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202UUL20 AMI!: '°
ciT^^iBePort and Analysis for Council
Consideration
Prepared by
LIUNA Local 777
July 2026
A report and analysis of the City's challenges and opportunities to strengthen retention, recruitment, and public service delivery.
07/20/2026
Item C
2 Introduction
As you well know, LIUNA and the City of Pasadena entered contract negotiations in March 2026. Since then, we have exchanged approximately 6 bargaining proposals and have held over 10 bargaining sessions. While we are happy to report that we have reached tentative agreements on significant matters, we remain apart on wages.
We believe this gap stems from our differing views of the City’s financial health and prospects.
As we know, the agreement reached in these negotiations will have a significant impact on retention and recruitment of employees, which will improve the efficiency of city operations and the quality of services provided to the community.
In an effort to share with you the lens through which LIUNA members view the City's financial health and outlook, we have prepared the following analysis as it relates to the City’s staffing and retention challenges and their impact on operations and services.
The union believes that the current collective bargaining conversation presents an opportunity to address these concerns that both the City and the union share.
Staffing & Retention
1. Vacancies
There is a clear retention issue affecting LIUNA-represented classifications within the City of Pasadena. The following data supports this conclusion.
Pursuant to AB 119, the City is required to provide LIUNA with a list of bargaining unit employees. We have tracked this data since 2019 and have found that the total number of bargaining unit employees (full-time and part-time combined) has rarely exceeded 330.
According to the City's AB 2561 reports issued in May 2025 and January 2026, there are 371 budgeted positions within the LIUNA bargaining unit. It is important to note that AB 119 does not require the City to identify which employees are full-time vs part-time. As a result, our data reflects employees, while the City's data reflects budgeted positions. Those budgeted positions may represent a combination of full-time and part-time allocations (e.g., 0.25, 0.50, or
1.0 FTE), making the two data sets similar but not directly comparable.
For example, the May 2026 AB 119 employee list includes 327 employees (full-time and part-time combined). Prior to negotiations, we requested the number of part-time employees and learned there are currently 34. This means that only 293 of the 327 employees on the City's roster are full-time employees , compared to the 371 budgeted positions.
The City's AB 2561 reports indicate that the LIUNA bargaining unit vacancy rate decreased from
14.07% in May 2025 to 10.2% in January 2026. At first glance, this appears to reflect meaningful progress. However, the January 2026 AB 119 report identified 335 employees, while 3 the May 2025 report listed 333 employees and the May 2026 AB 119 report listed only 327 employees. Because the size of the workforce fluctuates throughout the year, comparing May 2025 to January 2026 does not provide an apples-to-apples comparison.
A more accurate comparison is May 2025 to May 2026. When viewed this way, the number of employees actually declined despite continued hiring efforts (333 to 327 FTEs and PTEs). Since the number of budgeted positions remained unchanged at 371, the number of vacant positions increased between May 2025 and May 2026, indicating that vacancies have grown rather than improved.
Although the City has hired many employees over the past year, it has also experienced a significant number of separations. The month-to-month changes reflected in the raw data ( Appendix A ) demonstrate that these departures cannot simply be attributed to promotions into other City bargaining units (E.G. PMA). Instead, the data points to an ongoing pattern of attrition and a legitimate retention problem within LIUNA-represented classifications.
Bargaining Unit
Full Time
Employees
(FTE)
2025 May
Vacancy
Rate
2026 Jan.
Vacancy
Rate
Year Over
Year
Change
Pasadena Firefighters Management
Association (PFMA) 9 0.00% 0.00% 0.00%
Pasadena Police Lieutenants Association
(PPLA) 14 0.00% 0.00% 0.00%
Pasadena Police Officers Association (PPOA) 215 4.30% 2.30% -2.00% Service Employees International Union
(SEIU) 27 3.70% 3.70% 0.00%
Pasadena Fire Fighters Association (PFFA) 153 7.70% 3.90% -3.80% International Brotherhood of Electrical
Workers (IBEW) 131 9.20% 5.30% -3.90%
American Federation of State, County and
Municipal Employees (AFSCME) 319 11.30% 8.20% -3.10% Pasadena Management Association (PMA) 586 8.60% 9.90% 1.30% Laborers’ International Union of North
America (LIUNA) 371 14.70% 10.20% -4.50%
Pasadena Police Supervisors Association
(PPSA) 15 7.10% 13.30% 6.20%
International Union of Operating Engineers
(IUOE) 21 10.50% 14.30% 3.80%
Full breakdown of AB 119 numbers in APPENDIX A.
