AGENDA
MUNICIPAL SERVICES COMMITTEE
SPECIAL MEETING NOTICE
MAY 13, 2025
PUBLIC MEETING 5:00 P.M.
MEMBERS
Justin Jones, Chair, District 3
Rick Cole, Councilmember, District 2
Tyron Hampton, Councilmember, District 1
Jason Lyon, Councilmember, District 7
STAFF
David Reyes, General Manager
Lisa Hosey, Assistant City Attorney
Betty Gao, Recording Secretary
MISSION STATEMENT
The City of Pasadena is dedicated to delivering exemplary municipal services, responsive to our entire community and consistent
with our history, culture and unique character.
In compliance with the Americans with Disabilities Act of 1990, Assistive Listening Devices are available from the City Clerk’s Office with a 24-hour advance notice.
Please call (626) 744-4124 to request use of a listening device.
Language translation services are available for this meeting by calling (626) 744-4124 at least 24 hours in advance.
Habrá servicio de interpretación disponible para éstas juntas llamando al (626) 744-4124 por lo menos con 24 horas de anticipación.
Items on the agenda may not be called in order listed.
Agendas and supporting documents are available on the Internet at http://ww5.cityofpasadena.net/commissions/city-council-municipal-services-committee/ Materials related to an item on this Agenda submitted to the Municipal Services Committee after distribution of the agenda packet will be posted online and listed as: “Supplemental Agenda Material Received after the Posting of the agenda”.
REVISED AGENDA
PUBLIC COMMENT AT THE SPECIAL MUNICIPAL SERVICES COMMITTEE MEETING FOR MAY 13, 2025, AT 5:00 P.M. WILL BE ACCEPTED IN- PERSON AND BY VIDEOCONFERENCE/TELECONFERENCE.
Link to City Meeting Policy:
cityofpasadena.net/CityCouncilMeetingPolicy
TO VIEW A LIVE STREAM OF THE MEETING:
http://pasadena.granicus.com/MediaPlayer.php?publish_id=9 AND
WWW.PASADENAMEDIA.ORG
In order to facilitate public participation at meetings the City will accept public comment in the following manner:
1. Whether participating in-person or virtually at the meeting, members of the public may provide public comment by submitting a speaker card prior to the start of public comment on that item, at the following webpage:
www.cityofpasadena.net/commissions/public-comment/
If a public comment speaker wishes to speak on more than one agenda item, please indicate which items on the online form (multiple item speakers will be handled according to the process posted on the agenda and as specified in the City meeting policy). Public comments are limited to 3 minutes each, and the Chair and Committee may limit this time if reasonable under the circumstances.
2. In-person Meeting Participation: Complete an online speaker card at the following website: www.cityofpasadena.net/commissions/public-comment/ After submitting a public speaker card, members of the public may attend the meeting in-person by coming to the Pasadena City Council Chamber, Room S249 at City Hall at the date and start-time of the posted meeting.
Virtual Meeting Participation: For virtual participants, you may attend by connecting to the meeting using a computer, other electronic device, or by telephone. Please review the agenda to identify the published start time for the meeting and connect to the meeting just prior to, or at the start of the meeting.
To participate in public comment for an item and to be recognized to speak, it is required that the speaker login to the meeting using the same name or telephone number used on the Speaker Card form. This will allow City staff to locate and promote the speaker into the meeting when it is time for their public comment.
Participants’ phone calls to the Committee meeting will be recorded as part of the Committee meeting. By staying on the line and making public comment during the Committee meeting by phone, you are agreeing to have your phone call recorded. Following is the connectivity information for virtual participation:
Computer or electronic devices, join the meeting at: cityofpasadena.net/cczoom Telephone only dial-in: 1-669-900-6833, Meeting ID: 161 482 446
3. Speaker Card Help Line: If a public comment speaker needs assistance in completing a speaker card, please call the City Clerk’s Office at: (626) 744-4124. The help line will open 30 minutes prior to the posted start time of the meeting.
4. Members of the public may submit correspondence of any length prior to the start of the meeting, at the following email address:
Correspondence will be forwarded to the Committee prior to the start of the meeting, posted online, and made part of the legislative record for the item.
LIVESTREAM WITH CAPTIONING IS AVAILABLE AT WWW.PASADENAMEDIA.ORG, AND ALSO AT WWW.CITYOFPASADENA.NET/COMMISSIONS/AGENDAS,
IF YOU NEED A REASONABLE MODIFICATION OR ACCOMMODATION PURSUANT TO THE
AMERICANS WITH DISABILITIES ACT
BECAUSE YOU ARE UNABLE TO PARTICIPATE ELECTRONICALLY AS SET FORTH ABOVE, CONTACT THE CITY CLERK’S OFFICE
AS SOON AS POSSIBLE AT (626) 744-4124 OR [email protected].
CITY OF PASADENA
SPECIAL MEETING OF
THE MUNICIPAL SERVICES COMMITTEE
MAY 13, 2025
PUBLIC MEETING: 5:00 PM
PASADENA CITY HALL, COUNCIL CHAMBER
100 NORTH GARFIELD AVENUE, ROOM S249
NOTICE IS HEREBY GIVEN that the special meeting of the Municipal Services Committee will be held on Tuesday, May 13, 2025, at 5:00 p.m., to discuss matters on the attached agenda.
Justin Jones, Chair
Municipal Services Committee
I HEREBY CERTIFY that this agenda in its entirety, was posted on the Internet at https://www.cityofpasadena.net/commissions/city-council-municipal-services-committee/ and on the Council Chamber Bulletin Board, Room S249, and the Bulletin Board in the rotunda area; City Hall, 100 North Garfield Avenue, this May 12, 2025, by 12:00 p.m. and that copies hereof were faxed, emailed or delivered to each member of the City Council and to each local newspaper of general circulation, radio or television station requesting notice in writing, all of which recipients are identified on the distribution herein below.
Susana Castro
DISTRIBUTION:
MSC Committee Members Central Library General Manager Pasadena Weekly City Council City Clerk Director of Planning and Permitting Pasadena Star-News City Manager Director of Public Works Los Angeles Times Pasadena Now City Attorney Public Information Officer La Opinion Pasadena Journal
In compliance with the Americans with Disabilities Act of 1990, listening assistive devices are available from the City Clerk's Office with a 24-hour advance notice.
Please call (626) 744-4124 to request use of a listening device. Language translation services may be requested with 24-hour advance notice.
Habra servicio de interpretacion disponible para estas juntas llamando al (626) 744-4124 por lo menos con 24 horas de anticipación.
SPECIAL MEETING AGENDA
MUNICIPAL SERVICES COMMITTEE
MAY 13, 2025
Public Meeting: 5:00 P.M.
Council Chamber, Pasadena
City Hall 100 North Garfield Avenue, Room S249
APPROVAL OF MINUTES
Mar
ch 25, 2025 (Regular Meeting)
April 8, 2025 (Regular Meeting)
April 22, 2025 (Canceled meeting)
1. AP
PROVAL OF THE WATER AND POWER DEPARTMENT’S 2025 WILDFIRE
MITIGATION PLAN
2. BUDGE
T WORKSHOP – FY 2026 RECOMMENDED OPERATING BUDGET
a. PUBLIC WORKS DEPARTMENT
b. TRANSPORTATION DEPARTMENT
PUBLIC MEETING - 5:00 P.M.
ROLL CALL
PUBLIC COMMENT - LIMITED TO ITEMS ON THIS SPECIAL MEETING
AGENDA AND WILL BE HEARD AT THE TIME THE ITEM IS
CONSIDERED
INFORMATION ONLY
ADJOURN
NEW BUSINESS
1 01 03/25/2025
CITY OF PASADENA
MUNICIPAL SERVICES COMMITTEE MINUTES
PASADENA CITY HALL
100 NORTH GARFIELD AVENUE
CITY HALL COUNCIL CHAMBER – S249
MARCH 25, 2025
MEETING
OPENING The Chair called the meeting of the Municipal Services Committee to order at 4:10 p.m.
ROLL CALL:
Staff:
Councilmember Justin Jones, Chair
Councilmember Tyron Hampton (Absent)
Councilmember Rick Cole
Councilmember Jason Lyon
David Reyes, Interim General Manager of Water and Power Greg de Vinck, Director of Public Works
Lynne Chaimowitz, Assistant General Manager, Water and Power Hayden Melbourn, Acting Assistant City Engineer of Public Works Caroline Monroy, Deputy City Attorney
Betty Gao, Recording Secretary
PUBLIC COMMENT Ken Kules , Pasadena resident, requested fire debris pick up at his residence, as the debris has remained uncollected despite previous requests.
APPROVAL OF MINUTES It was moved by Councilmember Lyon, seconded by Councilmember Cole, to approve the minutes of March 11, 2025, as submitted. (Motion unanimously approved) (Absent: Councilmember Hampton)
INFORMATION ONLY METROPOLITAN WATER DISTRICT UPDATE BY CYNTHIA KURTZ David Reyes, Interim General Manager of Water and Power , provided introductory comments, and Cynthia Kurtz, from the Metropolitan Water District of Southern California, summarized the written report as part of her oral presentation, and responded to questions.
Councilmember Cole requested staff to increase local awareness on Metropolitan Water District of Southern California (MWD) active landscape conversion rebate program to encourage residents to take advantage of the rebates.
Following discussion, o n the order of the Chair, and by consensus of the Committee, the information was received and filed.
LOAN APPLICATION FOR THE WATER INFRASTRUCTURE
FINANCE AND INNOVATION ACT (“WIFIA”)
David Reyes, Interim General Manager of Water and Power , provided introductory comments, and Lynne Chaimowitz, Assistant General Manager of Water and Power , summarized the staff memo as part of the PowerPoint presentation on the item, including providing information on the potential benefits, loan requirements, Water 2 02 03/25/2025
Infrastructure Finance and Innovation Act ( WIFIA) process, and water infrastructure program, and responded to questions.
Chair Jone s requested staff to provide information on the expected number of miles of water mains to be replaced under the normal schedule upon completion of Water Main Distribution Pipeline project that includes replacing approximately eleven miles of aging water mains in the City.
Following discussion, on the order of the Chair, and by consensus of the Committee, the information was received and filed.
