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MEMORANDUM
TO: Honorable Mayor and City Council
FROM: Department of Public Works
DATE: March 2, 2026
SUBJECT: Amendment to Contract No. 33313 With PCL Construction Services, Inc. to Increase Contract Amount By $177,533,815 for Construction Manager At-Risk Phase 2 Construction Services for the Central Library Seismic Retrofit And Renovations Project for a Revised Total Contract Amount Not To Exceed $186,186,155
RESPONSE TO COUNCIL DIRECTION
At the February 9, 2026 City Council meeting, Council requested additional quantitative information regarding local hiring, subcontract participation, and workforce outreach associated with the Central Library Seismic Retrofit and Renovations Project. Council also requested a clearer framework describing how the City and its Construction Manager At-Risk (CMAR), PCL Construction Services, Inc. (PCL), will implement and report progress towards the project's established contractual local economic participation goal.
This memorandum provides details as to how the City Council's goal of ensuring that this investment delivers measurable and transparent local economic benefit will be met.
Specifically:
1. Clarification of the contractual 10 percent local economic impact commitment and how it applies cumulatively across project phases;
2. Quantitative results from Phase 1 and Phase 1A activities, inclusive of Phase 1 outreach and engagement outcomes, consistent with the CMAR's submitted plan;
3. A summary of outreach and education efforts conducted to date; and
4. A summary of the CMAR's Economic Impact & Workforce Plan approach for Phase 2 construction, including tracking and reporting methods.
Meeting of: 3/2/2026
Agenda Item No. 8
Contract Award for CMAR Phase 2 Construction Services Central Library Seismic Retrofit and Renovations Project
February 23, 2026
CONTRACTUAL LOCAL ECONOMIC INVESTMENT COMMITMENT
Under Contract No. 33313, the City and PCL established a minimum Good Faith target of 10 percent total local economic impact over the total duration of the Central Library project, inclusive of all construction phases.
The 10 percent target applies to the full construction program and was not intended to be measured solely against Phase 1 or Phase 1A activities in isolation.
For purposes of the Contract and the CMAR's plan, qualifying local economic impact may include a combination of: (1) wages and labor costs for eligible local workers, (2) spend with eligible local suppliers and materials procured, and (3) payments to eligible local trade partners/subcontractors, consistent with the Contract's local definitions and the CMAR's submitted Economic Impact & Workforce Plan.
Reporting Framework
The CMAR's submitted plan distinguishes between (a) the Contract-defined "Local" criteria used to measure the contractual local economic impact commitment and (b) a separate, voluntary tiered framework used for workforce tracking and transparency. The voluntary tiers:
Tier 1 - City of Pasadena, Altadena, and Sierra Madre:
Individuals residing within zip codes 91001,91024,91101,91103, 91104, 91105, 91106, 91107 and businesses with a fixed place of business within the City of Pasadena.
Tier 2 - Territory Served by the Foothill Workforce Development Board plus Altadena:
Includes businesses and individuals located within the Cities of Pasadena, South Pasadena, Sierra Madre, Arcadia, Monrovia, and Duarte plus Altadena.
Tier 3 - Reaional (10-Mile Radius):
Includes all individuals and businesses located within a ten-mile radius of the project site.
Consistent with Contract No. 33313, the project's Contractual Best Effort minimum 10 percent local economic impact is measured using contract-defined participation within the Tier 1 geographic area as defined above. The additional workforce tier framework is supplemental and wilt be used for tracking and transparency.
Contract Award for CMAR Phase 2 Construction Services Central Library Seismic Retrofit and Renovations Project
February 23, 2026
Page3
PHASE 1 AND PHASE 1A CONTEXT
Phase 1 (preconstruction services) and Phase 1A (selective demolition and abatement) were intentionally structured to:
Advance design coordination and cost development;
Conduct limited destructive investigation of concealed conditions; • Remove hazardous materials;
Protect and catalog historic architectural elements; and Prepare the facility for full seismic retrofit construction.
These early phases represented a limited portion of total construction value and workforce hours and involved specialized, safety-sensitive trades including hazardous materials mitigation, selective demolition, and historic materials handling.
Due to the technical and regulatory nature of this work, cert:ain specialty contractors and union-dispatched trades were required. As such, Phase 1 and Phase 1A were not representative of the broader subcontracting and workforce opportunities that will occur during Phase 2 full construction.
Phase 1 and Phase 1A Quantitative Results
Phase 1 and Phase 1A participation metrics are summarized below:
Phase 1 Total Contract Value$7,865,764
Local Spend ($)% of Phase 1
Contract
Phase 1 Local Workforce$256,3043.61%
Phase 1 Local Trade Partners$220,6252.80%
Phase 1 Local Supplies & Materials$63,9730.81%
Total Phase 1 Local Spend$540,9036.88%
While these early phases provided initial participation opportunities, they were not structured to reflect the full economic scale of Phase 2 construction, which will generate the majority of subcontract value and workforce demand.
OUTREACH AND PIPELINE DEVELOPMENT
During Phase 1/1 A and GMP development, PCL conducted outreach efforts to establish a verified local participation database and workforce pipeline in advance of Phase 2 construction.