To better understand issues affecting the bargaining unit and develop proposals for negotiations, LIUNA submitted a Request for Information (RFI) to the City in January 2026. The information provided by the City further supports the conclusion that retention is an ongoing challenge.
4 2. Separations
We requested a list of all separations over the previous three years, along with the reason for each separation. The data shows that the majority of separations were in fact voluntary resignations rather than retirements or other forms of separation, suggesting employees are choosing to leave the City.
Nature of Separation Number of separation Percentage
END OF LIMITED TERM 6 5.22%
FAIL INITIAL PROBATION 14 12.17%
FAIL PROMO PROBATION 1 0.87%
RESIGNED 76 66.09%
SERVICE RETIREMENT 17 14.78%
Total Separations 115
3. Years of Service:
We requested employees' years of service to better understand workforce tenure. The data revealed that nearly half of the bargaining unit has been hired within the last four years. While this reflects recent hiring efforts, it also demonstrates that the workforce has relatively low tenure, consistent with higher turnover and ongoing retention challenges.
Years of Service* COUNT Percentage
0-4 163 48.80%
5-9 59 17.66%
10-14 26 7.78%
15-19 28 8.38%
20-24 26 7.78%
25-29 15 4.49%
30-34 8 2.40%
35-39 8 2.40%
40 and over 1 0.30%
Grand Total 334
Data received in March 2026
5 4. Age Demographics
We requested an age breakdown of the bargaining unit to better understand where employees are in their careers and how that may relate to retention. The data indicates that the largest segment of the LIUNA workforce is in their 30s- employees who are typically in the middle of their careers and have many working years ahead of them. This makes retaining experienced employees particularly important for maintaining institutional knowledge and minimizing turnover costs.
Age Bracket COUNT
20-24 8
25-29 36
30-34 56
35-39 49
40-44 45
45-49 38
50-54 35
55-59 26
60-64 25
65-69 9
70 and over 7
Grand Total 334
Collective Bargaining Agreement
1. Costs Analysis
Prior to negotiations, we conducted a cost analysis of Pasadena bargaining units whose employees work closely with LIUNA members. The results are summarized in the table below.
We believe that too often emphasis is placed on percentage increases without recognizing the actual per capita dollar impact of those increases. A given percentage results in a significantly lower dollar value for lower-paid classifications.
LIUNA members are among the lower-paid employees in the City, along with AFSCME classifications. As a result, the total dollar value of compensation gains in these units is comparatively lower.
When viewed alongside vacancy data, there is a correlation between bargaining units with lower overall dollar value and vacancy rates.
6 Bargaining
Unit
Approx
EEs MOU Term
Approval
Date
Vacancy
(May
2025)
Total Fiscal
Impact
(Term)
Annual
Cost
(Avg.)
Annual
Cost per
EE
PPOA 215
April 1,
2022
through
June 30,
2026
October
17, 2022 4.30% $24.6M $6.15M $28,604
PPOA 215
July 1, 2025
- June 30,
2028
Pending
but on July
13, 2026
Agenda $17.6 mi $5.87M $27,286
IBEW 110
July 1, 2022
- June 30,
2026
July 11,
2022 9.20% $6.9M $1.73M $15,682
PMA 467
July 1, 2023
- June 30,
2027
July 31,
2023 8.60% $27.1M $6.78M $14,507
AFSCME 300
July 1, 2022
- June 30,
2026
August 1,
2022 11.30% $8.9M $2.23M $7,417
LIUNA 300
July 1, 2022
-June 30,
2026
July 18,
2022 14.70% $7.73M $1.93M $6,441
2. Wages & Cost of living
As we all have witnessed, the cost of living has increased significantly over the last five years.
