AGENDA
FINANCE COMMITTEE
SPECIAL MEETING NOTICE
MAY 29, 2025
PUBLIC MEETING 3:30 P.M.
Members
Victor M. Gordo, Mayor
Tyro
n Hampton, District 1
Rick Cole, District 2
Gene Mas
uda, District 4
STA
FF
Matthew Hawkesworth, Director of Finance
Arnold Lee, Chief Assistant City Attor ney
Gloria Acevedo, Recording Secretary
MISSION STATEMENT
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with our history, culture, and unique character.
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SPECIAL MEETING
AGENDA
FINANCE COMMITTEE
MAY 29, 20
25 Public Meeting: 3:30 P.M.
Council Chamber, Pasadena City Hall
100 North Garfield Avenue, Room S249
PUBLIC MEETING – 3:30 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
APPROVAL OF MINUTES
OLD BUSINESS
1. BUDGET W
ORKSHOP FY 2026 RECOMMENDED OPERATING BUDGET
OPERAT
ING BUDGET PRESENTATIONS:
A. HUMAN RESOURCES
B. CITY MANAGER’S OFFICE
NEW BUSINESS
2. BUDGET W
ORKSHOP FY 2026 RECOMMENDED OPERATING BUDGET
OPERAT
ING BUDGET PRESENTATIONS:
A. FINANCE DEPARTMENT
B. ROSE BOWL OPERATING COMPANY
ADJOURN
OLD BUSINESS
ITEM 1 A
1 . BUDGET
WORKSHOP FY 2026 RECOMMENDED
OPERATING BUDGET
OPERATING
BUDGET PRESENTATION:
A. HUMAN RESOURCES
Human Resources Department
FY 2026 Recommended
Operating Budget
Finance Committee
May 12, 2025
Human Resources Department
FY 2025 Accomplishments
• Labor Relations and Classification & Compensation
> Negotiated multi-year labor agreement with the Pasadena Police Lieutenants Association (New Bargaining Unit)
> Implemented numerous class & comp adjustments to improve retention • Employee Wellness
> Launched Walking Wednesdays at City Hall
> Onsite mental health and trauma resilience support
• Supported local recruiting efforts
> KPI – local hiring into entry-level positions FY25 to date = 56% • Employee Equity & Engagement
> 1st Employee engagement survey & program rolled out
Overall score 3.87 out of 5 (80th percentile of government agencies) 73% p
articipation (1,463 employees)
> Eaton Fire Support for displaced employees
2
Human Resources Department
FY 2025 Accomplishments
3
Human Resources Department
FY 2025 Accomplishments
4
Human Resources Department
FY 2026 Priorities/Work Plan
• Human Resources Department Strategic Planning
> Review and update KPI’s
> Review time-to-hire l ife cycle
> Evaluate resource/staffing allocation
• City-wide Recruitment and Retention
> Continue classification and compensation studies
> Social Media presence and branding as employer of choice • Employee Equity & Engagement Program
> 2nd Employee Engagement Survey
> Continue to support employees impacted from Eaton Fire • Labor Negotiations
> Four multi-year MOU s expiring June 30, 2026:
AFSCME, IBEW, LIUNA, and PPOA5
Human Resources Department
Expense History by Category
6 *Risk Management re-org moved budget and FTEs for WC/Safety from HR to City Manager’s Office in FY 25.
**Capital Outlay: FY 23 actuals reflect lease buyout of now CMO-Risk Management Safety vehicle and GASB 96 (expense with offsetting revenues). FY 25 budget reflects four electric vehicles HR funded using AQMD funds for the Fire Department (3) and Public Works (1).
