South Pasadena City Council
September 7, 2022

INVESTMENTS AND DEBT MANAGEMENT
A. Introduction
This section of the manual includes information on how the City invests its idle funds and manages debt in accordance with applicable laws. In accordance with state law, the investment policy must be approved by the City Council each year. The policy, located at XXXXX, contains details about how the City can invest its funds and what the allowable investment instruments are. (This manual only contains a brief description of the policy.)
South Pasadena has an elected City Treasurer who is responsible (under delegated authority from the City Council) for establishing procedures and controls associated with the City’s investment program. This delegation of authority extends to the Finance Director and finance manager, who administer and manage the City’s investment portfolio and required monthly reporting.

B. City Investment Policy
To invest idle funds, the City must comply with state law that governs the types of allowable investments and explicitly requires that investment decisions be based first and foremost in the safety of the investment, followed by its liquidity, and only when these conditions are satisfied can yield be considered.

In addition to these requirements, the City Council is required to adopt a resolution to approve an investment policy every year. The City’s investment policy covers all financial assets and investment activities under the direct control of the City. The key elements of the City’s investment policy are briefly described below.

Prudent Investor Standard
The City Council and any staff members authorized to make investment decisions on behalf of the City are trustees subject to the prudent investor standard specified in section 53600.3 of the California Government Code. This standard essentially requires trustees to act with care, skill, prudence and diligence in investing the City’s idle funds in accordance with lawful requirements.

All participants involved with investment processes must act as custodians of the public trust and recognize that the investment portfolio is subject to public review and evaluation. Accordingly, the overall program shall be designed and managed with a degree of professionalism that is worthy of the public trust.

C. Investment Management and Reporting
The authority to manage the City’s investment program is derived from California Government Code Sections 53600 et seq. In adopting the investment policy, the City Council delegates investment authority to the City Treasurer, who is responsible for establishing procedures and controls for the operation of the investment program consistent with the investment policy. Such procedures shall include explicit delegation of authority to persons responsible for investment transactions. This delegation of authority extends to the Finance Director and finance manager, recognized as deputy treasurer(s).

The names of those persons to whom investment authority is delegated will be submitted to City Council for approval. No person may engage in an investment transaction except as provided under 19 - 112
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the terms of the investment policy and its related procedures. The City Council may revoke the delegated authority of the City Treasurer in writing at any time.

Reporting Requirements
The deputy treasurers submit a monthly report to the City Council and copied to the Finance Commission. The report includes important information on investment activities. The investment policy includes the required reporting elements.

D. Debt Management Policy
This Debt Management Policy establishes objectives, parameters, and guidelines for responsibly issuing and administering the City’s debt. Prudent management of the City’s debt program is necessary to achieve cost-effective access to the capital markets and demonstrates a commitment to long-term financial planning.

Scope
These policies establish the restrictions within which the City of South Pasadena and the South Pasadena Public Financing Authority, on behalf of the City, may issue debt. Additionally, these policies apply to debt issued by the City on behalf of assessment, community facilities, or other special districts, as well as conduit debt.

Debt Management Objectives
This policy sets forth key objectives for the City in issuing and administering the City’s debt, which are to:
• Maintain the City’s sound financial position.
• Minimize debt service and issuance costs.
• Maintain access to cost-effective borrowing.
• Achieve and maintain the highest reasonable credit rating. • Ensure full and timely repayment of debt.
• Maintain full and complete financial disclosure and reporting. • Ensure compliance with state and federal laws and regulations.

Governing Authority and Responsibility
A. Legal Authority. The City’s debt portfolio for all City funds shall be administered in conformance with all applicable Federal, State, and other legal requirements. The City will comply with applicable law as it pertains to the maximum term of debt and the procedures for levying and imposing any related taxes, assessments, rates, and charges.

B. Delegation of Authority. The City Council has assigned duties to the Finance Director for authorizing, managing, and coordinating activities related to the structure, issuance, and administration of the City’s long-term and short-term debt. No debt obligations shall be presented to the City Council, including capital leases, for their authorization without a joint assessment and approval by the City Manager and Finance Director. No department shall directly issue debt and departments planning debt-financed capital programs or equipment acquisitions will work in close coordination with the Finance Department and the City Manager’s Office to provide information and facilitate the issuance and ongoing administration of debt. 19 - 113
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C. Point of Contact. The Finance Director shall be responsible for maintaining good communication with rating agencies, investors, other service providers, and the public regarding the City’s financial condition, and will enforce a policy of full disclosure.

D. Policy Approval and Review. This Debt Management Policy is an official policy of the City, approved by the City Manager as an Administrative Procedure Order. The Finance Department shall conduct an annual review of this policy and recommend amendments deemed necessary and appropriate.

E. Annual Debt Report. The Finance Department shall prepare an annual report to the City Council containing a summary of the City’s current credit ratings, and outstanding and newly issued debt. This report shall be presented either separately or within another financial report.

F. Professional Assistance. The Finance Director shall have the authority to periodically select service providers as necessary to meet legal requirements and minimize debt costs. Such services may include financial advisory, underwriting, trustee, verification agent, escrow agent, arbitrage consulting, special tax consulting, and bond counsel. To achieve appropriate balance between service and cost, the Finance Director is authorized to select such service providers through sole source selection or a competitive process using a request for proposals.

G. Method of Sale. Except to the extent a competitive bidding process is required by law, the Finance Director shall determine the most appropriate manner in which to offer any securities to investors. The City’s preferred method of sale is by competitive bid. However, other methods such as negotiated sale and private placement may be considered on a case-by case basis.

Types and Purpose of Debt
The City may utilize the following types of municipal debt obligations to finance long-term capital projects. Long-term debt is only issued to finance the acquisition and/or construction of capital improvements unless otherwise decreed by court order or adjudicated settlement. Long-term debt financing shall never be used to fund operating or maintenance costs.

Types of Debt
A. Assessment Bonds. Proceeds from assessment bonds may be used to finance local public improvements and are repaid with taxes assessed on the parcels of land that benefit from the improvements. Local streets, streetlights, landscaping, sidewalks, and sanitary sewers are some examples of local improvements commonly financed by assessment bonds.

B. General Obligation (GO) Bonds. The City may issue GO Bonds with two-thirds approval of a popular vote as stated in the California State Constitution (Article XVI, Section 18). GO Bonds are secured by a pledge of the full faith and credit of the City, or by a levy on property taxes to pay the debt service. GO Bonds are used to finance the acquisition, construction, or improvement of public facilities such as parks and public safety facilities.

C. Pension Obligation Bonds. Pension Obligation Bonds may be issued to finance all or part of the City’s unfunded pension liability and are a general obligation of the City. Typically, these bonds are issued at an interest rate which is lower than that being charged by CalPERS, the City’s pension administrator.
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D. Enterprise Revenue Bonds. Enterprise Revenue Bonds may be issued to finance facilities for a revenue-producing enterprise and are payable from revenue sources generated and pledged by that enterprise. Water, sewer, refuse, storm water, and parking are examples of revenueproducing enterprises within the City.

E. Lease Revenue Bonds. Lease Revenue Bonds are secured by and payable from a pledge of revenues consisting primarily of lease payments on the capital project being financed. The City’s General Fund is obligated to pay these lease payments.

F. Refunding Bonds. Pursuant to the California Government Code and various other financing statutes, the City is authorized to issue bonds for the purpose of refunding any long-term obligation of the City, provided it produces economic benefit to the City.

G. Conduit Financing Bonds. Conduit financing is a mechanism for other governmental entities, nonprofit agencies, or private companies to fund projects that provide a clear public benefit through the issuance of tax-exempt municipal bonds. These are essentially revenue bonds payable solely from the loan repayments received from the borrower under the loan agreement for which the City has no liability for debt service. They may also be known as private activity or pass-through bonds. The City may issue Conduit Financing Bonds for projects such as schools, hospitals, universities, public works, housing, and industrial development. In such cases, the City will take reasonable steps to confirm the financial feasibility of the project to be financed and the financial solvency of the borrower.

H. Certificates of Participation (COP). COPs are a form of lease revenue bond that permits the investor to participate in a stream of lease payments, installment payments, or loan payments relating to the acquisition or construction of specific equipment, land, or facilities. The City is obligated to make these debt service payments.

I. Lease Financing. The City may finance a capital asset by leasing it directly from the vendor or leasing company under a long-term agreement. This is essentially a lease-purchase contract with the lessor receiving a portion of each rental payment as tax-exempt interest.

J. Bank/Private Loans. The City may borrow directly through a loan with a commercial bank, Letter of Credit, or Line of Credit with a commercial bank, state revolving loan program, or other governmental agency. Each loan will have a specific purpose.

K. Tax Allocation Bonds. Before dissolution of California Redevelopment Agencies (RDAs) in 2012, the City of South Pasadena RDA issued Tax Allocation Bonds using tax increment funds as a pledge for repayment. The taxes pledged to the repayment came from the increase of assessed value over and above a pre-established base. Dissolution of RDAs in 2012 has ended this type of debt from being issued by California cities and counties.

L. Infrastructure Loans. The City may apply for low-cost public financing through the California Infrastructure and Economic Development Bank’s Infrastructure State Revolving Fund (ISRF) Program. ISRF loans can be used for a variety of local projects such as roads, transit, and water infrastructure upgrades, with loan terms for the useful life of a project up to a maximum of 30 years.

M. Other Obligations. There may be special circumstances when other forms of debt are appropriate and may be evaluated on a case-by-case basis. Such other forms include, but are 19 - 115
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not limited to, non-enterprise revenue bonds, bond anticipation notes, grant anticipation notes, tax and revenue anticipation notes, and judgment or settlement obligation bonds.

Purpose of Debt
A. Integration with the City’s Capital Improvement Plan. The City is committed to long-term financial planning, including capital planning. This policy will be used in conjunction with the City’s capital budget and the capital improvement plan. The City shall strive to fund the upkeep and maintenance of its infrastructure and facilities due to normal wear and tear through its available operating revenues.

B. Long-Term Debt. Long-term debt may be used to finance the purchase or improvement of land, infrastructure, facilities, or equipment for which it is appropriate to spread these costs over more than one budget year. Long-term debt may also cover capitalized interest, costs of issuance, required reserves, and any other financing-related costs which may be legally capitalized. Long-term debt may not be used to fund City operating costs.

C. Short-Term Debt. Short-term borrowing, such as commercial paper and lines of credit, may be used as an interim source of funding in anticipation of long-term borrowing. Short-term debt is defined as debt repaid in twelve months or less and may be issued for the same purpose as long-term debt, including capitalized interest and other financing-related costs. Short-term debt, such as tax and revenue anticipation notes, may be issued to address justifiable cash flow requirements for short-term operating needs to provide necessary public services.

D. Refunding. Periodic reviews of existing debt will be undertaken to identify refunding opportunities. Refunding will be considered (within federal tax law constraints) if and when there is a net benefit of the refunding.

Refundings that produce a net present value savings of less than three percent will be viewed as economically viable and considered on a case-by-case basis to achieve City goals such as changes in covenants, call provisions, operational flexibility, tax status, issuer, or the debt service profile. Refundings with negative savings will not be considered unless there is a compelling public policy objective that is accomplished by retiring the debt. The City may purchase its own bonds in the open market for the purpose of retiring the obligation when the purchase is cost effective.

E. Lease Financing. The City may finance a capital asset by leasing it directly from the vendor or leasing company, with the lessor receiving a portion of each rental payment as tax-exempt interest.

Debt Capacity
It is the City’s policy that aggregate debt service payments funded from General Fund sources shall be no greater than 10% of primary General Fund revenues as reflected in the prior year adopted budget. Payments on bonds that are tied to a specified revenue stream other than General Fund sources (e.g., enterprise revenue bonds, tax allocation bonds, and assessment bonds) are not subject to this 10% limit. Each proposed financing will be individually assessed by the Finance Director and subject to the approval policies contained herein. 19 - 116
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Debt Structure Features
A. Debt Repayment. The City will structure its debt issues so the maturity of the debt does not exceed the economic or useful life of the capital project which is financed.