We believe wages have not kept pace with these increases. The median hourly wage for LIUNA members is $32.06 (ranging from $18 to $55). The City’s last wage proposal for 2026 (FY 27) of
2.75% would result in an increase of approximately 88 cents for the median worker.
We recognize there has been meaningful progress in recent years, including increasing salary steps to 3.5% annually (from 2.5%), reducing the number of steps from 10 to 6, and conducting two salary surveys per year. However, it is important to note that the City typically utilizes the 60th percentile for salary surveys, therefore many surveys result in minor or no increase at all. 7 These factors contribute to employees seeking opportunities with other agencies. As part of our bargaining preparation, we reviewed neighboring jurisdictions that the City frequently loses employees to. In addition to wages, we identified other differences in benefits such as holidays and sick leave balances that also factor into these decisions:
3. Neighboring Agencies
Holidays:
City Number of days including floating
Anaheim 13
Burbank 14.5
Culver City 15
Glendale 14
Irvine 15
Long Beach 15
Pasadena 12
Riverside 13
Santa
Monica 16
8 Sick time:
City Annual Sick time BU MOU
Anaheim 78 hours Anaheim Municipal Employees Association Burbank 96 hours Burbank City Employees Association
Culver City 104 hours Culver City Employees Association Glendale 96 hours Glendale City Employees Association.
Irvine 96 hours Irvine City Employees Assoc. MOU.
Long Beach 96.2 hours SEIU Local 721's MOU with Long Beach Pasadena 80 hrs LIUNA
Riverside 96 hours SEIU Local 721's MOU with Riverside.
Santa Monica 96 hours Santa Monica Municipal Employees Association.
Finances
Prior to negotiations, we conducted a thorough review of the City's budget documents and audited financial reports. This was a critical part of our preparation because we wanted to ensure our proposals were grounded in the City's actual financial reality.
A key observation from our analysis was the recurring gap between the City's final adopted General Fund budget and its actual financial results. As shown in the table below (see also Appendix B ), actual General Fund revenues exceeded the final adopted budget in 10 of the last 11 fiscal years, often by tens of millions of dollars.
In most years, the difference between the final adopted budget and the actual year end results exceeded the total cost of the current 4 year LIUNA agreement ($7.73M). Importantly, this was not an isolated occurrence tied to the COVID-19 pandemic. The same pattern is evident before, during, and after the pandemic, suggesting a recurring pattern of variance between projected and actual revenues.
While we recognize and appreciate the City's responsibility to budget carefully and plan for long-term financial obligations, including pension and other liabilities, those obligations existed during the same periods in which the City consistently outperformed its projected fund balances.
Conservative budgeting is a responsible fiscal practice, but the City's historical financial performance also demonstrates that actual revenues have regularly exceeded budget projections. We believe this trend should be considered with future projections when evaluating the City's ability to invest in the employees who deliver essential public services. 9 Given that the average yearly annual growth rate in tax revenue between 2021 and 2025 was 9%, the City’s projected yearly growth rate of between 3.5% and 4.5% a year is not realistic.
Especially since the 2026 World Cup and 2028 Olympics will bolster sales and hotel taxes. If anything, the annual growth rate in taxes over the next five years should exceed that of the last four.