Contract Award for CMAR Phase 2 Construction Services Central Library Seismic Retrofit and Renovations Project
February 23, 2026
Community and Workforce Engagement
Events included:
Black Education Expo
Latino Heritage Festival
• Pasadena City College construction information session Flintridge Center workforce development event
Pasadena Community Job Center
Pasadena Chamber of Commerce & Civic Association
Altadena and Sierra Miadre Libraires
National Coming Out Day
First Annual Altadena Wildfires Candlelight Vigil
These efforts were designed to build awareness and collect expressions of interest for future subcontracting and workforce opportunities.
Citvwide Construction Opportunity Survey
Pasadena Citywide Construction Opportunity Form (CMAR Plan) Launched October 1 , 2025, the online form has received 123 responses to date. The CMAR's plan summarizes respondents as a mix of business owners, career seekers, students, educators, and diverse local firms. Responses have been incorporated into the outreach database and will be used to support targeted notifications and follow-up as project needs evolve.
Pasadena-based businesses: 10
Local Individual job seekers: 22
• Students and educators: 19
• Minority-owned businesses: 7
Women-owned businesses: 8
Survey respondents have been incorporated into the project outreach database and will be notified of relevant opportunities as construction advances.
PHASE 2 IMPLEMENTATION FRAMEWORK
Phase 2 construction represents the primary opportunity to generate measurable local economic participation due to:
• The scale of subcontract awards;
Increased labor hours;
Diversity of trade packages; and
Extended construction duration.
Contract Award for CMAR Phase 2 Construction Services Central Library Seismic Retrofit and Renovations Project
February 23, 2026
Based on current awards, participation levels are trending favorably relative to the contractual 10 percent construction cost spend goal and 10-15% aspirational local labor goal minimum target applicable to Tier 1, subject to ongoing workforce tracking and final verification.
Skilled Trades Considerations
The Central Library project is a complex seismic retrofit of a historic structure requiring licensed and certified skilled trades. As a union signatory contractor, the CMAR anticipates many craft positions will be filled through established apprenticeship programs and union dispatch systems; workforce participation must align with credentialing and safety requirements.
To support Pasadena resident access to skilled trades pathways, the CMAR's plan describes partnerships and coordination with workforce development organizations including Flintridge Center, Pasadena City College, and regional apprenticeship/training programs. The CMAR's approach emphasizes pipeline development and placement pathways in addition to near-term hiring opportunities, subject to workforce readiness and dispatch availability.
MONITORING AND ACCOUNTABILITf
For Phase 2 construction, the City and CMAR will:
Track subcontract awards and workforce participation using the Contractual and voluntary tier categories;
Utilize LCP Tracker to monitor craft labor hours by geographic tier; Provide regular updates to City Council and the Mayor-appointed Technical Oversight Committee (TOC) detailing progress toward the contractual local economic impact commitment and summarize workforce participation efforts.
Performance will be monitored continuously across the life of the project, and progress toward the contractual objective will be evaluated regularly. Outreach and engagement strategies will be adjusted as necessary to support achievement of the established contractual objective
CONCLUSION AND NEXT STEPS
Phase 1 and Phase 1 A were intentionally limited and specialized preparatory phases and were not structured to represent the full economic participation potential of the Central Library project.
With the transition to Phase 2 construction, the project now enters its most significant period of subcontracting and workforce activity. The CMAR's submitted Economic Impact & Workforce Plan describes implementation, tracking, and reporting methods intended to support measurable and transparent reporting across the life of the Project.
These measures are intended to support achievement of the Project's contractual objective while maintaining compliance with project requirements.
Contract Award for CMAR Phase 2 Construction Services Central Library Seismic Retrofit and Renovations Project
February 23, 2026
Through structured tracking and reporting, staff and the CMAR remain committed to meeting the 10 percent local economic impact objective, as defined in the contract, while maintaining compiiance with contractuai, regu!atoi"y, and workforce requirements.
Respectfully submitted,
iREC^DEVINChGREC^DEVINCK
Director of Public Works
With Concurrence,
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Prep^i^d by:
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BreWt Maue, P.E.L/
City Engineer
TIM MCDONALD
Director of Libraries and Information
Services
Approved by:
t^J ^—
MtGOEL MARQUEZ
City Manager
ATTACHMENT: Local Economic Impact and Workforce Plan
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Local Economic Impact & Workforce Plan
Pasadena Central Library Seismic Retrofit Project
PCL
CONSTRUCTION
TABLE OF CONTENTS
TABLE OF CONTENTS
INTRODUCTION: ECONOMIC IMPACT COMMITMENT
DEFINITIONS
LOCAL ECONOMIC IMPACT CONTRACTUAL GOAL
LOCAL WORKFORCE ASPIRATIONAL GOAL
METHODOLOGY & APPROACH
Outreach & Education
Outreach & Education Activities
Pasadena Citywide Construction Opportunity Form
Subcontractor Accountability
Trackings Reporting
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APPENDIX
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Appendix D: Definitions Continued
1 2
3 6
7 8
8 9
10 10
10 11
12 12
15 15
16
INTRODUCTION: ECONOMIC IN PACT COMMITMENT
The Pasadena Central Library Seismic Retrofit Project represents a once-in-a-generation public investment in one of the City's most important civic landmarks. PCL Construction (PCL) recognizes that projects of this scale carry a responsibility that extends beyond construction and that it must deliver meaningful and measurable benefit to the Pasadena community.
