Completed August 16,
2021.
• Human Resources
Assessment is underway
and consultant
recommendations have
been provided to the
Department.
• Information Technology
Assessment: In progress.
• City Clerk Assessment:
Recommendations in
progress.
• Human Resources
Assessment: Consultant
recommending changes to
Personnel Rules and
Regulations and HR
Policies.
• Information Technology
Assessments:
Recommendations will be
provided when assessment
is complete.
City Manager’s Office (Diversity
Equity, Inclusion, and
Belonging Assessment)
Completed June 30, 2021. Implementing recommendations
from the assessment are ongoing.
Community Services Assessment has launched and
is in progress.
The consultant has completed
interviews with three of the City
Councilmembers on November
2nd. Interviews with the remaining
Councilmembers are set for
November 16, 2022 in the
afternoon. A draft report will be
sent to the Community Services
Director and City Manager in the
first week of December 2022.
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Community Development Not initiated due to vacancies
and existing workload in the
department.
Staff anticipates soliciting a
consultant in Fiscal Year 2023-
2024.
Public Works Completed Fall 2021. The assessment indicated the need for additional staff, and the
management of department work
flows associated with its number
of public commissions and
meetings.
Council approved re-organization
of department resulting in the
creation of job classifications for
Transportation Program Manager,
two Management Analysts, and
consolidation of one Deputy
Public Works Director.
Staff will return to City Council in
the near future to request
approval of the consolidation of
two positions to one Facilities and
Parks Supervisor position, and
creation of a new Senior
Maintenance Worker position in
the division. The request will also
finalize the job description for the
Transportation Program Manager.
Police Department In Progress. A community working group reviewed and revised the Request
for Proposal (RFP), and it was rereleased on September 29, 2022 to solicit more competitive bids for
consideration. On October 31,
2022, the City received 5 RFPs.
The City Manager will open and
review the RFPs to determine
qualifications, followed by a
selection.
Finance Department Initiated. Interim Finance Director, Maida Alcantara, will be completing the
Finance Department Assessment
in the next four months.
Fire Department In Progress. Staff is in the process of drafting an RFP.
24 - 4
Recruitment Updates
Department Recruitments Status of Recruitments
Community Development Community Improvement
Officer and Planning Counter
Technician.
Recruitment for the Community
Improvement Officer continues.
An offer has been made and
accepted for the Counter
Technician. The employee is
scheduled to begin on November
28, 2022. The department’s Senior
Management Analyst in the
Housing Division began on October
24, 2022. In addition, the Deputy
Community Development Director
began with the City on November
7, 2022.
Community Services Recreation Leaders (parttime), Transit Driver (parttime), and Management Analyst.
Two Recreation Leaders started on
November 3rd in the Recreation
Division and one in the Senior
Division. The first round of
interviews for Management
Analysts took place on November
1st, and the second interviews will
be the week of November 7th.
Finance Department Finance Director and Deputy
Finance Director/Controller.
A conditional offer for the Deputy
Finance Director/Controller position
was accepted on October 3, 2022,
and the candidate will begin on
November 21, 2022. The City
selected an Interim Finance
Director, Maida Alcantara, that
begun on October 24, 2022.
Fire Department Firefighter/Paramedic,
Firefighter/Paramedic (lateral),
Fire Engineer promotional.
Two Firefighter/Paramedics are
actively in the background process.
There are four internal applicants
with the written portion of the exam
scheduled for November 28, 2022.
Library Full-time librarian for Adult and
Digital Services, Library Clerk
II (part-time), Library Aide
(part-time).
The full-time Librarian for Adult and
Digital Services position was filled
on September 26, 2022. Interviews
for the promotional part-time Clerk
II vacancy are tentatively scheduled
for November 14, 2022 and
24 - 5
interview dates for the part-time
Library Aide position is pending.
Management Services Deputy City Clerk and
Management Assistant (parttime).
The first round of Deputy City Clerk
interviews are scheduled for
November 9, 2022. The
Management Assistant position is
in continuous review by the
department.
Police Department Police Clerk, Police Cadets,
Parking Control, Police
Officers.
