Assistance Program
Implemented the Section 8 Housing Choice Voucher Program (1,370 low income households assisted),which includes Section 8 Non-Elderly Disabled Vouchers and VASH Vouchers for homeless veterans;Awarded 5 Housing Choice Vouchers for very low- income former foster youth (18 to 24 years old); andMaintained the Section Eight Management Assessment Program (SEMAP) “High Performer” rating fromHUD.

Housing 3
Homeless Services
505 formerly homeless individuals provided ongoing permanent supportive housing;Awarded $440,000 HUD grant to provide rapid rehousing rental assistance and case management tofamilies with a history of domestic violence who are exiting homelessness;Awarded $789,000 State of California Family Homelessness Challenge (FHC) grant to provide casemanagement, rental assistance, and payment of arrears to families at imminent risk of homelessness;Awarded $1.0 million HUD Rapid Unsheltered Survivor Housing (RUSH) grant for disaster response; and Awarded $2.77 million State of California Encampment Resolution Fund (ERF) grant to provide streetoutreach, motel vouchers, and housing navigation services to unsheltered people experiencinghomelessness. The grant is administered through partnerships with Public Health Department's PORT teamand Union Station Homeless Services. * Households include both families and individuals, so it is not reﬂective of the total number of people served.

Community Development
Awarded $322,000 to six non-proﬁt organizations providing public services to over 1,500 persons;Launched 2nd round of ADU Loan Program;Funded over $1.30 million for infrastructure and public facility improvements - ADA Sidewalk improvements in North-West Pasadena; - Security enhancements at Washington Park; and - Rehabilitation of JRC and Villa Park.

MASH
Assisted 26 MASH program participants in ﬁnding full-time permanent employment with livable wages andbeneﬁts in both the public and private sectors;Assisted 4 low- to moderate-income homeowners with exterior home enhancements;Assisted Forestry and Residential Refuse and Recycling with cleanup after the Windstorm and Eaton Fire;Completed 550 work order from City departments, providing services including painting, light carpentry, andgeneral construction; andSuccessfully addressed and completed 420 abandoned encampment service requests submitted bycommunity members, residents, and the Pasadena Police Department.

Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Budget of $48,814,656 is $2,487,329 or 5.4 percent higher than the FY 2025Adopted Budget. The increases are related to additional Continuum of Care, Emergency Shelter and HomelessServices funding and Aﬀordable Housing projects.

Personnel
A total of 105.70 FTEs are included in the FY 2026 Recommended Budget, which represents an increase of 14FTEs. Sixteen unbudgeted FTEs for the MASH program were added mid-year in FY 2025 to support increasedwork orders. Additionally, two limited-term FTEs were eliminated due to sunsetting grants.

Year-Over-Year Budget Changes
General Fund - 101
Housing 4
The FY 2026 Recommended Budget includes $2,638,887 in the General Fund, which is $324,726 or 14.03percent higher than the FY 2025 Adopted Budget. The increase is primarily attributed to personnel relatedsalary and pension adjustments, and internal service costs.

Future Outlook
Aﬀordable Housing
The City will closely monitor current and future federal policies that could have economic and funding impacts,which make the mission to address the aﬀordable housing needs of Pasadena residents even more challenging.In the absence of levels of City funding sources that in the past have enabled the Department to initiate new,large aﬀordable housing projects, the Department will need to seek opportunities in smaller acquisition,rehabilitation, and preservation projects. To maintain the Department's capacity to provide a high level ofservices with current staﬃng levels, information technology enhancements will be implemented. On thelegislative front, it will be important to support initiatives which seek to create new aﬀordable housing fundingresources.

Community Development
The Accessory Dwelling Unit (ADU) loan program will launch a 3rd round to assist homeowners in buildingADU’s on their property. The Department will begin the implementation of the Five-Year Consolidated Plan(Program Year 2025 - 2029). An increase in CDBG funding assistance is planned for Public Service projects.

Rental Assistance
In FY 2025, the City awarded Project Based Vouchers (PBVs) to two permanent supportive housing (PSH)projects. With these awards, the City has nearly reached the cap on allocating PBVs, which are a critical tool inthe development of deeply aﬀordable housing. The Housing Department will continue to apply for additionalvouchers when the opportunity is available. However, without the ability to allocate additional PBVs, thedevelopment of deeply aﬀordable housing projects (including PSH) will be nearly impossible.

Homeless Services
In FY 2026, the Department will complete capital improvements at the Bad Weather Shelter location. Work willcontinue to support the goals outlined in the Continuum of Care's Homelessness Plan.

Housing 5
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $4,240,543$4,763,676$4,763,676 $4,714,04291 - Services & Supplies$31,328,825$40,449,464$51,716,355 $42,923,57492 - Capital Outlay $112,559 $2,000 $2,000 $2,00093 - Internal Srvc Chrg$638,336 $672,187 $672,187 $735,04094 - Debt Service $495,524 $440,000 $440,000 $440,00095 - Operat Transfer Out $856,894 – – $0EXPENSES TOTAL $37,672,681$46,327,327$57,594,218 $48,814,656 Summary of Appropriations by Division
Expenses1601 - Housing Admin $609,874$558,330$558,330 $670,7481602 - Housing Production$5,486,001$9,609,131$17,457,446 $7,067,5301603 - Rental Assistance $21,895,289$24,019,711 $24,019,711 $24,142,2361604 - Community Development Block Gr$2,052,105$2,156,210$2,156,210 $2,168,0841605 - Supportive Housing Program$6,739,075$8,455,981$11,874,557 $13,239,2451607 - MASH $890,337$1,527,964$1,527,964 $1,526,813EXPENSES TOTAL $37,672,681$46,327,327$57,594,218 $48,814,656 Summary of Appropriations by Fund
Expenses101 - General Fund $2,265,085$2,314,161$2,314,161 $2,638,887105 - General Fund Projects Fund$204,009$861,038$861,038 $1,082,235219 - Community Develop Block Grant$2,271,221$2,406,210$2,406,210 $2,168,084220 - Rental Assistance Programs Fnd$21,895,289$24,019,711 $24,019,711 $24,142,236221 - Home Investment Partnership Fd$1,541,022$1,259,752$2,621,067 $3,451,049223 - Supportive Housing Prog. (SHP)$3,454,625$5,119,395 $5,119,395 $6,400,251224 - Emergency Shelter Grant -ESG$151,242$168,637$1,168,637 $665,024226 - HOPWA Fund $229,208$289,966$289,966 $289,641237 - Low and Mod Inc Housing Asset $577,071$260,340$1,100,340 $204,258238 - Other Housing Funds$3,553,047$8,154,495$16,054,168 $7,519,294239 - Inclusionary Housing Trust Fun $1,530,863$1,473,622$1,639,525 $253,697EXPENSES TOTAL $37,672,681$46,327,327$57,594,218 $48,814,656 Summary of FTEs by Division
Division Description FY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedMASH 67 67 83 83Housing Admin 2.45 2.45 2.45 2.5Housing Production 3.2 3.2 3.2 2.6Community Development Block Grant1.4 1.4 1.4 1Supportive Housing Program5 5 5 5Rental Assistance 10.65 12.65 12.65 11.689.7 91.7 107.7 105.7 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Housing 6
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$1,477 – – $0802300 - Auto Allowance $9,650 $9,300 $9,300 $10,500805000 - Benefits $462,270$569,147$569,147 $562,394805800 - Benefits Admin. $22,449 $23,089 $23,089 $28,740805900 - CellPhone/SmartPhone Stipend$11,560 $10,561 $10,561 $10,560804000 - City Portion-PERS$730,326$922,249$922,249 $890,238804500 - Dental Insurance$16,483 $22,113 $22,113 $21,108806000 - EE Parking Permits - ER Paid$4,920 $3,240 $3,240 $1,980803100 - General Liability$13,072 $20,739 $20,739 $44,262804400 - Life Insurance $987 $1,089 $1,089 $1,034804700 - Long Term Disability $2,279 $2,254 $2,254 $2,199804900 - Medical $322,791$443,380$443,380 $457,883804600 - MediCare City Contribution$36,560 $44,855 $44,855 $45,046803700 - Miscellaneous Pay$24,235 – – $0801000 - Non Benefit Employees$21,000 – – $0801100 - Overtime Pay $15,038 – – $0802400 - Personal Devlpmnt Allowance $12,100 $12,102 $12,102 $13,452801800 - PST-Part Time Employees-PARS $247,985$309,180$309,180 $229,523800500 - Regular Pay - PERS$2,174,351$2,285,862$2,285,862 $2,279,612802700 - Workers' Compensation$113,964 $84,516 $84,516 $115,51190 - PERSONNEL TOTAL $4,240,543$4,763,676$4,763,676 $4,714,04291 - Services & Supplies819300 - Lease Expense (GASB 87)– – – $385,870824000 - Principal Exp (Leases GASB 87)$325,448 – – $0824300 - Interest Exp (Leases GASB 87)$2,737 – – $0819500 - Contra Lease Expense (GASB 87)-$328,459 – – –819600 - Contra SBITA Expense (GASB 96)-$79,199 – – –816700 - Affordable Housing $2,685,230$6,930,291$13,417,291 $5,532,023810800 - Computer Related Supplies$5,467 $2,000 $2,000 $2,000812700 - Conf & Mtgs-City Departments$12,006 $11,250 $11,250 $11,250811500 - Consultant Services$172,421$347,924$347,924 $316,686812400 - Dues And Memberships $12,048 $16,090 $16,090 $11,045812900 - Education $2,155 $6,000 $6,000 $6,000814200 - Electric $23,872 $16,979 $16,979 $16,979817000 - Emergency Shelter Service$289,753$545,660$1,470,660 $1,135,982810700 - Equipment Lease Payments$3,631 $10,000 $10,000 $2,828810900 - Equip Purchases Under $10k– $3,335 $3,335 $3,335814900 - Fiscal Agent/Bank Fees & Chgs– $1,220 $1,220 $1,220818800 - Grants-Subcontractors$4,411,133 $7,600,115 $9,888,453 $11,780,093816000 - Housing Assistance Admin Fee $160,126 $76,100 $76,100 $76,100815600 - Insurance $71,967 $118,151 $118,151 $209,785810500 - Lease Payments$21,398,166$22,070,159$22,070,159 $22,031,717811200 - Legal and Other Advertising $11,272 $48,200 $48,200 $48,700810100 - Materials And Supplies $54,725 $58,493 $58,493 $35,882812800 - Mileage $323 $3,950 $3,950 $31,670817100 - Operation Of Acquired Property$4,290 $36,960 $36,960 $36,960811400 - Other Contract Services$771,442$1,213,506$1,418,744 $1,103,404811000 - Outside Printing & Duplicating– $4,500 $4,500 $5,000811300 - Photo Copy Machine Maint– $1,500 $1,500 $1,500814400 - Postage $19,468 $15,237 $15,237 $15,237 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Housing 7
816600 - Real Estate Acquisition $344,176$1,000,000$1,000,000 $0813500 - Reference Matls Subscriptions$538 $2,000 $2,000 $2,000814100 - Refuse Collection$8,532 $7,724 $7,724 $7,724810600 - Rent Expense $209,859$216,920$216,920 $0819100 - Self-Insured Retention– $2,616 $2,616 $0827600 - Software $92,383 $71,844 $71,844 $101,844817200 - Store Front Imprvmnts & Rehab$635,685 – $1,361,315 $0814000 - Telephone – $1,400 $1,400 $1,400813000 - Training Costs $30 $2,140 $2,140 $2,140810300 - Uniforms $5,777 $6,000 $6,000 $6,000821800 - Vehicle Rental/Lease $308 – – $0813900 - Water $1,516 $1,200 $1,200 $1,20091 - SERVICES & SUPPLIES TOTAL $31,328,825$40,449,464$51,716,355 $42,923,57492 - Capital Outlay850500 - Automotive Equipment$112,559 – – $0850400 - Equipment – $2,000 $2,000 $2,00092 - CAPITAL OUTLAY TOTAL $112,559 $2,000 $2,000 $2,00093 - Internal Srvc Chrg861500 - IS-Auto Body Repair– $347 $347 $391862000 - IS-Building Preventive Mainten$1,821 $1,817 $1,817 $0863000 - IS-DoIt Applications Basic$217,532$228,580$228,580 $258,625863600 - IS-DoIt Desktop Rplcmnt Prog$11,295 $12,480 $12,480 $13,985862400 - IS-DoIt Entrprs ComputingBasic$74,219 $72,149 $72,149 $75,134863200 - IS-DoIt GIS Basic$2,601 $2,672 $2,672 $2,576861900 - IS-DoIt NetworkSupportBasic$37,077 $44,659 $44,659 $41,388863100 - IS-DoIt Program Mgmt Basic$90,357 $93,540 $93,540 $104,117861200 - IS-DoIt Service Center Basic$53,244 $53,577 $53,577 $54,231860900 - IS-DoIt Telephone Basic $14,459 $19,220 $19,220 $20,560862200 - IS-DoIt Telephone Usage $2,917 $2,232 $2,232 $0861600 - IS-Fleet Maint-Equip Maintenan$41,255 $40,394 $40,394 $44,650861700 - IS-Fleet Maint-Equip Replaceme$32,580 $42,651 $42,651 $49,525861800 - IS-Fleet Maint-Fuel$11,014 $15,149 $15,149 $22,616860700 - IS-Printing $15,991 $21,824 $21,824 $21,824860100 - IS-Structural Maintenance$13,693 $13,827 $13,827 $17,932860200 - IS-Tenant Improvements$12,449 $500 $500 $500860400 - IS-Utilities & Insurance-Hsekp$5,833 $6,569 $6,569 $6,98693 - INTERNAL SRVC CHRG TOTAL $638,336$672,187$672,187 $735,04094 - Debt Service824100 - SBITA Principal Expenditure$70,028 – – $0824400 - Interest Expense SBITA $9,171 – – $0867700 - Interest $116,325 $140,000$140,000 $140,000867600 - Principal $300,000$300,000$300,000 $300,00094 - DEBT SERVICE TOTAL $495,524$440,000$440,000 $440,00095 - Operat Transfer Out870900 - Transfers To Health Fund $120,000 – – $0870300 - Trans To Capital Projects Fund$736,894 – – $095 - OPERAT TRANSFER OUT TOTAL $856,894 – – $096 - Operating ExpenseEXPENSES TOTAL $37,672,681$46,327,327$57,594,218 $48,814,656 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Housing 8
Organizational Chart

CITY OF PASADENA
Human Resources
Recommended Operating Budget - Fiscal Year 2026
Human Resources 1
Mission Statement
The Human Resources Department provides leadership in cultivating eﬀective relationships among employees,the City, and the community through the delivery of professional services and programs that allow theDepartment 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 policiesand procedures, programs, and systems within the City; to ensure employer-employee relations are managed ina fair and timely manner and in a way that builds trust; and to support the Department’s internal operations onadministrative matters related to budget, procurement and contract management. The Administration Divisionimplements and administers employment terms and policies, including compensation and beneﬁts that ensurethe City remains a competitive employer. The Division provides consultation, facilitation, and other strategicservices to City departments as well as administering the citywide Employee Service Awards program.

The Employee Relations & Training Division serves as a strategic business partner with City departments inmaintaining productive relations between employees and the City, thereby reducing exposure to employment-related litigation and serving to protect the rights of employees while supporting management in eﬃcientlycarrying out the important functions of the City. The Division ensures compliance with numerous state, federal,and local employment laws and rules including Title VII of the Civil Rights Act of 1964, the Americans withDisabilities Act, Fair Employment and Housing Act, the City’s Manual of Personnel and Administrative Rules, andvarious other regulations under which the City operates. The Division works pro-actively with departments toresolve employee conﬂicts. When complaints of policy violations arise, Employee Relations conducts promptand thorough administrative investigations and supports City departments with the implementation of correctivepersonnel actions as appropriate. In addition to compliance administration, the Division participates inreviewing, updating, and providing training on the City’s personnel policies, and administers the City’sunemployment insurance claims. This Division spearheads the citywide employee training program, whichincludes Preventing Discrimination and Workplace Harassment, Ethics Training, Supervisory Skills and a varietyof other courses geared toward developing the skills of all City employees. The Division works closely with theCity Attorney’s oﬃce to ethically and strategically minimize exposure to employment-related liability.

The Labor Relations Division is responsible for developing comprehensive bargaining strategies; negotiatingMemoranda of Understanding (MOU) within Council-approved bargaining parameters, implementing laboragreements, and facilitating the resolution of MOU-based grievances. Division staﬀ develop and recommendnegotiation objectives and strategies and represent the City at the bargaining table during contractnegotiations. The Division administers MOUs, consults with management and unions, provides guidance to Citydepartments on contract language interpretation and represents the City before the Public EmploymentRelations Board (PERB). The Labor Relations Division is now responsible for Classiﬁcation & Compensation.Division staﬀ develops new classiﬁcations, studies existing classiﬁcations for needed revisions, performs deskaudits to ensure City staﬀ is appropriately classiﬁed, recommends appropriate salary structures to maintain acompetitive place in the market in order to recruit and retain a highly qualiﬁed workforce and reviews requestsfor adjustments to department staﬃng levels.

The Employment Services Division partners with City departments to attract, retain, and develop a diverse andhighly qualiﬁed workforce. The Division employs a variety of recruitment and selection strategies to ensureequal opportunity in employment. In addition, the Division provides consultation and support services todepartment directors and managers on employment policy issues and applicable laws. Employment Servicesmaintains employee records and 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 conductsexit interviews.

Human Resources 2
The Beneﬁts Administration Division oversees the design and administration of the comprehensive citywidebeneﬁts program, which includes the City’s medical, dental, vision, life, disability, employee assistance program,retirement, deferred compensation and leave programs. The Division oﬀers employee wellness programs,manages the City’s leaves programs, and ensures compliance with applicable federal and state leave laws.

The Prideshare Division administers the City’s trip reduction program through a variety of services includingadministering parking fees for solo drivers, providing incentives to individuals who carpool or take otheralternative modes of transportation, and promoting the program as a way to reduce pollution and traﬃccongestion, thereby improving quality of life in the City and the region.

Department Relationship to City Council Goals
Maintain Fiscal Responsibility and Stability
The Department supports the City Council in maintaining a cost-eﬃcient government by providing consultationon policy issues, contractual matters, and federal and state employment regulations to minimize the City’sliability in these areas. The Department works to ensure that employer-employee relations are managed in aneﬀective, fair, and eﬃcient manner. The Department negotiates and implements employment terms and policiesthat ensure the ability to recruit and retain qualiﬁed employees. The Department also provides cost-eﬀective,comprehensive employee beneﬁt packages. Achievement of these goals is key to the City’s ability to providehigh quality 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, providesinformation to prospective applicants during their search for employment and participates in job fairs. TheDepartment partners with other City departments to provide employment opportunities that would nototherwise be available.

Fiscal Year 2025 Accomplishments
The Department accomplished the following during FY 2025:

Eaton Fire Response
The Department reached out to employees who were directly impacted by the Eaton Fire, providing assistancewith locating temporary housing and other essential services and supplies. The Department also staﬀed theemergency shelter at the Pasadena Convention Center prior to the arrival of American Red Cross volunteers.To support Citywide community resilience and recovery eﬀorts, the Department also hosted a town hall andseveral listening sessions to address mental health concerns such as post-traumatic stress disorder andsecondary trauma stress and to promote healthy coping strategies.

Employee Relations and Training
The Employee Relations Division conducted investigations of various complexity into employee misconduct,improper personnel practices, harassment, discrimination, and retaliation and recommended corrective actionwhen appropriate. Staﬀ provided guidance to managers and oﬀered tools to improve employee performance;issued and monitored Performance Improvement Plans; fostered harmonious relations between managers andemployees; conducted sick leave veriﬁcations; approved Performance Evaluations in Munis; advised employeesof their rights and responsibilities; managed grievances and disciplinary appeals processes; managednegotiations on settlement agreements; conducted trainings on performance management; responded to EEOCand CRD (formerly DFEH) charges; responded to EDD claims and attended EDD hearings; recommendedprofessional coaching to managers where appropriate; conducted studies into group dynamics for correcting Human Resources 3
issues with staﬀ morale; and maintained good working relationships with union representatives by meeting withthe various groups on a regular basis.

Employee Relations is also responsible for the Return-to-Work function and facilitating the interactive processfor the City. Such matters entail: drafting of reasonable accommodation agreements; attending variousmeetings which constitute the interactive process; drafting of detailed meeting notes; requesting clariﬁcationfrom doctors on medical certiﬁcations; tracking permanent accommodations; working closely with the Workers’Compensation section within the City Managers Oﬃce to rectify accommodations that pass through theWorkers’ Compensation process; working with the Employment Services section regarding alternative worksearches; and initiating medical separations with CalPERS when the City was unable to accommodate due toundue hardship and no alternative work can be found. To date this ﬁscal year, the staﬀ assigned the Return-to-Work function has processed over 58 Return-to-Work matters.

Within the Training function of Employee Relations, a city-wide training program is oﬀered to develop a skilledand satisﬁed workforce. For Fiscal Year 2025, the Division will facilitate 47 in-person and 47 virtual trainingswith categories ranging from Employee Development, Supervisor/Lead-Person skills, Communication,Technology, and Internal Controls providing over a total of 290 hours of training with over 3,300 individual sign-ups.

The Division continues to provide ongoing online workplace harassment prevention training for new hires andpromotional employees in a supervisory role to maintain compliance. In the Fall of 2025, all city employees,volunteers, and interns will be trained on workplace harassment prevention, per AB1825 requirements.

The City’s Tuition Reimbursement Program is managed by the Training function of Employee Relations. ForFiscal Year 2025, the budget for tuition reimbursement increased from $70,000 to $150,000 to meet MOU andSalary Resolution commitments along with the rise in volume of employee submissions. In addition, the teammanages a separate tuition reimbursement for its Public Health Department employees which is grant funded.In total, the team has received over 152 requests, approved 142 requests, and closed 93 requests. The currentamount of completed tuition reimbursements is $102,769.

Labor Relations and Classiﬁcation & Compensation
Labor Relations staﬀ continued eﬀorts to maintain collaborative working relationships with the City’s unions andemployee groups through regular and open communication. Labor Relations staﬀ negotiated its ﬁrst multi-yearcontracts with the newly formed Pasadena Police Lieutenants Association. Classiﬁcation & Compensationcompleted over twenty-ﬁve salary surveys, resulting in market/equity adjustments of over eighty-ﬁveclassiﬁcations. Staﬀ established several new classiﬁcations and implemented over ﬁfty reclassiﬁcations.

Employment Services
Employment Services has continued to provide responsive and comprehensive support to all departments intheir recruitment and retention eﬀorts. In FY 2024, staﬀ managed approximately 204 recruitments and reviewed22,628 applications to hire or promote approximately 459 employees into a range of positions includingﬁreﬁghters and police oﬃcers to engineers, maintenance workers, and administrative support staﬀ. Pasadena-area residents were hired into 38 percent of these positions, which is an increase of 3% from last ﬁscal year.Through ongoing recruitment eﬀorts and partnerships with Police and Fire departments, vacancy rates in thesedepartments continue to be at record lows.

The Division reviewed and approved all Personnel Actions for employees citywide, reviewed and trackedperformance evaluations, and conducted all pre-employment processing for regular and temporary employees.The Division began implementing online onboarding and electronic staﬃng requests to streamline the hiringprocess and reduce vacancy time, ensuring quicker transitions from vacancy to start date. The Division alsopartnered with the Fire Department and launched an innovative recruitment program to hire, train and developparamedic staﬀ members. In its third year of the program, the department recruited ﬁve (5) City Service Worker Human Resources 4
(Paramedic Interns) to meet the needs of City of Pasadena residents. The selected individuals were sponsoredinto a Paramedic training program and worked 20 hours per week with the Pasadena Fire Department. Aftersuccessful completion of paramedic school (National Registry and Local Accreditation), the Paramedic Internswill be eligible to advance directly to the interview for a Fireﬁghter Trainee. Additional highlights from this pastyear are recruiting and hiring new Deputy Director of Transportation, Director of Public Health, Director of PublicWorks, Director of Rent Stabilization, Director of Housing, and Chief Assistant City Attorney.

The Division continues to enhance the Municipal Assistance, Solutions and Hiring (MASH) program by recruitingfor two separate recruitment tracks (i.e. labor duties and oﬃce administrative duties). This ongoing processcontinues to increase interest from individuals with varying work experiences and encouraged individuals toselect the track that would provide the best training opportunities for their job prospects. In the past ﬁscal year,the City of Pasadena hired 20 MASH employees and 55% were Pasadena residents.

Beneﬁts Administration
Employee wellness was a priority for Fiscal Year 2025. The division promoted preventative healthcarescreenings by hosting a Kaiser Mobile Health Vehicle at City Hall and launched the Walking Wednesdays topromote movement, activity and social connection among employees. The Division also oﬀered ﬁnancialwellness education events to promote ﬁnancial well-being among employees.

Prideshare
Prideshare (Pasadena Rideshare) is a City employee program dedicated to the health and safety of our citizensby improving air quality and reducing the number of vehicles used by City employees commuting to and fromwork. The Prideshare Team provided employees with resources and information regarding the City’s tripreduction and other transportation programs. The Prideshare program incentivizes and encourages employeesto reduce their solo-driving commute by using ridesharing modes to get to work. By carpooling, vanpooling,riding a bike, telecommuting, taking transit or walking to work, employees are doing their part to achieve theenvironmental standards the City Council has set for the City, reducing air pollution and traﬃc congestion forour citizens. Prideshare also conducts the annual and mandatory South Coast Air Quality Management Districtcommute survey to determine the Average Vehicle Ridership for employees traveling to and from work. TheCity of Pasadena continues to meet and exceed the target of 1.5 Average Vehicle Ridership (AVR) requirements.The AVR in 2024 for the Civic Center was 1.57 and City Yards was 1.62.

Year-Over-Year Budget Changes
General Fund - 101
The General Fund is increasing by $498,680 (8.8 percent) due to increases associated with mandatory beneﬁtsand insurance, and negotiated salary increases.

Air Quality Improvement Fund – 216
The Air Quality Improvement Fund (AQMD) is decreasing by $193,152 (46.0 percent). In FY 2024, HR budgetedfor the purchase of three electric vehicles in the Fire Department and one electric vehicle in the Public WorksDepartment using dollars carried over from previous years. That is no longer required for FY 2025 resulting inthe budget decrease. In FY 2025, the Human Resources department is going to transfer $40,000 in AQMDgrant funding to continue to help subsidize the cost of the Water & Power Department’s E-Bike Grant program.These initiatives support the Prideshare Division and City’s goal of reducing air pollution and traﬃc congestionin the City.

Human Resources 5
Beneﬁts and Insurance Fund - 504
The Beneﬁts and Insurance Fund is increasing by $296,859 (20.4 percent) mainly due to increases toprofessional services contracts related to pre-employment services, negotiated salary increases, and CAPallocation.

Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Operating Budget is $8,137,769 which represents an increase of $602,387 (8.0percent) from the FY 2025 Adopted Budget. This increase is primarily the result of increases associated withmandatory beneﬁts and insurance, and negotiated salary increases.

Personnel
A total of 30 FTEs are included in the FY 2026 Recommended Budget.

Future Outlook
Human Resources will continue to partner with departments and provide consultation and guidance with rule,policy, and union contract administration as well as compliance with federal and state regulations. Thedepartment will continue to support ongoing citywide recover eﬀorts for the Eaton Fire. Training eﬀorts asrelated to building supervisory and management skills and ensuring employee skills match those needed toeﬀectively perform their jobs will be priorities. Ongoing work will continue to provide a safe work environment,begin negotiations with the four labor groups with labor contracts expiring June 30, 2026, and continue tofoster trust with labor groups and employees.

Human Resources will lead the recruitment eﬀorts to ﬁll vacancies throughout the City. The Department will alsocontinue to expand its citywide training program with an emphasis on facilitating organizational developmentand succession planning through a lens of increasing diversity, equity and inclusion throughout theorganization.

A priority for the Department will be internal staﬃng and development which will include spending timereviewing the structure of the department to ensure we are supporting the organization in the best waypossible. This may also include strategic planning for the department as we have about 40% new staﬀ memberswho have joined the Human Resources team in the last three years.

Lastly, following the successful launch of the ﬁrst citywide employee engagement survey, HR continues topartner with Gallup to deliver targeted training and support to individual departments and supervisors. Theseeﬀorts aim to implement meaningful operational changes that foster a culture of inclusion, engagement, andbelonging for all employees. We are excited to launch the second employee engagement survey this fall to seeif the individual supervisor’s and department’s eﬀorts to improve morale have made an impact.

Human Resources 6
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $5,591,613$4,951,812$4,951,812 $5,341,07291 - Services & Supplies$3,149,388$1,474,405$1,474,405 $1,700,47792 - Capital Outlay $160,363 $208,000 $208,000 $093 - Internal Srvc Chrg$1,019,242$861,165 $861,165 $1,056,22094 - Debt Service $107,821 – – $095 - Operat Transfer Out $25,000 $40,000 $40,000 $40,00096 - Operating Expense$1,436 – – $0EXPENSES TOTAL $10,054,862$7,535,382$7,535,382 $8,137,769 Summary of Appropriations by Division
Expenses1701 - Human Resources-Admin.$1,259,396$1,087,703$1,087,703 $1,142,1101702 - Labor Relations $435,933$423,356$423,356 $478,0111703 - Employment and Training Srvc $1,923,573$1,929,777$1,929,777 $2,168,0141704 - Benefits Administration $1,454,383$1,599,016$1,599,016 $1,933,7941705 - Employee Relations$1,705,736$1,703,329$1,703,329 $1,863,9391706 - HR Prideshare $226,236$792,201$792,201 $551,9011707 - Workers Compensation$2,316,721 – – $01708 - Safety Program $732,885 – – $0EXPENSES TOTAL $10,054,862$7,535,382$7,535,382 $8,137,769 Summary of Appropriations by Fund
Expenses101 - General Fund $5,480,803$5,658,653$5,658,653 $6,157,333216 - Air Quality Improvement Fund$70,070 $420,388$420,388 $227,236504 - Benefits and Insurance Fund$1,454,383$1,456,341$1,456,341 $1,753,200506 - Workers' Compensation Fund$3,049,606 – – $0EXPENSES TOTAL $10,054,862$7,535,382$7,535,382 $8,137,769 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Human Resources 7
Summary of FTEs by Division
Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedBenefits Administration 5.25 6.25 6.25 6.25Employee Relations 6 6 6 6Workers Compensation 4 0 0 0Employment and Training Srvc 10 10 10 10Labor Relations 1 2 2 2HR Prideshare 2 2 2 2Safety Program 3 0 0 0Human Resources-Admin.3.75 3.75 3.75 3.7535 30 30 30 Human Resources 8
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$195,457 – – $0807400 - ActuarialOPEBExpense-GASB75$61,416 – – $0807200 - ActuarialPensionExpense-GASB68$420,069 – – $0802300 - Auto Allowance $10,588 $9,300 $9,300 $16,500805000 - Benefits $566,115 $615,799$615,799 $677,317805800 - Benefits Admin. $19,581 $16,269 $16,269 $19,924805900 - CellPhone/SmartPhone Stipend$9,120 $6,720 $6,720 $9,600804000 - City Portion-PERS$1,063,493$1,012,572$1,012,572 $1,088,428807100 - Contra Pension Expense-GASB68-$367,486 – – $0804500 - Dental Insurance$30,108 $27,896 $27,896 $28,435806000 - EE Parking Permits - ER Paid$39,660 $30,240 $30,240 $33,480803100 - General Liability$13,798 $12,515 $12,515 $17,796804400 - Life Insurance $2,367 $2,162 $2,162 $2,162804700 - Long Term Disability $8,881 $7,090 $7,090 $9,964804900 - Medical $455,312$475,680$475,680 $417,862804600 - MediCare City Contribution$46,614 $46,485 $46,485 $51,559801100 - Overtime Pay $2,637 $6,000 $6,000 $6,000802400 - Personal Devlpmnt Allowance $22,450 $16,000 $16,000 $21,000801800 - PST-Part Time Employees-PARS $33,015 $30,000 $30,000 $60,000800500 - Regular Pay - PERS$3,138,732$2,557,743$2,557,743 $2,831,178802100 - Trip Reduction Incentive Pay$6,000 $40,000 $40,000 $10,000802700 - Workers' Compensation$204,598 $39,341 $39,341 $39,86790 - PERSONNEL TOTAL $5,591,613$4,951,812$4,951,812 $5,341,07291 - Services & Supplies819600 - Contra SBITA Expense (GASB 96)-$107,821 – – –810800 - Computer Related Supplies$2,081 $1,500 $1,500 $1,500812700 - Conf & Mtgs-City Departments$59,470 $54,875 $54,875 $54,875811500 - Consultant Services$5,830 $70,000 $70,000 $73,968812400 - Dues And Memberships $16,209 $12,635 $12,635 $12,635812900 - Education – $10,145 $10,145 $10,145810900 - Equip Purchases Under $10k$2,324 $6,000 $6,000 $6,000815600 - Insurance $73,798 $78,387 $78,387 $105,621811200 - Legal and Other Advertising $42 $4,000 $4,000 $4,000810100 - Materials And Supplies $61,476 $96,967 $96,967 $96,967812800 - Mileage $1,784 $2,750 $2,750 $2,750811400 - Other Contract Services$2,645,853$759,656$759,656 $954,526811300 - Photo Copy Machine Maint$16,598 $20,000 $20,000 $20,000814400 - Postage $1,324 $3,100 $3,100 $3,100813500 - Reference Matls Subscriptions$565 $1,390 $1,390 $1,390813000 - Training Costs $250,229$203,000$203,000 $203,000827200 - Tuition Reimbursement$119,294 $150,000$150,000 $150,000821800 - Vehicle Rental/Lease $330 – – $091 - SERVICES & SUPPLIES TOTAL $3,149,388$1,474,405$1,474,405 $1,700,47792 - Capital Outlay850500 - Automotive Equipment – $208,000$208,000 $0850900 - Cap Outlay-Subscription Asset $160,363 – – $092 - CAPITAL OUTLAY TOTAL $160,363$208,000$208,000 $093 - Internal Srvc Chrg864300 - CAP Allocation Expense$389,768$277,865$277,865 $405,418862000 - IS-Building Preventive Mainten$16,463 $13,661 $13,661 $0 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Human Resources 9
863000 - IS-DoIt Applications Basic$49,947 $45,363 $45,363 $48,142863600 - IS-DoIt Desktop Rplcmnt Prog$13,851 $12,508 $12,508 $15,035862400 - IS-DoIt Entrprs ComputingBasic$60,743 $52,847 $52,847 $53,539863200 - IS-DoIt GIS Basic$2,907 $2,514 $2,514 $2,573861900 - IS-DoIt NetworkSupportBasic$41,346 $41,980 $41,980 $41,287863100 - IS-DoIt Program Mgmt Basic$85,494 $85,141 $85,141 $93,562861200 - IS-DoIt Service Center Basic$59,508 $50,425 $50,425 $54,230860900 - IS-DoIt Telephone Basic $18,677 $18,394 $18,394 $22,169862200 - IS-DoIt Telephone Usage $1,103 $879 $879 $0860600 - IS-Floors And Windows – $1,773 $1,773 $1,773860500 - IS-Houskeeping Services$60,578 $53,233 $53,233 $62,279860300 - IS-Lockshop – $1,057 $1,057 $1,057860700 - IS-Printing $8,453 $21,492 $21,492 $21,492863400 - IS-Security Srvcs at CityHall$28,447 $25,578 $25,578 $43,203860100 - IS-Structural Maintenance$123,810$103,984$103,984 $134,857860200 - IS-Tenant Improvements$5,408 $3,067 $3,067 $3,067860400 - IS-Utilities & Insurance-Hsekp$52,740 $49,404 $49,404 $52,53793 - INTERNAL SRVC CHRG TOTAL $1,019,242$861,165$861,165 $1,056,22094 - Debt Service824100 - SBITA Principal Expenditure$106,503 – – $0824400 - Interest Expense SBITA $1,318 – – $094 - DEBT SERVICE TOTAL $107,821 – – $095 - Operat Transfer Out872500 - Transfer to Public Bnft Fd410– $40,000 $40,000 $40,000870500 - Transfers To General Fund $25,000 – – $095 - OPERAT TRANSFER OUT TOTAL $25,000 $40,000 $40,000 $40,00096 - Operating Expense880100 - Depreciation $1,436 – – $096 - OPERATING EXPENSE TOTAL $1,436 – – $0EXPENSES TOTAL $10,054,862$7,535,382$7,535,382 $8,137,769 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Human Resources 10
Organizational Chart

CITY OF PASADENA
Information Technology
Recommended Operating Budget - Fiscal Year 2026
Information Technology 1
Mission Statement
To provide proven, state-of-the-practice information technologies, in the most strategic, cost eﬀective, andeﬃcient 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; andSuccess 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 ona daily basis:

Be a consultative organization that is embedded within customers’ business, and highly responsive to theirtechnological needs;Build an innovative culture that is forward thinking and oﬀers solutions;Be a performance based organization using metrics and key performance indicators rigorously to promoteexcellence and accountability; andDevelop 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 andeﬀectiveness of the City’s information technology services and support.

The Department performs the following customer-driven services citywide:

Application services such as enterprise and line of business application support and development, datamanagement, UX/Web, Mobile applications, and emerging technologies;Cybersecurity strategies, risk mitigation, and employee awareness training;Enterprise computing services such as desktop computing, server hosting, data storage and backup, Cloudservices, and email and collaboration;Geographic Information Systems (GIS);Network, WiFi, and Fiber Optic services;Program and project management including technical business consulting;Radio services;Building Security and Access Control technology services;Service Center (Service Desk) phone and ﬁeld support, mobile device management services, and virtualmeeting support; andVoice services, including telephones, voicemail menus, recording, and call center services.

These services are of the highest quality possible and are consistent with customers’ needs, schedules, andbudgets.

Department 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, eliminateduplication of eﬀorts, enhance productivity, and provide better access to important information and services. Tothis end, an IT Governance Committee (ITGC) reviews any IT investment of signiﬁcant cost or any project that Information Technology 2
involves multi-departmental cooperation or is an enterprise-wide project. The ITGC will ensure that technologyis leveraged citywide in a manner that adapts to the business needs of all departments, and the demands of thecommunity 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 adependable information and communications technology infrastructure to perform their duties in service to thecommunity. Most noticeably, this support extends to the handheld and mobile radio communication devices thatthe Police Department and Fire Department use daily in the deliverance of public safety. Pasadena is a memberof the Interagency Communications Interoperability System (I.C.I. System), which is a digital radio system thatprovides enhanced communication capabilities, such as a single tactical frequency for communications in dailyoperations and emergencies and the ability to have regional communication with other cities and supportagencies, 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 fromproviding city internet access and links between key City facilities for voice and data network services, it alsoprovides data communications for local institutions such as Caltech and JPL and telecom providers that leasethe ﬁber from the City. In addition, future opportunities for ﬁber optic and broadband usage are currently beingexplored.

Improve, Maintain, and Enhance Public Facilities and Infrastructure Technical infrastructure provides the foundation for the business software that streamlines City operations andautomates 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 towardsproviding the City with a cost-eﬀective, secure, responsive, and reliable computing environment to deliver Cityservices.

Fiscal Year 2025 Accomplishments
The Department accomplished the following during FY 2025:

Refreshed all audio-visual technology equipment in the Council Chamber to seamlessly integrate withvirtual meeting technology, enhancing the experience at public meetings;Launched a new Discover Pasadena mobile app to help visitors and residents alike learn aboutPasadena’s rich history, architecture, and culture in a fun adventure guided by maps and virtual docents; Developed and deployed multiple solutions to support the newly established Rent StabilizationDepartment (RSD), including eviction notice reporting, petition ﬁling, and hearing case managementsystems. Additionally, a support ticket system was set up to allow the public to contact a RSD HousingCounselor through the City website;Completed a citywide Strategic Broadband Plan aimed at improving broadband access to unserved andunderserved areas in the City, which involved a community internet survey, six focus groups, marketneeds assessment, broadband gap analysis, and an asset inventory; Supported the Emergency Operations Center (EOC) and Eaton Fire recovery eﬀorts, including providingtechnical support to EOC operations, and development of systems to support the recovery eﬀort and forpublic communications;Launched an automated business license validation workﬂow through the Express Permit Portal onlineto ensure that only contractors with a valid business license can apply for, and be issued an expresspermit; Information Technology 3
Completed designs and began environmental reviews for expansion of Public Wi-Fi to sixteen parks andpark facilities; andAwarded the Tyler Excellence Award from Tyler Technologies for the launch of a public-facing onlinepayment portal for many business license, health license, and general billing.

In addition to the accomplishments above, the Department also completed the following internal projects in FY2025:

Implemented signiﬁcant upgrades to the Enterprise Resource Planning and Enterprise Permits andLicensing systems to include enhanced functionality and features, improved security features, betterintegration with other systems, and compliance with industry standards and regulations;Digitized many paper based processes integrating with multiple internal systems for eﬃciency;Expanded and upgraded the ﬁber optic networks to multiple City facilities improving their connectionbandwidth speeds and reliability;Deployed the electronic time clocks for ﬁeld staﬀ in the Public Works and Parks, Recreation andCommunity Services departments, increasing accuracy and saving staﬀ time by eliminating currentpaper- based timesheet processes;Continued implementation of the City’s Cyber Security Awareness Training program and completedmonthly cybersecurity training assignments for all City staﬀ;Expanded the use of cloud data center services for application hosting, data storage, and othercomputing services to improve resiliency and lower costs;Implemented security enhancements at multiple City facilities including Hastings Library and the CityYards to ensure the safety of patrons and employees; Upgraded conference rooms at various City facilities to support remote participation using virtualmeeting technology; Upgraded and/or custom developed multiple departmental applications, leveraging modern online andmobile based capabilities;Completed numerous department oﬃce remodeling and reorganization projects; andImplemented cost reduction initiatives to take advantage of more modern, existing technologies toimprove both customer and internal eﬃciencies.

Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Budget of $27,272,008 is $2,012,217 (8.0 percent) more than the FY 2025Adopted Budget. This change reﬂects an overall increase in personnel of $1,105,664, mainly related to thenormal update of salary and beneﬁt information, as well as the transfer of two full-time technology positionsfrom the Library and Information Services Department mid-year in FY 2025 to continue to provide ongoingtechnical support in alignment with DoIT’s support model with other departments. One new position was alsoadded to provide increased support for the Building Security Management (BSM) program. There was anincrease of $804,867 in Services and Supplies costs, mainly attributable to licensing and subscription costs forMicrosoft and other software, normal cost increases for ongoing maintenance, support, and service contracts,as well as equipment replacement for computing devices, cybersecurity software investment, and an increaseto insurance costs. Internal Services charges increased by $286,686, with over 65 percent related to anincrease for Cost Allocation Plan (CAP) expenses. Finally, depreciation expense decreased by $185,000 in linewith current and forecasted capital purchases.

Personnel
A total of 84.00 FTEs is included in the FY 2026 Recommended Budget, which represents an increase of 3.0FTEs from the FY 2025 Adopted Budget. Of the three additional FTEs, two were approved in mid-FY 2025 andtransferred from the Library and Information Services Department to support the ongoing technology needs Information Technology 4
therein. The other position was added to provide support for the BSM program. The purpose and justiﬁcationfor these new positions is described in further detail below. Of the total for FY 2026, 1.00 FTE is budgeted andfully funded through a direct transfer and charges to various capital projects for the Transportation Department.