B. Maximum Maturity. The California Constitution allows for the issuance of long-term debt of up to forty years. The City’s standard maximum maturity is thirty years, but up to forty years may be acceptable depending on cash flow assumptions, construction timeline, and remaining useful life of the asset being financed.

C. Credit Quality. The City seeks to obtain and maintain the highest possible credit ratings when required for issuing long-term and short-term debt.

D. Fixed-Rate Debt. Fixed-rate debt shall be the desired method of pricing.

E. Variable-Rate Debt. The City may choose to issue debt that pays a rate of interest that varies according to a pre-determined formula or index. There may be situations in which the City will benefit from variable-rate debt.

F. Call Options and Premium Provisions. Call options or optional redemption provisions can enable the City to partially or totally repay a bond issue before its stated maturity. These may be considered on a case-by-case basis when issuing bonds, provided they enhance the marketability of the bonds, ensure flexibility related to potential early redemption, or foster future refunding options. The potential for additional costs, such as a call premium or potentially higher interest rates, will be evaluated in the decision to redeem the bonds.

G. Credit Enhancement. To establish or improve the credit rating on a proposed debt issuance, the City may purchase credit enhancement such as bond insurance, surety policy, or letter of credit.

The Finance Director will consider the use of credit enhancement if it reduces the overall cost of the proposed financing or furthers the City’s overall financial objectives.

Debt Administration
The City’s Finance Department shall maintain written directives and procedures detailing required actions to certify compliance with local, state, and federal regulations. The City is committed to full and complete financial disclosure in accordance with the requirements established by the Securities and Exchange Commission (SEC) rule 15c2-12 and the Municipal Securities Rulemaking Board. The City is also committed to fully supporting requests from rating agencies, institutional and individual investors, other governmental entities, and to the public to share clear, timely, and correct financial information.

In addition to financial disclosure and arbitrage rebate compliance, once bonds are issued the City is responsible for verifying compliance with all activities, agreements, and requirements outlined in the bond documents on an ongoing basis. This typically includes ensuring an annual appropriation to meet debt service payments; that relevant taxes, rates, and fees are levied and collected at a level sufficient to meet indenture requirements and debt service payments; the timely payment of debt service to a trustee or paying agent is completed; and compliance with insurance and other requirements.

Note: All investments of bond proceeds shall adhere to the City’s Investment Policy which is approved annually by the City Council, federal tax requirements, and with the requirements contained in the bond documents. Investments related to the bond proceeds shall not allow security types or credit standards less than those stated in the City’s Investment Policy. 19 - 117
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City of South Pasadena Finance Policies and Procedures Manual GOVERNMENTAL ACCOUNTING AND GENERAL LEDGER MAINTENANCE June 2022

GOVERNMENTAL ACCOUNTING AND GENERAL LEDGER

MAINTENANCE
A. Introduction and Basis of Accounting
A core fiduciary function of the Finance Department is maintaining a system of monitoring, control and reporting for all operations and funds to provide effective means of ensuring that all City financial transactions are accounted for correctly. An accurate, up-to-date general ledger is critical as all financial reporting is based on information contained in the general ledger. It is important that staff has the appropriate skill sets and training to maintain a general ledger that is in accordance with generally accepted accounting principles (GAAP).

Basis of Accounting for Government-Wide, Governmental and Enterprise Funds The City of South Pasadena’s accounting records are maintained in full accordance with GAAP, as established by the Governmental Accounting Standards Board (GASB).

The City’s government-wide financial statements, as well as all proprietary funds (including Enterprise and Internal Service Funds) shall be reported using the economic resources measurement focus and the accrual basis of accounting. Revenues will be recorded when earned and expenses recorded when a liability is incurred, regardless of the timing of related cash flows. Property taxes will be recognized as revenues in the fiscal year for which they are levied. Grants and similar items will be recognized as revenue as soon as all eligibility requirements imposed by the provider have been met.

For all governmental fund financial statements (General, Special Revenue, Debt Service and Capital), the current financial resources measurement focus and the modified accrual basis of accounting is followed. Under the modified accrual basis of accounting, revenues are recognized when they become measurable and available. Revenues are considered to be available when they are collectible within the current period or soon thereafter to pay liabilities of the current period. For this purpose, the City considers revenues to be available if they are collected within 60 days of the end of the current fiscal period. Expenditures are recognized generally when the related liability is incurred. However, debt service expenditures, as well as expenditures related to compensated absences, claims and judgments will be recorded only when payment is due.

Property taxes, franchise taxes, licenses and interest associated with the current fiscal period are all considered to be susceptible to accrual and will be recognized as revenues of the current fiscal period. Only the portion of special assessments receivable due within the current fiscal period will be considered susceptible to accrual as revenue of the current period. Other general revenue items are considered to be measurable and available only when cash is received by the City.

B. Chart of Accounts
It is necessary to set up and maintain the financial software to ensure the General Ledger is accurate. The chart of accounts is used for this purpose. The chart of accounts is an index of all financial data in the City’s General Ledger that is designed to separate and correctly classify revenues, expenditures, assets, and liabilities.

The chart of accounts is an essential tool for ensuring that the City’s financial transactions are correctly coded, accounted for, segregated, and reported in compliance with governmental 19 - 118
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accounting standards covering budget appropriation controls, fund level accounting, grant accounting and capital projects accounting.

The City will establish its chart of accounts that is reflective of its accounting policies and consistent with GAAP. The following major fund groupings are established in the City’s chart of accounts:
• General Funds,
• Special Revenue Funds,
• Debt Service Funds,
• Capital Projects Funds, and
• Proprietary Funds, which includes:
 Enterprise Funds and
 Internal Service Funds.

C. System Setup and Maintenance
New account strings must conform to the overall chart of accounts’ numbering scheme for each portion of the account number. Any changes to the chart of accounts must be approved by the Finance Department.

Reconciliations are performed by Finance Department staff on a monthly and annual basis prior to and after closing the month’s/year’s general ledger to ensure accuracy of the books and financial statements.

The Finance Department (in conjunction with the Information Technology Division of the Management Services Department) is responsible for maintaining the security and running updates for the City’s financial software system. The general ledger software system must be maintained so it is conducive to supporting internal controls by segregating duties of staff members.

D. Recording Transactions in the General Ledger
The proper recording and posting of transactions to the General Ledger (GL) is an essential accounting task to ensure the accuracy, validity, and reliability of financial records. Accurate records are necessary to track revenues and expenses in the annual adopted budget and to monitor the City’s fiscal position for short and long-term budgetary decision-making.

Posting Transactions
The accounts established in the GL must be kept up to date by routinely recording, adjusting, and correcting transactions. The following requirements apply to posting processes:

1. All transactions must include proper coding to the individual fund, department, program, project, and object code as applicable.

2. All transactions recorded in journals must be posted to the GL through Springbrook.

3. Recurring adjusting journal entries such as depreciation of fixed assets must be posted via journal vouchers every accounting period. These entries must be reviewed monthly and adjusted as necessary.

4. Adjusting journal entries must be made to correctly correct account balances or to record transactions not otherwise journaled. Examples of these entries include:
a. Accrual of income and expense items
b. Correction of errors
c. Recording of non-cash transactions
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All journal entries are prepared by the accountant, must be reviewed and authorized by the accounting manager and/or finance manager before being posted. Adequate backup documentation, including documentation of approval, must be prepared and maintained for each journal entry.

Trial Balance Preparation and Review
After posting all journal and adjusting entries, a trial balance is printed. The trial balance is reviewed by the accountant to ensure that the GL is in balance, with necessary corrections being made by another staff member in Finance to reconcile any discrepancies. A final review will be performed by the accounting manager before financial statements are prepared for documentation and reporting purposes.

E. Journal Entry Preparation, Review and Processing
The following procedures are necessary to ensure that all journal entries to the GL are properly prepared, documented, reviewed, approved, recorded, and maintained in accordance with GAAP.

1. Any journal entry must be documented by completing the journal voucher template.

2. All journal entries must be signed by both the preparer and reviewer prior to posting.

3. The person preparing a journal entry cannot approve the same journal entry.

4. The person preparing a journal entry is responsible for reviewing supporting documents and ensuring their accuracy, and for explaining the reason to justify the entry.

5. The person preparing a journal entry must ensure that the debits and credits are in balance.

6. All journal entries must include supporting documentation and a description that explains the nature of the entry and amounts being recorded.

7. All journal entries must be properly processed prior to closing the accounting period.

8. All posted journal entries and related documentation shall be maintained in an accessible file for review by management and external auditors as necessary.

Journal Entry Approval
Journal entries are prepared by the accountant or one of the management assistants and are reviewed and posted by the accounting manager and/or Finance Manager.

F. Financial Reporting
The City must comply with all GAAP requirements and must publish an Annual Comprehensive Financial Report (ACFR). The ACFR shall be subject to an audit by an independent certified public accounting firm who shall render their opinion on the financial statements based on Government Auditing Standards issued by the Comptroller General of the United States. The ACFR, including the independent auditor’s report, will be completed and published no later than six months after the end of the fiscal year. Any delay in meeting this timeline will require a written justification reviewed and approved by the City Manager and issued, as necessary, to other external entities that rely on the timely transmittal of the ACFR such as the State Controller’s Office, granting agencies and debt issuers.

The Finance Department prepares the data for the statistical section and the entire ACFR is prepared by the auditor. The complete ACFR is reviewed by the Finance Director and City Manager before it is submitted to the Finance Commission and then to the City Council during a Council meeting for approval.
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To the extent that the City received and incurred expenditures of federal grants that are subject to the federally mandated Single Audit requirements, the City shall also request that the independent auditor issue a Single Audit Report on Federal Award Programs in compliance with the U.S. Office of Management and Budget (OMB) Compliance Supplement.

The ACFR, along with the auditor’s report on internal controls and compliance and any required Single Audit reports, is presented to the City Council at a public meeting, after first being presented to the Finance Commission. The City shall endeavor to achieve audits with minimal auditor findings in the form of significant deficiencies and will swiftly and thoroughly respond to auditor findings of material weakness.

As an additional independent confirmation of the quality of the City’s financial reporting, the City will annually seek to obtain the GFOA Certificate of Achievement for Excellence in Financial Reporting. The ACFR will be presented in a way designed to effectively communicate with residents about the financial affairs of the city.

Midyear and Quarterly Financial Reporting
In addition to the annual financial reporting process, the Finance Department monitors revenues and expenditures throughout the year and prepares a midyear budget update to the City Council not later than the end of February. The purpose of the midyear report is to consider changes in the City’s fiscal condition and to make budget adjustments based on major changes to revenues or expenditures not anticipated at the time of budget adoption.

Quarterly budget updates will be provided to the City Council in October, February (inclusive in the midyear report mentioned above) and May, with the final update provided with the subsequent year’s recommended budget. Additionally, the fourth quarter budget report will be presented as part of the ACFR presentation.

G. Bank Reconciliation Procedures
As referenced in the Accounts Receivable Section of this manual, the City takes in cash, check and credit card payments on a daily basis. Payments received are deposited as they are received.

Conversely, payments the City makes to vendors are typically made every other week. Given the many transactions that occur, and the timing of deposits and payments, it is essential that the City’s bank accounts are periodically reconciled to the GL so it is kept up to date. At a minimum, all City bank accounts should be reconciled to the GL on a monthly basis with reconciling items promptly analyzed and adjusted with corresponding explanations and should be completed within 30 days of the end of the month.

The finance manager is responsible for preparing the monthly bank reconciliations and creating records of any adjustments. The monthly bank reconciliations must be reviewed and approved by the Finance Director.

