South Pasadena City Council
April 19, 2023

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binding upon the parties. Amendments hereto or deviations herefrom shall be effective and binding only if made in writing and executed on by City and Consultant. 17 .3. Headings. The headings and captions appearing at the commencement of the sections hereof, and in any paragraph thereof, are descriptive only and for convenience in reference to this Agreement. Should there be any conflict between such heading, and the section or paragraph thereof at the head of which it appears, the language of the section or paragraph shall control and govern in the construction of this Agreement. 17 .4. Pronouns. Masculine or feminine pronouns shall be substituted for the neuter form and vice versa, and the plural shall be substituted for the singular form and vice versa, in any place or places herein in which the context requires such substitution(s). 17 .5. Severability. If any term or provision of this Agreement or the application thereof to any person or circumstance shall, to any extent, be invalid or unenforceable, then such term or provision shall be amended to, and solely to the extent necessary to, cure such invalidity or unenforceability, and shall be enforceable in its amended form. In such event, the remainder of this Agreement, or the application of such term or provision to persons or circumstances other than those as to which it is held invalid or unenforceable, shall not be affected, and each term and provision of this Agreement shall be valid and be enforced to the fullest extent permitted by law. 17 .6. No Presumption Against Drafter. Each party had an opportunity to consult with an attorney in reviewing and drafting this agreement. Any uncertainty or ambiguity shall not be construed for or against any party based on attribution of drafting to any party.

18. GENERAL PROVISIONS

18.1. Confidentiality. All data, documents, discussion, or other information developed or received by Consultant for performance of this Agreement are deemed confidential and Consultant shall not disclose it without prior written consent by City. City shall grant such consent if disclosure is legally required. All City data shall be returned to City upon the termination or expiration of this Agreement.

18.2. Conflicts of Interest. Consultant maintains and warrants that it has ~ot employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Consultant further agrees to file, or shall cause its employees or subcontractor to file, a Statement of Economic Interest with the City's Filing Officer if required under state law in the performance of the services. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability.

For the term of this Agreement, no member, officer, or employee of City, during the Professional Services Agreement - Consultant Services

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term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

18.3. Non-assignment. Consultant shall not delegate, transfer, subcontract or assign its duties or rights hereunder, either in whole or in part, without City's prior written consent, and any attempt to do so shall be void and of no effect. City shall not be obligated or liable under this Agreement to any party other than Consultant.

18.4. Binding on Successors. This Agreement shall be binding on the successors and assigns of the parties.

18.5. No Third-Party Beneficiaries. Except as expressly stated herein, there is no intended third-party beneficiary of any right or obligation assumed by the parties.

18.6. Time of the Essence. Time is of the essence for each and every provision of this Agreement.

18.7. Non-Discrimination. Consultant shall not discriminate against any employee or applicant for employment because of race, sex (including pregnancy, childbirth, or related medical condition), creed, national origin, color, disability as defined by law, disabled veteran status, Vietnam veteran status, religion, age ( 40 and above), medical condition ( cancer-related), marital status, ancestry, or sexual orientation. Employment actions to which this provision applies shall include, but not be limited to, the following:
employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; or in terms, conditions or privileges of employment, and selection for training. Consultant agrees to post in conspicuous places, available to employees and applicants for employment, the provisions of this nondiscrimination clause.

18.8. Waiver. No provision, covenant, or condition of this Agreement shall be deemed to have been waived by City or Consultant unless in writing signed by one authorized to bind the party asserted to have consented to the waiver. The waiver by City or Consultant of any breach of any provision, covenant, or condition of this Agreement shall not be deemed to be a waiver of any subsequent breach of the same or any other provision, covenant, or condition.

18.9. Excused Failure to Perform. Consultant shall not be liable for any failure to perform if Consultant presents acceptable evidence, in City's sole judgment that such failure was due to causes beyond the control and without the fault or negligence of Consultant.

18.10. Remedies Non-Exclusive. Each right, power and remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise shall be cumulative and shall be in addition to every other right, power, or remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise. The exercise, the commencement of the exercise, or the forbearance from the exercise by any party of Professional Services Agreement - Consultant Services
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any one or more of such rights, powers or remedies shall not preclude the simultaneous or later exercise by such party of any or all of such other rights, powers or remedies.

18.11. Attorneys' Fees. If legal action shall be necessary to enforce any term, covenant or condition contained in this Agreement, the prevailing party shall be entitled to an award of reasonable attorneys' fees and costs expended in the action.

18.12. Venue. The venue for any litigation shall be Los Angeles County, California and Consultant hereby consents to jurisdiction in Los Angeles County for purposes of resolving any dispute or enforcing any obligation arising under this Agreement.

TO EFFECTUATE THIS AGREEMENT, the parties have caused their duly authorized representatives to execute this Agreement on the dates set forth below.

Printed: Armine Chaparyan
Title: City Manager
Date: 7;J / f;) I 2- 3 - ----+.-------
Attest:
"Consultant"
Roth Staffing Companies,
L.P. dba Ultimate Staffing ::vqu@ Signal
Printed: _ ___,J=e=n.:..:n=ife=r_,S=i-'-'-m=o..,_,n=so=n-'------- Title: __ ___,G=e=n.,_,,e'-'-ra=l'-'C=o=u,_,_n=s=e,._,I &'°'-"'S""V-'-P ___ _ Date: 3/8/2023
Professional Services Agreement - Consultant Services

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EXHIBIT "A"

APPROVED FEE SCHEDULE
Consultant shall be compensated at a rate of $42 per hour with a total contract not to exceed $30,000.00 (Thirty Thousand Dollars even).

Professional Services Agreement - Consultant Services

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ATTACHMENT 2
Amendment to PSA
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AMENDMENT TO

PROFESSIONAL SERVICES AGREEMENT FOR TEMPORARY STAFFING

SERVICES
THIS AMENDMENT (“Amendment”) is made on this 19th day of April 2023, by and between the CITY OF SOUTH PASADENA (“CITY”) and ROTH STAFFING COMPANIES, LP. (“CONSULTANT’).

RECITALS
WHEREAS, on October 10, 2022, the CITY and CONSULTANT entered into an Agreement for PROFESSIONAL SERVICES (“Agreement”) for CONSULTANT to perform TEMPORARY STAFFING services for the City; and
WHEREAS, the original Agreement was in the amount of $30,000, for the Scope of Services; and
WHEREAS, the CITY desires to execute an Amendment to increase the amount of the Agreement, in an amount not to exceed $15,000. The aggregate total of Agreement and this Amendments is a sum total of $45,000; and

NOW THEREFORE, THE CITY AND THE CONSULTANT AGREE AS
FOLLOWS:

1. That Section 3.4 “Maximum Amount” of the Agreement is hereby amended to read as follows:
“Maximum Amount”: The highest total compensation and cost payable to CONSULTANT by CITY under this agreement. The Maximum Amount under this Agreement is Fourty Five Thousand Dollars ($45,000).

2. All other terms, conditions, and provisions of the Agreement to the extent not modified by this Amendment, shall remain in full force and effect. 20 - 21

“City”
City of South Pasadena
By:________________________
Signature
Printed: Arminé Chaparyan
Title: City Manager
Date:______________________
“Consultant”
Roth Staffing Companies, L.P. dba
Ultimate Staffing Services
By:________________________
Signature
Printed: Jennifer Simonson
Title: General Counsel & SVP
Date:______________________
Attest:

By:__________________________
Mark Perez , Deputy City Clerk
Date:________________________
Approved as to form:

By:___________________________
Andrew L. Jared, City Attorney
Date:________________________
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21 21 - 1
DATE:

City Council
Agenda Report
April 19, 2023
ITEM NO.

FROM: Armine Chaparyan, City Manager E¥1Y'I 11,y-- Irv PREPARED BY: Sheila Pautsch, Community Services Director SUBJECT: Review and Discuss the City of South Pasadena Special Event and Co-Sponsorship Program
Recommendation
It is recommended that the City Council:

1. Review the Special Event and Co-Sponsorship Program (Program);

2. Provide direction on staffing costs for Co-Sponsored events; and

3. Provide direction regarding business license requirements for vendors and subvendors of all events.

Executive Summary
The City of South Pasadena (City) is in the process of improving the application, processing, and facilitation of the City's Special Events and Co-Sponsorship Programs, as well as establishing a new policy. The Programs' new application and routing process for Street Use Permits, Street Closures, Street Banner permits, Use of Facility and Open Space, Field Usage, Block Parties, and Public Safety permits. The City has made improvements as a way to centralize the process for Special Events and Co-Sponsorship opportunities. The Program ensures all applicants for Special Events and Co-Sponsorships understand and follow requirements of participation, use, cost, and insurance requirements for such events. Staff is seeking direction from City Council (Council) on a few elements including staffing costs, business license requirements, and partnerships.

Background
The City receives multiple requests each year for special events by local businesses or organizations in South Pasadena. The City has an approved Co-Sponsorship Program but has found that many events are permitted and handled differently, and there is a need to improve upon internal processes, set policy, and improve upon applicant experience. This Program will centralize the application process to one department that will coordinate with various departments for review and approval. Applicants will have one point of contact in the City for the event providing clarity and ensuring permits are processed.

Review and Discuss Special Event and Co-Sponsorship Program April 19, 2023

Analysis
The staff researched local organizations to better understand the process of Special Event Permits versus Co-Sponsorship Policy to see what the industry standards are.

Some cities have a Special Event Policy and Application, some cities offer a limited number of Co-Sponsorship Policies, and some offered Temporary Use Permits (TUP) only.

City Special Event
Policy
CoSponsorship
Policy
Other Department
Alhambra X TUP* Finance
*Community Development
Corona X* X Community Services
*Police Department
Duarte X Community Development
Fontana X X Community Services
Hermosa
Beach
X Community Resources
Monterey Park X Community Services
Palo Alto X Based on the resources
needed
Pasadena X X Based on the resources
needed
San Gabriel TUP Community Development
Temple City TUP Community Development
Staff met with all Departments to consider a holistic approach to this policy and provided feedback to create a comprehensive policy, fee schedule, and application. Below describes the difference between Special Event and a Co-Sponsorship Program.

Special Event Co-Sponsored Program
A Special Event is defined as an activity,
open to the public or private in nature,
taking place on City streets, public right-ofway, or at City facilities. Events taking place wholly on private property that impacts the
surrounding area need a special permit from
the City. Examples include concerts,
fundraising events, bicycle races, car
shows, and community-oriented events.

A Co-Sponsorship Program is defined as an
event that is planned and conducted by a
South Pasadena non-profit organization,
with limited reliance on City resources,
facility use, fee waiver consideration,
community outreach, and communications.

The City may provide in-kind services in
facilitating, reserving, and utilizing Cityowned facilities, and fee considerations.

Examples include South Pasadena Chinese
American Lunar New Year, South Pasadena
Educational Foundation Parti Gras, and
SPHS Booster Club Tiger Run.
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Review and Discuss Special Event and Co-Sponsorship Program April 19, 2023

The two areas staff is seeking direction include staffing costs and business license requirements. Historically, staff resources have been identified in assisting leading up to and on the day of the event which includes Public Works, Community Services, Police, and Fire Departments. The duties may range from posting no parking signs, closing streets, traffic control, event set-up, and clean-up. At this time, the current CoSponsorship Policy requires the applicant to pay all staff fees, and the proposed Policy and Program will remain the same. Historically, some applicants have not paid staffing costs, so this new process will re-engage applicants and clarify their fiscal responsibilities with hosting events.

Personnel Costs from Previous Co-Sponsored Events:

Event Department Cost
Marengo PTA-Lunar New
Year
Community Services (2 Recreation
Leaders)
$540
South Pasadena High School
Booster Club-Tiger Run
Public Works (7 Staff)
Police Department (6 staff)
$3,500
$2,500
South Pasadena Chinese
American Club (SPCC)-
Asian American Pacific
Islander Event
Community Services (2-Unpaid)
Public Works (4 staff)
$2,500
Vecinos De South
Pasadena- Dia de Los
Muertos
Community Services (2 Recreation
Leaders)
$300
Dads Uniting Dads in
Education & Service-Poker
Event
Community Services (2 Recreation
Leaders)
$270
South Pasadena Educational
Foundation-Parti Gras
Golf Course Staff (2 staff) $1,200
Institute for Redesign
Leaning- 5K Run
Public Works (2 staff) $1,500
South Pasadena Chamber
(Chamber)- Eclectic Music
Festival & Arts Crawl
(Festival)
Public Works (1 staff) and Police
Department
$15,000
Currently, many special event vendors or sub-vendors at special events or cosponsored events do not seek a business license. At some events, vendors are charged by the applicant to participate. It is a requirement that all South Pasadena businesses or businesses doing business in South Pasadena. Staff seeks Council’s direction on requiring one-day business licenses for special event vendors.

Certain events such as the AAPI has changed from Co-Sponsored event to a partnership. The partnership entails the organizer not having to pay fees, including staff 21 - 3
Review and Discuss Special Event and Co-Sponsorship Program April 19, 2023

time, as it is a partnership with the City. This is a unique opportunity for both the City and SPCC to offer a cultural event, and without a huge impact on city staff or resources.

SPCC provides all activities, programs, and entertainment, and the organization does not charge or generate revenue from the event. An event such as the Chamber’s Festival, City Council may consider facilitating this event differently by creating a partnership with the Chamber. The event enhances the City’s art and cultural experiences through music, art, crafts and artisans.

Fiscal Impact
The fiscal impact varies with each Co-Sponsorship event approval. The fees are waived, and there is a loss of revenue. Per the Program, all staff costs and insurance fee are paid by the applicant (Refer to attached Fee schedule).

Key Performance Indicators and Strategic Plan
This item does not align with the Community Services Department Key Performance Indicators identified in the Fiscal Year 2022-2023 Budget or the Adopted 2021-2026 Strategic Plan.

Commission Review and Recommendation
On January 24, 2023, a community meeting was held with community groups and stakeholders to apprise our partners of improvements being made to the Special Event Policy. The staff engaged with the stakeholders and garnered input and feedback on the process which was included in this revised Program, such as simplifying the document and application. Following Council’s consideration and direction tonight, staff will reengage the groups and applicants to transition to the new process and Program.

Attachment:

1. Proposed Special Event and Co-Sponsorship Policy and Application

2. Fee Schedule
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ATTACHMENT 1
Proposed Special Event Policy
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CITY OF SOUTH PASADENA

SPECIAL EVENT AND

CO-SPONSORSHIP

PROGRAM
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1 SOUTH

PASADENA

COMMUNITY SERVICES
SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 2 of 14

TABLE OF CONTENTS
Special Event Program…………………………………………………………………………………………………..3 Co-Sponsorship Program…………………….………………………………………………………………………….4 Special Events Program Conditions Of Approval ..……………………………………………………………….6 Glossary …………………………………………………………………………………………………………………….7 Special Events Program Terms and Conditions………………………………….……………………………........8 Special Event Fee Schedule……………………………………………………………………………………………9 Special Event Application.......................................................................................................................….....10 21 - 8
SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 3 of 14

CITY OF SOUTH PASADENA - SPECIAL EVENT PROGRAM
The City of South Pasadena (City) strives to provide businesses, organizations and groups to bring the community together. The Community Services Department processes special events applications for permit through relevant City departments, as many events take place on City streets, facilities, parks and private property, and to ensure organizers are informed of requirements and elements to plan for safe and successful events in our community.

A special event is an activity, open to the public or private in nature, taking place on City streets, public right-ofway or at City facilities. Events taking place wholly on private property that impact the surrounding area need a special permit from the City.

Examples of Special Events
Examples of special events include, but are not limited to: concerts, fundraising events, parades, bicycle races, car shows, fairs, promotional events, community-oriented events, festivals, block parties and ceremonial programs. Parades, marches, assemblies, and demonstrations of 25 or more people that take place within City limits may be considered by the City of South Pasadena. (Please refer to the Procedures section).

All special events on City streets, public right-of-way and at City facilities require permits, and applications must be complete at submittal, submitted at least six (6) months prior to the event, and are reviewed on a case-bycase basis. Approvals of permit must be obtained prior to any publicizing or marketing of any event, and failure to do so may result in cancellation of event.

A complete special events application includes:
- Completed application form
- Site map/plan (if applicable)
- If street closures are planned: A street closure or traffic control plan may be required. The applicant will work with the Public Works Department to receive an approved traffic control plan, prepared and stamped by a licensed engineer. Any and all street closures related to events must be preapproved, via traffic control plans, by the Public Works Department.
- Proper insurance documentation
City-Owned Facility Usage
Special events may include community meetings or events that take place at the following City-owned facilities:

War Memorial Building and Oak Lawn Park, Senior Center, Eddie Park and House, Garfield Park and Youth House, Orange Grove Park and Recreation Center, Arroyo Park, Arroyo Seco Golf Course, Library Community Room, Library Park, and Skate Park.

Certain uses of City facilities by elected officials, other municipalities or governmental agencies, and professional organizations with which staff members are affiliated as part of their work responsibilities are not considered cosponsored or special events and are not covered by this Program, and can be processed through a facility reservation by contacting Community Services Department at 626-403-7380.

For Private and Co-sponsored events for the use of the Library Community Room, please contact Library Administration at 626-403-7330.

Special Event Fee Schedule
The special event fee schedule can be found on page 9 in this document. 21 - 9
SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 4 of 14

CITY OF SOUTH PASADENA CO-SPONSORSHIP PROGRAM
Recognizing the value of collaborating with local organizations and the benefits of such programming to the community, the City’s Co-sponsorship opportunities provide nonprofit organizations, service clubs, and others a potential fee waiver for the use of City facilities and other relevant permits while still upholding fiscal responsibilities.

A City Co-Sponsorship Event is defined as an event that is planned and conducted by a South Pasadena nonprofit organization, with limited reliance on City resources, and in partnership with the City on facility use, fee consideration, community outreach and communications. While the City does not provide monetary funds for these co-sponsored events, there are in-kind services in facilitation, reserving and utilizing City-owned facilities, fee considerations and staffing. Cultural or educational events presented by the Library in partnership with other organizations or entities are not considered co-sponsored events as defined in this Program.