CENTRAL LIBRARY SEISMIC RETROFIT AND RENOVATIONS -
PROJECT UPDATE AND CONTRACT AWARD PROCESS
David Reyes, Interim General Manager of Water and Power, provided introductory comments, and Greg de Vinck, Director of Public Works , presented a PowerPoint presentation on the item, including providing information on Construction Manager at -Risk (CMAR) Alternative Project Delivery Method, Request for Proposals (RFP), phase one and two, next steps, and overall project schedule ; with both responding to questions.
In response to Councilmember Cole’s inquiry related to environmental sustainability standards, Hayden Melbourn, Acting Assistant City Engineer of Public Works , highlighted ongoing sustainability efforts in collaboration with Water and Power and contractors.
Councilmember Cole strongly advocated for enhanced environmental sustainability for energy and water conservation in the City, emphasizing the need for collaboration between Public Works and Water and Power departments staff for this project.
Chair Jones echoed Councilmember Cole’s comments related to environmental sustainability and expressed support for the project. In addition, he advocated for community solar projects in the City ; and asked staff to ensure the community is informed o n the construction status updates related to the Central Library seismic retrofit project.
Following discussion, on the order of the Chair, and by consensus of the Committee, the information was received and filed.
STAFF COMMENTS
David Reyes, Interim General Manager of Water and Power, stated that the topic ‘Staff Comments” will be an ongoing agenda item to provide future updates. He also mentioned the next item should be “Committee Comments” instead of “Commission Comments.”
COMMITTEE COMMENTS
Chair Jones requested staff t o agendize an informational item on speeding in residential neighborhoods.
Councilmember Lyon requested further discussions on traffic signal timing throughout the City.
3 03 03/25/2025
Councilmember Cole voiced appreciation to Chair Jones for the new agenda item , “Committee Comments” for future further policy discussions.
ADJOURNMENT On the order of the Chair, the meeting of the Municipal Services Committee was adjourned at 5:27 p.m.
ATTEST:
____________________
Betty Gao
Recording Secretary
__________________________
Councilmember Justin Jones, Chair
Municipal Services Committee
4 01 04/08/2025
CITY OF PASADENA
MUNICIPAL SERVICES COMMITTEE MINUTES
PASADENA CITY HALL
100 NORTH GARFIELD AVENUE
CITY HALL COUNCIL CHAMBER – S249
APRIL 08, 2025
MEETING
OPENING The Chair called the meeting of the Municipal Services Committee to order at 4:15 p.m.
ROLL CALL:
S
taff:
Councilmember Justin Jones, Chair
Councilmember Tyron Hampton (Arrived at 4:58 p.m.)
Councilmember Rick Cole
Councilmember Jason Lyon
David Reyes, Interim General Manager of Water and Power Israel Del Toro, Deputy Director of Planning and Communit y Development
Jesse De Anda, Building Official of Planning and Community Development
Jen Guess Mayo, Assistant General Manager, External Affairs Caroline Monroy, Deputy City Attorney
Betty Gao, Recording Secretary
PUBLIC COMMENT No one appeared or public comment on matters not on the agenda.
INFORMATION ONLY REVIEW OF ENERGY REQUIREMENTS FOR SINGLE FAMILY
RESIDENTIAL NEW CONSTRUCTION
David Reyes, Interim General Manager of Water and Power , provided introductory comments, and Jesse De Anda, Building Official of Planning and Community Development , presented a PowerPoint presentation on the item, including providing information on Sustainable Codes and Laws, and responded to questions.
Councilmember Cole suggested creating a policy to promote the cost, health, and environmental benefits of voluntarily replacing gas appliances with efficient electric appliances.
In response to Chair Jones inquiry on educating residents on rebuilding with electric appliance s, Israel Del Toro, Deputy Director of Planning and Community Development, assured that the message will reach the community, especially those rebuilding from the fire.
Following brief discussion, on the order of the Chair, and by consensus of the Committee, the information was received and filed.
OPTIMIZED STRATEGIC PLAN UPDATE
David Reyes, Interim General Manager of Water and Power , provided introductory comments, and Nick Schlag , Partner of Energy Environmental Economics (E3), summarized the staff memo as part of the PowerPoint presentation on the item, including providing information on the City’s current Portfolio Development Phase of the 5 02 04/08/2025
C
ouncilmember Hampton
arrived at 4:58 p.m.
Optimized Strategic Plan , resource options available to meet Resolution 9877 goals and results from case studies to meet those goals, with both responding to questions.
Chair Jones advocated for staff to conduct community outreach on residential solar installations at Robinson Park, Washington Park, and Villa Parke, with significant outreach measures into Northwest Pasadena.
In response to Chair Jone’s inquiry regarding community outreach related to residential solar installations, Jen Guess Mayo, Assistant General Manager of External Affairs in Water and Power, stated that outreach will begin at the Linda Vista Library, with plans to expand to additional libraries and community centers . Water and Power Interim General Manger Reyes added that a detailed outreach plan will be developed following upcoming budget discussions.
In response to Councilmember Lyon and Chair Jone’s inquiry regarding Full-Time Equivalents (FTE s) assigned to the Glenarm Power Plant , Water and Power Interim General Manager Reyes responded that staffing would be reduced to essential maintenance roles if the plant transitions to a backup energy source; and stated that training is underway for existing staff for the upcoming local energy project at the Glenarm site.
Councilmember Hampton requested that staff provide a legal analysis on the City’s ability, legal procedures and requirements related to operating Glenarm Power Plant as a backup energy reliable source or the closure of the power plant.
Betty Gao, Recording Secretary, reported that thirty -one letters of correspondence were received by the City Clerk’s Office, which were distributed to the Committee, posted online, and made part of the record for this item.
The following individuals provided comments on the matter:
C
ynthia Cannady, representing Pasadena 100
Allan Spring, Pasadena resident
Hans Rosenberger, Pasadena resident
Sandy Krasher, Altadena resident
Danny Parker, representing Pasadena 100
Sean Devey, representing Pasadena 100
Tony Vong, representing PCC Environmental Sustainability Club Colt Reichman , representing PCC Environmental Sustainability Club (ESC)
Eva Gonzalez-Arreola, representing PCC ESC
Sylvia Holmes, Pasadena resident
Tom King, Pasadena resident
Yadi, Pasadena resident
Water and Power Inter im Manager Reyes stated that staff is currently revieing the Preparatory Studies findings draft reports and will soon be released in the final draft formats as soon as possible. 6 03 04/08/2025
Councilmember Lyon stated that he believes portfolios six and seven (referenced in the PowerPoint) (Portfolios Designed to Meet 100% of Annual Needs: Accel Local Resources and Accel Local Resources Plus) best align with R esolution 9977. He advocated for the final portfolio to include that the Glenarm Power Plant to serve only as a backup source; and emphasized the need for a clear timeline if the 2030 carbon-free goal is delayed. He also advocated for a strong focus on solar and solar incentives, battery storage integration, and a robust aggressive public outreach campaign with dedicated staff.
Councilmember Cole stated that portfolios four and five (Portfolios Designed to Meet 100% of Hourly Needs: Accel Local Resources and Accel Local Resources Plus) are realistic to meet the criteria whil e reaching 100% carbon free goal , and that portfolios six and seven (Portfolios Designed to Meet 100% of Annual Needs: Accel Local Resources and Accel Local Resources Plus) would be back -up if the Committee were to aim for accelerated local resources, which gets the City to 100% in normal operations. He expressed concerns with the City financially investing in the portfolio three (Hydrogen Conversion) . In addition, he asked Water and Power staff to determine the next steps to get to 100 megawatts of installed additional solar for residential rooftop solar and for at least 50 megawatts of installed battery storage.
Councilmember Cole emphasized the importance of relying on local dedicated staff over hiring outside consultants for outreach efforts.
Councilmember Hampton echoed Councilmembers Lyon ’s and Cole’s comments supporting portfolios six and seven (Portfolios Designed to Meet 100% of Annual Needs: Accel Local Resources and Accel Local Resources Plus); and advocated to allow residents to build out solar panels as much as possible. He spoke on the need for staff to meet with local contractors to improve collaboration efforts, provide a streamlined permitting process for solar panel installation, prioritize solar installation timelines, and provide better access to essential equipment, especially solar meters.
Chair Jones echoed Councilmembers Lyon, Cole, and Hampton ’s comments in supporting staff guidance on portfolios four through seven (Portfolios Designed to Meet 100% of Hourly Needs: Accel Local Resources and Accel Local Resources Plus; and Portfolios Designed to Meet 100% of Annual Needs: Accel Local Resources and Accel Local Resources Plus) . He emphasized the importance of in -depth discussions on partnering with solar contractors, engaging the local community for outreac h efforts , collaborating with the Planning Department with permitting and incentives, and establishing training programs for internal employees.
Councilmember Lyon requested staff to provide data and case studies information related to the Glenarm Power Plant used as a backup source along with market energy purchases.
Following discussion, on the order of the Chair, and by consensus of the Committee, the information was received and filed.
SOLAR SYSTEM INSTALLATIONS & PERMITTING PROCESS
7 04 04/08/2025
Due to time constraints, on the order of the Chair, and by consensus of the Committee, the above referenced item will be continued to a future Committee meeting.
ADJOURNMENT On the order of the Chair, the meeting of the Municipal Services Committee was adjourned at 6:12 p.m.
A
TTEST:
____
________________
Betty Gao
Recording Secretary
__________________________
Councilmember Justin Jones, Chair
Municipal Services Committee
8 01 04/22/2025
CITY OF PASADENA
MUNICIPAL SERVICES COMMITTEE MINUTES
PASADENA CITY HALL
100 NORTH GARFIELD AVENUE
COUNCIL CHAMBER – ROOM S249
APRIL 22, 2025
MEETING
The regular meeting of the Municipal Services Committee, scheduled for Tuesday, April 22, 2025, at 4:00 p.m., was cancelled as ordered on April 17, 2025, and was posted.