10 Budget Year Final Budget Actual Budget Variance (Actual − Final) % Difference 2025 $137,511,000 $136,602,000 -$909,000 -0.66%
2024 $132,669,000 $158,879,000 +$26,210,000 +19.75% 2023 $94,872,000 $164,611,000 +$69,739,000 +73.51%
2022 $72,690,604 $106,215,713 +$33,525,109 +46.12%
2021 $96,738,831 $99,063,280 +$2,324,449 +2.40%
2020 $79,067,908 $107,606,265 +$28,538,357 +36.09%
2019 $81,862,058 $98,700,241 +$16,838,183 +20.57%
2018 $79,743,819 $86,866,712 +$7,122,893 +8.93%
2017 $73,884,181 $89,728,315 +$15,844,134 +21.44%
2016 $60,048,492 $78,452,904 +$18,404,412 +30.65%
2015 $44,982,053 $63,198,563 +$18,216,510 +40.50%
11 12
Conclusion
We acknowledge that correlation does not imply causation and that many factors contribute to these trends. Over the last six years, the pandemic and the Eaton Fire have created unprecedented challenges for both employers and employees. The labor market has changed significantly: public sector employment is not as enticing as it once was, particularly in the years following pension reform, and employees across industries are changing jobs more frequently than in previous generations. These challenges are not unique to the City of Pasadena.
With this in mind, our goal is not to suggest that the City is doing a poor job. Rather, our goal is to identify opportunities for improvement, and we believe the City shares that same objective.
One example of this commitment is the City's annual Gallup Engagement Survey (Results in Appendix C) . We view this as a sincere effort to better understand and address workplace challenges - and we would recommend more agencies to take this on. We were encouraged to see engagement scores improve from 2025 to 2026. However, the LIUNA bargaining unit remains at the 39th percentile, meaning that 61% of surveyed organizations scored higher.
Gallup's extensive research shows us that lower employee engagement is associated with reduced motivation, feeling disconnected to the organization, having lower morale, and a greater likelihood to seek employment elsewhere. These factors inevitably affect retention and ultimately, the quality of services provided to the community.
The survey also highlights the bargaining unit's strengths: LIUNA members scored well in areas such as understanding what is expected of them, having the tools needed to perform their jobs, and believing their work is meaningful. LIUNA members scored lower in areas such as employee voice, recognition, career growth, team belonging, and support.
The results of LIUNA's own bargaining survey share similar sentiments identified in the Gallup survey. Collective bargaining provides an opportunity to address many of these issues while continuing to build a workplace where employees choose to stay and build their careers.
Our position is that a competitive labor agreement translates into a more stable workforce. This stability reduces the costs associated with turnover, recruitment, and training, and improves overall efficiency and the quality of public services.
LIUNA members are often the face of the City and the first people residents interact with when they need help. Every day, our members answer questions, respond to concerns, provide essential services, and keep City operations running. More than one-third of LIUNA members also live in Pasadena, giving them a personal investment in the community they serve. (LIUNA classifications Appendix D)
Experienced, long-tenured employees carry a deep understanding of the community, their departments, and how City operations work. When we retain that institutional knowledge, residents benefit through faster service, safer operations, and better use of public resources.
Investing in the employees who deliver these services is an investment in the quality of life for everyone who lives, works, and visits Pasadena.
13 Appendix A – AB 119 Staffing levels 2019-2026
Date Filled Positions (FTE AND PTE) Notes
October 2019 324
November 2019 319
December 2019 323
January 2020 329
February 2020 330
March 2020 331
April 2020 331
May 2020 328
June 2020 326
July 2020 327
August 2020 326
September 2020 320
October 2020 323
November 2020 320
December 2020 320
January 2021 318
February 2021 320
March 2021 321
April 2021 314
May 2021 313
June 2021 309
July 2021 309
August 2021 316
September 2021 314
October 2021 314
November 2021 315
December 2021 313
January 2022 307
14 Date Filled Positions (FTE AND PTE) Notes
February 2022 306
March 2022 300
April 2022 293
May 2022 297
June 2022 294
August 2022 298
September 2022 308
January 2023 327
March 2023 325
April 2023 333
May 2023 333
June 2023 321
July 2023 324
August 2023 322
September 2023 324
June 2024 317
July 2024 316
August 2024 316
September 2024 320
October 2024 317
November 2024 319
January 2025 324
Feb 2025 330
March 2025 330
April 2025 332
2026 AB 2561 Hearing said vacancy was
14.7% (52.88), with 371 total positions
May 2025 333
June 2025 333
July 2025 337
August 2025 334
15 Date Filled Positions (FTE AND PTE) Notes
September 2025 327
October 2025 333
December 2025 333
January 2026 335
2026 AB 2561 Hearing said vacancy was
10.2% (38) with 371 total positions
February 2026 331
March 2026 329 confirmed 33 are PTE
April 2026 327 Year from last AB 2561 hearing
May 2026 327
16 Appendix B– Financial documents
17 Appendix C: Gallup Survey Results (LIUNA only)
EMPLOYEE ENGAGEMENT REPORT
City of Pasadena Employee Engagement 2025
Group/Bargaining Unit - LIUN
Sep 18, 2025 - Oct 11, 2025 | Total Respondents : 282 | Participation: 87% Engagement Mean
Trended Mean
Change From Last Mean: 0.09
3.87 | 3.96
Percentile Rank
39 th
The mean is greater than 39% of those in the
Gallup Overall database.