A new version of the Police Clerk
written test is being developed.
One Police Cadet is currently in the
background process, and the
second round of testing will begin in
December 2022.
The process to fill the vacant
Parking Control position will begin
later this month.
Two Police Officer candidates are
in the background process, and a
second group will be taking oral
interview this month.
In addition, the Police Department
has four police officers out with
long-term injuries, and are
operating with a deficit of 27% in
sworn staffing levels.
Public Works Maintenance Assistant,
Management Intern (part-time),
Facility/Parks Supervisor,
Senior Water Production and
Treatment Operator, Water
Utility Worker II, Senior
Maintenance Worker,
Electrician, and Parks
Maintenance Worker.
The Management Assistant
position eligibility list is being
reviewed by the department. There
is an active recruitment process for
Electrician Maintenance Worker.
The Parks Maintenance Worker
position is pending City Council
approval and/or review with the
Employee Association prior to
Human Resources beginning a
recruitment.
24 - 6
Fiscal Impact
There are costs associated with various elements referenced in the operational status updates within this report. Each department is responsible for paying for their respective assessments. All department assessments with their respective recommendations will be brought individually to City Council with fiscal impacts.
Attachments:
1. Citywide Updates Chart
2. Finance Department Performance Measurements
3. Key Performance Indicators from Fiscal Year 2022-2023 Adopted Budget 2 3
2 3
3 2
7 6
Recruitments by Department October 2022
Community Development Community Services Finance
Fire Library Management Services
Police Department Public Works
24 - 7
ATTACHMENT 1
Citywide Project Updates Chart
24 - 8
Citywide Project Updates
Department Major Projects - November 16, 2022
Department Project(s) Status Next Steps
Community Development Housing Element,
General Plan, and
Downtown Specific
Plan
A response letter from HCD was
received on October 28, 2022. A
Joint City Council and Planning
Commission Special Meeting was
held to review HCD responses and
suggested corrections on Nov. 9.
The General Plan and Downtown
Specific Plan are in progress and
being reviewed for consistency with
the Housing Element.
The Public Draft will be released on Dec.
5 and submitted to HCD on December
12, 2022.
Community Development Caltrans Unoccupied
Properties
Inspections of the 20 unoccupied
parcels began are underway.
Staff will go to City Council with
inspections report, financial analysis,
and discussion regarding purchase of
properties in January 2023.
Community Services CivicPlus Software
Updates
A fully executed agreement has
been sent to CivicPlus.
Phase one of the time line has been
completed. Phase two begins the week
of November 7 with a meeting with the
Finance Department to ensure credit
card processing is acquired, all revenue
accounts are accurate, and that money
goes directly to the Springbrook system.
Community Services Assessment of
Existing Contracts
with Facilities
Terms for the tennis facilities is
being discussed discussing during
Closed Session tonight on
November 16, 2022.
Staff was given direction regarding
further analysis needed.
24 - 9
Community Services Co-Sponsorship
Event Application
and Process
Further review by departments is
underway.
Staff is preparing Google documents to
allow access to all departments to make
edits to the current consultant, John
Jones. The consultant is also reviewing
the documents to give further review and
information. Staff is planning a
community engagement with the current
co-sponsored organization to obtain their
input on the policy.
Community Services Pocket Parks Construction Documents are 99% completed. CEQA is under review by
the City.
Public Works and the Community
Development Departments are reviewing
the CEQA documents for both pocket
parks with a review completion by
November 10, 2022.
City Manager’s Office Economic
Development
The department launched the Guide
to Doing Business and Quarterly
Newsletter on Major Projects and
Development. New programming for
Economic Development include
virtual business office hours that will
take place every Tuesday morning
and evening for thirty minutes, and
the City’s survey to the Downtown
District businesses on special events
permitting.
The Economic Development team will be
expanding business support
programming and is exploring ways to
conduct more outreach to our business
community.
City Manager’s Office Communications
Analysis
The department is preparing a
Communications Analysis to track all
communications tools in the City to
better understand our outreach
efforts, and how to improve these
efforts.