Year-Over-Year Budget Changes
Computing and Communications Fund - 501
Personnel increased by $1,105,664 (7.2 percent) to support both ongoing and expanded programs, includingthe addition of 2.0 FTEs in the Senior IT Analyst and Senior IT Support Specialist classiﬁcations via a mid-year transfer from the Library and Information Services Department to continue to support the technologyneeds of the department under an integrated support model within DoIT. These two positions have anannual cost of over $300,000. Also, one new IT Analyst position was added at a cost of over $136,000 tosupport the Building Security Management program, which has grown beyond what was originallyenvisioned and more than doubled in less than three years, now encompassing almost 650 building accessand security devices across 36 facilities and exterior park areas. Other cost increases in this category arethe result of the normal update of personnel salary and beneﬁt information;Services and Supplies increased by $804,867 (12.2 percent) with about $382,000 attributable to the newthree-year renewal of the enterprise licensing agreement with Microsoft for existing software andsubscription services, including additional licensing for the new Teams Phone system currently beingimplemented, as well as increased licensing costs for other software products used by departments. Thereis also close to $269,000 attributable to normal Consumer Price Index (CPI) and program true-up costincreases to annual operations contracts, such as those for major enterprise systems, licensing,maintenance, and the Desktop Replacement Program. Finally, $122,000 is earmarked for cybersecuritysoftware including vulnerability management and renewal of the platform used for ongoing employeetraining, and $73,000 is for a 33.5% increase in insurance costs. The overall increase was oﬀset in part byreductions along other line items where appropriate;Internal Services charges increased by $286,686 (18.7 percent), mainly attributable to an increase of almost$188,000 to the CAP expense and the remainder via a net increase of 16.1% to Public Works internal servicecharges for building and ﬂeet services;Depreciation expense decreased by $185,000 (14.5 percent) to reﬂect the anticipated depreciation expensefor FY 2026 given the current depreciation schedule, and anticipated capital expenditures for FY 2025; andRevenue budgeted from ﬁxed service costs in the FY 2026 Recommended Budget reﬂects an increase of$2,089,090 (9.3%). This increase seeks to fully fund the cost-of- service delivery year-to-year and maintaininvestment in capital equipment replacement, so a positive balance can be maintained in the Computingand Communications Fund (501).

Telecommunications Fund – 408
Appropriations in this fund decreased by $34,662 to reﬂect a decrease in the Services & Supplies categoryreﬂecting recent trends, and a slight reduction to the CAP expense.

Project Management Fund – 301
Personnel reﬂects a net increase of $2,079 to reﬂect the normal update of personnel salary and beneﬁtinformation. Full salary and beneﬁts are reﬂected for only a portion (0.18 FTE) of a Senior Applications Developerposition that charges to various capital projects within the Transportation Department.

New Year’s Day Fund – 106
Expenses in this fund increased by $6,600 to reﬂect the recent trend of costs anticipated to support New Year’srelated activities.

Information Technology 5
Future Outlook
Technology is a critical tool for change and key to the provision of improved and cost-eﬀective services to thecommunity. With insight into the requirements of the City and expertise in communications and informationtechnologies, DoIT provides centralized, eﬃcient, and eﬀective support of the City’s technology resources in aneﬀort to make work easier and take all department business operations to the next level. In FY 2026, DoIT willcontinue to:

Develop a high performance, scalable, and reliable citywide Information Technology (IT) infrastructure thatsupports the dynamic requirements of the City;Align the City’s IT initiatives with the City’s overall business objectives while ensuring departmentalresponsibilities and priorities are recognized and taken into account;Invest in IT systems based on a rational and impartial assessment of both the tangible and intangiblebeneﬁts 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 customersthrough IT investment;Deliver IT services in a cost-eﬃcient manner; andApproach IT initiatives as a partnership between DoIT and individual departments.

Based on this framework, DoIT has the following major projects planned in FY 2026:

Work with City departments to ensure the website and content meets ADA and other accessibilitystandards;Commence deployment of the upgraded Police Mobile Data Computers for patrol oﬃcers and vehicles,providing secure access to emergency service software from police vehicles;Continue implementation of the multi-year Fiber Expansion program, including expansion to support freepublic WiFi service in sixteen parks and park facilities and a new backbone expansion along Villa Street;Complete implementation of the Microsoft Teams Phone service to replace the aging PBX telephonesystem;Enhance cybersecurity training programs for City staﬀ and expand security programs, policies, andprocedures to ensure City systems and data are protected;Upgrade the City’s operating system to Windows 11, which will provide advanced features to redeﬁneproductivity, collaboration, and security;Implement Enterprise WiFi, VPN Remote Access, and Endpoint Network Access Control for City staﬀ toaccess City network resources;Complete the migration of City ﬁles and folders to Microsoft OneDrive to allow for greater accessibilityand advanced ﬁle management features;Update the department’s Business Continuity and Disaster Recovery Plan, accounting for the signiﬁcantchanges to technology operations occurring over the past few years;Expand electronic access controls and security cameras at the remaining branch libraries, WashingtonPark, City Yard, and other locations;Complete the upgrade and modernization of the City’s Environmental Health Inspection software,providing Public Health staﬀ an eﬃcient and eﬀective means of maintaining water and food safetythroughout the City;Continue optimization of the Police Department’s new Computer Aided Dispatch and RecordsManagement system to include data archiving, new eCitation functions, and Crime Analytics software;Expand the use of, and implement new modules in enterprise applications to assist in streamliningdepartment workﬂows, increase eﬃciencies, and reduce costs;Upgrade the City’s test and production GIS environments as a foundational step toward a future plannedmigration to the latest ArcGIS Enterprise version that will include enhanced tools and functionality;Migrate the California Historical Resource Inventory Database application to an in-house solution formanaging and integrating historic resources throughout the City;Upgrade the City's Enterprise Content Management System that houses oﬃcial City records, to amodern, secure, cloud-based SharePoint Online platform, which will leverage tools therein to implement Information Technology 6
ﬁle plans, enforce the citywide records retention schedule, and strengthen records security andcompliance;Implement Information Technology Service Management strategies to streamline and improve servicedelivery to customers, including asset, change, and knowledge management modules;Assess and prioritize strategies outlined in the Strategic Broadband Plan to ensure equitable internetaccess throughout the City;Continue to leverage the latest Information Technology Strategic Plan to guide strategic technologyinvestments citywide; andInvest in organizational and staﬀ development programs to strengthen DoIT’s internal processes andcommitment to our customers.

Powered by projects like these, DoIT will continue to make improvements in service and eﬀectiveness andrecognize the increased potential for technological growth in the City.

Information Technology 7
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $14,203,401$15,406,248$15,568,706 $16,511,91291 - Services & Supplies$4,423,733$6,608,119 $6,608,119 $7,412,98692 - Capital Outlay $1,620,961 – – $093 - Internal Srvc Chrg$1,491,056$1,535,424$1,535,424 $1,822,11094 - Debt Service $29,021 – – $095 - Operat Transfer Out $435,000 $435,000 $435,000 $435,00096 - Operating Expense$4,293,229$1,275,000$1,275,000 $1,090,000EXPENSES TOTAL $26,496,401$25,259,791$25,422,249 $27,272,008 Summary of Appropriations by Division
Expenses0000 - All Organizations $2,462,514 – – $01401 - IT Administration $3,550,094$3,744,959$3,744,959 $4,263,6281402 - IT Operations $15,537,642$16,251,137$16,413,595 $17,424,1291403 - IT CS-Service Center$4,276,119 $4,555,987$4,555,987 $4,911,2051404 - IT Fiber Related Projects$670,032 $707,708$707,708 $673,046EXPENSES TOTAL $26,496,401$25,259,791$25,422,249 $27,272,008 Summary of Appropriations by Fund
Expenses105 - General Fund Projects Fund$9,826 – – $0106 - New Years Day Genl Fund Events$21,176 $29,200 $29,200 $35,800301 - Project Management Fund-$107,922$40,840 $40,840 $42,919689 - Rent Stabilization Fund$94 – – $0501 - Computing and Communication Fd$23,343,871$24,482,043$24,644,501 $26,520,243408 - Telecommunications Fund$766,843$707,708$707,708 $673,046701 - General Capital Assets AcctGrp $2,462,514 – – $0EXPENSES TOTAL $26,496,401$25,259,791$25,422,249 $27,272,008 Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedIT Administration 7 7 7 7IT Operations 46 48 48 50.55IT CS-Service Center 26 26 26 26.4579 81 81 84 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Information Technology 8
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$492,062 – – $0807400 - ActuarialOPEBExpense-GASB75$373,224 – – $0807200 - ActuarialPensionExpense-GASB68$2,991,255 – – $0802300 - Auto Allowance $16,138 $16,500 $16,500 $21,300805000 - Benefits $1,629,711 $2,000,215$2,061,455 $2,157,086805800 - Benefits Admin. $51,111 $55,489 $55,489 $66,819805900 - CellPhone/SmartPhone Stipend$43,560 $42,240 $42,240 $43,200804000 - City Portion-PERS$2,620,517$3,226,622$3,226,622 $3,348,767807100 - Contra Pension Expense-GASB68-$2,616,823 – – $0804500 - Dental Insurance$62,528 $74,471 $74,471 $80,880806000 - EE Parking Permits - ER Paid$74,220 $82,680 $82,680 $83,760803100 - General Liability$28,566 $34,955 $34,955 $31,276804400 - Life Insurance $3,158 $3,366 $3,366 $3,475804700 - Long Term Disability $7,458 $8,750 $8,750 $9,261804900 - Medical $1,114,351 $1,375,505$1,375,505 $1,569,911804600 - MediCare City Contribution$116,880 $148,907$148,907 $160,024803700 - Miscellaneous Pay$88,673 – – $0801000 - Non Benefit Employees$28,226 – – $0801100 - Overtime Pay $65,882 $53,600 $53,600 $61,500801110 - Overtime Pay – – – $750802400 - Personal Devlpmnt Allowance $47,600 $48,350 $48,350 $48,900801800 - PST-Part Time Employees-PARS $67,760 $181,938$181,938 $136,973800500 - Regular Pay - PERS$7,794,070$8,001,449$8,102,667 $8,661,877802700 - Workers' Compensation$87,400 $51,211 $51,211 $26,15390 - PERSONNEL TOTAL $14,203,401$15,406,248$15,568,706 $16,511,91291 - Services & Supplies819600 - Contra SBITA Expense (GASB 96)-$1,093,406 – – –818000 - Billed Costs $108 – – $0810800 - Computer Related Supplies$10,178 $66,820 $66,820 $40,065812700 - Conf & Mtgs-City Departments$63,415 $41,200 $41,200 $59,200812400 - Dues And Memberships $46,333 $48,850 $48,850 $50,700814200 - Electric $30,286 $31,575 $31,575 $33,830810900 - Equip Purchases Under $10k$1,208,700$1,133,650$1,133,650 $1,242,325815600 - Insurance $163,199$218,936$218,936 $292,207810100 - Materials And Supplies $20,405 $26,750 $26,750 $21,750812800 - Mileage – $1,200 $1,200 $1,200811400 - Other Contract Services$3,458,169$3,890,538$3,890,538 $3,064,089811300 - Photo Copy Machine Maint$3,406 $2,500 $2,500 $3,500814400 - Postage $3 $50 $50 $50817800 - Program Expenditure Recovery-$107,922 – – $0813500 - Reference Matls Subscriptions– $500 $500 $500810600 - Rent Expense $176,234$185,000$185,000 $175,000827600 - Software – – – $1,517,085814000 - Telephone $434,461$877,950$877,950 $822,885813000 - Training Costs $7,642 $79,500 $79,500 $85,500810300 - Uniforms $1,555 $3,100 $3,100 $3,100821800 - Vehicle Rental/Lease $968 – – $091 - SERVICES & SUPPLIES TOTAL $4,423,733$6,608,119 $6,608,119 $7,412,98692 - Capital Outlay850600 - Computer Equipment$1,620,961 – – $0 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Information Technology 9
92 - CAPITAL OUTLAY TOTAL $1,620,961 – – $093 - Internal Srvc Chrg864300 - CAP Allocation Expense$891,153$919,303$919,303 $1,106,538862000 - IS-Building Preventive Mainten$31,875 $31,798 $31,798 $0861600 - IS-Fleet Maint-Equip Maintenan$12,492 $25,755 $25,755 $21,176861700 - IS-Fleet Maint-Equip Replaceme$42,143 $38,740 $38,740 $42,145861800 - IS-Fleet Maint-Fuel$4,079 $4,574 $4,574 $5,746860500 - IS-Houskeeping Services$100,080$105,732$105,732 $123,701860700 - IS-Printing $1,646 $1,200 $1,200 $1,200863400 - IS-Security Srvcs at CityHall$47,436 $47,797 $47,797 $81,926860100 - IS-Structural Maintenance$239,699$242,034$242,034 $313,892860200 - IS-Tenant Improvements$18,350 $3,500 $3,500 $3,500860400 - IS-Utilities & Insurance-Hsekp$102,103$114,991 $114,991 $122,28693 - INTERNAL SRVC CHRG TOTAL $1,491,056$1,535,424$1,535,424 $1,822,11094 - Debt Service824100 - SBITA Principal Expenditure-$39,781 – – $0824400 - Interest Expense SBITA $68,803 – – $094 - DEBT SERVICE TOTAL $29,021 – – $095 - Operat Transfer Out872100 - Trans To Computing & Comm Fd$435,000$435,000$435,000 $435,00095 - OPERAT TRANSFER OUT TOTAL $435,000$435,000$435,000 $435,00096 - Operating Expense880500 - Amortization Expense SBITA $960,300 – – $0880100 - Depreciation $3,332,929$1,275,000$1,275,000 $1,090,00096 - OPERATING EXPENSE TOTAL $4,293,229$1,275,000$1,275,000 $1,090,000EXPENSES TOTAL $26,496,401$25,259,791$25,422,249 $27,272,008 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Information Technology 10
Organizational Chart

CITY OF PASADENA
Libraries and Information Services
Recommended Operating Budget - Fiscal Year 2026
Libraries and Information Services 1
Mission Statement
The Pasadena Public Library is an essential community space where our dedicated and knowledgeable teamprovides free access to relevant resources and enriching programs and services. We create a safe andwelcoming environment that encourages community collaboration, lifelong learning, inclusivity, exploration,wonder and curiosity.

Program Description
Pasadena’s libraries enhance and enrich the lives of residents. The Library plays a signiﬁcant role in meeting theeducational and recreational needs of the community and is essential to the quality of life of Pasadena’sresidents. Through the Library’s 10 branches, and its robust online presence, the Library provides a wide varietyof services, programs and collections at the neighborhood level as well as through online platforms to meet thecommunity’s information needs.

Department Relationship to City Council Goals
Support and Promote the Quality of Life and the Local Economy Pasadena Public Library served as a home of resilience and community in the aftermath of the Eaton Fire.During the ﬁre response and recovery stages, staﬀ members worked outside their normal duties fulﬁllingemergency response roles. This included answering questions at the Disaster Recovery Center; staﬃng theCity’s Emergency Operations and Evacuation Centers; distributing water and personal protective equipment;hosting a temporary, emergency childcare program at the Jeﬀerson Branch Library for nearly 200 children; andother critical activities. Many of our staﬀ members also faced personal loss. Despite these challenges, librarystaﬀ felt strongly that we needed to have all of our libraries open as soon as we safely could.

Library staﬀ also worked hard to modify services and policies to support those impacted by the ﬁre. FEMA, theU.S. Small Business Administration and the U.S. Army Corps of Engineers set up outreach tables in our meetingrooms to provide information and answer residents’ questions. Library card policies were updated to maketemporary access to library materials easier for community members who did not have identiﬁcation readilyavailable. We waived replacement costs for items lost or damaged in the wildﬁre. We extended due dates for17,597 library items and pick-up dates for over 1,000 reserved materials. In addition, libraries passed out freeN95 masks to the community. We partnered with the Altadena Library District to provide programming space atour Jeﬀerson and Santa Catalina branch libraries for Altadena’s storytimes and youth programs while they wereclosed due to the power outages aﬀecting their community. We are grateful to be part of thePasadena/Altadena community and continue to support our community as we move forward together.

In November 2024, we reached a major milestone in the path to reopening our beloved Central Library. Votersapproved Measure PL- the Library Bond Measure, which will dedicate funding for the earthquake retroﬁt, repairsand upgrades of the City’s historic hub of learning, information sharing, and social connection, the Myron Hunt-designed Central Library. We are ﬁnalizing construction documents and await the awarding of a constructioncontract and breaking ground on construction this summer. With 30 to 36 months of construction anticipated,we look forward to a grand re-opening in 2028.

In anticipation of construction, the last remaining collection at Central Library – the Centennial Room collectiondedicated to the preservation of local history and culture – was moved to a new, temporary renovated locationfor safe keeping during the upcoming retroﬁt, the former morgue at the Pasadena Public Health Department,once the Alta Vista Hospital.

In 2024, we celebrated our 140th anniversary, held 10 diﬀerent commemorative events, read our way throughthe “14 Books, 14 Decades” reading challenge, explored the most popular books and read-alikerecommendations from the past 140 years, collected limited-edition 140th anniversary items and published a Libraries and Information Services 2
year's worth of story collections in the “People of PPL” book, celebrating the stories of our past and present andhighlighting the impact of the Pasadena Public Library.We partnered with 238 community organizations in addition to City departments. Numerous free ﬂu shot clinicsand screenings were oﬀered in partnership with the Pasadena Public Health Department and HuntingtonHealth, an aﬃliate of Cedar Sinai. A series of parenting classes was also held throughout the year in partnershipwith the Pasadena Public Health Department. The Library also partnered with the Pasadena Police Departmentwith the Books ‘n Cops program, a ﬁnalist for the Neighborhood USA Best Neighborhood Program Award of2025.

As a convenience to our patrons, the Library introduced portable battery packs for use in all our branches. Thebattery packs oﬀer diﬀerent cables to accommodate various mobile device connections and can charge amobile phone, tablet or laptop.

The Library commemorated many community events, including its 23rd Annual One City, One Story program(our largest event ever with almost 800 attendees); cultural celebrations; Educator Night; the Summer ReadingProgram; National Library Week, National Poetry Month; Día del Niño; Mental Health Awareness Month; PrideMonth; Constitution Week; Breast Cancer Awareness Month; Library Card Sign-up Month; Banned Books Weekand Kwanzaa.

Summer Reading 2024 increased program engagement by 49% from last year, with 3,777 reading participantschecking out 126,357 items, while 12,010 participants enjoyed 433 summer programs. The Library alsoparticipated in the Lunch at the Library program in partnership with Pasadena Uniﬁed School District (PUSD) toaddress food insecurity and learning loss while promoting literacy. Jeﬀerson Branch Library’s Lunch at theLibrary program served 1,619 meals to Pasadena youth ages 0-18, with a total of 2,940 participants (includingaccompanying parents), an increase of 150% from last year.

To date in FY 2025, 429,637 patrons checked out 715,149 Library books, DVDs and CDs. Patrons also checkedout 124,636 eMaterials (including eBooks, digital magazines, comics, audiobooks, ﬁlm, TV and music). Over70,703 participants attended 2,353 Library programs and events, including meetings to help educate andupdate the community on the Pasadena Central Library. Additionally, the Library’s social media audience onFacebook and Instagram grew by 12%, reaching 13,888 followers and earning 1,329,873 total impressions.Facebook reach increased by 501% and Instagram interactions by 100%. The Library’s YouTube channelattracted 93,904 views with 2,783 subscribers. The department’s newsletter is available in print, online andeNewsletter formats. The eNewsletter has 88,000 active subscribers. The Library’s collection grew by 230,028items for a total of 2,392,334 print and e-Materials. Numerous online resources were also added.

Maintain Fiscal Responsibility and StabilityThe Library continues to think strategically to eﬀectively manage resources that support and promote thesuccessful delivery of service to the community. It maintains ongoing communication with the communitythrough the Library Commission, The Friends of the Pasadena Public Library, the Pasadena CommunityFoundation and branch associate groups, thereby fostering community collaborations to further maximizeresources. The Library has also continued to apply for and manage grants that will augment local funds toprovide additional programming and services, through funders such as the California State Libraryand Pasadena Literary Alliance/Pasadena Festival of Women Authors.

The Library strives to provide well-maintained and inviting facilities that promote a positive experience for ourcustomers. In FY 2025 Hastings Branch Library received security cameras and access control systems. LindaVista Branch Library’s landscaping was updated and new cork ﬂooring was installed. La Pintoresca BranchLibrary received electrical, wall, ceiling, window and oﬃce repairs. Tenant improvements at Pasadena HealthDepartment for the temporary housing of the Pasadena Centennial Collection were completed and thecollection successfully moved there in March. Tenant improvements are currently underway at Rose Palace forthe anticipated arrival of the Library’s Collection Services staﬀ in late spring.

Libraries and Information Services 3
Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Budget of $16,655,357 is $128,987 (0.77 percent) lower than the FY 2025Adopted Budget. This change can be attributed to minor adjustments in the following categories, including:

Personnel increased by $27,735 (0.28 percent);Services and Supplies increase of $118,867 (4.6 percent); andInternal Services decrease by $275,589 (6.6 percent).

Personnel
The FY 2026 Recommended Budget includes a total of 84.70 FTEs, reﬂecting a decrease of 3.0 FTEs comparedto the FY 2025 Adopted Budget. The reduction is due to the relocation of positions: 1 FTE was transferred tothe City Manager’s Oﬃce and 2 FTEs were reassigned to the Department of Information Technology (DoIT).

Fiscal Year 2025 Accomplishments
The Department accomplished the following during FY 2025:

Pasadena Public Library was awarded funding from the following grant and bond sources:

California State Library, Lunch at the Library – Funds free books to build home libraries, oﬀer enrichmentprograms, purchase materials and cover operational costs to support free community lunch sites that serveyouth. ($33,176 grant) Pasadena Literary Alliance/Pasadena Festival of Women Authors, 23rd One City, One Story (OCOS) – Fundsassisted with the purchase of 550 hardback copies of the 2025 OCOS selection, James by Percival Everett togive away for free to patrons of the Pasadena Public Library. ($5,000 grant) Measure PL: Central Library Earthquake Retroﬁt, Repair and Upgrade Measure - The City Council placedMeasure PL on the November 2024 ballot so residents could decide on the future of the Central Library. Votersapproved funding to make the necessary earthquake repairs to reopen the historical Central Library.($195,000,000 bond) Libraries and Information Services 4
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $9,386,448$10,027,149$9,864,691 $10,054,88491 - Services & Supplies$2,450,947$2,608,847$2,678,731 $2,727,71493 - Internal Srvc Chrg$3,976,806$4,148,348$4,148,348 $3,872,75994 - Debt Service $60,222 – – $0EXPENSES TOTAL $15,874,423$16,784,344$16,691,770 $16,655,357 Year-Over-Year Budget Changes
Library Services Fund - 212
The FY 2026 Recommended Library Services Fund Budget of $16,655,357 represents a decrease of 0.77percent below the FY 2025 Adopted Budget of $16,784,344. This change is the result of several factors.Personnel costs increase by $27,735 (0.28 percent); normally this is a larger increase annually but with thedecrease of 3.0 FTE the increase this year was lessened. Services and Supplies increased by $118,867 (4.6percent) to account for increases in CPI and service costs. Lastly, Internal Service Charges decreased by$275,589 (6.6 percent) due to decrease of square footage serviced by BSFMD.

Summary of Appropriations by Division
Expenses1901 - Library Administration $1,355,703$1,439,590$1,439,590 $1,605,6451902 - Public Services$6,640,358$7,212,696$7,212,696 $7,503,0591903 - Support Services$5,569,925$5,838,257$5,737,927 $5,227,5351904 - Library Projects & Grants$2,308,437$2,293,801$2,301,557 $2,319,118EXPENSES TOTAL $15,874,423$16,784,344$16,691,770 $16,655,357 Summary of Appropriations by Fund
Expenses212 - Library Services Fund$15,874,423$16,784,344$16,691,770 $16,655,357EXPENSES TOTAL $15,874,423$16,784,344$16,691,770 $16,655,357 Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedPublic Services 63.2 64.2 64.2 63.2Support Services 11.5 10.5 10.5 8.5Library Projects & Grants7.5 7.5 7.5 7.5Library Administration 5.5 5.5 5.5 5.587.7 87.7 87.7 84.7 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Libraries and Information Services 5
Appropriations by Line Item (Expense)
Expenses90 - Personnel802300 - Auto Allowance $13,550 $12,900 $12,900 $18,900805000 - Benefits $1,220,357$1,239,746$1,178,506 $1,239,763805800 - Benefits Admin. $66,361 $60,080 $60,080 $68,995805900 - CellPhone/SmartPhone Stipend$8,680 $8,640 $8,640 $7,680804000 - City Portion-PERS$1,656,076$2,032,780$2,032,780 $1,951,484804500 - Dental Insurance$43,094 $50,835 $50,835 $50,076803100 - General Liability$34,660 $37,848 $37,848 $50,835804400 - Life Insurance $2,139 $2,356 $2,356 $2,232804700 - Long Term Disability $3,982 $4,431 $4,431 $4,040804900 - Medical $865,651$1,037,569$1,037,569 $1,102,517804600 - MediCare City Contribution$75,480 $95,265 $95,265 $95,573803700 - Miscellaneous Pay$1,250 – – $0801100 - Overtime Pay $12,609 – – $0802400 - Personal Devlpmnt Allowance $23,188 $23,338 $23,338 $25,275801800 - PST-Part Time Employees-PARS $341,700$429,275$429,275 $448,742800500 - Regular Pay - PERS$4,954,577$4,958,963$4,857,745 $4,959,030802700 - Workers' Compensation$63,094 $33,123 $33,123 $29,74290 - PERSONNEL TOTAL $9,386,448$10,027,149$9,864,691 $10,054,88491 - Services & Supplies819300 - Lease Expense (GASB 87)– – – $227,000824000 - Principal Exp (Leases GASB 87)$147,735 – – $0824300 - Interest Exp (Leases GASB 87)$3,403 – – $0819500 - Contra Lease Expense (GASB 87)-$151,268 – – –819600 - Contra SBITA Expense (GASB 96)-$60,222 – – –812700 - Conf & Mtgs-City Departments$36,763 $32,000 $32,000 $32,000812400 - Dues And Memberships $24,770 $29,000 $29,000 $29,000814200 - Electric $13,286 $45,000 $45,000 $0814900 - Fiscal Agent/Bank Fees & Chgs$380 $750 $750 $750815600 - Insurance $210,722$237,046$237,046 $301,713813600 - Library Books $955,763$989,252$997,008 $613,252810100 - Materials And Supplies $329,205$210,500$210,500 $237,500812800 - Mileage $1,951 $1,500 $1,500 $2,000811400 - Other Contract Services$614,826$721,799$783,927 $561,499821200 - Permits and Fees$119 – – –814400 - Postage $1,433 $2,500 $2,500 $2,500813500 - Reference Matls Subscriptions$76,921 $70,000 $70,000 $70,000814100 - Refuse Collection$24,840 $26,000 $26,000 $28,000810600 - Rent Expense $201,753$217,000$217,000 $0827600 - Software – – – $612,500813000 - Training Costs $2,013 $10,000 $10,000 $10,000821800 - Vehicle Rental/Lease $15,218 $10,000 $10,000 $0813900 - Water $1,338 $6,500 $6,500 $091 - SERVICES & SUPPLIES TOTAL $2,450,947$2,608,847$2,678,731 $2,727,71492 - Capital Outlay93 - Internal Srvc Chrg862000 - IS-Building Preventive Mainten$150,066$149,707$149,707 $0863000 - IS-DoIt Applications Basic$101,647$117,192 $117,192 $437,914863600 - IS-DoIt Desktop Rplcmnt Prog$70,201 $75,077 $75,077 $89,984862400 - IS-DoIt Entrprs ComputingBasic$164,772$168,559$168,559 $182,130863200 - IS-DoIt GIS Basic$5,916 $6,496 $6,496 $7,217 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Libraries and Information Services 6
861900 - IS-DoIt NetworkSupportBasic$247,968$294,056$294,056 $294,067863100 - IS-DoIt Program Mgmt Basic$95,221 $85,141 $85,141 $98,840861200 - IS-DoIt Service Center Basic$217,493$217,386$217,386 $246,714860900 - IS-DoIt Telephone Basic $51,902 $57,826 $57,826 $61,900862200 - IS-DoIt Telephone Usage $9,609 $7,353 $7,353 $0861600 - IS-Fleet Maint-Equip Maintenan$10,132 $6,685 $6,685 $8,696861700 - IS-Fleet Maint-Equip Replaceme$3,331 $3,332 $3,332 $3,332861800 - IS-Fleet Maint-Fuel$2,508 $2,098 $2,098 $3,588860500 - IS-Houskeeping Services$667,141$704,820$704,820 $524,871860700 - IS-Printing $111,070 $133,347$133,347 $128,347863400 - IS-Security Srvcs at CityHall$63,777 $58,085 $58,085 $97,459860100 - IS-Structural Maintenance$1,363,510$1,376,794$1,376,794 $1,145,504860200 - IS-Tenant Improvements$159,824$143,000$143,000 $217,000860400 - IS-Utilities & Insurance-Hsekp$480,718$541,394$541,394 $325,19693 - INTERNAL SRVC CHRG TOTAL $3,976,806$4,148,348$4,148,348 $3,872,75994 - Debt Service824100 - SBITA Principal Expenditure$58,262 – – $0824400 - Interest Expense SBITA $1,959 – – $094 - DEBT SERVICE TOTAL $60,222 – – $096 - Operating ExpenseEXPENSES TOTAL $15,874,423$16,784,344$16,691,770 $16,655,357 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Libraries and Information Services 7
Organizational Chart

CITY OF PASADENA
Parks, Recreation and CommunityServices
Recommended Operating Budget - Fiscal Year 2026
Parks, Recreation and Community Services 1
Mission Statement
The Parks, Recreation and Community Services Department (PRCS) is committed to providing the City ofPasadena with a wonderful place to live, work, and play which contributes to a connected, healthier, vibrant, anddiverse community. This is done by preserving and improving the physical, social, and economic health ofPasadena neighborhoods by delivering well maintained parks and open spaces and inclusive, innovative, andprogressive recreational and community service programs.

Program Description
The Department provides recreational programs and community services, park maintenance, facilityreservations, and special and cultural events throughout Pasadena, including various parks, recreation andcommunity centers. Speciﬁcally, the Department:

Delivers direct social services and educational activities at Villa Parke Community Center, Jackie RobinsonCommunity Center (JRCC), and the La Pintoresca Teen Education Center (LPTEC). Activities include life-skilldevelopment and self-improvement classes and programs, immigration services, older adult and teeneducation, nutrition, passport services and other community services;Oﬀers sports and ﬁtness opportunities for children, youth, adults and older adults at Villa Parke, Victory Park,Robinson Park, Washington Park, LPTEC, and at various parks and Pasadena Uniﬁed School District (PUSD)sites. Opportunities include soccer, volleyball, basketball, ﬂag football, boxing, tennis, gardening, and danceas well as day camps, sports tournaments, swim lessons and recreational swim;Provides adaptive recreation opportunities including arts and special events for individuals with disabilities;Maintains and enhances parks, playgrounds, library grounds, medians, and other landscape areas;Restores trails, streams, and habitat in the Arroyo Seco for active and passive recreation;Coordinates, permits, and schedules the use of athletic ﬁelds and picnic areas at 24 City parks, La Casita delArroyo, and four recreation/community/park centers;Provides youth employment and job training to eligible Pasadena residents and PUSD students through theR.O.S.E. (Realizing Opportunities through Skillful Employment) intern program and the Youth Ambassadorprogram;Provides staﬀ support for six City commissions and one committee (Recreation and Parks, Status of Women,Human Relations, Human Services, Northwest, Senior and Hahamongna Watershed Park AdvisoryCommittee);Coordinates and produces small and large scale citywide celebrations and cultural events such as the BlackHistory Parade, Juneteenth, Council District 3 Turkey Giveaway, Mayor’s Operation Gobble Gobble, EggBowl, Latino Heritage Parade and Festival, Giggles and Screams, La Pintoresca Tree Lighting Ceremony, andMayor’s Tree Lighting Ceremony;Provides after school care for PUSD elementary students at 11 sites and before school care at three sites;Oﬀers Fall, Winter, and Spring Adventure Camps during PUSD vacation periods;Engages in marketing and communicating parks, recreational programs, and community services;Serves as the City Manager’s liaison with the monitoring and implementation of all projects/programsassociated with the Northwest Community Plan; andServes as the City’s liaison to organizations such as Pasadena Uniﬁed School District (PUSD), the Rose Bowl,the Rose Bowl Aquatics Center, Pasadena Recreation and Parks Foundation, Pasadena Senior Center, andlocal sports organizations.

Parks, Recreation and Community Services 2
Department 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.The Department provides a range of programs and hosts events that: (1) promote better health through physicalactivity and educational sessions; (2) maximize human potential through a variety of social services; (3)encourage social interaction among community members; and (4) celebrate Pasadena’s rich cultural heritage. Inaddition to organized activities, the Department provides opportunities for self-directed individual use of theparks and other amenities.

The Department plays a central role in oﬀering quality recreational activities, sports, ﬁtness, and nutritionprograms for all ages and abilities. These programs are multi-faceted and positively engage youth, families, andolder adults to reduce obesity and combat sedentary lifestyles. Through sports and ﬁtness activities as well asspecial events for all ages and abilities, the Parks, Recreation and Community Services Department activatespositive community spaces, which promotes quality of life and the local economy.

Improve, Maintain and Enhance Public Facilities and Infrastructure To address this goal, the Department: 1) maintains and manages the upkeep of City parks (including the ArroyoSeco), and non-park landscaped areas to ensure safety and durability; and 2) coordinates repairs to structuraland building systems at all department facilities.

Increase Conservation and Sustainability
To promote conservation and sustainability, the Department uses battery-operated leaf blowers and electriclawn mowers, and practices water conservation through retroﬁtting irrigation systems with water conservingirrigation products, removing non-essential turf, and installing synthetic turf where feasible; closely monitorswater use throughout the City’s parks, libraries, and landscaped medians.

Ensure Public Safety
The Department provides positive community-building activities that aid in ensuring public safety. Speciﬁcally,activating parks with recreation programs provides positive alternatives to poor behavior as well as supportsstrengthened families and neighborhoods. The Parks After Dark program, in partnership with the PasadenaPolice Department, extends recreation service hours during summer evenings at park sites and is a componentof a larger violence prevention strategy. Well-maintained public spaces help deter negative activity and ensurepublic safety.

Maintain Fiscal Responsibility and Stability
The Department continues to assess operations to strategically deploy its resources to maximize impact in thecommunity. One example is the use of technology to enroll customers in recreation programs, reserverecreation facilities, secure a park permit, and record ﬁnancial transactions for such activities.

Fiscal Year 2025 Accomplishments
The Department accomplished the following during FY 2025:

Eaton Fire Response and Emergency Operations Center (EOC) Duties:Led initial logistical operations and staﬀed the Pasadena Convention Center emergency evacuationshelter, providing immediate assistance and refuge to nearly 1,000 displaced Pasadena and Altadenaresidents; Parks, Recreation and Community Services 3
Operated the emergency shelter at the Pasadena Convention Center until the American Red Cross wasfully staﬀed; work required round-the-clock care for displaced individuals;Ordered and received food, health care products, and clothing for the shelter occupants;In partnership with the Los Angeles Dodgers Foundation, coordinated donations and arranged forimmediate distributions to impacted families;Assisted impacted individuals with the completion and submittal of disaster related documents to theappropriate local, state, and federal agencies;Removed and reinstalled 150 tons of sand and 2,200 cubic yards of engineered wood ﬁber throughoutthe park playgrounds;Sanitized park benches, tables, synthetic turf ﬁelds, playground equipment, and poured-in-place rubberplayground surfacing;Operated recreation camps at Villa Parke Community Center and Robinson Park Recreation Center for211 PUSD students and local Charter school students aﬀected by school closures;In lieu of the traditional annual Black History Parade and Festival, revamped the event into a resourcefair which included donated food by the World Central Kitchen for those individuals impacted; andHosted distributions for personal protection equipment and water at community centersSuccessfully completed the Northwest Demographics update for the Northwest Community Plan;Provided year-round internships for 193 youths (14-24 years old) allowing them to receive valuable workexperience in City Departments as part of the R.O.S.E. internship program;Coordinated with County of Los Angeles Department of Mental Health to provide a community speakerseries on mental wellness for older adults;Executed a memorandum of understanding (MOU) with Neighbors Empowering Youth (NEY) to providetutoring classes at Jackie Robinson Community Center; Issued over 1,500 park and facility permits for private activities, celebrations and sports activities;Maintained 26 parks, three joint-user parks, seven libraries, 43 landscape median sites, and 17 otherlandscaped properties totaling 951.87 acres; Completed landscape projects at Linda Vista Library, Arroyo Parkway Medians, South Lake Avenue,Robinson Park, and Hammond Avenue Median;Resurfaced tennis, basketball and handball courts at Washington Park and the pickleball courts at McKinley;Added a 20-foot extension to the net enclosure at Jackie Robinson Stadium to ensure safety by preventingbaseballs from ﬂying into Kidspace Museum;Completed ﬁeld renovation projects at Villa, Hahamongna, Victory, Brenner Parks, Brookside-Area H, andthe Gamble House;Completed playground structure repairs at San Rafael, Villa, Brookside, Singer, McDonald, Victory, Jeﬀerson,Washington, Central parks to ensure the playground remains safe for all park users;Painted park restrooms at Hahamongana, Brenner, Central and Memorial parks;Completed an encampment cleanup at Earthside Nature Center in a joint eﬀort with the Pasadena PoliceDepartment and the Pasadena Police Homeless Outreach Psychiatric Evaluation (H.O.P.E) Team;Provided on-site before and after school care for 697 students at 11 PUSD schools and 1 recreation center; Facilitated full-day recreational programming for 385 PUSD students during fall, winter and spring breaks;Held seven summer day camps at six parks serving 618 children ages 3-12, programming includedrecreational swim, excursions to a Los Angeles Sparks game at the Crypto Arena, Knotts Soak City,California Science Center/IMAX, John’s Incredible Pizza, and local trips to the Regal theaters and to theKidspace Children’s Museum;Served 14,273 participants through recreation programs including youth sports, ﬁtness and wellnessadaptive, older adults, aquatics, and contract classes;Eﬀectively introduced new programming for older adults, classes include jewelry making, sewing“Citizenship in Spanish”, “Enhanced Fitness”, “Tech Talk, Computers, Mobile Phones for Seniors”, “BaileSentao”, and “Nature Walk and Coﬀee Conversation”;Introduced seven intergenerational programs including Latino Heritage Run, Concha Making, Ugly Sweater5K, Embroidery, Introduction to Knitting, Witness the Fitness and Tour of the Universe!;Received $10,000 from the Los Angeles Dodgers Foundation for older adult programming;Successfully produced 11 community events such as the Black History Festival, Latino Parade & Festival,Mayor’s Annual Tree Lighting, Love, Loud & Proud, and Fall Festival; Parks, Recreation and Community Services 4
Partnered with the One Arroyo Foundation to host the Ribbon Cutting Ceremony for the Arroyo Seco Trail;In collaboration with the Pasadena Veterans Committee, held the Pasadena Memorial Day Commemorationand Veterans Day Ceremony; andPermitted over 70 special event permits for events taking place in the park, City Hall and/or Public-right of-way.

Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Budget of $29,827,312 is $2,635,473 or 9.7% more than the FY 2025 AdoptedBudget. This increase reﬂects bargaining unit adjustments and personnel workers compensation and generalliability rates. The FY 2026 Recommended Budget also includes an increase to the Norton Simon Museumcontract, adjustments to the electric and water budget line items, a jump in the citywide insurance allocation,marginal adjustments to contractual obligations per the consumer price index, and considerable growth to theinternal services rates.

Personnel
A total of 167.76 FTEs is included in the FY 2026 Recommended Budget. There are no changes from the FY2025 Adopted Budget.

Year-Over-Year Budget Changes
General Fund – 101
The year-over-year changes are nominal. Personnel grew by $1,407,329 or 8.5% which is associated with MOUadjustments, ﬁlled vacancies, and beneﬁts increases. Services and Supplies had a net increase of $599,588 or8.6% to reﬂect the Norton Simon contract, citywide insurance allocation, CPI and utility increases. The InternalServices increased by $668,556 or 15.9% to account for increases to both Public Works/BSFMD and IT rates,and adjustments to the tenant improvement and printing line items.

Future Outlook
The Department has a steadfast commitment to provide quality recreation programming, community servicesand well-maintained parks, trails and open spaces. In the continuous eﬀort to enhance programming, expandingrecreational oﬀerings to include new activities for all age groups will be a priority. Strengthening partnershipswith organizations like Jet Propulsion Laboratory, Carnegie observatory, NASA will compliment these eﬀorts. Asa part of improving the Department’s infrastructure, several turf renovation and landscape projects arescheduled for FY 2026. This work is anticipated at various parks and medians throughout the City.

The Eaton Fire’s wide-ranging impacts will continue to be monitored. Department programming and operationswill adapt services to follow public health guidelines to ensure the safety of the public and employees.

In FY 2026, the Department will:

Identify ﬁscal and operational eﬃciencies;Provide training and development opportunities for recreation leaders and instructors to ensure we areoﬀering the highest quality of programming;Use the Citywide Parks Assessment study to develop an annual deferred maintenance program and includethe turf renovation at Grant, Jeﬀerson, Victory, Villa Parke and McDonald parks and complete landscaperenovations at Washington Park Community Center and Park Monument, City Hall, Hill Avenue, AllenAvenue, Oak Grove and Arroyo Park median islands; Parks, Recreation and Community Services 5
Host "Listening Sessions" at local parks and community spaces, where staﬀ will meet with residents tocollect information of what type of recreational activities, and programs they would like to see in the future;Enhance sustainability initiative by purchasing electric landscape equipment; andExpand the Parks after Dark program with new family activities like the “Glow foam dance party” featuringdancing, foam, vibrant lights to create an exciting, safe and engaging experience for the community.