Respondents
280 3.96
Mean Scores compared to Gallup Overall Database: < 25th Percentile 25-49th Percentile 50-74th Percentile 75-89th Percentile >= 90th Percentile Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup.
Engagement Mean Trended Mean Mean Percentile Rank - Gallup Overall Respondents Engagement Index
Change From Last Mean: 0.09
3.87 | 3.96
39 280
Engaged: 51% Not Engaged: 36%
Actively Disengaged: 13%
Current Mean Last Mean Change Company Overall Current
Mean
Q00: On a five-point scale, where 5 means extremely
satisfied and 1 means extremely dissatisfied, how
satisfied are you with your organization as a place to
work?
3.87 3.82 0.05 3.97
Q01: I know what is expected of me at work. 4.48 4.46 0.02 4.49 Q02: I have the materials and equipment I need to do
my work right. 4.20 4.12 0.08 4.14
Q03: At work, I have the opportunity to do what I do
best every day. 4.18 4.11 0.07 4.20
Q04: In the last seven days, I have received
recognition or praise for doing good work. 3.50 3.47 0.03 3.58 Q05: My supervisor, or someone at work, seems to
care about me as a person. 4.20 4.15 0.05 4.27
Q06: There is someone at work who encourages my
development. 4.07 3.84 +0.23 4.06
Q07: At work, my opinions seem to count. 3.76 3.59 0.17 3.85 Q08: The mission or purpose of my organization
makes me feel my job is important. 4.13 4.00 0.13 4.16
Q09: My coworkers are committed to doing quality
work. 3.99 3.91 0.08 4.03
Q10: I have a best friend at work. 3.31 3.26 0.05 3.33 Q11: In the last six months, someone at work has
talked to me about my progress. 3.83 3.65 0.18 3.78
Q12: This last year, I have had opportunities at work
to learn and grow. 3.91 3.89 0.02 4.06
3.96 EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 2 Trended Mean Past Report 1 Current Report
Q00: On a five-point scale, where 5 means extremely satisfied and 1 means extremely dissatisfied, how satisfied are you with your organization as a place to work?
3.82 252 3.87 276
Q01: I know what is expected of me at work. 4.46 256 4.48 280 Q02: I have the materials and equipment I need to do my work right.
4.12 256 4.20 280
Q03: At work, I have the opportunity to do what I do best every day.
4.11 255 4.18 276
Q04: In the last seven days, I have received recognition or praise for doing good work.
3.47 249 3.50 267
Q05: My supervisor, or someone at work, seems to care about me as a person.
4.15 255 4.20 274
Q06: There is someone at work who encourages my
development.
3.84 255 4.07 276
Q07: At work, my opinions seem to count. 3.59 254 3.76 272 Q08: The mission or purpose of my organization makes me feel my job is important.
4.00 252 4.13 276
Q09: My coworkers are committed to doing quality work. 3.91 255 3.99 274 Q10: I have a best friend at work. 3.26 223 3.31 242
Q11: In the last six months, someone at work has talked to me about my progress.
3.65 244 3.83 269
Q12: This last year, I have had opportunities at work to learn and grow.
3.89 247 3.91 274
EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 3 Growth - How can I grow?