Category
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adopted*
FY 2026
Recommended % Change
Personnel 5,181,019 5,591,613 4,951,812 5,341,072 7.9%
Services & Supplies 2,795,129 3,149,388 1,474,405 1,700,477 15.3% Capital Outlay** 153,762 160,363 208,000 0 -100.0%
Internal Srvc Chrg 826,419 1,019,242 861,165 1,056,220 22.7% Debt Service 55,027 107,821 0 0
Operat Transfer Out 0 25,000 40,000 40,000 0.0%
Operating Expense 1,567 1,436 0 0
Grand Total 9,012,923 10,054,862 7,535,382 8,137,769 8.0% FTE 35.00 36.00 30.00* 30.00 0.0%
Human Resources Department
Cost Drivers – Comparison of FY 2026
Proposed vs FY 2025 Adopted Budget
7 • Personnel increased by $389,260 (+7.9%)
> Salary, MOU adjustments, filled vacancies and benefits increase: $313,404 (+8.0%)
FY 25 Vacancies: 3; FY 26 Vacancies: 0
> Pension Increase: $75,856 (+7.5%)
• Services/Supplies increased by $226,072 (+15.3%)
> Increases in professional services contracts that have been absorbed over last three years, plus annual CPI adjustments > Increased volume of pre-employment services
• Internal Services (IS) increased by $195,055 (+22.7%) > Cost Allocation Plan (CAP) increase and BSFMD & DoIT charges CAP increase of $127,553; charged 100% to Fund 504 –
Benefits Fund
OLD BUSINESS
ITEM 1 B
1 . BUDGET WORKSHOP FY 2026 RECOMMENDED
OPERATING BUDGET
OPERATING BUDGE
T PRESENTATION:
B. CITY MANAGERS O
FFICE
City Manager Office
FY 2026 Recommended
Operating Budget
Finance Committee
May 12, 2025
City Manager Department
FY 2025 Accomplishments
• Secured approval of Charter Amendments: Measures
PA, PB, PC, PF,
PR and Measure PL
• Hired Sustainability Coordinator to coordinate City’s sustainab
ility efforts and environmental programs
• Completed Historic Project research of Reconnecting
Communities
710 Master Plan and introduced land use
themes, mobility, and circulation options
• Supported 18 departments with media outreach,
interviews, a
nd press conferences
• Risk Management reduced employee injuries,
implemented the w
orkers compensation carve out
program, and closed new pre-litigation claims
2
City Manager Department
FY 2025 Accomplishments – Risk Management
3
City Manager Department
Appropriations by Category
4 Category
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adopted
FY 2026
Recommended
%
Change
Personnel $5,585,206 $6,987,788 $10,425,881 $11,034,764 5.8% Services & Supplies $2,789,121 $4,231,218 $8,005,105 $7,084,008 -11.5% Capital Outlay $227,786 $53,126 $0 $0 0%
Internal Services $587,161 $693,400 $1,011,660 $1,280,360 26.6% Grand Total $9,189,274 $11,965,663
$19,442,646 $19,399,132 -0.2%
FTE 59.00 56.00 -3.00
City Manager Department
Appropriations by Division
5 Division
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adopted
FY 2026
Recommended
%
Change
City Management – Admin $3,098,667 $4,190,153 $6,114,394 $5,945,659 -2.8% Public Affairs $901,196 $621,411 $843,086 $880,555 4.4% Economic Development $4,581,452 $6,443,699 $6,652,161 $6,228,907 -6.4% Internal Audit $601,599 $412,912 $580,074 $591,896 2.0% Risk Management $6,309 $297,487 $5,252,931 $5,752,115 9.5% Total $ 9,189,274 $11,965,663 $19,442,646 $19,399,132 -0.2%
City Manager Department
Appropriations by Fund
6 General Fund
53%
Workers'
Comp Fund
21%
Workforce
Innov and
Opp Act
19%
General
Liability Fund
7%
Fund Amount
General Fund $10,214,199
Workers’
Compensation
$4,093,256
WIOA Act $3,638,060
General Liability $1,453,617
TOTAL $19,399,132
City Manager Department
Significant Changes from FY 2025 Budget
• Personnel increa se of $609k (5.8%)
> 56.0 FTE (net decrease of 3.0 FTE)
Career Services Division – reduce by 4 FTE