Parks, Recreation and Community Services 6
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $15,466,165$16,529,028$16,637,252 $17,936,35791 - Services & Supplies$5,948,610$6,468,664$6,611,049 $7,028,25292 - Capital Outlay $70,527 – $89,391 $093 - Internal Srvc Chrg$4,092,026$4,194,147$4,194,147 $4,862,70394 - Debt Service $69,282 – – $0EXPENSES TOTAL $25,646,610$27,191,839$27,531,839 $29,827,312 Summary of Appropriations by Division
Expenses1801 - Administration $2,463,957$2,456,904$2,565,128 $2,779,3961802 - Community Services$1,441,994$1,757,451$1,757,451 $2,682,7921803 - Recreation $6,137,042$7,723,605$7,830,768 $7,964,2041806 - Facilities $4,226,641$3,735,595$3,689,065 $3,641,4581807 - Parks $11,376,976$11,518,284$11,689,428 $12,759,462EXPENSES TOTAL $25,646,610$27,191,839$27,531,839 $29,827,312 Summary of Appropriations by Fund
Expenses101 - General Fund $25,510,142$27,108,039$27,448,039 $29,739,385105 - General Fund Projects Fund$62,626 – – $0106 - New Years Day Genl Fund Events$73,842 $83,800 $83,800 $87,927EXPENSES TOTAL $25,646,610$27,191,839$27,531,839 $29,827,312 Summary of FTEs by Division
Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedCommunity Services15.433 15.433 15.433 19.925Recreation 82.588 83.118 83.118 81.125Administration 8.3 7.3 7.3 7.3Parks 50 50 50 50Facilities 11.91 11.91 11.91 9.41168.23 167.76 167.76 167.76 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Parks, Recreation and Community Services 7
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$421,389 – – $0802300 - Auto Allowance $27,600 $27,000 $27,000 $33,300805000 - Benefits $1,595,119 $1,694,574$1,707,649 $1,481,516805800 - Benefits Admin. $103,038$113,876 $114,561 $135,054805900 - CellPhone/SmartPhone Stipend$34,560 $31,680 $31,680 $40,320804000 - City Portion-PERS$2,278,353$2,752,813$2,773,891 $2,921,460804500 - Dental Insurance$59,738 $79,023 $79,536 $79,420806000 - EE Parking Permits - ER Paid$11,820 $10,920 $10,920 $0803100 - General Liability$663,949$178,027$179,099 $114,320804400 - Life Insurance $3,221 $4,001 $4,028 $4,084804700 - Long Term Disability $9,434 $11,663 $11,663 $11,628804900 - Medical $1,310,139$1,713,869$1,728,033 $1,893,833804600 - MediCare City Contribution$131,925$153,604$154,552 $167,936803700 - Miscellaneous Pay$8,000 – – $0801100 - Overtime Pay $263,141$116,026 $116,026 $124,925802400 - Personal Devlpmnt Allowance $28,550 $25,351 $25,351 $32,550801800 - PST-Part Time Employees-PARS $2,129,739$2,113,301 $2,113,301 $2,462,687800500 - Regular Pay - PERS$6,704,280$6,778,269$6,830,569 $7,687,905802700 - Workers' Compensation$524,948$725,031$729,393 $745,41990 - PERSONNEL TOTAL $15,466,165$16,529,028$16,637,252 $17,936,35791 - Services & Supplies819300 - Lease Expense (GASB 87)$3,906 – – $14,172824000 - Principal Exp (Leases GASB 87)$3,291 – – –824300 - Interest Exp (Leases GASB 87)$252 – – –819500 - Contra Lease Expense (GASB 87)-$3,543 – – –819600 - Contra SBITA Expense (GASB 96)-$69,282 – – –810800 - Computer Related Supplies$54,800 $9,740 $9,740 $16,490812700 - Conf & Mtgs-City Departments$17,852 $51,535 $51,535 $73,085811500 - Consultant Services– $2,547 $2,547 $3,500812400 - Dues And Memberships $9,083 $9,477 $9,477 $9,523812900 - Education – $3,400 $3,400 $3,000814200 - Electric $321,610$297,647$297,647 $306,017810700 - Equipment Lease Payments$1,214 $8,000 $8,000 $5,000810900 - Equip Purchases Under $10k$88,544 $54,934 $28,005 $37,541814900 - Fiscal Agent/Bank Fees & Chgs$62,902 $40,000 $40,000 $80,000813800 - Gas/Fuel $968 $1,020 $1,020 $1,020815600 - Insurance $337,958$519,501$519,501 $659,269810500 - Lease Payments$15,141 $16,258 $16,258 $17,829811200 - Legal and Other Advertising $1,069 $500 $500 $0810100 - Materials And Supplies $744,408$744,390$742,560 $720,674812800 - Mileage $372 $2,016 $2,016 $1,550811400 - Other Contract Services$2,076,394$2,191,733$2,362,877 $2,358,070811410 - Other Contract Services– – – $12,360821200 - Permits and Fees$6,830 $9,964 $9,964 $9,247811300 - Photo Copy Machine Maint$5,879 $30,000 $30,000 $3,878814400 - Postage $5,917 $10,331 $10,331 $12,236813500 - Reference Matls Subscriptions$395 – – $0814100 - Refuse Collection$226,539$171,976$171,976 $190,121812500 - Special Civic Events$69,095 $43,750 $43,750 $35,000812200 - Support To Advisory Committees$31,040 – – $0 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Parks, Recreation and Community Services 8
813000 - Training Costs $19,577 $28,421 $28,421 $22,733810300 - Uniforms $7,543 $10,296 $10,296 $10,585821800 - Vehicle Rental/Lease $154 $400 $400 $0814600 - Wages $188,022$247,500$247,500 $300,000813900 - Water $1,720,678$1,963,328$1,963,328 $2,125,35291 - SERVICES & SUPPLIES TOTAL $5,948,610$6,468,664$6,611,049 $7,028,25292 - Capital Outlay850800 - Cap Outlay-Lease Intangb Asset $66,985 – – –850400 - Equipment $3,542 – $89,391 $092 - CAPITAL OUTLAY TOTAL $70,527 – $89,391 $093 - Internal Srvc Chrg861500 - IS-Auto Body Repair$842 $262 $262 $319862000 - IS-Building Preventive Mainten$163,231$165,243$165,243 $0863000 - IS-DoIt Applications Basic$156,534$167,758$167,758 $162,635863600 - IS-DoIt Desktop Rplcmnt Prog$33,223 $35,898 $35,898 $45,190862400 - IS-DoIt Entrprs ComputingBasic$136,534$135,779$135,779 $156,115863200 - IS-DoIt GIS Basic$5,814 $6,024 $6,024 $6,601861900 - IS-DoIt NetworkSupportBasic$107,529$128,455$128,455 $139,227863100 - IS-DoIt Program Mgmt Basic$95,221 $93,539 $93,539 $109,397861300 - IS-DoIt Radio Basic$10,239 $10,670 $10,670 $9,253861200 - IS-DoIt Service Center Basic$132,078$132,539$132,539 $153,958860900 - IS-DoIt Telephone Basic $58,968 $53,748 $53,748 $70,968862200 - IS-DoIt Telephone Usage $20,138 $14,599 $14,599 $0861600 - IS-Fleet Maint-Equip Maintenan$382,681$427,332$427,332 $474,707861700 - IS-Fleet Maint-Equip Replaceme$280,934$240,010$240,010 $307,039861800 - IS-Fleet Maint-Fuel$87,303 $78,477 $78,477 $125,798860500 - IS-Houskeeping Services$490,365$527,411 $527,411 $624,242860300 - IS-Lockshop – $1,000 $1,000 $1,000862600 - IS-Mail Direct Request$306 – – $0860700 - IS-Printing $62,627 $49,908 $49,908 $61,504863400 - IS-Security Srvcs at CityHall$78,115 $84,114 $84,114 $119,031860100 - IS-Structural Maintenance$1,227,544$1,257,759$1,257,759 $1,646,775860200 - IS-Tenant Improvements$111,575 $67,896 $67,896 $94,431860400 - IS-Utilities & Insurance-Hsekp$450,225$515,726$515,726 $554,51393 - INTERNAL SRVC CHRG TOTAL $4,092,026$4,194,147$4,194,147 $4,862,70394 - Debt Service824100 - SBITA Principal Expenditure$65,078 – – $0824400 - Interest Expense SBITA $4,204 – – $094 - DEBT SERVICE TOTAL $69,282 – – $095 - Operat Transfer Out96 - Operating ExpenseEXPENSES TOTAL $25,646,610$27,191,839$27,531,839 $29,827,312 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Parks, Recreation and Community Services 9
Organizational Chart

CITY OF PASADENA
Planning and Community Development
Recommended Operating Budget - Fiscal Year 2026
Planning and Community Development 1
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 decisionsthrough community participation and collaborative process; to protect and enhance safe, livable neighborhoodswhich reﬂect and preserve Pasadena’s unique cultural and historic character; to support and encourage healthyreinvestment in the community to provide for a strong local economy; to expand community access to arts andculture through cultural planning and programs, and to promote smart planning and a sustainable future forgenerations to come.

Program Description
The Planning and Community Development Department includes four core functions: Building and Safety, CodeCompliance, Cultural Aﬀairs, and Planning. The Department performs the following services:

Ensures that the development in the City is of the highest quality and meets important health and safetystandards;Facilitates citizen participation in the land use and development review process; including long-rangeplanning 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 andSpeciﬁc Plans, architectural design review standards, historic preservation regulations, and stateenvironmental laws;Reviews applications to designate historic sites and districts and applications for Historic Property Contract(Mills Act);Updates and implements the Nexus Cultural Master Plan and the Public Art Master Plan and manages theAnnual Grants Program and Arts Education Programs;Provides oversight and coordination of all on-location ﬁlm production in the city;Oversees the Private Development Public Art Program, the City’s Capital Improvement Program (CIP) PublicArt Program, and the Rotating Public Art Exhibition Program which places artwork on City owned propertythroughout the City;Provides plan review and construction inspection services to enforce minimum standards to safeguard lifeor limb, health, property and public welfare by regulating and controlling the design, construction, quality ofmaterials, use and occupancy, location, and maintenance of all buildings and structures;Ensures that Pasadena businesses, residents, and developers comply with various regulations includingbuilding, land use, and property maintenance codes;Processes a variety of development permits for residents and commercial businesses including non-construction type permits such as certiﬁcates of inspection for house sales, certiﬁcates of inspection for thequadrennial program, and yard sale permits;Provides information and support services to residents and business owners regarding applicable coderequirements and regulations for building permits and discretionary entitlements;Provides technical assistance to City departments regarding compliance with the California EnvironmentalQuality Act (CEQA), including review and/or preparation of required CEQA documents to supportdiscretionary decisions;Enforces the City’s minimum wage ordinance by providing outreach to employees and employers,investigating complaints, and enforcing regulations;Oversees the Short Term Rental program, maintaining an average of 185 active permits; andOperates the Permit Center that provides permit related service in person and online to over 7,000customers annually.

Planning and Community Development 2
Department 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 isevaluated regularly to ensure the highest levels of customer service are integral to the process; 2) Encouragespublic participation in the planning and zoning process; 3) Guarantees that new development complies withadopted plans; 4) Fosters reinvestment in the community by maintaining a high quality of physical developmentand amenities; 5) Provides commercial and residential neighborhood preservation to ensure a high qualitystandard of living; 6) Ensures that the City remains a cultural destination through the development and deliveryof arts services; 7) Enforces the City’s minimum wage ordinance; and 8) Strives to secure ongoing localinvestment through ﬁlm permitting.

Ensure Public Safety
The Department ensures public safety through the application of the municipal code and maintaining the City’shousing stock, value and quality, and regulatory requirements.

Increase Conservation and Sustainability
The Department implements sustainability principles in planning documents, the development of smart planningstrategies and environmentally sensitive plans, and enforcement of sustainable design and constructionregulations.

Improve, Maintain, and Enhance Public Facilities and Infrastructure The Department: 1) Oversees the implementation of the Nexus Cultural Master Plan and the Public Art MasterPlan, which speciﬁcally provides the framework for public art development for City projects through the CapitalPublic Art Program, and 2) As part of the Public Art Implementation Plan, the Department works collaborativelywith the departments of Public Works and Transportation on policies that address the requirements of publicartworks 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 transportationstrategies to manage mobility and accessibility through the General Plan, Speciﬁc Plans, and other developmentregulations.

Maintain Fiscal Responsibility and Stability
The Department utilizes technology to implement program improvements that result in increased operationaleﬃciencies and improved customer service.

Fiscal Year 2025 Accomplishments
The Department accomplished the following during FY 2025:

Building and Safety
Performed over 38,000 building inspections for commercial and residential construction; andIssued Certiﬁcates of Occupancy for projects including Olivewood Village, Chestnut Apartments, Art CenterExpansion and Mayﬁeld School Expansion.

Planning and Community Development 3
Permitting Services
Issued over 9,300 construction related permits for mixed-use, non-residential, and residential projects;Issued over 200 Accessory Dwelling Unit permits;Continued implementation of the land management system ‘Energov’ for permitting; eSubmittals and reviewnow available for all permit types. Express permits expanded to include remodels, reroofs, PV solar, HVAC,mechanical, plumbing, and electrical permits; andExpanded the gallery for Accessory Dwelling Unit standard plans; with four designs now available.

Code Compliance
Opened 3,150 new Code Compliance cases and addressed/closed over 2,800 Code Compliance casesrelated to property maintenance, zoning violations, tree protection, noise, etc.;Processed 850 Presale Program applications for single-family homes and duplexes; and inspectedapproximately 4,200 multi-family residential rental units; andConducted 66 inspections of licensed retail cannabis dispensaries.

Zoning (Current Planning)
Completed work on over 50 zoning entitlement applications;Completed more than 60 administrative applications; andCompleted review on more than 3,000 zoning permits and plan checks.

Design and Historic Preservation
Completed design review for major projects which will provide 65,000 sf of laboratory/oﬃce space, and14,000 sf of oﬃce and 263 residential units;Designated the Elks Lodge as a new individual landmark;Approved 13 new Mills Act contracts; andCompleted and released for public review the draft Citywide Historic Context Statement and produced theOur History, Our Places community event.

Long-Range Planning (Community Planning)
Completed update to the Lamanda Park Speciﬁc Plan;Completed Zoning Code Amendments for Adaptive Reuse;Completed Zoning Code Amendments to support restaurants by simplifying the permit process to sell on-site alcohol, provide new standards for takeout windows, creating new standards and design guidelines toencourage the establishment of outdoor dining areas; andZoning Code Amendments to support residents and developers by simplifying the time extension processand extending the validity period.

Cultural Aﬀairs
Processed and issued over 135 Film Permits for a full spectrum of ﬁlm production and still photography;Provided 29 competitive arts grants totaling $188,455 to Pasadena individual artists and arts culturalorganizations and provided four Technical Assistance Workshops including one focused on Diversity, Equity,and Inclusion;Produced two in-person ArtNight events (Fall 2024 and Spring 2025) at 14-19 venues throughout the cityreaching a total audience of over 25,000 participants;ArtNight Pasadena received the Pasadena Weekly’s “Best Annual Event 2024” award; andEight Artist Podcasts were created for Series IV of the Rotating Public Art Program.

Planning and Community Development 4
Fire Disaster Recovery Response
Issued 433 permits within the ﬁrst 2-weeks following the disaster in eﬀorts to expedite repairs;Conducted a City-wide survey and damaged assessments at properties aﬀected by wind or ﬁre damage;Developed a GIS map containing detailed parcel speciﬁc information related to damage assessments;Issued Temporary approvals to establish several schools, from pre-school through high school, that weredisplaced by the Eaton Fire;Created a Community Connector Program that provides a dedicated City staﬀ person to assist ﬁre victimswith general information on available resources and assistance with the Private Property Debris RemovalProgram;Assigned a dedicated Zoning Planner to each ﬁre site to assist with rebuild and permitting questions;Established virtual consultations for residents impacted by the Eaton Fire;Established expedited building plan review services for ﬁre damaged properties including next dayinspections;Building & Safety is prioritizing construction inspections for any building that provides new residential units;andCompleted an Uncodiﬁed Ordinance to facilitate the rebuilding of structures destroyed by the Eaton Fireand provide all permits and entitlements an automatic 12-month time extension.

Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Budget of $24,298,198 is $1,297,216 or a 5.6% percent increase compared to theFY 2025 Adopted Budget. This is mainly due to increases in personnel, services and supplies, and internalservice charges.

Personnel
A total of 87.00 FTEs are included in the FY 2026 Recommended Budget. The City’s standards forplanning/development and the competitive marketplace for plans examiners speciﬁcally are the backdrop forthe ongoing challenges and ﬂuctuations in staﬃng. As vacancies arise contract staﬀ are used to supplement thebuilding inspection, plan check, code compliance, planning, and permit center work groups to maintain highcustomer service levels.

Year-Over-Year Budget Changes
Personnel costs are increasing by $754,535 for a total of $14,590,363 or 5.5% due to MOU adjustments, ﬁlledvacancies, pension and and medical increases.

Services and supplies are increasing by $70,157 for a total of $5,829,770 or 1.2% mainly due to an increase ininsurance costs.

Internal Service charges are increasing by $472,524 for a total of $3,878,065 or 13.9% due to increases in CAPallocation, DoIT and BSFMD charges.

Future Outlook
The City expects steady construction-related activity due to ﬁre recovery development. Due to the cyclicalnature of development, it is expected there will be slow periods of construction activity. If this happens, therewill be less reliance on the Building Services Fund to help with budget saving measures and less revenuecollected in the City’s General Fund through the construction tax.

Planning and Community Development 5
The Department will continue to implement Phase II of the new Land Management System which will expandservices oﬀered through the virtual Permit Center, allowing a wide array of online services for customers,including: plan submittals, access to plan check comments, payments and permit issuance. The Building andSafety Division will look at improvements related to the issuance of a building permit including plan checkreview times, notiﬁcation, and how inspections are conducted.

The City’s Rotating Public Art Exhibition Program will continue across the city. Work will continue on theRobinson Park Capital Public Art project, beginning Phase II of the project during ﬁscal year 2026. Filming staﬀwill continue meeting the expanding demand of locations in Pasadena.

Work will continue on the proactive enforcement of retail cannabis dispensaries. Similarly, proactiveenforcement focusing on unpermitted dispensaries will continue in conjunction with the Police Department andthe City Attorney’s oﬃce.

The work eﬀort to implement the City’s 2015 General Plan Update will continue with implementation of the2021-2029 Housing Element, updates to the Noise Element, Safety Element, and creation of the EnvironmentalJustice Element of the General Plan, an update to the City’s Zoning Code, updates to the remaining threeSpeciﬁc Plans: North Lake, East Pasadena, and Fair Oaks Orange Grove. This work program will also includecreating design standards to ensure that new development is compatible with the character of Pasadena’sintact neighborhoods.

Planning and Community Development 6
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $12,345,389$13,835,828$13,835,828 $14,590,36391 - Services & Supplies$3,883,428$5,759,613$5,673,255 $5,829,77092 - Capital Outlay $67,855 – $86,358 $093 - Internal Srvc Chrg$3,236,183$3,405,541$3,405,541 $3,878,06594 - Debt Service $6,856 – – $0EXPENSES TOTAL $19,539,711 $23,000,982$23,000,982 $24,298,198 Summary of Appropriations by Division
Expenses2101 - Administration Division$2,006,984$1,889,000$1,889,000 $1,843,1752102 - Cultural Affairs Division $1,752,388$2,011,578 $2,011,578 $2,072,3702103 - Planning $5,822,722$7,478,129$7,478,129 $6,836,7722105 - Building & Safety$7,786,483$9,217,357$9,217,357 $11,157,4722106 - Code Compliance$2,171,133$2,404,918$2,404,918 $2,388,409EXPENSES TOTAL $19,539,711 $23,000,982$23,000,982 $24,298,198 Summary of Appropriations by Fund
Expenses101 - General Fund $8,960,752$9,556,955$9,556,955 $9,009,312105 - General Fund Projects Fund$55,683 $600,000$600,000 $600,000106 - New Years Day Genl Fund Events$13,703 $16,893 $16,893 $16,893204 - Building Services Fund$10,023,405$12,244,541$12,244,541 $14,086,086310 - Capital Public Art Fund $153,128$146,998$146,998 $147,262613 - Cultural Trust Fund $333,040$435,595$435,595 $438,645EXPENSES TOTAL $19,539,711 $23,000,982$23,000,982 $24,298,198 Summary of FTEs by Division
Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedNeighborhood &BusinessServices0 0 0 12.9Code Compliance 14 14 14 0Building & Safety 30.7 33.7 33.7 40.4Planning 27 27 27 22.1Administration Division 5.3 5.3 5.3 4.6Cultural Affairs Division 7 7 7 784 87 87 87 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Planning and Community Development 7
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$257,270 – – $0802300 - Auto Allowance $40,325 $30,900 $30,900 $41,700805000 - Benefits $1,446,888$1,796,836$1,796,836 $1,913,544805800 - Benefits Admin. $54,430 $59,598 $59,598 $70,036805900 - CellPhone/SmartPhone Stipend$16,680 $15,360 $15,360 $16,320804000 - City Portion-PERS$2,366,505$2,918,175$2,918,175 $2,995,933804500 - Dental Insurance$53,877 $69,754 $69,754 $66,919806000 - EE Parking Permits - ER Paid$90,540 $77,520 $77,520 $84,000803100 - General Liability$62,880 $80,444 $80,444 $53,220804400 - Life Insurance $2,888 $3,206 $3,206 $3,206804700 - Long Term Disability $6,980 $7,258 $7,258 $7,839804900 - Medical $1,001,188$1,310,346$1,310,346 $1,387,112804600 - MediCare City Contribution$103,917$131,349$131,349 $140,059803700 - Miscellaneous Pay$31,798 – – $0801100 - Overtime Pay $93,490 $33,218 $33,218 $33,218802400 - Personal Devlpmnt Allowance $28,400 $27,651 $27,651 $33,101801800 - PST-Part Time Employees-PARS $54,636 – – $0800500 - Regular Pay - PERS$6,978,035$7,187,331$7,187,331 $7,654,158802700 - Workers' Compensation$169,202 $86,882 $86,882 $89,99890 - PERSONNEL TOTAL $12,345,389$13,835,828$13,835,828 $14,590,36391 - Services & Supplies824000 - Principal Exp (Leases GASB 87)$12,530 – – $0824300 - Interest Exp (Leases GASB 87)$22 – – $0819500 - Contra Lease Expense (GASB 87)-$12,555 – – –819600 - Contra SBITA Expense (GASB 96)-$6,856 – – –810800 - Computer Related Supplies$6,352 $6,600 $6,600 $6,600812700 - Conf & Mtgs-City Departments$24,808 $54,300 $54,300 $54,300811500 - Consultant Services$2,208,295$3,730,780$3,624,422 $3,730,780811700 - Data Processing Operations$14,527 $33,512 $33,512 $33,512812400 - Dues And Memberships $5,467 $7,757 $7,757 $7,757812900 - Education $4,465 $5,000 $11,500 $10,000810700 - Equipment Lease Payments$2,307 $22,500 $22,500 $22,500814900 - Fiscal Agent/Bank Fees & Chgs$507,548$300,000$300,000 $300,000815300 - Grants-In-Aid $183,341$195,184$195,184 $195,184815600 - Insurance $174,379$235,154$235,154 $306,289811200 - Legal and Other Advertising $2,245 $7,000 $7,000 $7,000810100 - Materials And Supplies $40,724 $65,000 $78,500 $65,000812800 - Mileage $89 $200 $200 $200811400 - Other Contract Services$578,100$794,275$794,275 $794,275811000 - Outside Printing & Duplicating$1,442 $3,276 $3,276 $3,276811300 - Photo Copy Machine Maint$20,263 $31,000 $31,000 $31,000814400 - Postage $25,753 $50,500 $50,500 $50,500813500 - Reference Matls Subscriptions$7,575 $9,674 $9,674 $9,674819100 - Self-Insured Retention$8,754 $9,978 $9,978 $0812200 - Support To Advisory Committees$19,875 $37,423 $37,423 $37,423814000 - Telephone $20,289 $13,500 $13,500 $13,500813000 - Training Costs $10,929 $15,000 $15,000 $19,000821800 - Vehicle Rental/Lease $22,762 $132,000$132,000 $132,00091 - SERVICES & SUPPLIES TOTAL $3,883,428$5,759,613$5,673,255 $5,829,77092 - Capital Outlay FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Planning and Community Development 8
850500 - Automotive Equipment$67,855 – $86,358 $092 - CAPITAL OUTLAY TOTAL $67,855 – $86,358 $093 - Internal Srvc Chrg864300 - CAP Allocation Expense$663,102$684,048$684,048 $944,540861500 - IS-Auto Body Repair$799 – – $302862000 - IS-Building Preventive Mainten$35,191 $35,106 $35,106 $0863000 - IS-DoIt Applications Basic$985,946$1,028,985$1,028,985 $1,074,566863600 - IS-DoIt Desktop Rplcmnt Prog$37,736 $43,492 $43,492 $53,782862400 - IS-DoIt Entrprs ComputingBasic$196,334$201,741$201,741 $217,010863200 - IS-DoIt GIS Basic$299,857$312,151$312,151 $327,331861900 - IS-DoIt NetworkSupportBasic$107,104$139,402$139,402 $145,957863100 - IS-DoIt Program Mgmt Basic$85,494 $85,142 $85,142 $104,119861200 - IS-DoIt Service Center Basic$153,468$162,750$162,750 $186,077860900 - IS-DoIt Telephone Basic $51,902 $61,580 $61,580 $63,283862200 - IS-DoIt Telephone Usage $6,490 $4,895 $4,895 $0861600 - IS-Fleet Maint-Equip Maintenan$11,026 $9,185 $9,185 $9,815860500 - IS-Houskeeping Services$129,488$136,800$136,800 $160,050862600 - IS-Mail Direct Request$3,608 $6,000 $6,000 $6,000860700 - IS-Printing $68,860 $76,400 $76,400 $77,900863400 - IS-Security Srvcs at CityHall$3,632 $3,681 $3,681 $5,758860100 - IS-Structural Maintenance$264,646$267,224$267,224 $346,563860200 - IS-Tenant Improvements$18,769 $20,000 $20,000 $20,000860400 - IS-Utilities & Insurance-Hsekp$112,730 $126,959$126,959 $135,01293 - INTERNAL SRVC CHRG TOTAL $3,236,183$3,405,541$3,405,541 $3,878,06594 - Debt Service824100 - SBITA Principal Expenditure$6,294 – – $0824400 - Interest Expense SBITA $563 – – $094 - DEBT SERVICE TOTAL $6,856 – – $096 - Operating ExpenseEXPENSES TOTAL $19,539,711 $23,000,982$23,000,982 $24,298,198 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Planning and Community Development 9
Organizational Chart

CITY OF PASADENA
Police
Recommended Operating Budget - Fiscal Year 2026
Police 1
Mission Statement
The Police Department is a world-class public safety agency dedicated to excellence. We are committed toestablishing an environment in which Department and community members thrive. We seek to be a catalyst forpositive change through persistent and eﬀective use of public safety resources. By embracing the values ofcompassion, professionalism, and integrity, we remain committed to maintaining public trust.

Program Description
The Department provides citywide public safety services through the Community Service Area Policing model. Each Division in the Department focuses on providing rapid and eﬀective emergency response, assuring thequality of life in Pasadena neighborhoods and business districts, and providing youth outreach and crimeprevention and reduction eﬀorts. The Pasadena Police Department provides speciﬁc policing services insupport of the Department's community policing eﬀort. This strategic eﬀort is vital to the City's continuedeconomic stability and security to ensure public safety. The Department consists of the following divisions:

Oﬃce of the Chief of Police
The Oﬃce of the Chief of Police oversees and coordinates the overall activities within the Police Departmentand oversees the Fiscal Services Unit and the Public Information Oﬃcer. The Fiscal Services Unit administersthe Police Department budget and works closely with every Division to ensure ﬁscal responsibility. Additionally,the team guarantees that department sections follow the applicable policies and procedures regardingequipment and service procurement while continually evaluating the Police Department's budgetary needs.Recommendations are regularly made to Command Staﬀ and key personnel to ensure budgeted funds meetbenchmarks set throughout the ﬁscal year.

The Public Information Oﬃcer (PIO) is critical in managing communications between the police department andthe public. Their primary duties include crafting and disseminating press releases, handling media inquiries, andensuring department operations transparency. The PIO coordinates press conferences and interviews andmanages crisis communications by providing timely and accurate information during emergencies. This role isvital in nurturing community trust and engagement.

Oﬃce of the Deputy Chief of Police
The Oﬃce of the Deputy Chief of Police provides professional and administrative assistance to the Police Chiefin planning, organizing, and directing services and programs for the police department. The Deputy Chiefassumes responsibility for the day-to-day operations and divisional oversight of the police department andmanages the Administrative Services Section. The Administrative Services Section includes the Training, CriticalPerformance, Employment Services, Professional Standards, and Grant Procurement Units.

The Training Unit coordinates, administers, and implements all training activities throughout the policedepartment. The unit ensures that sworn and professional staﬀ receive training updates on policy, procedure,and legal mandates and develop their knowledge and expertise.

The Critical Performance Unit (CPU) is responsible for increasing the skillset of police oﬃcers with the intent togain cooperation through de-escalation during potentially violent ﬁeld encounters. Since its inception in 2018,the unit's eﬀorts in an immersive training curriculum have decreased the number of incidents involving forceused by oﬃcers, resulting in more positive outcomes and interactions.

The Employment Services Unit is responsible for ensuring that the police department recruits, hires, and retainsthe most qualiﬁed individuals, maintaining the integrity and eﬀectiveness of the Department and the values ofthe Pasadena Way.

Police 2
The Professional Standards Unit (Internal Aﬀairs) is responsible for upholding the integrity of the policedepartment by ensuring fairness and justice through impartial investigations and review of both internal andexternal complaints. Police misconduct allegations are investigated thoroughly and promptly, holding oﬃcersaccountable for proven violations of law and policy and exonerating oﬃcers for untrue and unfoundedallegations.

The Grant Procurement Unit (GPU) is responsible for researching, drafting, and submitting proposals for theDepartment to receive grant funding. Additionally, the GPU ensures that policies and procedures arecontemporary and consistent with best practices. Unit personnel ensure the development and implementationof new policies based on state law and other legislative mandates.

Field Operations Division
The Field Operations Division includes the Patrol Section, the Field Training Oﬃcer Program, The ReserveOﬃcer Program, the Canine Unit, the Event Planning Section, and the Counterterrorism Unit. Patrol responds tomost of the approximately 103,000 annual calls for service generated from residents and oﬃcer-initiated activityeach year.

The Patrol Section is responsible for responding to emergency and non-emergency calls-for-service andaddressing neighborhood crime concerns. Patrol utilizes a "Community Service Area" policing model, workingwith the community to develop permanent solutions to problems that impact neighborhoods' quality of life. Thepolice department divides the city into ﬁve Community Service Areas – Community Service Area 1 – West,Community Service Area 2 – Northwest, Community Service Area 3 – Central, Community Service Area 4 –East, and Community Service Area 5, Midtown. Each service area is assigned to a lieutenant who serves as theservice area commander. The service area lieutenant works closely with city stakeholders to meet communityneeds.

The Field Training Oﬃcer program consists of a patrol lieutenant, sergeant, two corporals, and approximately 33department-wide Field Training Oﬃcers (FTO) who serve as role models for other oﬃcers. FTOs are responsiblefor training newly hired police oﬃcers. FTOs are selected through a competitive testing process where theirperformance, competence, and leadership abilities are reviewed. The ultimate role of the FTO is to serve as arole model, leader, a teacher, and a performance evaluator.

The Canine Unit is speciﬁcally trained to assist Pasadena Police Department personnel on patrol, during specialinvestigations, and at special events. The Department currently has six police dogs used to perform varioustasks. The dogs and their canine handlers receive specialized training in suspect apprehension, drug detection,article detection, and explosive detection. Some dogs have a single purpose, while others have a dual purpose.One of the ﬁve police dogs is a dual-purpose community engagement dog trained in explosive detection andcommunity interaction for public events and citizen engagements.

The Event Planning Section is responsible for planning and staﬃng City-sponsored and privately funded eventswithin the community and at the Rose Bowl Stadium. Over one million people visit the Rose Bowl and Pasadenavenues to enjoy concerts, international and local sporting events, and a host of other special engagements. TheEvent Planning Section ensures safe and enjoyable environments for those who visit, work, live, and play inPasadena.

The Counterterrorism Unit (CTU) is committed to preventing terrorism by staying current on local, regional, andnational threat levels in collaboration with State and Federal law enforcement partners. These vital relationshipsprovide information and resources to ensure the community's safety and security. The unit is responsible forproviding dignitary protection, monitoring threats of civil disobedience, oﬀering public education to Cityemployees, and providing critical infrastructure protection.

Criminal Investigation Division
Police 3
The Criminal Investigations Division (CID) comprises the Violent Crimes Section and the Major Crimes Section.This Division is responsible for investigating criminal activity, combating criminal street gang and narcotics-related crimes, apprehending wanted fugitives, and addressing quality-of-life concerns within the community.CID plays a critical role in gathering intelligence, solving crimes, identifying crime trends, and implementingviolence reduction strategies through a comprehensive approach emphasizing prevention, strategic planning,and enforcement.

The Violent Crimes Section is composed of the Robbery/Homicide Unit (RHU), the Street Crime Unit (SCU), andthe Fugitive Apprehension Unit (FAU).

The Robbery/Homicide Unit (RHU) is dedicated to investigating violent crimes, including robberies, homicides,and other serious oﬀenses that pose a threat to public safety. Detectives assigned to this unit employcomprehensive investigative strategies, such as evidence collection and analysis, detailed interviews, andcollaboration with forensic experts to ensure thorough case development. RHU strives to deliver justice forvictims, hold oﬀenders accountable, and enhance community safety by conducting meticulous investigations.

The mission of the Street Crime Unit (SCU) is to conduct street-level anti-crime operations to disrupt criminalgang activity and criminal activities that impair the quality of life for those residing, working, and visitingPasadena. Through intelligence-based policing and procedural justice, SCU performs strategic enforcement,investigates crimes, and collaborates with stakeholders to ﬁnd long-term solutions to problems.

The Fugitive Apprehension Unit works in partnership with the United States Marshal's Oﬃce to investigate andlocate wanted fugitives who remain active in criminal activity. By apprehending these individuals, FAU is criticalin preventing further crimes and enhancing public safety.

The Major Crimes Section comprises several specialized units, including Financial Crimes, Residential andCommercial Burglary, the Special Victims Unit (SVU), the Special Investigations Section (SIS), and Forensics.

The Financial Crimes and Burglary units investigate residential and commercial thefts, auto burglaries, forgery,fraud, and ﬁnancial or technology-related crimes.The Special Victims Unit (SVU) focuses on cases involving sexual assault, domestic violence, and interpersonalviolence. In addition to conducting investigations, SVU emphasizes advocacy and intervention, working to fosterhealthier relationships within families and the broader community.

The Special Investigations Section (SIS) is a dedicated narcotics enforcement unit that targets drug-relatedcriminal activity in and around Pasadena. SIS focuses on identifying, investigating, and dismantling drugtraﬃcking operations and individuals involved in the distribution of illegal substances through proactiveenforcement eﬀorts and intelligence-driven strategies.

The Forensic Services Section provides crime scene documentation, including but not limited tophotography/videography, evidence collection, analysis, and processing. Forensic Specialists are alsoresponsible for ﬁngerprint comparisons and providing expert witness testimony. The Department oﬀers theseservices to some neighboring cities under contractual agreements.

Special Operations Division
The Special Operations Division encompasses the police department's specialized sections. This Divisionincludes the Air Operations Section, the Traﬃc Section, Community Relations, and our Detention Center, allessential in supporting the Police Department's mission of serving the community. Additionally, this Divisionincludes the Wellness Unit. The Division is responsible for the following collateral units: Peer Support, theSpecial Weapons and Tactics Team (SWAT), the Crisis Negations Team (CNT), the Firearms Training Team (FTT),and the Defensive Tactics Team (DTT).

Police 4
The Air Operations Section personnel respond to hundreds of calls for service and are often the ﬁrst oﬃcers onthe scene at critical and in-progress incidents. The section contributes signiﬁcantly to the safety of thecommunity and ﬁrst responders by providing an invaluable view from above.

The Traﬃc Section is responsible for providing general and directed traﬃc-related enforcement throughout theCity of Pasadena while routinely conducting grant-funded educational programs to prevent unnecessary deathsand injuries related to traﬃc collisions.

The Community Relations Section (CR) integrates the police department's community outreach and crimeprevention programs, including youth programs, into its mission. Personnel assigned to Community Relationsengage residents and business community members to prevent and reduce crimes and build lastingrelationships with those we serve. For example, programs such as the Police Activities League (PAL) further ourintervention goals through positive interactions between oﬃcers and the youth in the community. This youthcrime prevention program relies on educational, recreational, and athletic activities to create and promote suchpositive relationships.

The Pasadena City Jail is a full-service, Type 1 detention center with highly trained personnel. Thousands ofarrestees move through the facility each year while navigating the criminal justice system. The detention centerallows non-violent oﬀenders to serve their extended sentences through a weekend trustee program. Thisprogram enables the person to fulﬁll their court-ordered sentence while maintaining regular employmentresponsibilities.

Support Services Division
The Support Services Division plays a vital role in the Department's operations, overseeing key functions suchas Records Management, Property and Evidence, Emergency Communications, Police Technology, TechnologyPrograms and Projects, and Police Building and Fleet Management.

The Records Management Section is responsible for maintaining all police department records and supportingother divisions to ensure responsiveness to the community. As the ﬁrst point of contact for many citizens,Records Section personnel provide courteous and professional assistance. Their core duties include processingand distributing police and public records related to public safety activities and compiling NIBRS/CIBRSstatistical reports for the U.S. Department of Justice and the State of California Department of Justice.

The Property and Evidence Section ensures the proper chain of custody and disposition of all evidence,safekeeping, and found property. This section plays a crucial role in the criminal justice process, contributing tothe Department's quality of service. Its operations have grown more complex due to mandates, hazardousmaterial storage, biological/DNA preservation, digital media evidence, security, and custody protocols.

The Emergency Communications Section operates a 24/7 telecommunications center, serving as Pasadena'sprimary answering point for 9-1-1 emergency calls and police dispatch. Dispatchers manage emergency andnon-emergency calls, monitor police radio channels, and oversee various communication systems, includingVoIP phones, landlines, mapping, and Text to 9-1-1. Acting as the vital link between the community and policeoﬃcers, the center ensures swift and eﬀective emergency response.

The Police Civilian Commander oversees Police Technology Programs and Projects and Building and FleetManagement. Responsibilities include procuring and managing software and devices with key programs such asBody Worn Cameras, In-Car Video, License Plate Readers, Racial and Identity Proﬁling Act (RIPA) compliance,Computer-Aided Dispatch, and Records Management Systems. Technology projects are coordinated with theCity's Department of Information Technology (DoIT). Building management involves collaborating with PublicWorks for maintenance and repairs, while ﬂeet management covers vehicle procurement, outﬁtting,maintenance, and repairs in partnership with Public Works Fleet Management.

Police 5
Department Relationship to City Council Goals
Ensure Public Safety
The Department directly supports the City Council's Goal to Ensure Public Safety. It accomplishes this directiveby providing eﬀective quality service in neighborhoods, commercial centers, and business districts. The policedepartment managed 103,095 Calls for Service over the calendar year 2024. The Department continues toenhance Community Service Area Policing by developing improved and innovative methods to stay connected.The Department achieves this goal by building relationships as we continue our commitment to the Pasadenacommunity. The Department is committed to best practices to promote eﬀective crime reduction while buildingpublic trust and safeguarding oﬃcer well-being.

The Community Relations Section was nationally recognized by the Neighborhoods USA Best NeighborhoodProgram for Social Revitalization through its innovative Citizen's Police Academy en español, which providesopportunities for Pasadena's diverse community to participate in Community Policing and share their ideas,values, and experiences to build partnerships and solve problems.

The Department continues to maximize the service it provides to the community by continuing its regionalpartnerships with the following agencies: The Foothill Air Support Team, U.S. Marshals Paciﬁc SouthwestRegional Fugitive Task Force, Los Angeles Interagency Metropolitan Police Apprehension Crime Task Force (LAIMPACT), the Los Angeles Regional Internet Crimes Against Children Task Force, the Taskforce for RegionalAuto Theft Prevention (TRAP) and Los Angeles County Department of Mental Health.

Fiscal Year 2025 Accomplishments
In FY 2025, the Police Department achieved several key accomplishments aimed at enhancing leadership andoperational eﬃciency. One signiﬁcant initiative was the assessment of leadership and Field Training Oﬃcers tofoster the development of personnel from recruits up to the Chief of Police.

The Department made several technological advancements, including procuring and deploying a Cell SiteSimulator, Speed Data Readers, and FARO 3D scanners. The Cell Site Simulator system is an invaluable tool toaid investigators with investigative follow-up on violent and property crimes committed in the City of Pasadenaand neighboring jurisdictions. Speed Data Readers assist traﬃc oﬃcers with speed enforcement in residentialand business districts. Lastly, FARO scanners are essential for accurate crime scene and accidentreconstruction, aiding in evidence preservation, analysis, and courtroom presentations.

Additionally, the Department upgraded two helicopter searchlights to Trakka LED lights. These new lightsreplace outdated incandescent bulbs, reducing the aircraft's weight and minimizing light pollution. TheDepartment also renewed its contract for the SoundThinking gunshot detection system, ensuring a rapid policeresponse to gunﬁre incidents.

To enhance operational capabilities, the Department transitioned to newer models of Axon body-worn camerasand the Axon TASER 10. The Axon Body 4 (AB4) cameras and the Axon Performance BWC metrics system oﬀerbi-directional communication capabilities, including location services, real-time footage upload, and livestreaming. The Axon TASER 10 features improved accuracy and eﬀectiveness, with individually targeted probes,enhanced velocity, and a range of 45 feet.

The Department secured a grant to acquire a Mobile Tactical Training House, which will assist training staﬀ increating realistic scenarios for oﬃcer training focused on de-escalation techniques. This training tool allowsinstructors to reconﬁgure the house for various scenarios, exposing oﬃcers to new and unpredictable trainingenvironments in a single session. Recognizing the need for better support for civilian employees, theDepartment created four new civilian positions to promote leadership and career advancement. Additionally, a Police 6
sworn Fleet Management Sergeant position was established to support the Support Services DivisionCommander in managing and procuring the police ﬂeet.

Recruitment
the Employment Services Unit worked diligently to hire ﬁve lateral sworn police oﬃcers, seven police trainees,three park safety oﬃcers, and eighteen professional staﬀ who are now proudly serving the City of Pasadena. Asrecruitment continues to be challenging for law enforcement throughout the country, Employment Servicesincreased the number of collateral recruitment team members and recruitment events, focusing on southernCalifornia colleges, military bases, and special events in Pasadena and the San Gabriel Valley to ﬁnd qualitylocal police oﬃcer candidates. Additionally, Employment Services utilized iHeart Media and geofencingtechnology to reach a broader talent pool. New protocols were implemented to ensure the Department hiresquality, qualiﬁed police trainees by restructuring the testing and background process and developing a pre-academy program for Pasadena residents interested in starting a law enforcement career at the PasadenaPolice Department. The program will provide Pasadena residents with the tools and resources to prepare toenter a police academy and graduate successfully.

Street Crime Unit
The Department's Contemporary Rebranding initiative resulted in the formation of the Street Crime Unit (SCU).The SCU is a result of combining our Criminal Intelligence Unit with our Neighborhood Action Team to add acommunity element to our gang intelligence and enforcement eﬀorts. SCU has been highly eﬀective. In 2024,SCU recovered 44 ﬁrearms and arrested 134 criminal street gang members and narcotics dealers. Theirunwavering eﬀorts played a pivotal role in achieving a substantial reduction in gang-related shootings andensuring there were no gang-related homicides in 2024.

Field Training Oﬃcer Program (FTO)The Department's Field Training Oﬃcer (FTO) Program continues evolving to enhance oﬃcer preparedness andcommunity engagement. New oﬃcers are required to complete eight-hour engagement sessions at theFlintridge Center and the Impact House, where they interact with community members who have faced complexlife challenges. These sessions provide valuable insight into the diverse populations our oﬃcers serve, fosteringempathy and a deeper understanding of the community.

In March 2025, the Department began independently assessing the FTO Program. Savage Training Group, atrusted law enforcement training organization, was contracted to conduct the assessment. The assessmentteam consists of active law enforcement professionals from other agencies, each with extensive experience inﬁeld training programs. One of the assessors is a California Peace Oﬃcers Standards and Training (POST) FTOsubject matter expert and quality assessment auditor, ensuring the review is guided by the highest professionalstandards. Their collective expertise in modern FTO methodologies and best practices will comprehensivelyevaluate the program's eﬀectiveness. Once completed, the Department will review the ﬁndings and implementnecessary enhancements to ensure our newly hired oﬃcers receive the highest quality training, equipping themto serve the community best.

Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Budget of $121,420,884 is $10,342,122 or 9.3 percent higher than the FY 2025Adopted Budget. The increases to the Recommended Budget can be attributed to personnel cost increases asdiscussed below. Supplies and services increased to right-size utility costs that are charged to the department.Internal Service costs increased as they pass through their increased personnel and supply costs.

Personnel
Police 7
A total of 382.25 FTEs is included in the FY 2026 Recommended Budget, which is the same as the FY 2025Adopted Budget. Personnel appropriations of $101,841,682 is $8,782,557 or 9.4 percent higher than the FY2025 Adopted Budget. This increase is due to negotiated salary increases, compensation and classiﬁcationstudy, step increases, overtime and comp time cash outs, stand by pay, worker's compensation and generalliability increases.

Year-Over-Year Budget Changes
General Fund - 101
The General Fund of $111,285,954 is $10,264,751or 10.2 percent higher than the FY 2025 Adopted Budget. Themain drivers are increased personnel costs and internal service charge costs.