Employees need to be challenged to learn something new and find better ways to do their jobs. They need to feel a sense of movement and progress as they mature in their roles.
Teamwork - Do I belong here?
Employees need to feel like they belong and are a good fit with their team. They need to know they are part of something bigger than themselves. As a manager, encourage opportunities for teamwork and a sense of belonging.
Individual - What do I give?
Employees want to know about their individual contributions and their worth to the organization. Manager support is especially important during this stage because managers typically define and reinforce value.
Basic Needs - What do I get?
Employees need to have a clear understanding of what excellence in their role looks like so they can be successful. Groups with high scores on the first element are more productive, cost-effective, creative and adaptive.
Engagement Hierarchy
EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 4 ENGAGEMENT HIERARCHY
Basic Needs - What do I get? Mean Trended Mean Mean Percentile Rank - Gallup Overall Respondents
Change From Last Mean: 0.05
4.29 | 4.34
47 280
Current Mean Last Mean Change Company Overall Current
Mean
Q01: Know What's Expected
I know what is expected of me at work. 4.48 4.46 0.02 4.49 Q02: Materials and Equipment
I have the materials and equipment I need to do my
work right.
4.20 4.12 0.08 4.14
4.34 EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 5 ENGAGEMENT HIERARCHY
Individual - What do I give? Mean Trended Mean Mean Percentile Rank - Gallup Overall Respondents
Change From Last Mean: 0.10
3.89 | 3.99
42 280
Current Mean Last Mean Change Company Overall Current
Mean
Q03: Opportunity to do Best
At work, I have the opportunity to do what I do best
every day.
4.18 4.11 0.07 4.20
Q04: Recognition
In the last seven days, I have received recognition or
praise for doing good work.
3.50 3.47 0.03 3.58
Q05: Cares About Me
My supervisor, or someone at work, seems to care
about me as a person.
4.20 4.15 0.05 4.27
Q06: Development
There is someone at work who encourages my
development.
4.07 3.84 +0.23 4.06
3.99 EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 6 ENGAGEMENT HIERARCHY
Teamwork - Do I belong here? Mean Trended Mean Mean Percentile Rank - Gallup Overall Respondents
Change From Last Mean: 0.11
3.69 | 3.80
36 280
Current Mean Last Mean Change Company Overall Current
Mean
Q07: Opinions Count
At work, my opinions seem to count. 3.76 3.59 0.17 3.85 Q08: Mission/Purpose
The mission or purpose of my organization makes me
feel my job is important.
4.13 4.00 0.13 4.16
Q09: Committed to Quality
My coworkers are committed to doing quality work. 3.99 3.91 0.08 4.03 Q10: Best Friend
I have a best friend at work. 3.31 3.26 0.05 3.33
3.80 EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 7 ENGAGEMENT HIERARCHY
Growth - How can I grow? Mean Trended Mean Mean Percentile Rank - Gallup Overall Respondents
Change From Last Mean: 0.10
3.77 | 3.87
35 275
Current Mean Last Mean Change Company Overall Current
Mean
Q11: Progress
In the last six months, someone at work has talked to
me about my progress.
3.83 3.65 0.18 3.78
Q12: Learn and Grow
This last year, I have had opportunities at work to
learn and grow.
3.91 3.89 0.02 4.06
3.87 EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 8 3.92:1 3.92 engaged employees for each actively disengaged employee Engagement Index Engagement Index
There is a powerful link between employees who are engaged in their jobs and the achievement of crucial business outcomes.
% Past %
Engaged
Engaged employees feel involved in and enthusiastic about their work and workplace; they are loyal and productive.
51% 42%
Not Engaged
Not Engaged employees are less likely to put high energy and passion into their work and are less loyal and productive.