A
TTEST:
____
________________
Betty Gao
Recording Secretary
____
______________________
Councilmember Justin Jones, Chair
Municipal Services Committee
9 ITEM #1
10 11
12 13
14 15
POW
ER DELIVERY
POLICIES & PROCEDURES
WILDFIRE
MITIGATION
PLAN
2025
16 Attachment A
Fire Mitigation Plan Page 2 of 27
Table of Contents
1. Utility Overview and Context ................................................................................................................ 4 Utility Governance Structure ................................................................................................................ 5
2. Purpose of the Wildfire Mitigation Plan (“WMP”)................................................................................ 7
3. Organization of the WMP ..................................................................................................................... 7
4. Objectives of the WMP ......................................................................................................................... 8 Minimize Sources of Ignition ................................................................................................................ 8 Improve Resiliency of the Electric Grid ................................................................................................. 8 Identify Unnecessary or Ineffective Actions ......................................................................................... 8 Wildfire Response and Recovery .......................................................................................................... 8
5. Coordination with Water Agencies or Departments ............................................................................ 8
6. Coordination with Communication Infrastructure Providers ............................................................... 9
7. Standardized EMS ................................................................................................................................. 9
8. WildFire Risks and Drivers – System Design and Maintenance .......................................................... 10 Risks and Drivers Associated with Topographic and Climatological Risk Factors ............................... 10 Risks Associated with Design, Construction and Maintenance .......................................................... 10 PWP Risk Assessment ......................................................................................................................... 10 High Fire Threat District ...................................................................................................................... 11 Changes to CPUC Fire Threat Map ...................................................................................................... 11
9. Enterprise-Wide Safety Risks .............................................................................................................. 12
10. Wildfire Prevention Strategies ............................................................................................................ 12 Wildfire Mitigation/Prevention Summary .......................................................................................... 12 Wildfire Mitigation/Prevention Budget Measures ............................................................................. 13 Accomplishments (Completed Projects) ............................................................................................ 13 Future Projects .................................................................................................................................... 14
11. Weather Monitoring ........................................................................................................................... 14
12. Design and Construction Standards .................................................................................................... 15
13. Vegetation Management .................................................................................................................... 15
14. Inspections .......................................................................................................................................... 17
15. Workforce Training ............................................................................................................................. 18
16. Re
closer Policy .................................................................................................................................... 18
17. De -Energization ................................................................................................................................... 18 17 Fire Mitigation Plan Page 3 of 27
18. Community Outreach and Public Awareness ..................................................................................... 19 Customer Notification Protocols ......................................................................................................... 19 Public Awareness ................................................................................................................................ 19
19. Restoration of Service ......................................................................................................................... 19
20. Metrics and Assumptions for Measuring Plan Performance .............................................................. 20 PWP Caused Fire Ignitions .................................................................................................................. 20 Electrical Wires Down ......................................................................................................................... 20
21. Impacts of Metrics on the Plan ........................................................................................................... 20
22. Monitoring and Auditing the PLan ...................................................................................................... 20 Annual Updates .................................................................................................................................. 20 Plan Approval ...................................................................................................................................... 21
23. Identifying and Correcting Deficencies ............................................................................................... 21
24. Monitoring Inspection Effectiveness .................................................................................................. 21
25. Independent Auditor .......................................................................................................................... 22
26. summary of initiatives from the past year .......................................................................................... 22
27. Revision history ................................................................................................................................... 23 EXHIBIT “A” – PWP Fire Threat Map ........................................................................................................... 24 EXHIBIT “B” – Outage Notification References ........................................................................................... 25
18 Fire Mitigation Plan Page 4 of 27
1. UTILITY OVERVIEW AND CONTEXT
Utility Overview and Context Table
Topic: Description:
Utility Name Pasadena Water and Power (“PWP”)
Size in Square Miles 23.02 square miles
Assets Overhead Distribution Lines: 163.28 miles
Overhead Sub-Transmission Lines: 16.76 circuit miles (vast majority outside the City of Pasadena boundaries)
Underground Distribution Lines: 507.50 miles
Underground Sub-Transmission Lines: 75.61 miles
Number of Customers Served 68,166 customer accounts / 140,530 people Customer Classes Percentage of Accounts (% of system load)
87.2% Residential (32.8%)
0.3% Government (3.4%)
0% Agricultural (0%)
12.35% Small/Medium Business (36.7%)
0.15% Commercial/Industrial (27.1%)
Location / Topography 0.22% Agriculture
0.48% Barren/Other
0.06% Conifer Forest
0% Conifer Woodland
0.81% Desert
0.11% Hardwood Forest
4.69% Hardwood Woodland
1.13% Herbaceous
6.76% Shrub
85.46% Urban
0.27% Water
Percentage Territory in CPUC
High Fire Threat Districts
14.40% in Tier 2, 4.53 % in additional voluntary Tier 2, 7.07% in Tier 3
CAL FIRE FRAP Map Fire Threat
Zones
23.57%
Existing Grid Hardening
Measures
Covered conductor throughout overhead in service territory Utility Fire Risk Level Mixed
Impacted by another utilities
PSPS?
No
Mitigates impact of another
utilities PSPS?
No
Expects to initiate its own
PSPS?
No
19 Fire Mitigation Plan Page 5 of 27
Prevailing wind directions &
speeds by season
The windier part of the year lasts for 5.9 months, from November 8 to May 3, with average wind speeds of more than 6.9 miles per hour. The windiest month of the year in Pasadena is December, with an average hourly wind speed of 8.3 miles per hour.
The calmer time of year lasts for 6.1 months, from May 3 to November 8. The calmest month of the year in Pasadena is August, with an average hourly wind speed of 5.3 miles per hour.
The predominant average hourly wind direction in Pasadena varies throughout the year. The wind is most often from the west for 4.0 months, from March 2 to July 3 and for 1.7 months, from August 30 to October 20, with a peak percentage of 48% on May 22. The wind is most often from the south for 1.9 months, from July 3 to August 30, with a peak percentage of 45% on July 19. The wind is most often from the north for 4.4 months, from October 20 to March 2, with a peak percentage of 37% on January 1.
Utility Governance Structure
PWP operates as a department of the City of Pasadena with oversight from City Council. Proposed projects, positions, and budgets are submitted to City Council for evaluation and authorization. This plan will be authored and updated by PWP’s Assistant General Manager (“AGM”) of Power Delivery.
Note: T&D = Transmission and Distribution, ET&C = Substation Electrical Test and Construction
20 Fire Mitigation Plan Page 6 of 27
All PWP Employees:
• Take all reasonable and practicable actions to minimize the risk of catastrophic wildfires that may be caused by PWP electric facilities.
• Immediately report fires to the power dispatch center and/or 911 operator, pursuant to existing practices and the requirements of this Wildfire Mitigation Plan.
Pasadena City Council (through the City Manager):
• Manages and controls the actions of PWP.
• The City Council has the power and duty to make and enforce all necessary rules and regulations governing the construction, maintenance, operation, connection to and use of PWP to construct, extend, maintain, and operate utilities and structures the City Council deems necessary to provide services to the public.
The City Council members are elected from within the districts they represent, elected members serve for 4-year terms.
General Manager - PWP:
• The management and operation of the Department are administered under the direction of the General Manager.
• The General Manager oversees various executive positions including the Assistant General Manager of Power Delivery.
AGM - Power Delivery
• Provide regular training programs for employees having obligations for the implementation of the Wildfire Mitigation Plan.
• Coordinate with federal, state, and local fire management personnel as necessary or appropriate to implement PWP’s Wildfire Mitigation Plan.
Operations T&D Supervisor
• Operate and construct system in a manner that will minimize potential wildfire risks. • Conduct continuous vegetation management to minimize potential wildfire risks. • Take corrective action when staff witnesses or is notified that fire protection measures have not been properly installed or maintained.
• Conduct continuous and/or periodic system inspection to minimize potential wildfire risk.
Power Engineering Manager
• Collect and maintain wildfire data necessary for the implementation of this Wildfire Mitigation Plan.
• Conduct electric facility design in a manner that mitigates the potential for wildfire. 21 Fire Mitigation Plan Page 7 of 27
• Continually update standards and practices to minimize the risk of wildfire. • Comply with relevant federal, state, and industry standard requirements, including the industry standards established by the California Public Utilities Commission (“CPUC”).
Dispatch Supervisor
• Manage active utility response to wildfire events and coordinate with the appropriate local or State fire authorities.
• Monitor weather conditions and circuits within high fire threat areas during wind advisories and red flag warnings.
• Coordinate with Field staff to ensure that circuits are safely reenergized. • Deenergize circuits that may pose an immediate risk to public safety.
ET&C Supervisor
• Operate and construct system in a manner that will minimize potential wildfire risks. • Take corrective action when the staff witnesses or is notified that fire protection measures have not been properly installed or maintained.
• Conduct continuous system inspection to minimize potential wildfire risk.
2. PURPOSE OF THE WILDFIRE MITIGATION PLAN (“WMP”)
PWP’s overarching goal is to provide safe, reliable, and economic electric service to its local community.
To meet this goal, PWP constructs, maintains, and operates its electrical lines and equipment in a manner that minimizes the risk of catastrophic wildfire posed by its electrical lines and equipment.
This WMP describes the range of activities that PWP is taking to mitigate the threat of power-line ignited wildfires, including its various programs, policies, and procedures. This plan is subject to be approved annually by the Pasadena City Council and is implemented by the General Manager of PWP.
This plan complies with the requirements of California Public Utilities Code (“PUC”) 8387 for publicly owned electric utilities to prepare a wildfire mitigation plan by January 1, 2020, and annually thereafter.
PWP’s efforts to mitigate catastrophic wildfires align with the City’s goals to provide safe and reliable service to the citizens of Pasadena. The plan goals are reflected in PWP’s short- and long-term CIP budget planning.
3. ORGANIZATION OF THE WMP
This WMP includes the following elements:
• Objectives of the plan.
• Roles and responsibilities for carrying out the plan. • Identification of key wildfire risks and drivers.
• Description of wildfire prevention, mitigation, and response strategies and programs. 22 Fire Mitigation Plan Page 8 of 27
• Metrics for evaluating the performance of the plan and identifying areas for improvement. • Review and validation of the plan.
• Provide commentary for future improvements to further mitigate wildfire risk.
4. OBJECTIVES OF THE WMP
Minimize Sources of Ignition
The primary goal of this WMP is to minimize the probability that PWP’s sub-transmission and/or distribution system may be the origin or contributing source for the ignition of a wildfire. PWP has evaluated prudent and cost-effective improvement options to its physical assets, operations, and training that can help to meet this objective. PWP has implemented those changes in design and construction standards consistent with this evaluation.
Improve Resiliency of the Electric Grid
The secondary goal of this WMP is to improve the resiliency of PWP electric grid. As part of the development of this plan, PWP assesses new industry practices and technologies that will reduce the likelihood of an interruption (frequency) in service and improve the restoration (duration) of service.