Other Funds
The Los Angeles Interagency Metropolitan Police Apprehension Crime Task Force Fund (104) remains ﬂatcompared to the FY 2025 Adopted Budget. Foothill Air Support Team Fund (108) increased by 5.4 percent,which can be attributed to increased personnel costs, helicopter insurance and fuel costs. The SupplementalLaw Enforcement Fund (201) has a .7 percent increase to the budget as compared to the FY 2025 AdoptedBudget. This is to ensure expenses do not exceed revenue for the fund. The Public Safety Augmentation Fund(202) budget has increased by 1.2 percent as compared to the FY 2025 Adopted Budget. This fund is beingmonitored closely to ensure expenses do not exceed current fund balance. The Asset Forfeiture Fund (207)budget has increased by 4 percent as compared to FY 2025 Adopted Budget. This can be attributed toincreases in contracts for the purchases of materials and supplies. The Homeland Security Grant Fund (230)remains ﬂat as compared to the FY 2025 Adopted Budget. General Fund Projects Fund (105) is remaining ﬂat ascompared to the FY 2025 Adopted Budget.

Future Outlook
The Police Department is focused on community engagement, crime reduction, enhanced life quality, andemployee wellness. We actively invest in Community partnerships and commit to maximum performance eﬀortsto achieve improved outcomes. We strive to provide the most comprehensive policing services possible usingstrategies to include the three "3-E Mode:" focusing ﬁrst on Education and Engineering and relying onEnforcement as a last resort. We will put forth maximum eﬀort to remain attentive to community needs andservice expectations. Capitalizing on emerging policing technology will enhance our service deliverycapabilities while optimizing available tools and improving desired skill sets.

We will apply eﬀective decision-making in arriving at overall best practices to enhance public safety, public trust,and Department buy-in relative to the "Contemporary Rebranding" of the Pasadena Police Department. We aimto fully embrace and personify the tenets of "The Pasadena Way." As we approach FY 2026, the Department's Contemporary Rebranding eﬀorts will prioritize recruitment andretention, the establishment of an Active Intelligence Center, enhancements to Air Operations, and technologyupgrades for our police vehicles.

We will continue our local recruitment initiatives at events, schools, and universities in an eﬀort to attractprospective employees from Pasadena and surrounding communities. As new sworn oﬃcers complete theirtraining, the Department will increase staﬃng in specialized roles, such as detectives and the traﬃc bureau.

A key priority is the creation of an Active Intelligence Center (AIC). This technology-driven center will supportlaw enforcement operations by providing real-time data, intelligence, and situational awareness for oﬃcers in Police 8
the ﬁeld. The AIC aims to enhance public safety, improve oﬃcer safety, and promote the more eﬃcient use ofpolice resources.

The Department plans to acquire much-needed helicopters to replace the aging airships currently in service.Additionally, our police vehicles will be equipped with modern mobile audio and video equipment and mobiledata computers that oﬃcers can use both inside their cars and in the ﬁeld to streamline report writing and dataentry.

To improve PD Fleet Operations, we will add an on-site mechanic to expedite routine and minor maintenanceissues, thereby reducing delays and oﬃcer downtime. Furthermore, a senior dispatch position within theDispatch Call Center will be created to provide leadership and oﬀer upward mobility opportunities for civilianstaﬀ.

The Department aims to have the Mounted Enforcement Unit (MEU) fully operational, with oﬃcers assigned tothe unit as collateral duty. The MEU will enhance ﬁeld deployments, promote public safety, and foster positiverelationships within the community.

The Police Department’s future focus will be on rebuilding the Pasadena Police Department range and trainingfacility, as well as preparing for the LA28 Olympic and Paralympic games and the expansion of regional trainingopportunities.

Police 9
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $90,612,112 $93,059,125$93,790,814 $101,841,68291 - Services & Supplies$8,580,508$8,573,696$8,801,392 $9,100,86792 - Capital Outlay $2,174,592$317,000$1,814,997 $145,00093 - Internal Srvc Chrg$8,858,290$9,128,941$9,128,941 $10,333,33594 - Debt Service $694,087 – – $0EXPENSES TOTAL $110,919,589$111,078,762$113,536,144 $121,420,884 Summary of Appropriations by Division
Expenses3301 - Chief of Police$11,172,086$8,408,495$9,264,421 $9,330,4943302 - Field Operations$42,301,302$44,314,983$44,413,121 $49,244,1753304 - Support Services$17,396,514$18,986,968$19,243,076 $21,319,2793305 - Special Operations$19,643,192$19,360,647$20,800,545 $20,982,0693307 - Criminal Investigations$20,406,495$20,007,669$19,814,981 $20,544,867EXPENSES TOTAL $110,919,589$111,078,762$113,536,144 $121,420,884 Summary of Appropriations by Fund
Expenses101 - General Fund $100,318,066$101,021,203$102,770,855$111,285,954104 - L. A. Impact Fund $16,760 $74,999 $74,999 $74,999105 - General Fund Projects Fund$3,325,870$4,200,000$4,200,000 $4,200,000106 - New Years Day Genl Fund Events$1,920,281$1,906,875$1,906,875 $1,906,875108 - Foothill Air Support Team Fund $490,150$446,352$545,037 $470,388201 - Supplemental Law Enforcement F$379,157$398,269$398,269 $400,970202 - Public Safety Augmentation Fun$2,251,400$2,294,137$2,294,137 $2,321,318207 - Asset Forfeiture Fund $1,624,703$591,927$987,930 $615,380230 - Homeland Security Grant Fund$593,203$145,000$358,042 $145,000EXPENSES TOTAL $110,919,589$111,078,762$113,536,144 $121,420,884 Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedCriminal Investigations84.35 66.3 66.3 63.8Special Operations 71.5 84.5 84.5 84.5Support Services 55.55 54.55 54.55 55.55Field Operations 142.85 151.9 151.9 153.4Chief of Police 24 25 25 25378.25 382.25 382.25 382.25 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Police 10
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$2,508,897 – – $0802300 - Auto Allowance $23,850 $21,600 $21,600 $30,000805000 - Benefits $10,498,400$9,008,059$9,008,059 $9,962,978805800 - Benefits Admin. $247,092$258,418$258,418 $295,649805900 - CellPhone/SmartPhone Stipend$70,440 $71,040 $71,040 $72,000804000 - City Portion-PERS$2,562,253$3,173,936$3,173,936 $3,272,575804200 - City Portion-SPERS$14,844,506$16,343,421$16,343,421 $18,626,645804500 - Dental Insurance$253,334$329,398$329,398 $320,495806000 - EE Parking Permits - ER Paid$187,980$165,780$165,780 $163,620801300 - FirePolice Post-Retire Med Ben$881,248$906,496$906,496 $922,642803100 - General Liability$3,181,772$3,002,846$3,002,846 $4,782,639801600 - Holiday Schedule Pay - SPERS$385,660$750,576$750,576 $750,576804400 - Life Insurance $15,833 $17,634 $17,634 $17,175804700 - Long Term Disability $16,932 $20,012 $20,012 $19,717804900 - Medical $4,550,088$6,019,512$6,019,512 $6,486,056804600 - MediCare City Contribution$677,673$654,258$654,258 $691,229803700 - Miscellaneous Pay$556,399$100,000$100,000 $200,000801000 - Non Benefit Employees$379,207 – – $0801100 - Overtime Pay $7,980,571$5,859,171$6,590,860 $6,101,844801200 - Overtime Subject To PERS $128,394$146,365$146,365 $146,365802400 - Personal Devlpmnt Allowance $58,600 $60,600 $60,600 $60,600801400 - Position Coverage$3,038,754$1,329,592$1,329,592 $1,409,368801800 - PST-Part Time Employees-PARS $352,333$429,324$429,324 $449,273800500 - Regular Pay - PERS$7,604,507$7,877,005$7,877,005 $8,487,787800800 - Regular Pay - SPERS$27,094,662$28,155,184$28,155,184 $29,981,090805300 - Severance Pay$13,445 – – $0802700 - Workers' Compensation$7,517,076$8,358,898$8,358,898 $8,591,35990 - PERSONNEL TOTAL $90,612,112 $93,059,125$93,790,814$101,841,68291 - Services & Supplies824000 - Principal Exp (Leases GASB 87)$235,028 – – $0824300 - Interest Exp (Leases GASB 87)$4,273 – – $0819500 - Contra Lease Expense (GASB 87)-$259,058 – – –819600 - Contra SBITA Expense (GASB 96)-$694,087 – – –818000 - Billed Costs $27,311 $11,850 $11,850 $11,850816300 - City Cost Abatement $17,440 $17,440 $17,440 $17,440812700 - Conf & Mtgs-City Departments$541,100$377,158$384,597 $377,158812400 - Dues And Memberships $11,025 $6,235 $6,235 $6,235814200 - Electric $35,588 $2,141 $2,141 $36,000810900 - Equip Purchases Under $10k$363,423$264,793$362,931 $264,793813800 - Gas/Fuel $50,158 $35,018 $35,018 $43,000813700 - Gasoline and Lubricants$175,343$205,758$205,758 $209,553815600 - Insurance $913,125$1,212,782$1,212,782 $1,518,896810500 - Lease Payments$80,175 $108,557$108,557 $108,557811200 - Legal and Other Advertising $3,248 – – $0810100 - Materials And Supplies $796,544$800,464$567,609 $601,607823900 - Non-Lease Component$19,361 – – $0811400 - Other Contract Services$5,401,549$4,942,122$5,167,759 $5,218,227811000 - Outside Printing & Duplicating$783 – – $0811300 - Photo Copy Machine Maint$49,978 $52,000 $52,000 $52,000814400 - Postage $11,449 $11,240 $11,240 $11,240 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Police 11
828800 - Recruitment $3,506 – – $0814100 - Refuse Collection$20,081 $16,582 $16,582 $20,000819100 - Self-Insured Retention$5,380 $4,284 $4,284 $0812500 - Special Civic Events$1,300 $1,359 $1,359 $1,359814000 - Telephone $152,225 $61,069 $61,069 $146,500813000 - Training Costs $38,165 – – $0810300 - Uniforms $231,764$110,396 $239,733 $113,472821800 - Vehicle Rental/Lease $341,472$330,826$330,826 $340,130813900 - Water $2,858 $1,622 $1,622 $2,85091 - SERVICES & SUPPLIES TOTAL $8,580,508$8,573,696$8,801,392 $9,100,86792 - Capital Outlay850500 - Automotive Equipment$66,043 – – $0850900 - Cap Outlay-Subscription Asset $326,466 – – $0850400 - Equipment $1,782,084$317,000$1,814,997 $145,00092 - CAPITAL OUTLAY TOTAL $2,174,592$317,000$1,814,997 $145,00093 - Internal Srvc Chrg864300 - CAP Allocation Expense$137,544$141,888$141,888 $161,467861500 - IS-Auto Body Repair-$651 $2,635 $2,635 $2,278862000 - IS-Building Preventive Mainten$131,664$131,349$131,349 $0863000 - IS-DoIt Applications Basic$1,176,446$1,225,473$1,225,473 $1,303,631863600 - IS-DoIt Desktop Rplcmnt Prog$121,803$126,552$126,552 $147,840862400 - IS-DoIt Entrprs ComputingBasic$729,278$747,763$747,763 $782,245863200 - IS-DoIt GIS Basic$112,635 $117,206 $117,206 $123,471862700 - IS-DoIt NetworkSuppDirectSrvc$4,947 $4,532 $4,532 $4,532861900 - IS-DoIt NetworkSupportBasic$387,843$464,545$464,545 $483,413863100 - IS-DoIt Program Mgmt Basic$249,861$260,060$260,060 $278,036861300 - IS-DoIt Radio Basic$348,563$399,255$399,255 $433,033862100 - IS-DoIt Radio Direct– $21,114 $21,114 $21,114861200 - IS-DoIt Service Center Basic$395,676$399,199$399,199 $453,886860900 - IS-DoIt Telephone Basic $207,601$205,234$205,234 $318,357862200 - IS-DoIt Telephone Usage $57,861 $44,275 $44,275 $0861600 - IS-Fleet Maint-Equip Maintenan$1,309,325$1,184,247$1,184,247 $1,437,686861700 - IS-Fleet Maint-Equip Replaceme$865,082$922,309$922,309 $1,058,502861800 - IS-Fleet Maint-Fuel$502,654$538,690$538,690 $712,651860500 - IS-Houskeeping Services$418,055$441,671$441,671 $516,732860300 - IS-Lockshop – $2,060 $2,060 $2,060862600 - IS-Mail Direct Request$30 – – $0860700 - IS-Printing $72,015 $124,283$124,283 $124,283863400 - IS-Security Srvcs at CityHall$59,914 $58,142 $58,142 $56,661860100 - IS-Structural Maintenance$1,050,322$1,060,555$1,060,555 $1,375,428860200 - IS-Tenant Improvements$98,051 $30,898 $30,898 $30,898860400 - IS-Utilities & Insurance-Hsekp$421,771$475,006$475,006 $505,13193 - INTERNAL SRVC CHRG TOTAL $8,858,290$9,128,941$9,128,941 $10,333,33594 - Debt Service824100 - SBITA Principal Expenditure$630,975 – – $0824400 - Interest Expense SBITA $63,111 – – –94 - DEBT SERVICE TOTAL $694,087 – – $096 - Operating ExpenseEXPENSES TOTAL $110,919,589$111,078,762$113,536,144 $121,420,884 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Police 12
Organizational Chart

CITY OF PASADENA
Public Health
Recommended Operating Budget - Fiscal Year 2026
Public Health 1
Mission Statement
The Pasadena Public Health Department is dedicated to protecting and advancing equitable and optimal healthoutcomes for all who live, work, learn, and play in Pasadena. Our vision is everyone thriving in communitiesdesigned for health and well-being. The Department incorporates “North Stars” as guiding principles togenerate, evaluate, and amplify everything that we do. Our North Stars are:

We Fight for EquityWe Spark JoyWe Meet You Where You AreWe Create PossibilityWe Are All In This Together Program Description
Since 1892, the Pasadena Public Health Department has delivered public health services to the residents andvisitors in Pasadena. The City of Pasadena is one of three cities in the State of California that maintains its ownindependent local health jurisdiction, allowing the City to design public health programming to best address itslocal needs. The Department is nationally accredited and provides a range of services exemplifying the corepublic health functions of assessment, policy development, and assurance. The Department is responsible forpromoting a healthy community through legally mandated services, conducting essential public healthfunctions, enforcing the State Health and Safety Code, and administration of other policies, statutes, regulationsand prevention-based programming. To meet the needs of Pasadena’s diverse community, the Department usesthe U.S. Department of Health and Human Services’ Healthy People 2030 measures as benchmarks to identifyhealth improvement priorities, in addition to collecting local input to reﬁne those priorities. The Departmentpublishes the Pasadena Community Health Improvement Plan to catalyze collaborations across communitiesand sectors working on collective impact, and to develop policy that changes systems or environments toimprove community health. The Department programs promote policies, systems, and overall communityconditions that enable optimal health for all and seek to remove systemic and structural barriers that haveresulted in health inequities.

The Pasadena Public Health Department follows the 10 Essential Public Health Services to protect and promotethe health of all people in all communities:

Working with local, regional, state, and federal partners and stakeholders, the Department championsinterventions and strategies that resolve public health problems and create long-term, sustainableimprovements in the community’s health.

Assess and monitor population health status, factors that inﬂuence health, and community needs andassets1.

Investigate, diagnose, and address health problems and hazards aﬀecting the population2.Communicate eﬀectively to inform and educate people about health, factors that inﬂuence it, and how toimprove it3.

Strengthen, support, and mobilize communities and partnerships to improve health4.Create, champion, and implement policies, plans, and laws that impact health5.Utilize legal and regulatory actions designed to improve and protect the public’s health6.Assure an eﬀective system that enables equitable access to the individual services and care needed tobe healthy7.

Build and support a diverse and skilled public health workforce8.Improve and innovate public health functions through ongoing evaluation, research, and continuousquality improvement9.

Build and maintain a strong organizational infrastructure for public health10.

Public Health 2
Department Relationship to City Council Goals
Support and Promote the Quality of Life and Local Economy In 2023, the Department published the Pasadena Community Health Improvement Plan (CHIP), which is aprioritization of health goals for all community partners to work toward, in a strategic, coordinated fashion. TheCHIP was developed with broad community input and includes seven priority areas: Improve the health,function, and quality of life of older adults; Improve the healthy development and well-being of adolescents andyoung adults; Reduce chronic diseases by creating environments and policies that support healthy and activeliving; Improve the well-being of parents, infants, children, and families with a focus on health equity; Reducesubstance abuse, and decrease risk factors that promote use among high-risk groups; Reduce eﬀects ofpsychological distress by supporting access to mental health services; and Support housing and homelessservices. CHIP goals will continue to guide the collective work of all health partners within Pasadena. The PublicHealth Department will continue its role as a backbone organization for development and revision of the CHIP,on behalf of all interested in health improvement, in the Greater Pasadena area.

Maintain Fiscal Responsibility and Stability
The Department continues to develop and implement mechanisms and systems to collect ﬁnancial data, identifyareas needing attention, and make sound management decisions. The Department is focused on maintainingcore public health services for the community through maximization of grant billings, identifying new fundingstreams, and managing grant programs eﬀectively.

Ensure Public Safety
In addition to ongoing COVID-19 reporting, investigations and community guidance, the Department continuesto conduct communicable disease control and surveillance for other infectious risks to maximize communityprotection from disease-related illness and mortality. The Department continues to address disease risks (e.g.,dengue, Ebola, inﬂuenza, multi-drug resistant organisms, mpox, measles). Additionally, the Department wasessential to the Eaton Fire response and continues disaster recovery support, including public guidance.

Fiscal Year 2025 Accomplishments
In FY 2025, the Department:

Eaton Fire ResponseCoordinated the safe evacuation of more than 8 skilled nursing and 22 assisted living facilities to thePasadena shelter and ensured proper bed placement with licensing agencies.To further safeguard evacuated residents, the Department ensured these residents were transferred intoappropriate care facilities within 48 hours of shelter arrival.Delivered 24/7 medical care to 1,100 residents at the shelter until the American Red Cross assumedoperational control.The Department then provided infection prevention and control guidance and support to the AmericanRed Cross to end a norovirus outbreak and isolate new cases of COVID-19 and inﬂuenza amongresidents at the shelter.Coordinated a point of distribution (POD) site over ﬁve days to distribute 148,000 face masks and severalthousand pallets of bottled water to the community.Facilitated the safe repopulation of evacuated long-term care facility residents.Issued a local health emergency, prepared press releases, health oﬃcer orders, health education materials,and numerous social media posts to inform and protect public health.The Department also hosted virtual reopening information sessions for long-term care facilities,restaurants, and early childhood education centers.

Public Health 3
Family and Childhood SupportIssued over 53,500 monthly food beneﬁts to individuals participating in the Women, Infants, and Children(WIC) Program.Provided over 12,000 contacts, books, and developmental handouts through the Little-by-Little SchoolReadiness Program.

Communicable Disease Prevention and ControlOver 5,800 communicable disease investigations.Investigated over a dozen outbreaks that have spanned across educational and clinical settings andrestaurants and has included foodborne, healthcare-associated and respiratory diseases.Investigated over 1,250 cases of COVID-19 and almost 30 COVID-19 outbreaks.Managed outbreaks at the wildﬁre evacuation shelter including 104 norovirus cases, 59 inﬂuenza/inﬂuenza-like illness cases, and 56 COVID-19 cases.Investigated a measles case and conducted contact tracing at two exposure sites with over 90 contacts.Investigated a H5N1 exposure with 54 close contacts and conducted ﬁeld-testing at a veterinary emergencyhospital.Administered over 1,200 immunizations.

Support for Those Experiencing HomelessnessProvided over 2,000 meals, 1,900 showers, and 950 loads of laundry for people experiencinghomelessness.Provided 230 ﬁeld-based health screenings through Pasadena Outreach Response Team (PORT).Responded to 600 9-1-1 dispatch calls related to people experiencing homelessness reducing the need forlaw enforcement response.Supplied over 90 doses of Narcan and provided Narcan education to people experiencing homelessness.

Facilities Health Inspections and Food Safety ProtectionConducted over 2,280 routine inspections of restaurants, markets, hotels, pools, tattoo facilities, schools,and massage establishments.Investigated nearly 275 complaints related to food handling, vermin infestation, tobacco use, lead paint, andpool sanitation.

Support for HIV TreatmentProvided access to treatment medication assistance for over 160 clients living with HIV.

New grant to be launched in FY 2026: Promotores Program – funding supported by the Good Hope Medical Foundation through June 2026, withan award value of $155,000. These funds will be used to reach Pasadena residents that areunderinsured/uninsured, low-income, and have limited access to health resources. The Promotores programwill provide healthcare navigation assistance, referrals to health services, and targeted health literacyresources to families.

The Department co-leads the Pasadena Elderly and Dependent Adult Liaisons Committee, a City eﬀort to takelocal action where possible to maintain required standards at long-term care facilities and advocate forimproved regulation by state and county agencies. The Department coordinates citywide eﬀorts to recognizeWorld Elder Abuse Awareness Day in June each year to improve understanding of elder abuse and neglect ofolder persons and raise awareness of the cultural, social, economic, and demographic factors that increase thepotential for elder abuse and neglect.

Public Health 4
Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Budget of $19.47 million is $2.06 million less or 9.6% percent lower than the FY2025 Revised Budget.

Personnel
A total of 102.40 FTEs are included in the FY 2026 Recommended Budget, a net decrease of 16.42 FTEs fromthe prior ﬁscal year Revised Budget. Changes in staﬃng are related to grant funding that is ending.

Year-Over-Year Budget Changes
Health Fund - 203
To achieve its mission, the Department receives health realignment funds (a share of state-wide sales tax andmotor vehicle license fee) from the state and pursues federal, state, county and private foundation grants tooﬀer various programs to address community health needs. Unfortunately, state health realignment funding hasremained relatively ﬂat and has not kept pace with standard increases in personnel costs. In addition, grantfunding does not adequately cover the costs required for the city to deliver public health programs. The City iscurrently seeking FEMA Public Assistance reimbursement for COVID-19 and Eaton Fire response expenditures;however it is uncertain when the revenue will be received.

In FY 2026, the City will continue to provide General Fund support to violence intervention eﬀorts for gangoutreach and violence interruption services at a value of $300,000. The General Fund will maintain support ofthe Local Enforcement program established in FY 2024, with nearly $90,000 in appropriations. The LocalEnforcement program provides Environmental Health staﬃng to enforce compliance of Public Municipal CodesTitles 6, 8, and 9. Additionally, the General Fund will maintain supported appropriations of nearly $77,000 forstaﬃng within the Animal Care and Control program for the support of coyote complaints, education andoutreach for enhanced community engagement. The General Fund will also support $987,000 in appropriationsfor additional costs related to PORT Fireﬁghters and general operational overhead expenses.

Future Outlook
The Department will continue to implement its Strategic Plan that was developed in FY 2024. These activitiesare important to ensure alignment with national best practices in public health and support the Department’sstrategic goals for continuous quality improvement and workforce development. The Department will continueto seek grant funding to support work on all the goals and objectives in the Pasadena Community HealthImprovement Plan.

Public Health 5
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $13,655,968$14,500,729$14,600,729 $13,777,09891 - Services & Supplies$4,609,655$4,020,302$4,315,999 $3,038,18792 - Capital Outlay $23,313 – – $093 - Internal Srvc Chrg$2,347,388$2,663,458$2,614,058 $2,658,15694 - Debt Service $50,198 – – $0EXPENSES TOTAL $20,686,521$21,184,489$21,530,786 $19,473,441 Summary of Appropriations by Division
Expenses2301 - Health Administration $5,819,255$6,398,525$6,644,822 $7,026,5112302 - Environmental Health$2,321,722$2,534,248$2,534,248 $2,662,7782303 - Social and Mental Health Serv$4,451,322$4,222,768$4,222,768 $2,662,0282304 - Community Health Services$4,009,598$4,385,228$4,485,228 $4,023,4722305 - Health Policy and Promotion$1,561,450$1,842,779$1,842,779 $1,882,2032306 - Epidemiology and Disease Contr$2,523,175$1,800,941$1,800,941 $1,216,449EXPENSES TOTAL $20,686,521$21,184,489$21,530,786 $19,473,441 Summary of Appropriations by Fund
Expenses101 - General Fund $378,449$522,098$522,098 $499,110106 - New Years Day Genl Fund Events$790 – – $0203 - Health Fund $20,292,282$20,662,391$20,948,688 $18,974,331230 - Homeland Security Grant Fund$15,000 – $60,000 $0EXPENSES TOTAL $20,686,521$21,184,489$21,530,786 $19,473,441 Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedCommunity Health Services26.81 30.49 31.49 27.43Epidemiology and Disease Contr26.21 13.1 13.1 8.16Social and Mental Health Serv22.965 17.38 17.38 10.05Health Administration 31.175 26.26 26.26 26.19Environmental Health 15.95 17 17 16.9Health Policy and Promotion14.59 13.59 13.59 13.67137.7 117.82 118.82 102.4 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Public Health 6
Appropriations by Line Item (Expense)
Expenses90 - Personnel802300 - Auto Allowance $6,125 $9,300 $9,300 $6,900805000 - Benefits $1,497,553$1,759,968$1,759,968 $1,620,340805800 - Benefits Admin. $90,739 $78,844 $78,844 $95,655805900 - CellPhone/SmartPhone Stipend$37,790 $33,924 $33,924 $27,841804000 - City Portion-PERS$2,496,797$2,940,086$2,940,086 $2,635,679804200 - City Portion-SPERS$4,403 – – $0804500 - Dental Insurance$70,994 $87,477 $87,477 $76,531806000 - EE Parking Permits - ER Paid$1,860 $2,640 $2,640 $1,320803100 - General Liability$43,535 $49,680 $49,680 $70,486804400 - Life Insurance $3,785 $3,998 $3,998 $3,413804700 - Long Term Disability $4,856 $6,073 $6,073 $4,922804900 - Medical $1,373,344$1,642,611 $1,642,611 $1,651,021804600 - MediCare City Contribution$110,322 $134,092$134,092 $124,901803700 - Miscellaneous Pay$14,179 – – $0801100 - Overtime Pay $19,832 $3,550 $3,550 $23,800802400 - Personal Devlpmnt Allowance $40,813 $36,922 $36,922 $36,656801800 - PST-Part Time Employees-PARS $210,757$272,798$272,798 $173,537800500 - Regular Pay - PERS$7,402,066$7,134,948$7,234,948 $6,866,046800800 - Regular Pay - SPERS$4,256 – – $0802700 - Workers' Compensation$221,963$303,818$303,818 $358,05090 - PERSONNEL TOTAL $13,655,968$14,500,729$14,600,729 $13,777,09891 - Services & Supplies824000 - Principal Exp (Leases GASB 87)$28,779 – – $0824300 - Interest Exp (Leases GASB 87)$1,821 – – $0819500 - Contra Lease Expense (GASB 87)-$30,770 – – –819600 - Contra SBITA Expense (GASB 96)-$50,198 – – –823000 - Advertising $2,000 $5,250 $5,250 $5,500810800 - Computer Related Supplies$3,458 $1,440 $10,840 $0812700 - Conf & Mtgs-City Departments$105,877$146,883$148,383 $123,882811500 - Consultant Services$344,111 $331,227$331,227 $320,000812400 - Dues And Memberships $55,694 $25,254 $26,894 $25,450812900 - Education $12,630 $15,000 $15,000 $10,000810700 - Equipment Lease Payments$4,270 $6,000 $12,920 $12,915810900 - Equip Purchases Under $10k$16,569 $20,000 $24,000 $0814900 - Fiscal Agent/Bank Fees & Chgs$9,519 $8,482 $8,482 $8,482823600 - Fleet Contract Repairs– $4,000 $4,000 $4,000813100 - Health Grants-Special Needs$18,052 $54,764 $52,964 $42,426815600 - Insurance $326,084$353,576$353,576 $448,446810500 - Lease Payments$66,780 $169,500$167,000 $0811200 - Legal and Other Advertising $269 – – $0810100 - Materials And Supplies $361,506$345,992$393,491 $318,200812800 - Mileage $9,139 $20,433 $21,233 $24,308810400 - Nutrition Education Materials– $1,300 $1,300 $500811400 - Other Contract Services$3,237,532$2,383,179$2,601,742 $1,597,014811000 - Outside Printing & Duplicating$4,561 $3,820 $7,255 $3,230821200 - Permits and Fees$6,106 $9,375 $9,375 $5,900811300 - Photo Copy Machine Maint$19,749 $19,513 $12,593 $13,903814400 - Postage $7,542 $12,163 $11,723 $10,210830700 - Prfsnl License&Cert fReimbmnt$3,341 $12,462 $12,462 $3,836817700 - Program Expenditures$700 $5,000 – $0 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Public Health 7
813500 - Reference Matls Subscriptions$1,300 $300 $300 $300814100 - Refuse Collection$12,562 $12,000 $12,000 $18,000813000 - Training Costs $18,869 $28,389 $46,989 $32,685821800 - Vehicle Rental/Lease $11,802 $25,000 $25,000 $9,00091 - SERVICES & SUPPLIES TOTAL $4,609,655$4,020,302$4,315,999 $3,038,18792 - Capital Outlay850800 - Cap Outlay-Lease Intangb Asset $23,313 – – $092 - CAPITAL OUTLAY TOTAL $23,313 – – $093 - Internal Srvc Chrg864300 - CAP Allocation Expense$319,188$329,269$329,269 $338,531861500 - IS-Auto Body Repair– $511 $511 $0862000 - IS-Building Preventive Mainten$60,516 $60,371 $60,371 $0863000 - IS-DoIt Applications Basic$202,613$230,437$230,437 $267,666863600 - IS-DoIt Desktop Rplcmnt Prog$46,689 $50,379 $50,379 $53,426862400 - IS-DoIt Entrprs ComputingBasic$223,576$223,999$223,999 $206,322863200 - IS-DoIt GIS Basic$10,709 $10,792 $10,792 $9,904861900 - IS-DoIt NetworkSupportBasic$153,092$180,693$180,693 $159,689863100 - IS-DoIt Program Mgmt Basic$90,360 $93,540 $93,540 $109,397861200 - IS-DoIt Service Center Basic$181,239$216,412$216,412 $208,671860900 - IS-DoIt Telephone Basic $61,604 $79,822 $79,822 $96,555862200 - IS-DoIt Telephone Usage $6,365 $4,973 $4,973 $0861600 - IS-Fleet Maint-Equip Maintenan$51,193 $45,862 $45,862 $54,591861800 - IS-Fleet Maint-Fuel$6,838 $6,036 $6,036 $10,502860500 - IS-Houskeeping Services$222,672$235,248$235,248 $275,229862600 - IS-Mail Direct Request$515 – – $0860700 - IS-Printing $32,088 $203,230$153,830 $18,994863400 - IS-Security Srvcs at CityHall$16,031 $14,024 $14,024 $20,540860100 - IS-Structural Maintenance$455,100$459,534$459,534 $595,966860200 - IS-Tenant Improvements$13,140 – – $0860400 - IS-Utilities & Insurance-Hsekp$193,860$218,326$218,326 $232,17393 - INTERNAL SRVC CHRG TOTAL $2,347,388$2,663,458$2,614,058 $2,658,15694 - Debt Service824100 - SBITA Principal Expenditure$48,632 – – $0824400 - Interest Expense SBITA $1,565 – – $094 - DEBT SERVICE TOTAL $50,198 – – $095 - Operat Transfer Out96 - Operating ExpenseEXPENSES TOTAL $20,686,521$21,184,489$21,530,786 $19,473,441 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Public Health 8
Organizational Chart

CITY OF PASADENA
Public Works
Recommended Operating Budget - Fiscal Year 2026
Public Works 1
Mission Statement
The Pasadena Department of Public Works, through our valued employees, preserves, maintains, and enhancesthe City’s infrastructure and natural resources in a sustainable manner 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 Department of Public Works maintains City streets, buildings, and vehicles; manages integrated wasteprograms and services; manages the City’s Service Center; and designs and manages construction of capitalimprovement projects. Speciﬁcally, the Department provides the following services:

Design of streets, sidewalks, bridges, traﬃc signals, streetlights, sanitary sewers, storm drainage systemsand park projects;Construction management for buildings, streets, bridges, streetlights, sidewalks, traﬃc signals, storm drains,sewers, and parks projects;Maintenance of the City’s urban forest, including tree care and planting;Preventative maintenance, replacement, and repair of vehicles and motorized equipment;Preventative maintenance of City buildings, including systems;Fuel purchasing and management;Security services at City Hall and City Yard;Janitorial services at over 39 facilities including City Hall, City Yard, and libraries;Maintenance of streets, sewers, and storm drains;Integrated waste management and recycling services to residents and businesses;Graﬃti abatement;Enforcement of Public Works code compliance regulations, which include public right-of-way violations, suchas abandoned bulky items, curbside dumping, and abandoned shopping carts;Management of public right-of-way usage through issuance of permits and imposition of conditionalrequirements on individuals and developers;Daily inspection of projects constructed within public right-of-way to ensure quality and adherence tospeciﬁcations and schedule;Preparation, management, and oversight of Operating and Capital Improvement Program (CIP) budgets; andOperation of the Citizen Service Center, mobile app, live chat, and web services to provide residentsinformation on City programs and services, respond to questions and complaints, create work orders, anddirect service requests to appropriate staﬀ and departments.

Department 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 ofimprovements 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 thepublic right-of-way; 3) provides new tree plantings to the City’s urban forest; and 4) provides repairs,preventative maintenance, and housekeeping services for City buildings and facilities.

Public Works 2
Increase Conservation and Sustainability
To promote conservation and sustainability, the Department: 1) provides refuse, recycling, and waste reductionprograms designed to achieve zero waste to landﬁlls and incinerators by 2040; 2) installs energy eﬃcientlighting and heating, ventilation, and air conditioning systems in City buildings; 3) operates a renewablecompressed natural gas (CNG) fuel station and promotes the purchase of hybrid and alternative fuel vehicles toreduce pollutants; 4) uses environmentally friendly cleaning products and practices in City buildings; 5) replaceshigh intensity discharge street light luminaries with energy eﬃcient luminaries; and 6) paves City streets withrubberized 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 theupkeep of City buildings, streets, and public trees; 2) operates the City Service Center which serves as theprimary point of contact for the public seeking information and City services; and 3) designs and constructscapital improvement projects to enhance the safety and sustainability of public infrastructure.

Maintain Fiscal Responsibility and Stability
To maintain ﬁscal responsibility and stability, the Department: 1) prepares and monitors the City’s CapitalImprovement Program (CIP) budget and the Department’s Operating budget to ensure proper ﬁnancialmanagement of public resources; 2) initiates and coordinates fee studies to ensure service rates are suﬃcientto cover expenses, competitive, and in-line with the market; 3) monitors state and federal legislation to identifyitems which could potentially impact the Department; and 4) proactively seeks grants to help fund both capitalprojects and operations.

Ensure Public Safety
To ensure public safety, the Department: 1) designs and installs traﬃc signals at appropriate intersections, streetlighting along designated corridors, and security lighting at parks; 2) installs guardrails at various locations; 3)provides tree trimming, street maintenance, and sidewalk maintenance that allow safe movement of residentsand visitors throughout Pasadena; 4) provides refuse collection and sewer system operations which helpprevent the spread of disease; 5) develops and implements a preventative maintenance program that minimizesvehicle downtime and maximizes police and ﬁre vehicle availability to protect the City; 6) provides securityservices at City Hall and City Yard; and 7) enforces Public Works code compliance regulations to eliminate blightand public nuisances.

Improve Mobility and Accessibility throughout the City
To promote mobility and accessibility throughout the City, the Department: 1) provides accessible streetsthrough the maintenance and operation of the City’s streets, sidewalks, sewers, storm drains, traﬃc signals, andstreet light infrastructure; 2) installs wheelchair curb ramps and retroﬁts existing curb ramps with detectablewarning tiles; 3) provides design oversight of traﬃc signals and intelligent transportation systems, such as thedesign and construction of complete street improvements for bicycle mobility, street rehabilitation andimprovements; and 4) maintains, and when required, installs Americans with Disabilities Act (ADA) compliantdoors and signage throughout City facilities.

Public Works 3
Fiscal Year 2025 Accomplishments
The Department of Public Works accomplished the following during FY 2025:

Administrative Services Division
Prepared the City’s FY 2026-2030 CIP Budget and the Department’s FY 2026 Operating Budget;Prepared quarterly monitoring reports for the City Council’s Finance Committee outlining the status of activeprojects in the CIP Budget;Reorganized Administrative Services Division to include the City Service Center to address performancegaps, streamline processes and improve eﬃciencies;City Service Center (CSC) answered over 106,870 requests and received more than 25,284 web and mobileapplication service order requests. This year, there was an increase in CSC topics available through thewebsite and mobile app. Over 1,000 email messages were received and addressed. Live chat was notactive during this period due to limited staﬀ; andContinued to support the Citywide Grant Management Team.

Building Systems and Fleet Management (BSFMD)
Handled approximately 12,346 maintenance and repair work orders for facilities and ﬂeet citywide;Develop next 3-Year Vehicle Replacement Plan with considerations for ZEV initiatives and mandates;Continue eﬀorts to power wash and paint exterior of the Pasadena Public Health Department;Continued performing upgrades to the Plymovent system for magnetic release at seven ﬁre stations: 32, 33,34, 36, 37, 38, 39;Continued to work with historical preservation reviewers to determine the best way to repair and/or replacefascia and windows at La Pintoresca Library;Completed second phase of facility improvements at City Yards including replacing additional roll-up doorsin Fleet’s Main Garage, the Fleet Safety Shop, and Water & Power’s Meter Shop and Warehouse;Installed LED lighting in the Police Department building;Upgraded electrical switchgear in the ﬂeet tire shop at City Yard;Continued with ongoing occupancy upgrades at the Rose Palace;Replaced barrel roof and repaired ﬂat roof section of MASH building at Civil Defense in Eaton Canyon;Began development of bid speciﬁcations for the ﬁre alarm system replacement at the Community HealthCenter;Completed bid speciﬁcations for ﬁre alarm system replacement at Villa Parke Community Center;Completed bid speciﬁcation for elevator modernization for the Police Department building;Assisted in evacuating Senior Assisted Living facility on Washington Boulevard during the wind and wildﬁreevent;Assisted in emergency response and recovery clean up following the January 2025 Windstorm and Wildﬁreevents;Awarded $4,615,000 from the Environmental Protection Agency for the Clean Heavy-Duty Vehicles Grant;andCollaborated with the Public Works Engineering Division on over 48 projects relating to construction andremodeling various city facilities including large projects at Central Library, Hale Building, Robinson ParkCenter, Fire Stations 31, 33, 38, Villa Parke Community Center, and Washington Park Community House.

Engineering
Issued over 2,000 Public Works permits, and performed over 3,100 inspections for all utility work and privatedevelopment within public right-of-way;Collected $450,000 sidewalk repair fees from private developments;Performed over 2,400 right-of-way plan checks and set conditions for approximately 70 privatedevelopment entitlements; Public Works 4
Reviewed, approved, and recorded 15 land records with the County of Los Angeles Clerk including parcelmaps, tract maps, easements, license agreements, and street vacations;Approved and processed 1,300 Construction and Demolition (C&D) applications and plans;Processed refunds for 800 C&D cases; Forfeited over $1.0M C&D deposit to the City;Assisted over 10,000 customers via phone and at City’s Permit Center counter;Completed South Lake Avenue Pedestrian Access Improvements Project;Completed Leading Pedestrian Interval/Audible Pedestrian Signal Project;Completed High Voltage Series Streetlight Conversions on Rosemead Boulevard;Completed High Voltage Series Streetlight Conversions on Marengo Avenue;Completed High Voltage Series Streetlight Conversions on Michillinda Avenue;Started retroﬁt of LED safety lighting upgrades;Installed Automated License Plate Readers Project – Phase 2;Resurfaced 13 centerline miles of streets citywide;Sidewalk: 65,000 SF of sidewalk constructed and no grinding in FY 25;Sewer Relining: 25,000 LF and evaluating 500 manholes;Installed 50 new ADA-compliant curb ramps;Completed Ave 64 Complete Streets Project (Roundabout at Burleigh and Curb Extensions at CheviotdaleDr. and Glenullen Dr);Completed California Boulevard Safety and Access Enhancement Project;Started design of Brookside Park Stormwater Capture Project;Started design of Eaton Wash Stormwater Capture Project;Continue design of Implement Master Plan - Hahamongna Watershed Park - Berkshire Creek AreaImprovements;Continue design of NPDES Rio Hondo Bacteria Load Reduction Project;Finishing design of San Rafael Treatment Wetlands and Storm Water Capture;Implemented stormwater quality inspection Programs for National Pollutant Discharge Elimination System(NPDES) Permit and Fats, Oils, and Grease (FOG) regulation compliance;Alternative Project Delivery Ordinance adopted into Pasadena Municipal Code;First ever authorization to utilize Alternative Project Delivery Method, CMAR, approved by Council forCentral Library, and Transit Operations and Maintenance Facility;Authorization to utilize Alternative Project Delivery Method, Design-Build approved by Council for HydrogenFueling Station;Completed Brookside Field 2 & 3 – Lighting;Completed construction of three Pickleball courts in Vina Vieja park;Completed design and construction for Phase I of One Arroyo Project – Upper Arroyo Trail Loop and LowerArroyo Trail Loop;Completed construction of Washington Park Shade Structure;Completed Villa Parke Community Center – ADA Improvements – Locker Room and Parking Lot;Completed construction drawings for Central Park Lawn Bowling Clubhouse – Seismic Retroﬁt;Completed the Lower Arroyo Road Enhancements – Feasibility Study;Completed Hahamongna – New Restrooms – Planning Phase;Completed construction of Fire Station 33 – Prefabricated Storage Building;Completed the Public Health Building Tenant Improvements in the basement;Completed the Hale Building Interior Remodel – Phase II – 3 ﬂoor furniture;Completed design of Brenner Park Playground Improvements project;Completed design of Hamilton Park Field Improvements project;Completed design of Victory Park and McDonald Park – Citywide Park Shade Structures; andCompleted construction of Fire Station 38 – Renovation and Seismic Retroﬁt.

Resource Recovery and Recycling
Continued residential curbside commingled yard waste and food waste recycling operations;Enhanced outreach and education to customers about organic food waste recycling; rd
Public Works 5
Presented the Green Living Curriculum to second grade classes in the Pasadena Uniﬁed School District,reaching approximately 1,500 students in 14 schools;Completed state mandated refuse customer route reviews to ensure proper recycling and providedfeedback to residents on SB 1383 compliance;Issued over 1,100 Public Works code compliance citations and over 1,300 warnings for violations such asabandoned shopping carts, trash cans left on curb more than a day, illegal dumping, signs, tree removal ortrimming, and NPDES violations;Collected over 18,000 tons of yard and food waste and approximately 8,000 Christmas trees, with the yardwaste composted and the food waste processed;Collected approximately 7,000 tons of recyclable commodities from the residential curbside collectionprogram;Recycled more than 15,000 tons of debris material from private and public construction projects;Held three e-waste collection and document shredding events and distributed green compost pails toresidents;Hosted four used motor oil ﬁlter exchange events and collected used motor oil from more than 50households;Continued implementation of the Zero Waste Strategic Plan, which sets a goal of reaching 87 percentdiversion rate by the year 2040;Swept more than 24,500 curb miles;Collected more than 5,000 pounds of residential food scraps for on-site composting in the compost hubs;Will receive six Renewable Compressed Natural Gas (RCNG) Automated Side Loaders, one Automated RearLoader, and one Electric Utility Truck to replace vehicles that have reached their useful life cycles; andRemoved over 6,700 tons of organic debris in three weeks following the January 2025 Windstorms.