36% 45%
Actively Disengaged
Actively disengaged employees are emotionally against the organization; they are not loyal and are likely to undermine the efforts of others. 13% 13%
EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 9 INDICES
Q12 Plus - Workplace Demands Mean Trended Mean Mean Percentile Rank - Gallup Overall Respondents
Change From Last Mean: 0.15
3.69 | 3.84
30 251
Current Mean Last Mean Change Company Overall Current
Mean
At work, I am treated with respect. 4.14 4.09 0.05 4.22 My organization cares about my overall wellbeing. 3.84 3.65 0.19 3.89 I have received meaningful feedback in the last week. 3.52 3.31 +0.21 3.56 My organization always delivers on the promise we
make to customers. 3.87 3.71 0.16 3.88
3.84 EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 10 Additional Questions
What gets in the way of you and your team doing your best work? Respondents Sentiment Distribution
166 17% 40% 35% 8%
Your responses are available in a .xlsx file. Please log on to my.gallup.com to download your full list of responses.
EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 11 Trended Report Details
Past Report 1:
City of Pasadena Employee Engagement 2024
Sep 19, 2024 - Oct 05, 2024
Current Report:
City of Pasadena Employee Engagement 2025
Sep 18, 2025 - Oct 11, 2025
FOOTNOTES
* - Scores are not available due to data suppression.
Questions with zero responses for the selected team and/or reporting group do not appear on the report.
Respondents can select multiple responses for multi-select questions.
Not shown if n < 4 for all Means, Top Box, and Verbatim Responses; n < 10 for Frequency; or data are unavailable.
An arrow indicates a meaningful change of 0.2 or more between surveys. Depending on the survey’s date, meaningful change is 0.1 or more when n ≥ 1000.
Percentile Rank in Gallup Overall Database < 25th Percentile 25-49th Percentile 50-74th Percentile 75-89th Percentile >= 90th Percentile Percent Engaged available when n ≥ 30. All categories available when n ≥ 100.
Sentiment Distribution Positive Negative Neutral Mixed Sentiment Distribution is not available when n<50
All text analytics are machine generated. Because we use machine learning to generate sentiments, results may not be 100% accurate.
EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 12 GLOSSARY
The glossary provides high-level definitions of terms within the engagement report. Because of the dynamic nature of this site, not all terms will be applicable to or displayed on your report.
Please use the terms that are relevant to your team when discussing and interpreting the data.
ENGAGEMENT DEFINED
EMPLOYEE ENGAGEMENT: Employee engagement refers to how committed an employee is to their organization, their role, their manager and their co-workers. Engagement drives performance. Gallup's research shows that more highly engaged employees give more discretionary effort at work and have higher productivity, profitability and customer service, as well as reduced turnover and safety incidents.
THE SURVEY ITEMS/QUESTIONS
OVERALL SATISFACTION: Overall Satisfaction is a measure of how content your team is with the overall company as a place to work. Overall Satisfaction is not included in the Overall Workgroup Engagement (GrandMean) score. Being a satisfied employee does not equate with being engaged, though the two are highly related.
Q01-Q12: These items are Gallup’s proprietary workgroup engagement questions (commonly referred to as the Q¹²®). These items were selected for their strong connection to performance outcomes and the ability to take action at the workgroup level.
INDICES: In addition to the Q¹²® items, Gallup has created a number of empirically-derived sets of indices, which are comprised of 3-4 questions each. Individual scores of each index item are provided, along with a combined index score, which measures the strength of the core index construct. These indices help companies strategically pinpoint and improve specific focus areas relevant to their current situation.
CUSTOM ITEMS: These items are unique to your company and can vary across companies and surveys. While these “additional” questions link to the Gallup Engagement hierarchy, they are not always within the power of the workgroup to influence or change. These questions can provide additional insights into employees’ perceptions, the situational workplace environment or company-specific initiatives.
EMPLOYEE ENGAGEMENT RESULTS
GRANDMEAN: The GrandMean measures overall Workgroup Engagement, which is an average of the 12 Workgroup Engagement items (Q01-Q12). The higher your score (with a maximum possible score of 5), the more engaged your fellow employees are.
ENGAGEMENT INDEX: The Engagement Index (EI) is a macro-level indicator of an organization's health that allows leaders to track the engagement levels of employees. This analysis identifies the percentage of participants who are engaged, not engaged and actively disengaged based on their responses to the Q¹²® survey items. You must have 100 employees participate to receive the full spectrum of responses for the EI. If you have 30<100 employees, the report will include the percentage of engaged employees only.
