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Preliminary Local Economic Impact &
Workforce Plan
Pasadena Transit Operations and Maintenance Facility Project PCL
CONSTRUCTION
TABLE OF CONTENTS
TABLE OF CONTENTS 1
INTRODUCTION: ECONOMIC IMPACT COMMITMENT
DEFINITIONS
2 3
LOCAL ECONOMIC IMPACT CONTRACTUAL GOAL
LOCAL WORKFORCE ASPIRATIONAL GOAL
METHODOLOGY & APPROACH
Outreach & Education
6 7
8 8
Outreach & Education Activities 9
10 10
10 Pasadena Citywide Construction Opportunity Form
Subcontractor Accountability
Tracking & Reporting
Tracking & Reporting Metrics
APPENDIX
Appendix A: Local Workforce Market Analysis
1112
12 Appendix B: City of Pasadena Local Craftworker List
Appendix C: Definitions Continued
12 13
INTRODUCTION: ECONOMIC IMPACT COMMITMENT
The Pasadena Transit Operations Maintenance Facility Project represents a transformative investment in theCity's infrastructure to support the growth in local transit services. PCL Construction (PCL) recognizes that projects of this scale carry a responsibility that extends beyond construction and that it must deliver meaningfuland 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 localparticipation, 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 clearpathways 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;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 participationobjectives; and Transparent tracking and reporting, providing measurable visibility into workforce participation and local economic outcomes throughout construction.
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 opportunities 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, how these 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 streamlined, sustainable Transit Operations MaintenanceFacility 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.
LocalResident
Individuals residing within the following eligible ZIP codes: 91001, 91024,91101,91103,91104,911 05,91106, and 91107, encompassing Pasadena, Altadena, and Sierra Madre.
LocalBusiness
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 additionalaspirationat workforce goal, supplemental to the Contract-defined local economic impact commitment. While theProject is not governed by a project-specific Project Labor Agreement (PLA), this framework intentionally followsregional 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 entirely within the Cities of Pasadena, Altadena, and Sierra Madre and represents the highest geographic priority for local economic impact and workforce participation. Tier 2 includes communities served bythe Pasadena Unified School District (PUSD) and the Foothill Workforce DevelopmentBoard (RA/DB). Tier 3 includes all individuals and businesses located within a ten-mite radius of the project site.
Tier 1 - Cities of Pasadena, Altadena, and Sierra Madre (Primary Local Priority) CityPasadena, Altadena, Sierra Madre
Zip Codes91001,91024, 91101,91103, 91104,91105,91106,91107 Tier 2 - Foothill Workforce Development Board Service AreaCity/Area Altadena
Zip Codes
91001
Sierra Madre
Arcadia
9102491006,91007
DuarteMonroviaSouth Pasadena
9101091016,9101791030
Tier 3 - Regional (10-Mile Radius)
City/AreaPasadena
Zip Codes91101,91103,91104, 91105,911 06,91107,91108
AltadenaLa Canada FLintridge
9100191011
Sierra MadreSouth Pasadena
91024
91030
San MarinoArcadia
9110891006,91007
Temple CitySan Gabriel
9178091775,91776
Alhambra
Monterey Park
91801,91803
91754,91755
Rosemead
El Monte
91770
91731
Duarte
Monrovia
91010
91016
Glendale 91201,91202, 91203,91204, 91205,
91206,91207,91208,91214
BurbankLos Angeles (Northeast)
91501,9150290031,90032,90039,90041 ,90042,90065
Sunland/TujungaLa Crescents / Montrose
Azusa
91040,9104291020
91702
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 constructionlabor. 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 stakeholdercoordination. 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 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 asconcrete, steel, lumber, electrical components, safety equipment, fuel, water, or office supplies.
HoursThe 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 andserve 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 theProject during the applicable reporting period, regardless of total hours worked. Headcount 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 totalconstruction 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 necessary for construction).
Local Spend represents the portion of this total construction spend directed to firms meeting the defined Localcriteria and is used as the primary financial metric to measure our overall local economic impact commitment.
Additional definitions can be referenced in Appendix C: Definitions Continued.
LOCAL ECONOMIC IMPACT CONTRACTUAL GOAL
We are committed to achieving a minimum cumulative Local Economic Impact equal to 10% of the constructioncost for the Pasadena Transit Operations Maintenance Facility. 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, asoutlined below. This approach recognizes the interconnected nature of construction delivery and allows for flexibility in achieving measurable Local impact while maintaining project performance requirements.
Local
Workforce
10%
Contractual Goal
Construction
Cost/Spend Local
Suppliers
and
MaterialsProcured
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 geographicpriority 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 onscope, 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 reportedthroughout 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%-15%. 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 using total hours worked and unique worker headcount, providing transparency 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 overtime.