The department will be working closely
with other departments at the City’s
Interdepartmental Communications and
Engagement Team (ICE-T) to create a
standardized communication plan for
programs and events.
24 - 10
A community communications survey will
launch soon, to solicit input on
communications strategies.
City Manager’s Office Social Services November 9, 2022 the City held the 1st Annual Social Services and
Social Justice Forum. The resource
fair includes presentations and
booths from the Department of
Military Veteran Affairs, Department
of Mental Health, LA County
Department of Aging and Disability,
Foothill Workforce Development
Board, Peace of Violence, South
Pasadena Tenants Union, LA Center
for Alcohol and Drug Abuse,
Housing Rights Center, and many
others. The inaugural event was
commemorated with certificates
recognizing the City’s efforts from
Supervisor Barger,
Assemblymember Holden, and
Senator Portantino.
The City Manager’s Office has
established a Social Services and
Mental Health Task Force comprised of
all service providers, faith based
community and community partners that
serve South Pasadena. The group
meetings on a quarterly basis, and held
its third meeting on September 29, 2022.
The City Manager’s Office is working on
a resource guide for all providers
available in the community following the
November 9 Social Services Forum.
City Manager’s Office Legislation City Manager’s Office working on San Gabriel Economic Partnership
(SGVEP) Legislative Action
Committee, and staff is in progress
in assisting the SGVEP in creating a
draft document.
City Manager’s Office will be bringing the
2023-2024 Legislative Platform to
Council in early 2023 for adoption.
Finance Department Finance Policies and
Procedures
Councilmember Mahmud with a
second by Mayor Pro Tem Primuth
will be requesting language be
added in the Purchasing Policy and
related ordinance, and will add
This item is being brought back either for
a 1st reading or 2nd reading on the
December 7, 2022 City Council meeting.
24 - 11
recommendations with the proposed
ordinance.
Finance Department Bank Reconciliations Bank Reconciliations are complete through July. Staff is currently
working on August.
The department will complete the bank
reconciliation within 30 days after the
month ends.
Finance Department Time Clock Plus
(TCP) In-house
Payroll Process
TCP completed in-person training
the week of September 19, 2022.
City Manager and Police Department
staff are working together to review
the set-up of the public safety
personnel scheduling module.
Future training will be performed by
Finance staff at the request of the
departments.
Public safety personnel will transition to
scheduling system that ties in to TCP.
Finance Department Monthly Investment
Reports
Current and on schedule. The department will continue to provide timely submissions to the City Council.
Finance Department Audit The audit is set to begin on
November 21, 2022. This is six
months earlier than the last year.
The department will prepare all
necessary year-end schedules for audit.
Finance Department Budget Calendar The department has drafted the 2023-24 Budget calendar as the City
prepares for the next budget cycle.
In the beginning of January, Capital
Improvement Plan (CIP) meeting will
begin and continue throughout the
adoption process. In February, the MidYear Budget report will come to City Council. In the month of April and May of
2023, the City is planning ahead for
Public Community meetings prior to the
Public Hearing and Adoption of Budget.
Fire Department Emergency
Operations Plan
The department has presented the
draft Emergency Operations Plan to
the Public Safety Commission and
Natural Resources Environmental
Commission. Several meetings have
also been hosted with various City
stakeholders.
The department will present the
Emergency Operations Plan to the City
Council for adoption. The date for this
presentation is tentatively for the
December 7, 2022 City Council Meeting.
24 - 12
Fire Department Local Hazard
Mitigation Plan
The department has awarded a
contract to a consultant to assist in
the process. Several stakeholder
meetings have taken place and will
continue through the end of the year.
The department will continue to meet
with required stakeholders and bring the
draft plan to the City Council in early
2023.
Library Library Strategic
Plan
The Library Strategic planning
process for 2023-2027 has been
underway since June. The
consulting team has been on-site
twice and gathered input from the
community and from staff through an
online survey and in-person
sessions with staff, public, and the
Strategic Planning Advisory
Committee.