ENGAGEMENT HIERARCHY: Every employee has a distinct set of needs that follows a hierarchy, with basic needs at the foundation and growth at the top. Employees feel more or less engaged depending on how well they believe their needs are being met in the workplace.
UNDERSTANDING THE SCORES
THE SURVEY SCALE: The engagement survey utilises a 5-point scale with 1=Strongly Disagree and 5=Strongly Agree. For each question, employees have the option to also select EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 13 “Don’t know” or “Does not apply”.
TOTAL N: The total number of employees who responded to the survey.
MEAN SCORES: The average score using the 5-point survey scale, with 5.00 being the highest score and 1.00 being the lowest.
TOP BOX/%5: The percentage of employees who responded “5 – Strongly Agree” to the survey item.
DISTRIBUTION OF RESPONSES: The percentage of employees who responded “1”, “2”, “3”, “4” or “5” to an item. If 10 or more employees respond to the survey, the report could display a full distribution of responses. Otherwise, only the percentage of employees who responded with a “5” (Top Box) and item means will display.
SUPPRESSED DATA: Confidentiality of responses is extremely important to Gallup. If too few employees respond to a survey item, the data will be suppressed (not published) and an asterisk (“*”) will appear in its place.
COMPARISONS
EXTERNAL BENCHMARKING: (Gallup Overall): Used as a benchmark to determine how your team’s results compare to other workgroups within the Gallup Overall of clients.
PERCENTILE RANKING: The 25th percentile indicates 75% of workgroups fell above this score; the 50th percentile indicates 50% of workgroups fell above and below this score; the 75th percentile indicates only 25% of workgroups fell above this score. The higher your percentile, the stronger the item is in relation to the database. Used as a benchmark to determine how your team's results compare to internal and external workgroups.
EMPLOYEE ENGAGEMENT REPORT |CITY OF PASADENA EMPLOYEE ENGAGEMENT 2025 Copyright 2026 Gallup, Inc. All rights reserved.
Copyright © 1993-1998 Gallup, Inc. All rights reserved. The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12 items or reproduce them without consent from Gallup. 14 18
Appendix D: LIUNA-represented Classifications:
311 CALL CENTER REPRESENTATIVE PROSECUTION ASSISTANT
ACCOUNTING SPECIALIST PURCHASING ASSISTANT
ACCOUNTING TECHNICIAN PURCHASING SPECIALIST
ADMINISTRATIVE SPECIALIST SENIOR ADMIN SPECIALIST
BENEFITS SPECIALIST SENIOR CUSTOMER SERVICE REP
BUYER SENIOR FORENSIC SPECIALIST
CAREER SERVICES CASE WORKER SENIOR HOUSING ASSISTANT
COMMUNICATIONS SPECIALIST SENIOR OFFICE ASSISTANT
COMMUNITY SERVICES OFFICER SENIOR PARKING ENFORCEMENT REP
COMMUNITY SERVICES REP I SENIOR PROSECUTION ASSISTANT
COMMUNITY SERVICES REP II
COMMUNITY SERVICES REP III
COMPUTER FORENSIC EXAMINER
CUSTOMER PROGRAM SPECIALIST
CUSTOMER SERVICE REP
CUSTOMER SVR SPECIALIST
FORENSIC SPECIALIST
HELICOPTER MAINTENANCE TECH
HOUSING ASSISTANT
INSURANCE/CLAIMS SPECIALIST
LIBRARY ASSISTANT
LIBRARY TECHNICIAN
OFFICE AIDE
OFFICE ASSISTANT
PARKING ENFORCEMENT REP
PAYROLL SPECIALIST
PERMIT SERVICES SPECIALIST
PERMIT TECHNICIAN I
POLICE CADET
POLICE DISPATCHER
POLICE RECORDS TECHNICIAN
POLICE SUPPORT ASSISTANT
PROPERTY AND EVIDENCE TECH