Activities specifically prohibited from City co-sponsorship include those that:
1) advocate, promote, or enhance private business;
2) are held on behalf of, in support of, or in opposition to any political candidate or ballot measure or advocate a political position; or
3) solicit criminal activity.

Religious organizations, companies, or groups may obtain fee waivers or co-sponsorship if the proposed program, event, or project neither promotes religious messages nor advocates for or promotes religious beliefs and provides an expressed community benefit.

Examples of City Co-Sponsorship Events
Examples of City Co-Sponsored events and activities include public music performances, art exhibitions, cultural, service club, sporting, and school events such as South Pasadena Chinese American Club Lunar New Year, South Pasadena Educational Foundation (SPEF) Parti Gras, South Pasadena High School Booster Club Tiger Run, Vecinos de South Pasadena Day of the Dead.

City co-sponsorship may reduce or subsidize fees, if the program or event is deemed to be of significant value to the community or to a significant portion of its residents; and is within the scope of services normally provided by the City. Before recommending approval, the City Manager or his/her designee, will also consider factors including, but not limited to benefit to the City, proposed event location and time of day, impact on the surrounding neighborhood or area, and availability of City staffing and resources.

Qualifications for those seeking fee waivers or co-sponsorship:

1. Must be a valid non-profit or community service organization based within the City of South Pasadena (Proof of non-profit status-IRS letter confirming 501c3 status with EIN) is required, if applicable).

2. All of the following criteria shall be demonstrated by the applicant:
a. Consistent with the City’s economic, social, or recreational goals; b. Open to the public, unless otherwise authorized by the City Council (or its designee); c. Demonstrate community pride and involvement; and
d. Not have a religious or political purpose or advocate a political position.

Co-sponsorship may include a fee waiver or reduction for permits/application fees use of a City facility including use of tables, chairs, and related City equipment on-site at the respective facility. 21 - 10
SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 5 of 14 Co-sponsorship fee waives or reduction does not include the following, and is the responsibility of the Applicant:

1. Staff Costs;

2. Refundable security deposit;

3. Outdoor use of any City equipment such as tables, chairs, stage, Public Address Systems, canopies;

4. Insurance; and

5. Implementation of Street Closure and Traffic Control plan.

All other costs will be the responsibility of the event organizers. Any hours designated for the set-up of approved nonprofit organization events, during regular business hours, will be at the expense of the nonprofit. Any hours designated outside of regular business hours may incur overtime-staffing fees. City staff hourly rates are based on approved salary schedule (Special Event Fee Schedule) While individuals, organizations, agencies, and/or community groups within South Pasadena may qualify for reduced or subsidized fees through co-sponsorship based on meeting this Program’s criteria, the City does not guarantee all requests will be accommodated. The City will consider approval of co-sponsorship based on adequate staffing, availability, and resources. The City will also consider any possible conflicts of interest in making final determinations.

CITY MUNICIPAL CODE
All events should follow South Pasadena Municipal Code. Please refer to https://www.codepublishing.com/CA/SouthPasadena/
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SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 6 of 14

CITY OF SOUTH PASADENA- SPECIAL EVENTS PERMIT CONDITIONS OF APPROVAL The following conditions apply once an Application is approved:

1. Approvals of Permit must be obtained prior to any publications or marketing of any event. Failure to do so may result in cancellation of an event, or any future events.

2. For City Co-Sponsored Events: Appropriate recognition of the City as co-sponsor of or contributor to the event or program will be included on all promotional materials and announced at all events and programs. The City Manager or his/her designee must approve promotional materials, the event/program schedule, and activities. If the City is not recognized for its contributions to the event/program, the organization could potentially lose future co-sponsorship opportunities with the City. For further clarification see the SPMC Chapter 2 Administration, Article I In General, Section 2.6-5 (Adoption of City Seal).

3. No fliers, posters, banners, or signage can be placed, posted, or distributed on City parks, City facilities, on street poles, or on sandwich boards throughout the City without the approval of the City Manager or his/her designee. Street Banner fees are waived but must be obtained through the City. Street banner specifications must be adhered to. For further clarification see the SPMC Chapter 3 (Advertising).

4. Conditions may be placed on the use to minimize impacts to facilities or costs to the City, or to restore facilities to pre-event conditions.

5. A refundable security deposit is required. Deposit amounts are set to ensure proper clean up and cover the City’s costs for remediation of any damage or loss. If the full deposit is not accompanied with the Application for Use of Facilities by the specified date, the facility request shall be cancelled and approval withdrawn. Security Deposits will be refunded within six (6) to eight (8) weeks of the event or activity, if standards have been met.

Security Deposits will not be waived.

6. Applicants are responsible for payment of the full cost of materials, labor, replacement, repairs, or damages related to the event, project or program, regardless of the amount. If damage occurs and the complete remediation costs the City less than the amount of the deposit, the difference shall be refunded.

7. Secure necessary additional permits (vendor business license, County Health Department permits for food sales, Alcoholic Beverage Control event permit, and other applicable permits).

8. The non-City use of City vehicles is strictly prohibited.

The City reserves the right to assess all activities at any time to ensure all rules, regulations, conditions of use, City laws, and health and safety laws are not violated. Special events permits, City co-sponsorships and fee waivers can be revoked at any time effective immediately if the recipient agency or organization fails to comply with this Program or any other local, state, or federal regulations. All resources to be provided by the City in cosponsorship of an event or program shall be within current funding allocations, and expenditures shall not result in a reduction of other City services. The City Council periodically approves the City Fee Schedule. Fee waivers may be reflected in reduced revenue totals at fiscal year-end. 21 - 12
SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 7 of 14 Glossary
Proof of Nonprofit Status
If applicable, Applicant must provide 501(c)(3) status from the Department of Treasury Internal Revenue Services (IRS) with an EIN.

Certificate of Insurance
Applicant must provide proof of General Liability Insurance and Endorsements with the City named as additionally insured as well as sign a Hold Harmless Agreement will be required for each event. The insurance coverage required will be determined on a case-by-case basis between the City, nonprofit organization, and Insurance Advisor and will depend largely on the requirement of street closures, serving of alcohol, event duration, type of event, size, and necessary permits. City staff will coordinate with the applicant on obtaining proper insurance requirements and premiums, and may purchase through the City’s insurance carrier.

Alcohol Beverage Control Permit
The South Pasadena Municipal Code (SPMC) allows liquor on the premises (wine, beer, whiskey, etc.) under special conditions. In order to obtain an Alcohol Beverage Control (ABC) Permit call the California Department of Alcohol Beverage Control directly at (626) 927-1060. See City Staff for additional info on ABC requirements.

Alcohol may not be sold or served to minors. Failure to comply, monitor, and enforce this law is grounds for terminating the activity and forfeiting all deposits, fees, and co-sponsorship. Injuries caused to any person or damage to City premises, shall be the sole responsibility of the organization, its sponsor, or the adult representative. Alcohol may not be served or sold during set-up time. Service for any alcoholic beverage must end one hour before the time stated on the contract for the event to end. Alcohol is only permitted in certain rented facilities (Senior Center, War Memorial Building and Library Community Room). Alcohol may not be served or consumed in parking lots, public patio areas, or outside grounds adjacent to the rented facility.

Los Angeles County Health Department Food Permit
Approval from the Los Angeles County Health Department is required for food sales. Applicant must contact the Health Department in advance for required permits and guidelines; please contact the Health Department at (323) 362-1295 or visit www.publichealth.lacounty.gov. The event organizer shall obtain copies of temporary food services licenses from food vendors prior to the event. In addition, all vendors selling food or products must have a South Pasadena business license https://southpasadena.hdlgov.com/. 21 - 13
SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 8 of 14

SPECIAL EVENT TERMS AND CONDITIONS
Permittee must supply proof of public liability insurance from an insurance company licensed to do business in the state of California and having a financial rating in Best’s Insurance Guide of not less than A: VII. Such insurance must provide “occurrence” coverage against liabilities for death, personal injury or property damage arising out of or in any way connected with the event. Such insurance must be in the minimum amount of $2,000,000.00 combined single limit, and must name the City of South Pasadena, the City’s officers, and employees as additional insured under the coverage afforded. Such insurance must be primary and noncontributing with respect to any other insurance available to the city and must include a severability of interest (cross-liability) clause. If alcoholic beverages are sold or served at the event, the Program must also include an endorsement for liquor liability in an amount not less than $2,000,000. A copy of the Program or a certificate of insurance along with an endorsement page must be filed with City at least thirty (30) business days before the scheduled event. Based on the event type, the City may request a higher limit amount, and should be furnished as such.

Permittee indemnifies, will defend (at City’s request and with counsel satisfactory to City), and holds City harmless from and against any claim, action, damages, costs (including without limitation, attorney’s fees), injuries, or liability, arising out of Permittee’s acts, errors or omissions, negligence, or wrongful conduct (regardless of City’s passive negligence, if any) in connection with this Permit. For purposes of this section “City” includes the City of South Pasadena elected and appointed officials, officers, and employees.

The permittee will attempt to notify all affected persons, by any reasonable means, regarding the event’s nature, date, and time as specified by the director. Failure of the permittee to give such notice will not invalidate a permit.

It is prohibited to physically obstruct, impede, hamper or otherwise interfere with any event authorized by a permit or with any person, animal or vehicle participating or used in such event.

It is prohibited to drive a vehicle between vehicles or persons traversing the route of a parade or athletic event authorized by a permit when such vehicles or persons are in motion.

It is prohibited to park along or within any portion of the route or site of an event authorized by a permit, when the route or site had been posted as a no-parking zone by the director in the manner authorized by this chapter.

In the event the City determines that it is necessary to take legal action to enforce any of the provisions of these conditions, and such legal action is taken, the applicant is required to pay any and all costs of such legal action, including reasonable attorney's fees, incurred by the City, even if the matter is not prosecuted to a final judgment or is amicably resolved unless the City should otherwise agree with the applicant to waive said fees or any part thereof. The foregoing must not apply if the Permittee prevails on every issue in the enforcement proceeding.

I, the undersigned, do hereby certify that all information supplied here is true and correct to the best of my knowledge and belief; that I have read and understand the agreements, rules, and regulations governing the proposed activity on this application, and that this application is made subject to the terms and conditions established by the City Council, the City Manager or his/her designee.

Signature of Authorized
Representative: X Date:

Printed Name: Title:
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SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 9 of 14 Community Services Department
815 Mission St., South Pasadena, CA 91030
Phone: (626) 403-7380
Email: [email protected]

SPECIAL EVENT APPLICATION
This application must be submitted for any special event held within the City. All co-sponsorships and special events are subject to approval by the City of South Pasadena and/or City Council. The action to approve an event will state conditions which must be met for the event to be held. Application must be submitted at least 3 months prior to event date.

SPECIAL EVENT CRITERIA CHECKLIST
Please check if you are seeking a Co-Sponsored or Special Event:
☐ Co-Sponsorship (may include fee reduction/waiver)
☐ Special Event
Proposed Co-Sponsorship applications must meet the following criteria:
☐ Applicant must show proof of 501(c)3 non-profit status from the IRS with an EIN. ☐ Applicant/organization must be based in the City of South Pasadena and hold a current business license. All vendors must hold
☐ Applicant’s event must be open to all South Pasadena residents. ☐ Applicant’s event must be a benefit to the South Pasadena community. ☐ Applicant must complete a Special Events Application and submit all supporting documentation. ☐ Special Events Application must be submitted to the Community Services Department.

Please fill in the information below and answer all areas as thoroughly as possible. If the information does not pertain to your event, indicate not applicable (N/A).

EVENT INFORMATION
Name of Event:

Type of Event:

Date of Event: ☐ New Event ☐ Returning Event; # of years offered:

Proposed Set-Up Time: Proposed Break-Down
Time:

Proposed Start Time: Proposed End Time:

Requested Location(s):

ORGANIZATION CONTACT INFORMATION
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1~01UTH PASADENA COMMUNITY SERVICES
SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 10 of 14 Organization Name:

Contact Person Name:

Street Address: City: Zip Code:

Day Phone: Evening
Phone: Cell Phone:

Email:

Alt. Contact Name: Phone:

ADDITIONAL INFORMATION
Who is the target audience for the activity?
Estimated Attendance:

Will any fees be associated with the event? ☐ Yes If so, what fees will be charged? ☐ No Will fees be collected at the event? ☐ Yes Who will the proceeds benefit? ☐ No Will alcohol be served at the event? ☐ Yes ☐ No Will alcohol be sold at the event? ☐ Yes ☐ No ALCOHOL: City Ordinance allows liquor on premises under special conditions. If selling alcohol, the organization is required to obtain an ABC license by calling the Department of Alcoholic Beverage Control, and must provide a copy.

FACILITY & PARK USE
If requesting to use a park site or facility, please indicate the location:

Park:
☐ Arroyo Park ☐ Eddie Park ☐ Garfield Park ☐ Orange Grove Park ☐ Library Park ☐ Oak Lawn Park ☐ Skate Park ☐ Arroyo Seco Golf Course Facility:
☐ Eddie Park House ☐ Garfield Youth House ☐ Senior Center ☐ War Memorial Building ☐ Community Room* Note: For use of the Community Room, contact Library Administration at 626-403-7330 If not using any park or facility listed, please indicate the specific area of use:

VEHICLES ON PARK GROUNDS
Vehicles, including catering vehicles, are not permitted to drive or park on public park grounds due to extensive underground irrigation systems that sustain damage when vehicles drive across control boxes and sprinkler heads.

Are you requesting that vehicles be permitted to drive or park on public park grounds? ☐ Yes ☐ No
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SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 11 of 14 If yes, please attach a copy of valid CA Driver License and proof of Auto Insurance.

If yes, please indicate the type(s) of vehicles and the locations and times they would be driven or parked:

PORTABLE RESTROOMS
Vehicles, including catering vehicles, are not permitted to drive or park on public park grounds due to extensive underground irrigation systems that sustain damage when vehicles drive across control boxes and sprinkler heads.

Additional insurance may be required.

Will additional portable restrooms be brought to the event site? ☐ Yes ☐ No If yes, please indicate the Company Name and information below:

Company Name: Phone Number:
# of Restrooms: # of ADA Restrooms:

ASSEMBLIES, DEMONSTRATIONS, MARCHES, AND/OR PARADES
Will your event feature an assembly, demonstration, march, and/or parade? ☐ Yes ☐ No Will the assembly, demonstration, march, and/or parade be mobile or stationary? ☐ Mobile ☐ Stationary If mobile, please indicate the route:

Please identify the cause for the assembly, demonstration, march, and/or parade:

Will the event feature music and/or sound amplification? ☐ Yes ☐ No

EVENT SITE
A map of the event site is REQUIRED and should indicate event layout with recommended street closures, parade or run/walk routes, etc. Please draw your map in the space provided below or attach your map to the application.

STREET USE PERMIT / BLOCK PARTY
Are you requesting any public streets to be closed for the event? ☐ Yes ☐ No If yes, identify the streets/blocks and indicate the times the closure is requested:

Start Time: End Time:
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SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 12 of 14 Location:

Description:

Will your event require bins and roll-off containers? ☐ Yes ☐ No NOTE: The City of South Pasadena has an exclusive agreement with Athens Services for refuse removal, as such if your event requires the use of a container you MUST use Athens Services. Applicant is required to rent or purchase all street closure materials and execute pre-approved street closure and traffic plan.

STREET BANNERS
Are you requesting the use of a street banner for the event? ☐ Yes ☐ No Date of Event:

Site Priority: Prioritize sites 1-4 with 1 being the first location Fair Oaks @ Grevelia ________ Mission @ Fremont _____
Fair Oaks @ El Centro ________ Mission @ Meridian _____ NOTE: The City of South Pasadena MUST review street banners prior to printing to ensure compliance with City branding guidelines.

TENT PERMIT
Will your event use canopies, EZ-ups, or any large tents? ☐ Yes ☐ No If yes, please indicate the number of canopies/EZ-ups (10’x10’ or smaller):

If yes, please indicate the number of large tents (larger than 10’x10’):

FOOD & OTHER VENDORS
Applicant is required to contact Los Angeles County Public Health Department in advance of their event for required permits and guidelines. The applicant shall obtain copies of temporary food service licenses from food vendors prior to the event. In addition, all vendors selling food or other products must have a City of South Pasadena Business License. Additional Insurance will be required.

Will food be served at the event? ☐ Yes ☐ No
If yes, the food is: ☐ Provided Free ☐ Cooked or Prepared On-Site ☐ Cooked on an Open Flame* (Barbeque) ☐ Available for Purchase
Please provide a menu of the food your event will be serving:

Are you requesting approval to offer other items for sale at the event? ☐ Yes ☐ No If yes, please indicate the items for sale:

BUSINESS LICENSE
Do you possess a City of South Pasadena Business License? ☐ Yes ☐ No 21 - 18
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SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 13 of 14 NOTE: All persons or companies conducting business within the City limits of South Pasadena are required to obtain a City business license. This includes but is not limited to retailers, wholesalers, manufacturers, service providers, professionals, non-profit organizations, independent contractors, home businesses, food vendors, etc.

PROOF OF NON-PROFIT STATUS
Do you possess proof of non-profit status? ☐ Yes ☐ No
Employer ID Number (EIN):

NOTE: All organizations must present a letter from the Internal Revenue Service indicating exemption from Federal Income Tax as described in Internal Revenue Code Section 501(c)(3).

BOUNCE HOUSE / INFLATABLES
Will your event require a bounce house or an inflatable ☐ Yes ☐ No Please provide the name of the company you are renting the bounce house or inflatable from? Address:

Phone:

NOTE: All additional vendors or subcontractors must present the organization a certificate of insurance naming the City of South Pasadena addition Insured with a minimum amount of $2 million per occurrence and $4 million aggregate along with Automobile liability and endorsements. Additional limits may be required.

OSE / INFTABLE
PLEASE NOTE: All applicants will be notified by the Community Services Department regarding the status of the application upon the conclusion or the review period by City Departments.