In early October, senior Library staff
worked with the consulting team to
review a new mission statement,
strategic focus areas, and related
goals and tasks. Resource readiness
was considered, i.e., how
equipped/ready are current facilities,
technology, and staffing to support
goals and tasks. The consulting
team made a presentation to the
Library Board of Trustees on
October 13, 2022 and again on
October 26, 2022.
Staff have reviewed and analyzed all
1,061 comments that were collected
from the online survey.
Performance measures related to goals
and tasks are being identified and the
first draft of the Strategic Plan document
is being prepared. A final Strategic Plan
document will be delivered by the end of
the calendar year and will be presented
to City management, the public and the
City Council.
24 - 13
Library Library Special Tax The question of extending the Library Special Tax will be put to the
voters in November, 2022 as
Measure LL. Library staff have
prepared a Frequently Asked
Questions (FAQ) document about
the Special Tax. The FAQ are also
available on the Library’s website.
Educational outreach about the
Library’s programs and services
generally is underway.
Residents will vote on Measure LL at the
November 8, 2022 General Municipal
Election.
Management Services November 8, 2022
General Municipal
Election
In progress. The City put out information to
encourage the community to vote
throughout last week. Voting Centers in
South Pasadena include the Library
Community Room located at 1115 El
Centro Street and the War Memorial
Building located at 435 Fair Oaks
Avenue were open from November 5 –
November 8. In addition, ballot drop offs
were available in front of City Hall.
Management Services Board, Commission,
and Committee
Vacancies
In progress. City Clerk’s Office will work to fill
vacancies within the coming months to
ensure that all advisory bodies have a
quorum.
Management Services Public Records
Requests
In progress. City Clerk’s Office is actively working to fulfill outstanding public records requests
and establish process improvements to
ensure timely responses.
Police Department Concealed Carry
Weapons Permit
(CCW)
In progress. The Police Department is working to
finalize its internal policies on issuing
CCW permits. The policies include the
24 - 14
process, procedures, fees for the
permits, and associated costs to manage
the program. This will be brought to
Council tonight.
Public Works and Police
Department
Electrification Participation Agreements approved
by City Council.
Staff are executing agreements with
SCE and CPA, and are also working with
the South Coast AQMD Mobile Source
Air Pollution Reduction Review
Committee (MSRC) on a substantial
grant opportunity to partially fund
vehicles and electric vehicle charging
infrastructure.
Public Works Leaf Blower
Ordinance
Implementation began on October 1,
2022, but enforcement will not begin
until early 2023 to increase
community outreach and to align
with availability of grants or subsidy
programs for residents and
businesses.
Staff will continue to conduct outreach
and marketing on the ordinance. South
Coast AQMD anticipates that program
funding for the lawn and garden
equipment exchange will resume in
March 2023.
24 - 15
ATTACHMENT 2
Finance Performance Measures
24 - 16
South Pasadena Finance Department
PERFORMANCE MEASUREMENTS- November 16, 2022
Measurement
Unit of
Measure
Type of
Indicator Status
Accounting Management
Complete Bank Reconciliations by 20th Day of
Month % Effectiveness
Completed July 2022
and August 2022 in
progress.
Cash Bank Deposit 1x or 2x Per Week % Effectiveness Current Electronic Bank Deposit Every Day % Effectiveness Current Unmodified or "Clean" Audit Opinion Obtained
for CAFR Yes/No Effectiveness
Audit scheduled for
November 21, 2022
Number of Audit Findings # Efficiency
Reduction of findings
from seven to four
Award Received for ACFR Reporting
Excellence Yes/No Effectiveness
Application due January
31, 2023.
State Controller's Report Filed on timely basis
(1/31) Yes/No Effectiveness Will meet deadline
Metro, Gas Tax Audits Completed on Schedule Yes/No Effectiveness Due November 4, 2022.
Payroll tax quarterly reports timely filed for
State (DE9/DE9C)/Federal (941) % Effectiveness Will meet deadline Financial Reporting to Decision Makers
Distribute Monthly GL Revenue/Expenditure
Reports to depts. by 15th of month % Effectiveness Monthly assignment Present Quarterly Financial Reports to City
Council in October, May and August Yes/No Effectiveness Agendized for October 5,
2022, February 1, 2023
and May 3, 2023.