The monthly bank reconciliation process consists of comparing cleared transactions on the bank statements to entries in the financial system to determine whether the bank balance equals the book balance from the GL. Any discrepancies between the two balances must be researched to determine the cause, such as recording errors, posting errors or omissions. This may also include recalculation of the bank statement for potential errors made by the bank.

Reconciling items such as interest, bank charges, and any recording errors must be summarized and journaled for recording to the GL, with supporting documentation maintained for audit purposes. 19 - 121
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H. Budget Adjustments
While the following table shows the approval authority for budget amendments, any increase in fund appropriations must be approved by the City Council.

Table 6. Approval Authority for Budget Amendments
Approving Authority
Description
Department
Heads
City
Manager
City
Council
Budget transfer within the same division (O&M only) X
Budget transfer between different divisions but same department (O&M only)
X
Budget transfer within the same department (O&M only) X Budget transfer between Salaries and Benefits within the same department
X
Budget transfer between two different departments X
Budget transfer between two different funds X
Budget increase X
Any budget amendments not mentioned above X
I. General Ledger Procedures
Month-End Closing Procedures
Today’s general ledger systems typically do not require that GL periods be closed each month.

However, it is important that all transactions and adjusting journal entries be properly recorded within the monthly period to which the transaction relates.

To properly report midyear financial transactions in the midyear financial report (upon which budget adjustments are based), the City will perform an abbreviated close of key revenues and expenditures such as property taxes, special assessments, sales taxes, franchise fees, water and sewer service charges, and other significant revenue sources. This close shall be completed as soon as practical and before preparing and finalizing the midyear financial report submitted for City Council review in February. Reversing journal entries shall be posted where necessary in the January period to maintain the appropriate GL balances.

Closing the Fiscal Year
The City will close its general ledger as soon as practical at the end of the fiscal year. Financial transactions for accounts payable are recorded until approximately the middle of August. Not later than September, the City will close the GL to all transactions recorded in the 12 monthly periods and starts to prepare worksheets with fund analysis for the year-end financial statements. Post-year end accounting periods (e.g., Period 13 for post-close transactions, Period 14 for audit adjustments) will be closed upon conclusion of the audit. The Finance team follows a financial close checklist to ensure all accounts are reconciled and accruals posted.

All manual journal entries prepared by the Finance staff are reviewed and approved by the accounting manager and/or finance manager before posting. Support for manual journal entries and documentation of the review and approval process of journal entries are physically saved for records retention.
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City of South Pasadena Finance Policies and Procedures Manual ACKNOWLEDGEMENT FORM June 2022

ACKNOWLEDGEMENT FORM
Please read the following statements and complete this form and return to your supervisor within one week of commencing employment with the City of South Pasadena or within one week of an update to the manual to indicate your receipt and acknowledgment of this manual.

This is to acknowledge that I have received and reviewed a copy of the City of South Pasadena Finance Policies and Procedures Manual dated July 20, 2022. I have had an opportunity to ask questions and seek any clarifications necessary regarding the policies and procedures set forth in this manual, and I understand these policies and procedures. I understand this manual supersedes all previously issued policies and procedures, and that I may request clarification of policies from my supervisor or the Finance Director.

I understand that this manual contains important information about the City’s financial policies and on my obligations as an employee. I acknowledge that I am expected to read, understand, and adhere to this manual. I understand that I am governed by the contents of the manual and that the City may change, rescind, or add to any policies, procedures or practices described in the manual, from time to time in its sole and absolute discretion, with or without prior notice. The City of South Pasadena will advise employees of material changes within a reasonable time. I am aware that violations of the policy may subject me to disciplinary action, up to and including termination of employment.

I understand that my signature below indicates that I have read and understand the above statements and that I have received a copy of the current City of South Pasadena Finance Policies and Procedures Manual.

Employee's Name (Print): ___________________________________________ Employee's Signature: ___________________________________________ Date: __________________________________________
The signed original copy of this acknowledgment should be given to management; it will be filed in your personnel file.
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City Council
Agenda Report
DATE: September 7, 2022
FROM: Armine Chaparyan, City Manager ~
PREPARED BY: Ted Gerber, Public Works Director
ITEM NO.

Arpy Kasparian , Environmental Services & Sustainability Manager SUBJECT: Climate Action Plan Update
Recommendation
It is recommended that the City Council receive and file an update on the progress of the Climate Action Plan.

Background
In December 2020, the City of South Pasadena adopted its first Climate Action Plan (CAP), which includes strategies for reducing greenhouse gas emissions in accordance with statewide targets. The CAP provides a roadmap to achieve the City's 2030 target, and state mandated goal, of a 40% emissions reduction below 1990 levels by 2030.

The roadmap also targets substantial progress towards achieving carbon neutrality by 2045.

The CAP sets a baseline for current greenhouse gas (GHG) emissions and facilitates GHG reduction progress through the implementation of its 15 'Plays' (strategies) and 94 'Moves' (actions). The creation of the CAP was a collaborative effort between City staff, the Natural Resources and Environmental Commission (NREC), and South Pasadena residents and businesses. The CAP's long-term community goals are lowering energy costs, reducing air pollution , supporting local economic development, and improving public health and quality of life.

Analysis
Since 2020, staff have worked to implement the 'Moves' listed in the CAP as resources and funding have become available. The following is a summary of completed and inprogress 'Moves' organized by sector into Energy, Water, Transportation, Solid Waste, and Municipal. See the attached CAP supplement for a complete list of 'Plays' and 'Moves.'
Climate Action Plan Update
September 7, 2022

ENERGY
Move ID Move Progress Report
E.1.a Monitor progress and perform public
outreach and education campaigns
highlighting the benefits of 100%
renewable energy, including:
• Monitoring opt-out rates on an
annual basis
• Tabling at community events
• Establishing an informational
resource page on the City website
• Regular social media posts
• Energy bill inserts
As of August 2022, 98.6% of the South
Pasadena community participates in the
Clean Power Alliance program, using some
level of carbon free and/or renewable
power. The majority (85.4% of total) of
active customers (11,651) subscribe to the
100% renewable energy ‘Green Power’
option. Beginning October 2022, as Council
has approved, all commercial accounts will
switch to 100% Green Power as the default
energy option, further increasing
participation. Staff continue to promote the
benefits of renewable energy by inviting the
Clean Power Alliance (CPA) to community
events and establishing a CPA City
webpage.

E.4.a Conduct a Feasibility Study to
assess cost and applicable locations
for installation of battery back-up
systems or generators throughout
the City.

A Feasibility Study for battery back-up
systems was conducted as part of CPA’s
Power Ready program. Staff is working with
CPA to include the Mound Avenue & Hope
Street City public parking lot into the Power
Ready program as a proposed site to build
230 kW of solar panels, accompanied by a
600 kWh (approximate) sized battery
system.

E.4.c Conduct "micro-grid" Feasibility/Pilot
Study in support of the General
Plan.

A Feasibility Study for a “micro-grid” was
conducted as part of the CPA Power Ready
and the SCE Charge Ready program for
City Hall. SCE has tentatively approved an
electrical connection across Mound Avenue
that would set up a micro-grid between the
solar/battery system and City Hall.
20 - 2
Climate Action Plan Update
September 7, 2022

WATER
Move ID Move Progress Report
W.1.d Implement ‘Plays’ 1 through 4 under
Goal II of the Green Action Plan on
the provided implementation
timeline, aiming to provide
education and promotion of
greywater systems. (See the City's
Green Action Plan for more
information).

Staff continue to implement water
conservation measures by promoting
greywater systems with a new rebate
sponsored from the City’s water efficiency
fee. Staff promoted and attended the South
Pasadena Beautiful Greywater Garden
Tour, in addition to marketing home
assessments with San Gabriel Valley
Council of Government’s (SGVCOG) eSGV
program, and hosting a Model Water
Efficient Landscape Ordinance (MWELO)
workshop with Metropolitan Water District
(MWD), for other agencies, among other
efforts.

W.1.f Implement 100% renewable power
for all pumping and treatment of
water.

City facilities switched to 100% clean power
several years prior, with the exception of
pumping facilities in San Gabriel and San
Marino.

In addition, the City has recently declared a Stage 2: Serious Water Supply Shortage which has restricted outdoor watering to two days per week. Staff have created a webpage with resources and Frequently Asked Questions (FAQs), mailed informational flyers to all water account holders, and are monitoring compliance by conducting neighborhood inspections, in addition to raising awareness and providing education through the distribution of door hangers.

TRANSPORTATION
Move ID Move Progress Report
T.1.d
Enhance promotion of public and
private conversion to zero-emission
vehicles through implementation of
the City General Plan; including use
of City events, social media, and the
City website to educate on benefits
of zero emission vehicles and
available incentives.

Staff continues to promote the use of zeroemission vehicles through installation of Electric Vehicle (EV) chargers and including
community organizations, such as the
Electric Vehicle Association of Southern
California, in City events.
20 - 3
Climate Action Plan Update
September 7, 2022

Move ID Move Progress Report
T.1.e
Establish an ordinance that restricts
use of gas-powered lawn
equipment, including leaf blowers,
and provide information on the City
website outlining available
incentives.

In September 2021, Council adopted an
ordinance to ban the use of gas-powered
leaf blowers. Staff have conducted outreach
via City’s social media accounts, webinars,
a leaf-blower ordinance webpage, and
community events such as the “Electrify
your Lawn” event and electric leaf blower
demonstrations. Staff are working with
American Green Zone Alliance (AGZA), Air
Quality Management District (AQMD), and
the California Air Resources Board (CARB)
to provide information on incentive
programs to the community.

In addition to the implementation of the ‘Moves’ above, the Public Works Department is recruiting a Transportation Manager position, who will be tasked with leading many of the transportation ‘Moves’ listed in the CAP. Furthermore, the Police Department is working to transition their vehicle fleet, and the Fire Department is working to transition their administrative vehicle fleet, to Electric Vehicles (EVs). It is estimated that these transitions will reduce emissions by approximately 2,687 metric tons of CO2 by 2030.

SOLID WASTE
Move ID Move Progress Report
SW.1.a Adopt procurement policies to
comply with SB 1383 requirements
for jurisdictions to purchase
recovered organic waste products.

Staff anticipate completing a new
Procurement Policy per SB 1383
requirements by the end of the year.

SW.1.b Adopt an ordinance requiring
compliance with SB 1383. Ensure
ordinances established through the
City General Plan are consistent
with SB 1383 requirements; and
revise ordinances if necessary.

Council adopted an ordinance requiring
compliance with SB 1383 in December
2021.

SW.1.c Adopt an Edible Food Recovery
Ordinance for edible food
generators, food recovery services,
or organization that are required to
comply with SB 1383.

The ordinance adopted in December 2021
included requirements for edible food
generators and recovery services. In
addition, the City is participating in the
SGVCOG Regional Food Recovery
Program to provide outreach and
inspections to edible food generators and
recovery organizations.
20 - 4
Climate Action Plan Update
September 7, 2022

Move ID Move Progress Report
SW.1.d Partner with the City's waste hauler,
to provide organic waste collection
and recycling services to all
commercial and residential
generators of organic waste.

Beginning January 2022, residential
customers can recycle their organic waste
by combining it with their yard waste. Staff
are working with Athens Services to expand
organics collection to commercial and
multifamily accounts.

SW.1.e Adopt an ordinance requiring all
residential and commercial
customers to subscribe to an
organic waste collection program
and/or report self-hauling or
backhauling of organics.

With the implementation of SB 1383,
residential and commercial customers will
be automatically subscribed to organic
waste collection services. Athens will work
with commercial and multifamily accounts to
deploy additional waste containers, if
necessary.

SW.1.f Conduct a Feasibility Study and
prepare an action plan to ensure
edible food reuse infrastructure is
sufficient to accept capacity needed
to recover 20% of edible food
disposed or identify proposed new
or expanded food recovery capacity.