Identify Unnecessary or Ineffective Actions
Another goal for this Wildfire Mitigation Plan is to measure the effectiveness of specific wildfire mitigation strategies. Where a particular action, program component, or protocol is determined to be unnecessary or ineffective, PWP will assess whether a modification or replacement is merited. This plan will also help determine if more cost-effective measures would produce the same or improved results.
Wildfire Response and Recovery
During a wildfire event, PWP staff will follow the policies and procedures outlined in the latest “Emergency Response Plan”. PWP utility staff have the following obligations regarding fire prevention, response, and investigation:
• Initiate Emergency Response in accordance with the Emergency Response Plan. • Take all reasonable and practicable actions within the limits of their powers to prevent and suppress fires resulting from PWP electric facilities.
• Follow PWP protocols during Wind Advisories and Red Flag Warnings.
5. COORDINATION WITH WATER AGENCIES OR DEPARTMENTS
PWP benefits from internal communication between the Water Division and Power Division of the department. Coordination of staff and resources for wildfire mitigation is handled directly between personnel.
It will be the responsibility of PWP Power Delivery staff to ensure that all pumping stations that require power for the purposes of water line pressurization are a priority consideration for energization or back- up generator dispatch.
23 Fire Mitigation Plan Page 9 of 27
6. COORDINATION WITH COMMUNICATION INFRASTRUCTURE
PROVIDERS
PWP coordinates with communication infrastructure providers through the Southern California Joint Pole Committee (SCJPC) for planned overhead projects (pole replacements, anchoring, etc.). At least 45 days prior to construction, the final design is discussed and negotiated, and a Form 2 Joint Pole Agreement is used for all information. Prior to an undergrounding project, such as an underground utility district conversion of overhead assets to underground, coordination happens many years prior in the design phase to alleviate conflicts from the get-go. Coordination continues through the construction of the district, with the SCJPC still involved in processing the paperwork related to the replenishment of all the poles and anchors. In an emergency event, communication is direct, unless repair or replacement work is retroactive, after PWP staff have provided temporary repairs to communication facilities to allow for communications companies to return after the event to make final repairs.
7. STANDARDIZED EMS
PWP has an Emergency Response Plan (“ERP”) which establishes the framework for handling power- related emergency incidents in a consistent and coordinated manner to restore service to customers safely and efficiently. The scope of ERP is to provide guidance on the incident management structure, incident level classifications, activation levels, and the concept of operations needed to meet electrical service restoration objectives. In the event the City’s Emergency Operation Center (“EOC”) is also activated, PWP will operate within the Water and Power Branch of the EOC Operations Section, as shown below:
24 Fire Mitigation Plan Page 10 of 27
8. WILDFIRE RISKS AND DRIVERS – SYSTEM DESIGN AND
MAINTENANCE
Risks and Drivers Associated with Topographic and Climatological Risk Factors Within PWP’s service territory and the surrounding areas, the primary risk drivers for wildfire are the following:
• Extended drought
• Vegetation and their relative density
• Weather conditions (High winds and/or Heatwaves)
• Terrain
• Electrical ignition sources
Risks Associated with Design, Construction and Maintenance Overhead electric systems are particularly vulnerable to all weather conditions including high winds.
Contact with vegetation can disrupt power line operation, and cause sparks.
PWP tracks outages by a variety of causes and analyzes this information periodically to identify trends and improve mitigation measures. The mitigation measures identified by this analysis are primarily focused on improving service reliability and, have an ancillary effect of reducing wildfire risk.
PWP continues to identify risks which inform the improvement of its design and construction standards.
This ongoing improvement cycle builds on the experience and knowledge of predecessor plans to ensure that PWP equipment does not pose significant wildfire risk.
PWP Risk Assessment
PWP serves a population of over 140,000 residences with over 68,166 electrical meters. The number of customers and assets within Tier 2 and Tier 3 areas are reflected in the tables below:
PWP Asset Statistics within Tier 2 (Elevated) Area – With Voluntary Inclusion Area Type of Asset: Number of Assets: Percentage of Total Assets:
Customer Meters 3,388 5.05%
Power Poles 1483 13.38%
Primary Overhead Conductor
Miles
27.9 15.30%
25 Fire Mitigation Plan Page 11 of 27
PWP Asset Statistics within Tier 3 (Extreme) Area
Type of Asset: Number of Assets: Percentage of Total Assets:
Customer Meters 115 0.17%
Power Poles 37 0.33%
Primary Overhead Conductor
Miles
1.74 0.32%
High Fire Threat District
PWP directly participated in the development of the CPUC’s Fire-Threat Map,1 which designates a High- Fire Threat District. In the map development process, PWP served as a territory lead, and worked with utility staff and local fire & government officials to identify the areas of PWP’s service territory that are at an elevated or extreme risk of power line ignited wildfire. PWP has incorporated the High Fire Threat District (“HFTD”) into its construction, inspection, maintenance, repair, and clearance practices, where applicable.
Changes to CPUC Fire Threat Map
While coordinating with the Pasadena Fire Department an additional area was identified to be included and considered with the same standards and requirements as the CPUC Tier 2 area. PWP voluntarily considers the area west of the Arroyo Seco flood control channel and south of the 134 freeway as part of its Tier 2 fire threat area in addition to the state approved CPUC fire treat map tier 2 areas (see Exhibit “A”).
Feeders in High Fire Threat Districts
Tier 3 HFTD Feeders
Vinedo (Served by VS633 in V5168, Pos 2 - Goes OH further north) WW-13 (N/o Pole 8568MP, in front of 3375 Florecita Dr., and Secondaries N/o Pole 21593MP w/ XFMR 8310.)
Tier 2 HFTD Feeders
Vinedo (B/T PS17-20 on Pole 18721MP NE Corner of Altadena and New York, and Bradley Ckt tie at Pole 20673MP)
WW-13 (Windsor Well 17/4 Ckt fed by Lincoln)
PW-1 (Patrician Way 17/4 Ckt fed by Laguna)
F-2 (Downstream of VS 4kV7, but with only select OH)
1 Adopted by CPUC Decision 17-12-024.
26 Fire Mitigation Plan Page 12 of 27
B-8 (mostly UG, with select OH that can be de-energized) Grove (Only 1 OH Primary Lateral (Pole 21702MP), and select OH secondary laterals) Lincoln (Downstream of 9252MP, feeds Well pumper services in the wash.) LV-1 (Linda Vista 17/4 Ckt fed by Grove)
Laguna (as select OH Lateral that can be de-energized)
Arroyo (all UG)
H-2 (mostly up Sierra Madre Villa Rd.)
Voluntary Equivalent Tier 2 HFTD Feeders
LL-3 (Laguna Lake 17/4 Ckt fed by Arroyo)
ER-1 (Eagle Rock 17/4 Ckt fed by Laguna)
SR-1 (San Rafael 17/4 Ckt fed by Arroyo)
Ave-64 (Avenue Sixty-Four 17/4 Ckt fed by Laguna)
Laguna (as select OH Lateral that can be de-energized)
Arroyo (all UG)
9. ENTERPRISE-WIDE SAFETY RISKS
Power outages can disable water booster stations during an emergency, which could result in fire fighter’s loss of their ability to combat fires. Extended loss of power at public and private communication facilities could limit the ability to communicate during an emergency. Extended loss of power at traffic signals could cause traffic congestion, which would limit the ability to respond to outages as well as different emergency responders. Loss of power for street lighting could cause public safety impacts. Hospitals and other health services and Public Safety Facilities are also a consideration.
10. WILDFIRE PREVENTION STRATEGIES
Wildfire Mitigation/Prevention Summary
PWP performs regular system analysis to help identify internal risks of ignition. Below is a list of PWP’s identified system risks and the mitigation or prevention strategy for each risk:
27 Fire Mitigation Plan Page 13 of 27
PWP Risks and Mitigation Summary
Type of Risk: Mitigation Measures:
High Wind Event • Enhanced Design Criteria in the High Fire Threat Areas • Blocking of reclosers during wind events
Vegetation Contact • Vegetation Management Program
Conductor Failure • All New overhead construction installs covered wire • New/Updated Construction Standards
• Improved Protection settings
• Detailed Overhead Asset Inspection Program
Pole / Hardware Failure • Detailed Overhead Asset Inspection Program • Enhanced Design Criteria in the High Fire Threat Areas • New/Updated Construction Standards
Aging Infrastructure • Enhanced Design Criteria in the High Fire Threat Areas • New/Updated Construction Standards
Wildfire Mitigation/Prevention Budget Measures
Given that all mitigation or prevention strategies come at some direct or indirect cost, Pasadena City Council has authorized the following Capital Improvement Projects (“CIP”) a nd budgets for the purpose of Fire mitigation. Additionally, the Underground Utility Program (“UUP”) f unds CIPs dedicated to undergrounding overhead utility assets:
CIP#: CIP Title: Year of
Inception:
Appropriated Budget
Through FY 2025:
3257 Fire Threat Mitigation Tier 3 Areas FY 2020 $4,230,000 3258 Fire Threat Mitigation Tier 2 Areas FY 2020 $3,500,000 3217 Florecita Dr. Underground Utility District FY 2023 $76,000
Accomplishments (Completed Projects)
• Installation of 17,000’ of covered conductors in the Tier 2 Elevated Fire Area on Glen Oaks Blvd from Fairlawn Dr. to the El Mirador Radio tower and Reservoir. Additionally, 33 poles were replaced as part of this project. Completed in 2024.
• Installation of 9,000’ covered conductors in Tier 2 Elevated Fire Area on Rosemont Ave. from Washington Blvd. to Arroyo Blvd. Additionally, 16 poles were replaced as part of this project.
Completed in 2023.
• Executed a pole replacement project in the Tier 2 area on West Dr., totaling 23 poles, including sectional composite poles for extra durability. Completed in 2023. • Focused inspection, repair, and replacement of overhead infrastructure in Tier 2 Elevated Fire Areas. Within the Tier 2 areas, 548 poles were inspected ahead of their GO165 schedule, 12 28 Fire Mitigation Plan Page 14 of 27
poles and 4 transformers were replaced, as well as 500’ of covered conductor was installed, based on the inspections. Completed over 2021 and 2022. • Installation of 7,500’ of covered conductors in the Voluntary Tier 2 Elevated Fire Area surrounding Sequoia Dr., Anita Dr., Malcom Dr., Glenover Dr. and Glenullen Dr. Additionally, 14 poles were replaced as part of this project. Completed in 2020. • De-energize 2,000’ of primary voltage overhead electric system in Millard Canyon, located in Tier 3 Extreme Fire Area, by converting the high voltage system to a low voltage system.