Applicant Signature: X Date:

Applicant’s Name: Title:
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SPECIAL EVENT APPLICATION (rev. 03/30/2023) Page 14 of 14

SPECIAL EVENT FEE SCHEDULE
The following fees are applicable towards the City Special Event Program and are approved in the City Master Fee Schedule. *Fees waived per Co-sponsorship Program

COMMUNITY DEVELOPMENT
Traffic Control Plan Review * $126 per review
Temporary Use Permit (non-profit)* $258
Temporary Use Permit* $517
Temporary Banners* $56 per banner per permit

COMMUNITY SERVICES
Additional Staff (Clean up and Supervision) $45 per hour Additional Staff (Alcohol) $45 per hour
See Fee Schedule for all Facility and Park fees

FINANCE
Business License Fee Cost is determined by the size of business FIRE
Fire (Eight-Hour Minimum) $95 per hour
Event Tent* $182
Other permits as required by the Fire Chief $307

LIBRARY
Staff (Clean up and Supervision) $45 per hour
Staff (Alcohol) $45 per hour
Audio/Visual Equipment Rental* $67
Piano Fee* $40
See Fee Schedule for all Community Room Fees
POLICE
Police (Eight-Hour Minimum) $95 per hour

PUBLIC WORKS
Block Party Street Closure – Initial $299
Block Party Street Closure – Renewal $112
Banner Installation and Removal* $214
Banner Installation – Initial* $354
Special Event Staffing* Hourly Rate
No Parking Signs (temporary) $42
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ATTACHMENT 2
Fee Schedule
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Fee No. Fee
Title
Adopted Fee
Community Services Department
Garfield / Arroyo Park:
15 Sport Fields -- Non-Profit (Less than 50% contributor) (per hr) $57.00 16 Sports Fields -- Non-Profit (Contributor) (per hr) $0.00 17 Sport Fields - Resident (per hr.) $45.00
18 Sports Field - Non-Resident (per hr) $57.00
19 Gazebo Rental - Resident (4 hr block) $90.00
20 Gazebo Rental - Non-Resident (4 hr block) $134.00
21 Picnic Areas -- Deposit for Groups > 50 Persons resident $50.00 22 Picnic Areas -- Deposit for Groups > 50 Persons non-resident $61.00 23 Tennis Courts -- Sports Teams -- OG & Garfield Parks $56.00 24 Tennis Courts -- Instructions -- OG & Garfield Parks $56.00 OG Rec Center Rental Fees:
25 Security Deposit $280.00
26 Non-Profit (per hr) $33.00
27 Resident (per hr) $33.00
28 Non-Resident (per hr) $45.00
29 Youth Groups - local (up to 2 hrs) $11.00
Eddie Park House Rental Fees:
30 Security Deposit $280.00
31 Non-Profit (per hr) $101.00
32 Resident (per hr) $90.00
33 Non-Resident (per hr) $112.00
34 Event (4 hr block) Resident Only $169.00
35 Youth Groups - local (up to 2 hrs) $11.00
Garfield Youth House Rental Fees:
36 Security Deposit $280.00
37 Non-Profit (per hr) $78.00
38 Resident (per hr) $68.00
39 Non-Resident (per hr) $112.00
40 Event (4 hr block) Resident Only $169.00
41 Youth Groups - local (up to 2 hrs) $11.00
War Memorial Rental Fees:
42 Security Deposit $561.00
43 War Memorial -- Non-Profits (per hr) $124.00
44 War Memorial -- Resident (per hr) $112.00
45 War Memorial -- Non-Resident (per hr) $146.00
46 War Memorial -- Non-Profits -- Prime Time
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$197.00
47 War Memorial -- Resident / Local Business (per hr) -- Prime Time $185.00 48 War Memorial -- Non-Resident (per hr) -- Prime Time $219.00 49 War Memorial -- Lower Floor -- Non-Profits (per hr) $96.00 50 War Memorial -- Lower Floor -- Resident (per hr) $84.00 51 War Memorial -- Lower Floor -- Non-Resident (per hr) $112.00 52 War Memorial - Use of Kitchen (per event / use) $56.00 53 War Memorial - Use of Kitchen - Prime Time $169.00
Senior Center Rental Fees:
54 Security Deposit $280.00
55 Main Room - Non-Profits (per hr) $101.00
56 Main Room - Resident (per hr) $90.00
57 Main Room - Non-Resident (per hr) $112.00
58 Conference Room -- Non- Profits (per hr) $33.00
59 Conference Room -- Resident / Local Business (per hr) $33.00 60 Conference Room -- Non-Resident (per hr) $45.00
61 Kitchen Use (per event / use) $56.00
Miscellaneous Fees:
82 Additional Staff (Cleanup and Supervision) $45.00
83 Additional Staff (Alcohol) $45.00
Community Development
98 Traffic Control Plan Review - per review $126.00
101 Temporary Use Permit (non-profit) $258.00
102 Temporary Use Permit $517.00
161 Temporary Banners - Per Banner, Per Permit $56.00
Fire Department
232 Permits - Event Tent $182.00
97 Fire (Eight Hour Minimum) - per hour $95.00
234 Permits - Any Other Required by Chief $307.00
Library
256 Community Room - Non-Profit Groups - Per Hr. (Min. 2 Hrs.) $112.00 257 Community Room - Resident / Local Business - Per Hr. (Min. 2 Hrs.) $101.00 258 Community Room -Non-Resident - Per Hr. (Min 2 Hrs.) $134.00 259 Community Room - Non-Profit Groups - Primetime (Min. 2 Hrs.) $185.00 260 Community Room - Resident / Local Business - Primetime (Min. 2 Hrs.) $174.00 261 Community Room -Non-Resident - Primetime (Min 2 Hrs.) $207.00 262 Library Park Event (add on to Community Room Rental) - per hr (Min. 2 hrs) $169.00 263 Community Room - Staff (Cleanup and Supervision) $45.00 264 Community Room - Staff (Alcohol) $45.00
265 Community Room - Security Deposit $280.00
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Equipment Rental Fees:
266 Audio/Visual Equipment Rental $67.00
267 Equipment Rental - Baldwin Piano $40.00
Public Works
378 Block Party Street Closure - Initial $299.00
379 Block Party Street Closure - Renewal $112.00
381 Banner Installation & Removal $214.00
382 Banner Installation - Initial $354.00
383 Parade/ Special Event Staffing Hourly Rate
384 No Parking Signs (temporary) $42.00
Police Department
95 Police (Eight Hour Minimum) – per hour $95.00
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22 22 - 1
City Council
Agenda Report
DATE: April 19, 2023
FROM: Armine Chaparyan, City Manager ~
PREPARED BY: Sheila Pautsch, Community Services Director ITEM NO.

SUBJECT: Establish Credit Card Processing Fees for Community Services Department for CivicPlus Registration Software Recommendation
It is recommended that the City Council:
--

1. Establish the service fee model in which the customer pays the 3% Credit Card Processing Fee (CCPF) to Forte; and

2. Eliminate the current 0.25% CCPF for the Community Services Department (Department).

Executive Summary
The City currently absorbs all CCPF except for 0.25% of the transaction fee which is paid for by the customer. The Department is transitioning to a new software system and the CCPF is 3%. The Department has two options for how to process payments. The first option is to continue to charge the 0.25% CCPF and the City absorbs the remaining 3%. The second option is to eliminate the 0.25% CCPF and pass along 3% to the customer through a third-party payment processing vendor. This payment processor is an intermediary (third-party) between the credit card issuer and the City. Contracting with a third-party payment processor will allow staff to facilitate digital payments which are over 70% of the Department's transactions. Staff is recommending the second option, as it creates an effective mechanism for allowing credit card payment processing while this option also alleviates the General Fund from paying excessive CCPF.

Background
Since 2008, the Department has been utilizing Peak Software Systems, Inc. (Peak), software called Sportsman for online registration needs. Sportsman is used to support membership management, program registration , facility reservations, and reporting. In recent years, Sportsman has not been able to adequately support the Department's needs and goal of expanding programming and events. Through the current Departments' registration software program, customers have limited access to pay with a credit card. With Sportsman, the Department currently utilizes a financial system called Merchant Gateway to collect online payments and Converge for in-house credit card payments. When the system was originally set up, credit cards were a small Establish a Credit Card Processing Fees for Community Services Department April 19, 2023

percentage of the City’s overall payment type volume, and the City viewed credit card acceptance as a method of encouraging prompt and guaranteed form of payment.

However, in recent years, credit card usage has become so widely used with 70% of customers using credit cards as a more convenient payment system. Currently, a customer paying via credit card pays 0.25% CCPF.

To improve overall efficiencies, and to provide an ability to expand programming and services, the Department has upgraded the registration software program from Peak to CivicPlus, to allow for additional and improved online transactions including facility rentals, park reservations, membership management, after-school/summer camps, and reporting capabilities.

With CivicPlus, in addition to the existing City’s CCPF of 0.25%, there is a 3% processing fee per credit card transaction. In addition to credit card payments, the City currently offers customers the option of making a payment with a personal check, cashier’s check, or cash without being assessed any additional fees.

With Peak, when a participant registers and pays for a program with a credit card, there is a 0.25% CCPF incurred.

Example 1: Peak Software Systems, Inc. or Sportsman
Program Fee $40.00
Credit Card Processing Fee of 0.25% $0.10
Participant Pays $40.10
City Retains $40.10
Merchant Gateway Retains Based on the type of credit card used the range is between 2% - 4.8%
City Pays Credit Card Company $.80 to $1.92
With CivicPlus, retaining the 0.25% CCPF and the 3% will go back to Forte.

Example 2: CivicPlus with 0.25% CCPF
Program Fee $40.00
Current Credit Card Processing Fee

0.25% *
$0.10
Participant Pays * $40.10
City Retains $40.10
Forte Retains $1.20
With this service model, there is no CCPF of 0.25% and the 3% will go back to Forte. 22 - 2
Establish a Credit Card Processing Fees for Community Services Department April 19, 2023

Example 3: CivicPlus only 3%
Program Fee $40.00
Participant Pays $41.20
City Retains $40.00
Forte Retains $1.20
In researching other cities, the following are applicable convenience/service fees for their Departments and in some cases, citywide:

Surrounding Cities CCPF
Other Cities Fees
City of San Marino $2.00
City of San Dimas 2.45%
City of Glendale 2.5%
City of Diamond Bar 2.5%
City of San Gabriel 2.9%
Analysis
With Peak, there are two credit card processing vendors, Converge and Merchant Gateway. Converge manages all in-house transactions while Merchant Gateway manages online transactions. Payment processors may charge a transaction fee directly to the card user, or to the City. Additionally, third-party processors typically remit payments collected within 24 hours. As such, the Finance Department will receive the daily payments collected and will have access to run reports as deemed necessary.

During this process, staff reviewed alternative options for third-party credit card processing vendors. The table below is a list of vendors and what they offer. As we transition to CivicPlus, the recommended third-party processor is Forte. Forte’s financial system is a gateway between the City and CivicPlus and will provide the most beneficial features. To provide a much more efficient and centralized financial system, Forte will manage both online and in-house payments. It provides a web interface or gateway to support receipt of these forms of electronic payments and integrate into the City’s financial software system, Springbrook.

Gateway Integrated Online ACH InPerson
Cards
on File
ACH
on
File
Supports
Contactless
Payments
(Apple
Pay/Wallet)
Can Act as
Both
Gateway
and
Processor
CSG Forte X X X X X X X
Braintree X X X
Heartland X X X X
NCR/JetPay X X X
PayPal Payflow X X X
Tempus X X X X X
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Establish a Credit Card Processing Fees for Community Services Department April 19, 2023

In FY 2021/2022, the City paid a total of $74,306 in credit card fees citywide ranging in fees from 3-5%. The table below provides the Department’s credit card fees which range from 3-5% based on annual revenue.

Fiscal Year Approximate Credit Card
Sales
Additional 3-5% Credit
Card Fee
FY 2019-2020 $500,000 $15,000-$25,000
FY 2020-2021 $220,000 $6,600-$11,000
FY 2021-2022 $515,000 $15,450-$25,750
Key Performance Indicators and Strategic Plan
This item is not part of the Community Services Department Key Performance Indicators identified in the Fiscal Year 2022-2023 Budget or the Adopted 2021-2026 Strategic Plan.

Fiscal Impact
This project will not require a one-time cost or additional monthly or annual fees as long as the fees are passed along to the customer. If the 3% processing fee is not approved, there is an approximately $18,000-$30,000 in fees based on the annual revenue of $600,000 that will be impacted to the General Fund, at the current levels of credit card payment use. Implementation of the new CivicPlus software may translate to additional credit card uses and fees allocated.

Alternatives Considered

1. Continue to charge the 0.25% CCPF and City to absorb the 3% charges from Forte.

2. Continue to charge the 0.25% CCPF and the 3% CCPF to the customer increasing the total CCPF to 3.25%.

Commission Review and Recommendation
This matter was not reviewed by the Community Services Commission. 22 - 4
23 23 - 1
Psomas Contract Amendment
April 19, 2023

Background
Housing Element, General Plan and Downtown Specific Plan The Housing Element Update and General Plan (Land Use Element) and the Downtown Specific Plan (GP/DTSP) were initiated as separate projects, but have been developed along parallel paths since 2019, when it became clear that State law requirements for housing would necessitate a review of the direction in which the GP/DTSP were developing in respect to providing opportunities for housing and particularly affordable housing. While the parallel approach was prudent in ensuring good planning principles, the reset has resulted in delays and scope changes, requiring the proposed contract amendment.

Program Environmental Impact Report
On April 17, 2019, the City Council authorized the City manager to execute a contract with Psomas to complete the PEIR in the amount of $98,480. On November 6, 2019, the City Council authorized the first contract amendment to adopt a Vehicle Miles Traveled (VMT) threshold in accordance with state law for an additional $41,982. The revised contract amount was increased to a total not-to-exceed amount of $140,462. On March 4, 2020 the City Council authorized the second amendment to Psomas to include the environmental analysis for the Housing Element. The amendment increased the contract amount by $88,797, for a total not-to-exceed amount of $229,259 and a contract termination date of December 31, 2021. One December 15, 2021, the City Council authorized the City manager to extend the termination date until the completion of the project with no other changes to scope or budget.

Analysis
2021-2029 6th Cycle Housing Element Update
On January 27, 2023, the California Department of Housing and Community Development (HCD) provided a response letter with comments on the 4th Draft Housing Element. The letter and all documents related to the City’s 6th Cycle Housing Element development, including all drafts and HCD letters received, are posted on the Community Development Department’s project web page
(https://www.southpasadenaca.gov/government/departments/planning-andbuilding/housing-element-update-2021-2029).

On February 1, 2023, the City Council held a special meeting to discuss the comment letter received from HCD on January 27, 2023. Staff presented responses to comments received and asked for direction in two specific areas: 1) Affirmatively Furthering Fair Housing; and 2) the Regional Housing Needs Assessment allocation (RHNA). On February 9, 2023, staff conducted a Community Meeting with over 30 persons in attendance. The community received a presentation on the Housing Element and provided public comment. The community meeting included an open discussion. The 5th 23 - 2
Psomas Contract Amendment
April 19, 2023

Draft 2021-2029 South Pasadena General Plan Housing Element was submitted to HCD for review and approval on March 24, 2023.

General Plan/Downtown Specific Plan
The GP/DTSP was placed on hold in order to incorporate the programs and policies from the Housing Element and to ensure internal consistency between the plan documents.

Consequently, the changes in the Housing Element schedule have resulted in changes to the GP/DTSP as well. Additional revisions to the draft GP/DTSP are required to reflect changes associated with the 6th Cycle Housing Element, which require internal general plan consistency. The continuing evolution of requirements for the housing element imposed by HCD have necessitated additional analysis for the land use element to ensure that new districts and subsequent zoning are compatible.

Program Environmental Impact Report
With the revision to key strategies in the draft Housing Element, and the timing constraints presented by the Stipulated Order and Judgement (Californians for Homeownership v.

City of South Pasadena, LASC Case No. 22STCP01388) the City team has initiated efforts to finalize the environmental disclosure documents that will be needed to certify the Housing Element, General Plan and Downtown Specific Plan. In order to incorporate the additional revisions needed to finalize the environmental documents, staff is requesting a fourth contract amendment to the Psomas PSA and budget increase of $62,715.00 for a total not-to-exceed amount of $291,974.00.

Key Performance Indicators and Strategic Plan
This item is in line with the Community Development Department’s Key Performance Indicators listed under the Housing Division to obtain certification from HCD on the 6th Cycle Housing Element 2021-2029.

Commission Review and Recommendation
This matter was not reviewed by a City Commission.

Fiscal Impact
The amendment to the Psomas PSA includes a request for an additional $62,715, for a total not-to-exceed amount of $291,974. The recommendation requests an allocation and appropriation of $62,715 from the General Fund Fund balance reserves, Account 101- 0000-0000-3200-000 to fund the Community Development Department Professional Services appropriations in Account Number 101-7010-7011-8170-000 for this use.

Attachments:

1. Psomas PSA with Amendments 1-3

2. Proposed Psomas PSA 4th Amendment
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ATTACHMENT 1
Psomas PSA with Amendments 1-3
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263222.1

THIRD AMENDMENT TO

AGREEMENT FOR SERVICES
THIS AMENDMENT (“Amendment”) is made and entered into on the 15 th day
of December, 2021 by and between the CITY OF SOUTH PASADENA (“City”) and Psomas. (“Consultant”).

RECITALS
WHEREAS, on April 17, 2019, the City Council authorized the City Manager to execute a contract with Psomas to finalize the Program Environmental Impact Report for the General Plan Update and Downtown Specific Plan;
WHEREAS, on November 6, 2019, the City Council authorized the City Manager to execute the First Amendment with Psomas to adopt a Vehicle Miles Traveled threshold; WHEREAS, on March 4, 2020, the City Council authorized the City Manager to execute the Second Amendment with Psomas to integrate the environmental analysis for the 2021-2029 Housing Element into the PEIR;
WHEREAS, the Term of the Agreement is through December 31, 2021, with the option to extend upon written agreement of the parties;
WHEREAS, the City and Consultant desire to extend the contract until the project has been completed.

NOW, THEREFORE, THE CITY AND THE CONSULTANT AGREE AS FOLLOWS:

1. PARAGRAPH 3.7 “Termination Date” is amended to read: Completion of the project or upon cancellation by the City.

2. PROVISIONS OF AGREEMENT. All other terms, conditions, and provisions of the Agreement to the extent not modified by this Amendment, shall remain in full force and effect.