Local
Workforce
10%
Local
Professional
ServicesWorkers
Contractual Goal
Construction
Cost/Spend
Local
Trade
Partners
Local
Suppliers
and
Materials
Procured
s 10%-15%
AspirationalGoal |^
Hours/Headcount V.,"'
Local Craft
Workers
Local ProjectManagement
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 launchof 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 intounion apprenticeship programs, support internships and administrative placements, and facilitate new career onramps that lead to long-term, family-sustaining construction careers. It is imperative to note that as a unionsignatory 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 collaboratively with 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 andbusiness participation on the Pasadena Transit Operations Maintenance Facility Project. The approach integratesoutreach, education, subcontractor accountability, and data-driven tracking to ensure equitable access, measurable outcomes, and transparency throughout the project lifecycle. Grounded in place-based engagementand 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 only to meet the immediate needs of the Pasadena Transit Operations and Maintenance Facility 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 will continue to deploy a Pasadena-specific Outreach & Education Methodology that prioritizes access, preparedness, and sustained community benefit.
1. Strategic. Place-Based Outreachi The 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-basedorganizations, 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, andexpectations. For many Pasadena residents and small businesses, the Pasadena Transit Operations and Maintenance Facility 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: The project team recognizes that not all interested Pasadena residents or firms may be immediately positioned to participate on the Pasadena Transit Operations and Maintenance Facility Project. Rather than 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 lifecycte 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 Transit Operations and Maintenance Facility Project will not only support successful project delivery but
will also contribute to a stronger, more prepared Iaea I 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.
Activity Target Audience Purpose OutcomeLaunch & Promotion ofPasadena CitywideConstruction Opportunity Form
Pasadena residents,workers, local firms
Centralized intake to identifyinterest and baseline readiness Living pipeline ofworkforce & businessparticipants
Project Information &Access Events (Pasadenabased)
Local workers &small businesses
Provide overview of scope,timeline, hiring needs, andcontracting pathways Early engagement andpreparation
Business ReadinessWorkshops
Pasadena-based
firms
Education on insurance,bonding, safety, compliance,and prequalificationrequirements Increased readiness tocompete
Careers in ConstructionWorkshops
Residents, ARPparticipants,transitional workers
Explain union pathways,apprenticeship readiness, andproject hiringtimelines Increased localworkforce entry
Apprenticeship ReadinessProgram (ARP)Coordination
ARP graduates &union partners
Align outreach with program
cycles and support transition
into union dispatch
Local apprenticeshipplacement
Youth &STEM Exposure
Activities
Pasadena students
(K-12 & college)
Early awareness of careers in
design & construction
Long-term workforce
pipeline development
Tracking & Follow-UpOutreach
Form respondents,
event attendees
Re-engage participants asscopes open
Conversion frominterest 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 pathwaysand contracting opportunities, both on the Pasadena Transit Operations and Maintenance Facility 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 localparticipation. Throughout the lifecycle of the project, the team will 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 will 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
During the GMP bid 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 arestronglyencouragedtotargetapproximately 10% of their final contract value through a combination of local labor utilization, local procurement, and subcontracting with Pasadenabased 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 locallabor 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 lifecycle 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 planidentifying 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 utilizingestablished workforce and financial management systems.
Local craftworker participation will be tracked using LCPtracker, which will be utilized to monitor workerutilization, local hire percentages, apprenticeship participation, and hours worked throughout the duration ofconstruction. 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. Thesesystems will be used to monitor local business utilization, local spend, and progress toward established localeconomic participation targets.
Data collected through LCPtracker and PCL's accounting systems will be reviewed on a regular basis to assessperformance against established baselines and forecasts. This information will be used to provide periodicprogress 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 goals.
Category Metrics Tracked Tracking SystemLocal Workforce Participation Headcount (local workers)
Total hours worked
Wages paid
Fringe benefits
LCPtracker
•
•
Local Trade Partner & Supplier Participation Contract value Actual spend
Local business
utilization
PCL Accounting & Contract
Management Systems
APPENDIX
APPENDIX A: 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 unionaffiliated, dispatch-ready, and qualified to perform work. The results of this analysis directly informed both the selection of workforce tracking metrics and the decision to establish an aspirational local workforce participation range, rather than a fixed mandate.
Local Workforce Market Analysis Data
TradeCarpenters
SoCal Region20,000
Pasadena Residents | Availability
44 LaborersIronworkers
9,1445,400
68 0
4 30
Mechanical Pipefitters | 1,040Plumbers 398
7 00
7 Fire SprinklersSheetmetal Workers 6,287
55 000
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 realitiesnecessitate a goal structure that is grounded in actual labor availability.
APPENDIX B: CIT/ OF PASADENA LOCAL CRAFTWORKER LIST
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APPENDIX C: 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 PartnerA 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 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.