Administration – transfe r of 1 FTE Office of the Young Child to City Manager’s Office
• Services and Supplies decrease of $921k (-11.5%)
> Decrease Career Services to align with funding
> Decrease Reconnecting Communities 710 budget to
align w
ith consultant contracts and term
• Internal Service Charges increase of $269k (26.6%)
> Inflationary adjustments and citywide increases
7
City Manager Department
FY 2026 Proposed Budget Enhancements
8 DESCRIPTION FUND AMOUNT
Risk Management Division – lease of office
space at 199 N. Los Robles
Workers’
Compensation
$87,989
Liability and Claims section - software for
citywide tracking of certificates of insurance
General Liability $50,000
Safety Section – additional staffing (MASH
trainee) to support the safety group
Workers’
Compensation
$47,348
Workers’ Compensation section - software
module for case tracking and reporting
Workers’
Compensation
$25,000
Administration section – base budget for
materials, supplies, memberships, conferences,
and mileage
50% - General Liability
50% - Workers’ Comp
$17,520
Total $227,857
City Manager Department
FY 2026 Priorities
• Continue to mange City operations, ensure long-term
planni
ng for major capital reinvestment, and ensure
public services are provided efficiently and effectively while furthering the City Council’s Strategic Plan and
Goals
• Risk Management
> Promote culture of risk awareness, mitigation, and strategic decisi
on-making related to risk across City departments
• Continue Master Plan efforts for Reconnecting
Communit
ies 710 project
9
City Manager Department
FY 2026 Priorities
• Internal Audit
> Monitor and report on Open Audit Recommendations
> Monitor and investigate fraud hotline complaints
• Public Affairs
> Coordinate citywide outreach and increase engagement
• Continue to prepare the City to host the 2028 Olympic and Paral
ympic Games
• Centralize in the City Manager’s Office work of the Office of the Young
Child in support of Pasadena as an Early
Learning City
• Continue work with the Career Technical Education
Initiat
ive working group
10
NEW BUSINESS
ITEM 2 A
2 . BUDGET WORKSHOP FY 2026 RECOMMENDED
OPERATING BUDGET
OPERATING BU
DGET PRESENTATION:
A. FINANCE DEPARTMENT
Finance Department
Finance Department
FY 2026 Recommended
Operating Budget
Finance Committee
May 29, 2025
Finance Department
FY 2025 Accomplishments
• Staffed the Finance and Logistics sections of the
Eaton Fire E
mergency Operations Center.
• Over 160 procurements were electronically
advertised to vendo
rs.
• Facilitated a “Doing Business with the City”
workshop
for Pasadena businesses.
• Held more than 170 one-on-one meetings with
various Pasadena businesses, including small
businesses.
2
Finance Department
Appropriations by Category
3
Finance Department
Significant Changes from FY 2025
Adopted Budget
4 • Personnel - Increased $877,292 (+8.5%)
> MOU/Medical Benefits/Filled Vacancies increase $733K (+9.0%) FY 25 Vacancies: 8; FY 26 Vacancies: 0
> Pension increase $144K (+6.8%)
• Services & Supplies - Increased $78,567 (+4.6%)
> Insurance increase $62K (+32.7%)
> Contract Increase for OpenGov software $17K (+1.0%)
Budget $12K and Procurement $5K
• Internal Services - Increased $305,493 (+8.1%)
> DoIT IS increase $178K (+5.8%)
> Public Works IS increase $127K (+19.5%)
Finance Department
FY 2026 Priorities/Workplan
• Support and facilitate a long-term General Fund
forecast that includes future capital funding
needs for vital infrastructure.
• Conduct cost of service studies for revenue
recovery
.
• Lead the evaluation of programs and services.
• Continue refining the new Operating Budget
development
and monitoring software solution.
• Upgrade/replace collections software.