In alignment with the City of Pasadena's priorities and in direct response to the community's interest in local participation, PCL has established a Pasadena First Economic Impact and Workforce Commitment for this project. This commitment is designed to ensure Pasadena residents, workers, and businesses have clear pathways to participate in and benefit from this historic investment.
Through this plan, PCL commits to:
• A minimum of 10% Local Economic Impact, directing project investment to Pasadena-based businesses, suppliers, and workforce participation;
An aspirational 10-15% Local Workforce Participation goal, prioritizing Pasadena residents while reflecting regional labor availability for specialized seismic retrofit construction; Creation of long-term career pathways, including sponsorship and placement opportunities connecting Pasadena residents to union apprenticeship and skilled trade programs; Structured subcontractor accountability, requiring trade partners to actively support local participation objectives; and
Transparent tracking and reporting, providing measurable visibility into workforce participation and local economic outcomes throughout construction.
While specialized seismic retrofit work requires access to a highly skilled regional construction workforce, this project is being intentionally leveraged to expand access for Pasadena residents — not only for this project, but for future capital investments across the region. PCL's approach focuses on creating sustainable opportunity by strengthening workforce pipelines, supporting local businesses, and connecting community members to family- sustaining construction careers.
This Economic Impact & Workforce Plan outlines what the City of Pasadena can expect to see, howthese commitments will be delivered, and how progress will be measured and reported throughout the life of the project. PCL is proud to partner with the City to deliver a safer, restored Central Library while ensuring this investment contributes to the City's Long-term economic vitality and workforce development goals.
DEFINITIONS
Local - Contractual Definition
For purposes of this Project and consistent with Section 6.1.7.1 of the Contract, "Local" refers to qualified residents and businesses located within the designated geographic areas identified by the City of Pasadena.
Local
Resident
Individuals residing within the following eligible ZIP codes: 91001 ,91024,91101,91103, 91104, 91105, 91106, and 91107, encompassing Pasadena, Altadena, and Sierra Madre.
Local
Business
Firms with a verified business address located within the following eligible ZIP codes: 91101, 91103,91104,91105, 91106, and 91107.
These geographic definitions establish the basis for measuring and reporting compliance with the Project's Voluntary Local Hire and Local Business CMAR Commitment.
Local - Regional Workforce Definition
For purposes of workforce participation tracking and reporting, the Project team has adopted an expanded Local (Workforce) definition following the completion of Phase 1. This definition is being incorporated as an additional aspirational workforce goal, supplemental to the Contract-defined local economic impact commitment. While the Project is not governed by a project-specific Project Labor Agreement (PLA), this framework intentionally follows regional PLA approaches and workforce practices to reflect the realities of union labor availability, dispatch patterns, and regional workforce systems.
Under this framework, Local (Workforce) is defined using a tiered geographic structure that prioritizes Pasadena residents while recognizing the broader regional labor shed from which qualified union craft workers are typically dispatched.
Tier 1 includes zip codes located entirety within the Cities of Pasadena, Attadena, and Sierra Madre and represents the highest geographic priority for local economic impact and workforce participation. Tier 2 includes communities served by the Pasadena Unified School District (PUSD) and the Foothill Workforce Development Board (FWDB). Tier 3 includes all individuals and businesses located within a ten-mile radius of the project site.
Tier 1 - Cities of Pasadena, Altadena, and Sierra Madre (Primary Local Priority) City
Pasadena, Altadena, Sierra Madre
Zip Codes
91001,91024,91101,91103,91104,
91105,91106,91107
Tier 2 - Foothill Workforce Development Board Service Area City / Area
Altadena
Zip Codes
91001
Sierra Madre
Arcadia
91024
91006,91007
Duarte
Monrovia
91010
91016,91017
South Pasadena91030
Tier 3 - Regional (10-Mile Radius)
City / Area
Pasadena
Zip Codes
91101,91103,91104,91105,91106,
91107,91108
Altadena
La Canada Flintridge
91001
91011
Sierra Madre
South Pasadena
91024
91030
San Marino
Arcadia
91108
91006,91007
Temple City
San Gabriel
91780
91775,91776
Alhambra
MontereyPark
91801,91803
91754,91755
Rosemead
El Monte
91770
91731
Duarte
Monrovia
91010
91016
Glendale91201,91202,91203, 91204,91205,
91206,91207,91208,91214
Burbank
Los Angeles (Northeast)
91501,91502
90031,90032,90039,90041,90042,90065
Sunland/Tujunga
La Crescents / Montrose
Azusa
91040,91042
91020
91702
Craft Worker
An individual employed in a skilled or semi-skilled construction trade who performs manual ortechnical labor in support of construction activities. Craft workers typically operate in the field and may be union or non-union, depending on project requirements. Examples include, but are not limited to, carpenters, laborers, electricians, ironworkers, plumbers, cement masons, and operating engineers.