Present Midyear Report to City Council in
February Yes/No Effectiveness
Successfully completed
March 2022
Include 5-Year General Fund Financial
Projection in Midyear Report Yes/No Effectiveness
Successfully completed
March 2022
Treasury Management
Present City Treasurer's Monthly Investment
Report to City Council every month % Effectiveness Current Present City's Investment Policy to City Council
in November 2022 Yes/No Effectiveness
To be agendized for
November 16, 2022
Average Portfolio Par Balance $ Workload
Included in Investment
Report
Variance Between City Portfolio and LAIF Book
Rates of Return City Higher or (City Lower) % Effectiveness Included in Investment
Report
Budgetary Management
Adopt Annual Budget in June Yes/No Efficiency
Budget Calendar for 22-
23 to come out in
December.
24 - 17
Include 5-Year General Fund Financial
Projection in Proposed and Adopted Annual
Budget Yes/No Effectiveness
Successfully completed
June 2022
Information Technology
Complete Implementation of TCP Third-Party
Electronic Timecard System by November 30,
2022 Narrative Effectiveness In Process
Attendance at Spring brook Annual Conference
by 2 Department Employees Each Year Yes/No Efficiency Planned for 22-23 Contracts and Purchase Orders Management
Electronic Encumbrances Established for All
Contracts and Purchase Order Having Value
Greater than current policy limit Yes/No Efficiency Already implemented Payroll Management
Annual Covered Payroll * $ Workload Stated in budget.
Distribute W2s per IRS guidelines Yes/No Effectiveness
Successfully completed
in 2022
Accounts Payable
Complete Warrant Register With Inclusion of
All Properly Prepared Payment Requests % Effectiveness Bi-monthly task Business Licensing
Number of Licensing Accounts # Workload To be stated in budget Percentage of Licensing Accounts Paid
Electronically % Efficiency To be stated in budget
Utility Billing
Number of Water Accounts # Workload To be stated in budget Percentage of Water Accounts Paid
Electronically % Efficiency To be stated in budget
* = Detailed in Annual Budget
24 - 18
ATTACHMENT 3
Key Performance Indicators
24 - 19
CITY OF SOUTH PASADENA CITY MANAGER
ADOPTED BUDGET | FISCAL YEAR 2022-23 48
Key Performance Indicators
The City Manager’s Team is focused on improving the quality of life for residents, businesses and employees. With the move of Economic Development to the City Manager’s Office, the City Manager’s team is redefining community outreach and engagement, business support and service. A commitment to Strategic Plan goals and active legislative efforts ensure furthering the community’s priorities while protecting and preserving quality of life in South Pasadena.
Public Engagement/ Community Outreach
Establish and implement a targeted Community Outreach Program, including:
150-300 photos of the City, and Departments for marketing and documents by FY2022
1,000 new followers across social media by the end of FY2022 5,000 Neighborhood Pulse subscribers by FY2022
Explore creation of a City app for civic engagement, service requests and programming
Create a new City website that is user-friendly, current and well-maintained Strategic Plan Quarterly Updates
Track communications outreach by assessing tools used to conduct outreach, tracking spending on such tools, and sharing impact and metric reports to City Council
Economic Development
Develop and launch and Economic Development program:
Business Concierge Service Program, including business visits and business review sessions with interdepartmental Economic Development Team Create a ‘Guide to Doing Business in South Pasadena’
Branding and marketing plan
Host two business networking events in 2022
Establish and Prioritize Healthy Workplace Culture
Establish Citywide internship and professional shadowing programs Host quarterly Mid Manager’s Meetings
Plan and Host City Open House Event
24 - 20
CITY OF SOUTH PASADENA MANAGEMENT SERVICES
ADOPTED BUDGET | FISCAL YEAR 2022-23 63
Key Performance Indicators
The Management Services Department oversees the Human Resources and Risk Management Division, the City Clerk’s Office, and Information Services. The department is focused on effectively centralizing management of citywide grants and contracts, establishing and implementing the Grants Manual and Policy Document, hosting monthly grant meetings with all Departments to ensure compliance and provide training, providing secure and reliable technological infrastructure for the City by completing and implementing initiatives in the Technology Master Plan, and updating administrative policies.