A capacity study was completed as part of
the SGVCOG’s Regional Food Recovery
Program. Though current infrastructure is
sufficient for current edible food recovery,
new infrastructure may be needed as edible
food recovery increases. SGVCOG is
working to build regional food recovery
hubs in the San Gabriel Valley to meet
these demands.

SW.1.h Establish an edible food recovery
program supporting the City General
Plan and the City Green Action Plan
Move III.1.2 to minimize food waste.

The City is participating in the SGVCOG’s
Regional Food Recovery Program and
working on promoting education around
food waste.

SW.1.i Adopt an ordinance or enforceable
mechanism to regulate haulers
collecting organic waste, including
collection program requirements
and identification of organic waste
receiving facilities.

The ordinance adopted in December 2021
included regulations for organic waste
collection.
20 - 5
Climate Action Plan Update
September 7, 2022

Move ID Move Progress Report
SW.1.j Partner with City waste services to:
• Ensure organic waste collection
from mixed waste containers are
transported to a high diversion
organic waste processing facility.
• Provide quarterly route reviews to
identify prohibited contaminants
potentially found in containers that
are collected along route.
• Clearly label all new containers
indicating which materials are
accepted in each container, and
by January 1, 2025, place or
replace labels on all containers.

Per SB 1383 requirements, the City’s waste
hauler is diverting organic waste and
conducting quarterly waste
characterizations and regular contamination
monitoring. Staff is working to obtain labels
and new containers compliant with SB1383.

SW.2.f Require construction sites to
separate waste for proper diversion
and reuse or recycling.

This is a current practice required by the
City.

SW.2.h Develop policies to
mandate/encourage reduction of
waste and reuse in the food industry
(e.g. facilities serving prepared food
and prepackaged food; home meal
delivery services), hospitality
industry, and other commercial
industries. Efforts may include
developing ordinances for food
service ware and a ban on singleuse individual toiletry bottles in hotels/motels, grant/discount
programs for switching to reusables,
fast food champion pilot project, and
working with home meal delivery
services (e.g., Blue Apron), etc. to
explore opportunities to reduce
single-use packaging and
encourage reuse.

Per AB 1276, staff is working with the
NREC to recommend measures that will
reduce the use of single-use plastics.

Several of the Moves listed in the Solid Waste section will be completed as staff works with Athens Services and CalRecycle to implement the requirements of SB 1383, which requires the diversion of organic food waste to a composting facility. Staff have recently enlisted the assistance of MSW Consultants and R3 Consulting Group to assist with the revision of the waste hauling contract. In addition, staff will continue participating in the SGVCOG Regional Food Recovery program with inspection of edible food waste generators through 2024. The Food Recovery program has identified two food recovery organizations in South Pasadena: Holy Family Church and Saint James Episcopal 20 - 6
Climate Action Plan Update
September 7, 2022

Church; seven Tier 1 edible food generators: Vons, Pavilions, Ralphs, Bristol Farms, Grocery Outlet, Trader Joe’s, and Rite Aid; and six Tier 2 edible food generators:

Carrow’s Restaurant, Mamma’s Brick Oven Pizza, Shakers Family Restaurant, Twohey’s Restaurant, South Pasadena Care Center, and South Pasadena Unified School District. All but two Tier 1 edible food generators are currently donating their edible food. Tier 2 edible food generators have until 2024 to comply with edible food donation requirements.

MUNICIPAL
Move ID Move Progress Report
M.2.e Install EV charging stations at
municipal buildings.

The City is considering installation of EV
charging stations as part of SCE’s
Charge Ready Program to support
Police , Fire, and staff vehicles.

M.3.a Conduct a Feasibility Study to
determine which City buildings
would serve as ideal resilience
centers including solar and
battery installations.

Staff has conducted feasibility studies
with CPA’s Power Ready program to
include the Mound Avenue & Hope
Street City public parking lot as a
proposed site to build 230 kW of solar
panels, accompanied by an 600 kWh
approximate sized battery system.

Garfield Reservoir is also considered as
an ideal location for solar and battery
installations.

M.3.b Convert all streetlights to light
emitting diode (LED) bulbs.

Streetlights in the City are replaced with
LEDs as needed and resources allow.

M.3.c Work with the CPA to identify and
develop local solar projects to
connect to the grid.

Staff is working with CPA’s Power
Ready Program to install a solar project.
20 - 7
Climate Action Plan Update
September 7, 2022

Move ID Move Progress Report
M.3.d Install solar arrays at facilities
that currently do not have solar
arrays and work with emergency
services to add solar and battery
storage at priority locations.

Review options for potential to
combine multiple buildings into
micro-grid systems.

Staff are working with CPA’s Power
Ready Program to install solar arrays at
the Mound Avenue and Hope Street
Public Parking Lot to support regular
and emergency services at City Hall.

The City Hall complex serves a critical
community function as a public-facing
building that hosts offices for city staff,
the Fire Department, and the Police
Department - where most day-to-day
business functions are located. In
addition, the City Hall complex contains
the Emergency Operations Center
(EOC) and serves as the command post
when the incident EOC system is
activated.

M.3.e Explore opportunities and
partnerships to develop
renewable-powered fuel cell
micro-grids to provide back-up or
primary power for critical facilities
such as facilities providing
essential services (e.g. water
pumping facilities) and schools as
a clean alternative to diesel
generators.

Next Steps
As indicated in the CAP, it is anticipated that a review of the plan will be completed on a triennial basis, every three years. Part of the review initiated in 2023 will include an updated greenhouse gas inventory to calculate emissions reductions, since the implementation of the aforementioned ‘Moves’ in the CAP. In addition, City staff will begin utilizing the CAPDash monitoring software tool, which allows the tracking of annual emission reductions based on which ‘Plays’/‘Moves’ are implemented.

CAPDash is a publicly available web-based dashboard which will be accessible from the City’s website.

Fiscal Impact
This is an informational update regarding the status of the City’s Climate Action Plan.

Related fiscal impacts are addressed as the individual projects discussed are brought to Council as separate items.

Attachment
South Pasadena Climate Action Plan: Game Plan and Keeping Score Chapters 20 - 8

ATTACHMENT
South Pasadena Climate Action Plan: Game Plan
and Keeping Score Chapters
20 - 9
South Pasadena 2020
Final Climate Action Plan
20 - 10
Greenhouse Gas Emission Reduction Plays and Moves
Game Plan
20 - 11
Cornerstone
Engage South Pasadena youth in climate
action and provide education on ways to live C.1 a sustainable lifestyle. 20 40
- 12
Cornerstone
Play C.1 Engage South Pasadena youth in climate change and provide education on ways to live a sustainable lifestyle.

Target 2030: 25 MT of CO2e
2045: 78 MT of CO2e
Move
ID Move Time frame
CoBenefits
C.1.a Support South Pasadena Unified School District by providing students with information on climate change and the beneficial role of trees. Short C.1.b
Utilize South Pasadena’s historic neighborhoods to demonstrate to students the importance of mature urban trees in providing shade and reducing the urban heat island effect.

Short
C.1.c
Identify grant funding opportunities and engage with local nurseries and tree planting programs to identify appropriate and cost-effective California native plants/trees that can be both planted in the ground or remain potted for students living in rental/multi-family homes.

Short
41 Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 13
Energy
Maximize the usage of renewable power
within the community, by continuing to
achieve an opt-out rate lower than 4% for the
the Clean Power Alliance.

E.1
Electrify 100% of newly constructed E.2 buildings.

Electrify 5% of existing buildings by 2030 and E.3 80% by 2045.

Develop and promote reduced reliance on
natural gas through increased clean energy
systems that build off of renewable energy
development, production, and storage.

E.4
20 42
- 14
Move
ID Move Time frame
CoBenefits
E.2.a
Develop a webpage and materials for display at City Hall promoting the benefits of electrification and resources that can assist with the fuelswitching process.Short E.2.b
Provide financial and technical resources, including hosting workforce development trainings for installers and building owners/operators to discuss benefits and technical requirements of electrification.

Short
E.2.c
Perform regular internal trainings with planners and building officials on current state decarbonization goals and incentives available for electric homes.

Short
Energy
Play E.1
Maximize the usage of renewable power within the
community, by continuing to achieve an opt-out rate lower than 4% for the Clean Power Alliance.

Target 2030: 13,408 MT of CO2e
2045: 0 MT of CO2e
Move
ID Move Time frame
CoBenefits
E.1.a
Monitor progress and perform public outreach and education campaigns highlighting the benefits of 100% renewable energy, including:
✓ Monitoring opt-out rates on an annual basis
✓ Tabling at community events
✓ Establishing an informational resource page on the City website ✓ Regular social media posts
✓ Energy bill inserts
Short
Play E.2 Electrify 100% of newly constructed buildings.

Target 2030: 228 MT of CO2e
2045: 935 MT of CO2e
43 Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 15
Move
ID Move Time frame
CoBenefits
E.3.a Develop an existing building electrification permit tracking program to track annual progress in achieving the targeted electrification goal. Short E.3.b Keep an updated list of rebates and incentives available to residents who would like to convert their buildings to electric power. Short Play E.3 Electrify 5% of existing buildings by 2030 and 80% by 2045.

Target 2030: 1,184 MT of CO2e
2045: 19,355 MT of CO2e
Move
ID Move Time frame
CoBenefits
E.2.d* Provide education around cooking with electric appliances, including demonstrations from chefs and/or local restaurants, as available. Short E.2.e
Adopt an Electrification Readiness Reach Code per California Energy Commission (CEC) reach code requirements for all new buildings and accessory dwelling units which eliminates the piping of natural gas. In doing so the City will:
✓ Engage with stakeholders, both internal stakeholders, such as City staff and officials, and external stakeholders, such as local developers regarding the purpose and impact of the reach code
✓ Conduct a cost effectiveness study
✓ Develop and draft an ordinance
✓ Conduct public hearings, public notices, and formally adopt the ordinance ✓ Submit the adopted ordinance to the California Energy Commission (CEC) Mid
E.2.f
Adopt an ordinance that allows granting of minor allowances for certain site development standards when there is no practical ways to design a project to be all electric.

Mid
44 Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 16
Move
ID Move Time frame
CoBenefits
E.3.c
Provide education on the potential energy savings and benefits of electric heat pumps for water heating and space heating when permits for replacement are obtained.

Short
E.3.d
Work with Southern California Edison (SCE) and/or the Clean Power Alliance to provide rebates for residential replacement of natural gas-powered air and water heating appliances with electric-powered.

Short
E.3.e
Promote water heater, space heating, and appliance (electric stoves/dryers) replacement programs and incentives (residential) at time of construction permit.

Mid
E.3.f
Perform an existing buildings analysis in order to understand the potential for electrification retrofitting in South Pasadena and establish a roadmap for eliminating natural gas from existing buildings.

Mid
E.3.g
Establish a comprehensive, coordinated education campaign focused towards property owners, landlords, property management companies, and occupants for reducing the use of natural gas in homes and businesses.

Establish a shared understanding of existing incentives for electric appliances and upgrades, and how to access them, including SCE incentive programs and rebates.

Mid
E.3.h
Perform a cost-effectiveness study for electrification retrofitting, including requirements for newly permitted HVAC/hot water heaters and other appliances to be electric.

Mid
E.3.i
Develop a best practices model based on the progress electrifying existing buildings in South Pasadena and outside of South Pasadena to significantly increase electrification post-2030.

Long
45 Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 17
Move
ID Move Time frame
CoBenefits
E.4.a Conduct a Feasibility Study to assess cost and applicable locations for installation of battery back-up systems or generators throughout the City. Short E.4.b
Promote installation of storage technology in concert with renewable energy infrastructure through educational programs, outreach, and information provided via City platforms.