Street Maintenance
Maintained and repaired approximately 341 signalized intersections and 20,500 traﬃc signs;Maintained over 17,000 streetlights, completed 327 traﬃc signal issues and approximately 2,000 street lightissues. Received over 4,000, streetlight and traﬃc signal dig alert requests;Responded to approximately 140 emergency incidents for pole knockdowns due to accidents and traﬃcsignal malfunctions reported by Pasadena Police Department;Painted approximately 80,000 linear feet of red curb, 123,000 square feet of markings and crosswalks, and106 miles of lane striping;Installed over 400 traﬃc/pedestrian signs;Removed approximately 14,000 incidents and approximately 5,000 City Service Center reported incidentsof graﬃti;Cleaned/ﬂushed over 1.7 million linear feet of sewer main line with over 140,000 linear feet dedicated tomaintenance of our Fats/Oils/Grease sewer mains every 3 months;Planted 600 trees and pruned 14,000 trees;Planted trees in Area H at the Rose Bowl;Awarded Tree City USA designee and Tree City Growth award for 35 and 25 year respectively;Hosted Arbor Day event at Rose Villa Oakdale neighborhood;Picked up approximately 132 tons of illegally dumped items;Filled approximately 5,200 potholes;Repaved approximately 2,200 square feet of asphalt roadway;Trimmed and removed approximately 325 miles of weed infested locations throughout the City;Staﬀ played a critical role in returning the city to normal operations after the January 2025 Windstorm andEaton Fire event. Staﬀ restored lighting, traﬃc signals, and cleared the right-of-way citywide;Responded to the emergency event by staﬃng the Emergency Operations Center and cleared the roads forPolice, Fire and PWP staﬀ to provide critical services; andStaﬀ responded to approximately 400 damaged and downed trees from the January 2025 Windstorm. th th
Public Works 6
Fiscal Year 2026 Recommended Budget
The Department of Public Works is responsible for both Operating and CIP Budgets. The full-time equivalent(FTE) positions that work on CIP projects are budgeted in the Operating Budget (in the Project ManagementFund), and their actual expenditures are recorded in both the Operating and CIP budgets. In preparing the FY2026 Recommended Budget, the Department continued to follow the citywide strategy of budgeting closer toactual expenditures. The FY 2026 Recommended Budget includes 276.63 FTEs and is $95,845,136, which is$2.3 million or 2.5 percent higher than the FY 2025 Adopted Budget.

Year-Over-Year Budget Changes
General Fund – 101The FY 2026 Recommended General Fund budget of $16,587,618 is $156,423 or 0.93 percent lower than theFY 2025 Adopted Budget. This reduction is a result of improving trends in general liability and workerscompensation claims against the department; however, these savings were partially oﬀset by standardinﬂationary adjustments in personnel and internal service charges, such as housekeeping and security costs.

Sewer Construction and Maintenance Fund – 205The FY 2026 Recommended Sewer Fund budget of $2,935,792 is $241,270 or 7.6 percent lower than the FY2025 Adopted Budget. This reduction is a result of improving trends in general liability and workerscompensation claims against the department, as well as a citywide reduction in self-insured retention expensesto help balance the FY 2026 budget.

The Sewer Fund budgets annually for capital projects and operations for cleaning, maintaining, and repairingthe City’s sewer and storm drain systems. The fund has two main revenue sources: Sewer Use Fee based onwater consumption and Storm Drain Charges based on property owners’ portion of storm drain run-oﬀ. On May6, 2024, City Council approved ﬁve-year Sewer Use Fee rates from FY 2025 through FY 2029 based on a cost-of-service study that was conducted in 2024. The newly approved rates will generate a positive cash ﬂow andreserves for both operations and capital projects.

Gas Tax Fund – 210 The FY 2026 Recommended Gas Tax Fund budget of $2,868,698 is $246,462 or 7.9 percent lower than the FY2025 Adopted Budget. This reduction is a result of improving trends in general liability and workerscompensation claims against the department, as well as a citywide reduction in self-insured retention expensesto help balance the FY 2026 budget.

The Gas Tax Fund budget is used for capital projects and annual operations for road and traﬃc improvements,complete street projects, and street resurfacing. Budget appropriations for the fund represent the City’s portionof the State of California’s per-gallon excise tax on gasoline and diesel fuel, sales taxes on gasoline and dieselfuel, and motor vehicle registration taxes. For FY 2026 the State of California’s Department of Financeestimates modest increase average of 0.4% in revenue allocations to cities. Due to ﬂat revenue projections,expenses are outpacing revenue in this fund, and future expenses may need to be reevaluated.

Safe Clean Water Program – 243The FY 2026 Recommended Budget for the Safe Clean Water Program Fund budget of $941,349 is $25,755 or2.8 percent higher than that FY 2025 Adopted Budget. The increase is attributed to increased stormwaterprograms and educational outreach in FY 2026. On July 17, 2018, Los Angeles County approved the Safe,Clean Water Program and funding measure, which imposed a special parcel tax to fund programs and projectsto increase urban and stormwater capture and reduce urban and stormwater pollution. The City of Pasadenareceives an annual local allocation from the County to use towards capital projects and annual operations forsafe and clean water programs, such as catch basin maintenance and NPDES prevention activities andservices.

Public Works 7
Project Management Fund – 301The FY 2026 Recommended Project Management Fund budget of $8,437,825 is $361,890 or 4.5 percenthigher than the FY 2025 Adopted Budget. The net increase is a combination of MOU (Memorandum ofUnderstanding) and pension adjustments in personnel and rising internal service charges for housekeeping,building security and ﬂeet equipment maintenance costs.

Refuse Collection Fund – 406The FY 2026 Recommended Refuse Collection Fund budget of $25,295,110 is $198,810 or 0.78 percent lowerthan the FY 2025 Adopted Budget. While refuse operating expenses have increased, the FY 2026Recommended Budget currently does not include any capital outlay expenses for refuse vehicle replacement.On May 13, 2024, City Council approved ﬁve-year refuse collection rates from FY 2025 through FY 2029 basedon a cost-of-service study that was conducted in 2024. The new rates will help cover increasing annualoperational and capital expenses.

Building Maintenance Fund – 502The FY 2026 Recommended Building Maintenance Fund budget of $18,365,803 is $1,678,367 or 10.1 percenthigher than the FY 2025 Adopted Budget. The increase is largely attributed to higher contract costs, inparticular, housekeeping, security and other multi-year contracts being renewed at the same time as lingeringpost-Covid inﬂation, and right-sizing operations to maintain building systems to industry standards.

Fleet Replacement Fund – 503The FY 2026 Recommended Fleet Replacement Fund budget of $5,309,137 is $1,026,907 or 16.2 percent lowerthan the FY 2025 Adopted Budget. In addition to the reductions in general liability, workers compensation andself-insured retention, the fund decrease can also be attributed to personnel reallocations recommended by theCity's Internal Auditor, as well as a minor decrease in capital outlay due to the cyclical procurement (every 3-5years) and signiﬁcant build times of large safety vehicles.

Fleet Repair and Maintenance Fund – 511The FY 2026 Recommended Fleet Repair and Maintenance Fund budget of $13,126,509 is $2,088,388 or 18.9percent higher than the FY 2025 Adopted Budget. The net increase is a result of methodology improvementsto the Fleet Rate calculation made in response to the FY 2025 Fleet Audit, including but not limited to, two newpositions for Fleet Management, increases in services and supplies as a result of new ﬁve-year contractscoupled with post-Covid inﬂation, the rising cost of fuel, and increases to current contracts to support both theaging and growing ﬂeet inventory.

City Service Center Fund – 510The FY 2026 Recommended Budget for the City Service Center Fund of $1,074,075 is $24,817 or 2.4 percenthigher than the FY 2025 Adopted Budget. The net increase is primarily in personnel and can be attributed tothe reclassiﬁcation of a Customer Service Representative to a Supervisor position. The City Service Center willcontinue to provide a centralized service hub that connects residents and community members with informationon City programs, services, and events. In the current forecast, operating expenses continue to exceedrevenues received by internal City departments for the foreseeable future. The Department will continue toreview budgetary adjustments and other options to maintain services.

Future Outlook
Looking ahead to FY 2026, the Public Works Department will continue to support and enhance the quality of lifefor residents, businesses, and visitors by providing well-planned infrastructure and services that promoteeconomic growth, civic vitality, public health, and transportation. The Department will continue to exercise ﬁscaldiscipline, pursue revenue to support infrastructure development, and manage costs while providing qualityservices to the community. Below is a summary of the Department’s Work Plan for FY 2026 andprogram/service highlights expected to be completed in the upcoming year:

Public Works 8
FY 2026 Work Plan
Continue researching and applying for grant opportunities to fund programs and projects;Continue to the design and construction of FY 2026 Capital Improvement Program Projects such as: CentralLibrary Seismic Retroﬁt, Transit Operation Maintenance Facility Project, Citywide Streets & SidewalksImprovements, Stormwater Capture Projects and Facility and Building Automation Systems (BAS) -CitywideProjects;Continue education and monitoring compliance for SB 1383 Recycling Program;Install traﬃc signal controller cabinets at 17 signalized intersections;Develop new Three-Year Fleet Replacement Plan;Implement BSFMD’s PRO-Team – Proactive Building Infrastructure Maintenance Pilot Program; andImplement multi-year project to upgrade Logic Controls for building automation systems.

Upcoming FY 2026 Program and Project Highlights
Complete construction of traﬃc signal at Orange Grove Boulevard at Craig Avenue;Complete construction of traﬃc signal at Del Mar Boulevard at Michigan Avenue;Complete construction of pedestrian hybrid beacon at Washington Boulevard at Hudson Avenue;Complete construction of South Allen Pedestrian Enhancements project;Complete construction of Bus Signal Priority project;Complete construction of Intelligent Transportation System Improvements within SR 710 aﬀected corridors;Complete retroﬁt of LED safety lighting upgrades;Complete re-lining of 30,000 linear feet of sewer pipe;Construct 20 curb ramps at street corners where there are none;Replace 66,000 square feet of sidewalk;Resurface 12 centerline miles of streets citywide;Upgrade of antiquated sewer pump station at Rosemont and Busch Garden;Begin City Yard parking lot reconstruction;Design North Lake Active Transportation Project (ATP);Begin construction of Holly Street Bridge Seismic Retroﬁt project;Continue with sidewalk improvement – Citywide;Initiate a ﬁve-year plan to televise existing sewer lines for assessments and recommendations;Continue resurfacing, sidewalk, and curb ramp improvements around the Rose Bowl Loop area;Begin feasibility study of Jeﬀerson Park Stormwater Capture Project;Complete construction of Hale Building Interior Remodel – Phase II – 1st Floor;Complete design of Roof Replacements – Hill Avenue Library;Complete construction of Phase I of Roof Replacements – Hill Avenue Library;Complete construction of Mobile Operations Center;Complete construction of Citywide Park Shade Structures – Phase 1 (Victory Park and McDonald Park);Complete construction of Brenner Park Playground Improvements;Complete design of One Arroyo Phase II;Complete assessment and design for City Hall Courtyard Fountain Repairs and Restoration;Complete design of Transit Operations and Maintenance Facility;Begin construction of Central Library Seismic Retroﬁt;Complete design of Hydrogen Fueling Station;Plant 600 street trees and prune approximately 14,000 trees;Host the annual Arbor Day event;Begin Shoppers Lane Parking Lots LED project;Begin Traﬃc Signal retroreﬂective back plate project;Complete Altadena Drive high voltage circuit conversion project;Begin Lida Street overhead high voltage circuit conversion project;Identify and begin developing citywide roof replacement schedule;Identify and begin developing citywide HVAC & BAS replacement schedule; Public Works 9
Finalize and begin 1 year of Fleet Replacement plan;Begin procuring nine Heavy-Duty ZEV Vehicles in accordance with EPA Clean Heavy-Duty Vehicles grant;Begin Villa Parke Community Center Fire Alarm Replacement project;Convert Washington Park Community House to City’s key-way system; andRedo rear cement pad at rear of Villa Parke Community Center. st
Public Works 10
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $35,170,099$40,510,753$40,510,753 $42,448,16391 - Services & Supplies$29,309,336$34,072,443$34,239,642 $36,183,06292 - Capital Outlay $4,143,317$7,362,620$19,106,091 $4,700,00093 - Internal Srvc Chrg$10,882,571$11,591,475$11,591,475 $12,513,91194 - Debt Service -$1,186 – – $096 - Operating Expense$8,965,875 – – $0EXPENSES TOTAL $88,470,012$93,537,291$105,447,961 $95,845,136 Summary of Appropriations by Division
Expenses0000 - All Organizations $6,134,195 – – $02002 - Citywide $10,995 – – $02201 - P.W.-Administration $1,362,074$1,760,192$1,760,192 $1,695,0352202 - PW - Engineering Division$5,190,820$10,810,323$10,810,323 $11,319,8142203 - P.W. Street Maintenance$19,824,374$20,456,730$20,606,730 $19,729,3872204 - Parks and Natural Resources– – – $232205 - Building Systems & Fleet Mgmt.$32,631,237$34,061,601$42,403,039 $36,801,4492207 - Administrative Services$553,244$1,208,600$1,225,799 $1,274,1272208 - Resource Recovery andRecycling$22,763,073$25,239,845$28,641,878 $25,025,301EXPENSES TOTAL $88,470,012$93,537,291$105,447,961$95,845,136 Summary of Appropriations by Fund
Expenses101 - General Fund $16,632,728$16,744,041$16,911,240 $16,587,618105 - General Fund Projects Fund$668,051$601,500$601,500 $600,000106 - New Years Day Genl Fund Events$439,894$303,220$303,220 $303,220205 - Sewer Construction and Maint.$3,192,768$3,177,062$3,177,062 $2,935,792210 - Gas Tax Fund $2,363,436$3,115,160 $3,115,160 $2,868,698243 - Safe Clean Water Program $965,277$915,594$915,594 $941,349301 - Project Management Fund$1,642,625$8,075,935$8,075,935 $8,437,825502 - Building Maintenance Fund$15,575,370$16,687,436$16,687,436 $18,365,803503 - Fleet Replacement Fund$5,739,697$6,336,044$14,677,482 $5,309,137510 - City Service Center Fund$876,085$1,049,258$1,049,258 $1,074,075511 - Fleet Repair and Maintenance$11,295,523$11,038,121$11,038,121 $13,126,509406 - Refuse Collection Fund$22,944,363$25,493,920$28,895,953 $25,295,110701 - General Capital Assets AcctGrp $6,134,195 – – $0EXPENSES TOTAL $88,470,012$93,537,291$105,447,961$95,845,136 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Public Works 11
Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedAdministrative Services 6.63 6.63 6.63 6.63Resource Recovery andRecycling62 62 62 62PW - Engineering Division50 50 50 50Building Systems & Fleet Mgmt.66 71 71 74P.W.-Administration 8 9 9 9P.W. Street Maintenance 75 75 75 75267.63 273.63 273.63 276.63 Public Works 12
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$902,682 – – $0807400 - ActuarialOPEBExpense-GASB75$545,972 – – $0807200 - ActuarialPensionExpense-GASB68$3,287,164 – – $0802300 - Auto Allowance $18,988 $20,100 $20,100 $19,200805000 - Benefits $3,964,641$4,602,642$4,602,642 $4,903,767805800 - Benefits Admin. $177,647$187,442$187,442 $242,770805900 - CellPhone/SmartPhone Stipend$52,400 $50,882 $50,882 $48,962804000 - City Portion-PERS$5,244,530$7,596,608$7,596,608 $7,828,314807100 - Contra Pension Expense-GASB68-$2,875,691 – – $0804500 - Dental Insurance$158,344$229,971$229,971 $218,872806000 - EE Parking Permits - ER Paid$60,180 $72,480 $72,480 $75,660803100 - General Liability$2,140,399$2,075,666$2,075,666 $1,485,134804400 - Life Insurance $6,822 $8,671 $8,671 $8,738804700 - Long Term Disability $23,674 $27,659 $27,659 $28,961804900 - Medical $2,997,269$4,306,351$4,306,351 $4,553,566804600 - MediCare City Contribution$265,031$338,965$338,965 $361,724803700 - Miscellaneous Pay$194,093 – – $0801000 - Non Benefit Employees$78,438 – – $0801100 - Overtime Pay $2,402,727$1,094,464$1,094,464 $1,479,709802400 - Personal Devlpmnt Allowance $62,900 $59,904 $59,904 $62,655801800 - PST-Part Time Employees-PARS $338,574$365,934$365,934 $404,492800500 - Regular Pay - PERS$15,435,580$18,410,506$18,410,506 $19,708,182802700 - Workers' Compensation$1,493,099$1,062,508$1,062,508 $1,017,45790 - PERSONNEL TOTAL $35,170,099$40,510,753$40,510,753 $42,448,16391 - Services & Supplies819300 - Lease Expense (GASB 87)– – – $15,786824300 - Interest Exp (Leases GASB 87)$1,121 – – $0819500 - Contra Lease Expense (GASB 87)-$11,546 – – –819600 - Contra SBITA Expense (GASB 96)-$133,194 – – –812100 - Computer (PC) Maint/Repair– $200 $200 $200810800 - Computer Related Supplies$42,991 $96,316 $96,316 $87,667812700 - Conf & Mtgs-City Departments$28,230 $54,997 $54,997 $55,747812600 - Conf & Mtgs- Comm & Committes$3,291 $12,100 $12,100 $12,000811500 - Consultant Services$57,637 $71,604 $71,604 $57,401811700 - Data Processing Operations$61,191 $60,149 $60,149 $73,726812400 - Dues And Memberships $18,358 $24,285 $24,285 $26,452812900 - Education $3,862 $27,340 $27,340 $26,255814200 - Electric $5,220,697$5,140,631$5,140,631 $5,161,818810700 - Equipment Lease Payments$373 $19,213 $19,213 $19,213810900 - Equip Purchases Under $10k$31,871 $42,348 $42,348 $46,155823600 - Fleet Contract Repairs$1,908,523$1,521,239$1,521,239 $1,916,546813800 - Gas/Fuel $884,127$1,363,805$1,363,805 $1,388,805813700 - Gasoline and Lubricants$2,073,345$1,635,751$1,635,751 $2,139,261815600 - Insurance $1,338,092$1,812,949$1,812,949 $2,074,957811200 - Legal and Other Advertising $1,816 $1,000 $1,000 $2,000810100 - Materials And Supplies $3,623,570$3,971,915$4,121,915 $4,536,521812800 - Mileage – $105 $105 $105811400 - Other Contract Services$15,994,757$16,810,574$16,827,773 $17,509,958811000 - Outside Printing & Duplicating– $6,530 $6,530 $6,200821200 - Permits and Fees$59,235 $349,345$349,345 $355,234 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Public Works 13
814400 - Postage $29,225 $35,343 $35,343 $30,999817800 - Program Expenditure Recovery-$3,240,535 – – $0813500 - Reference Matls Subscriptions$1,918 $4,810 $4,810 $4,810814100 - Refuse Collection$35,718 $59,602 $59,602 $60,312819100 - Self-Insured Retention$929,546$462,073$462,073 $0827600 - Software $27,553 – – $64,546812500 - Special Civic Events– $25,000 $25,000 $5,000812200 - Support To Advisory Committees– $1,800 $1,800 $1,800814000 - Telephone $43,912 $40,796 $40,796 $48,276813000 - Training Costs $5,511 $25,560 $25,560 $22,844810300 - Uniforms $41,717 $41,359 $41,359 $44,702821800 - Vehicle Rental/Lease $4,070 $31,449 $31,449 $31,649813900 - Water $222,354$322,255$322,255 $356,11791 - SERVICES & SUPPLIES TOTAL $29,309,336$34,072,443$34,239,642 $36,183,06292 - Capital Outlay850500 - Automotive Equipment$3,834,038$7,362,620$19,106,091 $4,700,000850400 - Equipment $309,278 – – $092 - CAPITAL OUTLAY TOTAL $4,143,317$7,362,620$19,106,091 $4,700,00093 - Internal Srvc Chrg864300 - CAP Allocation Expense$2,173,574$2,242,232$2,242,232 $2,538,748861500 - IS-Auto Body Repair$1,451 $12,011 $12,011 $1,996862000 - IS-Building Preventive Mainten$120,418$120,123$120,123 $0864200 - IS-Compressed Natural Gas$494,690$566,757$566,757 $503,085863000 - IS-DoIt Applications Basic$459,236$496,804$496,804 $509,458863600 - IS-DoIt Desktop Rplcmnt Prog$61,074 $68,168 $68,168 $90,689862400 - IS-DoIt Entrprs ComputingBasic$229,404$271,415$271,415 $283,578863200 - IS-DoIt GIS Basic$102,027$109,027$109,027 $111,839861900 - IS-DoIt NetworkSupportBasic$124,925$156,069$156,069 $160,605863100 - IS-DoIt Program Mgmt Basic$95,221 $95,979 $95,979 $98,839861300 - IS-DoIt Radio Basic$64,631 $66,983 $66,983 $64,771861200 - IS-DoIt Service Center Basic$178,524$187,362$187,362 $208,670860900 - IS-DoIt Telephone Basic $71,762 $97,756 $97,756 $120,838862200 - IS-DoIt Telephone Usage $11,387 $20,422 $20,422 $0861600 - IS-Fleet Maint-Equip Maintenan$3,635,256$4,124,365$4,124,365 $4,281,709861700 - IS-Fleet Maint-Equip Replaceme$1,025,556$992,733$992,733 $1,032,294861800 - IS-Fleet Maint-Fuel$320,289$300,149$300,149 $461,665860600 - IS-Floors And Windows – $2,650 $2,650 $2,650860500 - IS-Houskeeping Services$192,828$203,720$203,720 $238,339860300 - IS-Lockshop – $500 $500 $500862600 - IS-Mail Direct Request$518 – – $0860700 - IS-Printing $96,199 $57,495 $57,495 $57,495863400 - IS-Security Srvcs at CityHall$35,652 $37,830 $37,830 $86,195860100 - IS-Structural Maintenance$905,540$914,360$914,360 $1,185,829860200 - IS-Tenant Improvements$96,677 $12,150 $12,150 $12,150860400 - IS-Utilities & Insurance-Hsekp$385,732$434,415$434,415 $461,96993 - INTERNAL SRVC CHRG TOTAL $10,882,571$11,591,475$11,591,475 $12,513,91194 - Debt Service824100 - SBITA Principal Expenditure-$20,590 – – $0824400 - Interest Expense SBITA $19,404 – – $094 - DEBT SERVICE TOTAL -$1,186 – – $095 - Operat Transfer Out96 - Operating Expense880500 - Amortization Expense SBITA $149,683 – – $0880400 - Amortization Expense$10,714 – – $0880100 - Depreciation $8,805,478 – – $096 - OPERATING EXPENSE TOTAL $8,965,875 – – $0 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Public Works 14
EXPENSES TOTAL $88,470,012$93,537,291$105,447,961$95,845,136 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Public Works 15
Organizational Chart

CITY OF PASADENA
Transportation
Recommended Operating Budget - Fiscal Year 2026
Transportation 1
Mission Statement
The Department of Transportation is committed to achieving the safe and sustainable movement of people andgoods within Pasadena, while concurrently ensuring a balance between land use and transportation to maintaina livable community in which cars are not necessary to travel within the City.

Program Description
The Department is a multi-disciplinary team that carries out a variety of programs, projects, and policies thatsustain, promote, and enhance accessibility, connectivity and mobility in the community. The Department’smotto is “Moving People to Places, Connectivity”.

The pillars that support the Department’s mission are as follows:

The Department’s Form-Based Street Design Guidelines provide a framework for future street investments.This framework focuses on safely moving pedestrians, cyclists, transit riders, and vehicles, while managingparking and rethinking public spaces for the betterment of our community.The Department has prioritized seniors and the disabled by ensuring that demand-responsive Dial-A-Rideservice provides transportation access to and from local destinations.Motorists experience reasonable travel times across Pasadena because the Department monitors traﬃcconditions, adjusts signal timing to account for shifts in travel demand and utilizes an Adaptive Traﬃc SignalControl System along select corridors to automatically adjust signal timing based on real time traﬃcdemand.The Department stays current on evolving planning practices, engineering, and technologies to implementplans and projects that improve pedestrian and bicyclist access and safety.Transit riders in Pasadena experience a seamless connection to the rest of the Los Angeles County transitsystem, including Metro, Foothill Transit, and the LADOT Commuter Express. The Pasadena Transit system isreliable, safe, well-integrated with other transit services, and provides customers with real time bus arrivalinformation available on a number of platforms as well as at interactive displays at bus stops.The Department works to enhance the eﬃciencies of on-street and oﬀ-street parking management andassesses emerging curb-side management strategies.

The Department consists of ﬁve distinct divisions, which include Administration, Mobility Engineering andOperations, Multimodal Planning, Parking Services, and Public Transit. Each division houses many programs andinitiatives that support safe mobility for the well-being of Pasadena residents, visitors, and businesses. Thefollowing are ongoing public services performed by the Department:

Management and operation of eﬃcient travel time, vehicular mobility and circulation utilizing the TraﬃcManagement Center (TMC);Neighborhood protection from non-local traﬃc, speeding, and parking intrusion;Planning and implementation of complete streets mobility;Improve street safety by roadway/street design through the implementation of traﬃc calming measures;Monitoring of multi-modal transportation safety and access;Management, planning, and operation of Pasadena Transit, Pasadena Dial-A-Ride , and connectivity withregional transit systems;Planning and implementation of a bicycle network that includes notable infrastructure along with bicycleparking facilities;Planning and implementation of pedestrian network facilities and enhancements;Management and operation of citywide parking facilities, both on and oﬀ street, including eight parkinggarages, four surface lots, and over 1,300 metered parking spaces;Enforcement of municipal code parking regulations; Transportation 2
Identiﬁcation and implementation of transportation measures for developments citywide to ensure the City'stransportation network can support future growth, inclusive of traﬃc, parking, and Transportation DemandManagement (TDM) compliance;Preparation of applications for transportation grant funds; andRepresentation of the City in regional transportation programs and regional policy development.

Department 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 arenot necessary for mobility throughout the City. The Department fosters economic prosperity by management ofeﬃcient traﬃc mobility and circulation throughout the City as well as securing grants to enhance traﬃc mobilityand multimodal safety.

Fiscal Year 2025 Accomplishments
The Department accomplished the following during Fiscal Year 2025:

As part of the Eaton Fire emergency response, provided emergency evacuations to several hundredindividuals at convalescent care and senior living facilities;In the wake of the Eaton Fire, provided several presentations to agencies regarding the City’s response, withan emphasis on the evacuations conducted by Pasadena Transit;Continued availability to support the Bad Weather Program by providing transportation assistance forindividuals to be transported to locations in Pasadena upon request;Provided emergency “cooling buses” at Pilgrim Tower during extreme temperatures when the building’sHVAC system was under repair;Provided over 1.3 million rides on Pasadena Transit;Provided over 80,000 trips on Pasadena Dial-A-Ride for older adults and individuals with a disability;Provided free transit service on several days to encourage and/or recognize transit use in support orrecognition of key regional and local eﬀorts, including California Clean Air Day, Election Day, Black Friday,Shop Local Saturday, Transit Equity Day (Rosa Park’s birthday), Bike to Work Day, and Earth Day;To increase access to events, the Transit Division provided: extra service on the Pasadena Transit Route 51to events at the Rose Bowl; free specialized transportation for individuals with disabilities for Art Night; andfree service to older adults travelling from the Memorial Park Metro A Line Station and Pasadena SeniorCenter to the Pasadena Conference Center for Metro’s Older Adult Transportation Expo;Installed digital media screens at one bus shelter demonstration location on Colorado Blvd. at Garﬁeld Ave.that was used throughout the year to promote multiple City public service announcements in addition toregular advertising purposes;Conducted short-term demonstration of a shade amenity (i.e., the Shade Blade) at several bus stops in theCity, that included a survey to solicit input on the users’ experience; this information will help inform futuredecisions on shade amenities for bus zones;Demonstration of public Wi-Fi on some of the Pasadena Transit ﬂeet;Deployed a demonstration of three (3) new solar powered devices at local bus stops to assist customers indetermining real time bus arrivals;Tabled numerous events and/or provided a Pasadena Transit display bus throughout the year to conductoutreach regarding our transit services, including, but not limited to, a monthly event at the Pasadena SeniorCenter, the Black History Festival, Metro’s Older Adult Transportation Expo, the Older Adult Resource Fair,the Chris Holden’s Annual Block Party, Trunk or Treat, Take Your Child to Work Day, and rideshare fairevents;Provided several buses to support the Spark of Love Toy Drive;Developed Draft Short Range Transit Plan (SRTP); Transportation 3
Obtained City Council approval to receive $2.5 million in Carbon Reduction Program funds that will be usedto support the transition to a zero-emission transit ﬂeet;Advanced Transit Operations and Maintenance Facility (TOMF) design per acquisition of additional property;Initiated conceptual design and conducted community outreach meetings for the Pasadena TransitHydrogen Bus Fueling Station;Received the City’s ﬁrst zero-emission battery electric bus (BEB) for the Pasadena Transit ﬂeet;Installed zero emission bus charging equipment to accommodate charging of the BEB bus until the TOMF isbuilt;Started operating two routes for Metro in December 2024, per the NextGen Service agreement, resulting inan expansion of Pasadena Transit service by 30% and diversifying the system’s operating funding;Placed into revenue service three new Dial-A-Ride vans (two replacement and one expansion);Placed into revenue service nine new replacement renewable natural gas Pasadena Transit 35-foot buses;Placed into revenue service two new replacement renewable natural gas Pasadena Transit cutaway shuttlevehicles;Per the City Council adopted Zero Emission Bus Rollout Plan, ﬁnalized purchase order and startedproduction of the City’s ﬁrst Dial-A-Ride BEB;Continued the Transit Division’s key involvement in the planning of the Mt. Wilson Express route – this multi-agency grant-funded eﬀort will ultimately result in Pasadena Transit providing a route connecting peoplefrom the Memorial Park Metro A Line station to the open space and hiking destination of Mt. Wilson;Entered into a Cooperative Agreement with LA Metro on the North Hollywood to Pasadena Bus RapidTransit Project related to roles and responsibilities and to receive a reimbursement of up to $865,000 forassociated costs to the City;Obtained City Council approval to receive $253,882 in grant funding for the Low Carbon Transit OperationsProgram (LCTOP) toward the purchase of zero-emission vehicles and bus stop enhancements;Representation regionally and statewide on Access Services Board and the California Association forCoordinated Transit (CALACT) Board;Executed funding agreements with Metro on four (4) 710 Near Term Projects and released a request forproposals for professional services;Submitted applications for the following grant opportunities: Active Transportation Infrastructure InvestmentProgram, Reconnecting Communities, Safe Streets and Roads for All (SS4A), Sustainable CommunitiesGrant, Metro Active Transportation (MAT), and the Highway Safety Improvement Program, totaling $11.8million in potential funding;Secured $2.8 million in grant funding from SS4A and Reconnecting Communities;Executed a funding agreement with the Federal Highway Administration for two (2) SS4A projects, ActiveTransportation Plan and the El Molino Quick Build Demonstration Project, scheduled to begin in ﬁscal year26;Successfully collaborated with LA Metro to develop a High Value Corridor connecting via First Last Mileimprovement from Memorial Park Station to the Rose Bowl for the LA 2028 Olympic Games;Completed outreach on Mountain Street East (Lake Avenue and Hill Avenue) and West (Fair Oaks Ave andLos Robles) Neighborhood Traﬃc Management Programs (NTMP);Completed four (4) transportation impact analyses for private development applications;Successfully planned and implemented multimodal encouragement programs such as Walktober and BikeMonth;Completed the Avenue 64 Complete Streets Project in collaboration with the Public Works Department;In coordination with the Public Works Department, ﬁnalized design and began construction for severalprojects including the new Pedestrian Hybrid Beacon at Washington Boulevard and Hudson Avenue (HAWKtraﬃc signal), new Speed Feedback Sign at Green Street and Terrace Drive, and new signalizedintersections at Michigan Avenue at Del Mar Blvd and Craig Avenue at Orange Grove Blvd.;In coordination with the Public Works Department, completed design for the Metro Transit Signal Priority,Walnut St Intelligent Transportation Systems, and Intelligent Transportation and Traﬃc Flow Improvementsfor 710 Corridor projects;In coordination with Council District 7 and Pasadena Uniﬁed School District (PUSD) staﬀ developedcirculation plans for the emergency relocation of Altadena Arts Magnet School and Eliot Middle School fromAltadena to PUSD campuses in Pasadena at Allendale Elementary and McKinley School, respectively; Transportation 4
Developed truck routes for the debris removal eﬀort led by Los Angeles County Department of PublicWorks;Developed circulation plans and assisted in traﬃc management of the City led bottled water distribution siteat 450 N Lake Avenue;Completed construction of the California Blvd Safety and Access Enhancement Project;Installed eight asphalt speed tables on Raymond Avenue between Montana Street and WashingtonBoulevard as a pilot program;Installed 5 bike racks at various locations citywide;Finalized outreach for the Citywide Local Roadway Safety Action Plan to qualify City transportation projectsfor the federal Safe Streets and Roads for All (SS4A) Grant Program;Hosted Walktober 2024 and Bike Month 2025, two month-long calendars of free public events encouragingwalking and bicycling to learn about city history and attractions;Reviewed and signed oﬀ on 305 Traﬃc Control Plans for ﬁlming, special events, and construction permits;Completed work on traﬃc operations citywide including over 224 traﬃc investigations and over 91 traﬃcwork orders;Completed design for Measure M MSP for rectangular rapid ﬂashing beacons (RRFBs) at Marengo St andWallis St and at Hill Ave and Howard St.;Began design for HSIP Cycle 11 for signal enhancements citywide, RRFB on Green St at Michigan Ave andGreen St at Chester Ave;Responded to, investigated, and resolved 5,092 Customer Service Center requests;Text Before Tow program has 1099 enrolled vehicles. 94 people enrolled between January 2025 and March2025;Processed 144 ﬁeld checks for annual overnight permits. 133 applications were approved;Processed and issued 3,423 annual overnight parking permits, 153 annual daytime permits, 82 annualdaytime/ overnight low-income permits, 7669 preferential parking permits, 1502 permits for 30-daytemporary overnight parking, 14215 temporary online parking permits, 144 monthly Playhouse lot permits,1044 monthly Shopper’s Lane lot permits, 275 Surface Lot booklet, 78 Surface Lot daily permits, 687 permitsfor 2025 Eaton Fire and 23 Valet permits;Processed 7841 initial reviews of parking citation appeals; and held 511 administrative hearings requested inthe second-level citation appeal process;Collaborated with Playhouse Village Association to announce applications being accepted for thePlayhouse Parking Meter Zone Commission to implement the new escalated rate structure;Received Council approval for South Lake and Shopper’s Lane rate structure changes;Eaton Fire parking response: Created a No-Fee parking permits for those displaced by ﬁreSuspended enforcement to minimize impacts to the community during ﬁre and recovery eﬀortsSuspended parking citation collections during the ﬁre and continued Red Flag eventsIssued a combined 391 citations and warnings for Red Flag violations;Completed the modernization of two parking garage elevator cabs;Extended the following contracts - garage operator, valet operator, Senior Center subsidy, garage storage ofdealer vehicles, two employee parking operators, and city vehicle parking operator;Engaged in RFI process to gather information for future parking software procurement;Published Parking Garage Security RFP to consolidate security services and improve service quality;Began installation of 384 parking pay stations to upgrade existing pay stations and to replace single spacemeters Citywide; andParking Division increased by seven FTEs to improve response times and service quality. Three of sevenvacant position have been ﬁlled.

Transportation 5
Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Budget of $50,041,285 is 1.8 percent less than the FY 2025 Adopted Budget of$50,942,703. Personnel costs increased by 3.5 percent due to MOU adjustments and PERS pension increases.Services and Supplies decreased by 4.5 percent, primarily due to a one-time $2.8 million parking meterpurchase in FY 2025. This decrease oﬀsets a $1.2 million increase for the full-year operation of the Next GenTransit bus lines, which only operated from December to June in FY 2025. Capital Outlay decreased by 100percent, reﬂecting the one-time purchase of parking enforcement vehicles and equipment in FY 2025. InternalServices increased by 15.9 percent, driven by higher CNG fuel costs for the additional Next Gen bus lineoperations, an increase in the cost allocation plan, and higher citywide internal service charges. Debt Servicerose by 1.9 percent due to variable interest rates on the Paseo Garage bonds. Operating Transfers Outdecreased by 5.8% due to a reduction in transit revenue from Metro (Measure M/R transfers).

Personnel
A total of 64.00 Full-Time Equivalents (FTEs) is included in the FY 2026 Recommended Budget, reﬂecting anincrease of 3.00 FTE compared to the FY 2025 Adopted Budget. This change is due to the addition of 2.00Parking Enforcement Representative positions, as well as 1.00 Senior Oﬃce Assistant position, which wereadded in FY 2025.

Capital Budget
The Department has programmed a total of nearly $458,068,956 in needed capital improvements, includingboth active and future unfunded projects. To date, the Department has appropriated over $277,615,765 to activeprojects and an additional $130,000 to the FY 2026 Recommended Capital Improvement Program, resulting inunfunded capital needs of approximately $178,452,541. Newly funded projects include the construction ofvarious complete streets programs, improvements to traﬃc operations, and replacement of transit vehicles.

Year-Over-Year Budget Changes
General Fund
General Fund (101) FY 2026 Recommended Budget of $8,581,806 increased by 3.1 percent from the FY 2025Adopted Budget of $8,325,615. This increase is primarily attributed to an increase in personnel costs associatedwith the new parking enforcement positions added in FY 2025, Council-approved contract escalationadjustments, CAP allocation plan fees and increases to internal service fees citywide.

Transit Funds
Transit Funds (208, 209, 236, and 242) FY 2026 Recommended Budget of $21,889,343 increased by 4.7percent from FY 2025 Adopted Budget of $20,910,657 mainly due to increased costs for the operation of twonew transit bus lines (FY 2025 operated 7 months and in FY 2026 will operate full 12 months), increasedCompressed Natural Gas fuel costs, and internal service increases citywide.

Parking Meter Funds
Parking Funds (102, 213, 214, 217, 225, 229, and 232) FY 2026 Recommended Budget of $3,897,887 decreasedby 39.2 percent from FY 2025 Adopted Budget of $6,410,723, mainly due to the one time purchase andreplacement of parking meters citywide in FY 2025.

Transportation 6
Oﬀ-Street Parking Facilities Fund
Oﬀ-Street Parking Facilities Fund (407) FY 2026 Recommended Budget of $14,003,294 increased by 2.2percent from FY 2025 Adopted Budget of $13,696,050. The increase is due to Council-approved contractescalation adjustments, CAP allocation plan fees, and increases to internal service fees citywide.

Other Funds
General Fund Projects Fund (105), New Years Day Event Fund (106), and Building Services Fund (204) had nosigniﬁcant changes from the FY 2025 Adopted Budget. Project Management Fund (301) increased 5.8 percentdue to personnel costs associated with MOU adjustments and PERS pensions for management of capitalprojects.

Future Outlook
Finalize Pasadena Five-Year Short Range Transit Plan per presentation to City Council;Place into revenue service ﬁrst Pasadena Dial-A-Ride zero-emission vehicle;Kick-oﬀ production of additional zero-emission buses;Implement public Wi-Fi ﬂeetwide on Pasadena Transit buses;Kick-oﬀ construction of Transit Operations and Maintenance Facility;Advance design and begin construction of Pasadena Transit Hydrogen Bus Fueling Facility;Continued and increased outreach for the City’s transit services;Advancing the Mt. Wilson Express route project through continued key involvement by Transit Division staﬀin the planning of this multi-agency grant-funded eﬀort which will ultimately result in Pasadena Transitproviding a route connecting people from the Memorial Park Metro A Line station to the open space andhiking destination of Mt. Wilson;Begin conceptual design and outreach on four (4) 710 near-term projects: Greenways (Bike Boulevard)Implementation, Pasadena Ave and St John Ave Improvements, Columbia Street Multimodal Improvementsand Metro A Line Crossing and Enhancements;Initiate the development of the Active Transportation Plan to update the City’s bicycle network andincorporate the City’s modal plans and Safe Routes to Schools;Conduct outreach on the N Lake Avenue Traﬃc and Pedestrian Safety Enhancement Project and secureprofessional services for ﬁnal design;Initiate a feasibility study for two-way traﬃc conversion on Mentor Avenue from Colorado Blvd to WalnutStreet;In coordination with the Public Works Department, complete construction of the pedestrian connectionimprovements at the intersection of Rosemont Avenue and Seco Street, new traﬃc signals at Del Mar Blvdand Michigan Ave, Orange Grove Blvd and Craig Ave, and Pedestrian Hybrid Beacon at Washington Blvdand Hudson Ave;Reduce speed limits on major City streets consistent with the provisions outlined in State Assembly Bill 43;Update Citywide Speed Hump Policy to account for Speed Tables and Speed Cushions;Establish Citywide LED Stop Sign Policy to introduce light-up stop signs at appropriate locations;As funding becomes available, work will continue on implementation of the Arterial Speed ManagementProgram with installation of speed feedback display units and delineators, and implementation of thePedestrian Crossing Enhancement Program;Complete update to the Local Roadway Safety Action Plan as part of Safe Streets for All grant program;Complete design phase for HSIP CYCLE 12 projects;Design and contract for the continental crosswalk upgrade at the intersections of Lake Avenue atWashington Boulevard, Fair Oaks Avenue at Mountain Street, and Fair Oaks Avenue at WashingtonBoulevard;In coordination with Public Works, begin design of Pedestrian Hybrid Beacon Crosswalk signals at thecrosswalks of Lincoln Avenue at Toolen Place and Lake Avenue at Elizabeth Street; Transportation 7
In coordination with Public Works, begin design on Measure R projects: Traﬃc Signal improvements atOrange Grove Blvd and Holly St and Orange Grove Blvd and Colorado Blvd, Pasadena Light Rail TrainTracking and Network Monitoring, Traﬃc Signal improvements at San Rafael and Linda Vista and San Rafaeland Colorado Blvd.;Finish elevator modernization project with a total of 8 elevators in City parking garages being upgraded;Install meters in Playhouse and go live with paid on-street parking in the Playhouse Village;Implement new rate structure in the South Lake meter zone and in Shoppers Lane;Publish RFP and select vendor for parking citation and permit software system;Continue staﬀ recruitment process for vacant positions;Publish RFP and select vendor for supplemental parking enforcement services;Develop scope of work to complete inspection and possible replacement of carbon monoxide systems inCity parking garages;Paint interior and exterior of City parking garages; andComplete parking lot improvements for Shoppers Lane parking lots, including surface repairs and restriping,lighting upgrades and signage updates and landscaping enhancements.