DocuSign Envelope ID: 9351F757-4DC9-4064-BAA1-ECA1A37A4B4A 23 - 48
263222.1
TO EFFECTUATE THIS AMENDMENT, the parties have caused their duly authorized representatives to execute this Amendment on the dates set forth below. “CITY” “Consultant”
City of South Pasadena Psomas
By:___________________________ By: __________________________ Signature Signature
Printed: Arminé Chaparyan Printed:_______________________ Title: City Manager Title:_________________________
Date:________________________ Date:________________________ Attest:

By:

Date: ____________________
Approved as to form:

By:

Andrew Jared, City Attorney
Date: ____________________
Alia Hokuki
Vice President
1/12/2022
Tameka Cook, City Clerk
DocuSign Envelope ID: 9351F757-4DC9-4064-BAA1-ECA1A37A4B4A 1/25/2022
2/3/2022
2/14/2022
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ATTACHMENT 2
Proposed Psomas PSA 4th Amendment
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263222.1

FOURTH AMENDMENT TO

AGREEMENT FOR SERVICES
THIS AMENDMENT (“Amendment”) is made and entered into on the 19th day of April, 2023 by and between the CITY OF SOUTH PASADENA (“City”) and Psomas. (“Consultant”).

RECITALS
WHEREAS, on April 17, 2019, the City Council authorized the City Manager to execute a contract with Psomas to finalize the Program Environmental Impact Report for the General Plan Update and Downtown Specific Plan;
WHEREAS, on November 6, 2019, the City Council authorized the City Manager to execute the First Amendment with Psomas to adopt a Vehicle Miles Traveled threshold; WHEREAS, on March 4, 2020, the City Council authorized the City Manager to execute the Second Amendment with Psomas to integrate the environmental analysis for the 2021-2029 Housing Element into the PEIR;
WHEREAS, on December 15, 2021, the City Council authorized the City Manager to extend the Term of the Agreement from December 31, 2021 to “through the completion of the project or cancellation by the City”;
WHEREAS, the City and Consultant desire to amend the scope of the contract to account for changes in the Plans that are analyzed through the Program Environmental Impact Report.

NOW, THEREFORE, THE CITY AND THE CONSULTANT AGREE AS FOLLOWS:

1. PARAGRAPH 3.1 “Scope of Services” is amended by adding an additional Scope of Services as set forth in Exhibit 1, attached and incorporated by this Amendment.

2. PARAGRAPH 3.4 “Maximum Amount” is amended to read as follows: The highest total compensation and costs payable to Consultant by the City under this Agreement.

The Maximum Amount under this agreement is Two Hundred Ninety-One Thousand Nine Hundred Seventy-Four Dollars ($291,974), which is comprised of Ninety-Eight Thousand, Four Hundred Eighty Dollars ($98,480) for the original Scope of Services; Forty-One Thousand, Nine Hundred and Forty-Two Dollars ($41,982) for the VMT Scope of Services; Eight-Eight Thousand Seven Hundred Ninety Seven Dollars ($88,797) for additional environmental analysis associated with the 2021 Housing Element Update; and Sixty-Two Thousand Seven Hundred Fifteen Dollars ($62,715) to support additional analysis and activities necessary to finalize the Program Environmental Impact Report.
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263222.1
TO EFFECTUATE THIS AMENDMENT, the parties have caused their duly authorized representatives to execute this Amendment on the dates set forth below. “CITY” “Consultant”
City of South Pasadena Psomas
By:___________________________ By: __________________________ Signature Signature
Printed: Arminé Chaparyan Printed:_______________________ Title: City Manager Title:_________________________
Date:________________________ Date:________________________ Attest:

By:

Mark Perez, Deputy City Clerk
Date: ____________________
Approved as to form:

By:

Andrew Jared, City Attorney
Date: ____________________
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263222.1
Exhibit 1
Amended Scope of Services
TASK 1 DRAFT PROGRAM ENVIRONMENTAL IMPACT REPORT
Task 1.1 Revised Administrative Draft Program Environmental Impact Report (Augment) Upon receipt of the proposed updates to the Housing Element, including expansion of growth focus areas and targeted rezoning of density to address comments received by the California Department of Housing and Community Development, Consultant will revise the Administrative Draft PEIR document accordingly. Additionally, the list of goals, policies, and actions from the three plan documents and the regulatory setting presented in each topical section of the PEIR will be updated as appropriate. This Scope of Work assumes the number and description of Project alternatives will not change.

The City is separately contracting with others to prepare an updated vehicle-miles-travelled (VMT) compliant analysis. Consultant will provide the City with the current draft Section 3.14, Transportation, for revision. The trip generation and distribution data based on the updated land use plan is necessary for Consultant to complete Tasks 6.1 and 6.2 further below, and to update the existing and future traffic noise contour exhibits for the City’s use which will be completed as part of this task.

A Revised Administrative Draft PEIR will be electronically submitted to the City for review and comment. This will include a clean .PDF of the PEIR sections and all technical reports, and clean and redline Word files to facilitate review of the revised document.

Task 1.2 Approval Draft Environmental Impact Report and Public Review (Augment) Upon receipt of one set of compiled comments on the Revised Administrative Draft PEIR from the City and City Counsel, Consultant will revise the document accordingly. An Approval Draft of the PEIR will be electronically submitted to the City for final review to confirm that all comments have been appropriately incorporated. This task assumes that any necessary revisions will be minimal and editorial in nature, and no new substantive revisions to the document will be required.

Task 1.3 Reproduction and Distribution of PEIR (Augment) This task includes additional staff time to replenish budget expended in September and October 2021 to prepare the Draft PEIR for public review prior to placing the Project on hold.

TASK 3 PROJECT MANAGEMENT AND MEETINGS (AUGMENT)
Task 3.1 Project Management and Quality Control (Augment) Consultant will continue to maintain regular telephone and email communications with the City, as appropriate, to discuss the status of Project implementation and/or to resolve issues in collaboration with City staff. This task also includes internal administrative coordination and invoicing tasks.

Task 3.2 Attendance at Public Meetings/Hearings (Augment) This task includes an additional staff time for attendance at additional meetings and/or participation in conference calls to coordinate with the City and other team members as needed to manage completion of the Scope of Work, not to exceed the fee estimate for this task. 23 - 55
263222.1
TASK 6 TECHNICAL STUDIES
Task 6.1 Air Quality and Greenhouse Emissions Analysis Update (Augment) Consultant will update the air quality and GHG emissions sections of the Administrative Draft PEIR, prepared in 2021, based on the updated VMT analysis and related data to be provided by Iteris. Criteria air pollutant and GHG emissions will be quantified using the current California Emissions Estimator Model (CalEEMod) in accordance with South Coast Air Quality Management District (SCAQMD) guidelines. A review of the air quality and GHG emissions sections will also include updates to any language and/or information that is now outdated, such as the local air quality monitoring data and regulatory setting. Mitigation measures will be reviewed and revised as needed considering the updated impact analyses. Supporting data will be included as an appendix to the PEIR.

Task 6.2 Noise Analysis Update (Augment)
Consultant will update the noise section of the Administrative Draft PEIR, prepared in 2021, based on the updated VMT analysis and related data. The noise level measurements taken in 2018 remain adequately representative of existing conditions within the City, especially considering reduced traffic noise from 2020 through 2022, and will be used in the updated section. Traffic noise contours for existing and future Without\With Project conditions will be reanalyzed with the latest traffic data. Traffic noise analyses will be conducted based on quantification methods developed by the Federal Highway Administration. Noise and vibration exposure from the Metro Gold Line to sensitive land uses within the City will be evaluated based on published noise and vibration studies for the Metro Gold Line, which are assumed to be adequate for this purpose. Changes in traffic noise and traffic noise exposure related to the updated Housing Element standards will be based on and impact criteria adopted by the City. Mitigation measures will be reviewed and revised as needed considering the updated noise and vibration impact assessment.

Supporting data will be included as an appendix to the PEIR.

TASK 10 SETTLEMENT AGREEMENT DOCUMENTATION (NEW)
Consultant will update the Environmental Assessment prepared by Consultant and dated August 2022 as appropriate based on the updated Project and repackage in Draft PEIR to provide the documentation necessary under Section 65759 et. seq. of the Government Code related to the requirements of the Summer 2022 settlement agreement stemming from the Housing Element-related lawsuit. The existing versions of these documents were prepared using contingency funds. The updated Environmental Assessment will be electronically submitted to the City for review and comment. This will include a clean .PDF file and all technical reports, as appropriate, and clean and redline Word files to facilitate review of the revised document. Upon receipt of one set of compiled comments on the updated Environmental Assessment from the City and City Counsel, Consultant will revise the document accordingly and electronically submit the final Environmental Assessment in .PDF.

TASK 11 CONTINGENCY (NEW)
This task includes a not-to-exceed budget equivalent to 10 percent of the fees for the above-listed augmented tasks for work efforts requested by the City that may exceed the anticipated level of effort, such as, but not limited to, to more intense public involvement/written responses, additional meeting attendance or project management activities, and substantive changes to the General Plan and DTSP Update and/or Housing Element. Funds in this contingency task will not be used without prior written authorization from the City, including written understanding between the City and Consultant of the work product/activity and anticipated level of effort.
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263222.1
EXHIBIT 2

FEE ESTIMATE

SOUTH PASADENA GENERAL PLAN & DOWNTOWN SPECIFIC PLAN UPDATE AND 2021-2029 HOUSING ELEMENT

PROGRAM ENVIRONMENTAL IMPACT REPORT

TASK LABOR
FEE
DIRECT
COSTS
TOTAL
FEES
Task 1 − Draft Program Environmental Impact Report
Task 1.1 – Revised Administrative Draft PEIR $20,036.00 $0.00 $20,036.00 Task 1.2 – Approval Draft PEIR and Public Review $9.060.00 $0.00 $9.060.00 Task 1.3 – Reproduction and Distribution of PEIR $3,288.00 $0.00 $3,288.00 Task 3 − Project Management and Meetings
Task 3.1 – Project Management and Quality Control $7,080.00 $0.00 $7,080.00 Task 3.2 – Attendance at Public Meetings/Hearings $2,832.00 $0.00 $2,832.00 Task 6 −Technical Studies
Task 6.1 – Air Quality and GHG Emissions Analysis Update $4,180.00 $0.00 $4,180.00 Task 6.4 – Noise Analysis Update $4,600.00 $0.00 $4,600.00 Task 10 − Settlement Agreement Documentation $5,938.00 $0.00 $5,938.00 Task 10 − Contingency $5,701.00 $0.00 $5,701.00
TOTAL FEE ESTIMATE $62,715.00 $0.00 $62,715.00
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24 24 - 1
City Council
Agenda Report
DATE: April 19, 2023
FROM: Armine Chaparyan, City Manager /f-G,
PREPARED BY: Sheila Pautsch, Community Services Director I ITEM NO._I
Lucy Hakobian, Community Services Deputy Director
Melissa Snyder, Community Services Supervisor
Ted Gerber, Public Works Director
SUBJECT: Public Hearing to Adopt a Resolution Approving the Community Development Block Grant (CDBG) Funds for Fiscal Year 2023/2024 in the amount of $130,658, with $19,599 for the Senior Nutrition Program and $111,059 for Sidewalk
Replacements and American with Disabilities (ADA) Act Ramp Upgrades Recommendation
It is recommended that the City Council conduct a public hearing and adopt a resolution to approve an allocation of the Community Development Block Grant (CDBG) funds for the Fiscal Year 2023/2024, in the total amount of $130,658 with $19,599 for the Senior Nutrition Program (Program) and $111 ,059 for Sidewalk Replacements and ADA ramp upgrades.

Executive Summary
This report is to conduct a public hearing and adopt a resolution for an annual allocation of CDBG funds. The City receives funding from CDBG. where 15% of the amount is allocated for the Program, with the remaining funds for sidewalk replacement and ADA ramp upgrades.

Background
The CDBG Program is an annual entitlement grant that is federally funded and administered by the United States Department of Housing and Urban Development (HUD). The City is a non-entitlement community, meaning the funds do not come directly from HUD to the City. Instead, the City receives an annual formula-based allocation from the Los Angeles County Board of Supervisors administered through the Los Angeles County Development Authority (LACDA) for limited programs including the Senior Nutrition Program and sidewalk replacements and improvements. Within the eligible activities for the City, the funds are restricted to benefit persons of low and moderate income in compliance with other Federal regulations.

Approval of CDBG Funds for FY 2023/2024
April 19, 2023

The Census map data is used to define low and moderate-income areas, and in many cases, the City exceeds the criteria. Due to limited and restricted funding, in past years, the City has used the funding to support the Senior Nutrition Program and sidewalk replacements and improvements.

Analysis
The total estimated allocation to be awarded to the City for Fiscal Year 2023/2024 is $130,658. The proposed programming for the CDBG funds for Fiscal Year 2023/2024 is $19,599 to be allocated to the Senior Nutrition Program and $111,059 to be allocated to sidewalk replacements and Americans with Disabilities Act (ADA) ramp upgrades. • The Senior Nutrition Program provides over 14,000 nutritious hot meals between the South Pasadena Senior Center on-site program and home delivery for homebound seniors year-round. The proposed Senior Nutrition Program is a Public Service Program subject to a federal funding cap of 15% of the CDBG annual allocation per Fiscal Year. Staff is recommending 15% of CDBG funds be programmed to the Senior Nutrition Program for the 2024 funding years or $19,599.
• There are multiple sidewalk improvements and repairs needed throughout the City.

The City has developed a 5-Year Capital Improvement Program (CIP). These funds will be essential to the street and sidewalk improvement programming. In an effort to further fund the CIP, staff is recommending to program $111,059 in 2024 CDBG funding for sidewalk replacements and ADA ramp upgrades.

Key Performance Indicators and Strategic Plan
This item is in line with the Community Services Departments’ Key Performance Indicators, as identified in the Fiscal Year (FY) 2022-2023 Budget, to increase meals served on-site and to homebound seniors by 5%. In FY 2021/2022, 12,480 meals were served, and in this current FY 2022/2023 to date, 10,259 meals were served. With three months remaining in the FY, we will meet and exceed the increase of 5%.

Fiscal Impact
There will be no impact to the General Fund through the proposed recommended action.

Staff recommends appropriating the City’s total CDBG allocation of $130,658 for FY 2023/2024 with $19,599 to the Senior Nutrition Program in Account No. 260-8030-8023- 8180 and $11,059 for sidewalk replacement and ADA ramp upgrades in Account No. 260- 5075-049.

Community Outreach
The City is required to provide the public an opportunity to comment on the proposed use of these funds, per HUD regulations as they relate to citizen participation (24 CFR§91.105(c)(2), Citizen Participation Pan: Local Governments). The public hearing held tonight will satisfy this requirement.
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Approval of CDBG Funds for FY 2023/2024
April 19, 2023

Public Notification of Agenda Item
A public notice was published in the South Pasadena Review on March 31, 2023.

Attachments:

1. Proposed Resolution: Approving the City of South Pasadena’s Community Development Block Grant (CDBG) program for Fiscal Years 2023/2024

2. List of CDBG Categories of Eligible Activities
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ATTACHMENT 1
Proposed Resolution
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CITY OF SOUTH PASADENA
RESOLUTION NO. _____

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF SOUTH PASADENA, CALIFORNIA,

AUTHORIZING THE ALLOCATION OF THE COMMUNITY

DEVELOPMENT BLOCK GRANT (CDBG) FUNDS FOR THE

SENIOR NUTRITION PROGRAM AND SIDEWALK

REPLACEMENTS AND AMERICAN WITH DISABILITIES ACT
(ADA) RAMP UPGRADES FOR
FISCAL YEARS 2023/2024
WHEREAS, the Community Development Block Grant (CDBG) Program has operated since 1974 to provide local governments the resources to meet the needs of persons of low-and moderate-income; and
WHEREAS, the City of South Pasadena contracts with the Los Angeles County Development Authority for the disbursement of Community Development Block Grant Funds, through the Small Cities Program; and WHEREAS, the City of South Pasadena will receive an estimated total of $130,658.00 in Fiscal Year 2023/2024 in CDBG funds, and proposes allocation of $19,599 for the Senior Nutrition Program and $111,059 for Sidewalk Replacements and ADA Ramp Upgrades; and
WHEREAS, the City Council has conducted a public hearing, with the required prior noticing to provide the public and opportunity to comment on the program proposed for the Fiscal Years 2023/2024 CDBG Funds Program.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SOUTH

PASADENA, CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. The City Council approves the CDBG Program Budget for Fiscal Year 2023/2024 for the Senior Nutrition Program and Sidewalk Replacements and ADA Ramp Upgrades and instructs staff to submit the necessary document and a copy of this Declaration to the Los Angeles County Development Authority. The proposed project is:
1) Senior Nutrition Program: $19,599
2) Sidewalk Replacements and ADA Ramp Upgrades $111,059 SECTION 2. The City Council authorizes City staff to adjust the Program 24 - 7
budget as necessary throughout the Fiscal Year. This includes, but is not limited to, allocating amounts on a per project basis, adjusting project budgets, implementing a new or cancelling existing activities, to allow for the timely expenditure of CDBG funds.

SECTION 3. This resolution shall take effect from and after the date of its passage and adoption.

SECTION 4. The City Clerk of the City of South Pasadena shall certify to the passage and adoption of this resolution and its approval by the City Council and shall cause the same to be listed in the records of the City.

PASSED, APPROVED AND ADOPTED ON this 19th day of April, 2023.

AYES:

NOES:

ABSENT:

ABSTAIN:

Jon Primuth, Mayor
ATTEST: APPROVED AS TO FORM:

Mark Perez, Deputy City Clerk Andrew L. Jared, City Attorney 24 - 8
ATTACHMENT 2
List of CDBG Categories of Eligible Activities
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CDBG Categories of Eligible Activities
1) Acquisition of Real Property
2) Disposition
3) Public Facilities and Improvements
4) Clearance
5) Public Services
6) Interim Assistance
7) Relocation
8) Loss of Rental Income
9) Privately-Owner Utilities
10) Rehabilitation
11) Construction of Housing
12) Code Enforcement
13) Special Economic Development Activities
14) Microenterprise Assistance
15) Special Activities by CBDOs
16) Homeownership Assistance
17) Planning and Capacity Building
18) Program Administration Costs
19) Miscellaneous Other Activities (e.g. completing an urban renewal project, technical assistance to increase capacity of public or nonprofit entities, assistance to higher education institutions, property reconstruction, and handicapped accessibility) NOTE: All of the eligible activities listed above, when implemented with CDBG funds, must benefit low-moderate income persons, meaning that at least 51% of households that do benefit from the project have an annual income that is at or below 80% of the Area Median Income.