5
NEW BUSINESS
ITEM 2 B
2 . BUDGET WORKSHOP FY 2026 RECOMMENDED
OPERATING BUDGET
OPERATING
BUDGET PRESENTATION:
B. ROSE BOW
L OPERATING COMPANY
Rose Bowl Operating Company
(RBOC)
FY 2026 Recommended Operating
Budget
1 May 29, 2025
City of Pasadena
Finance Committee
Mission Statement
The mission of the Rose Bowl Operating
Company (RBOC) is to improve the quality of
life in Pasadena by providing top quality
entertainment and by generating revenue
through the operation of a world-class stadium
and a professional quality golf course complex.
2
Fiscal 2025 Accomplishments
3 Fiscal 2025 Summary
• Debt Service: The RBOC will pay the entire Debt Service obligation in FY 2025 with no General Fund support. RBOC worked closely with City Finance to refinance the 2010B Bonds and flatten the bond debt payments from annual escalation by $200-400K per year.
• Reinvestment: RBOC has reinvested in the Stadium and Golf Course capital infrastructure and preventative maintenance; in FY2024 spend was $4M, FY2025 Budget $8.4M, and anticipated FY2026 Budget of $28.5M (which includes $22M in Lasting Legacy Campaign funds and $6.5M from Capital fund balance). • Capital: At the RBOC Board direction staff has prepared a long-term capital needs plan to present the City of Pasadena Council as outlined in the Operating Agreement.
• Legacy Foundation: Life to date actual transfers and Grant funding $32M. Legacy has begun efforts related to Capital campaign targeting fund raising of $80M and continues pursuit of Government grant funding opportunities. • Music Festival: Fiscal year 4, of 7-years completed with AEG; RBOC to net $3.0M.
RBOC was able to extend the contract Guarantee by 2 years with a $1.5M credit in FY 2024.
Fiscal 2025 Accomplishments
• Eaton Fires: On January 7, 2025, the Eaton fire broke out in the San Gabriel Valley, significantly impacting the Altadena and Pasadena communities. • The Rose Bowl Stadium quickly responded to the ever-growing needs and proudly served its community as a command center for first responder operations ensuring that 4,000 personnel were able to have a home base, warm meals and other basic needs while fighting the Eaton fire.
• The Rose Bowl Stadium in partnership with the Pasadena music festivals Cruel World, Just Like Heaven, and Head In The Clouds, donated $250,000 (with 50% RBOC contribution) to the Pasadena Community Foundation - Eaton Fire Relief and Recovery Fund, which supports the immediate and pressing needs of those impacted by the fire.
• The RBOC also partnered with Live Nation on a first responder show that along with Fire Aid raised over $100M for those impacted by the fires • Fiscal Impact – Initial lost revenues and increased expenses total $2.4M due to the Fires; RBOC is working with Insurance, City/FEMA for potential expense recovery:
• Lost Revenues $1.5M: 1 Concert $654K. Flea Market $166K, Enterprise Events $93K, Golf Complex $550K • Increased Expense $925K: Golf Expenses $625K, Stadium Expenses $300K 4 Rose Bowl served as the command center for the Eaton Fires
Fiscal 2025 Accomplishments
• America’s Stadium annually hosts dozens of events supporting local community groups which generates more than $7 million annually for local causes as 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’s Empowerment Symposium, Networking Luncheon, Annual Turkey Tussle and Turkey Trot 5K. • The continued growth trajectory of the Rose Bowl Institute’s free programs, due to funded donor support, within the community have included sportsmanship dialogues and awards.
5 Community Program Highlights
Fiscal 2025 Forecast
FY 2025 Forecast reflects a budget miss of $2.1M with key areas:
Net Event Income anticipated to miss budget by $409K mainly due to :
• Football UCLA and Rose Bowl Game ran to budget with a net event income of $10.4M • Music Festival missed by $247K due to 4 fewer shows admission fees for a Net Event Income of $3.1M • Concerts and Soccer combined net positive of $123K (Including the 6 pending matches in June for Club World Cup)
• Flea Market projected to net $1.5 million; budget miss of $78K due to cancellation of the January event. • Enterprise Events projected to net $1.5 million; budget miss of $205k due to impact of the Eaton fires.