Professional Services Worker
An individual who provides specialized professional, technical, or advisory services that support the planning, design, compliance, coordination, or execution of the project, but who does not perform physical construction labor. These roles are generally office-based or hybrid and may include licensed or credentialed professionals.
Examples include architects, engineers, inspectors, consultants, estimators, schedulers, safety professionals, and compliance specialists.
Project Management Worker
An individual employed by the Construction Manager, trade partners, or consultants whose primary responsibilities relate to overseeing, coordinating, and administering the project. These roles support delivery of the project through planning, scheduling, cost control, quality management, safety oversight, and stakeholder coordination. Examples include project managers, assistant project managers, project engineers, superintendents, field engineers, and construction administrators.
Trade Partner
A firm contracted to perform a defined scopeof construction work on the project. Trade partners may include subcontractors, specialty contractors, or prime trade contractors responsible for furnishing labor, materials, equipment, and supervision necessary to complete their assigned scope. Trade partners are key contributors to workforce participation and local economic impact outcomes.
Supplier
A business entity that provides materials, equipment, goods, or consumable products used in support of the project but does not perform on-site construction labor as part of its contract. Examples include material suppliers, equipment vendors, manufacturers, distributors, and service providers supplying goods such as concrete, steel, lumber, electrical components, safety equipment, fuel, water, or office supplies.
Hours
The total number of work hours performed on the Project by individuals meeting the defined Local (Workforce) criteria during the applicable reporting period. Hours are tracked through certified payroll reporting systems and serve as the primary quantitative measure of workforce participation, reflecting the extent of employment opportunity generated.
Headcount
The total number of unique individuals meeting the defined Local (Workforce) criteria who perform work on the Project during the applicable reporting period, regardless of total hours worked, hleadcount provides visibility into the number of local workers engaged and supports reporting on individual employment outcomes in addition to overall labor volume.
Spend
Refers to the total dollar value of payments made for construction-related work and services on the Project during the applicable reporting period. For purposes of calculating local economic impact, the basis for total construction spend is defined as 10% calculated on the direct cost of the work (subcontract work), plus General Conditions and General Requirements (contractor staff and additional services necessaryfor construction).
Local Spend represents the portion of this total construction spend directed to firms meeting the defined Local criteria and is used as the primary financial metric to measure our overall local economic impact commitment.
Additional definitions can be referenced in Appendix D: Definitions Continued.
LOCAL ECONOMIC IMPACT CONTRACTUAL GOAL
We are committed to achieving a minimum cumulative Local Economic Impact equal to 10% of the construction cost for the Pasadena Central Library Project. This commitment reflects our intentional effort to direct a meaningful portion of project investment into the local Pasadena economy and to support businesses and workers connected to the community served by the project.
For purposes of this Plan, the 10% Local Economic Impact commitment is calculated on a cumulative basis and may be satisfied through a combination of qualifying expenditures and participation across multiple categories, as outlined below. This approach recognizes the interconnected nature of construction delivery and allows for flexibility in achieving measurable local impact white maintaining project performance requirements.
Local
Workforce
10%
Contractual Goal
Construction
Cost/SpendLocal
Suppliers
and
Materials
Procured
Local
Trade
Partners
Our 10% Local Economic Impact commitment is inclusive of the following groups:
1. Local Workforce: Wages and labor costs associated with eligible local workers, including craft workers, project management staff, and professional services personnel, as defined in this Plan, who reside within the established geographic priority tiers.
2. Local Suppliers and Materials Procured: Expenditures for materials, equipment, goods, and consumable products procured from eligible local suppliers headquartered or operating within the defined geographic priority tiers.
3. Local Trade Partners: Contract values and associated payments to eligible local trade partners, subcontractors, and specialty contractors that perform construction-related scopes of work on the project and meet the geographic criteria defined herein.
Local Economic Impact will be tracked and reported cumulatively across all three categories, rather than as standalone or isolated targets. Participation within each category may vary over the course of the project based on scope, sequencing, and market availability; however, all qualifying participation will contribute toward the overall 10% commitment. This cumulative framework allows the project team to holistically evaluate economic impact outcomes and ensures transparency in how local participation is measured, documented, and reported throughout Phase 2 - Construction.
LOCAL WORKFORCE ASPIRATIONAL GOAL
In response to City Council's desire to prioritize local workforce participation and recognizing the current constraints within the local labor market, PCL has established an additional aspirational local workforce participation goal of 10%-1 5%. This goal is intentionally inclusive of all local workforce working on the project, regardless of trade or tier, and reflects a commitment to maximizing local participation wherever feasible while remaining responsive to labor market conditions. Local workforce participation will be tracked usingtotal hours worked and unique worker headcount, providingtransparency into employment outcomes independent of overall project spend. The use of an aspirational range allows the project team to pursue aggressive local hiring and sponsorship efforts while continuing to invest in workforce pipeline development to expand local availability over time.