Completed in 2020.
Future Projects
• Ongoing targeted pole replacement and overloaded transformer replacement in the tier 2 fire threat area, based on recent inspection and modeling data. • Conversion of the overhead high voltage (primary) lines to underground, within the Tier 3 Extreme Fire Area, along Canyon Close Rd. and Fox Ridge Dr., as part of the CIP budget dedicated to fire threat mitigation. Targeting FY 2025 for the construction of underground substructure and FY 2026 (First Half) for overhead high voltage conductor removal. • Conversion of the overhead high voltage (primary) lines to underground, within the Tier 3 Extreme Fire Area, along Florecita Dr. and Crestford Dr. Targeting FY 2026 (First Half) for construction of underground substructure and FY 2026 (Second Half) for overhead high voltage conductor removal.
• In FY2026, plan and design an underground expansion project in Upper Hastings Ranch to provide a dedicated underground feed to Thomas Reservoir, including the transfer service from the overhead heavy H-4 distribution circuit to the newer and majority underground RANCH distribution circuit. Additionally, within this design, execute the conversion/transfer of the underground service to Don Bonito Reservoir from H-4 to RANCH. Lastly, incorporate design elements that will allow for future circuit conversion efforts related to the remaining H-4 distribution circuit assets. Future construction targeted for FY2027.
11. WEATHER MONITORING
PWP monitors current and forecasted weather data from the United States National Weather Service.
PWP assigns one of two operating conditions based on the relevant weather data and knowledge of local conditions:
(1) Normal: During normal conditions, no changes are made to operations or work policy.
(2) Red Flag: If the National Weather Service declares a Red Flag Warning for any portion of PWP’s service territory, then PWP Dispatch Staff will disable automatic reclosing on field deployed reclosers in the high fire threat areas.
29 Fire Mitigation Plan Page 15 of 27
12. DESIGN AND CONSTRUCTION STANDARDS
PWP’s electric facilities are designed and constructed to meet or exceed the applicable federal, state, or industry standards. PWP treats CPUC General Order (“GO”) 95 as a key industry standard for the design and construction of overhead electrical facilities. PWP meets or exceeds all standards in GO 95.
Additionally, PWP monitors and follows as appropriate the National Electrical Safety Code.
PWP currently deploys the following notable fire mitigation design requirements:
• Installing Covered Conductor (Tree Wire) for high voltage (primary) conductor installations, replacements, and upgrades.
• Removing and replacing low voltage (secondary) bare open wire with covered triplex conductor. • Installing new more robust poles that pass enhanced wind loading requirements. • Increased primary conductor spacing.
• Installing non-expulsion-based fuses in elevated fire threat areas. • Enhanced replacement criteria for aging infrastructure in the high fire threat areas. • Where feasible, undergrounding of high voltage (primary) lines within the Tier 3 Extreme fire threat areas.
PWP Power Delivery Division has a Master Plan ( see hyperlink) that details its replacement strategies and the criteria it utilizes to allocate resources to infrastructure replacements. Fire Threat areas are a factor driving resource allocation for all capital projects. PWP is also assessing the need for mobile substation equipment as part of its master plan and fire threat risk mitigation strategies.
13. VEGETATION MANAGEMENT
PWP meets or exceeds the minimum industry standard vegetation management practices. For transmission-level facilities that PWP solely owns, PWP complies with NERC FAC-003, where applicable.
For both transmission and distribution level facilities where PWP is the base owner, PWP –where applicable- meets: (1) Public Resources Code section 4292; (2) Public Resources Code section 4293; (3) GO 95 Rule 35; and (4) the GO 95 Appendix E Guidelines to Rule 35. These standards require significantly increased clearances in the High Fire Threat District. The recommended time-of-trim guidelines do not establish a mandatory standard, but instead provide useful guidance to utilities. PWP employs specific knowledge of growing conditions and tree species to determine the appropriate time of trim clearance in each circumstance.
30 Fire Mitigation Plan Page 16 of 27
GO 95, Rule 35, Table 1
Case Type of Clearance Trolley Contact,
Feeder and
Span Wires, 0-
5kv
Supply
Conductors and
Supply Cables,
750 - 22,500
Volts
Supply
Conductors and
Supply Cables,
22.5 - 300 kV
Supply
Conductors and
Supply Cables,
300 - 550 kV
(mm)
13 Radial clearance of bare
line conductors from tree
branches or foliage
18 inches 18 inches ¼ Pin Spacing ½ Pin Spacing
14 Radial clearance of bare
line conductors from
vegetation in the Fire-
Threat District
18 inches 48 inches 48 inches 120 inches
Appendix E
Guidelines to Rule 35
The radial clearances shown below are recommended minimum clearances that should be established, at time of trimming, between the vegetation and the energized conductors and associated live parts where practicable. Reasonable vegetation management practices may make it advantageous for the purposes of public safety or service reliability to obtain greater clearances than those listed below to ensure compliance until the next scheduled maintenance. Each utility may determine and apply additional appropriate clearances beyond clearances listed below, which take into consideration various factors, including: line operating voltage, length of span, line sag, planned maintenance cycles, location of vegetation within the span, species type, experience with particular species, vegetation growth rate and characteristics, vegetation management standards and best practices, local climate, elevation, fire risk, and vegetation trimming requirements that are applicable to State Responsibility Area lands pursuant to Public Resource C ode Sections 4102 and 4293.
Voltage of Lines Case 13 Case 14
Radial clearances for any conductor of a line
operating at 2,400 or more volts, but less than
72,000 volts
4 feet
12 feet*
Radial clearances for any conductor of a line
operating at 72,000 or more volts, but less than
110,000 volts
6 feet
20 feet*
Radial clearances for any conductor of a line
operating at 110,000 or more volts, but less than
300,000 volts
10 feet
30 feet*
Radial clearances for any conductor of a line
operating at 300,000 or more volts
15 feet
30 feet*
* PWP’s Standard tree trimming practice will follow the State’s guidelines on time-of-trim clearance.
PWP coordinates with customers to reduce the trimming clearance, however, costs associated with modifications, additional patrols, or enhanced trimming practices will be funded by the requesting customers.
31 Fire Mitigation Plan Page 17 of 27
14. INSPECTIONS
PWP meets or exceeds the minimum inspection requirements provided in CPUC GO 165 and CPUC GO 95, Rule 18. Additionally, PWP staff use their knowledge of the specific environmental and geographical conditions to determine when areas require more frequent inspections.
If PWP staff discovers a facility in need of repair that is owned by an entity other than PWP, PWP will issue a notice of repair to the facility owner and work to ensure that necessary repairs are completed promptly.
32 Fire Mitigation Plan Page 18 of 27
15. WORKFORCE TRAINING
PWP has implemented work rules and complementary training programs for its workforce to help reduce the likelihood of the ignition of wildfires. During Pasadena’s apprenticeship programs, apprentices are taught how to install and maintain overhead covered wire, inspect overhead assets for potential failures and how to ensure the system has properly installed protection. In the office, the engineering department uses its standards to train staff of the enhanced design requirements in high fire threat areas, such as reduced overload criteria for transformers and lower age threshold for pole replacements during routine work.
16. RECLOSER POLICY
PWP will disable automatic reclosing on field deployed reclosers in the high fire threat areas if the National Weather Service declares a Red Flag Warning for any portion of PWP’s service territory.
17. DE-ENERGIZATION
PWP has the authority to preemptively shut off power due to fire-threat conditions or when power lines are compromised; however, this option will only be used in extraordinary circumstances. PWP will make a case-by-case decision to shut off power based on the following considerations:
• Red Flag Warnings issued by the National Weather Service for fire weather zones that contain PWP circuits.
• PWP staff assessments of local conditions, including wind speed (sustained and gust), humidity and temperature, fuel moisture, fuel loading and data from weather stations. • Real-time information from staff located in areas identified as at risk of being subject to extreme weather conditions.
• Input from fire experts and vegetation experts.
• Input from local and state fire authorities regarding the potential consequences of wildfires in select locations.
• Alternative ways to reroute power to affected areas.
• Awareness of mandatory or voluntary evacuation orders in place. • Expected impact of de-energizing circuits on essential services. • Other operational considerations to minimize potential wildfire ignitions, including the blocking of reclosers on the identified circuit(s).
• On-going fire activity throughout PWP territory and California. • Ability to notify customers.
• Notifications to local governments and public officials. • Potential impacts to communities and customers.
Impact to safety due to loss of power could result in:
• De-energization of life support systems.
33 Fire Mitigation Plan Page 19 of 27
• Loss of operational traffic signals that do not have a back-up system. • Loss of power to water well sites / pumping stations. • Loss of power to sewer systems.
• Loss of elevator operation in all buildings.
18. COMMUNITY OUTREACH AND PUBLIC AWARENESS
Customer Notification Protocols
Planned Outages:
PWP’s current Outage Notification Procedure (Exhibit “B”) is to provide advance notification to customers that will be impacted by planned power outages utilizing its “Everbridge” software notification system. This notification protocol will typically provide two advanced notices (3 or 7 days, and 24 hours) to customers that are known to fall within the outage area.
Unplanned Outages:
If an unplanned event causes a power outage, PWP customers can receive updates by calling power outage hotline at (626) 744-4673 or visiting the outage map available of PWP’s website:
https://ww5.cityofpasadena.net/water-and-power/outage-map/ Public Safety Power Shutoff:
Although it is not currently the intent of PWP to preemptively deenergize portions of the city during periods of elevated fire risk, PWP retains the right to do so provided it has considered all the factors outlined under “De-energization” section above. In an event when PWP decides to deenergize power lines, due to fire-threat conditions or when power lines are compromised, PWP will make every effort to provide notification to impacted customers if feasible.
In FY2026 PWP will look to procure a vendor to provide a feasibility study and proposed logistics of a Public Safety Power Shutoff (“PSPS”) program, with feedback and information provided by the City Council, PWP, other City Departments (when relevant), and the public.