Transportation 8
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $7,096,159$9,481,924$9,713,137 $9,814,80191 - Services & Supplies$22,879,317$29,750,941$31,636,201 $28,404,57592 - Capital Outlay $75,468 $120,000 $161,000 $093 - Internal Srvc Chrg$2,717,122$3,266,944$3,266,944 $3,786,13994 - Debt Service $1,206,304$1,091,149$1,091,149 $1,111,95595 - Operat Transfer Out $5,531,604$5,353,007$5,353,007 $5,045,07796 - Operating Expense$1,886,355$1,878,738$1,878,738 $1,878,738EXPENSES TOTAL $41,392,329$50,942,703$53,100,176 $50,041,285 Summary of Appropriations by Division
Expenses2401 - Transportation Administration $793,230$793,571$793,571 $820,2492402 - Complete Streets Division$789,558$1,509,237$2,287,497 $1,525,4032403 - Mobility, Planning, Eng $2,575,883$3,518,071$3,866,071 $3,583,4882404 - Parking Enforcement$19,488,937$24,211,167 $24,376,323 $22,222,8022405 - Transit Services $17,744,720$20,910,657$21,776,714 $21,889,343EXPENSES TOTAL $41,392,329$50,942,703$53,100,176 $50,041,285 Summary of Appropriations by Fund
Expenses101 - General Fund $7,615,371$8,325,615$9,188,605 $8,581,806102 - Parking Operations Fund$40,182 $35,000 $35,000 $41,000105 - General Fund Projects Fund$48,242 $200,000$548,000 $200,000106 - New Years Day Genl Fund Events$1,562 $77,000 $77,000 $77,000204 - Building Services Fund$106,895$218,321$218,321 $223,857208 - Transportation Sales Tax Fund $3,525,012$4,016,139$4,016,139 $4,159,685209 - Proposition C Local Transit Fu $8,914,650$11,780,963$12,647,020 $12,933,989213 - Old Pasadena Parking Meter Fun$1,677,714$3,042,969$3,042,969 $1,913,550214 - Civic Center Parking Meter Fun$779,966$1,334,835$1,344,977 $895,944217 - South Lake Parking Operating F$376,875$479,624$479,624 $466,113225 - West Gateway Parking Meter Fd$23,006 $68,007 $68,007 $30,053229 - Playhouse Parking Fund$22,504$1,090,708$1,100,850 $298,771232 - So. Lake Parking Meter Zone Fd$212,187$359,580$359,580 $252,456236 - Measure R Transportation Fnd$2,486,746$2,396,979$2,396,979 $2,247,970242 - Measure M Local Return Fund$2,818,313$2,716,576$2,716,576 $2,547,699301 - Project Management Fund– $1,104,337$1,104,337 $1,168,098407 - Off-Street Parking Facilities$12,743,104$13,696,050$13,756,192 $14,003,294EXPENSES TOTAL $41,392,329$50,942,703$53,100,176 $50,041,285 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Transportation 9
Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedComplete Streets Division2.95 3.95 3.95 3.95Mobility, Planning, Eng 12.69 12.69 12.69 12.69Transportation Administration 2.53 2.53 2.53 2.53Parking Enforcement 25.97 29.97 32.97 32.97Transit Services 9.86 11.86 11.86 11.8654 61 64 64 Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$156,709 – – $0807400 - ActuarialOPEBExpense-GASB75$9,449 – – $0807200 - ActuarialPensionExpense-GASB68$249,398 – – $0802300 - Auto Allowance $6,025 $3,600 $3,600 $11,700805000 - Benefits $786,024$1,154,596$1,154,596 $1,227,972805800 - Benefits Admin. $33,853 $38,371 $38,371 $49,914805900 - CellPhone/SmartPhone Stipend$5,040 $4,745 $4,745 $5,763804000 - City Portion-PERS$1,278,583$1,892,700$1,892,700 $1,965,686807100 - Contra Pension Expense-GASB68-$218,180 – – $0804500 - Dental Insurance$31,218 $46,750 $46,750 $45,590806000 - EE Parking Permits - ER Paid$24,660 $32,940 $32,940 $36,540803100 - General Liability$405,342$523,530$523,530 $349,144804400 - Life Insurance $1,664 $2,228 $2,228 $2,267804700 - Long Term Disability $2,933 $3,847 $3,847 $4,165804900 - Medical $536,594$826,495$826,495 $819,668804600 - MediCare City Contribution$56,338 $85,592 $85,592 $91,541803700 - Miscellaneous Pay$1,000 – – $0801100 - Overtime Pay $10,660 $12,000 $12,000 $12,000802400 - Personal Devlpmnt Allowance $21,000 $25,506 $25,506 $25,156801800 - PST-Part Time Employees-PARS $51,178 – $116,057 $0800500 - Regular Pay - PERS$3,840,805$4,714,321$4,829,477 $5,041,641802700 - Workers' Compensation$119,286 $114,703 $114,703 $126,05490 - PERSONNEL TOTAL $7,096,159$9,481,924$9,713,137 $9,814,80191 - Services & Supplies824000 - Principal Exp (Leases GASB 87)$239,546 – – $0824300 - Interest Exp (Leases GASB 87)$6,311 – – $0819500 - Contra Lease Expense (GASB 87)-$256,193 – – –819600 - Contra SBITA Expense (GASB 96)-$41,670 – – –810800 - Computer Related Supplies$47,969 $45,300 $45,300 $60,800812700 - Conf & Mtgs-City Departments$36,512 $79,750 $79,750 $80,000811500 - Consultant Services– $1,801,000$1,801,000 $3,025,164812400 - Dues And Memberships $37,519 $50,040 $50,040 $53,040814200 - Electric $933,062$1,051,900$1,051,900 $1,110,385810700 - Equipment Lease Payments– $9,098 $9,098 $3,420810900 - Equip Purchases Under $10k$55,555$2,871,076$2,871,076 $85,455814900 - Fiscal Agent/Bank Fees & Chgs$1,068,374$1,451,000$1,451,000 $1,398,000 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Transportation 10
815600 - Insurance $469,412$745,950$745,950 $778,570811200 - Legal and Other Advertising $1,281 $1,000 $1,000 $1,000810100 - Materials And Supplies $31,201 $80,700 $80,700 $49,200812800 - Mileage – $300 $300 $300811400 - Other Contract Services$18,220,019$19,865,276$21,750,536 $19,697,897811000 - Outside Printing & Duplicating– $7,800 $7,800 $800821200 - Permits and Fees – $3,420 $3,420 $3,420811300 - Photo Copy Machine Maint$14,268 $12,202 $12,202 $13,408814400 - Postage $3,454 $8,800 $8,800 $8,800817700 - Program Expenditures$643,581$670,665$670,665 $696,940830000 - Public Relations$24,184 – – $30,000813500 - Reference Matls Subscriptions– $300 $300 $300814100 - Refuse Collection$27,101 $27,500 $27,500 $29,000810600 - Rent Expense $601,198$611,060 $611,060 $623,443829800 - Repairs and Maintenance$17,860 – – $0829700 - Security $411,406 – – $435,000819100 - Self-Insured Retention$121,424$135,483$135,483 $0812500 - Special Civic Events– $1,000 $1,000 $1,000814500 - Taxes Payroll and Other$89,441 $100,008$100,008 $100,008814000 - Telephone $24,037 $29,425 $29,425 $37,625813000 - Training Costs $15,154 $27,000 $27,000 $27,000810300 - Uniforms $337 $13,500 $13,500 $10,000821800 - Vehicle Rental/Lease $3,884 – – $0813900 - Water $33,091 $50,388 $50,388 $44,60091 - SERVICES & SUPPLIES TOTAL $22,879,317$29,750,941$31,636,201 $28,404,57592 - Capital Outlay850500 - Automotive Equipment – $120,000$161,000 $0850900 - Cap Outlay-Subscription Asset $75,468 – – $092 - CAPITAL OUTLAY TOTAL $75,468 $120,000$161,000 $093 - Internal Srvc Chrg864300 - CAP Allocation Expense$844,271$870,939$870,939 $1,134,908861500 - IS-Auto Body Repair– $253 $253 $290862000 - IS-Building Preventive Mainten$6,474 $6,459 $6,459 $0864200 - IS-Compressed Natural Gas$643,119 $1,012,806$1,012,806 $1,220,000861100 - IS-DoIt Application Direct $58,040 – – $0863000 - IS-DoIt Applications Basic$91,940 $101,373$101,373 $107,325863600 - IS-DoIt Desktop Rplcmnt Prog$27,998 $34,638 $34,638 $42,460862400 - IS-DoIt Entrprs ComputingBasic$186,790$215,102$215,102 $221,828863200 - IS-DoIt GIS Basic$96,417 $100,704$100,704 $105,456861900 - IS-DoIt NetworkSupportBasic$55,828 $70,795 $70,795 $70,935863100 - IS-DoIt Program Mgmt Basic$95,221 $93,540 $93,540 $109,397861300 - IS-DoIt Radio Basic$17,918 $19,918 $19,918 $21,590861200 - IS-DoIt Service Center Basic$80,388 $85,093 $85,093 $93,134860900 - IS-DoIt Telephone Basic $26,512 $65,755 $65,755 $44,374862200 - IS-DoIt Telephone Usage $34,641 $25,386 $25,386 $0861600 - IS-Fleet Maint-Equip Maintenan$60,238 $38,868 $38,868 $52,122861700 - IS-Fleet Maint-Equip Replaceme$38,110 $36,446 $36,446 $44,209861800 - IS-Fleet Maint-Fuel$166,049$205,392$205,392 $203,583860500 - IS-Houskeeping Services$21,699 $22,925 $22,925 $26,821860800 - IS-Mail - Basic Services$16 – – $0862600 - IS-Mail Direct Request$507 – – $0860700 - IS-Printing $45,595 $75,200 $75,200 $75,200863400 - IS-Security Srvcs at CityHall$12,707 $15,836 $15,836 $26,913860100 - IS-Structural Maintenance$48,686 $49,160 $49,160 $63,756860200 - IS-Tenant Improvements$37,219 $97,000 $97,000 $97,000860400 - IS-Utilities & Insurance-Hsekp$20,739 $23,356 $23,356 $24,838 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Transportation 11
93 - INTERNAL SRVC CHRG TOTAL $2,717,122$3,266,944$3,266,944 $3,786,13994 - Debt Service824100 - SBITA Principal Expenditure$39,408 – – $0824400 - Interest Expense SBITA $2,262 – – $0867700 - Interest $1,164,633$1,091,149$1,091,149 $1,111,95594 - DEBT SERVICE TOTAL $1,206,304$1,091,149$1,091,149 $1,111,95595 - Operat Transfer Out876000 - Transfer to Telecommuni Fd-408$52,500 – $52,500 $52,500872100 - Trans To Computing & Comm Fd$174,045$239,452$186,952 $196,908871500 - Trans To Prop C Local Transit $5,305,059$5,113,555 $5,113,555 $4,795,66995 - OPERAT TRANSFER OUT TOTAL $5,531,604$5,353,007$5,353,007 $5,045,07796 - Operating Expense880400 - Amortization Expense$10,164 – – $0880100 - Depreciation $1,876,192$1,878,738$1,878,738 $1,878,73896 - OPERATING EXPENSE TOTAL $1,886,355$1,878,738$1,878,738 $1,878,73897 - Non-Op ExpenseEXPENSES TOTAL $41,392,329$50,942,703$53,100,176 $50,041,285 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Transportation 12
Organizational Chart

CITY OF PASADENA
Water and Power
Recommended Operating Budget - Fiscal Year 2026
Water and Power 1
Mission Statement
Pasadena Water and Power (PWP) is committed to providing safe and reliable water and power with superiorcustomer service at reasonable rates.

Program Description
PWP, a department of the City of Pasadena, is a community-owned utility that supplies water and electricity toPasadena and nearby areas with priorities that include the following:

Providing the highest quality water and electric services at competitive rates;Promoting energy eﬃciency and water conservation through extensive public outreach, education, andincentive programs; andSupporting the City’s environmental goals to secure sustainable resources and reduce the environmentalimpacts of water production and power generation.

Department Relationship to City Council Goals
Ensure Public Safety
Safe and reliable drinking water and power services are essential to public safety. PWP continues itscommitment to delivering high quality and safe drinking water by monitoring, sampling, and testing inaccordance with all applicable laws and regulations. The 2020 Water System and Resources Plan (WSRP) is a25-year strategic plan that integrates investments for sustainable water resources with the infrastructurenecessary to ensure high quality water service for current and future needs of its water customers.

Similarly, the 2022 Power Delivery Master Plan (PDMP) outlines ongoing upgrades and improvements thatensure the safety and reliability of the underground and overhead electrical infrastructure. The PDMP includesan increased focus on the replacement of aging infrastructure to mitigate safety and reliability risks. PWP alsocomplies with the reliability standards of the North American Electric Reliability Corporation (NERC) and earnedthe American Public Power Association’s (APPA) Reliable Public Power Provider RP3 “Diamond” designation forproviding the highest degree of safe and reliable electric services.

PWP has implemented an Electric Distribution System Inspection Program that is consistent with CaliforniaPublic Utilities Commission Order 165. This program further ensures safety for employees and the public,enhancing the power distribution system's reliability and useful life.

PWP continues to focus on improving emergency response capabilities and customer communicationthroughout the utility via new disaster preparedness plans and technology investments.

Improve, Maintain, and Enhance Public Facilities and Infrastructure PWP builds, maintains, and operates necessary infrastructure to produce, secure, and reliably deliver water andpower to residents and businesses in Pasadena and to neighboring communities in its service territory. TheWSRP and PDMP collectively guide investment in water and power systems. As the water and powerinfrastructure from pipes to poles continues to age, PWP proactively maintains and reinvests in theinfrastructure core to its mission.

Maintain Fiscal Responsibility and Stability
PWP is committed to improving eﬃciencies and facilitating appropriate management decisions related to costsand ﬁscal discipline. Decision making tools are continually evaluated and improved to ensure that necessaryinformation is always available. Historical trends and ﬁnancial plans are continually employed to support Water and Power 2
necessary strategic changes. PWP continues to invest in renewable energy and sustainable water resources inan operationally and ﬁscally responsible manner and remains aligned with long-term goals.

Increase Conservation and Sustainability
PWP’s activities directly impact all City Climate Action Plan Strategies, including energy eﬃciency, renewableresources, Greenhouse Gas (GHG) emissions, water conservation, tree canopy, and clean vehicles. PWP oﬀers avariety of programs and activities related to water conservation, demand management, and energy eﬃciencyand robust community outreach is conducted regularly to engage customers in achieving common sustainabilitygoals.

PWP continues to implement the 2023 Integrated Resource Planning (IRP), which incorporates City Resolution9977 which was adopted by the City Council in late 2023. The resolution declares a climate emergency inPasadena and sets a goal to source 100% of Pasadena’s electricity from carbon-free sources by 2030 whileoptimizing for aﬀordability, rate equity, stability, and reliability.

Support and Promote the Quality of Life and the Local Economy Reliable and competitively priced water and electric services provide a core foundation that supportsPasadena’s quality of life and local economy. PWP’s focus on customer service and strategic marketing of itsprograms and services further supports these goals.

Fiscal Year 2025 Accomplishments
POWER DIVISION:

ResourcesObtained City Council approval of a Power Purchase Agreement with Grace Orchard Solar Facility throughSouthern California Public Power Authority (SCPPA) for the purchase of 50 megawatts of solar energy over a20-year contract term that will begin delivery in 2027;Began steps to design and construct a 25-megawatts Glenarm Battery Energy Storage System Project at theGlenarm Power Plant. Steps taken included:Executing a contract based oﬀ of a comprehensive solicitation process in FY 2025 to procure designservices and equipment for the construction of the Glenarm Battery Energy Storage System andobtained City Council approval to award the project;Completing the environmental analysis under the California Environmental Quality Act (CEQA) review;andExecuting a $9.7 million matching grant agreement with the California Energy Commission for thedevelopment of the Glenarm BESS Project.Obtained City Council approval of a Power Purchase Agreement with Calwind Resources, Inc. that willprovide 20 megawatts of wind energy starting in 2025, over a 10-year contract term;Executed a $60,000 grant agreement with the APPA for a microwind pilot project;Received two in-kind grant awards with ENERGYWERX to advance long-duration energy storage initiatives;Completed the Glenarm fountain walkway replacement project at the Glenarm Power Plant;Developed the Optimized Strategic Plan which will serve as a guide to implementing Pasadena’saccelerated clean energy goal of 100% carbon free electricity by the end of 2030;Launched the Clean Energy Tracker on PWP's website, which provides information on key clean energytargets and milestones, to further demonstrate PWP’s commitment towards 100% carbon-free electricity bythe end of 2030;Achieved state-mandated Renewable Portfolio Standard (RPS) requirements through a combination ofexisting and new long- and short-term contracts and purchases forecasted to achieve 44% RPS for CalendarYear 2024, results of which will be subject to ﬁnal veriﬁcation of full 2021- 2024 Compliance Period by theCalifornia Energy Commission; Water and Power 3
Achieved the Resource Adequacy for California Independent System Operator (CAISO) capacityrequirements; andMaintained regulatory compliance through various agency reporting requirements, including the CaliforniaAir Resources Board, California Energy Commission, CAISO, Air Quality Management District, EnvironmentalProtection Agency, and others.

Power System ReliabilityMaintained APPA’s prestigious RP3® “Diamond” designation for providing the highest degree of reliable andsafe electric service;Awarded APPA’s Safety Awards of Excellence “Gold” designation for keeping safe operating practices;Maintained compliance with all applicable NERC, Western Electricity Coordinating Council (WECC), andCAISO standards and related requirements;Maintained exceptional electric service reliability despite experiencing all-time peak demand of 330MW inSeptember 2024;Expeditiously repaired damages caused by the historic Eaton Fire and windstorm in January 2025 restoringpower to aﬀected customers within days;Continued Power Geographic Information System (GIS) maintenance and Circuit Map improvements;Expanded the ﬁber optic system on Glen Oaks Blvd. from Fairlawn Ave. to El Mirador Dr.;Completed a 10-year load forecast and continued a study for new large services and system changes;Completed protection, control, and metering upgrades for three 35 Kilovolt (kV) subtransmission lines;Completed installation of an oil containment system for Units 1 and 2 at Glenarm Substation, as well as theinstallation of a ﬁre-rated wall between Santa Anita transformer Banks 4 and 5;Completed installation of a Dissolved Gas Analyzer unit for TM Goodrich Receiving Station Bank 1Transformer and upgrade of Capacitors 7-9 power meters;Completed Villa Unit 1 modernization and capacitor controller upgrade, Chester Unit 1 and Hastings Unit 1transformer upgrades, and Villa Unit 2A and Glenarm Unit 3B transformer tap changer upgrades;Completed communication hardware upgrade for Villa Substation;Completed Santa Anita 17 kV potential transformer fuse upgrades and Santa Anita Bank 4 transformerupgrade;Completed installation of open-air rack animal guards to Santa Anita 17kV Substation;Completed weatherization of switchgear for Units 3 and 4 at Oak Knoll Substation and Units 1 and 2 at SantaAnita Substation;Completed weatherization of roofs for Santa Anita historical building, Hastings, Eastern, Fairs Oaks, Villa,Brookside, and TM Goodrich Substations;Completed weatherization of substation transformers for Banks 4 and 5 at Santa Anita Substation, Banks 1Aand 1B for Chester Substation, Banks 1A and 1B for Eastern Substation, and Banks 1A and 1B for HastingsSubstation; andCompleted weatherization of structures for Santa Anita historic building, Oak Knoll control house, and DelMar control house.

Power Transmission and Distribution Infrastructure ImprovementsRepaired or replaced 37 underground vaults, pull boxes, and structure covers;Replaced 254 power poles;Installed, replaced, or upgraded approximately 158 transformers, 24 distribution switches, and 32.5 miles ofconductor;Completed the installation of underground substructure to facilitate ﬁre threat mitigation on Canyon CloseRd. and Fox Ridge Dr.; andCompleted remodeling the Water and Power locker room.

Customer Service and SupportProvided new or upgraded electric service to 475 residential and commercial customers and installed 15new private property vaults;Expedited the restoration of electric services to about 100 homes/businesses that were impacted by theJanuary 2025 Windstorm; Water and Power 4
Replaced eight, aging Isolated Fault Loop Detection and Restoration devices at customer facilities with newResettable Fault Interrupters (RFIs). Installed 13 RFI covers to provide UV protection for existing RFI’s locatedwithin outdoor transformer enclosures; andApproved and installed approximately 350 solar meters for customer owned solar and/or energy storagesystems.

Emerging Technologies and System AutomationContinued working on Electric Vehicle Service Equipment (EVSE) or charging station installations throughoutthe City to support transportation electriﬁcation eﬀorts.

WATER DIVISION:

SupplyContinued a program to renovate or replace aging water wells to ensure local water reliability:Completed the new Parke Well in Villa Parke;Completed the below-grade improvements for the Explorer Well and began designing above-gradeimprovements for the well;Continued planning for the new well site on the east side of the City;Completed the design of the inﬁltration basins expansion for the Arroyo Seco Canyon Project;Coordinated with Raymond Basin Management Board the construction of Washington Park Monitoring Well;Continued inﬁltration of stormwater in the Arroyo Seco Spreading Basins; andContinued to implement programs and actions to comply with regulatory guidance to reduce reliance on theSacramento-San Joaquin Delta to capture surplus imported supplies in wet years for enhanced localgroundwater replenishment.

DistributionProvided utility services support for 28 customer-driven development projects;Continued to replace aging pipelines and reduce system water loss through the Main ReplacementProgram;Completed water main replacement projects in Bellefontaine Street, Glenarm Street, Oakwood Street, FairOaks Avenue, and Grand Ave; Cleaned approximately 15 miles of water mains through the continued management of the ongoingUnidirectional Flushing Program to ensure pressure, pipe velocity, and ﬁre ﬂow criteria are maintained andwater quality is sustained;Maintained approximately 1,500 gate valves and replaced approximately 15 valves through the GateExercise Program;Replaced approximately 2,100 meters as outlined in the Water Meter Replacement Program; andSuccessfully responded to and repaired 16 water main breaks.

StorageContinued eﬀorts for the design, environmental review, and community outreach for the Sunset ComplexReservoir Project, which will replace two, 125 year-old reservoirs with two, new concrete reservoirs with atotal storage capacity of 11 million gallons:The Sunset Complex Reservoir Project will also include a groundwater treatment system, parking fordepartment staﬀ, site enhancements, and installation of emergency generators; andContinued the basis of design report to improve and upgrade the Don Benito Reservoir.

Facilities and ServicesCompleted construction to improve and upgrade the Ross Booster Station;Completed basis of design reports for the upgrades to Santa Anita and Eagle Rock Booster Stations;Modernization and improvements to the Water Supervisory Control and Data Acquisition system; andContinued to implement water conservation initiative projects to improve the appearance and waterconservation at several water facilities.

Water and Power 5
Regulatory ComplianceActively participated in several state and federal legislative initiatives and policy issues related to waterresources, management, infrastructure, and drinking water quality;Completed water quality compliance reports including the Electronic Annual Report, Public Health GoalReport, Consumer Conﬁdence Report, and Monk Hill Treatment System Report;Completed the initial Lead Service Lines Inventory and submitted to Division of Drinking Water (DDW) underthe Lead and Copper Rule Revisions, and published inventory on the PWP website for customers to search;Submitted multiple permit amendments to DDW tied to system upgrades and operational changes—mostnotably, for the addition of Parke Well;Completed all associated regulatory requirements from initial and ongoing wildﬁre orders issued by DDWdue to the Eaton Fire; andUpdated PWP’s Cross Connection Control Policy to address policy updates that went into eﬀect on July 1,2024.

CONSERVATION, DEMAND MANAGEMENT, AND CUSTOMER PROGRAMS
POWER DIVISION:Continued ongoing community outreach eﬀorts to GHG emissions reduction programs, which includecustomer rebates for electric vehicles, electric vehicle chargers and various energy-star/all-electricappliances, to align with local, regional, and statewide clean transportation and sustainability goals: The Electric Vehicle (EV) rebate program transitioned to used vehicles only and issued approximately370 EV rebates and more than 110 EV Charger rebates for residential electric customers, includingbonus rebates for income qualiﬁed customers;Issued commercial EV Charger rebates for 5 commercial electric customers for a total of 71 EV chargerports (the existing commercial EV Charger rebate program contains bonus rebates for projects located indisadvantaged communities);Continued to provide and promote various energy eﬃciency programs, incentives, rebates, and directinstallation services, with no cost to customers, to align with the City’s Climate Action Plan and achieve theCity Council-adopted energy savings target of 11.72 Gigawatt (GWh) every ﬁscal year. Some of theseinitiatives include the following: Home Improvement Program (HIP), which provides no-cost home eﬃciency upgrades to over 500residential electric customers per year;Water Energy Direct Install Program (WeDIP), which provides eﬃciency upgrades at no-cost toapproximately 300 small and medium commercial customers per year;Home Energy Rebates Program, which provides rebates to approximately 700 residential customers peryear through rebates for qualifying energy star appliances such as qualifying HVAC equipment andbuilding envelope measures, and, extended the eBike rebate pilot program for an additional year at thestart of Fiscal Year (FY) 2024; andHome Energy Reports, which provides all PWP residential electric customers with personalized quarterlyreports with easy-to-understand information about household energy use. Reports also include progresscharts and personalized energy conservation tips and provide a comparison of energy use with similarhomes in the area.

WATER DIVISION:Continued The Ripple Eﬀect Campaign, a multi-year eﬀort to build climate resilience and water sustainability:Through social media outreach, advertising and Water Conservation events, the campaign hascontinued to raise awareness of water issues that impact Pasadena and the region and foster a sense ofpride in our community's local water supply and regional connectivity, highlighting the signiﬁcant rolethat each PWP customer plays in preserving water for future generations. The Ripple Eﬀect Campaignhas been used to build a cohesive and recognizable brand within the community;Partnered with other departments and community organizations and hosted workshops throughout thecommunity to educate residents and businesses on building drought resilience through regenerative Water and Power 6
landscape practices, native gardens, eﬃcient irrigation, rainwater capture, and more;Partnered with Polytechnic School to host workshops on their campus to build a hügel and rain gardenhelping to educate their students on the importance of rain capture and how native plants supportbiodiversity;Launched a partnership with TreePeople to distribute Native Garden Kits to PWP customers. The programsold out within four days of being launched with over 120 PWP customers participating in the program;Partnered with the California Water Eﬃciency Partnership and SoCalGas to host a water eﬃciency workshopfor hospitality industry professions. Topics included how to identify leaks, overview of water uses withinhotels and where to look for water savings opportunities, and best management practices for restrooms,commercial kitchens, laundries, pools, and cooling towers;Partnered with Building Systems and Fleet Maintenance Division (BSFMD) to install hydration stations at Cityfacilities;Celebrated Water Awareness Month in May 2025 with multiple events, including tours and educationprograms;Continued to provide and promote water eﬃciency programs, incentives, rebates, and direct installationservices at no cost to the customer to reduce indoor and outdoor water use;Collaborated with City departments to help support the conversion of non-functional turf to drought tolerantlandscaping at City parks and City facilities;Continued the "Native Nights Series” in partnership with the Arroyo Seco Foundation and the HahamongnaNative Plant Nursery. The Series featured talks on the beneﬁts of natives, building soil health andbiodiversity, the health of the watershed, soil remediation, ﬁre wise plants, and more;Worked with neighboring cities and water agencies to host rain barrel distribution events, oﬀering thecommunity the opportunity to pick up rain barrels and receive a rebate to cover the cost of purchase;Continued the Team Water Savers Program notifying customers about irrigation issues observed in the ﬁeldand oﬀering resources and programs to assist, such as irrigation check-ups, free spray-to-drip conversionkits, and rebates for eﬃcient sprinkler heads;Continued to oﬀer landscape surveys to residential customers to assess their landscape, their plantwatering needs and oﬀer drought tolerant plant recommendations;Continued to distribute drip kits at no cost to customers, providing an eﬀective resource to convert highwater use sprinklers to drip irrigation;Partnered with the City's Public Works department to enhance the Sierra Madre Median and developoutreach strategies to engage the community in the planning eﬀorts. Outreach eﬀorts included participationin community meetings, distributing native plants to attendees, and providing education on the beneﬁts ofnatives for building climate resilience;Rebated 1,000 devices for commercial and residential customers and over 40 customers participated in theturf removal rebate program, transforming over 50,000 square feet of turf to drought tolerant landscaping;andInstalled over 3,000 water eﬃciency devices directly at no cost to both residential and commercialcustomers through PWP’s HIP and WeDIP measures.

MANAGEMENT AND ADMINISTRATION
Legislative and RegulatoryTracked and monitored numerous state legislative bills and regulatory proceedings related to CaliforniaGHG emission reductions, renewable energy requirements, distributed generation, electric vehicles,building electriﬁcation, net energy metering, procurement, natural gas, water use eﬃciency, drought, cleandrinking water, and water supply reliability;Monitored several federal legislative bills and policy issues related to energy and water infrastructure,drought relief, advanced refunding bonds, and climate change, as well as various environmental and energyregulations advanced at both the Environmental Protection Agency (EPA) and the Federal Energy RegulatoryCommission (FERC); andMaintained compliance with 41 applicable North American Electric Reliability Corporation (NERC) standardswith over 780 requirements through monitoring, self-certiﬁcation, and improved policies and procedures.

Water and Power 7
Finance and AdministrationProposed numerous rate ordinances modernizations within the Pasadena Municipal Code impacting aspectssuch as direct access provisions, long-term contracts, Electric Utility Assistance Program qualiﬁcations andworking capital reserve policy and related reserve alignments;Developed, evaluated and recommended an overall ﬁnancial strategy to support PWP’s business strategiesand maximize the value of the utility;Completed operating and capital budgets that ensure reliability and excellent customer service atcompetitive rates;Completed the water cost-of-service and rate design study in FY 2024, with City Council approved ﬁve-yearrate plan starting in FY 2025 in compliance with Proposition 218;Issued a Request for Proposals for the Electric Rate Study and selected a consultant to support in this eﬀort.The contract was approved by the City Council in April 2024, with the project kick-oﬀ occurring in August2024. The Electric Rate Study is currently underway;Filed the 2025 update to PWP’s Transmission Revenue Balancing Adjustment account with FERC;Ensured compliance with the Energy and Credit Risk Management Policy;Maintained participation in the wholesale energy market and ensured ongoing compliance with mandatedrequirements;Completed PWP’s FY 2024 Annual Report;Issued about 350 purchase orders valued at approximately $25 million;Managed approximately 4080 outbound utility materials requisitions valued at about $15 million to keepﬁeld crews productive and responsive to emergencies and operational needs;Managed approximately 510 inbound utility materials requisitions valued at about $18 million to supportWater and Power operations through the supply chain challenge. Supported the operations of the utilityduring the Eaton Fire and Windstorm as well as response eﬀorts such as the Drinking Water Distribution Siteand temporary shelter at the Convention Center; andCoordinated utility-wide documentation and ﬁnancial recovery for the Eaton Fire and Windstorm.

Customer Service and TechnologyCustomer Service Answered over 74,484 customer calls;Produced and mailed over 616,220 bills;Processed nearly 306,713 Interactive Voice Response (IVR)/Interactive Web Response credit cardtransactions;Conducted almost 797,379 electric and water meter reads;Processed over 9,717 online requests to start, stop, and disconnect service; andCompleted over 30,836 ﬁeld service orders to start, stop, transfer, disconnect, or reconnect utility services.

TechnologyIn partnership with Power Delivery, Water Delivery, and Finance and Administration, an Enterprise AssetManagement (EAM) Software and implementation vendor were selected. This system will provide workmanagement tools and improve eﬃciency by optimizing the lifecycle, maintenance, and performance ofwater and power assets;Completed the Advanced Metering Infrastructure (AMI) Needs Assessment Phase, which involvedevaluating business, operational, and technical requirements to ensure alignment with organizational goalsand customer service improvements;Launched the new MyPWP mobile app, providing a one-stop solution for managing utility services. The appallows customers to monitor usage, pay bills, request service, and report power outages all from theconvenience of a smartphone;Continued enhancements of the Customer Information System (CIS) to add additional online options andimprove operations;Started a project to upgrade PWP’s Geographic Information System (GIS) to the Utility Network data model;andPurchased and deployed cyber security technology that protects PWP systems by detecting in-progresscyber-attacks, including ransomware and threats to critical infrastructure.

Water and Power 8
Fiscal Year 2026 Recommended Budget
Operating and Capital BudgetPWP continues to experience signiﬁcant ﬁnancial challenges due to the rapidly evolving utility service industriesand market instability. Increasing regulation and legislative actions, new technology, and higher infrastructureinvestment create upward pressure on costs to produce and deliver safe, aﬀordable, and reliable energy andwater. To provide vital City services, PWP reviews its ﬁscal strategy and priorities and maintains balancedbudgets to support system operation, capital improvements including technology transformation, electricalreinvention and renewal, water reinvestment, as well as preservation of the utility’s ﬁnancial integrity.

Power FundThe FY 2026 Recommended Power Fund Budget totals $277.5 million and relies on forecasted retail revenuesof $241.2 million — a net decrease of $3.0 million compared to FY 2025 Adopted Budget due to downwardPower Cost Adjustments (PCA). Retail sales volume is expected to remain steady. The ﬁscal impacts of the IRP,PDMP, technology modernization are placing pressure on revenues from traditional rate structures and requirethat PWP’s rates remain competitive with new alternative resources. PWP is developing a comprehensiveOptimized Strategic Plan (OSP) to guide decisions toward achieving 100% carbon-free supply portfolio by 2030.Net Income is inﬂuenced by energy market ﬂuctuations, supply constraints, escalating costs for personnel,contract and maintenance services, and utility rebates and other operating expenses.

Water FundThe FY 2026 Recommended Water Fund Budget totals $84.0 million, relying on a forecasted retail revenues of$92.3 million—a projected $12.5 million increase due to implementation of the second-rate adjustment in anapproved ﬁve-year rate plan. Local water supplies continue to face constraints stemming from resourcelimitations, water quality requirements, and the aftermath of the January 2025 windstorm and ﬁre. Majorinitiatives - including Eaton Windstorm and Fire Recovery, Arroyo Seco Canyon Project, Explorer Well Project,and Sunset Reservoir Improvements – aim to enhance the reliability, safety, and quality of the water supply. PWPis actively pursuing grants funding and federal loans (such as the Water Infrastructure Finance and InnovationAct) for these critical projects. Net Income is aﬀected by rising costs tied to imported water rate increases fromMetropolitan Water District (MWD), alongside higher expenses for personnel, electric, depreciation, and generaloperations.

Personnel The FY 2026 Recommended Budget includes 430 Full Time Equivalent (FTE) positions.

Year-Over-Year Budget Changes
Power Operating FundIntergovernmental revenues increased by $2.1 million due to anticipated grant funding on various projects;Investment earnings increased by $5.1 million due to projected net unrealized gains from pooledinvestments and Stranded Investment Reserve (SIR);Cap and Trade retail revenues decreased by $6.7 million due to a reduction in trading activities;Wholesale energy sales increased by $0.3 million due to higher sales to CAISO at an increased rate;Personnel costs increased by $3.6 million primarily due to projected increases in salaries and beneﬁts;The overall services and supplies decreased by 10.1 million mainly due to decreases in energy costs by $13.1million, oﬀset by increases in contract and maintenance services by $1.7 million, rent expense by $0.7million, and electricity by $0.3 million;Interest expense increased by $1.2 million driven by the issuance of new 2024A Electric Refunding Bonds;Depreciation expenses increased by $1.0 million due to a projected increase in capital projects to becompleted in FY 2025; and Water and Power 9
The General Fund Transfer (GFT) increased by $10.5 million to $28.5 million based on twelve percent of FY2025 revenues from sale of electric energy at rates and charges ﬁxed by ordinance.

Water Operating FundIntergovernmental revenues increased by $2.0 million due to anticipated grant funding on various projects;Investment earnings increased by $0.5 million primarily due to projected net unrealized gains from pooledinvestments;Personnel costs increased by $1.0 million primarily due to projected increases in salaries and beneﬁts;Services and supplies increased by $6.7 million primarily due to an anticipated higher volume of PurchasedWater from MWD at higher rates, projected increase in rent expense for a new warehouse and in electriccosts for wells operation;Depreciation expense increased by $1.0 million primarily due to an increase in capital projects planned to becompleted in FY 2025; andWarehouse store issues and equipment usages increased by $1.1 million mainly due to anticipated increasesin material and vehicle usages for capital projects.

Future Outlook
In FY 2026, PWP will continue to update and implement its resource and capital plans for both the Water andPower utilities. Aﬀordability, criticality, urgency, and value will drive PWP’s priorities for procuring energy andwater and the necessary level of capital investment to meet those priorities. To stabilize revenues, PWP isactively engaged in the development and production of new products and services, including EV charginginfrastructure and the electriﬁcation of components of transportation and commercial enterprises. Installation ofAMI is a major investment for automation and operational technology solutions to improve eﬃciencies andservice to customers. In addition, PWP continues to invest in cybersecurity systems to manage threats to criticalinfrastructure. PWP expects signiﬁcant ongoing challenges to manage industry changes, higher costs, andcustomer demands.

POWER DIVISION:

Climate Goals
PWP continues to invest in renewable energy resources that both meet California’s accelerating clean energytargets and align with approved Power IRP goals. As required by state regulations, PWP achieved 44% RPS forCalendar Year (CY) 2024 and is on track to achieve 46% in CY 2025. Oﬃcial results subject to ﬁnal veriﬁcationof Compliance Periods 4 and 5. Requirements increase annually as California works to achieve Senate Bill 100milestone goals of 60% renewable by 2030 and 100% renewable and zero-carbon by 2045. PWP has longfocused on decarbonizing its energy portfolio, including incorporating the City Council’s decision to excludefossil-fuel resources from any long-term contract options in the 2018 IRP. This decision also includes terminationof Pasadena’s interest in the Intermountain Power Project Coal Contract, eﬀective in 2027, and limiting long-term investments to renewable and zero-carbon resources only.

The 2023 IRP incorporates City Resolution 9977, which declares a climate emergency in Pasadena and sets agoal to source 100% of Pasadena’s electricity from carbon-free sources by 2030 while optimizing foraﬀordability, stability, and reliability. To meet the fast-approaching 2030 target, which accelerates California’s2045 goal by 15 years, PWP is focusing on implementation eﬀorts, beginning with the development of anOptimized Strategic Plan (OSP), which will guide resource planning eﬀorts through the clean energy transition.

California’s fast-paced, statewide decarbonization eﬀorts have resulted in industry challenges, such as marketvolatility, competition for scarce resources, project development delays, and transmission and infrastructurechallenges. PWP continues to focus on resource investments that balances electric reliability with aﬀordabilityand environmental stewardship, including ongoing evaluation of emerging technologies that will help meet Water and Power 10
goals. To this eﬀort, PWP is pursuing grant opportunities, such as the Inﬂation Reduction Act, to help oﬀsetproject costs.

Finally, PWP will continue to expand the Pasadena electric vehicle market to support greenhouse gas reductiongoals, increase utility revenues, and complete major repair projects to improve overall reliability.

Capital Improvement Projects
The FY 2026 Power Delivery Capital Improvement Program (CIP) includes ongoing work to provide new andupgraded electric services; electrical design and construction to extend 17 kV distribution circuits and toupgrade various 4 kV distribution circuits to 17 kV; ongoing replacement of substation circuit breakers,underground cables, power poles, transformers, and switches; continuing replacement, reinforcement, andrepair of underground infrastructure, including vaults and pull boxes; seismic upgrades and oil containmentinstallations at substations; and continuing work on utility undergrounding projects, including the installation ofsubstructures and electrical facilities necessary for completing the conversion of overhead high voltage circuitsto underground for two Tier 3 Extreme Fire Threat Districts.

Upcoming Power Delivery facilities and technology projects include the development of a design for theremodeling of the Primary Dispatch Center; repaving the parking lot around the Water & Power Warehouse;ongoing work to expand the ﬁber optic communication network; upgrade of protection/control relays for 35 kVsubtransmission lines and distribution feeders; ongoing work to automate distribution circuits; continuingprocurement for a mobile substation transformer; and ongoing system maintenance for SCADA, GIS, and theOutage Management System (OMS).

In FY 2026, the replacement/upgrade to an existing 35 kV subtransmission line between Glenarm ReceivingStation and Oak Knoll Substation will be completed to enhance load ﬂow within the subtransmission system.Complete procurement for underground cable materials for the replacement/upgrade of 35 kV subtransmissionlines (Path 2) between Glenarm and Santa Anita Receiving Stations. Lastly, Power Delivery will continue a studyto evaluate all options to reconﬁgure/upgrade the 35 kV subtransmission system to reduce the fault currentunder the 25 kiloampere (kA) at the receiving stations.

Power Delivery will continue to expand the network of EVSE installations throughout the City, which will alsoassess numerous additional sites throughout Pasadena, working with local stakeholders to identify potentiallocations for new EV charging infrastructure projects.

Timely response to customer requests for new or upgraded services and the development and implementationof training programs for engineering and ﬁeld personnel will remain a priority.

WATER DIVISION:

PWP will continue to implement the recommendations of the WSRP, which guides infrastructure investments toensure adequate production of local water supply and reliable distribution of water under current and futureconditions.

Supply
PWP continued to partner with the MWD and Raymond Basin groundwater producers in FY 2025 to implementprograms to capture surplus regional supplies for additional groundwater storage augmentation. PWP activelycaptured and recharged over 4.7 billion gallons of stormwater at Arroyo Seco and Eaton spreading basins tofurther increase groundwater supplies.

PWP continues to seek opportunities to partner with agencies to maximize stormwater capture in times whenwater is available. Infrastructure projects such as the Arroyo Seco Canyon Project and the Devil’s GateReservoir Pump-Back Project are being planned and designed to enhance stormwater capture for further Water and Power 11
replenishment of our groundwater basin. These projects help bolster water supply reliability, includingincreased resilience in times of prolonged drought.

To support supply reliability and improve regional water self-reliance, PWP is decommissioning inoperable orunreliable wells due to age and continues to construct new or replacement wells. In FY 2025, the Parke Wellwas completed and the below-grade improvements for the new Explorer Well were completed. In FY 2026Parke Well will be in service, construction of Explorer well aboveground improvements will be in progress, andconstruction of the Arroyo Seco spreading basin expansion will begin.

Distribution and Storage
PWP will continue the installation of new and replacement water distribution mains, new gate valves, waterservices, and ﬁre hydrants at various locations throughout its service territory. This ongoing program improveswater ﬂow and pressure for drinking services, ﬁre protection, and water quality. The replacement of aging watermains will continue throughout the ﬁscal year, with projects occurring at Oak Knoll Avenue, Holly Street andMentor Avenue.

The Sunset Complex environmental review and permitting will be completed in FY 2025. There will becontinued eﬀort on the design for the replacement of the 125year-old Sunset Reservoirs. Construction isexpected to begin in FY 2026 and be completed in FY 2028, and the site will feature new reservoirs, a newgroundwater treatment system, a parking area, and other enhancements.

Facilities and Services
Improvements and upgrades are in the works to protect water ﬂow during power outages, bolstering the City’sdisaster preparedness eﬀorts. Installation of portable emergency generator connectivity at eight boosterstations was completed in FY 2024 to mitigate the eﬀects of potential power outages and a stationarygenerator was installed at the Wadsworth Groundwater Treatment Plant in FY 2024. Future improvements to theSunset Complex Project will include stationary emergency generators.

The Water Division continues to develop compliance strategies to address state and federal water qualityrequirements and protect the health of the community.

Water Conservation
PWP will continue the implementation of new programs to comply with the Making Conservation a CaliforniaWay of Life Regulations, which were ﬁnalized in July 2025. New programs include managing and reducingindoor and outdoor water use across all customer classes and working with commercial customers toimplement best management practices for water eﬃciency. PWP will be looking to develop additional resourcesand programs to support our residential and commercial customers, such as new rebates and incentives,commercial water audits, expansion of existing programs, and more.

PWP is actively improving drought resiliency by engaging customers in programs to enhance water eﬃciency,transform landscapes, and capture and inﬁltrate rainwater. PWP will continue to work with other departments,residential and commercial customers to promote these practices. To enhance customer engagement, staﬀ willbe looking at more opportunities for community engagement on a regular cadence. Additionally, grantopportunities will continue to be explored and applied for to support customer programs, and allow foradditional programs, rebates, and incentives.

PWP is embarking on an education and outreach program focused on enhancing awareness of native plantsand their beneﬁts for the community: A dedicated webpage, workshops, and design resources will be availablefor PWP customers to learn more about “natives” and to receive incentives to plant natives in their gardens.

Water and Power 12
PWP continues its program on Hügelkultur and will be oﬀering hands-on workshops to learn more about thispermaculture technique, and will be partnering with schools, City departments and non-proﬁt organizations toimplement Hügels at various school sites in the City.

EXTERNAL AFFAIRS:

Public Beneﬁts
PWP remains committed to improving its existing energy eﬃciency, income qualiﬁed bill assistance andelectriﬁcation programs to provide a streamlined customer experience, while increasing overall costeﬀectiveness. As industry trends and utility goals evolve, PWP consistently evaluates its current programs toensure that the available oﬀerings continue to provide value to customers while helping meet council adoptedenergy eﬃciency goals and align with the GHG emissions reduction strategies outlined in the city’s climateaction plan.

Based on its robust catalog of energy eﬃciency and electriﬁcation programs, PWP is well-positioned to helpcustomers achieve operational objectives, ranging from conservation to de-carbonization. In particular, the utilitycontinues to oﬀer generous incentives and rebates through its eﬃciency and transportation/buildingelectriﬁcation programs, with additional oﬀerings being developed to encourage customers to make the switchto all-electric appliances/equipment in existing buildings as well as new construction projects. PWP is alsodeveloping similar programs to provide incentives for solar and energy storage systems in residential andcommercial buildings.