Local
Workforce
Local
Professional
Services
Workers
10%
Contractual Goal
Construction
Cost/SpendLocal
Suppliers
and
Materials
Procured
Local
Trade
Partners
10%-15%
Aspirational Goal
Hours/Headcount
Local Project
Management
Workers
Local Craft
Workers
New Careers for Local Residents
In addition to the Project's 10%-15% local hire aspirational goal, PCL is committed to maximizing local access to workforce entry points across both field and office environments, including internships, administrative roles, and early-career project support positions, in addition to placements into the skilled trades. This includes the launch of project-aligned internship opportunities for Pasadena City College (PCC) students, designed to expose local students to construction operations, project administration, and professional career pathways within the industry.
Through active coordination with subcontractors, local craft unions, apprenticeship readiness programs, workforce partners, and educational institutions, PCL will seek opportunities to sponsor Pasadena residents into union apprenticeship programs, support internships and administrative placements, and facilitate new career on- ramps that lead to long-term, family-sustaining construction careers. It is imperative to note that as a union signatory general contractor, PCL can only facilitate the placement of graduates from Multi-Craft Core Curriculum (MC3)-aligned apprenticeship readiness programs with union signatory contractors; however, within this framework, the project team will prioritize local candidates and work collaborativelywith union and workforce partners to expand access to both craft and non-craft career pathways tied to the Project.
METHODOLOGY & APPROACH
PCL's Methodology and Approach outlines our comprehensive strategy for advancing local workforce and business participation on the Pasadena Central Library Seismic Retrofit Project. The approach integrates outreach, education, subcontractor accountability, and data-driven tracking to ensure equitable access, measurable outcomes, and transparency throughout the project lifecycle. Grounded in place-based engagement and long-term capacity building, this methodology is designed to not only support successful project delivery, but to leverage this public investment to strengthen Pasadena's workforce and business pipeline for future capital projects.
Outreach & Education
Outreach and education are the foundation of an effective local hire and business inclusion strategy and serve as the entry point to identifying, preparing, and connecting Pasadena-based workforce and business partners to project opportunities. In a concentrated and highly networked community like Pasadena, these efforts must be intentional, hyper-local, and forward-looking, designed not onlyto meet the immediate needs of the Pasadena Central Library Seismic Retrofit Project, but to leverage this major taxpayer-funded capital investment to strengthen the long-term pipeline of local talent and businesses for future public and private construction projects.
Building on PCL's proven approach to year-round outreach and workforce development, successfully implemented across large, complex public projects, the project team wilt continue to deploy a Pasadena-specific Outreach & Education Methodology that prioritizes access, preparedness, and sustained community benefit.
1. Strategic. Place-Based OutreachiThe project's outreach strategy focuses on targeted engagement within Pasadena's immediate neighborhoods, recognizing the City's dense ecosystem of residents, small businesses, workforce partners, and educational institutions. Outreach is coordinated in collaboration with the City of Pasadena, Pasadena Workforce Development partners, local community-based organizations, and labor partners to ensure messaging reaches local residents.
2. Education as Pipeline Development: Education are structured to demystify pathways into construction careers and contracting opportunities while clearly communicating project requirements, timelines, and expectations. For many Pasadena residents and small businesses, the Pasadena Central Library project may represent a first point of exposure to union construction, public works contracting, or large-scale capital projects.
3. Building for This Project & Preparing for the Next: Given the specialized nature of seismic retrofit work, the project team recognizes that not all interested Pasadena residents or firms may be immediately positioned to participate on the Pasadena Central Library project. Ratherthan viewing this as a limitation, the Outreach & Education Methodology intentionally treats the project as a launch point for long-term capacity building.
4. Continuous Engagement and Accountability: Outreach and education efforts are tracked throughout the project lifecycle to ensure effectiveness and alignment with local hire and workforce participation goals.
Data collected through sign-ins, workforce tracking systems, and partner feedback will inform ongoing adjustments to outreach strategy and help identify gaps or opportunities for deeper engagement.
By embedding outreach and education into the project's broader economic impact strategy, the Pasadena Central Library Seismic Retrofit Project will not only support successful project delivery but will also
contribute to a stronger, more prepared local workforce and business community, positioned to benefit from Pasadena's current and future capital investments.
Outreach & Education Activities
The following provides an overview of the outreach and education activities initiated by PCL during Phase 1 and planned to continue throughout the duration of the project to support local workforce and business participation.
To maximize reach and efficiency, certain activities have been, and will continue to be, combined where appropriate.
ActivityTarget AudiencePurposeOutcome
Launch & Promotion of
Pasadena Citywide
Construction Opportunity
Form
Pasadena residents,
workers, local firms
Centralized intake to identify
interest and baseline readiness
Living pipeline of
workforce & business
participants
Project Information &
Access Events (Pasadena-
based)
Local workers &
small businesses
Provide overview of scope,
timeline, hiring needs, and
contracting pathways
Early engagement and
preparation
Business Readiness
Workshops
Pasadena-based
firms
Education on insurance,
bonding, safety, compliance,
and prequalification
requirements
Increased readiness to
compete
Careers in Construction
Workshops
Residents, ARP
participants,
transitional workers
Explain union pathways,
apprenticeship readiness, and
project hiring timelines
Increased local
workforce entry
Apprenticeship Readiness
Program (ARP)
Coordination
ARP graduates &
union partners
Align outreach with program
cycles and supporttransition
into union dispatch
Local apprenticeship
placement
Youth & STEM Exposure
Activities
Pasadena students
(K-12 & college)
Early awareness of careers in
design & construction
Long-term workforce
pipeline development
Tracking & Follow-Up
Outreach
Form respondents,
event attendees
Re-engage participants as
scopes open
Conversion from
interest to placement
Pasadena Citywide Construction Opportunity Form
In October 2025, in partnership with the City of Pasadena Public Works and several other City departments, the project team launched the Pasadena Citywide Construction Opportunity Form as a centralized intake and engagement tool to identify local workforce and business interest across Pasadena. The form was designed to capture baseline information from residents, workers, and firms seeking access to construction career pathways and contracting opportunities, both on the Pasadena Central Library Seismic Retrofit Project and on future capital projects citywide. In addition to the Citywide Survey responses, PCL will also engage with current lists of available local workers in Pasadena to ensure alignment with immediate hiring needs and maximize local participation.