Short
E.4.c Conduct "micro-grid" Feasibility/Pilot Study in support of the General Plan. Short E.4.d
In support of the General Plan, develop and implement a Solar Action Plan with a goal of meeting 50% of South Pasadena's power demand through solar by 2040.

Short
E.4.e
In support of the 2018-2019 City Strategic Plan, develop a strategy and implementation schedule for the Renewable Energy Plan, after completion of the feasibility study.

Short
E.4.f
Adopt a PV (Solar) Ordinance requiring newly constructed and majorly renovated multi-family and commercial buildings to install PV systems with an annual output greater or equal to 25% of buildings electricity demand.

Mid
Play E.4
Develop and promote reduced reliance on natural gas through increased clean energy systems that build off of renewable energy development, production, and storage.

Target Supportive of 2030 Goals
Supportive of 2045 Goals
46 Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 18
Move
ID Move Time frame
CoBenefits
E.4.g Require all new structures or major retrofits to be pre-wired for solar panels. Mid E.4.h
Work with various City departments to establish and streamline battery storage requirements to allow for easier implementation of these technologies throughout the City.

Mid
E.4.i*
Work with home and business owners, including those in the historic districts, to identify and promote renewable energy demonstration projects to showcase the benefits.

Mid
E.4.j*
Work with SCE and the CPA to develop a program and timeline for increasing resilience to power losses, including Public Safety Power Shutoffs (PSPS), and climate-driven extreme weather events for low-income, medically dependent, and elderly populations through installation of renewable energy and onsite energy storage with islanding capabilities, following appropriate project-level environmental review.

Mid
47 Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 19
Transportation
Increase zero-emission vehicle and
equipment adoption to 13% by 2030 and 25% T.1 by 2045.

Implement programs for public and shared
transit that decrease passenger car vehicle T.2 miles traveled 2% by 2030 and 4% by 2045.

Develop and implement an Active
Transportation Plan to shift 3% of passenger
car vehicle miles traveled to active
transportation by 2030, and 6% by 2045.

T.3
20 48
- 20
Move
ID
Move Time
frame
CoBenefits
T.1.a
Develop an EV Readiness Plan to establish a path forward to increase EV infrastructure within the City and promote mode shift to EVs that is consistent with the City General Plan. In conjunction with an EV Readiness Plan, conduct a community EV Feasibility Study to assess infrastructure needs and challenges.

Short
T.1.b
Adopt an EV Charging Retrofits in Existing Commercial and Multifamily Buildings reach code requiring major retrofits, with either a permit value over $200,000 or including modification of parking surfaces or electric panels, to meet CalGreen requirements for “EV Ready” charging spaces and infrastructure.

Short
T.1.c Streamline permit processes (city, county, state, utility) for electric vehicle charging infrastructure and alternative fuel stations. Short T.1.d
Enhance promotion of public and private conversion to zero-emission vehicles through implementation of the City General Plan; including use of City events, social media, and the City website to educate on benefits of zeroemission vehicles and available incentives.

Short
T.1.e
Establish an ordinance that restricts use of gas-powered lawn equipment, including leaf blowers, and provide information on the City website outlining available incentives.

Short
Transportation
Play T.1 Increase zero-emission vehicle and equipment to 13% by 2030 and 25% by 2045.

Target 2030: 3,774 MT of CO2e
2045: 6,629 MT of CO2e
49 Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 49
- 21
Move
ID Move Time frame
CoBenefits
T.1.f
Adopt an EV Readiness Reach Code requiring new commercial construction to provide the minimum number of EV capable spaces to meet Tier 2 requirements (20% of total). In doing so the City will:
✓ Engage with stakeholders, both internal stakeholders, such as local government staff and officials, and external stakeholders, such as local developers regarding the purpose and impact of the reach code ✓ Conduct a cost effectiveness study
✓ Develop and draft an ordinance
✓ Conduct public hearings, public notices, and formally adopt the ordinance
✓ Submit the adopted ordinance to the California Energy Commission (CEC)
Short
T.1.g Earmark and identify additional funding for implementation of the EV Readiness Plan to include public charging infrastructure in key locations.

Short /
Mid
Play T.2
Implement programs for public and shared transit that
decrease passenger car vehicle miles traveled 2% by 2030 and 4% by 2045.

Target 2030: 807 MT of CO2e
2045: 1,399 MT of CO2e
Move
ID Move Time frame
CoBenefits
T.2.a Conduct a Feasibility and Community Interest Study on the four transit improvement options of the City's General Plan. Short
T.2.b Pursue a community car, bike, or e-scooter "micro-transit" share pilot consistent with the City General Plan. Short
50 50
Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 22
Move
ID Move Time frame
CoBenefits
T.2.c
Conduct local transportation surveys to better understand the community’s needs and motivation for traveling by car versus other alternatives such as bus or Metro Gold Line light rail. Use survey results to inform transit expansion and improvement projects.

Short /
Mid
T.2.d
Adopt a Transportation Demand Management (TDM) Plan for the City that includes a transit system focus. Provide incentives for implementation of TDM measures at local businesses and new developments.

Mid
T.2.e
Facilitate transportation equity through targeted provision of programs that encourage minority, low-income, disabled, and senior populations to take transit, walk, bike, use rideshare or car share.

Mid
Play T.3
Develop and implement an Active Transportation Plan to shift 3% of passenger car vehicle miles traveled to active
transportation by 2030, and 6% by 2045.

Target 2030: 1,186 MT of CO2e
2045: 2,015 MT of CO2e
Move
ID Move Time frame
CoBenefits
T.3.a
Develop and adopt an Active Transportation Plan consistent with Southern California Association of Governments (SCAG) 2016 Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS) that will identify funding strategies and policies for development of pedestrian, bicycle, and other alternative modes of transportation projects. Establish citywide events, outreach, educational programs, and platforms to promote active transportation in the community in support of the General Plan.

Short
T.3.b
In conjunction with the City’s Complete Streets Policy, conduct a Street/Intersection Study to identify streets and intersections that can be improved for pedestrians and bicyclists through traffic calming measures and/or where multi-use pathway opportunities exist to increase active transportation.

Short
51 51
Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 23
Move
ID Move Time frame
CoBenefits
T.3.c Periodically review and update the City’s Bicycle and Pedestrian Network Map and post throughout City. Short
T.3.d*
Work with South Pasadena Active, Active San Gabriel Valley (ActiveSGV), and/or Metro to develop programs and classes to teach and promote bicycle riding education and safety to residents of all ages and skill levels, as well as educate drivers.

Short
T.3.e
Conduct a nexus study and develop an ordinance requiring payment of fees from development projects to implement safe active transportation routes and infrastructure citywide.

Mid
T.3.f
Amend zoning code to require installation of bike stalls or lockers at new developments, "mobility hubs", and during change of use of existing buildings, consistent with the General Plan.

Mid
T.3.g
Adopt a Trip Reduction Ordinance that incudes requirements in the Zoning Code to require end-of-trip facilities for cyclists (e.g., showers, bike repair kiosks, and lockers) in new, non-residential building projects of a specified size.

Mid
52 52
Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 24
Water
Reduce per capita water consumption by 10% W.1 by 2030 and 35% by 2045. 20 53
- 25
Move
ID Move Time frame
CoBenefits
W.1.a Continue to enforce the Model Water Efficient Landscapes Ordinance. Short W.1.b
Work with the Los Angeles County Sanitation District (LACSD) and/or the Upper San Gabriel Valley Municipal Water District to bring recycled water lines and infrastructure to the City.

Short
W.1.c
In conjunction with the Downtown Specific Plan Action and City General Plan, adopt an ordinance restricting the use of potable water for non-potable uses and requiring greywater capture for land uses that are excess water users (e.g. golf courses, car washes, large fields, etc.).

Short
W.1.d
Implement Plays 1 through 4 under Goal II of the Green Action Plan on the provided implementation timeline, aiming to provide education and promotion of greywater systems. (See the City's Green Action Plan for more information).

Short
W.1.e
In conjunction with Move II.1.1 of the City Green Action Plan, develop a Recycled Water Use Master Plan that identifies access to recycled water and quantity of recycled water available to the City, as well as establishes an implementation plan. The implementation plan shall identify land use types (i.e., landscaping, gold courses, fields) and specific projects that will switch from potable to recycled water use allowing for a goal of 20% of City's potable water use to be replaced with recycled water.

Short
W.1.f Implement 100% renewable power for all pumping and treatment of water. Short Water
Play W.1 Reduce per capita water consumption by 10% by 2030 and 35% by 2045.

Target 2030: 414 MT of CO2e
These emissions not added to the total because they are accounted for in Play E-1. 2045: 0 MT of CO2e
54 54
Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 26
Solid Waste
Implement and enforce SB 1383 organics and
recycling requirements to reduce landfilled
organics waste emissions 50% by 2022 and
75% by 2025.

SW.1
Reduce residential and commercial waste
sent to landfills by 50% by 2030 and 100% by SW.2 2045. 20 55
- 27
Move
ID Move Time frame
CoBenefits
SW.1.a Adopt procurement policies to comply with SB 1383 requirements for jurisdictions to purchase recovered organic waste products. Short SW.1.b
Adopt an ordinance requiring compliance with SB 1383. Ensure ordinances established through the City General Plan are consistent with SB 1383 requirements; and revise ordinances if necessary.

Short
SW.1.c Adopt an Edible Food Recovery Ordinance for edible food generators, food recovery services, or organization that are required to comply with SB 1383. Short SW.1.d
Partner with the City's waste hauler, to provide organic waste collection and recycling services to all commercial and residential generators of organic waste.

Short
SW.1.e
Adopt an ordinance requiring all residential and commercial customers to subscribe to an organic waste collection program and/or report self-hauling or backhauling of organics.

Short
SW.1.f
Conduct a Feasibility Study and prepare an action plan to ensure edible food reuse infrastructure is sufficient to accept capacity needed to recover 20% of edible food disposed or identify proposed new or expanded food recovery capacity.

Short
SW.1.g
Establish an education and outreach program for school children and adults around food waste prevention, nutrition education, and the importance of edible food recovery. Support City Green Action Plan Play III identified educational goals (Move III.1.3., Move III.1.4., Move III1.6., Move III.2.1, Move III. 3.3, and Move III.4.2) through an established educational program.

Mid
Solid Waste
Play SW.1
Implement and enforce SB 1383 organics and recycling requirements to reduce landfilled organics waste emissions 50% by 2022 and 75% by 2025.

Target 2030: 1,702 MT of CO2e
2045: 1,764 MT of CO2e
56 56
Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 28
Move
ID Move Time frame
CoBenefits
SW.1.h Establish an edible food recovery program supporting the City General Plan and the City Green Action Plan Move III.1.2 to minimize food waste.

Short /
Mid
SW.1.i
Adopt an ordinance or enforceable mechanism to regulate haulers collecting organic waste, including collection program requirements and identification of organic waste receiving facilities.

Short /
Mid
SW.1.j
Partner with City waste services to:
✓ Ensure organic waste collection from mixed waste containers are transported to a high diversion organic waste processing facility. ✓ Provide quarterly route reviews to identify prohibited contaminants potentially found in containers that are collected along route. ✓ Clearly label all new containers indicating which materials are accepted in each container, and by January 1, 2025, place or replace labels on all containers.

Mid
Play SW.2 Reduce residential and commercial waste sent to landfills by 50% by 2030 and 100% by 2045.

Target 2030: 415 MT of CO2e
2045: 859 MT of CO2e
Move
ID Move Time frame
CoBenefits
SW.2.a Develop and implement a Zero Waste Plan in order to reach South Pasadena’s goal of zero waste by 2040. Short
SW.2.b*
Provide ongoing education to residents, business owners, and South Pasadena School District regarding waste reduction, composting, and recycling.