Legislative Programs
Legislative activity at the state and federal levels is expected to focus on water resources, utility infrastructure,clean energy, and ratepayer aﬀordability. Climate change policy priorities will continue to drive proposalsnationally. In recent years, the California Legislature has proposed hundreds of utility-related bills eachlegislative session. PWP anticipates an increase in this policy area due to a growing focus on environmentalprotection, drought resiliency, transportation electriﬁcation, building electriﬁcation, and wildﬁre mitigation. Water,energy, and environmental policy issues are generally very technical in nature and legislators rely heavily on thetechnical expertise of regulatory agencies to develop policies and procedures for the implementation,compliance, and enforcement of these laws. The increase in utility-related legislation drives more regulatoryproceedings that also require monitoring and advocacy, such as participation in hearings and submission ofwritten comments. PWP continues to prioritize action items based on urgency and relevancy.

Financial Programs
PWP aims to enhance ﬁnancial health and stability by applying robust measurements, controls, and procedureswhile contributing to the City’s General Fund to sustain critical public services.

Long-term planning remains a focus, with the implementation of ﬁnancial management best practices andpolicies ensuring ﬁscal discipline and foresight. Upcoming priorities include reviewing and adopting a ﬁnancial reserve policy tailored to the needs of publiclyowned utilities and assessing energy risk. To keep rates aﬀordable, PWP maintains foundational policies thatpromote good governance, uses technology for revenue capture and a better customer experience, evaluateslong-term return on investments in cost-beneﬁt analysis, and reviews asset management planning for risk-basedapproaches to maintain reliable systems.

As part of ongoing eﬀorts to enhance ﬁnancial and operational eﬃciency, implementing an EAM system remainsa key priority for PWP. This system streamlines asset lifecycle management by improving maintenancescheduling, inventory tracking, and cost analysis, reducing emergency repairs and unplanned downtime. Byleveraging predictive maintenance, it helps prevent costly failures while optimizing resource allocation and Water and Power 13
budgeting for capital expenditures. Real-time cost tracking strengthens ﬁnancial planning and supports data-driven decision-making, while enhanced regulatory compliance mitigates risks and avoids ﬁnes. Integrated withutility operations, EAM improves infrastructure reliability, maximizes ﬁnancial control, and drives long-term costsavings. Future initiatives will build on these advancements to further enhance asset performance andoperational sustainability.

Water and Power 14
SUMMARY TABLESSummary of Appropriations by Expense Category 84 & 88 - Water and Power Department
Expenses90 - Personnel $55,063,014$59,638,549$59,638,549 $64,208,34191 - Services & Supplies$154,429,014$190,179,977$190,179,977 $186,815,27093 - Internal Srvc Chrg$12,667,451$13,511,282 $13,511,282 $14,044,84994 - Debt Service $9,027,436$12,118,966 $12,118,966 $12,562,03195 - Operat Transfer Out $19,894,138$19,894,138$19,894,138 $30,394,13896 - Operating Expense$53,274,991$48,509,338$48,509,338 $51,882,31297 - Non-Op Expense-$6,935,942$1,460,000$1,460,000 $1,620,000EXPENSES TOTAL $297,420,102$345,312,250$345,312,250 $361,526,941 Summary of Appropriations by Division
84 & 88 - Water and Power Department
Expenses84 - Power Department$233,021,713$271,227,229$271,227,229 $277,548,04188 - Water Department $64,398,390$74,085,021$74,085,021 $83,978,900EXPENSES TOTAL $297,420,102$345,312,250$345,312,250 $361,526,941 Summary of Appropriations by Fund
84 & 88 - Water and Power Department
Expenses401 - Light and Power Fund$228,063,222$263,680,680$263,680,680 $269,910,685402 - Water Fund $64,398,390$74,085,021$74,085,021 $83,980,650410 - Public Benefit Fund$4,958,490$7,546,549$7,546,549 $7,635,606EXPENSES TOTAL $297,420,102$345,312,250$345,312,250 $361,526,941 Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedPower 280.12 287.92 287.925 287.675Water 138.88 142.08 142.075 142.325419 430 430 430 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Water and Power 15
Appropriations by Line Item (Expense)
Expenses90 - Personnel805600 - Accrued Payroll Expense-$1,312,442 – – $0807400 - ActuarialOPEBExpense-GASB75$175,812$2,080,000$2,080,000 $1,500,000807200 - ActuarialPensionExpense-GASB68$10,202,915$10,150,000$10,150,000 $12,182,000802300 - Auto Allowance $52,588 $50,700 $50,700 $50,400805000 - Benefits $6,616,275$6,439,812$6,439,812 $6,302,667805800 - Benefits Admin. $204,935$205,459$205,459 $247,078805900 - CellPhone/SmartPhone Stipend$57,710 $45,719 $45,719 $58,005804000 - City Portion-PERS$8,925,760$11,090,497$11,090,497 $11,036,473807100 - Contra Pension Expense-GASB68-$8,925,760-$10,839,286-$10,839,286-$11,036,473804500 - Dental Insurance$211,229 $244,890$244,890 $236,203806000 - EE Parking Permits - ER Paid$12,480 $13,740 $13,740 $14,040803100 - General Liability$675,539$1,736,626$1,736,626 $1,861,445804400 - Life Insurance $8,671 $9,099 $9,099 $9,142804700 - Long Term Disability $20,740 $20,176 $20,176 $21,216804900 - Medical $4,012,257$4,640,806$4,640,806 $5,021,940804600 - MediCare City Contribution$465,830$482,335$482,335 $506,105803700 - Miscellaneous Pay$1,177,096$1,143,206$1,143,206 $2,564,852801000 - Non Benefit Employees$137,837 – – $0801100 - Overtime Pay $3,503,586$3,414,870$3,414,870 $3,897,459801200 - Overtime Subject To PERS $60,066 $105,000$105,000 $100,000802400 - Personal Devlpmnt Allowance $94,690 $74,319 $74,319 $82,926801800 - PST-Part Time Employees-PARS $380,985 $73,987 $73,987 $0800500 - Regular Pay - PERS$26,913,522$27,293,318$27,293,318 $28,407,617802700 - Workers' Compensation$1,390,694$1,163,276$1,163,276 $1,145,24690 - PERSONNEL TOTAL $55,063,014$59,638,549$59,638,549 $64,208,34191 - Services & Supplies824300 - Interest Exp (Leases GASB 87)$52,112 $11,908 $11,908 $98,919819500 - Contra Lease Expense (GASB 87)-$1,388,306 – – –819600 - Contra SBITA Expense (GASB 96)-$1,307,629 – – –823000 - Advertising $209,081$314,800$314,800 $314,300828300 - Cap&Trade Expense-Retail$195,360$176,120$176,120 $176,120826300 - Cap&Trade Expense-Wholesale$56,529 $321,940$321,940 $354,422815000 - Cash Over and Short– $150 $150 $150815700 - Claim Payments & Settlements$49,814 – – –810800 - Computer Related Supplies$19,827 $42,697 $42,697 $50,443812700 - Conf & Mtgs-City Departments$176,301$231,600$231,600 $312,175812600 - Conf & Mtgs- Comm & Committes$54 – – $2,500811500 - Consultant Services$970,894$4,631,134$4,631,134 $4,890,750811600 - Contract Maintenance$5,191,619$4,937,026$4,937,026 $5,620,954821500 - Direct Installation$2,498,639$3,730,000$3,730,000 $3,680,000812400 - Dues And Memberships $317,881$437,540$437,540 $482,395812900 - Education $100 $1,000 $1,000 $1,000814200 - Electric $4,366,153$3,960,937$3,960,937 $5,142,987810700 - Equipment Lease Payments$24,911 $33,265 $33,265 $27,002810900 - Equip Purchases Under $10k$110,309 $228,827$228,827 $366,090814900 - Fiscal Agent/Bank Fees & Chgs$2,023,510$2,219,722$2,219,722 $2,338,300828400 - Fuel Burned for Wholesale$1,693,955$2,108,797$2,108,797 $2,399,997813800 - Gas/Fuel $29 $500 $500 $700822900 - Gas/Fuel $6,441,007$5,438,675$5,438,675 $5,532,284815900 - Gas UUT - Retail $40,225 $55,519 $55,519 $56,252 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Water and Power 16
815800 - Gas UUT - Wholesale $108,590$158,662$158,662 $180,571815600 - Insurance $2,226,662$2,863,760$2,863,760 $3,040,454829300 - ISO Energy Services$1,322,655$1,400,000$1,400,000 $1,455,536829200 - ISO GMC Energy Expense$294,147$303,000$303,000 $313,942829400 - ISO GMC Transmission Exp.$473,837$490,000$490,000 $490,000829500 - ISO System TAC $13,796,823$16,354,470$16,354,470 $15,573,690811200 - Legal and Other Advertising $2,990 $16,186 $16,186 $16,189823500 - Low Carbon Fuel Standard Exp$308,557$522,399$522,399 $582,681829100 - LT Renewable Enrgy Non-Premium$6,666,549$7,815,931$7,815,931 $9,300,373826800 - LT Renew Portafolio Stndr Prem$2,408,377$3,141,045$3,141,045 $3,661,793817500 - Material Overhead-$3,443,613-$2,899,962-$2,899,962 -$3,188,935810100 - Materials And Supplies $1,500,548$1,614,878$1,614,878 $2,141,444812800 - Mileage $819 $19,110 $19,110 $3,055811400 - Other Contract Services$5,199,283$5,931,615$5,931,615 $7,194,371811800 - Outside Legal Services$1,693,755$1,975,000$1,975,000 $2,105,500811000 - Outside Printing & Duplicating$5,159 $33,800 $33,800 $8,800821400 - Overtime Meals$10,201 $12,800 $12,800 $13,350821200 - Permits and Fees$408,929$337,608$337,608 $338,824811300 - Photo Copy Machine Maint$31,432 $50,000 $50,000 $40,000814400 - Postage $24,931 $203,165$203,165 $151,218830700 - Prfsnl License&Cert fReimbmnt$1,837 $2,950 $2,950 $3,050817700 - Program Expenditures$1,723,861$2,237,525$2,237,525 $2,428,585821300 - Purchased Power-Long Term $20,363,770$29,246,304$29,246,304 $32,777,000822200 - Purchased Power Short Term $31,426,923$27,963,134$27,963,134 $16,093,675822300 - Purchased Power-Transmission$8,279,424$9,569,784$9,569,784 $9,977,784827700 - Purchase of Excess Solar Enrgy$522,787$450,000$450,000 $490,000822400 - Purch. Power-Ancillary Service$1,926,228$9,884,477$9,884,477 $1,668,844813500 - Reference Matls Subscriptions$10,364 $19,284 $19,284 $23,737814100 - Refuse Collection$35,783 $52,000 $52,000 $72,640810600 - Rent Expense$1,707,314$2,082,276$2,082,276 $3,171,613829800 - Repairs and Maintenance– $10,000 $10,000 $10,000819100 - Self-Insured Retention$286,327$762,010$762,010 $0827600 - Software $38,876$1,655,559$1,655,559 $1,429,583812500 - Special Civic Events$105,680$208,500$208,500 $207,750827000 - ST Renew Portafolio Stndr Prem$12,050,445$10,142,000$10,142,000 $11,341,500812200 - Support To Advisory Committees$14,000 $12,000 $12,000 $15,000814500 - Taxes Payroll and Other$54,962 $59,000 $59,000 $73,000814000 - Telephone $79,023 $82,127 $82,127 $90,877813000 - Training Costs $104,393$295,030$295,030 $424,650810300 - Uniforms $120,827$119,590 $119,590 $130,511821600 - Utility Assistance Rebate$673,702$825,000$825,000 $900,000817600 - Utility Rebates $702,237$2,052,920$2,052,920 $2,049,000821800 - Vehicle Rental/Lease $136,363$109,923$109,923 $104,741813200 - Video Productions $12,500 $50,000 $50,000 $51,250813900 - Water $19,268,382$23,062,960$23,062,960 $28,009,88491 - SERVICES & SUPPLIES TOTAL $154,429,014$190,179,977$190,179,977$186,815,27093 - Internal Srvc Chrg864300 - CAP Allocation Expense$6,689,167$6,900,463$6,900,463 $6,966,855861500 - IS-Auto Body Repair$51 $7,000 $7,000 $5,000862000 - IS-Building Preventive Mainten$97,911 $97,676 $97,676 $0864200 - IS-Compressed Natural Gas$26,090 $23,000 $23,000 $30,200863000 - IS-DoIt Applications Basic$445,376$464,497$464,497 $498,817863600 - IS-DoIt Desktop Rplcmnt Prog$106,032$110,935 $110,935 $145,137862400 - IS-DoIt Entrprs ComputingBasic$577,253$562,554$562,554 $590,890863200 - IS-DoIt GIS Basic$337,871$347,128$347,128 $351,885861900 - IS-DoIt NetworkSupportBasic$273,768$319,124$319,124 $322,119 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Water and Power 17
863100 - IS-DoIt Program Mgmt Basic$77,767 $78,062 $78,062 $81,883861300 - IS-DoIt Radio Basic$173,416$184,234$184,234 $202,801861200 - IS-DoIt Service Center Basic$318,015$391,669$391,669 $429,317860900 - IS-DoIt Telephone Basic $309,536$337,082$337,082 $477,694862200 - IS-DoIt Telephone Usage $112,487 $86,075 $86,075 $0861600 - IS-Fleet Maint-Equip Maintenan$1,230,617$1,420,036$1,420,036 $1,458,416861800 - IS-Fleet Maint-Fuel$404,307$509,870$509,870 $477,226860500 - IS-Houskeeping Services$233,513$246,701$246,701 $288,628860300 - IS-Lockshop – $1,000 $1,000 $1,000862600 - IS-Mail Direct Request$21,191 $500 $500 $5,600860700 - IS-Printing $83,151 $149,156$149,156 $160,855863400 - IS-Security Srvcs at CityHall$941 $947 $947 $17,430860100 - IS-Structural Maintenance$736,311 $743,485$743,485 $964,223860200 - IS-Tenant Improvements$99,033 $176,855$176,855 $193,236860400 - IS-Utilities & Insurance-Hsekp$313,646$353,233$353,233 $375,63793 - INTERNAL SRVC CHRG TOTAL $12,667,451$13,511,282 $13,511,282 $14,044,84994 - Debt Service824400 - Interest Expense SBITA $132,071$119,738 $119,738 $132,072867800 - Bond Expenses-$2,145,802-$1,022,003-$1,022,003 -$1,659,416867700 - Interest $11,041,167$13,021,231$13,021,231 $14,089,37594 - DEBT SERVICE TOTAL $9,027,436$12,118,966$12,118,966 $12,562,03195 - Operat Transfer Out870500 - Transfers To General Fund$19,544,138$19,544,138$19,544,138 $30,044,138873100 - Transfers to General Fund-HOC$350,000$350,000$350,000 $350,00095 - OPERAT TRANSFER OUT TOTAL $19,894,138$19,894,138$19,894,138 $30,394,13896 - Operating Expense880500 - Amortization Expense SBITA $1,430,283 – – $0880400 - Amortization Expense$1,382,310 – – $0880100 - Depreciation $46,346,782$45,495,094$45,495,094 $47,510,344880300 - Equipment Usage$1,091,723$989,136$989,136 $1,281,995880200 - Warehouse Store Issues$3,023,894$2,025,108$2,025,108 $3,089,97396 - OPERATING EXPENSE TOTAL $53,274,991$48,509,338$48,509,338 $51,882,31297 - Non-Op Expense887600 - Bad Debt Expense-$4,606,504$3,400,000$3,400,000 $3,800,000887700 - Equipment Clearing-$2,569,897-$2,090,000-$2,090,000 -$2,360,000888000 - Invntry Obsolescence & Damaged$65,834 $150,000$150,000 $180,000887900 - Loss on Early Retirmnt of Debt$174,625 – – $097 - NON-OP EXPENSE TOTAL -$6,935,942$1,460,000$1,460,000 $1,620,000EXPENSES TOTAL $297,420,102$345,312,250$345,312,250$361,526,941 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Water and Power 18
Organizational Chart

CITY OF PASADENA
Successor Agency to the PCDC
Recommended Operating Budget - Fiscal Year 2026
Successor Agency to the PCDC 1
Mission Statement
The Successor Agency manages existing agreements, makes payments identiﬁed on the RecognizedObligation Payment Schedule (ROPS), and disposes of redevelopment assets and properties as directed by theOversight Board (OB). The Successor Agency is responsible for drafting an annual administrative budget and aROPS. The ROPS delineates the Successor Agency’s outstanding “bills” or “enforceable obligations” payableevery twelve months and their source of payment. Approval of the ROPS is a two-step process. First, staﬀsubmits it to the Oversight Board for initial review and approval and then second, the California Department ofFinance (DOF) gives the ﬁnal approval.

Program Description
The Successor Agency program activities focus on the winding down of all redevelopment agency operationsand obligations within Pasadena’s four remaining redevelopment project areas. Successor Agencies areprimarily responsible for the disposal of assets and properties, collection of debts, paying for and performingrecognized enforceable obligations and overseeing development activities of properties deemed to beenforceable obligations.

Oversight Board Review
On July 1, 2018, all Oversight Boards in Los Angeles County were consolidated under ﬁve CountywideOversight Boards (OBs). The boundaries of the OBs correspond to the boundaries of the ﬁve county boards ofsupervisor’s districts, and each OB will have jurisdiction over all the agencies within its boundaries. The currentOB of each agency has dissolved and no longer has bearing on agency actions. The Oversight Board membersare appointed by and represent the following entities:

The County Board of Supervisors appoints two members, with one of the members representing the public;The city selection committee, established pursuant to Government Code Section 50270 and composed ofthe mayor of each city within the County, appoints one member. (As of this date, LA County is in the processof ﬁnalizing appointment details);The independent special district selection committee, established pursuant to Government Code Section56332, appoints one member; The County Superintendent of Education appoints one member if the Superintendent is elected. Otherwise,the County Board of Education appoints one member;The Chancellor of the California Community Colleges appoints one member; andThe recognized employee organization representing the largest number of successor agency employees inthe County appoints one member.

Successor Agency Activities
In accordance with state law, the Pasadena Successor Agency paid approximately $11 million to the LA CountyAuditor-Controller in December 2015. Subsequent to the payment, the Pasadena Successor Agency received itsFinding of Completion (FOC) from the DOF on December 22, 2015. Having received the FOC, the SuccessorAgency was authorized to move forward with submittal of the Long Range Property Management Plan (LRPMP)and pursue the repayment of prior loans between the City and PCDC. In 2016, the DOF approved the SuccessorAgency’s LRPMP. The LRPMP lists the Successor Agency assets and a plan for their proposed disposition. Itcontains all non-housing real property assets that have been redeveloped or are proposed to be redeveloped,remnant parcels and public parking assets. The initial Plan included twelve (12) real properties and assets thatwere identiﬁed as such in accordance with DOF guidelines. Since its approval, the Successor Agency has eithertransferred or sold ten (10) assets and has two (2) remaining that the Agency is required to sell. As of July 1,2022, the Successor Agency paid oﬀ all its outstanding enforceable obligations. After the Agency sells all of theassets, it will move toward dissolution. Over the course of the upcoming budget year, staﬀ will continue itseﬀorts to dispose of the two remaining assets.

Successor Agency to the PCDC 2
Department Relationship to City Council Goals
Maintain Fiscal Responsibility and Stability
With AB 1484, the Successor Agency will work closely with the LA County Oversight Board, DOF, StateController, and the County Auditor- Controller to meet any contractual obligation, incurred debt, and repaymentobligations identiﬁed on the Recognized Obligation Payment Schedule to reduce any ﬁnancial impacts to theGeneral Fund.

Improve, Maintain, and Enhance Public Facilities and Infrastructure The disposal of assets, real property, and the implementation of any enforceable obligations for use by the Cityfor municipal purposes and for ongoing eﬀorts to redevelop, revitalize, and/or eliminate blight in the City’sredevelopment project areas is consistent with the City Council’s strategic plan goal to maintain ﬁscalresponsibility and stability and improve, maintain, and enhance public facilities and infrastructure.

Fiscal Year 2025 Accomplishments
The Successor Agency accomplished the following during FY 2025:Successfully adopted the ROPS 24-25 by the LA County Oversight Board; andAdopted a resolution approving the sale of the property located at 145 North Raymond Avenue with thecurrent tenant, Armory Center for the Arts.

Fiscal Year 2026 Recommended Budget
Operating Budget
Per the ﬁnancial requirements from AB 1484, Successor Agencies must develop a Recognized ObligationPayment Schedule (ROPS) that contains all enforceable obligations from the previous Redevelopment Agency.The ROPS represents obligations on an annual basis and is reviewed by the Los Angeles County Auditor-Controller (LACAC) and the DOF who determine which enforceable obligations are allowable and transmit thenecessary funding to cover those obligations. The Successor Agency has been successful in retiring itsenforceable obligations and winding down as an agency as was the intent of the 2012 dissolution legislation. Asdirected by the DOF, the Agency used its existing reserve fund balance of $270,810 to pay the last remainingdebt service payment on the last tax allocation bond and administrative cost funding. With that payment, all theAgency’s outstanding debt will have been retired. However, the Successor Agency does have two remainingassets that will have related disposition costs of $50,000 Personnel A total of 0.00 FTE is included in the FY 2026 Recommended Budget.

Successor Agency to the PCDC 3
Future Outlook
With the enacting of ABx1 26, the State eliminated redevelopment in California, which for the past 60 plus yearsenabled Pasadena to address blight, produce aﬀordable housing, and facilitate economic developmentopportunities. Moving forward in a manner consistent with current state law, the Successor Agency to thePasadena Community Development Commission will oversee and facilitate the required steps for thesubsequent dismantling of redevelopment within the City. The goal for FY 2026 is to sell the two remainingassets. Once achieved, the Successor Agency will ﬁle a resolution of dissolution with the DOF.

Successor Agency to the PCDC 4
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses91 - Services & Supplies$6,532,458 $72,500 $72,500 $72,50095 - Operat Transfer Out $6,519,458 $72,500 $72,500 $72,500EXPENSES TOTAL $13,051,917$145,000 $145,000 $145,000 Summary of Appropriations by Division
Expenses9101 - PCDC-Gen Admin $13,051,917$145,000 $145,000 $145,000EXPENSES TOTAL $13,051,917$145,000 $145,000 $145,000 Summary of Appropriations by Fund
Expenses820 - Successor Agency Admin $13,000 $72,500 $72,500 $72,500821 - Rdvlpmnt Oblgtn Retirement Fnd$6,519,458 – – $0844 - SA Debt Service Fund-OldPsdna$3,812,051 – – $0845 - SA Debt Service Fund-Lincoln$70,195 – – $0846 - SA Debt Service Fund-Downtown$685,515 – – $0847 - SA Debt Service Fund-Fair Oaks$714,314 $32,000 $32,000 $32,000848 - SA Debt Service Fund-OrangeGrv$89,369 $40,500 $40,500 $40,500849 - SA Debt Service Fund-VillaPrke $710,141 – – $0850 - SA Debt Service Fund-LakeWash $437,875 – – $0EXPENSES TOTAL $13,051,917$145,000$145,000 $145,000 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Successor Agency to the PCDC 5
Appropriations by Line Item (Expense)
Expenses90 - Personnel91 - Services & Supplies811500 - Consultant Services$13,000 $22,500 $22,500 $22,500830600 - LA County Admins Fees $949,143 – – $0811800 - Outside Legal Services– $50,000 $50,000 $50,000830300 - Property Tax PassThru Expense$5,570,315 – – $091 - SERVICES & SUPPLIES TOTAL $6,532,458$72,500 $72,500 $72,50093 - Internal Srvc Chrg94 - Debt Service95 - Operat Transfer Out872200 - Transfers To Debt Service Fund$6,519,458 – – $0872700 - Transfers to PCDC_SUCCAGCY– $72,500 $72,500 $72,50095 - OPERAT TRANSFER OUT TOTAL $6,519,458$72,500 $72,500 $72,500EXPENSES TOTAL $13,051,917$145,000$145,000 $145,000 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Successor Agency to the PCDC 6
Organizational Chart

CITY OF PASADENA
Rent Stabilization
Recommended Operating Budget - Fiscal Year 2026
Rent Stabilization 1
Mission Statement
To empower tenants and landlords, ensure fair rental practices, and foster a thriving rental housing communityin Pasadena through eﬀective enforcement, education, and collaboration.

Program Description
The Rent Stabilization Department was created in December 2023 to support the Pasadena Rental HousingBoard (Board) duties to regulate rent increases on certain rental properties in the City, provide evictionprotections, and carry out the other duties set forth in the Pasadena Fair and Equitable Housing City CharterArticle XVIII (Charter) approved by Pasadena voters in November 2022.

The Department is responsible for:

Enforcing rent stabilization laws: Implementing policies and procedures to prevent unfair rent increases,eviction, and other habitability violations while ensuring rental-property owners receive a fair return oninvestment in accordance with the Charter;Assisting tenants and landlords: Provide counseling and guidance to empower tenants and landlords tounderstand their rights and responsibilities and navigate Board processes for petitions, hearings andaccessing other city services;Collecting and analyzing data: Comprehensive data on rents, housing availability, and other data to informpolicy decisions, and enforce regulations;Engaging in community outreach and education: Collaborative initiatives with community organizations willeducate tenants and landlords about their rights and responsibilities under Pasadena's rent stabilization law,Charter; andSupporting the Board to fulﬁll its policy development functions, processes and facilitate public meetings.

Department Relationship to City Council Goals
Support and Promote the Quality of Life and Local Economy The Charter promotes quality of life through the implementation of rent control provisions for certain residentialrental units and eviction protections for all residential properties. Rent control and just cause provide housingstability by limiting rent increases and providing just cause eviction protections. This moderation in annual rentadjustments allows Pasadena residents to stay housed in Pasadena, including the cities most vulnerablepopulations. In turn, this allows renters to invest in the local economy, develop stronger community ties, andenjoy a better quality of life.

Ensure Public Safety
A lack of aﬀordable housing is often cited as the leading cause of homelessness. People experiencinghomelessness are more likely to become victims of crimes through exposure to unsafe living conditions fromresiding in exposed public areas. Rent control prevents homelessness by limiting rent increases, allowing low-income residents to stay housed and not be priced out of their home following a substantial rent increase. JustCause Eviction protections provided by the Charter, including relocation assistance, further ensure public safetyby providing ﬁnancial assistance for at-risk populations including the elderly and disabled from being displacedfrom a no-fault eviction or excessive rent increase.

Fiscal Year 2025 Accomplishments
The Department accomplished the following during FY 2025: Completed oﬃce build-out and move-in of a 7,500+ sq. ft. oﬃce space with 24 workstations; Rent Stabilization 2
Launched the Rental Registry database to collect residential rental property information for 27,000+ coveredrental units; Hired key support staﬀ to build out department operations for Rent Registration, Outreach and Compliance,Petitions and Hearings, and Administration and Policy; Recruited a permanent Department Executive Director to lead the team; Implemented the Petitions and Hearings process, allowing for a tenant to ﬁle for a downward adjustment ofrent, a landlord to ﬁle for an upward adjustment of rent, and adjudicate conﬂicts between RSD stakeholders; Hosted monthly workshop trainings aimed at tenants and landlords; Participated in 33 community events to provide information and resources directly to the community; Expanded communication and outreach eﬀorts, growing the Department's mailing lists to keep thecommunity informed; Published 29 posts to the Department’s New and Announcements Section; Created 42 ﬁllable forms for implementation of the Charter; Completed an average of over 268 monthly housing counselor interactions, providing support to bothtenants and landlords; increasing 65% from FY24; Supported the Board in developing and implementing adopted regulations; and Launched the Eviction Database to track evictions by City Council district.

Fiscal Year 2026 Recommended Budget
Operating Budget The FY 2026 Recommended Budget of $4,782,357 is $85,625 (1.8%) more than the FY 2025 Adopted Budget. This is primarily due to an increase in personnel.

Personnel
A total of 17.00 FTEs are included in the FY 2026 Recommended Budget. All the positions are budgeted andfully funded through the collection of the Rental Housing Fee applied to most residential rental units in the city.The Rental Housing Fee is established annually by the Board.

Year-Over-Year Budget Changes
Rent Stabilization Fund - 689
Personnel increased by $765,121 (34%) due to MOU adjustments, ﬁlled vacancies, pension and medicalincreases;Services and Supplies decreased by $545,871 (-34.6%) reﬂecting the utilization of one-time costs for theDepartment's oﬃce technology infrastructure. External vendors who acted as temporary staﬀ have beensunsetted as the Department builds capacity to conduct programming internally; Capital Outlay decreased by $90,000 (-100%) due to the successful build-out of the Department's oﬃcespace; and Internal Services charges decreased by $43,625 (-5.6%) due to a reduction in the Cost Allocation Plan (CAP)charges.

Future Outlook
The Department’s primary activities planned for FY 2026: Reﬁning Operations Iterate Policies and Procedures; Division Workplans; Compliance with all City protocols and practices; Rent Stabilization 3
Conduct an annual Cost of Service study; Steadfast support of the Board; Increase outreach presence in community; Increase department’s digital footprint through social media and online platforms; and Establish an annual marketing plan with campaigns including utilization of Pasadena transit, bus stops,and print mail. Rent Registration Reconcile all ﬁrst year registrations, analyze data and report back to the Board and City Council; 100% Compliance Rate for FY26 rental registrations; Reﬁne Rental Registry to ensure compliance with rent control provisions of the Charter; Leverage rental registry data for policy and decision-making; Incorporate an online public portal; and Establish reports regarding rental statistics, rent increases, unit mix, and changes in tenancy. Tenant & Landlord Counseling Support Continue monthly training workshops to community stakeholders; Partner with City departments and community organizations for outreach activities to increase visibility,while providing technical assistance; Decrease response times to public inquiries regarding the Charter; Provide referrals to alternative dispute resolution services and relocation services providers; Continue to investigate options to provide tenants with legal resources; Provide matrix data on Housing Counselor inquiries and investigations; and Educate tenants, landlords, and their representatives regarding all Charter requirements. Petitions and Hearings Oﬀer process for downward and upward rent adjustments outside of the Annual General Adjustment(AGA); Oﬀer process for tenants seeking to withhold rent due to landlord noncompliance with registration andother requirements; Oﬀer hearing process for landlords and tenants for objections to denied or granted registrationexemptions requests; Manage appeals process for hearing oﬃcers’ decisions appealed to the Rental Housing Board orSuperior Court; and Establish reporting data to the Board including number of petitions, hearings, and appeals by category.

Rent Stabilization 4
SUMMARY TABLESSummary of Appropriations by Expense Category Expenses90 - Personnel $421,108 $2,249,582$2,249,582 $3,014,70391 - Services & Supplies$1,054,557$1,576,327$1,636,006 $1,030,45692 - Capital Outlay – $90,000 $90,000 $093 - Internal Srvc Chrg$343,852 $780,823 $780,823 $737,198EXPENSES TOTAL $1,819,517$4,696,732$4,756,411 $4,782,357 Summary of Appropriations by Division
Expenses9601 - Rentl Housg Brd-Administration$1,819,517$4,696,732$4,756,411 $4,782,357EXPENSES TOTAL $1,819,517$4,696,732$4,756,411 $4,782,357 Summary of Appropriations by Fund
Expenses689 - Rent Stabilization Fund$1,819,517$4,696,732$4,756,411 $4,782,357EXPENSES TOTAL $1,819,517$4,696,732$4,756,411 $4,782,357 Summary of FTEs by Division
Summary of FTEs by Division
Division DescriptionFY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedRent Stabilization - Administration 0 17 17 170 17 17 17 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Rent Stabilization 5
Appropriations by Line Items (Expense)
Expenses90 - Personnel802300 - Auto Allowance – – – $6,900805000 - Benefits $36,920 $279,038$279,038 $385,919805800 - Benefits Admin. – $6,165 $6,165 $13,686805900 - CellPhone/SmartPhone Stipend– – – $960804000 - City Portion-PERS$58,029 $448,928$448,928 $605,576804500 - Dental Insurance$851 $11,892 $11,892 $10,705806000 - EE Parking Permits - ER Paid– – – $3,180803100 - General Liability $758 $3,884 $3,884 $10,084804400 - Life Insurance $78 $837 $837 $729804700 - Long Term Disability $718 $756 $756 $2,081804900 - Medical $16,733 $211,752 $211,752 $232,620804600 - MediCare City Contribution$4,344 $20,231 $20,231 $28,438801100 - Overtime Pay $630 – – $2,500802400 - Personal Devlpmnt Allowance – – – $5,700801800 - PST-Part Time Employees-PARS $122,380$149,950$149,950 $149,950800500 - Regular Pay - PERS$177,805$1,116,149 $1,116,149 $1,543,675802700 - Workers' Compensation$1,861 – – $12,00090 - PERSONNEL TOTAL $421,108$2,249,582$2,249,582 $3,014,70391 - Services & Supplies818900 - Merchant Transac Fees (PayPal)– – – $85,758823000 - Advertising – $120,000$120,000 $5,000810800 - Computer Related Supplies– $275,000$275,000 $20,000812700 - Conf & Mtgs-City Departments$2,850 $7,000 $7,000 $16,500811500 - Consultant Services$634,893$285,000$344,679 $110,000812400 - Dues And Memberships – $5,000 $5,000 $13,158810900 - Equip Purchases Under $10k$19,285 – – $0815600 - Insurance – $24,327 $24,327 $59,850810500 - Lease Payments – $280,000$280,000 $259,990811200 - Legal and Other Advertising $5,630 – – $0810100 - Materials And Supplies $3,244 $30,000 $30,000 $30,000811400 - Other Contract Services$132,262$295,000$295,000 $345,200811800 - Outside Legal Services$256,389$225,000$225,000 $50,000814400 - Postage $4 $15,000 $15,000 $20,000813000 - Training Costs – $15,000 $15,000 $15,00091 - SERVICES & SUPPLIES TOTAL $1,054,557$1,576,327$1,636,006 $1,030,45692 - Capital Outlay850300 - Improvements Other Than Bldgs – $90,000 $90,000 $092 - CAPITAL OUTLAY TOTAL – $90,000 $90,000 $093 - Internal Srvc Chrg864300 - CAP Allocation Expense$193,764$342,657$342,657 $296,719863000 - IS-DoIt Applications Basic – $202,280$202,280 $185,582863600 - IS-DoIt Desktop Rplcmnt Prog– $5,842 $5,842 $6,486863800 - IS-DoIt Direct Services$145,542 – – –862400 - IS-DoIt Entrprs ComputingBasic– $29,975 $29,975 $21,281863200 - IS-DoIt GIS Basic – $1,414 $1,414 $951861900 - IS-DoIt NetworkSupportBasic– $23,578 $23,578 $15,627863100 - IS-DoIt Program Mgmt Basic– $51,542 $51,542 $93,562861200 - IS-DoIt Service Center Basic– $94,232 $94,232 $76,410860900 - IS-DoIt Telephone Basic – $9,303 $9,303 $9,041860700 - IS-Printing $4,546 $20,000 $20,000 $29,000 FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Rent Stabilization 6
863400 - IS-Security Srvcs at CityHall– – – $2,53993 - INTERNAL SRVC CHRG TOTAL $343,852$780,823$780,823 $737,198EXPENSES TOTAL $1,819,517$4,696,732$4,756,411 $4,782,357 Powered by OpenGov
FY24 ACTUALSFY25 ADOPTEDFY25 REVISEDFY26 RECOMMENDEDFY2024 FY2025 FY2025 FY2026 Rent Stabilization 7
Organizational Chart

CITY OF PASADENA
Pasadena Center Operating Company
Recommended Operating Budget - Fiscal Year 2026
Pasadena Center Operating Company 1
Mission Statement
The mission of the Pasadena Center Operating Company (PCOC) is to promote Pasadena as a meeting andtravel destination in an eﬀort to maximize economic impact through the development of meetings, conventions,entertainment events and tourism by providing professionally managed facilities and ﬁrst-class service.

Program Description
The PCOC is a nonproﬁt 501(c)(4) corporation incorporated in 1973 to manage the Pasadena Convention Center,the Pasadena Civic Auditorium, the Pasadena Convention & Visitors Bureau, and the Pasadena Ice SkatingCenter. The PCOC was one of the ﬁrst independent nonproﬁt organizations in the United States to combine itsfacility operations and destination marketing eﬀorts.

The PCOC is governed by a 15-member board of directors. The board includes eight members at large, each ofwhom live in the city; four general managers of the major hotels in Pasadena; an economic interestrepresentative; a City Council member; a designee from the City Manager’s oﬃce; and a designee from theTournament of Roses Association.

The PCOC is funded by revenue from its facilities, proceeds from a 60 percent portion of the TransientOccupancy Tax (TOT) (12.11 percent) and a Tourism Business Improvement District (TBID) (4.89 percent), which isa self-imposed hotel assessment which funds the Pasadena Convention & Visitors Bureau and Rose BowlStadium. In FY17, The City of Pasadena and the PCOC amended their operating agreement establishing anannual maximum amount of Transient Occupancy Tax revenue to equal the sum of the annual debt servicepayments (plus an allowance of up to $500k) related to the 2009 construction of the City-owned conventioncenter. In FY23, the Pasadena Tourism Business Improvement District was renewed for a 10-year term throughJune 30, 2033. At the time of the renewal the TBID percentage was 2.89%. In year one of the renewal, thepercentage was raised to 3.89%. In years two through ten, the percentage increased to 4.89%. The additional2% increase in TBID funding is allocated to the Rose Bowl Stadium to fund sales and marketing eﬀorts toincrease events that drive occupancy and average daily rate to Pasadena lodging businesses.

Facilities include:

Convention CenterA 55,000 sq. ft. Exhibition HallA 25,000 sq. ft. BallroomA Conference Building containing 18 meeting rooms of various sizes, Administrative Oﬃces and a VisitorsCenter Civic AuditoriumThe Pasadena Civic Auditorium, built in 1931, seats 3,000 and includes the 324 seat Gold Room and the17,000 sq. ft. Historic Exhibition Hall Ice Skating CenterThe Pasadena Ice Skating Center is a regulation-size skating rink located adjacent to the conferencebuilding The PCOC performs the following services:Manages City assets including convention, auditorium and ice rink facilities through a separate nonproﬁtcorporationManages the Pasadena Convention & Visitors Bureau by promoting the City of Pasadena as a destination,focusing on professional meetings, event sales, and tourismPromotes economic development through sales eﬀorts by increasing visits from convention delegates,tourists and business travelers who generate overnight lodging, restaurant, and shopping revenues Pasadena Center Operating Company 2
Provides marketing support to the City’s art, cultural, innovation, and special event community Fiscal Year 2025 Accomplishments
The PCOC accomplished the following during FY 2025:

Pasadena Convention Center and Civic Auditorium:

PCOC closely managed operating revenues and non-operating revenues and exceeded budget projections.

The event management team continued to provide excellent customer service as they supported clients.

To support the community during the Eaton Fire, The Pasadena Convention Center served as an evacuationcenter and shelter from the evening of January 7 through February 17. The facility operated as a shelter for 42days with residents/evacuees maintaining 24/7 operations to ensure essential support services. The Center'sstaﬀ and service providers responded swiftly providing critical resources such as set up, cleaning, maintenance,guest services, meals, internet access, and other necessary assistance to sustain shelter operations.

The Pasadena Convention Center hosted 116 events including the following highlights:Academic Senate for California Community CollegesState Bar of CaliforniaCatConIEEE Intl Conference on Robot and Human Interactive CommunicationCalifornia Hospital AssociationTechno Security & Digital Forensics ConferenceGolden State Tattoo ExpoCalifornia Library AssociationLightbox ExpoTextile ExchangeAnime PasadenaSolution Tree Professional Learning Communities at WorkCalifornia State Association of CountiesArt Center College of DesignJurassic QuestCalifornia Association for Behavior Analysis2025 Annual SoCal Linux ExpoCalifornia Speech Language Hearing AssociationGovernment Microcircuit Applications and Critical TechnologyAssociation of Public Health LaboratoriesCalifornia Association for Health, Physical Education, Recreation & DanceMonsterpaloozaSoCal Gaming Expo The Pasadena Civic Auditorium hosted 33 events and ﬁlm productions including:America’s Got Talent Season 19 Live Shows! (12 shows)America’s Got Talent Season 20 Auditions (11 recording sessions)Distinguished Speaker SeriesDe Yun She Global TourLos Angeles BalletNAACP 2025 Image AwardsSturniolo Triplets PodcastKaiser Permanente School of Medicine Pasadena Center Operating Company 3
Professional Meetings and Event Sales:

Visit Pasadena’s sales team capitalized on targeted sales and marketing eﬀorts to increase the number ofmeetings, conventions and tradeshows coming to Pasadena. Our sales deployment remained focused on keyareas of opportunity such as our strong client base of California state and national associations, scientiﬁcmeetings, and our local corporate market.

Visit Pasadena booked 30,344 deﬁnite room nights (as of April 1, 2025) Highlights include:Western Psychological Association Annual Conference, June 2027, 1560 total roomsAmerican Association for Aerosol Research Annual Conference, October 2026, 1325 total roomsSeismological Society of America Annual Conference, April 2026, 1629 total roomsUS National Committee for Technical and Applied Mechanics, June 2026, 1250 total roomsCalifornia Association of Public Procurement Oﬃcials, January 2029, 1898 total roomsSociety of Motion Picture and Television Engineers, November 2026, 1111 total rooms Visit Pasadena hosted 9 citywide meetings:Power Morphicon, August 2024, 1150 room nightsCalifornia Library Association, October 2024, 1085 room nightsLightbox Expo, October 2024, 2654 room nightsTextile Exchange, October 2024, 2463 room nightsCalifornia State Association of Counties, November 2024, 1897 room nightsSolution Tree, November 2024, 1124 room nightsAssociation of Public Health Laboratories, March 2025, 2185 room nightsCalifornia Speech Language Hearing Association, March 2025, 1762 room nightsGOMACTech, March 2025, 1380 room nights The sales team attended and exhibited at twenty-one (21) hospitality industry, client-facing events in ourtarget markets. Highlights include:CESSE: Council of Engineering and Scientiﬁc Society ExecutivesAmerican Society of Association ExecutivesConnect WestDestination CaliforniaCalSAE Seasonal SpectacularIEEE ConveneIMEX AmericaCalSAE ElevateHelmsBriscoe Annual Business Conference Visit Pasadena refreshed the messaging of their business meetings and conferences campaign from,“Meetings Bloom Here” and “Where Meetings Blossom” to “Meetings Bloom Stronger Here” in response tothe Eaton Fire. The digital campaign included a targeted email campaign and digital media.Advertising was also leveraged in California Meetings + Events and Smart Meetings.Partnered with Visit California to attend AMEX INTERaction in Puerto Rico and Taste of California roadshowsin Washington DC and Atlanta.Coordinated an increased presence of the Pasadena hospitality community at the IMEX America tradeshow.Partners joining us in the 10x20 booth included: Hilton Pasadena, Hyatt Place, Hotel Dena, Westin Pasadena,Pasadena Hotel and Pool, AC Hotel Pasadena, and the Rose Bowl.