Throughout the Ufecycle of the project, the team wilt continue to actively utilize and promote the form through outreach events, community partners, and City communication channels to ensure ongoing visibility and access.
Information collected wilt be used to support targeted outreach, connect participants to appropriate workforce training, apprenticeship readiness, or business development resources, and maintain a living pipeline of local talent and firms that can be activated as project needs evolve.
Subcontractor Accountability
DuringtheGMPbid process, PCL incorporated Local Economic Impact Participation expectations directly into the bid documents and subcontract agreements. These provisions require advance planning, standardized tracking, and periodic reporting of local workforce and local business participation using a consistent documentation matrix, as outlined in Appendix A. Subcontractor participation expectations are summarized below:
1. Subcontractors are required to demonstrate a Good Faith Effort in advancing the Project's local economic impact objectives and are strongly encouraged to target approximately 10% of their final contract value through a combination of local labor utilization, local procurement, and subcontracting with Pasadena- based firms.
2. Prior to mobilization, each subcontractor must submit a written participation plan outlining their strategy to meet local economic impact objectives, along with a forecast identifying their anticipated levels of local labor participation, purchasing, and subcontracting commitments. Subcontractors must also provide a workforce projection aligned with the Project's 10%-15% local hire aspirational goal. These projections establish a measurable baseline against which performance will be tracked and evaluated throughout the tifecycle of the project.
3. Throughout construction, subcontractors are required to document outreach efforts and submit periodic reports detailing actual local workforce participation and local spend. If participation trends below the approved forecast, subcontractors will be expected to submit a corrective action or mitigation plan identifying specific steps to improve performance and realign with project objectives.
Tracking & Reporting
To ensure transparency, accountability, and measurable progress toward the Project's local workforce and local economic participation goals, PCL will implement a structured tracking and reporting methodology utilizing established workforce and financial management systems.
Local craftworker participation will be tracked using LCPtracker, which will be utilized to monitor worker utilization, local hire percentages, apprenticeship participation, and hours worked throughout the duration of construction. This platform enables consistent, real-time tracking of workforce outcomes at the contractor and subcontractor levels and supports ongoing compliance monitoring with local hire and workforce participation objectives.
Local trade partner and supplier participation will be tracked through PCL's internal accounting and contract management systems, which capture subcontract awards, vendor payments, and procurement activity. These systems will be used to monitor local business utilization, local spend, and progress toward established local economic participation targets.
Data collected through LCPtracker and PCL's accounting systems will be reviewed on a regular basis to assess performance against established baselines and forecasts. This information will be used to provide periodic progress updates and reporting, demonstrating how the Project is performing relative to its local workforce and local economic impact contractual goals and aspirational goals. Where trends indicate potential gaps, the project team will proactively engage subcontractors to identify corrective actions and ensure continued alignment with project objectives.
Tracking & Reporting Metrics
The following metrics will be included in ongoing project reporting to track progress toward workforce and local economic participation goats.
CategoryMetrics TrackedTracking System
Local Workforce ParticipationHeadcount (local
workers)
Total hours worked
• Wages paid
Fringe benefits
LCPtracker
Local Trade Partner & Supplier ParticipationContract value Actual spend
Local business
utilization
PCL Accounting & Contract
Management Systems
APPENDIX
APPENDIX A: PHASE 1 LOCAL ECONOMIC IMPACT OUTREACH & ENGAGEMENT REPORT Pasadena Central Library Project I Local Economic Impact Outreach & Engagement Efforts
Phase 1 &1A
CONSTRUCTION
To date, cumulative outreach and engagement efforts for the Pasadena Central Library Seismic Retrofit Project, spanning Phase 1 and Phase 1A, have focused on layingthegroundworkfor inclusive participation by establishing the outreach mechanisms, processes, and partnerships needed to identify local businesses, engage community stakeholders, and communicate upcoming opportunities. These foundational efforts reflect the project's early commitment to creating meaningful pathways for Pasadena residents, workers, and students to participate in this landmark community investment, strengthening the local economy through collaboration, workforce development, and education-based engagement. The following outlines outreach efforts categorized as "Input" and the corresponding "Outcome" of those efforts, as reflected in measurable data.