Short
57 57
Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 29
Move
ID Move Time frame
CoBenefits
SW.2.c
Increase reuse, recycling, and composting at temporary public events by mandating the installation of public recycling and composting containers and collection service; and encouraging reusable food ware, when relevant, according to the California State Retail Food Code.

Short
SW.2.d
Develop a waste department or working group to enhance recycling and composting outreach and provide technical assistance or information in support of City Green Action Plan Move III. Additionally, implement and share a Recycle and Reuse Directory through City platforms, in support of Green Action Plan Move I.2.5.

Short
SW.2.e Adopt an ordinance requiring compliance with Sections 4.410.2, 5.410.1,

4.408.1, and 5.408.1 of the California Green Building Standards Code related to construction of buildings with adequate space for recycling containers and construction and demolition (C&D) recycling.

Short
SW.2.f Require construction sites to separate waste for proper diversion and reuse or recycling. Short
SW.2.g Develop and implement a Waste Stream Education Program targeting property managers of multi-family residences and the commercial sector, in support of Goal III of the City Green Action Plan.

Short
SW.2.h
Develop policies to mandate/encourage reduction of waste and reuse in the food industry (e.g. facilities serving prepared food and prepackaged food; home meal delivery services), hospitality industry, and other commercial industries. Efforts may include developing ordinances for food service ware and a ban on single-use individual toiletry bottles in hotels/motels, grant/discount programs for switching to reusables, fast food champion pilot project, and working with home meal delivery services (e.g., Blue Apron), etc. to explore opportunities to reduce single-use packaging and encourage reuse.

Short
SW.2.i Encourage reusable foodware; or if reusable foodware is not a feasible option, explore opportunities to mandate/encourage a switch to more environmentally friendly alternatives for various products in the commercial industry, when relevant.

Short
58 58
Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 30
Carbon
Sequestration
Increase carbon sequestration through
increased tree planting and green CS.1
space.
20 59
- 31
Move
ID Move Time frame
CoBenefits
CS.1.a
Identify and map public spaces that can be converted to green space, including public parking that can be converted to parklets, freeway airspace that can be made into green space, vertical walls that can be planted with vines, and rooftops of public buildings that can be developed into gardens.

Short
CS.1.b
Adopt a Greenscaping Ordinance that has a street tree requirement for all zoning districts, has a shade tree requirement for new development, requires greening of parking lots, and increases permeable surfaces in new development.

Short
CS.1.c
Prepare and adopt an Urban Forest Management Plan for the City that includes an inventory of existing trees, identifies future tree planting opportunities, and a climate-ready tree palette, as well as ongoing operations and maintenance needs.

Short /
Mid
CS.1.d
Adopt a standard policy and set of practices for expanding urban tree canopy and placing vegetative barriers between busy roadways and developments to reduce exposure to air pollutants from traffic.

Short /
Mid
Carbon Sequestration
Play CS.1 Increase carbon sequestration through increased tree planting and green space.

Target 2030: 19 MT CO2e
2045: 39 MT CO2e
60 60
Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 32
Municipal
M.1 Reduce carbon intensity of City operations.

Electrify the municipal vehicle fleet and M.2 mobile equipment.

Increase City's renewable energy production M.3 and energy resilience. 20 61
- 33
Move
ID Move Time frame
CoBenefits
M.1.a
As recommended in the 2016 Renewable Energy Council Report, complete energy audits for all City facilities and implement all feasible recommendations for fuel switching and efficiency upgrades.

Short
M.1.b As recommended in the 2016 Renewable Energy Council Report, purchase renewable natural gas (RNG) for applicable City fleet vehicles. Short M.1.c* Establish an employee rideshare program. Short
M.1.d As recommended in the 2016 Renewable Energy Council Report, install PV solar systems at the City Hall and at Wilson Reservoir. Mid M.1.e
Adopt retrofitting policy for City owned buildings such that energy efficient and electrification retrofits are incorporated into City buildings as they become available.

Mid
M.1.f
Develop a policy for the City which would require all new building RFP’s to include life cycle costing over 30 years and tie this directly to energy consumption and building electrification. This would include the buildings operational and maintenance costs and ensure that the City has the most cost effective (and sustainable) building possible.

Mid /
Long
M.1.g
As recommended in the 2016 Renewable Energy Council Report, invest all savings from City energy efficiency projects into a new revolving green fund that can be used to fund additional energy efficiency and GHG reduction projects.

Long
Municipal
Play M.1 Reduce carbon intensity of City operations.

Target 2030: 188 MT of CO2e
2045: 188 MT of CO2e
62 62
Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 34
Play M.2 Electrify the municipal vehicle fleet and mobile equipment.

Target 2030: 23 MT of CO2e
2045: 23 MT of CO2e
Move
ID Move Time frame
CoBenefits
M.2.a
Develop a suite of transportation demand management tools to incentivize alternative transportation methods for employees, including telecommute options.

Short
M.2.b Provide bicycles and bicycle storage for employees to use during work hours for short business or personal trips. Short
M.2.c Develop and adopt a policy to apply lifecycle assessment to all new vehicle and equipment purchases. Mid
M.2.d
Implement the City Fleet Alternative Fuel Conversion Policy developed under the City General Plan, electrifying the City vehicle fleet and using it to encourage residents to convert as well.

Mid
M.2.e Install EV charging stations at municipal buildings. Mid 63 63
Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 35
Play M.3 Increase City's renewable energy production and energy resilience.

Target Supportive of 2030 Goals
Supportive of 2045 Goals
Move
ID Move Time frame
CoBenefits
M.3.a Conduct a Feasibility Study to determine which City buildings would serve as ideal resilience centers including solar and battery installations. Short M.3.b Convert all streetlights to light emitting diode (LED) bulbs. Short M.3.c Work with the CPA to identify and develop local solar projects to connect to the grid. Mid
M.3.d
Install solar arrays at facilities that currently do not have solar arrays and work with emergency services to add solar and battery storage at priority locations. Review options for potential to combine multiple buildings into micro-grid systems.

Mid
M.3.e*
Explore opportunities and partnerships to develop renewable-powered fuel cell micro-grids to provide back-up or primary power for critical facilities such as facilities providing essential services (e.g. water pumping facilities) and schools as a clean alternative to diesel generators.

Long
64 64
Sustainable
Ecosystems
Economic
Security
Improved
Air Quality
Resource
Efficiency
Public
Health
Green
Jobs *Move added based on community feedback
Short- Mid- Long-term
Now 3 years 5 years 10+ years
20 - 36
Implementation and the Next Steps
Keeping Score
20 - 37
71 Figure 11 CAPDash – Implementation and Monitoring Tool CAPDash
CAPDash is a customizable, web-based dashboard
developed by Rincon Consultants, Inc. that allows
the City of South Pasadena to track the annual
emission reductions achieved through
implementation of each Play and meet the
requirements of CEQA Section 15183.5(b) (see
Figure 11). The City will conduct annual
implementation monitoring of the GHG emissions
reduction measures and report out on this progress
to City Council every third year beginning in 2023.

The process for monitoring and quantifying measure
implementation status relies on key target metrics
identified for each of the Plays and Moves. By
committing to annual monitoring of CAP
implementation progress and adjusting where
necessary, South Pasadena will rise to meet the local
and global imperative of reducing greenhouse gas
emissions. In the process of meeting that challenge,
we will benefit from the supplemental health,
economic, resilience, and other co-benefits of the
GHG emissions reduction measures. This game plan
marks another major milestone in the City’s
commitment to a sustainable future.

Funding Strategy
This Plan focuses first and foremost on Plays and
Moves that are either no or low-cost to the
community. The single largest GHG emissions
reduction will come from a communitywide switch
to the Clean Power Alliance’s carbon-free power
portfolio at very low cost to the community, which
occurred in 2019. Not only will this single Play
reduce GHG emissions, but it will also provide the
foundation for the City’s long-term GHG emissions
reduction plan. Other Plays and Moves, such as
electrification of existing buildings may not yet be
feasible for everyone. However, more and more
resources are becoming available and being provided
20 - 38
Equity
Limit the imposition of new costs on the segments of the community that have the least ability to shoulder increased cost; target assistance to low- and moderate-income households
Cost-Effectiveness
Prioritize the use of available local resources to implement the Plays and Moves that have the highest GHG reduction potential; when possible, the Plays and Moves in the CAP will generate long-term cost savings that will repay and even generate a return on investment (ROI)
Leveraging Local Resources
Leverage General Fund resources and in-kind staff time to aggressively seek grants (such as the grant that funded this CAP), matching funds, in-kind contributions, and other resources from state, federal, and philanthropic sources to help pay for actions and limit the cost to the City, local residents, and businesses
Figure 12 Funding Strategy Principles
by the state, local government, and utilities to help
fund this transition. The City will seek grants,
matching funds, in-kind contributions, and other
resources to help pay for Plays and Moves and limit
the cost of implementation to the City and our
collective community.

Full implementation of the City’s CAP will require
investments on the part of the City, local households
and property owners, and commercial businesses. In
most cases, the expenditures will not only help to
reduce GHG emissions but will also bring other
valuable co-benefits as described in the Plays and
Moves. The CAP will be implemented over time.

Funding sources for some actions can be identified at
the outset, while the best means to fund other
actions will be determined at the time the City is
ready to implement them, depending on the
resources available. Three primary principles can
help the City determine the best approach to funding
various Plays and Moves, including: equity, costeffectiveness, and ability to leverage local resources, as outlined in Figure 12. An overview of funding
sources can be found in Table 733 and a detailed
Funding Strategy is provided in Appendix E.

Shown in Table 7 is the estimated cost for each
Move and combined for each Play based on a
conservative, high-level estimate. For example, Play
C.1 has three Moves, that are each estimated to cost
$10,000 or less. Therefore, it is conservatively
assumed that the entire Play could cost up to
approximately $30,000.

Going the Distance
If the City has not made sufficient progress on GHG
emissions reduction goals by the next triennial
review, a CAP update may be required to establish
new or more robust emission reduction goals to
increase emissions reductions and maintain status as
a CEQA-qualified GHG emissions reduction plan. The
CAP update could require additional implementation
of the existing actions and/or additional actions such
as shifting incentive and educational programs to
mandatory requirements. A complete CAP update
for post-2030 emissions reductions targets will be
required, and City staff shall begin this effort by
2029, during the third triennial review.
72 33. It is important to note that the costs shown in Table 7 outline the full implementation of each Move and are not representative of an annual cost.
20 - 39
Move
Total
Cost
City
Lead
Potential
Funding Source
Play C.1 Engage South Pasadena youth in climate action and provide education on ways to live a sustainable lifestyle. ~ $30k
C.1.a Support South Pasadena Unified School District by providing students with information on climate change and the beneficial role of trees.

U.S. EPA -
Environmental
Education Grants
C.1.b Utilize South Pasadena’s historic neighborhoods to demonstrate to students the importance of mature urban trees in providing shade and reducing the urban heat island effect.

U.S. EPA -
Environmental
Education Grants
C.1.c Identify grant funding opportunities and engage with local nurseries and tree planting programs to identify appropriate and cost-effective California native plants/trees that can be both planted in the ground or remain potted for students living in rental/multi-family homes.

General Fund
Play E.1 Maximize the usage of renewable power within the community, by continuing to achieve an opt-out rate lower than 4% for the Clean Power Alliance. ~ $10k E.1.a Monitor progress and perform public outreach and education campaigns highlighting the benefits of 100% renewable energy, including:
✓ Monitoring opt-out rates on an annual basis
✓ Tabling at community events
✓ Establishing an informational resource page on the City website ✓ Regular social media posts
✓ Energy bill inserts
General Fund
Play E.2 Electrify 100% of newly constructed buildings. ~ $120k E.2.a Develop a webpage and materials for display at City Hall promoting the benefits of electrification and resources that can assist with the fuel-switching process.