Brookside Golf Complex is anticipated to miss budget by $2.3M, mainly due to:
• Revenues Budget miss of $1.0M of which $550K in lost revenue was due to complex closure from fires. • Expenses increases due to Eaton Fires $625K in range sod, repairs to structures, netting, irrigation etc. • Golf Operating expenses increased by $650K as water rates increased (30% FY24 to FY25) due to changes in billing structure; course continues to reduce water usage, and transition to new operator with onetime costs and increases in insurance and personnel (benefits and taxes). •FY2025 is the first year under Troon management. The complex continues to provide best in industry services.
Non-Event Income anticipated to be $1.7K better than budget with interest earnings.
Reserves are anticipated to increase by $1.1M mainly due to the increased expenses associated with Club World Cup and the RBOC Operating Reserves Policy requirement of 8% of expenses to Reserves.
Anticipated FY 2025 Net Loss will be $3.3M ($1.3M Operating and $2.0M Reserves) funded from operating available balance.
6 Fiscal 2025 Forecast Summary
Rose Bowl Operating Company
FY2025 Adopted Budget and Forecast
7 In thousands
Fiscal 2026 Budget: Current Targets
• Current Targets
• Excitement about continuing successful operations with current events’ fiscal performance, new revenue streams, Legacy fund- raising and Golf revenues. • June 2022, Forecast FY 2026 was ($6.5M) Net Loss with General Fund demands.
• Current, Recommended FY 2026 Budget anticipates $1.5M Net Income to be transferred to Capital Reserves.
• Continued focus on assessing market demands for major events, flea market and other enterprise events. Assessments include managing events’ caliber; neighborhood impacts and net event income.
• Obtaining City Council approval, launching of Family Golf and executing on the successes observed in that market.
8 Fiscal 2026 Budget focus is an investment in the future of the Rose Bowl
Fiscal 2026 Budget: Future Planning
• Current Targets (Continued)
• Efforts to continue investments in the stadium/golf complex staffing, capital, and preventative maintenance.
• Highest Historical Capital Budget for FY2026: $28.5M with a funding plan from Net Operating Income, Legacy Capital Campaign efforts and partners.
• Capital Spend planned: Lasting Legacy Campaign South End Zone and Stadium $26.5M and Golf Course $2.0M
• FY 2026 planned Preventative Maintenance from Operations of $2.0M. • Negotiated contracts for increased investments in the campus. • Multimedia (Advertising) contract with JMI with $8.0M committed to Capital • Golf Complex Management with Troon up to $4.5M committed to Capital • Olympic venue contract negotiations to begin
• Premium Seating Sales contract under review and negotiations. 9 Fiscal 2026 Budget focus is an investment in the future of the Rose Bowl
Fiscal 2026 Budget Sensitivities
• Events Summary:
• Football: UCLA to Big-Ten Conference and Rose Bowl Game Quarterfinal 2 nd year. • 7 Concerts and 1 Soccer match .
• 10 Music Festivals with threshold payment of $450K.
• Flea Market & Enterprise Events – assumed continued growth trends. • Speculative Events days included in the above (9 of 25): 4 Concerts, 1 Soccer match and 4 Music Festival holds.
• Golf Complex: Golf Revenues per round increased by $5.75 per round mainly due to increases in greens fees, cart rentals, and driving range fees. The increases in revenues are necessary to offset water rate increases (FY24 to FY25 30% and FY25 to FY26 12.5%).
Food and Beverage continues assumed growth of catering during events as UCLA Tailgating. Staff continues diligence to manage controllable expenses, with concerns about water costs increasing due to tier levels.
• Expenses with potential additional significant impacts and budget increases of:
• Utility rates (Water and Electricity): Golf water increased by 44% or $420K and Stadium Electricity increased 11% or $150K.