Public Awareness
The PWP website contains a section on electrical safety to better inform the customer base. https://ww5.cityofpasadena.net/water-and-power/electricsafety/
19. RESTORATION OF SERVICE
When weather and environmental factors stabilize to safe conditions, PWP Power Delivery Staff will patrol the overhead section of the de-energized line to ensure that the circuit is ready for re- energization. After the circuit is determined to be safe, PWP patrol staff will inform PWP Dispatch that the line appears safe for energization and PWP Dispatch will follow standard communications protocol to re-energize the circuit.
34 Fire Mitigation Plan Page 20 of 27
20. METRICS AND ASSUMPTIONS FOR MEASURING PLAN
PERFORMANCE
PWP tracks two metrics within the high fire threat districts (Tier 2 and Tier 3) of its service territory to measure the performance of this Wildfire Mitigation Plan: (1) number of PWP caused fire ignitions; and (2) electrical wires down.
PWP Caused Fire Ignitions
For purposes of this metric, a PWP Caused fire ignition is defined as follows:
o The fire was self-propagating and of a material other than electrical and/or communication facilities.
o The resulting fire traveled greater than 3.2 feet from the ignition point; and o PWP has knowledge that the fire occurred.
Electrical Wires Down
The second metric is the number of distribution and transmission wires downed. For purposes of this metric, a wire down event includes any instance where an electric transmission or primary distribution conductor falls to the ground or on to a foreign object.
Fiscal Year PWP Caused Fire Ignitions High Voltage Electrical Wires Down 2020 0 0
2021 0 1
2022 0 2
2023 0 5*
2024 0 0
* = all but one wire down events happened during winter/spring rainstorm events, posing little to no fire ignition risk.
21. IMPACTS OF METRICS ON THE PLAN
In the initial years, PWP anticipates that there will be relatively limited data gathered through these metrics. However, as the data collection history becomes more robust, PWP will be able to identify areas of its operations and service territory that are disproportionately impacted. PWP will then evaluate potential improvements to the plan.
22. MONITORING AND AUDITING THE PLAN
Annual Updates
The annual review of the plan will be preceded by presenting the plan to PWP engineers and operations staff for comments and suggestions. Recommended changes to operating and design procedures will be 35 Fire Mitigation Plan Page 21 of 27
documented and evaluated against the Metrics collected to measure this plan’s performance. If the PWP AGM of Power Delivery agrees that a modification will result in additional fire mitigation, the change will be presented as part of the annual update to the Pasadena City Council.
Plan Approval
The initial WMP was approved by the Pasadena City Council on 11/18/2019. The Pasadena City Council has subsequently approved WMP updates in December 2020, December 2021, December 2022, and December 2023. PWP obtained approval of this updated plan from the Pasadena City Council in May 2025. The Public can ask questions and provide comments during the City Council Public meeting. Both of the Wildfire Mitigation Plan and the Independent Evaluation are publicly available on PWP’s website.
23. IDENTIFYING AND CORRECTING DEFICIENCIES
The Wildfire Safety Advisory Board (“WSAB”) has reviewed PWP’s 2024 WMP and provided general and specific recommendations, which PWP has incorporated in this updated WMP.
PWP’s actions in implementing strategies identified in the WMP have been successful thus far, and PWP intends to continue these efforts.
The following are observations/challenges that PWP has encountered during the implementation of its WMP:
• When meeting the time-of-trim requirements, certain tree species would effectively be killed or removed by the trim requirements, butting up against the City’s tree ordinance, and the City’s desire to maintain the highest Arbor society honor. However, PWP is committed to meeting the time of trim requirements.
• Private property tree trimming comes with the need for extra care, as the increased trim requirements are a sensitive subject for property owners who value the visual appearance of their trees. Therefore, PWP has been meeting with the concerned customers to educate them about the need for trimming trees to keep them away from power lines and trying to address their concerns as much as possible.
24. MONITORING INSPECTION EFFECTIVENESS
Due to the rare nature of wildfire ignitions (none in PWP service territory) and wire down events (only four in five years, excluding a clustered set from a rainstorm event with negligible fire ignition risk due to the weather), these metrics cannot provide insight into inspection effectiveness. However, utility asset data that is generated by inspections provides information that helps prioritize replacement and upgrade work. Additionally, tracking total assets replaced or upgraded post-inspection past existing requirements necessary for aging infrastructure presents a positive record of capital project work.
.
36 Fire Mitigation Plan Page 22 of 27
25. INDEPENDENT AUDITOR
PWP complies with Public Utilities Code section 8387(c) with any audit requirements. The 2022 WMP was reviewed by the City of Pasadena Fire Department in April 2022 and PWP has incorporated their suggestion(s) in this revision. The audit report is available on PWP’s website, along with the WMP. https://ww5.cityofpasadena.net/water-and-power/wildfire-mitigation-plan/ In 2026, PWP will renew the qualified independent evaluator report to provide updated recommendations for improvements for the WMP overall and for specific initiatives/projects.
26. SUMMARY OF KEY INITIATIVES, PROJECTS, AND PROGRAMS
KEY INITIATIVES, PROJECTS, AND PROGRAMS SUMMARY TABLE
Grid Design, and Capital
Projects
Upcoming (FY2026) Reporting Period Goals:
• 0.48 miles of distribution undergrounding - $1.7 million • 2 miles of covered conductor - $1.0 million
• 4 OH to UG service conversion rebates - $12,000
Prior (FY2025) Reporting Period Accomplishments:
• 0.42 miles of distribution undergrounding - $1.3 million • 7.32 miles of covered conductor - $1.6 million (Citywide through March 1st, 2025)
• 2 OH to UG service conversion rebates - $6,000
Totals projected by end of reporting period (since FY2016):
• 2.53 miles of distribution undergrounding - $15.7 million • 33.26 miles of covered conductor - $7.1 million
• 7 OH to UG service conversion rebates - $21,000
• 33 wood-to-composite pole replacements - $1.9 million • 0.4 miles of overhead HV distribution removed in lieu of LV - $12,000
Vegetation Management
and Inspections
Current Reporting Period Goals:
• 36 circuit mile of patrol inspections - $1.2 million
• 2,000 detailed pole inspections - $200 thousand
• 1,000 intrusive pole inspections - $200 thousand
• 36 circuit miles of vegetation management - $4.3 million
Prior Reporting Period Accomplishments:
• 36 circuit mile of patrol inspections - $1.1 million
• 2,385 detailed pole inspections - $173 thousand
• 2,150 intrusive pole inspections - $192 thousand
• 36 circuit miles of vegetation management - $4.1 million
37 Fire Mitigation Plan Page 23 of 27
In 2024, PWP maintained its design criteria and standards, as well as its inspection and trimming requirements. The utility had no high voltage wire down incidents during the calendar year of 2024.
Funding continued for Capital Improvement Programs dedicated to fire threat mitigation, totaling $1.85M in new appropriations this fiscal year. During the year, a major fire threat mitigation project was completed in the Tier 2 area, constituting 33 pole replacements and 17,000’ of covered conductor installation. An engineering design for another fire threat mitigation project was completed, ready for construction next year. Additionally, another engineering design for the substructure necessary to underground the high voltage conductors on Canyon Close Rd and Fox Ridge Dr. was completed.
27. REVISION HISTORY
Revision History
Date: Revision:
11/18/2019 Initial Version
11/23/2020 Updated Section 4: Descriptions of City Council and General Manager Updated Section 5: Added System Risk information.
Updated Section 5: Risk Assessment information
Updated Section 6: Updated design and construction standards.
Updated Section 6: Added Wildfire Budget Measures
Updated Section 8: Added Cause Metrics for FY20
12/13/2021 Updated Section 1: Included background information about the utility.
Updated section 5: Included a table to link risks with mitigation strategies.
Updated Section 6: Added Wildfire Budget allocations for FY22.
Updated Section 8: Added Cause Metrics for FY21.
10/10/2022 Updated All Sections to match WSAB context-setting template.
Incorporated the Independent Auditor’s recommendation.
Updated the Metrics section.
09/27/2023 Updated the Metrics section.
Updated status of projects.
Updated financial appropriations for FY2024.
11/14/2024 Updated the Independent Auditor section.
Updated the Metrics section.
Updated status of projects.
Updated financial appropriations for FY2025.
Added notes for future plans regarding IE and PSPS.
Added the Summary of Initiatives section.
DRAFTED BY: WILLIAM A. VARSH
CHECKED BY: DAVID BRATZLER AND BURHAN ALSHANTI
APPROVED BY: TITLE SIGNATURE DATE
Varoojan Avedian Assistant General
Manager – Power
Delivery
__/__/2025
38 Fire Mitigation Plan Page 24 of 27
EXHIBIT “A” – PWP Fire Threat Map
39 Fire Mitigation Plan Page 25 of 27
EXHIBIT “B” – Outage Notification References
Outage Notification Pr ocedure (Planned Outages)
Purpose:
To establish guidelines for scheduling Everbridge Outage Management System (“OMS”) notifications for requested Planned Notifications of Outages. Dispatch/Yard Office Assistants, Principal Power Dispatcher, Crew Supervisors, and OMS Administrator are responsible for following this protocol.
Procedure:
The Dispatch Office Assistant is the primary person who schedules the Everbridge OMS notifications. If the primary person is unavailable the below persons shall schedule the notifications.
By order:
1. Principal Power Dispatcher
2. Yard Office Assistants
3. OMS Administrator
Steps:
1. Crew Supervisors shall submit Everbridge OMS notifications request in accordance with table 1 below.
NOTE for Crew Supervisors: If 1
st Notification is not received, please notify Dispatch Office Assistant.
40 Fire Mitigation Plan Page 26 of 27
PLANNED OUTAGES
(Days in Advance)
1st NOTIFICATION
(Days in Advance)
2nd NOTIFICATION
(Days in Advance)
10 7 1 (24 hours)
4 3 1 (24 hours)
Emergency <24hrs As soon as possible before
outage
None
Services Turn Off/On None None
Meter Testing None None
Customer Requested
Shutdown
None None
Table 1
2. Upon receipt of Notification of Planned Power Outage email, navigate to Everbridge-BLS website location. Currently: (http://svrwp-sam:3138/Home)
3. Click on Everbridge to launch application.
41 Fire Mitigation Plan Page 27 of 27
Once inside the Everbridge application, you will notice all currently scheduled campaigns. This list will only show scheduled campaigns.
42 Pasadena Water and Power
APPROVAL OF THE WATER AND POWER
DEPARTMENT’S 2025 WILDFIRE MITIGATION
PLAN
May 13, 2025
Item 1
43 Pasadena Water and Power
Background
• PWP's Wildfire Mitigation Plan (“WMP”)
p
roactively reduces Wildfire Risk from
electrical infrastructure.