General Fund
E.2.b Provide financial and technical resources, including hosting workforce development trainings for installers and building owners/operators to discuss benefits and technical requirements of electrification.

Foothill Workforce
Development Board –
job training
E.2.c Perform regular internal trainings with planners and building officials on current state decarbonization goals and incentives available for electric homes.

General Fund
Table 7 Funding Matrix
73 $10k to $50k
Low Cost
<$10k
Minimal Cost
$50k to 100k
Medium Cost Public Works Planning
and Building
Management
Services
Finance Community
Services
$100k+
High Cost
20 - 40
Move
Total
Cost
City
Lead
Potential
Funding Source
E.2.d Provide education around cooking with electric appliances, including demonstrations from chefs and/or local restaurants, as available.

General Fund
E.2.e Adopt an Electrification Readiness Reach Code per California Energy Commission (CEC) reach code requirements for all new buildings and accessory dwelling units which eliminates the piping of natural gas. In doing so the City will:
✓ Engage with stakeholders, both internal stakeholders, such as City staff and officials, and external stakeholders, such as local developers regarding the purpose and impact of the reach code ✓ Conduct a cost effectiveness study
✓ Develop and draft an ordinance
✓ Conduct public hearings, public notices, and formally adopt the ordinance
✓ Submit the adopted ordinance to the California Energy Commission (CEC)
Grant Funding
E.2.f Adopt an ordinance that allows granting of minor allowances for certain site development standards when there is no practical ways to design a project to be all electric
Grant Funding
Play E.3 Electrify 5% of existing buildings by 2030 and 80% by 2045. ~ $195k E.3.a Develop an existing building electrification permit tracking program to track annual progress in achieving the targeted electrification goal.

General Fund
E.3.b Keep an updated list of rebates and incentives available to residents who would like to convert their buildings to electric power.

General Fund
E.3.c Provide education on the potential energy savings and benefits of electric heat pumps for water heating and space heating when permits for replacement are obtained.

General Fund
E.3.d Work with Southern California Edison (SCE) and/or the Clean Power Alliance to provide rebates for residential replacement of natural gas-powered air and water heating appliances with electricpowered.

1. General Fund

2. SCE

3. Clean Power
Alliance for rebate
funding
E.3.e Promote water heater, space heating, and appliance (electric stoves/dryers) replacement programs and incentives (residential) at time of construction permit.

General Fund
E.3.f Perform an existing buildings analysis in order to understand the potential for electrification retrofitting in South Pasadena and establish a roadmap for eliminating natural gas from existing buildings.

California Energy
Commission – Energy
Partnership Program
-
74 $10k to $50k
Low Cost
<$10k
Minimal Cost
$50k to 100k
Medium Cost Public Works Planning
and Building
Management
Services
Finance Community
Services
$100k+
High Cost
20 - 41
Move
Total
Cost
City
Lead
Potential
Funding Source
E.3.g Establish a comprehensive, coordinated education campaign focused towards property owners, landlords, property management companies, and occupants for reducing the use of natural gas in homes and businesses. Establish a shared understanding of existing incentives for electric appliances and upgrades, and how to access them, including SCE incentive programs and rebates.

1. SCE/CPA or SCG –
rebates, incentives,
and financing
programs

2. U.S. EPA -
Environmental
Education Grants
E.3.h Perform a cost-effectiveness study for electrification retrofitting, including requirements for newly permitted HVAC/hot water heaters and other appliances to be electric.

California Energy
Commission
E.3.i Develop a best practices model based on the progress electrifying existing buildings in South Pasadena and outside of South Pasadena to significantly increase electrification post-2030.

Grant Funding
Play E.4 Develop and promote reduced reliance on natural gas through increased clean energy systems that build off of renewable energy development, production, and storage.
~ $ 360k
E.4.a Conduct a Feasibility Study to assess cost and applicable locations for installation of battery back-up systems or generators throughout the City.

California Energy
Commission (CEC) -
Energy Partnership
Program
E.4.b Promote installation of storage technology in concert with renewable energy infrastructure through educational programs, outreach, and information provided via City platforms.

General Fund
E.4.c Conduct "micro-grid" Feasibility/Pilot Study in support of the General Plan.

California Energy
Commission (CEC) -
Energy Partnership
Program
E.4.d In support of the General Plan, develop and implement a Solar Action Plan with a goal of meeting 50% of South Pasadena's power demand through solar by 2040.

Private Solar
Dealers/Installers
E.4.e In support of the 2018-2019 City Strategic Plan, develop a strategy and implementation schedule for the Renewable Energy Plan, after completion of the feasibility study.

Grant Funding
E.4.f Adopt a PV (Solar) Ordinance requiring newly constructed and majorly renovated multi-family and commercial buildings to install PV systems with an annual output greater or equal to 25% of buildings electricity demand.

Grant Funding
E.4.g Require all new structures or major retrofits to be pre-wired for solar panels.

General Fund
-
75 $10k to $50k
Low Cost
<$10k
Minimal Cost
$50k to 100k
Medium Cost Public Works Planning
and Building
Management
Services
Finance Community
Services
$100k+
High Cost
20 - 42
Move
Total
Cost
City
Lead
Potential
Funding Source
E.4.h Work with various City departments to establish and streamline battery storage requirements to allow for easier implementation of these technologies throughout the City.

General Fund
E.4.i Work with home and business owners, including those in the historic districts, to identify and promote renewable energy demonstration projects to showcase the benefits.

General Fund
E.4.j Work with SCE and the CPA to develop a program and timeline for increasing resilience to power losses, including Public Safety Power Shutoffs (PSPS), and climate-driven extreme weather events for low-income, medically dependent, and elderly populations through installation of renewable energy and onsite energy storage with islanding capabilities, following appropriate project-level environmental review.

1. SCE

2. CPA
Play T.1 Increase zero-emission vehicle and equipment adoption to 13% by 2030 and 25% by 2045. ~ $130k
T.1.a Develop an EV Readiness Plan to establish a path forward to increase EV infrastructure within the City and promote mode shift to EVs that is consistent with the City General Plan. In conjunction with an EV Readiness Plan, conduct a community EV Feasibility Study to assess infrastructure needs and challenges.

1. Moving California,
California Climate
Investments -
Sustainable
Transportation
Equity Project (STEP)

2. CARB- Clean
Vehicle Rebate
Program
T.1.b Adopt an EV Charging Retrofits in Existing Commercial and Multifamily Buildings reach code requiring major retrofits, with either a permit value over $200,000 to meet CalGreen
requirements for “EV Ready” charging spaces and infrastructure.

1. Moving California,
California Climate
Investments - STEP

2. CAL eVIP -
Southern California
Incentive Project
(SCIP)
T.1.c Streamline permit processes (city, county, state, utility) for electric vehicle charging infrastructure and alternative fuel stations. General Fund T.1.d Enhance promotion of public and private conversion to zeroemission vehicles through implementation of the City General Plan; including use of City events, social media, and the City website to educate on benefits of zero-emission vehicles and available incentives.

General Fund
T.1.e Establish an ordinance that restricts use of gas-powered lawn equipment, including leaf blowers, and provide information on the City website outlining available incentives.

General Fund
76 $10k to $50k
Low Cost
<$10k
Minimal Cost
$50k to 100k
Medium Cost Public Works Planning
and Building
Management
Services
Finance Community
Services
$100k+
High Cost
-
20 - 43
Move
Total
Cost
City
Lead
Potential
Funding Source
T.1.f Adopt an EV Readiness Reach Code requiring new commercial construction to provide the minimum number of EV capable spaces to meet Tier 2 requirements (20% of total). In doing so the City will:
✓ Engage with stakeholders, both internal stakeholders, such as local government staff and officials, and external stakeholders, such as local developers regarding the purpose and impact of the reach code
✓ Conduct a cost effectiveness study
✓ Develop and draft an ordinance
✓ Conduct public hearings, public notices, and formally adopt the ordinance
✓ Submit the adopted ordinance to the California Energy Commission (CEC)

1. Grant Funding

2. AB 2766 funds
T.1.g Earmark and identify additional funding for implementation of the EV Readiness Plan to include public charging infrastructure in key locations.

1. General Fund

2. AB 2766 – local
subventions

3. Funding from EV
charging station
companies
Play T.2 Implement programs for public and shared transit that decrease passenger car vehicle miles traveled 2% by 2030 and 4% by 2045. ~ $125k T.2.a Conduct a Feasibility and Community Interest Study on the four transit improvement options of the City's General Plan.

1. SCAG - Sustainable
Communities
Program

2. AB 2766 - Local
Subventions

3. LA County
Measures A, C, R, M
- Local Return
Program
T.2.b Pursue a community car, bike, or e-scooter "micro-transit" share pilot consistent with the City General Plan.

AB2766 - Local
Subventions
T.2.c Conduct local transportation surveys to better understand the community’s needs and motivation for travelling by car versus other alternatives such as bus or Metro Gold Line light rail. Use survey results to inform transit expansion and improvement projects.

General Fund
T.2.d Adopt a Transportation Demand Management (TDM) Plan for the City that includes a transit system focus. Provide incentives for implementation of TDM measures at local businesses and new developments.

LA County Measures
A, C, R, M – Local
Return Program
77 $10k to $50k
Low Cost
<$10k
Minimal Cost
$50k to 100k
Medium Cost Public Works Planning
and Building
Management
Services
Finance Community
Services
$100k+
High Cost
-
-
20 - 44
Move
Total
Cost
City
Lead
Potential
Funding Source
T.2.e Facilitate transportation equity through targeted provision of programs that encourage minority, low-income, disabled, and senior populations to take transit, walk, bike, use rideshare or car share.

LA County Measures
A, C, R, M – Local
Return Program
Play T.3 Develop and implement an Active Transportation Plan to shift 3% of passenger car VMT to active transportation by 2030, and 6% by 2045. ~ $190 Play T.3.a Develop and adopt an Active Transportation Plan consistent with SCAG 2016 RTP/SCS that will identify funding strategies and policies for development of pedestrian, bicycle, and other alternative modes of transportation projects. Establish citywide events, outreach, educational programs, and platforms to promote active transportation in the community in support of the General Plan.

1. California
Transportation
Commission (CTC) -
Active
Transportation
Program (ATP)

2. LA Metro - TDA
Article 3
Play T.3.b In conjunction with the City’s Complete Streets Policy, conduct a Street/Intersection Study to identify streets and intersections that can be improved for pedestrians and bicyclists through traffic calming measures and/or where multi-use pathway opportunities exist to increase active transportation.

1. California
Transportation
Commission (CTC) -
Local Partnership
Program (LPP)

2. Mitigation fees
paid by new
development
projects that
contribute to VMT -
Local VMT-based
transportation
impact fee or
local/regional VMT
bank/exchange
program

3. LA Metro - TDA
Article 3
Play T.3.c Periodically review and update the City’s Bicycle and Pedestrian Network Map and post throughout City. General Fund Play T.3.d Work with South Pasadena Active, Active San Gabriel Valley (ActiveSGV), and/or Metro to develop programs and classes to teach and promote bicycle riding education and safety to residents of all ages and skill levels, as well as educate drivers.

General Fund
Play T.3.e Conduct a nexus study and develop an ordinance requiring payment of fees from development projects to implement safe active transportation routes and infrastructure citywide.

Mitigation fees paid
by new development
projects
Play T.3.f Amend zoning code to require installation of bike stalls or lockers at new developments, "mobility hubs", and during change of use of existing buildings, consistent with the General Plan.

General Fund,
combine with Play
T.3.g
-
-
78 $10k to $50k
Low Cost
<$10k
Minimal Cost
$50k to 100k
Medium Cost Public Works Planning
and Building
Management
Services
Finance Community
Services
$100k+
High Cost
-
20 - 45
Move
Total
Cost
City
Lead
Potential
Funding Source
Play T.3.g Adopt a Trip Reduction Ordinance that incudes requirements in the Zoning Code to require end-of-trip facilities for cyclists (e.g., showers, bike repair kiosks, and lockers) in new, nonresidential building projects of a specified size.