City Clerk’s Office
Enhancing Customer Service through Innovation
Continue to update and improve the City Clerk’s webpage to provide quick access of information and accountability insuring public transparency on a quarterly basis, or as necessary changes to content arises
Host and Record 2 trainings for Staff for Agenda Process Host and Record 2 onboarding trainings for appointed elected officials, including Commissioners and Staff Liaisons
Host Commissioner Congress
Continue to provide exemplary customer service, keeping in mind the diverse population we serve
2022 General Municipal Election
Successfully coordinate with the County for the City General Municipal Election in November
Utilize Records Management Systems to Account for and Maintain Citywide Records Implement City's Records Retention schedule and host 2 trainings for staff Host Quarterly Records Clean Up Day, citywide, to include review of physical and electronic records
Track and report on Public Records Act (PRA) Requests to the City Council on a monthly basis
Human Resources and Risk Management
Organizational Culture
Update Personnel Policies, Rules & Regulations
Building an Employer brand to attract and retain top caliber candidates Develop organizational culture framework
Enhance diversity, equity and inclusion (DEI) initiatives Employee Experience (EX)
24 - 21
CITY OF SOUTH PASADENA FINANCE
ADOPTED BUDGET | FISCAL YEAR 2022-23 74
Key Performance Indicators
At the Finance Department, we strive to work efficiently and effectively. In the past few years we have launched various projects that will be in full effect this year.
Workflows
In Fiscal Year 2021-2022, the Accounts Payable and Receivable functions became completely digital via a workflow process. This cuts down staff time significantly, as well as streamlines a previously strenuous process. It also falls in line with the City’s environmental strategies by reducing the amount of paper used.
Payroll
The Finance department has taken on the magnanimous task of in-house payroll. This allows staff to have more autonomy over their payroll. We endeavor to make this process more efficient, therefore time and attendance procedures are currently being developed.
In FY 2022-2033, our goal is to successfully launch the Time and Attendance portion of payroll utilizing Time Clock Plus.
Records
Finance converted document retention procedures to a digital format. In previous years, all documents were only paper copies. We have invested time into scanning and converting documents to a digital platform in order to have quicker access. This allows the department and the City to respond to inquiries quicker in the future. We continue to change all paper documents into a digital and/fillable form to continue these procedures.
Enterprise Resource Planning Upgrade
Finance currently utilizes a software called Springbrook for its accounting needs and resources. This year we plan to take this software to new heights by enrolling in the Cloudbased system. This will allow the department to generate new reports and improved reports. As well as adding a layer of security to our financial data in the event of a natural disasters.
Bank Reconciliation
Bank reconciliations shall be completed 30 days after the previous month end and no later than 45 days.
Annual Audit and ACFR
The audit shall commence in November with the completion of the audit no later than January of the following year. The Annual Comprehensive Financial Report (ACFR) shall be completed and submitted to City Council in March following the prior fiscal year. 24 - 22
CITY OF SOUTH PASADENA POLICE
ADOPTED BUDGET | FISCAL YEAR 2022-23 89
Key Performance Indicators
The South Pasadena Police Department meets the needs of the community by providing professional services to safe guard the city in crime prevention. Community outreach is accomplished by active patrols, educational programs, and social media through the City’s website. The Key Performance Indicators (KPI) for the department demonstrate the need to quantify its information in a concise and articulate manner.