• Stadium environmental sustainability increased 11% or $50K, and Golf Insurance increased 13% or $54K.
10 Fiscal 2026 Key Budget Assumptions
Rose Bowl Operating Company
FY2025 Adopted Budget and FY2026 Recommended
11 In thousands
Rose Bowl Operating Company
FY26 Forecast to Recommended Budget comparisons
12 Recommended Net Income up $873K from the May 2024 Proforma for FY2026 In thousands
Rose Bowl Operating Company
Budget Historical Events Statistics
13
Rose Bowl Operating Company
14 Budget Historical Net Event Income In thousands
Rose Bowl Operating Company
Budget Historical Operating Net Income/(Loss)
15
Rose Bowl Operating Company
Budget History Revenues in thousands
16
Rose Bowl Operating Company
Budget History Expenditures in thousands
17
Rose Bowl Operating Company
Budget History By Division or Major Budget Area in thousands 18
Rose Bowl Operating Company
Key Issues
• Identify incremental revenue
opportunities
• Focus on long term financial
structure and health for the complex
• Music Festival success
• Stabilize and grow golf course
property revenue. Work to identify
reliable and affordable water
sources.
Strategies
• Focus on big picture thinking
around appropriate revenue
generating activities and uses on
the entire campus
• Work closely with the City in
forecasting revenue, expenses and
funding necessary for bond debt
service and capital improvements
• Recognize the importance of music
festivals and provide support to
help them succeed and achieve
revenue share above guarantee
• 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
19 FY 2026 Key Issues and Strategies
Rose Bowl Operating Company
Key Issues (continued)
• Continued focus on event
operations, including security and
outside the fence line management
• Prepare for 2028 Olympics
• Identify long-term capital funding
sources
• Success of existing tenants
Strategies (continued)
• Work and communicate closely
with public safety officials, event
promoters and stakeholders
• Collaborate with Los Angeles
leaders and put forth an effort
based on Stadium’s history and
brand to provide Pasadena a
global platform
• Legacy 2.0 continue to focus on
collaboration with donors, City,
State and Federal Governments
• Leverage existing agreements and
create new public/private
partnerships that increase revenue
and capital funding for all parties
20 FY 2026 Key Issues and Strategies
Rose Bowl Operating Company
21 20-Year Capital Improvement Plan
Purpose and Status
> To provide City Council with a forward-looking, order-of-magnitude view of anticipated capital investment needs over the next 20 years for the City-owned Rose Bowl Stadium and Brookside Golf Complex. This is not a deferred maintenance list, but a capital roadmap.
> Current Facility Status: the stadium and golf course are in good condition - successfully hosted the 2025 Rose Bowl Game and 2024 UCLA Season; Brookside successfully hosted Pasadena City Championship March and various music festivals.
Impact
> Ensures continued ability to host world-class events and drive economic impact > Protect two of Pasadena’s most visible and celebrated public assets > Avoids future system failures through responsible, phased modernization > Advances guest safety, operational efficiency, and regulatory compliance Today’s Action
> Informational only. No approvals or funding decisions are being requested. The RBOC will return to Council annually with an updated outlook.
Rose Bowl Operating Company
Funding Strategy
> Revenue from a full, active event calendar
> Philanthropic gifts via the Rose Bowl Legacy Foundation > State & Federal grant pursuits
> Select City partnership for infrastructure projects
Project Prioritization
> Near-term (0-5 years): Based on Consequence x Likelihood of Failure > Additional Filters: safety, disruption, risk, regulatory need, reputational impact > Ongoing investment in modernization ensures continued reliability 22 Total 20-Year Estimated Investment: $243 Million
Venue Estimate Key Focus Areas
Rose Bowl Stadium $216.50 million Structural systems,
plumbing, technology,
security, guest
experience
Brookside Golf Course $26.50 million Irrigation, cart paths, clubhouse, infrastructure
END OF PRESENTATION
23