Ineligible Activities
1) Buildings used for the general conduct of government 2) General government expenses
3) Political activities
4) Purchase of equipment
a. Construction equipment
b. Fire protection equipment
c. Furnishings and personal property
d. Operating and maintenance expenses
e. New housing construction
f. Income payments to individuals or families
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25 25 - 1
DATE:

FROM:

City Council
Agenda Report
April 19, 2023
ITEM NO.

Armine Chaparyan, City Manager fW' I'((_,,,,
PREPARED BY: Sheila Pautsch, Community Services Director --
SUBJECT: Receive and File the Community Services Department Organizational and Operational Assessment
Recommendation
It is recommended that the City Council receive and file a report and presentation on the Community Services Department (Department) Organizational and Operational Assessment (Assessment).

Executive Summary
The Assessment reviewed the Department's operations within all divisions including Senior, Recreation, and Administration. This study was designed to provide an assessment of the Department's organizational structure and the efficiency and effectiveness of the overall operations specifically in areas that impact staffing. This process involved park site observations, interviewing and conducting surveys of Department Management and staff, City Management, Commission, and City Councilmembers. Additionally, this review included undertaking an analysis of strengths, weaknesses, opportunities, and threats/challenges of the department, all of which would guide the 'Best Management Practices' recommendations from Catalyst Consulting (Catalyst).

Background
The City of South Pasadena has embarked on agency-wide department organizational assessments in a strategic effort in analyzing the current state of each department and learn of recommendations to improve upon the operations and incorporate industry best practices. The assessments are poised to identify specific and actionable priority management, resource allocation, staffing needs, and improvements in service to the community. The City Manager's Office is working directly with each department to plan for and complete assessments across the board.

The City Manager and the City Council have provided staff direction that final reports incorporate an assessment of staffing, resources, a review of policies and procedures, and general recommendations based on industry changes and best practices. Such reports are provided to the City Manager and presented to City Council. The reports will allow the City Manager to work with each department to strategically plan and Community Services Department Organizational and Operational Assessment April 19, 2023

implement recommendations based on the assessments, and create a basis for general oversight and operational management of the agency.

Analysis
The City contracted with (Catalyst) to conduct an Organizational and Operational Assessment of the Department. The Assessment by Catalyst was completed by its President, John Jones. Mr. Jones’ career was with the City of Torrance Community Services Department where he served in various positions and retired after thirteen years as Director. Upon retirement, Mr. Jones began his next career as a consultant. He started his own consulting firm, Catalyst Consulting in 2020 where he has worked with organizations such as Hermosa Beach and El Segundo. As part of the assessment effort, Mr. Jones examined the organizational structure and major management processes used by the department, conducted individual interviews, and reviewed department material, job descriptions, and related department policies.

The assessment found the Department to have a solid foundation, however, there are modifications to the Department’s organization and operations that are recommended in order to facilitate a higher level of service to the community, improve internal communications, clearly define roles and duties, and realize greater internal efficiencies.

Of the suggested recommendations for the improvement of the Department, staff recommends the following:

Areas for Improvement:
• Establish a cross-training program for all full-time job classifications within the department to enhance the ability to move staff freely between Divisions and for succession planning of the Department.
• Establish and maintain a bi-annual Department meeting encompassing training and furthering the professional growth of all department staff as well as continue biweekly Department Management Meetings. • Create formal agreements with the South Pasadena Little League American Youth Soccer Association, South Pasadena Unified School District, and South Pasadena Tournament of Roses.
• Implement a Customer Satisfaction Survey for Special Events, Classes, and Programs to evaluate the level of customer service and satisfaction of events and programs. Results can be used to train staff, improve in places that are needed and listen to the needs of the community.
• Conduct a Community-Wide Programming Needs Assessment to ensure the Department is fulfilling the needs of the community and engaging with all age groups.

Staffing
• Completion of a Transit Assessment and possible re-organization of the Division.

An assessment will analyze the current operations to ensure the program funds are 25 - 2
Community Services Department Organizational and Operational Assessment April 19, 2023

being utilized in the most efficient and effective way to meet the needs of the community.
• Re-define the duties of the Deputy Community Services Director to be more of an Operational Manager of the Department.
• Conduct a Compensation and Compaction Study for the Recreation and Senior Supervisor positions.
• Upgrade the existing part-time Community Services Coordinator position to a fulltime Community Services Coordinator position at the Senior Center to assist with daily operations of the senior center as well as take on an expanded role within the Senior Division.
• Combine the two (2) part-time Management Aide positions within the Recreation Division to create one (1) full-time Program Specialist / Management Aide. This will allow for consistency, continuity, and efficiency within the Recreation Division front office, payment processing, and cash handling, and bolster customer services.

Future Goals to Accomplish
• Develop a Department Mission, Vision, and Values Statement • Implement a “Park Attendant” Program for weekend and night rentals of building facilities and park gazebos
• Upgrade the existing full-time Program Specialist position to a full-time Recreation Coordinator position to spread the Department programs, events, activities, and duties equally among staff and capacity building.

Catalyst reviewed the Senior Citizens’ Center Policies and Procedures, Guidelines for Community Services Department Program and Management, and Guidelines for Community Services Department Facilities Reservation Handbook and Part-Time Employee handbook, with minimal errors and or corrections. Staff believe with the implementation of the staffing needs and work on the area of improvements, the Department will be trending in the right direction with the industry’s best practices and standards within the profession and continuing to provide a safe, engaging, and active programs and classes with clean and well-manicured parks. The future goals can be implemented upon completion of the current goals to further advance the Department.

Fiscal Impact
The Department Assessment cost $30,150 and there were sufficient funds in the Community Services Account No. 101-8030-8031-8180 to complete the Assessment.

Key Performance Indicators and Strategic Plan
This item does not align with any Community Services Department KPI and/or strategic plan priority.
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Community Services Department Organizational and Operational Assessment April 19, 2023

Commission Review and Recommendation
The Community Services Commission reviewed the Department Assessment Report on April 10, 2023. The Commission was highly supportive of the recommendations from the Assessment and look forward to a future Commission Meeting to receive City Council recommendations on how they choose to proceed.

Attachment: Community Services Organizational and Operational Assessment 25 - 4
ATTACHMENT 1
Organizational and Operational Assessment of the
Community Services Department
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ORGANIZATIONAL AND OPERATIONAL

ASSESSMENT REPORT
OF THE

SOUTH PASADENA COMMUNITY SERVICES

DEPARTMENT
Prepared by

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Catalyst <8 Consult!ng
Recreation
Services
25 - 8
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2 TABLE OF CONTENTS
INTRODUCTION AND OVERVIEW ................................................................. 3 ASSESSMENT SCOPE AND OBJECTIVES .................................................... 3 EXECUTIVE SUMMARY .................................................................................... 4 ORGANIZATIONAL & OPERATIONAL ASSESSMENT OVERVIEW ...... 6 EVALUATION OF ORGANIZATIONAL STRUCTURE & FUNCTIONS .. 7 CULTURE/MISSION, VISION AND VALUES ………………………………..7
ORGANIZATIONAL STAFFING & STRUCTURE. ......................................... 8 SUCCESSION PLAN & CROSS TRAINING ................................................... 14 EFFICIENCIES, GAPS OR DUPLICATOIN OF SERVICES ....................... 15 STRATEGIC PARTNERSHIPS ......................................................................... 16 LEADERSHIP SYSTEM .................................................................................... 18 PERFORMANCE MANAGEMENT/GOALS AND OBJECTIVES ............... 19 EVALUATION OF OPERATIONAL FUNCTIONS ....................................... 20 FUNCTIONS AND WORKFLOW ..................................................................... 20 FACILITIES REVIEW ....................................................................................... 21 PARKS AND OPEN SPACE REVIEW ............................................................. 23 RECREATION PROGRAM REVIEW WITH BENCHMARKING ............. 26 CUSTOMER SERVICE MODEL REVIEW ..................................................... 34 TRANSPORTATION SERVICES REVIEW .................................................... 35 ENGAGEMENT SURVEYS AND SWOT ANALYSIS ................................... 36 POLICIES AND PROCEDURES REVIEW ..................................................... 39 PRIORITIZED RECOMMENDATIONS ......................................................... 41 25 - 9
2 APPENDIX A: CSD Employee Survey Results ................................................. 43 APPENDIX B: CSD Administration Survey Results ........................................ 56 APPENDIX C: Council, Commission & City Adm. Survey Results ............... 59 APPENDIX D: Gen. Maintenance Standards for Parks & Open Spaces ....... 65 APPENDIX E: Summary of CSD Staff SWOT Analysis .................................. 68 APPENDIX F: Summary of City Council, Comm, Mgt. SWOT Analysis ...... 70 APPENDIX G: Reviewed Policies and Procedures ........................................... 72 25 - 10
3 INTRODUCTION AND OVERVIEW
The City of South Pasadena – Community Services Department requested an Organizational and Operational Assessment review to be performed. This study was designed to provide an assessment of the Department’s organizational structure and the efficiency and effectiveness of the overall operations specifically in areas that impact staffing. This process involved park site observations, interviewing and conducting surveys of Department Management and staff, City Management, Commission and City Councilmembers. Additionally, this review included undertaking an analysis of strengths, weaknesses, opportunities, and threats/challenges of the department, all of which would guide the ‘Best Management Practices’ recommendations from Catalyst Consulting.

This following section introduces the analysis – outlining principal objectives and how the analysis was conducted – and presents an Executive Summary.

ASSESSMENT SCOPEAND OBJECTIVES
The primary intent and goal of the project is to conduct a management and operations study to consider the following:
• Identify the strengths and opportunities of the organization; • Assess the allocation of personnel, programs and equipment resources; • Develop recommendations that will improve the organizational effectiveness and efficiency of City services;
• Review and examine the City’s organizational structure and operational practices including:
o Services provided;
o Staffing levels;
o Workload;
o Reporting requirements (span of control); and,
o Assess the efficiency of Department operations as it relates to staffing, methods of scheduling and productivity and identify potential opportunities for operational efficiencies.

Catalyst Consulting conducted a comprehensive Organizational and Operational Assessment analysis of the Department’s existing operations, service levels, programming, infrastructure management, organizational and operational structures and staffing levels to obtain input on programmatic services. The goal of the analysis was to be fact-based and include all aspects of service provision by the Department. The analysis focused on:
§ Organizational and Operational structure, including an analysis of the appropriate grouping of functions and activities related to the provision of recreational services; § Assess the Efficiency and Effectiveness of the departments operations as it relates to staffing levels including, but not be limited to, staff assignments, culture of the organization, workload, reporting requirements (span of control) and cost-effectiveness of service levels and service delivery; § Identify opportunities for operational efficiencies; and § Benchmarks and other objective indicators of recreation program effectiveness. 25 - 11
4 EXECUTIVE SUMMARY
The following information outlines the actions taken for this report in an Executive Summary:

Þ Developed an understanding of the key issues impacting the Community Services Department. This required staff introductions and site observations of all the parks and facilities under the direction of the Community Services Department. This initial step assisted in a smooth transition into the gathering of more definitive information to better assess the department.

Þ Developed a general profile of the Community Services Department. Catalyst Consulting conducted surveys with Department Management and staff, City Management, and the City Council. A Focus Group session was conducted with the Community Services Commission to gain their perspective.

Þ Conducted interviews with Department Management and staff focused on the general overview of the departments organizational and operational structure; employee culture; employee functions to evaluate potential gaps and/or duplication of services; management systems; the use of technology; the levels of service provided by the Department; the resources available to provide those services to document the current organization of services, the structure and functions of the department, budgets, workload data, management systems, inventory of the infrastructure, etc. These interviews concluded with a high-level SWOT Analysis of the Community Services Department from their perspective.

Þ Conducted interviews with City Management, City Council and a Focus Group session with the Commission to identify what they believe the department is doing well; should do more of; should do less; as well as identifying what they believe are the top three (3) priorities for the department. Additionally, these interviews also consisted of a high-level SWOT Analysis of the Community Services Department from their perspective.

Þ Benchmarked the recreational programming of neighboring municipalities such as Alhambra, Arcadia, Pasadena, Monterey Park, San Gabriel, and San Marino to the South Pasadena Community Services Department recreational programs.

Þ Evaluated the staffing, organization structure, and service levels in the Community Services Department.

This included discussions with staff members to develop an understanding of the current service delivery model, evaluation of the adequacy of current service levels, work practices, work planning and scheduling systems, productivity and staffing levels, the plan of organization, and asset management.

The following information provides an overview of the suggested recommendations for the improvement of the South Pasadena Community Services Department: (Prioritized Recommendations on page 41) • Recommendation #1 – Develop a Departmental Vision, Mission and Values Statement. • Recommendation #2 – Establish and Maintain Bi-annual All-hands Department Meetings. Establish and Maintain Bi-weekly 1 on 1 Meetings for Director level through Supervisor/Coordinator level fulltime positions. 25 - 12
5 • Recommendation #3 – Staffing
o Priority #1: Re-define the duties of the Deputy Community Services Director to become the Operational Manager of the Department; Combine the Two (2) part-time Management Aide positions within Recreation to create One (1) full-time Program Specialist position; and Conduct a Compensation and Compaction Study for the Recreation and Seniors Supervisor positions.
o Priority #2: This staffing recommendation is a suggestion for the future after the completion of recommendation #12 Transit Division Assessment, and possible re-organization of the entire department. NOTE: Implementation of this staffing recommendation should take place with additional program growth within both the Senior and Recreation Divisions - Upgrade the Existing part-time Community Services Coordinator position to a full-time Community Services Coordinator position; and Upgrade the Existing full-time Recreation Specialist position to a full-time Recreation Coordinator position. • Recommendation #4 – Establish a Strong and Sustainable Cross-Training Program for all full-time job classifications within the Department.
• Recommendation #5 – Continue with the new format for the Bi-Weekly Departmental Management Meetings.
• Recommendation #6 – Create and Implement a “Park Attendant” Program for the weekend rentals of park picnic/gazebo and building facilities.
• Recommendation #7 – Develop Formal Agreements with all Strategic Partnerships for consistency and continuity.
• Recommendation #8 – Implement a “No Surprises” Communication Process within the Department and throughout the City Agency.
• Recommendation #9 – Develop a Community Services Section or Focus Area within the City’s Strategic Plan that will align with the City’s General Plan for Recreational and Open Space Use to Assist in Guiding the Community Services Department in the future. • Recommendation #10 – Conduct a Community-Wide Programming Needs Assessment; and include a Program Fee Analysis Study within the Finance Departments 3 - 5 Year Fee Study. • Recommendation #11 – The Department should implement an On-going Customer Satisfaction Survey Program.
• Recommendation #12 – Issue a Request for Proposal (RFP) to hire a Transportation Consultant Industry Expert to evaluate the Transit Division.
25 - 13
6 ORGANIZATIONAL AND OPERATIONAL ASSESSMENT OVERVIEW
The objective of this assessment was to identify opportunities for improvement in the organizational and operational efficiency of the Department, and practicable opportunities for enhancing the quality of its product and services. Catalyst Consulting has found the following statements are strengths of the Community Services Department.

1. The Community Services Department displays a number of strengths.

An organizational and management analysis by its nature focuses on opportunities for improvement. However, there are a number of strengths in the Community Services Department, perceived by staff as well as from city stakeholders that supports the Department. Examples of these strengths are portrayed below:
• The department enjoys a strong sense of citizen engagement and support for the parks and the recreational services provided by the Community Services Department; • The staff from the Community Services Department solicit input and feedback regarding participants’ desires for new programs, and satisfaction with others; • The Department attempts to work with multiple community groups to accommodate their recreational needs in an equitable fashion. Staff continue to work with unique Specialty Operators in the areas of tennis, golf, museum, stables, community garden and batting cage facilities in order to identify solutions for revenue enhancement of these city facilities as well as provide a balance of recreational opportunities for the South Pasadena Community’s use;
• The Department solicits sponsorships from local businesses to support many of its annual events; and, • The Department provides many popular events, such as Summer Concert and Movie Series, Shakespeare in the Park, Halloween Spooktacular Event, Spring Eggstravaganza, Breakfast with Santa, and many others.

These strengths provide a sound basis for further enhancements.

2. There are significant improvement opportunities for the Department going forward.

The Community Services Department is typical of many small parks and recreational service providers across the country, in that it has provided services in the same way, with similar numbers of staff, for many years. Parks and facilities are opened, cleaned and maintained in accordance with plans, procedures and schedules that are largely undocumented, but well known to the staff. Similarly, recreational services are provided with relatively little variation, although they may be altered and enhanced based on informal comments received by participants. When faced with new challenges, these organizations tend to confront them within the context of historical operations.

In short, community facing departments that offer important, quality of life and enrichment services to their residents are expected to engage their community members in order to demonstrate efficient and effective use of the taxpayers funding. In addition, due to the recent pandemic, all municipal services were taxed beyond their capacity and were required to reposition themselves in order to continue to provide high quality services to their residents. In relationship to programs provided by Community Services Departments throughout Southern California, the new norm and expectation of residents are to see a resurgence of municipally offered programs and services to not only experience recreational programs, events and services that what were provided prior to the 25 - 14
7 pandemic, but actually to see an increase in these offerings to improve upon the quality of life for their communities. Given this new norm, the South Pasadena Community Services Department, like many others, can no longer plan its future service provision based on a linear projection of what has happened in the past, but must change and adapt to changes in residents needs post pandemic.

Catalyst Consulting received excellent input from many sources during the course of this project, and has related the results within the following pages. However, the provision of the optimum menu of recreational services cannot solely be a product of a consulting report. It must be a collaborative effort by the residents of the town, in concert with the staff who provide them. One of the singularly fortunate attributes for the City of South Pasadena is that there is a knowledgeable and engaged populace with no lack of excellent ideas to share, and a willingness to participate.