SECTION 1: INPUT
Pasadena Citywide Construction Opportunity Form
Planning:
o Partnered and collaborated with the City of Pasadena Public Works and Library Departments to create the survey
o Created and implemented a Survey Community Outreach Plan o Met with Council Liaisons to launch and share the survey in each District Launch: October 1,2025
Form shared with community via:
o City Manager's Newsletter
o City of Pasadena Social Media
o Pasadena Now Ads & Publications
o City/ProjectWebsite
o Pasadena LibraryWebsite
o Pasadena Library Newsletter
o Form Banner located on Project Site
o Weekly ELT Meetings
o Pasadena Public Kiosks (Community
Centers, Parks, Pools, Libraries, City
Hall, Rec Centers, Senior Centers)
o Flintridge Center
o Pasadena City College Freeman
Center
o Foothill Workforce Development
Board
o Pasadena Community Job Center
o Pasadena Chamber of Commerce &
Civic Association
o Altadena and Sierra Madre Libraires
o Black Education Expo [1 0/4/2025]
0 0
0 0
Latino Heritage Festival [10/1 1 /2025]
National Coming Out Day
[10/11/2025]
CouncilmemberTyron Hampton
hlarvest Market Turkey Giveaway
[11/21/2025]
First Annual Altadena Wildfires
Candlelight Visual [1/11/2026]
Labor & Workforce
Hosted PCL "Building Pasadena Together" Outreach Event [May 27, 2025] Participated in the Pasadena Foothill WDB Career & Resource Fair hosted by Councilmember Jones [August 14, 2025]
Participated in the Pasadena Black Education Expo hosted by Councilmember hlampton [October 4,2025]
Established LA/OC Building Trades Pre-Apprenticeship PasCL Partnership Established Flintridge Center PasCL Partnership
Began the process to establish an infrastructure to connect local residents with construction training
Naterials/Equipment & Subcontracting
Partnered with City of Pasadena Purchasing Department to review project vendor needs and receive list of local vendors
Established partnership and became a member of the Pasadena Chamber of Commerce Attended Pasadena Chamber of Commerce Annual Business & Economic Summit Attended Pasadena Chamber of Commerce Local Business Mixer Advertised subcontractor prequalification in Pasadena Now Established partnership with PACE LA
Established partnership with National Association of Minority Contractors So Cal Initiated meetings with local material suppliers to understand readiness to participate in the construction phase
Developed a subcontractor procurement plan providing opportunity for local subcontractors
Student Engagement
Established ACE Mentors Partnership with Pasadena High School Participated at the Pasadena Black Education Expo hosted by Councilmember Hampton [October 4,2025]
Connected PCC Freeman Center to Pasadena Construction Survey SECTION 2: OUTCOME
Project Economic Impact by the Numbers - Phase 1
Phase 1 Total Contract Value7,865,764
Phase 1 Local Workforce$256,3043.61%
Phase 1 Local Trade Partners$220,6252.8%
Phase 1 Local Supplies and Materials$63,9730.81%
Total Phase 1 Local Spend5AO,903.26.88%
To date, we have committed spend of $540,903 to the local market, making up 7% of the Phase 1 contract value.
Pasadena Citywide Construction Opportunity Form Responses This metrics report summarizes key data collected through the Pasadena Citywide Construction Opportunity Form, providing a quantitative snapshot of local business, workforce, and community interest in construction-related opportunities across Pasadena. The data reflects early outreach and engagement efforts to better understand who is seeking to participate, their capacities, certifications, and workforce interests. Together, these metrics establish a baseline for measuring local economic impact, informing outreach strategies, and aligning future contracting, workforce development, and education-based initiatives with demonstrated community interest and readiness
^l^?y^^M?esiy!5maQrJRePort-
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Total I 123 survey respondents to date
Engagement
Respondent
Profile
Busf'ness Types
Locaf & Diverse
Firms
Contracting
Capacity
Employment
Interest
Career
Pathways
Education
Levels
Strong early engagement
demonstrates broad community
awareness and interest
Mix of business owners, career seekers,
students, educators, and community
organizations
Indicates multiple entry points into
the construction ecosystem
Primarily construction contractors and
professional service firms
Participation from small, minority-owned,
women-owned, and Locally owned
businesses
Opportunity to align both trade and
non-trade scopes
Confirms outreach is reaching
priority populations
Majority report $1 OOK-$1 M+ capacityLocal firms show readiness for phased and scalable work
packages
Majority seeking full-time employmentStrong demand for stable construction and related careers
I
Field trades, skilled labor,
engineering/design, City-related roles
Supports a multi-pathway
i workforce strategy
Wide range from high school to advanced
degrees
Union Status I Most respondents not currently union
members, with interest expressed
Df'sptocement
Context
Indicates need for tiered training
and placement models
Opportunity for apprenticeship
readiness and union education
Some wildfire displacement with intent to
return
Highlights economic recovery and
re-entry opportunities
APPENDIX B: LOCAL WORKFORCE MARKET ANALYSIS
PCL conducted a local workforce market analysis to assess the availability of skilled construction labor within the defined geographic tiers, with a specific focus on identifying Pasadena residents who are currently union-affiliated, dispatch-ready, and qualified to perform work on a seismic retrofit project. The results of this analysis directly informed both the selection of workforce tracking metrics and the decision to establish an aspirationat local workforce participation range, rather than a fixed mandate.