• City Council annually approves WMP
u
pdates; PWP oversees implementation
(Since 2019).
2 44
Pasadena Water and Power
Background
• Goals of the WMP is to:
> Proactively prevent wildfire ignition from PWP electric sy
stems.
> Strengthen electric grid resilience for enhanced
s
tability.
> Drive service reliability and restoration with
i
nnovative technologies.
> Continuously optimize wildfire mitigation through
da
ta-driven adaptation.
3 45
Pasadena Water and Power
Background
• PWP has completed several key projects to harden the
elec
trical distribution system to include:
> Installed 34,000 feet of covered conductors in Tier 2 Elevated F
ire Risk Areas to enhance safety.
> Replaced 100 poles in Tier 2 Elevated Fire Risk Areas. Many wi
th durable sectional composite poles.
> Converted 2,000 feet of high-v oltage overhead electric system in Millard Canyon (Tier 3 Extreme Fire Risk) to low voltage, reducing fire risk.
> Proactively inspected and repaired 548 poles in Tier 2 Elevated F
ire Risk Areas, ahead of the GO165 schedule.
4 46
Pasadena Water and Power
Background
• Ongoing/scheduled projects for future consideration:
> Targeted pole and transformer upgrades in Tier 2 Fire Threat A
reas, based on recent inspection and modeling data.
> Accelerated undergrounding of high-v oltage lines in Canyon Close Rd. & Fox Ridge Dr. (Tier 3 Extreme Fire Risk) in FY 2026. > Accelerated undergrounding of high voltage lines in Florecita & C
restford Dr. (Tier 3 Extreme Fire Risk) in FY 2026.
> Underground expansion projects in the Upper Hastings Ranch a
rea to provide underground feeds to Thomas and Don Bonito Reservoirs. Targeting FY 2027 completion
> Initiating Public Safety Power Shutoff Program Evaluation (RFP f
or Third-Party Analysis).
5 47
Pasadena Water and Power
PWP Fire Threat Map
6 48
Pasadena Water and Power
PWP Wildfire Mitigation Plan - 2025 Update
• California Public Utilities (”CPUC”) Code 8387
ma
ndates annual WMP submissions to Wildfire
Safety Advisory Board (“WSAB”) for review of
current fire mitigation strategies.
• 2025 W
MP aligns with 2024 plan and follows
WSAB recommendations.
7 49
Pasadena Water and Power
PWP Wildfire Mitigation Plan - 2025 Update
• 2025 WMP Key Objectives:
> Prevent fire ignition from electric systems.
> Enhance electric grid resilience.
> Continuously evaluate and adapt wildfire
m
itigation strategies.
8 50
Pasadena Water and Power
Recommendation
• Approve the 2025 Wildfire Mitigation Plan
a
s the operating manual for wildfire risk
mitigation, fulfilling CPUC 8387
requirements.
9 51
Pasadena Water and Power
Fiscal Impact
• No fiscal impact.
• No impact on other programs or projects.
• No impact on General Fund.
10 52
Item 2.A
53 Department of Public Works
FY 2026 Recommended
Operating Budget
Municipal Services Committee
May 13, 2025
54 Department of Public Works
FY 2025 Accomplishments
2 ✓ Replaced 65,000sf of sidewalk at 500 locations
✓ Issued 2,000 PW permits & 1,100 citations
✓ Maintained ~17,000 streetlights, ~20,000 traffic signs, ~340 signalized intersections, and ~1,100 vehicles
✓ Collected over 1,000 tons of illegally dumped items
✓ Filled ~4,500 potholes
✓ Pruned ~14,000 trees & will continue planting 600 trees ✓ Removed ~14,000 incidents of graffiti
✓ January 2025 Windstorm Response
✓ Removed over 6,700 tons (filling 3,000 Super-10 dump
trucks) of organic debris in 3 weeks including ~400 fallen & severely damaged trees
✓ Addressed many fallen signs, streetlights & traffic signals ✓ Only a 1-day delay in refuse collection
55 Department of Public Works
Appropriations by Category – All Funds
Category FY23
Actuals
FY24
Actuals
FY25
Adopted
FY25
Revised
FY26
Recommended % Change
90 - Personnel $30,689,324 $33,524,638 $33,337,677 $33,337,677 $34,973,937 4.91% 91 - Services & Supplies $25,762,227 $29,865,894 $33,759,554 $33,926,753 $35,873,104 6.26% 92 - Capital Outlay $6,848,358 $4,143,317 $7,362,620 $19,106,091 $4,700,000 -36.16% 93 - Internal Service Charge $9,982,132 $10,328,849 $11,001,505 $11,001,505 $11,860,270 7.81% 95 – Operating Transfer Out $1,553,686
94 - Debt Service $(4,400) $(1,186)
Public Works Operations Subtotal $74,831,328 $77,861,512 $85,461,356 $97,372,026 $87,290,843 96 - Depreciation (Operating Expense) $ 8,623,409 $ 8,965,875 Public Works Non-Operations Subtotal $ 8,623,409 $ 8,965,875 Project Management Fund (301) $70,219 $1,642,625 $8,075,935 $8,075,935 $8,437,825 4.48% CIP Project Management Subtotal $70,219 $1,642,625 $8,075,935 $8,075,935 $8,437,825 Public Works Total $83,524,956 $88,470,012 $93,537,291 $105,447,961 $95,845,136 2.47% Full Time Equivalent (FTEs) 267.63 267.63 273.63 273.63 276.63 1.10% 3 56
Department of Public Works
Cost Drivers - FY 2026 Recommended
vs FY 2025 Adopted Budget
• Personnel Increase by $ 1.6M (4.91%)
> 3 new fleet positions in response to internal audit
▪ Equipment Mechanic I (PD), MAIV, & Office Assistant
• Services & Supplies Increased by $1.95M (+6.26%)
> Fuel & Gasoline: $500K
> Materials & Supplies: $555K (Cost increase in building & fleet supplies) > Other Contract Services: $895K (Increase in housekeeping, security, fleet repairs contracts)
• Capital Outlay Decreased by $2.66M (-36.16%)
> Does not include FY 26 Enhancements for Auto Equipment ($2.46M) ▪ 3 Refuse Side Loaders: $1.53M (Renewable CNG)
▪ 2 Street Sweepers: $936K (Renewable CNG)
• Internal Services Increased by $859K (+7.81%)
> CAP ($297K), DoIT ($69K), & BSFMD ($493K) increases
4 57
Department of Public Works
Overview of Funds
Special Revenue Funds
5 • Sewer Fund (F205)
• Gas Tax Fund (F210)
• Road Maintenance & Rehab.
Acct (F241)
• Sewer Facility Charge (F233)
• Safe Clean Water Program (F243)
Enterprise Fund
• Refuse Fund (F406)
Internal Service Funds
• Building Maintenance (F502)
• Fleet Replacement (F503)
• Fleet Repair and Maintenance
(F511)
• City Service Center (F510)
58 Department of Public Works
Overview of Funds
Fund FY 2026
Est.
Beginning
Balance
FY 2026
Budget
Revenues
FY 2026
Budget
Expenses
FY 2026
Ending
Balance
FY 2027
Forecast
FY 2028
Forecast
FY 2029
Forecast
205 – Sewer
Fund (includes
Storm)
$5,421,379 $13,063,086 ($13,400,672) $5,083,793 $6,863,464 $8,987,619 $11,465,383 210 – Gas Tax
Fund
$582,056 $5,074,142 ($5,234,183) $422,015 $93,100 ($307,086) ($914,746) 241 – Road
Maintenance
and Rehab.
Account (SB1)
$678,433 $3,675,155 ($3,700,000) $653,588 $541,834 $647,757 $958,921 233 – Sewer
Facility Charge
Fund
$1,498,031 $673,787 ($2,000,000) $171,818 $147,450 $124,972 $104,433 243 – Safe
Clean Water
Program
$1,182,453 $1,634,884 ($1,775,349) $1,041,988 $1,628183 $2,192,854 $2,734,737
6 59
Department of Public Works
Overview of Funds (Cont.)
Fund FY 2026
Est.
Beginning
Balance
FY 2026
Budget
Revenues
FY 2026
Budget
Expenses
FY 2026
Ending
Balance
FY 2027
Forecast
FY 2028
Forecast
FY 2029
Forecast
406 –
Refuse Collection
Fund
$10,429,458 $27,076,764 ($30,618,807) $6,887,415 $4,216,472 $2,932,808 $2,814,881 502 – Building
Maintenance
Fund
$6,818,760 $19,539,849 ($21,680,888) $4,677,721 $4,234,504 $4,799,629 $5,346,317 503 – Fleet
Replacement
Fund
$5,073,527 $5,236,648 ($5,315,089) $4,995,086 $4,449,601 $4,285,399 $4,254,670
510 – City Service
Center Fund
$768,020 $1,114,105 ($1,074,075) $808,050 $841,068 $870,978 $895,323 511 – Fleet Repair
& Maintenance
Fund
$2,749,962 $13,092,085 ($13,380,237) $2,461,810 $2,163,959 $1,874,187 $1,582,934
7 60
Department of Public Works
FY 2026 Enhancement Requests
8 61
Public Works Department
Enhancement Requests – Personnel
(5.37)
Requested Position FTE Fund Amount Justification
Program
Coordinator II
1.00 243 $141,883 This position is needed to assist with outreach and engagement requirements for the Safe, Clean
Water program implementation and oversee the
implementation of the NPDES and FOG inspection
programs.
Stormwater
Engineer
0.20 243 $39,830 As the Stormwater Program expands, an Engineer is needed to manage the large projects being
funded through the Safe, Clean Water program.0.80 301 $159,319 SLATS Engineer 0.10 101 $19,915 Additional Engineer is needed in the Street Lights and Traffic Signals section to manage mobility
transportation projects funded with Measure R.
0.90 301 $179,234
9 • Total Request: 5.37 FTEs totaling $813,859
> 14% General Fund - $116,250 (.88 FTE)
> 86% Other Funds - $697,609 (4.49 FTE)
62 Public Works Department
Enhancement Requests – Personnel Cont.