With these considerations in mind, Catalyst Consulting has, in the following categories, made recommendations to enhance the ORGANIZATIONAL STRUCTURE of the Community Services Department. The over-arching themes for enhanced organizational structure fall into the following categories:
• Culture/Mission, Vision and Values;
• Organizational Staffing and Structure;
• Efficiencies, Gaps or Duplication of Services;
• Strategic Partnerships;
• Leadership System; and
• Performance Management.

CULTURE/MISSION, VISION AND VALUES
The Community Services Department does not have its own Mission, Vision and Values Statement therefore Catalyst Consulting conducted this analysis within the framework of the City’s Mission Statement and Core Values which are as follows:

MISSION STATEMENT
The City of South Pasadena is committed to providing effective and efficient municipal services for the community while preserving our small-town character.

CORE VALUES
(not in priority order)
§ Honesty and Integrity
§ Teamwork
§ Outstanding customer service
§ Responsiveness
§ Open and accessible government
§ Community participation
§ Fiscal responsibility
25 - 15
8 In review of the staff surveys and internal interviews during the engagement process, it appears that the Department does not have a well-defined organizational culture. Due to the lack of a well-defined organizational culture, this has also created a potential morale issue within the department. This is important, as the ability to execute plans and work projects can be strengthened by the development of a strong organizational culture. It provides a sense of focus in recruiting and hiring staff in order to ensure a good organizational fit, it provides direction for all department employees and serves as a focus for the organization to meet the needs of the community. As a result, defining the ideal organizational culture is an important endeavor for the Department. Efforts should be made to operationalize the mission, vision, and values to ensure these come to life and become meaningful for all employees In reviewing neighboring Community Services Departments to South Pasadena, it was found that the cities of Pasadena, San Gabriel and Monterey Park had developed a Mission, Vision and Values for their Community Services Departments with the City of San Marino creating their mission through their Programming Needs Assessment. These finding supports the benefit of developing a Mission, Vision and Values Statement for the South Pasadena Community Services Department.

Seeing that the City has developed an overarching Mission and Core Values for all city operations, Catalyst Consulting believes that the Community Services Department should use this information to develop their own departments Mission, Vision and Values Statement which would assist in defining the organizational culture of the Community Services Department. Catalyst Consulting recommends that the Community Services Department develop a Mission, Vision and Values Statement for the Department.

Recommendation #1 – Develop a Departmental Mission, Vision and Values Statement.

ORGANIZATIONAL STAFFING & STRUCTURE
The Community Services Department is comprised of four divisions: Administration, Recreation, Seniors and the Transit Divisions.

Administration Division
• Responsible for the oversight of all the City leased and managed properties • Responsible for all liaisonships with Commissions, Committees and Subcommittees • Responsible for the Department’s Budget, Personnel and Operations. • Responsible for administrating grants and audits.

Recreation & Youth Services Division
• Responsible for providing programming and services for Recreation Classes; After School Care; Day Camps; and Community Special Events.
• Responsible for facilitating reservations for Indoor Facilities, Park Gazebos and Field Spaces. • Responsible for oversight of the departments website and social media information. • Responsible for the Divisions Budget, Personnel and Operations. 25 - 16
9 Senior Services Division
• Responsible for the oversight of programming and operations of the South Pasadena Senior Center. • Serves as liaison to the Senior Citizen Foundation – See Reference in the INEFFECIENCIES SECTION • Responsible for the Divisions Budget, Personnel and Operations.

Transit Division (Dial-A-Ride)
• Responsible for the oversight and operation of the Dial-A-Ride Services provided for seniors and residents with disabilities.
• The Dial-A-Ride Services provides transportation services for South Pasadena residents who are over 55 years of age, and/or residents with a disability within city limits. Some transportation to surrounding medical offices in Pasadena, San Marino, Arcadia, San Gabriel and Alhambra is also provided. • Supports Excursions for the Senior population.
• Responsible for the Divisions Budget, Personnel and Operations.

At present, the Community Services Department has two significant areas of responsibility that are inherently different. This is the provision of Recreational/Senior Services and Special Events and the operation of Transit Services. In many communities as they seek to be cost effective with operations, they look for organizational alignment that can also improve the quality of services. In the case of South Pasadena, Catalyst Consulting supports the pairing the Recreation/Seniors Services and Transit Services within the same department. This relationship benefits the participants within the Recreation and Senior Services programs, as Transit Services provides much needed transportation for the youth after school programs as well as the Senior Center programs.

Staffing
The Community Services Department is led by the Community Services Director and a Deputy Community Services Director. The Deputy is responsible for some of the operations of the Recreation/Youth, Senior and Transportation Divisions. At the time of the preparation of this report, there are nine (9) authorized full-time positions, and approximately (45) authorized part time positions.

Community Services Director 1
Deputy Community Services Director 1
Supervisor-Senior Services 1
Supervisor-Youth Services 1
Management Analyst 1
Program Specialist 1
Management Assistant 1
Transit Driver 2
Total 9
A department of this small size which has a great deal of community engagement and presence, requires a strong, hands-on leader who is able to communicate with the residents, City Manager and City Council about issues and priorities and take responsibility for communicating information from the City Manager and City Council to staff.

As such, this individual should ensure that the departments Mission, Vision, Values and priorities are set, schedules are monitored and that the quality of work remains high. 25 - 17
10 I learned that all-hands department meetings do not take place, due to the difficulty in scheduling a time for all staff both part-time and full-time to be available to attend. I also learned even though there are bi-weekly department management meetings with the supervisors, there are no 1-on-1 meetings between the Deputy Director and the Supervisors to address the operational details for each of the divisions. Due to these important communication meetings not taking place or being consistent, there often can be miscommunication or no communication taking place throughout the organization, which often times leads to low morale and even confusion within all the employee ranks.

With regard to the all-hands department meetings, it is suggested that the Director and Deputy Director work with the Supervisors to find two (2) appropriate times of the year that the entire department both part-time and full-time can be together for an organized event to use as employee training or event holiday luncheon and staff appreciation event. Many recreational agencies prefer a pre-summer or “Summer Kick-Off” event held in June and then a “Holiday Luncheon Staff Awards or Appreciation” event held in early December. These events will serve as an opportunity to develop good strong communication down into the part-time ranks and embed consistent communication throughout the entire organization. As basic as these ideas may sound, they are pivotable in developing and creating “Team” within a very customer facing organization and helps the employees feel cared for and empowered to produce good results for the organization and city.

Recommendation #2 – Establish and Maintain Bi-annual All-hands Department Meetings. Establish and Maintain Bi-weekly 1-on-1 Meetings for Director level through Supervisor/Coordinator level full-time positions.

In review of the department as it relates to staffing, I have separated this issue into two (2) priorities, with the first priority to be accomplished immediately, and the second priority to be followed after there is an increase in programming and user participation.

Within Priority #1, as I reviewed the administrative organizational structure of the department, I observed that both the Director and Deputy Director were very busy managing the abundant administrative and programmatic assignments for the department. Often times, these assignments seemed to consume most of their attention and didn’t appear to be strategic in how these assignments were addressed. Using this approach can lead to some confusion and could appear to staff to be a bit disjointed as to who they are supposed to report to within various assignments.

A more strategic approach as to how these assignments were focused would benefit the department, and recommend that all assignments were broken into program operational assignments and administrative assignments. The program operational assignments would typically consist of all programming that the department offers as well as all personnel that oversee those assignments. The administrative assignments would typically consist of management of the department overall budget, final personnel issues, accomplishment of the city-wide and department strategic goals and objectives, oversight of capital projects, and visioning and serving as the direct conduit with City Management and City Council.

The implementation of this approach would not be exact, as some times assignments could meet both criteria of being a program operational and administrative assignment. In these cases, I would suggest that both the Director and Deputy Director review this assignment and develop a “Divide and Conquer” approach as to how to address this assignment.
25 - 18
11 The benefit of implementing this approach within the Community Services Department is that it creates a very clear and sustainable pathway and succession plan for the Director’s position. This approach will prepare the Deputy Director to be well versed in all program operations for the department and be able to observe how the Director has managed the administrative assignments allowing them to be appropriately prepared to assume the Director’s role as the leader of the department. Given the aforementioned reasons, I recommend that all administrative and programmatic assignments be identified and that the duties of the Deputy Director be re-defined to assume the role of the Program Operational Manager for the Department.

As I reviewed the programmatic organizational structure of the department, I observed the Management Aide positions within the Recreation and Youth Services Division are being filled by two (2) part-time employees to manage the Registration and Facility Reservation Software system. I was informed that these part-time positions have had high employee turnover within these positions. This turnover is requiring the full-time staff member who oversees this vital department function to continually recruit staff members and re-train on a very frequent basis.

Unfortunately, this is consuming more and more of this full-time staff member time in order to make sure that the class registration and facility reservation system continues to be available for the community to register and make reservations for all classes and facilities used by the community. It would be more cost effective to combine these two (2) part-time positions and create a full-time Program Specialist position to ensure continuity within the organization as well as a clear and clean succession path for this position. The Class Registration and Facility Reservations System is a critical element for the department, and this function desperately needs consistency for operational efficiency for the department and the engagement with the community.

In addition to the aforementioned staffing recommendations, I also recommend that the City conduct a Compensation and Compaction Study for the Supervisor positions who oversee the Recreation and Youth Services and Senior Services Divisions. It has come to my attention that these Supervisor positions are out of alignment in relation to the Management Analyst position responsible for the Transit Division. These two Supervisor positions should be considered equal in scope and amount of responsibility when compared to the Management Analyst position.

Within Priority #2 and in the future, after the Transit Division Assessment and possibly after a department reorganization, the following two (2) staffing recommendations for the senior and recreation program areas be implemented after a Community-wide Needs Assessment is conducted to engage the community as to what programs and events they would like to have for the future. This assessment may identify the need for increased programming, which will result in a growth in user participation and require additional staffing to support this growth.

In my review of the Senior Citizen Program staffing, I observed that the Community Services Coordinator position within the Senior Services Division is being filled by one (1) part-time employee and needs to be reviewed when programming and participation increases. Given the assessment results, it is imperative to increase programming for the Older Adults in the area of wellness, fitness and health in order to meet the current demands of “today’s” senior population. With the growth of programming and participation, this part-time position becomes an important element in the success of the daily operations of the Senior Center. This position is currently responsible for all of the fee-based and volunteer classes, special events, lectures, excursions, and the Nutrition Program, and with increased programming, this position will need to be upgraded to a full-time Senior Citizen Coordinator position.

It is very typical of municipal organizations to have this new position serve as the on-site full-time Senior Citizen Coordinator responsible for the daily operations of the Senior Center. 25 - 19
12 Lastly, in my review of the Recreation Program staffing, it is imperative that when programming and participation increases within this division, the full-time Recreation Specialist position needs to be upgraded to a full-time Recreation Coordinator position. The reason for this upgrade is not only to support the growth of programming and participation, but also to create more job responsibility and define a clear succession plan within the Recreation Division.

In most municipal recreational agencies, the path for succession typically starts as a Recreation Specialist as the highest-level part-time position or as the entry level full-time position, then graduating to a Recreation Coordinator position then to a Recreation Supervisors position. Currently, the next full-time opportunity for the Recreation Specialist position is to become a Recreation Supervisor which is considered a management position in South Pasadena. It is my belief that the experience and scope of responsibility within the Recreation Specialist position does not adequately prepare this staff member to become a Recreation Supervisor serving in a management position.

If this entry level position were upgraded to a Recreation Coordinator position, this would support the need to handle the growth of programming and increased participation and assume more job responsibility in order to develop appropriate skill sets, as well as to create a sustainable succession plan for the Recreation Division.

Recommendation #3 – Staffing
o Priority #1: Re-define the duties of the Deputy Community Services Director to become the Program Operational Manager of the Department; Combine the Two (2) part-time Management Aide positions within Recreation to create One (1) full-time Program Specialist position; and Conduct a Compensation and Compaction Study for the Recreation and Seniors Supervisor positions.
o Priority #2: This staffing recommendation is a suggestion for the future after the completion of Transit Division Assessment, and possible re-organization of the entire department. NOTE:

Implementation of this staffing recommendation should take place with additional program growth within both the Senior and Recreation Divisions - Upgrade the Existing part-time Community Services Coordinator position to a full-time Community Services Coordinator position; and Upgrade the Existing full-time Recreation Specialist position to a full-time Recreation Coordinator position.

Recommended Priority #1 Position Actions Costs
Re-define duties of Deputy Community Services Director
Combine (2) PT and Upgrade to (1) FT Program Specialist $0
$22,418.49
TOTAL FULLY BURDEN RATE COST $22,418.49
Recommended Priority #2 Position Actions Costs
Upgrade (1) PT Coordinator to (1) FT Coordinator
Upgrade (1) FT Program Specialist to (1) FT Coordinator $7,442.36
$6,450.36
TOTAL FULLY BURDEN RATE COST $13,892.72
25 - 20
13 Structure
An organization that is balanced and well-structured provides the basis for organizational efficiency and effectiveness. Structural coordination is important in any organization’s ability to effectively carry out its desired mission and promote a harmonic and healthy work environment. If employee workload is appropriately balanced, then you will achieve a harmonious and healthy work environment. Often times, when the employee workload is overwhelming and creating a stressful work environment, employee morale suffers and productivity declines in that work environment. Within a professional business organization, coordination is defined as the process of organizing people or groups so that they work together properly and well together and having a balanced workload so that every team member feels they are collectively accomplishing the goals for the department.

Implementing the Priority #1 staff recommendations will provide a balanced and well-structured organization. I further support that once a Community-wide Needs Assessment is conducted that fully engages the South Pasadena community, they will provide clear direction as to what types of programs and events they would like to have to meet their quality and enrichment of life needs. With the implementation of these programs and events that they would like to have for the future, will result in the need for increased programming and resulting in a growth in user participation. Once achieved, I recommend that Priority #2 staff recommendations be implemented.

CURRENT
Community Services Department
Community Services
Director
CS Supervisor SC Supervisor
Mgmt. Aide
PT
Management
Analyst
Full Time Employees: 9
Part-Time Employees: up to 45
(22 PT are 28 hours)
Recreation Seniors
Lunch Program, Senior program,
classes
and events
Youth and Adult Recreation
Classes, Camp Med, Special Events,
Facility Reservations and
Maintenance
Dial-a-Ride
Transit
Recreation
Leaders (4)
PT
Permanent
Mgmt. Aide
(2 PT)
Transit Driver FT (2)
& PT (3)
Site
Manager
PT
Recreation
Leaders
(10) PT
Seasonal
Recreation
Leaders (4)
PT
Permanent
Management
Assistant Program
Specialist
Deputy Community
Services Director
Mgmt.

Intern
PT
Recreation
Leaders
(18) PT
Permanent
25 - 21
14 PROPOSED

SUCCESSION PLAN AND CROSS TRAINING
With re-defining the Deputy Directors role and the addition of a full-time Program Specialist position, and the potential of upgrading two (2) Coordinators positions, the development of a sustainable Succession Plan is essential in order to maintain high quality programming and organizational effectiveness for the residents of South Pasadena. Succession planning is the process organizations use to ensure every critical position is occupied by an employee with the right skills and experience. It aims to ensure workforce continuity by identifying and preparing suitable candidates, so that positions aren’t left vacant. Many years ago, organizations would only focus on the senior leadership positions, but recently mainly due to the “Great Resignation” and the “Pandemic” succession planning has taken a much broader organizational ‘root and branch’ approach that promotes candidates through the ranks, rather than rely on recruitment. This is particularly important today because many of the positions within the recreation profession are experiencing a very high turn-over rate causing many challenges for community services department throughout California.

Community Services Department
Community Services
Director
CS Supervisor SC Supervisor Management
Analyst
Full Time Employees: 12
Part-Time Employees: up to 45
(22 PT are 28 hours)
Recreation Seniors
Lunch Program, Senior program,
classes
and events
Youth and Adult Recreation
Classes, Camp Med, Special Events,
Facility Reservations and
Maintenance
Dial-a-Ride
Transit
Recreation
Leaders
(4) PT
Permanent
Mgmt. Aide (1 FT)
Previously 2 part
time positions
Transit Driver FT (2)
Site & PT (3)
Manager
PT
Recreation
Leaders
(10) PT
Seasonal
Recreation
Leaders (4)
PT
Permanent
Management
Program Specialist Assistant
Deputy Community
Services Director
Mgmt.

Intern
PT
Recreation
Leaders
(18) PT
Permanent
CS
Coordinator
(PT)
25 - 22
15 Large or small, every organization needs succession planning. In smaller organizations, much like the South Pasadena Community Services Department, it may be less complex, but the impact of losing a highly valued employee is no less disruptive. In fact, you could argue it’s more disruptive based on the ratio of leavers to employees. In addition, it is common for all part-time and full-time employees within a Community Services Department interface with many members of the South Pasadena community, so the loss of any of these employees creates a very challenging gap in knowledge and resources that will affect the continuity of services to the residents.

In order to mitigate the loss of valuable recreation employees is to establish a strong and sustainable cross-training program for all levels of the department. This system can be developed by working collectively with all of the full-time employee classifications and requesting them to create an “Cross Training Notebook” for one (1) year of programming for that position that contains detailed lists of assignments with task to follow for each of the assignments throughout the year. This notebook is a living document that will need to be updated after each assignment is completed with a formal debriefing report. It is suggested that the Deputy Director review and sign these debriefing reports to ensure that all issues and needs have been addressed for closure of this assignment.

With the completion of all the Cross Training Notebooks within all job classifications, then development of a sustainable cross-training program can be established. This Cross Training Model should consist of requiring each employee to observe/audit the recreational program of a teammate, preferable in a program that they had no interaction in organizing. This observation or audit serves as an additional set of eyes to review this program from a 3rd party perspective and provide open and honest suggestions for improvement or change. Typically, a fillable form report can be used to document these observations/audits and should then be reviewed by the entire Recreational Professional Team lead by the Deputy Director to ensure that everyone develops a knowledge base for each of the programs that were observed/audited.

This system has proven to enhance quality of each recreational program; serves to educate the recreational professionals on other programs that they have not been involved with in their assignment; and lastly it provides an excellent cross-training plan for all of the employees and relieves the anxiety and stress if for some reason they needed to fill another assignment within the organization due to a temporary vacancy.