General Fund
Play W.1 Reduce per capita water consumption by 10% by 2030 and 35% by 2045. ~$170k W.1.a Continue to enforce the Model Water Efficient Landscapes Ordinance.

Water Conservation
Funds
W.1.b Work with the Los Angeles County Sanitation District (LACSD) and/or the Upper San Gabriel Valley Municipal Water District to bring recycled water lines and infrastructure to the City.

1. User Fees

2. Water Resources
Control BoardWater Recycling
Funding Program -
Construction Grant
W.1.c In conjunction with the Downtown Specific Plan Action and City General Plan, adopt an ordinance restricting the use of potable water for non-potable uses and requiring greywater capture for land uses that are excess water users (e.g. golf courses, car washes, large fields, etc.).

Water Conservation
Funds
W.1.d Implement Plays 1 through 4 under Goal II of the Green Action Plan on the provided implementation timeline, aiming to provide education and promotion of greywater systems. (See the City's Green Action Plan for more information).

Water Conservation
Funds
W.1.e In conjunction with Move II.1.1 of the City Green Action Plan, develop a Recycled Water Use Master Plan that identifies access to recycled water and quantity of recycled water available to the City, as well as establishes an implementation plan. The implementation plan shall identify land use types (i.e., landscaping, gold courses, fields) and specific projects that will switch from potable to recycled water use allowing for a goal of 20% of City's potable water use to be replaced with recycled water.

Water Resources
Control Board -
Water Recycling
Funding Program -
Planning Grant
W.1.f Implement 100% renewable power for all pumping and treatment of water. General Fund
Play SW.1 Implement and enforce SB 1383 organics and recycling requirements to reduce landfilled organics waste emissions 50% by 2022 and 75% by 2025. ~$150k SW.1.a Adopt procurement policies to comply with SB 1383 requirements for jurisdictions to purchase recovered organic waste products.

General Fund
-
-
79 $10k to $50k
Low Cost
<$10k
Minimal Cost
$50k to 100k
Medium Cost Public Works Planning
and Building
Management
Services
Finance Community
Services
$100k+
High Cost
-
-
20 - 46
Move
Total
Cost
City
Lead
Potential
Funding Source
SW.1.b Adopt an ordinance requiring compliance with SB 1383.

Ensure ordinances established through the City General Plan are consistent with SB 1383 requirements; and revise ordinances if necessary.

User fees for solid
waste services
SW.1.c Adopt an Edible Food Recovery Ordinance for edible food generators, food recovery services, or organization that are required to comply with SB 1383.

User fees for solid
waste services
SW.1.d Partner with the City's waste hauler, to provide organic waste collection and recycling services to all commercial and residential generators of organic waste.

User fees for solid
waste services
SW.1.e Adopt an ordinance requiring all residential and commercial customers to subscribe to an organic waste collection program and/or report self-hauling or backhauling of organics.

User fees for solid
waste services
SW.1.f Conduct a Feasibility Study and prepare an action plan to ensure edible food reuse infrastructure is sufficient to accept capacity needed to recover 20% of edible food disposed or identify proposed new or expanded food recovery capacity.

CalRecycle - Food
Waste Prevention
and Rescue Grant
Program
SW.1.g Establish an education and outreach program for school children and adults around food waste prevention, nutrition education, and the importance of edible food recovery. Support City Green Action Plan Play III identified educational goals (Move III.1.3., Move III.1.4., Move III1.6., Move III.2.1, Move III. 3.3, and Move III.4.2) through an established educational program.

U.S. EPA -
Environmental
Education Grants
SW.1.h Establish an edible food recovery program supporting the City General Plan and the City Green Action Plan Move III.1.2 to minimize food waste.

CalRecycle - Food
Waste Prevention
and Rescue Grant
Program
SW.1.i Adopt an ordinance or enforceable mechanism to regulate haulers collecting organic waste, including collection program requirements and identification of organic waste receiving facilities.

General Fund,
possibly incorporate
costs into franchise
agreement.

SW.1.j Partner with City waste services to:
✓ Ensure organic waste collection from mixed waste containers are transported to a high diversion organic waste processing facility. ✓ Provide quarterly route reviews to identify prohibited contaminants potentially found in containers that are collected along route.
✓ Clearly label all new containers indicating which materials are accepted in each container, and by January 1, 2025, place or replace labels on all containers.

User fees for solid
waste services;
incorporate into
agreement with
Athens Services
-
-
-
-
-
80 $10k to $50k
Low Cost
<$10k
Minimal Cost
$50k to 100k
Medium Cost Public Works Planning
and Building
Management
Services
Finance Community
Services
$100k+
High Cost
20 - 47
Move
Total
Cost
City
Lead
Potential
Funding Source
Play SW.2 Reduce residential and commercial waste sent to landfills by 50% by 2030 and 100% by 2045. ~$130k
SW.2.a Develop and implement a Zero Waste Plan in order to reach South Pasadena’s goal of zero waste by 2040. User fees
SW.2.b Provide ongoing education to residents, business owners, and South Pasadena School District regarding waste reduction, composting, and recycling.

U.S. EPA -
Environmental
Education Grants
SW.2.c Increase reuse, recycling, and composting at temporary public events by mandating the installation of public recycling and composting containers and collection service; and encouraging reusable food ware, when relevant, according to the California State Retail Food Code.

CalRecycle -
Beverage Container
Recycling Grants
SW.2.d Develop a waste department or working group to enhance recycling and composting outreach and provide technical assistance or information in support of City Green Action Plan Move III.

Additionally, implement and share a Recycle and Reuse Directory through City platforms, in support of Green Action Plan Move I.2.5.

General Fund
SW.2.e Adopt an ordinance requiring compliance with Sections

4.410.2, 5.410.1, 4.408.1, and 5.408.1 of the California Green Building Standards Code related to construction of buildings with adequate space for recycling containers and construction and demolition (C&D) recycling.

General Fund,
planning and
building permit fees.

SW.2.f Require construction sites to separate waste for proper diversion and reuse or recycling.

General Fund,
planning and
building permit fees.

SW.2.g Develop and implement a Waste Stream Education Program targeting property managers of multi-family residences and the commercial sector, in support of Goal III of the City Green Action Plan.

General Fund
SW.2.h Develop policies to mandate/encourage reduction of waste and reuse in the food industry (e.g. facilities serving prepared food and prepackaged food; home meal delivery services), hospitality industry, and other commercial industries. Efforts may include developing ordinances for food service ware and a ban on singleuse individual toiletry bottles in hotels/motels, grant/discount programs for switching to reusables, fast food champion pilot project, and working with home meal delivery services (e.g., Blue Apron), etc. to explore opportunities to reduce single-use packaging and encourage reuse.

General Fund,
affected businesses
SW.2.i Encourage reusable foodware; or if reusable foodware is not a feasible option, explore opportunities to mandate/encourage a switch to more environmentally friendly alternatives for various products in the commercial industry, when relevant.

General Fund
-
-
-
-
81 $10k to $50k
Low Cost
<$10k
Minimal Cost
$50k to 100k
Medium Cost Public Works Planning
and Building
Management
Services
Finance Community
Services
$100k+
High Cost
20 - 48
Move
Total
Cost
City
Lead
Potential
Funding Source
Play CS.1 Increase carbon sequestration through increased tree planting and green space.
~$100k
CS.1.a Identify and map public spaces that can be converted to green space, including public parking that can be converted to parklets, freeway airspace that can be made into green space, vertical walls that can be planted with vines, and rooftops of public buildings that can be developed into gardens.

CalFire - Urban and
Community Forestry
CS.1.b Adopt a Greenscaping Ordinance that has a street tree requirement for all zoning districts, has a shade tree requirement for new development, requires greening of parking lots, and increases permeable surfaces in new development.

General Fund
CS.1.c Prepare and adopt an Urban Forest Management Plan for the City that includes an inventory of existing trees, identifies future tree planting opportunities, and a climate-ready tree palette, as well as ongoing operations and maintenance needs.

CalFire - Urban and
Community Forestry
CS.1.d Adopt a standard policy and set of practices for expanding urban tree canopy and placing vegetative barriers between busy roadways and developments to reduce exposure to air pollutants from traffic.

General Fund
Play M.1 Reduce carbon intensity of City operations. ~$170k M.1.a As recommended in the 2016 Renewable Energy Council Report, complete energy audits for all City facilities and implement all feasible recommendations for fuel switching and efficiency upgrades.

California Energy
Commission Energy
Partnership Program
M.1.b As recommended in the 2016 Renewable Energy Council Report, purchase renewable natural gas (RNG) for applicable City fleet vehicles.

General Fund
M.1.c Establish an employee rideshare program. General Fund M.1.d As recommended in the 2016 Renewable Energy Council Report, install PV solar systems at the City Hall and at Wilson Reservoir.

Grant Funding
M.1.e Adopt retrofitting policy for City owned buildings such that energy efficient and electrification retrofits are incorporated into City buildings as they become available.

General Fund
M.1.f Develop a policy for the City which would require all new building RFP’s to include life cycle costing over 30 years and tie this directly to energy consumption and building electrification. This would include the buildings operational and maintenance costs and ensure that the City has the most cost effective (and sustainable) building possible.

General Fund
M.1.g As recommended in the 2016 Renewable Energy Council Report, invest all savings from City energy efficiency projects into a new revolving green fund that can be used to fund additional energy efficiency and GHG reduction projects.

General Fund
-
82 $10k to $50k
Low Cost
<$10k
Minimal Cost
$50k to 100k
Medium Cost Public Works Planning
and Building
Management
Services
Finance Community
Services
$100k+
High Cost
-
-
-
20 - 49
Move
Total
Cost
City
Lead
Potential
Funding Source
Play M.2 Electrify the municipal vehicle fleet and mobile equipment. >$150k M.2.a Develop a suite of transportation demand management tools to incentivize alternative transportation methods for employees, including telecommute options.

General Fund
M.2.b Provide bicycles and bicycle storage for employees to use during work hours for short business or personal trips. General Fund M.2.c Develop and adopt a policy to apply lifecycle assessment to all new vehicle and equipment purchases. General Fund
M.2.d Implement the City Fleet Alternative Fuel Conversion Policy developed under the City General Plan, electrifying the City vehicle fleet and using it to encourage residents to convert as well.

Southern California
Air Quality
Management District
(SCAQMD) - Carl
Moyer Program
M.2.e Install EV charging stations at municipal buildings.

1. Moving California,
California Climate
Investments, CARB -
STEP

2. CAL eVIP, CA
Energy Commission -
Southern California
Incentive Project
(SCIP)
Play M.3 Increase City's renewable energy production and energy resilience. >$200k M.3.a Conduct a Feasibility Study to determine which City buildings would serve as ideal resilience centers including solar and battery installations.

General Fund
M.3.b Convert all streetlights to light emitting diode (LED) bulbs. General Fund M.3.c Work with the CPA to identify and develop local solar projects to connect to the grid.

General Fund,
possibly incorporate
costs into Lighting
and Landscaping
Assessment District
M.3.d Install solar arrays at facilities that currently do not have solar arrays and work with emergency services to add solar and battery storage at priority locations. Review options for potential to combine multiple buildings into micro-grid systems.

General Fund
M.3.e Explore opportunities and partnerships to develop renewable-powered fuel cell micro-grids to provide back-up or primary power for critical facilities such as facilities providing essential services (e.g. water pumping facilities) and schools as a clean alternative to diesel generators.

General Fund
83 $10k to $50k
Low Cost
<$10k
Minimal Cost
$50k to 100k
Medium Cost Public Works Planning
and Building
Management
Services
Finance Community
Services
$100k+
High Cost
20 - 50