Local Workforce Market Analysis Data
TradeSoCal RegionPasadena Residents | Availability
Carpenters20,000440
Laborers9,144684
Ironworkers5,400300
Mechanical Pipefitters | 1,04070
Plumbers39870
Fire Sprinklers50
Sheetmetal Workers6,28750
The analysis demonstrates that while the Southern California region has a large overall construction workforce, the number of Pasadena residents who are currently available, qualified, and dispatch-readyin several key trades is extremely limited. In many cases, availability at the Pasadena level is effectively zero. These market realities, combined with the specialized skill requirements of seismic retrofit work, necessitate a goal structure that is grounded in actual labor availability.
APPENDIX C: CITY OF PASADENA LOCAL CRAFTWORKER LIST
EmailFirst rtaiaeListNamae Union Startiitmfctsfryl*rim<ryTr«(teSw ambry TMtfc f??^-^^^^?^5^----------------^^-^?------------,-^?5^?-----------2??^.!:t^-----^-^.^;'---^---------JLabcirwtronmwfw ,?!^^^^?^^^^--------------J^^^------------^^^-----------t^lJJI"^-----^^<y5--------------^^^'^^..---.--------------—^ ?-L^J?^5^^^^'5J^---------------&JL---------------^^-----------w^ur^-----h2^-^^ w-:y^-ro6B2@vatoo.<:om &H:k AlonscrMtTeno Lbian ^I.VSATS Cari3<ntcr C»TpeTrtft ^-J^^^^^^a^5?^-------------.I?..-.™-.™...----^^y------------w^-^^n----J>-1.^^---------- -'JL^-?-i?r-^-^-^i^:5!S-----------J^^^lll--—-------^J^^---------^-^---------£.L^L^----------~--^?-^JL9f-^!:Lt^^ ;?r^'^-?t'^-^i^^^-^^-------~^tt^-------—---^^^L---------^-^--.-------^^<-yJL------------.-^^^^^-r-------.-.----------5^^ .^^3Ld?^^M^JLrajL^------.---Jl?Jl^w------------^JJ?J^---------f^^^.---^^^ .^^?-'-^l^-^f?;?j^^-^----------J^^^-------------^!^^---------?^-3^wn----5>I-Y<^--------------^J^^^L--------------- bt an icew-srttn S6©'e mai t-c <m
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1!?^L^^^-^^^^?^-----------^--------—------?^^^---------^^-^^----?-^-Y^J^--------------^^-----------------------------J^^^ l^^'^?J?^^A^A5j^-----------.^._.._.....-....^?J^--.-------t^-^^-----b2-Y<^-------------l?-b!^ l!^a!.^?-:a^c^l^^Jr^-TOin-------- J5Jl------------J^J^Ja----------l^^----------^-v<JyJL- *Note that the full list is not provided within this appendix. The snapshot is a sample of the information within the list.
APPENDIX D: DEFINITIONS CONTINUED
Contractual Goal
A commitment expressly stipulated in the Project contract and agreed upon prior to the start of Phase 1. The Contractual Goal is a Good Faith obligation and establishes the baseline performance requirement for the Project, to be measured and reported in accordance with the definitions and criteria set forth in the Contract.
AspirationalGoal
A voluntary, non-contractual target adopted by PCL following the completion of Phase 1 to further advance local workforce and economic participation. The Aspirational Goal is pursued in good faith and informed by workforce market conditions, labor availability, and project constraints, and is tracked and reported transparently, recognizing that achievement may vary based on these factors.
Craft Worker
An individual employed in a skilled or semi-skilled construction trade who performs manual or technical labor in support of construction activities. Craft workers typically operate in the field and may be union or non-union, depending on project requirements. Examples include, but are not limited to, carpenters, laborers, electricians, ironworkers, plumbers, cement masons, and operating engineers.
Professional Services Worker
An individual who provides specialized professional, technical, or advisory services that support the planning, design, compliance, coordination, or execution of the project, but who does not perform physical construction labor. These roles are generally office-based or hybrid and may include licensed or credentialed professionals. Examples include architects, engineers, inspectors, consultants, estimators, schedulers, safety professionals, and compliance specialists.
Project Management Worker
An individual employed by the Construction Manager, trade partners, or consultants whose primary responsibilities relate to overseeing, coordinating, and administering the project. These roles support delivery of the project through planning, scheduling, cost control, quality management, safety oversight, and stakeholder coordination. Examples include project managers, assistant project managers, project engineers, superintendents, field engineers, and construction administrators.
Trade Partner
A firm contracted to perform a defined scope of construction work on the project. Trade partners may include subcontractors, specialty contractors, or prime trade contractors responsible for furnishing tabor, materials, equipment, and supervision necessary to complete their assigned scope. Trade partners are key contributors to workforce participation and local economic impact outcomes.
Supplier
A business entity that provides materials, equipment, goods, or consumable products used in support of the project but does not perform on-site construction labor as part of its contract.
Examples include material suppliers, equipment vendors, manufacturers, distributors, and service providers supplying goods such as concrete, steel, lumber, electrical components, safety equipment, fuel, water, or office supplies.