Computer Aided Dispatch and Record Management System (CAD/RMS) On March 22, 2022, the Motorola Flex System went into effect to bring the South Pasadena Police Department into 21st century of law enforcement The system incorporates a new Geographical Information System (GIS) that decreases the officer response time from time of dispatch
The CAD decreases response time to 911 calls for service All calls for service can be tracked in a detailed report as to the initiation of a call, time of response, and length of duration. This information can be tabulated in an annual report to the City Council
The Records Management System capabilities unite several departments, patrol, detectives, and records division into a simultaneous report flow limiting human input errors The increase in information capture enhances the departments efficiency and provides an increase in details on a monthly basis
The South Pasadena Police Departments Assessment of 2022 The Request for Proposals have been completed and the selection process has begun The chosen firm will evaluate the separate bureaus of patrol, detectives, dispatch, traffic, records, and administration to examine work flow of each bureau and provide input to increase efficiency to the department as a whole
Racial and Identity Profiling Advisory (RIPA) AB 953
The South Pasadena Police Department RIPA statistics began compilation on January 1, 2022, and submitted to the Department of Justice in April, 2023 The RIPA statistics shall include:
o Stop Data Demographics
o Calls for Service
o Actions Taken During Stop by Officers
o Result of Stop
o Tests for Racial/Ethnic Disparities
o Use of Force Analysis
o Report-Specific Analyses
Enhanced Community Needs Outreach Via Mobile Crisis Outreach Unit Increase City’s outreach efforts with a contracted partner Provide dedicated response to individuals experiencing mental health crises Track and report data regarding number of referrals for mental health and addiction treatment, along with placements aimed towards permanent housing for those experiencing homelessness
24 - 23
CITY OF SOUTH PASADENA PUBLIC WORKS
ADOPTED BUDGET | FISCAL YEAR 2022-23 143
Key Performance Indicators
The Public Works Department is committed to improving public engagement and community access to project and program information in Fiscal Year 2022-2023. In addition to completing a department reorganization and recruitment of critical positions, Public Works will implement quarterly newsletters and website project updates to communicate its many endeavors to City stakeholders.
Public Works Administration & Engineering
Fulfillment of up to 2,000 service requests annually. Process 500 permits for encroachment, excavation, tree replacement, etc.
Water & Sewer Infrastructure
Produce sufficient water for South Pasadena, approximately 4,000 acre-feet annually.
Replace 50-100 meters, 10-12 fire hydrants, and 5-8 water service lines annually. Remove and replace up to 1,000 linear feet (LF) of water main pipelines. Collect 6,200 meter readings monthly.
Perform at least 10 area leak detection inspections to identify and repair leaks Monthly sewer inspection and maintenance program.
Street & Sidewalk Maintenance
Track repair and replacement of City sidewalks, curbs, and gutters. Track repair of street potholes.
Track replacement of damaged asphalt.
Street/Median Trees & Parks Maintenance
Plant 80-100 trees annually.
Increase outreach and education programs regarding landscape & trees maintenance to quarterly.
Facilities & Street Lights
LED light conversion for up to 50 street, park, and field lights annually.
Environmental Programs & Sustainability
Increase water conservation rebate programs utilization by 25%. Provide 3 demonstrations and 2 citywide utility bill inserts/mailings promoting electric leaf blowers.
Explore hosting quarterly eco-events focused on water conservation and landscaping.
24 - 24
CITY OF SOUTH PASADENA LIBRARY
ADOPTED BUDGET | FISCAL YEAR 2022-23 159
Key Performance Indicators
The Library’s main focus early in the 2022-2023 fiscal year is to complete its 5-year strategic planning process and to engage in education and outreach in support of the Library Special Tax measure that will be on the ballot in November, including the publication of a new library information brochure.
If the budget request for a full-time support services librarian is approved, the department will engage in a reorganization of roles and responsibilities in the Support Services division, and in documenting and revising the division’s policies, procedures and workflows.
Special projects for 2022-2023 include replacing the Library Patio tables and benches, launching a laptop lending kiosk, implementing a materials acquisitions module in the Integrated Library System (ILS), and launching the Library of Things lending program.