Requested Position FTE Fund Amount Justification
Management
Analyst I
0.28 101 $38,426 ASD currently has 0.63 FTE of an Administrative Specialist. This request of 0.37 is to make this FTE
whole and reclassify vacant position to a MA I to
absorb additional workload of the existing ASD
analysts who will be taking on additional
responsibilities and duties due to reorganization of
ASD and PW in FY 2025.
0.09 301 $11,762
Senior Admin
Specialist
1.00 406 $107,672 Additional administrative support for SB 1383 enforcement and code compliance support.
Code Compliance 0.50 406 $57,909 This position is needed to address sidewalk vending, illegal street vendors and other permit
enforcement in the public right-of-way. This position
will generate revenue to offset General Fund.
0.50 101 $57,909
TOTAL 5.37 $813,859
10 63
Public Works Department
Enhancement Requests - Non-Personnel
11 PW Division Fund Amount Description Justification
RRR 406 $1,532,605 Refuse Side
Loaders (3)
Three 2014 Side Loaders are scheduled for
replacement. They will be replaced by
Renewable Compressed Natural Gas
(RCNG) vehicles
RRR 406 $935,551 Street
Sweepers
(2)
One 2016 & one 2014 street sweepers are
scheduled for replacement. Both will be
replaced with RCNG vehicles
$ 2,468,156 Refuse Fund - One-time Request
64 Public Works Department
Enhancement Requests - Non-Personnel
12 PW Division Fund Amount Description Justification
Street
Maintenance
101 $280,000 Asphalt Hot
Patch Truck
An Asphalt Hot Patch Truck will improve
efficiency in pothole repairs while keeping
asphalt material at optimal temperatures.
Street
Maintenance
101 $175,000 Purchase,
Plant &
Water Trees
Cost to purchase 600 trees, and to plant &
water 200 additional trees annually. The
cost will be offset by Street Tree Revenue
Account deposit of approximately $40,000
each year.
$(40,000)
Street Tree
Deposit
$415,000 General Fund – One-time Request
65 Public Works Department
Enhancement Requests - Non-Personnel
PW Division Fund Amount Description Justification
Street
Maintenance
101 $17,189 Graffiti Removal
Supplies
Number of graffiti incidents in FY 2025 doubled
from previous years, & cost of supplies have
increased significantly. This increase will allow
staff to keep up with the demand.
Street
Maintenance
101 $25,000 PPEs for Safety
Compliance
PPE cost has increased. CalOSHA inspection in
Dec. 2024, noted a deficiency in safety
harnesses, safety chaps, climbing saddles, etc.
Street
Maintenance
101 $10,000 Forestry
Tools/Equipmen
t
Increase needed to maintain necessary
supplies - chainsaws, leaf blowers, shovels,
hand tools & misc. supplies.
$52,189 General Fund - Ongoing Request
13 66
Department of Public Works
67 Item 2.B
68 Department of Transportation
FY26 Recommended
Operating Budget
Municipal Services Committee
May 13, 2025
69 Department of Transportation
FY 2025 Accomplishments
• Parking Division
> Received Council approval for South Lake and
S
hopper’s Lane rate structure changes
> Began installation of 384 p arking paystations to
upgrade existing paystations and to replace
single space meters Citywide.
2 • Transit Division
> Started operating two routes for Metro in December 2024, per the NextGen Service agreement, expanding Pasadena Transit service by over 30% and diversifying the system’s operating funding > Provided nearly 1.4 million rides on Pasadena Transit and Pasadena Dial-A-Ride
70 Department of Transportation
FY 2025 Accomplishments
• Mobility Engineering and Operations Division
> In coordination with Public Works Dept., finalized design and began c
onstruction for Pedestrian Hybrid Beacon at Washington Blvd/Hudson Ave (HAWK traffic signal), and new Speed Feedback Sign at Green St/Terrace Dr
> In coordination with Council District 7 and Pasadena Unified School D
istrict (PUSD) staff developed circulation plans for the emergency relocation of Altadena Arts Magnet School and Eliot Middle School from Altadena to PUSD campuses in Pasadena at Allendale Elementary and McKinley School, respectively.
3 • Multimodal Planning Division
> Completed the Avenue 64 Complete
Streets Project in collaboration with the
Public Works Department.
> Secured $2.8 million in grant funding
from SS4A and Reconnecting
Communities.
71 Department of Transportation
FY 2026 Operating Budget by Division
Parking
Division
44%Transit
Services
44%
Mobility Eng &
Operations
7%
Multi Modal
Planning
3% Administration
2%
4 Division Budget*
Parking $22,223
Transit Services 21,889
Mobility Eng &
Operations
3,584
Multimodal
Planning
1,525
Administration 820
Total $50,041
*in thousands
72 Department of Transportation
5 Appropriations by Category
Category FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adopted
FY 2026
Recommended
%
Change
Personnel 6,651,158 7,096,159 9,481,924 9,814,801 3.5%
Services & Supplies 22,158,703 22,879,317 29,750,941 28,404,575 -4.5% Capital Outlay 408,746 75,468 120,000 - -100.0%
Internal Services 2,578,262 2,717,122 3,266,944 3,786,139 15.9% Debt Service 995,184 1,206,304 1,091,149 1,111,955 1.9% Transfers Out 4,913,616 5,531,604 5,353,007 5,045,077 -5.8% Operating Expenses 1,885,524 1,886,355 1,878,738 1,878,738 0.0% Grand Total 39,591,193 41,392,329 50,942,703 50,041,285 -1.8% FTE 61.00 64.00 +3.00
73 Department of Transportation
Significant Changes by Category
• Personnel increased due to MOU adjustments and PERS pension i
ncreases
• Services and supplies shows a decrease due to one-t ime parking meter purchase of $2.8M in FY25 which offsets an increase of $1.2M for Next Gen transit bus lines (full year of service)and associated costs
• Capital Outlay decreased due to one time purchase of Parking En
forcement vehicles and equipment in FY25
• Internal service increased due to CNG fuel for additional bus lines o
perated by Transit, increases to cost allocation plan, and citywide increases for internal services
• Debt service increased due to variable interest rate for Paseo ga
rage bonds
• Operating transfer decreased due to drop in transit revenue from Me
tro (transfers from Measure M/R)
6 74
Department of Transportation
FY26 Enhancement Requests
7 DIVISION DESCRIPTION FUND AMOUNT
Multi-
Modal
Planning
Associate Planner Position – $135,207 Measure R MIP
Fund 208 - TDM
$135,207
Transit Two Administrative Interns - $38,027each
for up to 30 hours per week
Transit Funds
Fund 209
$76,054
75 Department of Transportation
8 Department Overview - Proposed
2.0 FTE CTW Administrative Interns converted to 1.5 FTE (0.75 FTE each)
1.0 FTE Associate Planner added to Multimodal Planning Division 76 Department of Transportation
FY26 Work Plan
• Parking Division
> Install m eters in Playhouse Meter District and go live with paid on-street parking in the Playhouse Village
> Complete parking lot improvements for Shoppers Lane
pa
rking lots, including surface repairs and restriping, lighting upgrades and signage updates and landscaping
enhancements
• Transit Division
> Finalize Pasadena Five-Year Short Range Transit Plan per presentation to City Council.
> Begin construction of Transit Operations and Maintenance Facility
9 77
Department of Transportation
FY26 Work Plan
• Mobility Engineering and Operations Division
> In coordination with the Public Works Department, complete construction of the pedestrian connection improvements at Rosemont Avenue/Seco Street, new traffic signals at Del Mar Blvd/Michigan Ave, Orange Grove Blvd/Craig Ave, and Pedestrian Hybrid Beacon at Washington Blvd/Hudson Ave
> Complete update to the Local Roadway Safety Action Plan as part of Safe Streets for All grant program.
•
Multimodal Planning Division
> Work anticipated to commence in FY 26
> Pasadena Ave. and St. John Ave. Improvement Project
> Columbia Multimodal Improvements
> Greenways Implementation
> Pasadena Light Rail Train (LRT) Tracking and Network Monitoring System – Phase II
10 78
Department of Transportation
Overview of Funds - Parking
11 Fund FY 2026
Beginning
Balance
Revenues Expenses FY 2026
Ending
Balance
FY 2027
Forecast
Balance
FY 2028
Forecast
Balance
FY 2029
Forecast
Balance
102 - Block 5
Parking Lot
$47,009 $27,620 ($41,000) $33,629 $19,429 $4,393 ($11,497) 213 - Old
Pasadena
Meters
$430,932 $2,118,151 ($1,943,550) $800,391 $913,499 $1,025,240 $918,098 214 - Civic
Center Meters
$217,061 $799,314 ($895,943) $244,432 $240,200 $220,519 $73,852 217 - Shopper’s
Lane Parking
Lots
$448,217 $500,390 ($466,113) $482,494 $504,680 $507,603 $504,379 79 Department of Transportation
Overview of Funds - Parking
12 Fund FY 2026
Beginning
Balance
Revenues Expenses FY 2026
Ending
Balance
FY 2027
Forecast
Balance
FY 2028
Forecast
Balance
FY 2029
Forecast
Balance
225 West Gateway
Meters
$91,371 $33,536 ($30,053) $94,854 $94,658 $94,374 $93,964 229 Playhouse
Meters
$81,829 $761,049 ($617,630) $225,248 $302,581 $389,426 $804,345 232 South Lake
Meters
$48,896 $300,891 ($252,456) $97,331 $79,662 $62,732 $46,322 407 Garages/Other
Surface Lots
$2,846,407 $14,911,916 ($14,627,004) $3,131,319 $3,725,980 $4,190,100 $4,517,641 80 Department of Transportation
Overview of Funds – Transit and
Mobility
13 Fund FY 2026
Beginning
Balance
Revenues Expenses FY 2026
Ending
Balance
FY 2027
Forecast
Balance
FY 2028
Forecast
Balance
FY 2029
Forecast
Balance
208 Prop A
Dial-A-Ride
$3,708,566 $4,533,414 ($4,159,685) $4,082,295 $4,007,111 $3,732,637 $3,529,792 209 Prop C
Fixed Route
$5,577,458 $13,324,835 ($12,933,989) $5,968,304 $4,360,348 $4,861,243 $1,513,912 236 Measure M
242 Measure R
Revenues passed through to
Fund 209 Prop C Fixed Route
215 TDA
Bikeways
$44,074 $100,000 ($100,000) $44,074 $44,074 $44,074 $44,074 313 Traffic
Impact Fees
$220,269 $199,153 ($150 000 $269,422 $269,422 $244,422 $219,422 81