Recommendation #4 – Establish a Strong and Sustainable Cross-Training Program for all full-time job classifications within the department.

EFFICIENCIES, GAPS OR DUPLICATION OF SERVICES
During site observations, it was observed that within the bi-weekly departmental management meetings, each division had their own agenda detailing all updates, activities and issues pertinent to their division. Within this meeting, each divisions agenda was reviewed and commented on causing this meeting to last for approximately 2 hours which does not appear to be operationally efficient. This issue was brought to the attention of the Community Services Director who in turn modified their bi-weekly meetings to focus on the major issues and topics for the department, and upcoming issues or events. They now are using a single Community Services Department agenda for these meetings that highlights a section for each division, and allows for the operational details for each division be addressed during their 1-on-1 meetings with the Deputy Director. This newly implemented meeting system maintains good communication and is much more time effective.

Recommendation #5 – Continue with the new format for the Bi-Weekly Departmental Management Meetings. 25 - 23
16 Within my interviews with staff, I was informed about the constant complaints from the community who are renting the park picnic/gazebo and building spaces within the parks. It had come to my attention, that this is a gap in services as there are no staff working the weekends, and that there is not a formal Park Attendant Program in place to meet and greet the rental community at the park site to serve as a “Ambassador” for the city. Rental of park open spaces and facilities are a very important service provided by the Community Services Department, in which members of the community want to use these park facilities for birthday parties, family get-togethers, wedding receptions, etc. Often times, the look and ease of use of these rental facilities as the rental customer interacts with the City will leave a longlasting either positive or negative impression on the customers mind as to how important they are to the city.

Most municipal agencies have a dedicated crew of part-time staff members who serve as the “Park Attendant” to welcome these rental guests to the city park facility; make sure their needs and rental expectations are met; leave a phone contact number if there are any issues; and then come back after the event to verify nothing was damaged and everything is put away correctly. These Park Attendants become the very important “eyes and ears” for the Public Works Maintenance Crew and in some occasions the Police Department, especially if there are issues with the unhoused taking over the rental space.

The use of Park Attendants will assist the city maintain and improve upon their ability to address the complainant immediately and in most occasions stop any type of complaint follow up the following Monday. I recommend that the Community Services Department dedicate four (4) part-time 28-hour staff members as “Park Attendants” whose job duties are to serve as the “eyes and ears” of the City on the weekends and have the ability to contact maintenance and Police if needed to empty trash cans that may be overflowing or to inform if there is a need for Police service on the city parks. These staff members should work within the Recreation & Youth Services Division, be funded through the Facility Reservation Fees, and become interlinked with the staff member who is responsible for the Facility Reservation System.

Recommendation #6 – Create and Implement a “Park Attendant” Program for the weekend rentals of park picnic/gazebo and building facilities.

Lastly, an additional inefficiency I was informed about was with regard to the Supervisor’s liaison oversight responsibility for the Senior Citizen Foundation. Typically, foundations should be self -sufficient and staff should only attend their meetings to provide an update or represent the City. It had come to my attention, that the Supervisor is responsible for clerical support for the Senior Citizen Foundation. Apparently, the Supervisor is developing the Senior Citizen Foundations agendas, taking minutes, developing fundraising letters and postage of these letters creating a loss of productivity for this Supervisor. These extra functions should be the responsibility of the foundation and not the city staff member. I propose that this function be reviewed and re-assigned back to the Senior Citizen Foundation.

STRATEGIC PARTNERSHIPS
The Community Services Department maintains many Strategic Partnerships in order to provide a full assortment of services to the South Pasadena community. These partnerships serve as an extension of the Community Services Department and often times require additional staff support in order to maintain a healthy and productive relationship that ultimately provides high quality of life experiences for the residents of South Pasadena.

The following Strategic Partnerships with Formal Agreements are as follows:
• Arroyo Seco Golf Facility – Staff working on Market Support and Financial Analysis Report. 25 - 24
17 • Arroyo Seco Batting Cages – Agreement in place.
• iTennis South Pasadena – Agreement in place.
• San Pascual Stables - Agreement in place.
• South Pasadena Community Services Commission – newly formed, meets 2nd Mon. @ 6:30 pm. • South Pasadena Festival of Balloons Committee – Meets 4th Wed. @ 7 pm. • South Pasadena Historical Museum – Agreement in place. • South Pasadena Tournament of Roses Committee – Meets 1st Tues. @ 7 pm. • South Pasadena Unified School District – Joint Use Agreement (JUA) from May 18, 2009 being revised.

The following Strategic Partnerships with Informal Agreements are as follows:
• AYSO Region 214 – Staff working on Agreement.
• Little League District 18 – Staff working on Agreement.

The following areas do not have any formal agreements and primarily are supported by the city or volunteers:
• Arroyo Woodland & Wildlife Park – Natural Open Space on City Property supported by volunteers. • South Pasadena Community Gardens and Demonstration Garden – City leases the property for the Community Gardens from Caltrans, then sub-leases to the Los Angeles Garden Council, Non- Profit Organization. The City manages the demonstration garden which serves as a city pocket park.

All of these Strategic Partnerships require staff time and energy to manage and oversee for the benefit of the City of South Pasadena. I was very impressed that the majority of these Strategic Partnerships have formal agreements either in place or about to be in place.

There is one (1) use on City Owned Property, that being the Arroyo Woodland & Wildlife Park. This area is important for the community and essential to maintain in place. I might suggest that staff develop a formal agreement that would embrace the volunteer effort provided by the Friends of the South Pasadena Nature Park for the Woodland and Wildlife Park as this is an emerging environmental area for community members to engage in and support the city’s efforts for upkeep and education. In time, this volunteer group may become a 501c3 Non-Profit and be able to fundraise to support this area. These efforts have taken place in many other municipalities throughout Southern California.

It is very important to have formal agreements in place with all of the Strategic Partnerships, as on many occasions the leadership of these organizations can turnover annually, and much of the relationship history is not well documented. Formal Agreements capture all of the very important details regarding the relationship between their organization and the city, and assists in helping these organizations stay focused to their organizations vision and mission. In recent review of other municipal organizations, I have found that it is very beneficial to the City to have all of their Strategic Partnerships codified in a Formal Agreement. I am happy to see that the Community Services Department staff are currently working with the AYSO Region 214 and Little League District 18 to develop a Formal Agreement that at a minimum consists of the following:
§ General overview of the vision and mission of the organization with an explanation of how the City supports this vision and mission for the South Pasadena Community; § Locations of City Owned properties that support these organizations, to include field allocation and usage standards in order to protect and manage the turf, as well as rules and regulations that protect them from outside use and abuse;
25 - 25
18 § Rules and Regulations on how improvements can take place on the City Owned property and the use of Sponsorship and Donations and how they must be formally approved by the Community Services Commission and City Council before any improvements take place on City property; § Identification of the City Liaison to include important contact information even on the weekends; § And the Inclusion of Terms and Conditions so as to allow the City to check-in on the organization and tuneup agreements as needed, most Youth Sports Agreements contain 5-year terms allowing them to be reviewed by the Community Services Commission before coming to the City Council for final approval.

It is important to note that there is very little city owned field resources within the City of South Pasadena, so there really needs to be some opportunity for the Community Services Department to capture some of these field spaces to offer events and sporting activities for the benefit of the entire community.

Recommendation #7 – Develop Formal Agreements with ALL Strategic Partnerships for consistency and continuity.

LEADERSHIP SYSTEM
There were many examples of good leadership throughout the Community Services Department. Employees feel a sense of care from the organization and generally enjoy working for the South Pasadena Community Services Department. The Department is highly regarded for its responsiveness both internally and externally. Leadership is committed to providing the best possible service to the community. Even within any strong leadership model, there still can be an employee morale issue as reference within the employee survey responses that need to be addressed when brought up to the attention of management. It is my opinion that this concern was never brought up to the full-time staff level, and never formally reported. This issue could have been addressed with appropriate staff interaction, training and communication by the full-time staff members.

As you know, leadership just doesn’t happen without effort and time in developing a strong staff education and training model. It is important that even in difficult financial times, training and education continues to be on the forefront for the organization. One excellent way of gaining this training to make sure the staff within Community Services Department is fully engaged with the professional organization, California Parks and Recreation Society (CPRS). This organization provides training for both the full-time and part-time staff members throughout the year, and is often educating their members on the “Best Management Procedures’ within the industry.

The quality of leadership needs to be consistent throughout all levels of the Department, and is essential in order to create teamwork, empowerment, and trust. One important way to demonstrate leadership consistency is through a formally structured and scheduled Employee Appraisal Process. In my review, I was informed that Employee Appraisals for the full-time and part-time staff members take place annually. I was also informed that within these Employee Appraisals, Supervisors use this opportunity to coach, mentor and guide the employee for growth and development. Both of these practices are considered “Best Management Practices” for the organization.

In review of the employee surveys feedback, it was noted from some part-time staff members that their comments or suggestions for growth and promotion opportunities fell on deaf ears when mentioned to the full-time staff members. It is imperative that all issues from employees be taken seriously for review and qualify if this is a valid employee concern or not. Sometimes these issues are upset employees and their concern has been addressed, but perhaps not to the degree they feel was appropriate. In any case, I would suggest you consider implementing an 25 - 26
19 anonymous staff suggestion box or electronic form process encouraging all part-time and full-time staff members for their feedback allowing them the freedom to express their ideas directly to the Deputy Director. This is not a formal recommendation, but more of a suggestion in order to ensure all employees concerns are being reviewed by Management.

Lastly, given the importance of clear and effective communication from frontline through to the City Council, I recommend that a “No Surprises” Communication Process be implemented. This simple communication or update process has been developed and used in many municipal organizations in order to avoid “surprises” to the City Manager and City Council. This simple process requires that if any Community Services Department staff sense or have a gut feeling that any interaction with the community may be taken up to a higher level, that staff member will develop a simple email with the subject titled “No Surprises” to their Supervisor informing them of this conversation and actions taken to address this issue or concern.

I have found that in smaller communities this email needs to be transmitted up the ladder to either the Deputy Director or Director no later than one (1) hour in time. Once the Deputy Director or Director receive this email notice they should review and then add some context as necessary and forward send a similar email with the subject titled “No Surprises” to both the Deputy City Manager and City Manager for their information and it would then be their purview to decide to elevate this information to the City Council or not. When this process is followed as described, it serves to provide an early notice of customer issues or concerns and allows the City Management or City Council to already be prepared with an appropriate response when that customer contacts the City Manager or City Council, thus calling this the “NO SURPRISES” Process.

Recommendation #8 – Implement a “No Surprises” Communication Process within the Community Services Department and throughout the Agency.

PERFORMANCE MANAGEMENT/GOALS AND OBJECTIVES
The City currently has no guiding structure in place to enable it to analyze, anticipate, audit, plan or manage its work for important open space and facilities used by the community. I have come to understand that the Public Works Department is responsible for maintenance of all city facilities and open spaces. I was also informed that the Public Works Department will soon be developing a Facility Master Plan, which is extremely important for the city to fully understand the current condition of these public facilities as well as their life and expectation for facility maintenance and improvements. I would hope that this Facility Master Plan will identify all the city’s facilities infrastructure, it’s worth, its maintenance requirements, its safety requirements, and the service levels and staffing resources required to maintain these facilities. Developing a Facility Master will be extremely beneficial for the oversite and management of city facilities. I propose that the Public Works Department who is responsible for maintenance of these city facilities and open spaces work with the Community Services Department to create this Facility Master Plan.

A performance management system involves management and improvement. Performance management is defined as an ongoing, systematic approach to improving results through evidence- based decision making, continuous organizational learning and a focus on accountability for performance. Accountability is driven, in part, through the development of goals and objectives in alignment with an organization’s strategic plan. 25 - 27
20 Currently, the Community Services Department does not have a system-wide approach to establishing, monitoring, and measuring goals and objectives. They do have some Key Performance Indicators (KPI’s) that are mostly associated with their budget documentation, but I recommend that the Community Services Department should consider developing a section within the City’s Strategic Plan that will align with the City’s General Plan for Recreational and Open Space Use and guide the Community Services Department in the future. I have already recommended the department create a Mission, Vision and Values Statement; this information can be used for the section within the Community Services Department portion of the City’s Strategic Plan. As it will provide staff, City Management and the Community Services Commission with a common understanding of where the Department is headed.

Accountability can be strengthened through a system wide process in the development of goals and objectives and Key Performance Indicators (KPI) that are aligned with the Strategic Plan and the soon to be developed Facility Master Plan. The Department as a whole, each Division and individual employees should have a set of goals and objectives. The objectives for the Divisions should be developed in alignment with the overall organizational strategic direction. All of these efforts will create a strategy focused organization that will result in purposeful direction toward the achievement of organizational goals. The implementation of goals and objectives and KPI’s will help guide the Department’s future actions and responses to changing needs, and will ensure that programming is a reflection of community desires.

In addition, with the KPI’s that are identified within this section of the City’s Strategic Plan, the Community Services Department could then issue an annual report to reflect certain workload metrics such as the numbers of broad numbers of participants in programs and activities for Management, City Council and the Community.

Recommendation #9 – Develop a Community Services Section or Focus Area within the City’s Strategic Plan that will align with the City’s General Plan for Recreational and Open Space Use to Assist in Guiding the Community Services Department in the future.

With these ORGANIZATIONAL STRUCTURE recommendations being considered, Catalyst Consulting has, in the following pages, made recommendations to enhance the OPERATIONAL STRUCTURE of the Community Services Department. The over-arching themes for enhanced operational structure fall into the following categories:
• Functions and Workflow;
• Facilities Review;
• Park Review
• Recreation Program Review; and
• Customer Service Model.

FUNCTIONS AND WORKFLOW
The Community Services Department, like many small departments, tends to focus its efforts primarily on the direct provision of services to its participants. With limited staff and budgets, this is understandable to a certain degree.

However, the incorporation of information systems and other technologies can, once implemented, act as workforce multipliers by minimizing efforts related to repetitive and duplicate data entry, and facilitating the analysis of metrics such as cost of programs and services, accounting for fees, trends in participation – both on a demographic and programmatic basis, trends participant interests, as well as many others. 25 - 28
21 Interviews and observations by Catalyst Consulting during on-site activities indicated that the Community Services Department utilizes technology on a very limited scale. The existing Facility Reservation and Class Registration system “Sportsman” is outdated, very complicated to use and limited as to its functionality. Staff have informed me that a new Facility Reservation and Class Registration “CivicRec” is currently being purchased which will definitely benefit the management and forecasting of facilities and classes in the future. This upgrade will significantly improve customer experience and assist staff as this technology becomes a workforce multiplier for the department. I was also informed that staff are currently using a very effective timesaving type of technology that enhances the workflow for the department called “WhenToWork” (W2W). This application is used to schedule the part-time staff members for assignments. They are cloud-based systems that are very intuitive, affordable and efficient. They allow the full-time staff member to schedule the part-time staff member for work shifts and it also allows the part-time staff member to engage the system taking some of the pressure off of the fulltime staff member that is trying to assignments for their facilities or programs. I have been informed that the City of Torrance is using it for their Benstead Plunge staffing schedules, and the City of Manhattan Beach is also using it to schedule part-time staff for many of their programs and facilities. This is an excellent example of how staff have evaluated and found technology that can create additional efficiencies within the organization while achieving higher functioning systems and workflow.

FACILITIES REVIEW
Indoor recreational space in South Pasadena are not sufficient for the types of programs that are currently ongoing, in addition to those desired by the community in the future. I realize that a Facilities Master Plan is in the works by the city, so my observations below are meant only for a reference to assist in the review within the Facilities Master Planning Process.

In my review of the recreational facilities, I observed a few areas that if renovated would produce more recreational space to be used for the South Pasadena community.
• With a minimal investment in the renovation of the basement in the War Memorial facility, the Community Services Department can expand recreational programming opportunities to the community. In addition, these programs can also provide additional revenue for the department and the city. I would suggest that staff develop an operational plan for the proposed programming they recommend for this area, and then discuss their needs with a Licensed Architect to gain a better understanding of the cost for the renovation of this basement. The additional revenue from these new programs could assist in repayment of this renovation and ultimately provide additional revenue for the department and the city into the future. • With regard to the Eddie Park House, this facility is currently listed within the Facility Rental Section of the Recreation Guide. In my review of this facility, it has some wonderful historical elements to this facility, but is in dismal condition. I consider this facility a “Diamond in the Rough” and with enough resources can become an iconic facility within Eddie Park. The insignificant rental income for that facility compared to the cost to just keep the doors open I am sure are quite overwhelming for the city. In order to help this facility back to its original time of glory, there needs to be some consideration for the City to partner with a local historical organization or the South Pasadena Preservation Foundation who currently oversees the Meridian Iron Works Museum. This concept is not unique to other municipalities with these types of historical facilities on city parks, where partnerships have been formed to benefit both organizations. I propose that the city investigate potential partners for this relationship, and then explore how this partnership 25 - 29
22 can formed to allow this new partner to take over management and maintenance of this facility for a muchreduced usage cost, and in turn allow this new partner to re-invest their historic knowledge and potential grant resources to re-novate this old historic home back to its original glory over time. Realizing that this restoration will take many years, but in the end, this relationship becomes a win-win for both the City and the Historic Organization, as the City reduces the maintenance costs for this facility and keeps it on the park, and the Historic Organization is about to retore this facility back to its original glory in Eddie Park. • Another enhancement that is sorely needed for the City of South Pasadena is the renovation of the existing Senior Center to meet the needs of today’s aging adults. It is very common for municipalities to provide senior facilities and programming to their communities. Unfortunately, most of these senior centers are old and outdated, no longer meeting the needs of the current older adult. The pandemic impacted this population the most, and now that residents are venturing out of their homes to enjoy the city’s facilities and programming, it has become more apparent that this new generation of older adults needs are not being provided for in these older city facilities. There is a great deal of research and information on the need for city government to provide Senior Centers that are more focused on health and wellness. I would suggest that staff research other more modern Senior Centers within other municipalities and provide programming ideas that would enhance health and wellness programming within the use of a renovated Senior Center.