Leisure Marketing and Communications:

Visit Pasadena continued the advertising campaign, "Make Time for Pasadena", positioning Pasadena as anideal location for escaping and taking time for what they love. A portion of the advertising was focused onfootball fans to leverage UCLA football’s inaugural season as part of the BIG 10 at Rose Bowl Stadium. Ads Pasadena Center Operating Company 4
were placed with digital display, native advertising, and social media. The campaign garnered over 6.7Mimpressions and 47K clicks.Visit Pasadena worked with Hollywood Burbank Airport on a campaign to promote the Oregon to Burbankdirect ﬂights and in anticipation of the Oregon Ducks game and the Rose Bowl Game.In response to the Eaton Fire, the marketing team produced a two-minute video highlighting the importanceof visiting Pasadena, supporting local businesses, and showcasing the vibe of the city, making sure to showblue skies, welcoming streets, and a relaxing, safe space. The video featured 11 businesses across threedistricts, including interviews with three business owners and reached 21k people and garnered 31k views.Visit California launched a campaign focused on aiding the Los Angeles region beginning 2/3/2025.Thecampaign distribution included: out-of-home ads, digital ad units and audio streaming in Las Vegas, Phoenix,Tucson, San Francisco, San Diego, and Sacramento.The marketing team continued to support local businesses with a citywide holiday shopping campaign inpartnership with the City of Pasadena Economic Development Division and neighborhood districts. VisitPasadena sponsored “Crafted in Pasadena” tote bags.Visit Pasadena’s 2024 campaign with AFAR magazine successfully ampliﬁed awareness of Pasadena’svibrant culture and easy-going charm among AFAR’s inﬂuential and travel-ready audience. The campaignshowcased Pasadena’s appeal and garnered 3.1M impressions and 19k pageviews.Visit Pasadena published the Pasadena Visitors Guide with 60,000 copies distributed throughout Californiaat hotels, welcome centers, and local airports, and Las Vegas and Arizona markets. The guides were alsodelivered to Pasadena and Los Angeles magazine subscribers.The marketing team grew its social media inﬂuence by increasing production of fully edited videos forupcoming reels and social media posts. Visit Pasadena has 101k social media followers and delivered 12.8Mimpressions for the destination.The marketing and communications team operated the annual Pasadena Visitor Hotline with a team ofdedicated volunteers. VisitPasadena.com received 116k views of Tournament of Roses-related pages.The marketing and communications team attended the following media and tourism events to promote thedestination:TravMedia International Media Marketplace (IMM), New YorkUS Travel’s IPW international Marketplace, ChicagoPublic Relations Society of America’s Travel & Tourism Summit, TampaVisit Pasadena Afternoon Tea at The Langham for UK Media, London (Visit Pasadena executed)Reverse Media Mission, Canada, San DiegoBusiness Development and Media Mission, Tokyo, JapanMedia Mission, Beijing, China and Seoul, South KoreaMedia Mission, Pan European – Frankfurt, Paris, LondonTrade Mission, Great USA Road Trip – Amsterdam, Dublin, Paris, LondonMedia Mission, AtlantaEducational Seminar for Tourism Organizations (ESTO)CalTravel SummitVisit California Outlook ForumThe communications team hosted 11 media/journalists including:Claudia Laroye, freelancer (Vancouver Sun, NUVO Magazine, Explore Magazine, enRoute)Esther Tseng, freelancer and 20k social media followers (Saveur, Food & Wine, Resy)Austa Clausen, freelancer and 5k social media followers (Travel + Leisure, Robb Report, NationalGeographic, Men's Journal)Donald Duench, Toronto SunJim Gladstone, Bay Area ReporterDon Muret, Venues NowJim Benning, AAA WestwaysJapanese Media FAM (four journalists)Michael Ligier, social media inﬂuencer (453k followers)Kathy Condon, Palm Springs Insider GuideMaria Haase, San Diego Explorer Pasadena Center Operating Company 5
Visit Pasadena earned 33 media coverage articles in publications promoting Pasadena as a meetings andleisure destination including:Conde Nast TravelerPeopleVancouver SunToronto SunBay Area ReporterVenues NowSherman’s TravelsThe Meetings MagazineSan Diego ExplorerCBS – Westways WeekenderVisit Pasadena hosted brand activations at Rose Bowl Stadium music festivals throughout the summer.

Pasadena Ice Skating Center:

Throughout the year, the Pasadena Ice Skating Center continued to show impressive numbers.680 private rentals8,975 ﬁgure skating rink session registrations1,744 hockey rink session registrations46,376 public session admissions and 31,444 skate rentals99 memberships soldHockey Adult League: spring season with 377 skaters / fall season with 531 skaters / winter season with 457skatersSkating school group classes continued to attract hundreds of skaters each semester. Skating school:Spring semester with 946 registrations / summer semester with 806 registrations / fall semester with 964registrations / winter semester with 1001 registrations / early spring semester with 905 registrationsPrivate rentals and public skating remained very strong and rink membership sales continued to increaseSpecial events include the annual Pasadena Figure Skating Club competition, 38th Annual ISI rinkcompetition, the USC Skating Club Spring Show, the Little Kings Learn-to-Play and the Little Kings Academy,the Hollywood Curling Learn-to-Curl and the Hollywood Curling League, and the La Canada High SchoolHockey team practices Fiscal Year 2026 Recommended Budget
Operating Budget:

The FY 2026 Recommended Operating Budget of $28,438,000 is $546,000 (2%) greater than the FY 2025Adopted Budget. The Capital Improvement Budget for FY 2026 is $3,000,000. Operating revenues willincrease by 1.0% to $13.5 million. Transient Occupancy Tax revenue is budgeted at $12,231,000; equivalent todebt service payments for the 2008 Bonds.

Personnel:

98.00 FTEs are included in FY 2026.

Fiscal Year 2026 Highlights
Meeting Sales:

Visit Pasadena’s sales team’s key priority for FY 2026 is to capitalize on targeted sales and marketing eﬀorts toincrease the number of meetings, conventions and tradeshows coming to Pasadena.

Pasadena Center Operating Company 6
Our sales deployment will remain focused on key areas of opportunity such as our strong client base ofCalifornia state associations, national associations with a concentrated eﬀort on scientiﬁc meetings, and thelocal corporate market.The sales team will attend and exhibit at hospitality industry tradeshows and conventions in our targetmarkets, to increase the number of qualiﬁed leads. Increase the ﬁnancial support to bring potential clients to Pasadena for customized site visits.Support the Pasadena hotel community with additional data resources and insights, as well as face-to-facesales opportunities during in-market site visits and out-of-market industry events and tradeshows.

The priority for the Pasadena Convention Center will be to grow current levels of business, book larger annualevents that have a proven history of strong attendance and food and beverage expenditures and aggressivelypursue short-term bookings during hotel need periods to maximize occupancy and revenue generation.

Marketing and Communications:

Visit Pasadena’s marketing and communications team will continue to build awareness for Pasadena as a toptravel destination.The marketing team will strategically target speciﬁc marketable audiences using a mix of display, native andsocial media advertising.Visit Pasadena will leverage mega events including FIFA Club World Cup and the 2028 Olympic andParalympic Games (LA28) to raise awareness of Pasadena as a travel destination.In celebration of the Route 66 Centennial in 2026, Visit Pasadena will take an active role in the City’syearlong festivities strategically leveraging this historic milestone to boost tourism and elevate Pasadena’sbrand visibility.The marketing and communications team will continue to host brand activations at Rose Bowl Stadiummusic festivals and events to increase brand recognition and promote repeat visitation to Pasadena.The communications team will participate in media missions to bring top tier journalists to Pasadena such asTravMedia International Media Marketplace, US Travel’s IPW Marketplace, Society of American Travel WritersAnnual Convention, international and domestic media missions and receptions.Visit Pasadena will continue a digital marketing eﬀort and email marketing campaign for meeting planners.

Pasadena Convention Center and Civic Auditorium:

The Pasadena Convention Center and Civic Auditorium have a strong book of business for FY26 with 30deﬁnite events on the books and over 70 events in inquiry or tentative status. Examples of deﬁnite bookingsinclude:

CatCon 2025America’s Got Talent Season 20 LiveCalifornia Stormwater Quality AssociationCalifornia State University Counselors ConferenceSociety of Motion Picture & Television EngineersLightbox ExpoCalifornia School NutritionASM International: International Symposium for Testing & Failure AnalysisSolution TreeAmerica’s Got Talent Season 21 AuditionsBarbershop Harmony Society 2026 Midwinter ConventionSouthern California Kindergarten ConferenceAmerican Youth Soccer Organizations Sections 1/10/11 ExpoSeismological Society of America Annual ConferenceCalifornia Association for the Education of Young Children ConferenceGraduationsUSNC/TAM - U.S. National Committee for Theoretical and Applied Mechanics Pasadena Center Operating Company 7
Pasadena Ice Skating Center:

The Pasadena Ice Skating Center is operating at peak capacity. There are limited opportunities for growth. TheIce Skating Center will continue to provide outstanding customer service and special events to maintain ourmarket share within the highly competitive landscape of athletic leisure activities.

Pasadena Center Operating Company 8
SUMMARY TABLESSummary of Appropriations by Division
(In Thousands)
Division FY 2024 Actuals FY 2025 Adopted FY 2025 Revised FY 2026 Recommended Convention Center & Civic Auditorium $7,867 $9,353 $8,975 $9,460 Ice Skating Center $1,927 $2,137 $2,184 $2,267 Convention Visitors Bureau $3,670 $4,067 $4,057 $4,187 Debt Services $11,608 $12,335 $12,353 $12,524 Capital Improvement Program $2,500 $1,000 $1,000 $3,000 Pasadena Center Operating Company Total $27,572 $28,892 $28,569 $28,892 Summary of Revenue by Division
(In Thousands)
Source of Funds FY 2024 Actuals FY 2025 Adopted FY 2025 Revised FY 2026 Recommended Convention Center & Civic Auditorium $9,846 $9,870 $9,270 $9,880 Ice Skating Center $3,147 $3,200 $3,150 $3,300 Transient Occupancy Tax $11,608 $12,060 $12,060 $12,231 TBID Assessment $4,148 $4,120 $4,120 $4,248 Investment Earnings $329 $300 $300 $300 Other Funding Source - - - - Reserve Fund $2,500 $1,000 $1,000 $3,000 Pasadena Center Operating Company Total $31,578 $30,550 $29,900 $32,959 Summary of FTEs by Division
PCOC
Division Description FY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedPasadena Center Operating Company98 98 98 9898 98 98 98 Powered by OpenGov
Pasadena Center Operating Company 9
Organizational Chart

CITY OF PASADENA
Pasadena Community AccessCorporation
Recommended Operating Budget - Fiscal Year 2026
Pasadena Community Access Corporation 1
Mission Statement
The Pasadena Community Access Corporation (PCAC), also known as Pasadena Media, is dedicated to thecommunity access function of the Pasadena Telecommunications system and shall be operated exclusively forcharitable, scientiﬁc, literary and educational purposes. In fulﬁlling these purposes, the corporation shall strive toachieve communication, facilitation, and development of media skills toward the ends of self-expression andcommunity cohesion and improvement.

Program Description
PCAC is a 501(c)(3) nonproﬁt public beneﬁt corporation incorporated in 1983 and a component unit of the City ofPasadena. PCAC performs work in ﬁve areas.

Public Access
Community Members can access media training and production tools at several levels. As a volunteer, one canparticipate in classes and get hands-on experience by helping other community members create their shows.Trainees earn certiﬁcation through our television production workforce training program that oﬀers advancedworkshops and equipment practice. PCAC also oﬀers two distinct internship programs: one for college juniorsand seniors and the other for motivated Pasadena Uniﬁed School District (PUSD) high school students. Many ofour current and past staﬀ trained via these methods at PCAC. After completing required training, communitymembers can also become producers and create their own shows for the Arroyo channel and share their voiceswith the community. PCAC works with many nonproﬁts and community organizations to get their messages outvia the bulletin board that plays between shows, Public Service Announcements (PSAs), and through thenumber of public interest shows that PCAC staﬀ creates for the community’s beneﬁt. Training accounts for 7percent of PCAC’s operating budget, community productions account for 17 percent and staﬀ-produced PublicInterest programs account for 11 percent.

Educational Access
The City of Pasadena has two educational access channels. PUSD operates KLRN from their facility on HudsonAvenue. Pasadena City College produces content on their campus while PCAC staﬀ uses this content topopulate PCC-TV. As the vast majority of costs are borne by the schools, less than 1 percent of PCAC’s budget isdevoted to educational access.

Government Access
We have implemented a Work Plan with the City for renewed and new original content for KPAS, thegovernment access station. The Work Plan includes opportunities to highlight and feature City programs,services, and special events, including PSAs, spotlight programming on department accomplishments, andemergency preparedness information in addition to maintaining a robust calendar of public meeting coverage.City meeting coverage accounts for approximately 16 percent of PCAC’s budget, while other KPAS activitiesaccount for approximately 17 percent.

Professional Services
PCAC oﬀers professional production services for a fee to both commercial and non-commercial entities as away to oﬀset costs by utilizing our all-digital studio and our award-winning staﬀ. Occasionally, PCAC works withCity departments on projects that do not fall within the KPAS Work Plan. PCAC charges a nominal fee for theseservices, most of which are for public address and audio recordings at City events and meetings. Approximately1 percent of our budget supports professional services with the City and just under 3 percent supportsprofessional services with other parties.

Pasadena Community Access Corporation 2
Operations and Management
As an Operating Company for the City and a 501(c)(3) nonproﬁt, compliance is extremely important to PCAC.PCAC undertakes an audit every year and presents ﬁnancial information to the public at the monthly meetingsof our Board of Directors, in addition to required state and federal ﬁlings. Other costs that cannot be attributeddirectly to the other four categories, including human resources, engineering, acting as a liaison betweenconcerned community members and cable franchisees, risk management, and professional development, areattributed as operations and management costs which represent 28 percent of the budget.

Department Relationship to City Council Goals
Maintain Fiscal Responsibility and Stability
PCAC maintains our commitment to providing the highest quality service in consideration of economicconstraints. PCAC continues to develop alternate funding opportunities including fee for production servicemodels, grants, underwriting, and channel sponsorship opportunities. PCAC Board and staﬀ are committed togrowing a sustainable funding model that can support and enhance training and production services.

Improve, Maintain and Enhance Public Facilities and Infrastructure PCAC operates a modern 5,000-square-foot media facility conveniently located in the heart of the City. Use ofthis all-digital facility marks a sophisticated era in PCAC’s over 40-year history. FY 2025 improvements includeinstallation of state-of-the-art audiovisual equipment to facilitate meetings and coverage of events in the CityCouncil chamber.

Increase Conservation and Sustainability
PCAC utilizes energy-eﬃcient LED and ﬂuorescent lighting both in studio and in the ﬁeld and installed motion-sensing light switches in all oﬃces. In addition, staﬀ ensures that e-waste is properly recycled. PCAC also worksto promote conservation and sustainability through PSAs and videos for Pasadena Water and Power (PWP).Additional programming includes a series from Aspen Ideas focused on the planet’s climate.

Increase Conservation and Sustainability
PCAC utilizes energy-eﬃcient LED and ﬂuorescent lighting both in studio and in the ﬁeld and installed motion-sensing light switches in all oﬃces. In addition, staﬀ ensures that e-waste is properly recycled. PCAC also worksto promote conservation and sustainability through PSAs and videos for Pasadena Water and Power (PWP).Additional programming includes a series of TED Talks focused on the planet’s climate, plus discussions withlocal organizations such as Pasadena Audubon on Non-Proﬁt Spotlight and One Arroyo Foundation onPasadena Monthly.

Improve Mobility and Accessibility Throughout the City
PCAC works with City departments to ensure in-room captioning of meetings that take place in the Councilchamber and other live events when requested. We continue to enhance workﬂows to provide closedcaptioning for many televised programs as well. Additional programming about accessibility includes coverageof the Adaptive Sports Festival and our Access for All series hosted by Accessibility and DisabilityCommissioner Andrea Jennings. Our On The Move series hosted by experienced transportation industryexecutive Alan Clelland features discussions with local mobility experts.

Pasadena Community Access Corporation 3
Support and Promote the Quality of Life and Local Economy PCAC continues to provide one of the most accessible, value-added video production training and serviceopportunities to the residents of Pasadena. These services, including access to production equipment andhands-on technical training on ﬁeld equipment and in-studio production, allow community members to gainvaluable skills on personal and professional levels. In addition to these opportunities, we also provide popularinternship programs for not just college students, but for PUSD high school students which include grant-fundedpaid internships via Exploring the Arts. We are also proud to provide on-the-job training for two participants ofSER National’s Senior Community Service Employment Program. Our services continue to provide an inﬂux ofcontent, focused on issues of interest to Pasadena residents. The media created is truly for the people, by thepeople.

Ensure Public Safety
PCAC regularly partners with the Pasadena Public Health Department to provide the community with valuablehealth information including PSAs. PCAC works with the Pasadena Police and Fire Departments to cover theirevents and produce important public service announcements about current safety concerns and other activities.PCAC ensures City press conferences that include important safety information, particularly during busyholidays, are available to residents and visitors as well. This year, PCAC also produced a disaster preparednesstutorial with the City’s Public Information oﬃce. After the Eaton Fire, PCAC hosted numerous town halls with Cityoﬃcials in our studio, provided coverage of press conferences, and distributed information from State andCounty agencies and elected oﬃcials.

Fiscal Year 2025 Accomplishments
Board of Directors developed ﬁve-year strategic plan with stakeholder input and staﬀ supportPCAC is once again in contention for the highest honor for a Public, Education and Government (PEG)Access center, the Alliance for Community Media’s Hometown Media Award for Overall Excellence – ifawarded, this would be the third win in six years;Won several awards for programming including Alliance For Community Media West WAVE Awards in thecategories of “Magazine Show” for What’s Up Pasadena! and “Culture & Lifestyle” for the Mt. WilsonObservatory episode of Arroyo NOW;Completed yearly audit review which maintained ﬁscal accountability; Again increased City meeting coverage to include three monthly meetings of the ReconnectingCommunities 710 Advisory Group subcommittees;Partnered with Providence Christian College to provide space and instruction for an Advanced Productioncourse that can be replicated for other local educational institutions;Managed PEG fee allocations to add capacity, increase visibility, and replace aging equipment including newrobotic cameras, vehicle wraps, and a PUSD boardroom A/V upgrade; Enhanced workﬂows to expand closed captioning for select content; Enhanced community training and production oﬀerings; Continued to enhance workﬂows with DoIT for City meetings as needs change; Hired four part-time positions in place of two departing full-time positions to increase ﬂexibility;Continued to develop and strengthen City department relationships; andProvided coverage of over 200 special events, meetings and other city-related activities and programs.

Key program highlights for FY 2025 include:

City Council and Council Committee Meetings (live);Councilmember Town Hall Meetings;Mayor’s State of the City Address (live);Select Commission Meetings (live);Webinars, Town Halls and Press Conferences from Congresswoman Chu, State Senator Pérez,Assemblymember Holden, and Supervisor Barger; Pasadena Community Access Corporation 4
Live Community Events including Disaster Recovery Town Halls, Veterans Day Ceremony, and Memorial DayCommemoration;Public Interest Series: Access For All: Integrating Accessibility, Arroyo NOW, Crown City Podcast, Non-ProﬁtSpotlight, On The Move, Pan & Zoom, Pasadena Monthly, Pasadena Media News, and What’s Up Pasadena!;New Community-Produced Series include About Transplant Life, Being Groovy With Stevie D., The BolognaSandwich Show, Casey’s Cause, Divorce Talk, Ethical Programs, The SellingWithLori Show, and Suga Talks;Library events including One City, One Story;Public Health Information from Pasadena Public Health Department, LA County Department of Public Health,and CDC;Public Safety Information including Eaton Fire information, public safety press conferences and PSAs;Black History & Hispanic Heritage events, and Other Local Events;Local Nonproﬁt Organization PSAs; andVoting Information including PSAs, local candidate forums, and League of Women Voters Events.

PCAC goals include:

Continue to enhance community recognition and community involvement; Enhance training, mentorship, and career opportunities with a focus on youth and the underserved;Enhance podcasting curriculum and distribution;Continue increasing quality of program content, cable channel signals and internet streams;Increase live programming and enhance usage of Social Media for programming;Increase coverage and airing of locally-produced programming; Support KLRN and PCC-TV content creation;Expand City department programming on KPAS;Increase collaborations with nonproﬁt organizations and community groups;Increase partnerships and sponsorship opportunities with local businesses and nonproﬁt organizations; Improve interconnectivity between live origination sites; andImprove readiness to distribute emergency information during citywide emergencies or disasters.

Fiscal Year 2026 Recommended Budget
Operating Budget
The FY 2026 Recommended Operating Budget of $1,225,000 is $19,000 (1.6 percent) higher than the FY 2025Adopted Budget. The impact on the General Fund is $1,172,000.

Capital Budget
The FY 2026 Recommended Budget for 1.0 percent PEG fee allocation is $155,000. This allocation is 80.0percent of the total expected PEG revenues, with the remaining 20.0 percent withheld in a city fund.

Personnel
A total of 12.0 FTEs are included in the FY 2026 Recommended Budget which is the same as the FY 2025Adopted Budget.

Pasadena Community Access Corporation 5
Year-Over-Year Budget Changes
Personnel – cost-of-living increases combined with slight beneﬁts decrease ($19,000);Occupancy – rent escalator built into lease ($3,000); andServices & Supplies – increased accounting and staﬀ development costs ($4,000).

Future Outlook
PCAC continues to thrive and to meet the needs of our members and community. We derive success fromboard members, staﬀ, producers, trainees, volunteers, supporters, and viewers. Our achievements come fromthe eﬀorts of those who believe in community access media and the principles of freedom of expression. It isour organizational goal that we maintain a keen understanding of the needs of all of the diverse communitiesthat make up Pasadena and that by working with our members, the City, and other stakeholders we keepPasadena Media relevant to the community.

Pasadena Community Access Corporation 6
SUMMARY TABLESSummary of Appropriations by Expense Category (In Thousands)
Expenditure Category FY 2024 Actuals FY 2025 Adopted FY 2025 Revised FY 2026 Recommended Personnel $805 $882 $882 $895 Occupancy $210 $226 $226 $228 Other $122 $98 $98 $102 PEG Capital $167 $170 $170 $155 Pasadena Community Access Corporation Total $1,304 $1,376 $1,376 $1,380 Summary of Revenue by Category
(In Thousands)
Division FY 2024 Actuals FY 2025 Adopted FY 2025 Revised FY 2026 Recommended Pasadena Community Access Corp. (Operating) $1,139 $1,206 $1,206 $1,225 1% PEG Fee Allocation (Capital) $167 $170 $170 $155 Pasadena Community Access Corporation Total $1,306 $1,376 $1,376 $1,380 Summary of Revenue by Fund
(In Thousands)
Fund FY 2024 Actuals FY 2025 Adopted FY 2025 Revised FY 2026 Recommended City of Pasadena General Fund $1,095 $1,155 $1,206 $1,172Production Services $35 $34 $34 $34 Program Services & Other $9 $17 $17 $19 1% PEG Fee Allocation $167 $170 $170 $155 Pasadena Community Access Corporation Total $1,306 $1,376 $1,376 $1,380 Summary of FTEs by Division
PCAC
Division Description FY 2024 AdoptedFY 2025 AdoptedFY 2025 RevisedFY 2026 RecommendedPasadena Community Access Corporation12 12 12 1212 12 12 12 Powered by OpenGov
Pasadena Community Access Corporation 7
Organizational Chart

CITY OF PASADENA
Rose Bowl Operating Company
Recommended Operating Budget - Fiscal Year 2026
Rose Bowl Operating Company 1
Mission Statement
The mission of the Rose Bowl Operating Company (RBOC) is to improve the quality of life in Pasadena byproviding top quality entertainment and by generating revenue through the operation of a world-class stadiumand a professional quality golf course complex.

Program Description
The RBOC is a California non-proﬁt, public beneﬁt corporation, founded in 1995 by an act of the Pasadena CityCouncil. As a legally separate entity, the RBOC has an independent board that governs its operations andadopts its annual budget. The operations of the RBOC are accounted for as a distinct component unit of theCity consistent with generally accepted accounting principles. As such, the following information is forinformational purposes only.

The RBOC’s primary purpose is to preserve an iconic facility, the Rose Bowl Stadium, while enhancing economicand civic value to the City of Pasadena by managing the Stadium and a professional quality golf course complexin a residential open-space neighborhood. The RBOC is responsible to the residents of Pasadena to informthem of potential environmental impacts from the operation of the Stadium, to manage neighborhood impacts,and to seek feedback from those impacted by Stadium events.

The Rose Bowl’s multifaceted events have included the annual New Year’s Rose Bowl football game, UCLAhome football games, AEG Goldenvoice music festivals, record-setting stadium concerts, both men’s andwomen’s World Cup soccer ﬁnals, past Olympic soccer ﬁnals with another in 2028, over 200+ annual enterpriseevents and the world-renowned monthly RG Canning Rose Bowl Flea Market, all of which generate signiﬁcantrevenue for the RBOC as well as tax dollars for the City and related businesses.

Department Relationship to City Council Goals
Maintain Fiscal Responsibility and Stability
The RBOC strives to generate suﬃcient revenue to meet bond debt service and other operating budgetobligations, while maintaining and investing in the historic venue. The RBOC faces ﬁnancial challenges fromregional competition and diﬃcult market conditions, which impact golf, event bookings, food and beverage, aswell as football revenues.

Improve, Maintain and Enhance Public Facilities and Infrastructure The RBOC also seeks to generate suﬃcient revenue to appropriately maintain and enhance the historic RoseBowl Stadium and Brookside Golf Courses.

Support and Promote the Quality of Life and the Local Economy The RBOC works diligently to attract events that will create jobs, tax revenue, and positive publicity for the Cityof Pasadena through hotel stays, dining, retail shopping, and other sources.

Rose Bowl Operating Company 2
Fiscal Year 2025 Accomplishments
The Rose Bowl Operating Company accomplished the following during FY 2025:

The RBOC will pay the entire Debt Service obligation in FY 2025 with no General Fund support. RBOCworked closely with City Finance to reﬁnance the 2010B Bonds and ﬂatten the bond debt payments from anannual escalation of $200,000-$400,000 per year.

RBOC has reinvested in the stadium capital infrastructure and preventative maintenance; FY 2024 spent$4.0 million, FY 2025 budgeted $8.4 million and FY 2026 budgeted $28.5 million.

The RBOC Board directed staﬀ to present the City of Pasadena Council with a long-term capital needs planduring the FY 2026 Operating Budget presentation, as outlined in the RBOC Operating Agreement.

Legacy Foundation, life to date, has generated transfers and grant funding of $32 million. Legacy has alsocontinued eﬀorts related to Capital campaign targeting fund raising of $80 million and continued pursuit ofgovernment grant funding opportunities.

Music Festival completed the 4th of 7 years with AEG to Net $3 million. RBOC was able to extend thecontract Guarantee by 2 years with a $1.5 million credit in FY 2024.

Rose Bowl served as the command center for the Eaton Fires during the month of January 2025 hosting4,000 ﬁrst responders. Rose Bowl partnered with Pasadena music festivals to donate $250,000 for ﬁre reliefand recovery fund; as well as partnered with Live Nations to host a ﬁrst responders show that along withother shows in the market raised over $100 million for those impacted by the ﬁres. The Brookside GolfCourse was also used as the green waste processing location for the Public Works Department for onemonth. The ﬁnancial impact of the Eaton ﬁres to the RBOC was approximately $2.4 million on the FY 2025ﬁnancials.

Other Displacement Events (Soccer and Concerts) were better than budget by $123,000 ($3.6 million on abudget of 3.5 million).

Enterprise events anticipated to net $1.5M on a budget of $1.7 million, while the stadium hosted 20displacement events and missed January operations due to the Eaton Fires.

Brookside golf complex continued to be an industry leader with a projected net complex income of$600,000 on a budget of $2.9 million with key drivers of impacts of the Eaton ﬁres, increased costs oftransition to a new operator and impact of increased water rates (30% over budget $288,000, from$955,000 to $1.243 million).

Tourism Business Improvement District (TBID) is in line with a budget of $2.6 million for the 2nd year of the10 year agreement.

Flea Market Events resulted in approximately $1.5 million on a budget of $1.6 million in net event income,with a cancellation in January due to the Eaton Fires.

Community Program Highlights: America’s Stadium annually hosts dozens of events supporting localcommunity groups, which generate more than $7 million annually for local causes including homelessness,education, athletics and community support events – these organizations include: The First Tee of Pasadena,Ronald McDonald House, Union Station Homeless Services, Pasadena Uniﬁed School District, and many more.Egg Bowl, Cinco de Mayo at the Rose Bowl, Open Houses with Tours, Athletes in Schools Program, Women’sEmpowerment Symposium, Networking Luncheon, Annual Turkey Tussle and Turkey Trot 5K. The continuedgrowth trajectory of the Rose Bowl Institute’s free programs, due to funded donor support, within the communityhave included sportsmanship dialogues and awards.

Rose Bowl Operating Company 3
FISCAL YEAR 2026 RECOMMENDED BUDGET
Operating Budget Summary:

FY 2026 Revenues of $81.6 million decreased by $1.8 million from FY 2025 Forecast of $83.4 million (Table 1) Stadium Operating Revenues: $67.3 million, decreased $2.9 million.Stadium Bond Subsidies and Credits: $223,000, decreased $1.4 million. Golf Complex Operating Revenues: $14.0 million, increased $2.6 million.

FY 2026 Expenses of $66.3 million decreased by $4.8 million from FY 2025 Forecast of $70.1 million (Table 2) Stadium Operating Expenses: $55.0 million, decreased $4.2 million.Golf Complex Operating Expenses $11.3 million, increased $479,000.Stadium Bond Debt Gross Expenses: $13.6 million, decreased $1.0 million.Due to the 2010B Bond reﬁnancing during FY 2025.

The Net proﬁt from operations anticipated for FY 2026 is $1.7 million before reserves, and a breakeven budgetafter reserves. Reserves include other capital funding/grants, and incremental annual adjustment to reserves of$1.7 million. (Table 9.3) FY 2026 Signiﬁcant Changes from FY 2025 Forecast:

STADIUM
Operating Revenues (Table 9.1)
Stadium revenues of $67.3 million in FY 2026 is a $2.9 million decrease from FY 2025 Forecast mainly due to:

Event mix changes (Table 7) impacting decreased revenues by $1.7 million.Six (6) additional concerts and six (6) less soccer matches with net lower revenues of $8.1 million, as the6 Club World Cup matches in FY 2025 have 100% costs recovered as the key increase in FY 2025revenues.Music Festival Revenues increased by 5.2 million due to six (6) additional event days.For UCLA and Rose Bowl Game net Football revenues increased $225,000, with no change in eventcount.

Non-Event Revenues decreased by $1.2 million mainly due to: Interest earnings projected in FY 2025 and not budgeted due to market / interest volatility andincreased Senate Bill 96 anticipated for a full year in FY 2026.

Operating Expenses (Table 9.1)
Expenses of $55.0 million in FY 2026 decreased by $4.2 million from FY 2025 Forecast mainly due to:

Event Expenses decreased by $5.2 million mainly due to the event mix considered in revenues.Stadium Overhead expenses increased by $966,000 from FY 2025 Forecast mainly due to:COLA / CPI increase $583,000 with Personnel $384,000 or 7% (Payroll 6.5% and Beneﬁts 8%) andServices and Supplies $199,000 or 3%.During FY 2025 Stadium Utilities Electricity increased by $140,000 or 8% of budget due to rates.Beyond COLA / CPI increased by $634,000 mainly due to Personnel open FTEs in FY 2025 of$442,000, PERs, Market Adjustments and Services and Supplies $192,000.

Rose Bowl Operating Company 4
Eaton Fires related stadium expenses in FY 2025 Forecast and not in FY 2025 Recommended reduceexpenses by $296,000.Preventative Maintenance to increase by $45,000 or CPI 3%.

Debt Service Expenses (Table 9.1)
The RBOC anticipates paying $13.4 million for FY 2026 net debt service (after $223,000 in subsidies revenues). Bond debt service expenses increased from the FY 2025 Forecast by approximately $356,000 due to thereﬁnancing of the 2010B Bonds.

Changes in Reserves (Table 9.3)
Reserves of $1.68 million for FY 2026 decreased by $301,000 from FY 2025 Forecast of $1.98 million mainlydue to:RBOC Operating Reserves decreased by $1.9 million, mainly due to a reduction in events expenses fromthe FY 2025 Forecast, mainly driven by Club World Cup events.Music Festival contributions increased reserves by $54,000 due to anticipated increased Music Festivals.Golf Contributions to Capital from operations increased by $93,000 due to increased anticipated rounds. Capital Reserves increased by $1.5 million due to Net Operating Income (after the above reserves areconsidered), according to the RBOC Capital Reserve Policy.

Reserve notes:RBOC anticipates receiving and designating to Capital reserves an additional $11.6 million due to Legacyand third-party contributions of $10.1 million and Grants $1.5 million. Accumulated Operating reserves are anticipated to be $6.3 million and Capital cash undesignated balanceof $1.9 million.

GOLF COMPLEX (Table 9.2)
Operating Revenues
Golf complex revenues of $14.0 million in FY 2026 increased by $2.6 million from FY 2025 Forecast of $11.5million mainly due to:

Golf operations revenues increased by $911,000 due to higher rates net of increased playable days by (5)additional major events. Golf Displacement/Parking* net revenues increased by $767,000 due to ﬁve (5) additional displacementevents.Pro Shop/Lessons revenues* increased $311,000.Restaurant Food and Beverage catering revenues are anticipated to be higher by $576,000.

Golf Revenue Notes:*Displacement/Parking (DED- Displacement Events Day) and Pro Shop revenue recognition methodology haschanged from Net to Gross. The annual DED net increased by $392,000 due to the additional 5 events and ProShop increased by $18,000 due to CPI.

Operating Expenses (Table 9.2)
Golf complex expenses $11.3 million in FY 2026 increased by $479,000 from FY 2025 Forecast of $10.8 millionmainly due to:

Golf Complex Expenses increased by $1.1 million, mainly driven by:

Rose Bowl Operating Company 5
Golf Operations expenses increased by $136,000 in water expenses 11% (beyond the 30% increasesince FY 2025 Budget), Lease/Rentals increased by $125,000, 24%; and personnel, Other Utilities (Gas,electric, refuse and telephone) and Other Services janitorial decreased by $124,000.Restaurants increased by $243,000 mainly due to anticipated revenue increase and food costs. Displacement/Parking (DED- Displacement Events Day) and Pro Shop expenses recognitionmethodology have changed from Net to Gross. The annual expenses for DED increased by $375,000and Pro Shop increased by $293,000. Note the Net from DED increased by 392,000 and Pro-Shopincreased by $18,000.Complex Overhead increased by $76,000 mainly due to CPI in services and supplies. Eaton Fires expenses of $644,000 in FY 2025 Forecast are not anticipated to re-occur in FY 2026, loweringexpenses from the FY 2025 Forecast.

Reserves from Operations (non-operating expenses) (Table 9.3) Golf Complex reserves are anticipated to be $435,000 from Golf and Restaurant operations for Capital.

PERSONNEL
Personnel expenses increased by $662,000 from the FY 2025 Adopted Budget mainly due to:Cost of Living / CPI increase of $297,000 (Salaries 6.5%).Beneﬁts increase of $212,000 or 13% (mainly due to healthcare and PERs).Market competition adjustments $153,000.No Additional FTEs are anticipated to increase from the FY 2025 Adopted budget of 42 FTEs (Table 6).

Future Outlook
In 2022, the Rose Bowl celebrated its centennial and while its ﬁrst century has been a success in everyimaginable way, the next one hundred years will present challenges due to the evolution, growth and consumerexpectations in the sports-entertainment marketplace, both locally and nationally. Although the past few yearshave exceeded ﬁnancial expectations, the well-chronicled long-term challenges facing the Stadium aresigniﬁcant, especially as they relate to identifying long-term capital funding for the Stadium. Collaborationbetween the City of Pasadena, the Rose Bowl Operating Company and outside partners (public/privatepartnerships, tenants, County, State, and Federal) is an on-going need to develop a pathway for future success.

The Rose Bowl Stadium and Brookside Golf Course are facing increased operating costs. To cover these risingcosts and the annual bond debt, both entities must outperform previous revenue expectations, and identify newinnovative revenue streams.

The FY 2026 Operating Budget is an investment in the future. As operations have improved, the organizationhas been able to focus on the necessary maintenance and capital for the Stadium and golf course. The RBOC isexploring new revenue streams, maximizing Legacy Foundation fundraising, and continuing to be an industryleader in the business of municipal golf.

The June 2022 forecast for FY 2026 projected a $6.5 million loss which would have been funded by the City’sGeneral Fund. RBOC is currently recommending a FY 2026 budget with a net income of $1.5 million, which isdesignated to capital by RBOC Policy. Operating reserves have also been built to $6.3 million.

The RBOC is prepared to fund the anticipated FY 2025 loss (due to the ﬁre response) from our operatingbalance and anticipates balanced budgets in subsequent years.

Maintaining an annual event load of approximately 25 displacement events has been a driving factor inimproving the ﬁnances of the organization. We are engaging closely with partners to ensure that the RBOC cancontinue to operate in a way that allows the organization to cover its costs (including bond debt) and invest in Rose Bowl Operating Company 6
preventative maintenance (PM) and capital projects, with a FY 2026 Capital Budget of $28.5 million andPreventative Maintenance allocation of $2.0 million.

To continue moving towards a breakeven budget, key areas of success for the RBOC must include:

Continued public interest in golf and increased revenues from Brookside Golf CourseIncreased revenues from Music Festival activitiesA positive ﬁnancial impact of UCLA’s move to the Big Ten ConferenceTourism Business Improvement District (TBID) revenuesNew public-private partnerships (including multimedia/sponsorship rights)The continued performance of the Flea MarketThe potential revenues from Family Golf (pending Council approval and not included in this budget)The continuing ability of the Stadium to attract top level soccer and concert programing in a competitivemarketMaking necessary capital improvements to continue to attract top level events in a competitive marketThe successful implementation of Senate Bill 96 (Historic Venue Preservation & Resiliency Act) and work onits extension beyond its current ﬁve-year activation periodContinued stewardship and activity in government aﬀairs discussions on the State and Federal levels,including coordination with the Historic Stadium Caucus The Rose Bowl Legacy Foundation has proven to be a wonderful success story and completed a $40 millionfundraising campaign in 2022 to align with the venue’s centennial birthday. The campaign resulted in greatmomentum in gifts and signed pledges to beneﬁt the future preservation, protection, and enhancement of thevenue. The campaign also helped grow its donor base to almost 5,000 nationwide supporters which will surelyact as a catalyst for future fundraising conversations. Legacy has obtained commitments for more than $50million in total gross gifts and pledges since its inception in 2010, which also includes estate planned gifts fromselect donors.

In December 2024, Legacy announced the $80M+ Lasting Legacy Capital Campaign that focuses on improvingthe fan experience at the Rose Bowl Stadium. Phase 1 of the campaign has already been funded through privatedonors, public/private partnerships, and government support from Sacramento and Washington DC.

Even with the success of Legacy, funding capital projects is still a challenge that will no doubt require externaleﬀorts and support. To date, the RBOC and Legacy have led the industry in creative thinking, eﬀorts, anddialogues to support the municipality-owned stadium.

Overall, since 2021, Legacy’s government aﬀairs eﬀorts have resulted in $13.7 million in grant awards andbudget allocations from State and Federal agencies. The awards and grants have focused on target hardeningand safety improvements at the venue such as vehicle barriers and security cameras, funding for the fullreplacement of the venue’s gas and water lines, and the beneﬁts of the $10 million Shuttered Venue OperatorsGrant (SVOG) which had speciﬁc guidelines for use.

RBOC staﬀ continues to believe that there is a positive upside in the coming years for continued fundingopportunities through creative discussions with its State and Federal partners. On the State side, Legacy andstaﬀ continue to work towards new legislation that can rightfully capture new funds to reinvest in the venue’shistoric infrastructure. As mentioned, Senate Bill-96 (SB96), known as the Historic Venue Restoration andResiliency Act, was signed into law in October 2023 and expands the State sales and use tax exemption totransactions directly related to live events at California historic event venues. This not only beneﬁts the RoseBowl Stadium, but historic venues of a certain size and proﬁle across the state including the Hollywood Bowl,the Los Angeles Memorial Coliseum and Cal Memorial Stadium.

On the Federal side, Legacy and the Stadium are leading the national initiative of the Historic Stadium Caucuswhich is a current collection of over 25 participating historical stadiums. The Caucus shares in criticalconversations surrounding patron safety, accessibility, environmental sustainability, target hardening and more.

Rose Bowl Operating Company 7
Conversations with our national partners and our peer venue will undoubtedly help carve strategies towards the pursuit of State and Federal funds for unfunded capital improvements including gas, water, wastewater, patron safety/security, technology and more. Additionally, key agencies including the Department of Homeland Security (DHS), Federal Emergency Management Agency (FEMA), and others have positively provided perspective and guidance as it relates to the funding opportunities that may be available for future Rose Bowl Stadium infrastructure needs, as stewarded by our elected leaders.

Attendance for large tenant events (UCLA Football, the Rose Bowl Game, and the Music Festivals) is still a key performance indicator for the Stadium’s ability to generate the necessary funds to cover operating expenses and the annual debt service. In 2026, we are partnering with UCLA on an integrated ticket sales solution that should drive attendance at all football games. It is also important that the RBOC supports the Tournament of Roses as it works to identify its role in the expanded College Football Playoﬀ (CFP) and the changing landscape of post-season college football. Ensuring the success of the Music Festivals and our partner, AEG, is not only
important ﬁnancially, but will also demonstrate that the RBOC’s revenue growth is based on utilizing not just the Stadium, but also the campus. The Music Festivals are budgeted for the minimum guarantee in FY 2025 but is anticipated to pay threshold (similar to FY 2023) in future years.

Regarding the future ﬁnancial outlook, the available operating balance is projected to be approximately $8.4 million at the end of FY 2025.

The FY 2026 Recommended Budget projects a net income of $1.5 million which will be reserved to capital by RBOC policy – and resulting in a Breakeven Budget, with an ending available operating balance of $8. 4 million at the end of FY 2026. (Table 4) The Capital Fund balance is estimated to be $4.7 million at the end of FY 2025, with Recommended FY 2026 net negative capital cash ﬂow of approximately $2. 8 million for an ending capital balance of $1.9 million at the end of FY 2026. Capital funding consists of Legacy contributions, grants , new golf contractor capital contribution and reserves from operations for capital . (Table 5) Key Priorities and Strategies
Identify incremental revenue opportunities - Focus on big picture thinking around appropriate revenue generating activities and uses on the entire campus
.

Focus on Long Term ﬁnancial structure and health of the Golf Complex- Work closely with the City in forecasting revenue, expenses and funding necessary for bond debt service and capital improvements.

Music Festival success - Recognize the importance of music festivals and provide support to help them succeed and achieve revenue share above guarantee.

Stabilize and grow golf complex revenue . Work to Identify reliable and aﬀordable water source - Reﬁne eﬀorts related to increasing net golf course as well as food & beverage revenue. Identify more opportunities on golf complex including the Family Golf initiative .

Continued focus on event operations, including security and outside the fence line management - Work and communicate closely with public safety oﬃcials
, event promoters and stakeholders.

Prepare for the 2028 Olympics - Collaborate with Los Angeles leaders and put forth an eﬀort based on Stadium’s history and brand to provide Pasadena a global platform.

Identify long-term capital funding - Legacy 2.0 continue to focus on collaboration with donors, City, State and Federal Governments.

Success of existing tenants - Leverage existing agreements and create new public/private partnerships that increase revenue and capital funding for all parties.

Rose Bowl Operating Company 8

SUMMARY TABLES
T
able 1: Revenues (000)
___
________________________________________________________________________________ T
able 2: Summary of Expenditures by Category (000)
Rose Bowl Operating Company 9
Table 3: Summary of Expenditure by Fund (000)
T
able 4: Operating Budget History and Reserves (000)
Rose Bowl Operating Company 10
Ta
ble 5: Capital Budget History Report (000)
T
able 6: Personnel Budget History Report
Rose Bowl Operating Company 11
Table 7: Event Count Budget History Report
T
able 8: Net Event Income Budget History Report (000) ____________________
________________________________________________________________ Rose Bowl Operating Company 12
Table 9.1: Statement of Operations Budget History Report (000) S
tadium
Rose Bowl Operating Company 13
Table 9.2: Statement of Operations Budget History Report (000) Table 9.3: Statement of Operations Budget History Report (000) Rose Bowl Operating Company 14
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
1 Prepare and return ordinances within 60 days of being directed by the City Council. A 100% 90% 100% 100% 100% 100%
2 Successful Prosecution Rate. * A 86% 90% 90% 86% 89% 91% Notes:
* KPI title updated from "Total Conviction Rate".

Key Performance Indicators
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, other stakeholders, and maintain a strong and stable fiscal condition.

City Attorney
FY 2025

Page 1 of 28 ends

Pasadena City CouncilMay 5, 2025

Pasadena City Council
May 5, 2025