Outreach
Add 500 people to the Library’s e-newsletter recipient list Conduct 15 SPUSD and private school class visits at the start of the school year Operations
Review and revise 4 administrative policies
Add 4,500 new items to the collection
Rent the Community Room 20 times annually
Programs & Services
Exceed 12,000 visitors per month on average
Lend 20,000 items per month on average
Present at least 8 programs for adults, such as book discussions, author talks, hands-on crafting, concerts, and films
Exceed program attendance of 4,000 individuals annually 24 - 25
CITY OF SOUTH PASADENA COMMUNITY SERVICES
ADOPTED BUDGET | FISCAL YEAR 2022-23 188
Key Performance Indicators
The Community Services Department is responsible for providing the community with recreational, cultural, and social programs for people of all ages in a safe and wellmaintained facility. The department has three divisions comprising Senior, Recreation, and Transit Divisions. We facilitate special events, leisure classes, and senior services including lifelong learning, Dial-A-Ride and Nutrition Program, facility and gazebo reservations, after school and summer camps, and more. The Community Services Department builds a strong sense of community to improve the quality of life for all residents.
Administration
Work with Recreation Leased Facilities Ad-Hoc Committee to review contract management of lease agreements
Construction of Berkshire and Grevelia pocket parks
Recreation
Improve Camp Med and Special Events outreach by establishing a quarterly newsletter between the Recreation Division and school district Redesign and update the indoor and outdoor facilities pamphlet as well as the park, walking paths, and trail pamphlet
Increase afterschool and summer enrollment by 10%
Add 2 additional staff trainings with at least one focused on behavior management in childcare settings
Increase Park and Facility Rentals by 10%
Increase participation in contract classes by 20%
Senior Services
Increase social media followers by 5%
Increase Senior Services Constant Contact subscribers by 10% Increase meals served on-site and to homebound seniors by 5% Increase Senior Center Memberships by 5%
Re-introduce senior excursions and host 12 trips
Host a Health & Wellness Fair by partnering with 45 vendors to increase awareness of aging matters and services
Transit Division
Establish a referral program to increase ridership
Reinstate group trips and plan two outings per month
Have on-time performance of 80% or higher for the fiscal year Procurement of one new Plug-in Electric Vehicle to replace one CNG fleet 24 - 26
CITY OF SOUTH PASADENA COMMUNITY DEVELOPMENT
ADOPTED BUDGET | FISCAL YEAR 2022-23 151
Key Performance Indicators
The Community Development Department strives to provide excellent customer service by efficiently managing workload and thereby reducing processing times, building plan check approvals and permit issuance.
Administration
Encourage interdepartmental collaboration to improve entitlement applications and public information regarding development projects; continue to improve department processes Assist City Manager’s Office (CMO) with major developments quarterly newsletter Conduct six (to be held every other month) interdepartmental development projects coordination meetings
Planning & Building
Reduce processing time for discretionary applications and building plan check by securing an electronic permitting system.
Process 25 discretionary applications (PC, CHC, DRB)
Process 50 administrative (by-right) applications
Code Enforcement
Respond to resident complaints by investigating, opening cases, and closing cases.
Reduce closure rates.
Ensure complaint is investigated within four days of receiving complaint Follow up on open cases within one month
Provide quarterly reports to City Council on code enforcement activity Film & Art
Process film applications efficiently while eliminating impacts to residents and neighborhoods.
Minimum film permits: 175
Develop a public art policy
Provide quarterly reports to City Council on film activity Housing
Obtain certification from HCD on the 6th Cycle Housing Element 2021-2029 and conduct community outreach efforts related to the housing programs implementation. Conduct housing informational workshops or study sessions: 4 24 - 27
CITY OF SOUTH PASADENA FIRE
ADOPTED BUDGET | FISCAL YEAR 2022-23 97
Key Performance Indicators
UNITS OF MEASURE
This is the most basic unit of measurement. Includes raw sources of data that measure productivity. Includes both inputs (number of requests, cases, applications, complaints, referrals received); and outputs (number of requests, cases, applications, complaints, referrals closed).
Total Response Time
Fires
EMS
Turnout Times
Fires
EMS
Number of Emergency Calls
Fires
EMS
Service
Number of EMS Transports
Number of Mutual/Automatic Aid Responses
Given
Received
Number of Fire Prevention Inspections
Company Field
Mandated Occupancy Inspections
Certificate of Occupancy (COO)/ New Business
Brush Clearance
Number of Plan Checks
Fire Sprinkler
Fire Alarm
Building
Training Hours
Leave Usage
Sick
Comp
Worker’s Comp/ IOD hours
24 - 28