With these programming ideas, then it would be appropriate to discuss these options with a Licensed Architect to better understand what potential renovation options would be available in order to meet the objectives and goals of this facility and community.
• With regard to enhancing the life experience for your older adults, I have found that some municipalities are moving toward developing “Blue Zones” within their communities to enhance the lives of their aging population thus allowing these individuals to live healthier and longer within their communities.

Establishing a “Blue Zone” within varies areas of South Pasadena would enhance the quality and enrichment of life for your older populations.
• Additionally, within my observations, I noticed that the staff facilities at Orange Grove Park and the Senior Center office are extremely cramped and operationally inefficient. These facilities house all the full-time staff for the Senior, Recreation and Youth, and Transit Services, and in all cases, they present very little privacy creating a great deal of operational inefficiency and no room for growth of the department. Both of these facilities need to be evaluated within the Facilities Master Planning Process. • Orange Grove Park – This facility is a former house/Pool facility that was donated to the city and is considered a Historic Building on the Local Historic Registry. It serves as the staff offices for the Community Services Director and Deputy Director, Recreation & Youth Division staff and as the public engagement operations for the Class Registration and Facility Reservations section. Unfortunately, there has not been any interior modifications or improvements done to create appropriate staffing offices to allow for high performance from the staff members. Currently with the Class Registration and Facility Reservation operation is taking place on the second floor of this facility, and if a counter operation is still required for registering for the numerous recreational class offerings, access for the community is challenged as it does not allow for ADA Access. This facility should be considered for a full facility renovation following appropriate Historical Preservation Methodology or at least consider renovating the interior space to appropriately lay out staff offices for improved operational efficiencies. 25 - 30
23 • If a facility renovation does take place, it would be beneficial for the Community Services Department to consider re-locating the public engagement operations such as the Class Registration and Facility Reservation functions and the Community Services Directors Office to a centrally located retail store front.

This would then allow for the community to still engage the in-person functions of the department, and allow for appropriate ADA access to these functions. Understanding that other departments may be having some staff office space challenges, this concept could serve as a One-Stop location for many city services that require public engagement that are all easily accessible for the community. • Senior Center – This facility is also in need of a review in order to appropriately lay out staff offices for both the Transit and Senior Center staff members. As I have already suggested that the Senior Center be renovated to enhance the services offered to the Older Adult population, if the higher priority that comes out of the Facility Master Plan is that programming space is more valuable than staff offices, consideration could be given to relocating the Transit function to another city facility in order to allow this operation appropriate space and growth.
• Overall, the Facility Master Plan is essential for the City of South Pasadena to prepare a long-term plan for facility development that is based on a vision of the types of services it wishes to offer presently and in the future.

PARKS AND OPEN SPACE REVIEW
In my site visitations of the parks and open spaces, I observed the South Pasadena Community takes full advantage of these spaces, and uses them to enrich the quality of their life’s in the city. I observed the play equipment being used extensively and the open spaces being used by families and children enjoying the peaceful outdoor space by picnicking and playing on the open space areas. As I walked the parks and open spaces, I reviewed the park amenities as well as the turf and landscaping maintenance for the open spaces. I found that overall, the city parks and open spaces are well maintained and managed.

With that being said, and from my experience, the highest area of liability exposure on city parks are typically concerning Play Equipment and Trees. Within this section, I am not providing any recommendations for improvement, but am providing some suggestions that should be considered for future management, maintenance and improvements for the city’s parks and open space areas and for the benefit of the South Pasadena Community.

My suggestions that are as follows:
• The City should consider having all Play Equipment be reviewed by a Certified Playground Safety Inspector (CPSI) to establish a compliance baseline and ensure that all the play equipment meets the appropriate standards for head and body entrapments and material for fall standards for the safety of all users. • The City should consider having the City Arborist review all the park trees to verify there are no major diseased or dying trees or any hangers or liability concerns with regard to these trees. Pay special attention to Eucalyptus Trees as they have a tendency to drop large heavy limbs when they are suffering from insufficient water amounts, and with the conservation efforts in effect now, they may need to be thinned or crotch trimmed to ensure their safety.
• With regard to day-to-day maintenance of the city parks, I was not tasked with reviewing the management 25 - 31
24 of these areas, but I propose the City consider establishing QUALITY STANDARDS FOR MAINTENANCE OF CITY PARKS, if the Public Works Department does not already have this document in place. This document establishing standards for maintenance is essential for every municipal park maintenance operation, as it creates a baseline of maintenance expectations that are to be followed to continue to have high quality maintenance for your public park and open spaces. Below, I am providing a sample Quality Standards for Maintenance of City Parks and Open Spaces for your staff’s review. In addition, I have provided in Appendix D some General Maintenance Standards for City Parks and Open Spaces.

In my observations and taking into consideration the importance and level of interaction needed between Community Services and Public Works with regard to the parks, that better planning, coordination, communication and reporting of park and open space maintenance will be required to make this relationship work. As the Public Works Department is responsible for all park and open space maintenance, it would be in the best intertest of the City that they create a Maintenance Management Plan for City Open Spaces and Parks that includes quality service level standards for maintenance. These standards can then be tracked by developing key performance indicators (KPI’s) to track performance of maintenance.

Quality standards are designed to express the results expected in the maintenance of the City’s park system. The standards are stated as "end products" (e.g., turf to be mowed to a height of two inches). This standard is intended to generate a consistent level of service and quality in all of the facilities, focusing on why, when, and how well a task is to be accomplished. Possible quality standards for parks are presented in the table below.

SAMPLE QUALITY STANDARDS FOR MAINTENANCE OF CITY PARKS
Mowing Turf area to be mowed weekly during the growing season – grass height 2".

Trimming & Edging
All driveways, sidewalks and edging strips shall be edged every two weeks during the "on" season.

Grass and weeds around trees, tree wells, header boards, fences, backstops, etc., shall be trimmed monthly or more frequently to maintain appearance. In no case shall grass or weeds exceed 6".

Grass clippings and trimmings in walkways shall be swept or blown off walks and removed if required.

Fertilization Fertilization of the turf area should be completed with a balanced fertilizer such as 16-6-8 annually once during the summer.

Turf should be tested if the recommended fertilizer does not produce desired results.

Insecticides, Herbicides, Pre-Emergent, Insect Control, Disease Control, and Rodent Control
A seasonal spray chart will be developed and maintained in the Recreation and Parks Department. Herbicides and pre-emergent shall be applied according to the approved spray program year-round, weather permitting, with the primary objective being the prevention of weed growth. 25 - 32
25 Aeration Turf aeration should be completed during the spring while the grounds are still soft from winter moisture.

Irrigation System
The irrigation system should be set to apply enough water to wet the soil to a depth of 4" to 6". The automatic timing system should be set to avoid interference with sports and other uses.

Automatic controllers and sprinkler systems should be checked at least once a week for any abnormalities; failure to do so could result in loss of turf area, the waste of water or the interference with usage.

Litter Control
Park areas shall be maintained constantly and kept in a litter-free condition.

Trash pick-up shall be on a regular and frequent schedule to prevent over- accumulation of trash and development of unsanitary conditions. Trash pick-up schedules shall be developed to meet the changing conditions of park usage.

General Site Inspection
The Recreation and Parks Department staff shall inspect the areas in which they are assigned to work on a daily basis, and report any hazards or correct them immediately.

All acts of vandalism shall be reported at once and a report written.

Play Area Swings and play equipment shall be inspected on a weekly basis and serviced if required.

Tennis Courts
Shall be blown weekly to clear dirt and other debris from surface. Surface should be washed weekly, if possible.

Nets should be inspected and adjusted weekly.

In addition, I would suggest that the Public Works Department consider developing if one is not already in place, an Online Maintenance Management System that includes a Formal Inspection Protocol and a Regular Service Assessment Program to Assess Maintenance Services.

While I am sure the Public Works Department conducts routine parks, grounds and playground equipment inspections, I am uncertain if the Department has developed and implemented a formal inspection protocol whereby issues identified are used to generate work orders for maintenance crews. A Condition Inspection Function is necessary for planning cost-effective preventive and corrective maintenance. Scheduled visual inspection of all components of parks, landscaped areas and open spaces provides data that can be used for assigning priorities and estimating costs for maintenance, and evaluating the performance of the staff of the Public Works – Parks Maintenance and or the City Contracted Service. This type of program formalizes ad hoc efforts to ensure that unmet maintenance needs are documented and provides data for setting priorities and evaluating the performance of maintenance activities.

Work orders must be issued to correct problems identified during the assessment of parks. This should be done on a formal basis through the issuance of the work orders within an online maintenance management system that 25 - 33
26 should produce a monthly report identifying maintenance and quality issues as well as the resolution and status.

The monthly report should include the problem, the location of the problem, the date the work order was issued to correct the problem, the resolution or current status of the problem, and any necessary follow-up as needed. In addition, there needs to be some sort of emailed response sent back to the work order initiator to inform them that this issue has been corrected and resolved.

RECREATION PROGRAM REVIEW WITH BENCHMARKING
In my review, I have noticed that some of the recreational programs offered by the Department tend to be those that have been offered in the past, with the exception that if an instructor or staff member has an idea for a new program, the Department will explore it and, if successful, will continue the program. This is no small task as each program needs to be scheduled, instructors identified, participants registered, and any challenges that arise during the program addressed. However, due to the current day-to-day approach, there is no articulated overarching vision or philosophy related to the provision of recreational services.

From the staff input it became clear that there is not enough open space or facility space to meet the many demands from the community for recreational programming. Most of the existing spaces are claimed by the variety of local non-profit organizations minimizing the growth opportunity that the community is requesting. In the Facilities Review Section, I referenced that with some facility improvements specifically in the War Memorial and Senior Citizen facilities, additional and relevant programming can be added and expanded to meet the demands of the community. In addition, in order to better understand the recreational needs of the community, research is needed to determine the potential customer base and what services they might desire. This can be accomplished by reviewing data sources, such as census and public health data, and by surveying or conducting a Community-Wide Programming Needs Assessment of the South Pasadena residents and program participants in order to better understand the needs and desires of the community.

Recreation Program Assessment
In order to conduct a Recreation Program Assessment, I reviewed four (4) South Pasadena Community Services Recreation Guides: Winter 2022, Spring 2022, Summer 2022, and Fall 2022. The following sections provide more detail as to my findings within the Community Services Department recreational program offerings, enrollment, and marketing. In order to better assess the cost of services for these recreational programs, a Program Fee Analysis Study should be conducted within the Fee Study conducted by the Finance Department on its 3–5-year schedule. Within this study, there should be additional emphasis to not include the increase of program fees as a typical CPI increase, but should be separately reviewed by the Community Services Department Director to allow fee increases based on the average market value review that the department should annually update.

Program Categories
The following is a listing of major program categories that Parks and Recreation and Community Services Departments throughout the State of California commonly provide. This list helps to identify if there are any common program areas not offered by an agency. Most agencies offer a majority of these programs. In matching South Pasadena’s inventory of programs listed in the Recreation Guide against this master list, approximately 59% are represented. In the columns below, black text represents programs that are currently offered (25), red text represents programs that are not offered (17) by the Community Services Department and listed in the Recreation Guide.
25 - 34
27 Active Adult General Interest Pre-school
*Aquatics – JUA Golf Running/Walking
Arts Gymnastics/Tumbling Seniors
Before/After School Historical Special Events
Baking Homeschool City-wide Events
Birthday Party Services Horseback Riding Sports
Childcare Language Arts STEM
Cooking Lifelong Learning Sustainable/Green
Dance Martial Arts Teen
Day Camps/School Break Camps Music Tennis
Early Childhood *Open Gym – JUA Theatre/Acting
Environmental/Nature Outdoor Adventure Therapeutic Recreation Extreme Sports Pets Trips/Excursions
Fitness Pickleball Wellness
*It should be noted that due to the restrictive availability and cost of use for South Pasadena School District facilities within the Joint Use Agreement, Aquatic and Gymnasium programming is not available. It is suggested that the City explore a new partnership with SPUSD and consider re-negotiating and amending the current JUA with South Pasadena Unified School District to provide additional recreational opportunities to the South Pasadena community.

The listings above can be used as a tool to consider the extent to which the South Pasadena program menu is balanced as well as offer ideas into new potential program areas. That said, programming should always be based upon community need, and not necessarily based on the program categories “missing” from the above list.

Therefore, a Community-Wide Needs Assessment process is recommended to determine how well the program offerings match community need.

Recommendation #10 – Conduct a Community-Wide Programming Needs Assessment; and include a Program Fee Analysis Study within the Finance Departments 3 - 5 Year Fee Study.

During engagement meetings, it was mentioned that there may be gaps or duplication of youth programs and services throughout the City of South Pasadena. Therefore, it may be helpful to organize an annual summit of other providers of youth programs within the city to talk about how the agencies can best work together to identify ways in which services may be duplicated. Additionally, it is a good idea to review the youth programs offered by neighboring municipal agencies to assess if new programming should be provided. However, there are times in which duplication is warranted if the demand for an activity exceeds the supply of providers and facility space.

In review of the core category list, I have highlighted three program areas below that are current and relevant to today’s community programming needs that were lacking as programs offered by the Community Services Department:

Biking and Walking
The City of South Pasadena adopted their Updated Bicycle Master Plan in August 2011. This plan is a 25 - 35
28 comprehensive plan is intended to make bicycling a viable transportation option. It complements the small-town atmosphere of South Pasadena and reinforces the City and regions commitment to multi-modal transportation solutions. In addition, South Pasadena boast some very popular walking/hiking trails in Lower Arroyo Park, South Pasadena Nature Park and the Arroyo Seco Bike Path. As noted in a recent national study, walking is the number one activity within the United States. Given this information, what seems to be missing is the corresponding programming to support bike path use and walking/hiking programming.

Adult and Continuing Education
There is a good variety of club and special event programming for Older Adults and Seniors 55 and older; however, general interest programming for adults, especially for ages 18-54 years, is sporadic. Typical programs that can be offered for the Adult age segment include dance, wellness/fitness, and martial arts. In addition, program ideas to support this age demographic that include lifelong learning opportunities are programs ideas such as Money Management, Life Coaching, and Vacation Planning, just as an example.

Nature and Environmental
The “Parks Make Life Better” slogan is touted by our professional organization California Parks and Recreation Society (CPRS) who is a driving influence to get all community members engaged in use of municipal parks and open spaces. However, the supporting structured, scheduled opportunities to encourage the use of park, trails and open spaces was not evident in the Recreation Guide offerings. With this past pandemic that impacted all community members, recreational professionals noticed a spike of usage of all of the parks and open spaces by community members. With this growth of the use of park amenities as well as the increased interest in environmental and sustainable programming, it makes sense to take full advantage of the Arroyo Woodland and Wildlife Park. Suggested programming activities for this park could include Tyke Hykes, Bird Watching, Go Green Education Courses, and Astronomy to be added to the program menu. Environmental sustainability is a key factor in why parks and recreation (and open space) Departments and Districts exist.

The core program areas that have specific facilities for which the programming takes place such as the Senior Center will have a greater variety of programs offered. Program areas such as general interest, lifelong learning, outdoor adventure, and early childhood – could occur at other recreation facilities throughout the community. Since the pandemic, many park and recreation agencies now offer outdoor programming in parks, such as yoga, which is another area for consideration for South Pasadena.

When planning for future program menu expansion, it is suggested that staff consider widening the program scope to include more of the program category listing (above), further develop the three program areas and support the three pillars of the National Recreation and Parks Association’s Pillars: Conservation, Health and Wellness, and Social Equity as well as the CPRS focus of engaging our communities to use our parks and open spaces.

Enrollment
Community Services Department staff have divided its program menu into 4 general class areas. All registrationbased programs offered are categorized within one of the 4 areas. Below, please find the enrollment numbers within each of these areas, over the three fiscal years that would not be impacted due to the pandemic:
25 - 36
29 South Pasadena Program Enrollments
Program Specific Review
I reviewed the Summer 2022 program class offerings that were advertised within the Recreation Guide, as summer programming is usually the busiest programming for communities and typically includes the largest amount of class offering for Community Services Departments. I broke them down into major program categories referenced above, as these are what most Parks and Recreation and Community Services Departments offer for their communities. In my review, I have listed the classes that the South Pasadena Community Services Department offered within these major program categories, they are as follows:
§ Dance: There are 9 different modes of dance available, with multiple levels offered in all ages in ballet, tap, line, rumba, cha-cha, salsa, swing, line, and ballroom dance. There is a good balance for these offering from tot – older adults. Staff may want to consider expanding dance opportunities in the areas of jazz, hiphop, and other class offering that are popular within neighboring communities. § Fitness: There are 3 modes of fitness classes available, and were generally only for the Older Adult participants ages 55+. Some opportunities for older adult fitness (e.g., Senior Yoga, FUN-ctional Fitness, and Meditation) were listed in the Older Adult section within the Recreation Guide. The variety of fitness class offerings for all demographics in the areas of yoga, Pilates, circuit training, HIIT, Bootcamp and Zumba classes with a progression of intensity levels should be considered. § Music: There is 1 mode of music class available, and were generally only offered within the Tot class section. An additional opportunity to learn how to play a variety of instruments is available through private lessons.
§ Recreational Sports: There are 8 modes of sport classes available, with multiple levels offered in all ages, in soccer, horse riding, skateboard, basketball, fencing, martial arts, pickleball, and tennis. There is a good balance for these offering from tot – older adults. Consider expanding classes within golf, batting, flag football, kickball, adult softball and other class offering that are popular within neighboring communities. § Seniors: It appears as though a good variety of club, drop-in and event opportunities are available to those 55 and older. Day excursions are typically quite popular with this age segment and serve as another way to encourage increased participation. Additionally, it is suggested to focus on providing Wellness and Fitness class programming within the Senior Center.
§ Teens: The teen age programming primarily focuses on a drop-in teen room within the Orange Grove Park Building, that was recently re-located to the Senior Center. In addition to the drop-in program, they offer several recreational sport class and camp offerings at the Skate Park offering for individuals 13+ years of age. This demographic is traditionally the most difficult to provide recreation programming for and with the focus for the city’s teen population being housed in a very small space at Orange Grove Park Building increasing programming for this age segment was very unlikely. The recent re-location to the Senior Center Core Program Area 2018 2021 2022 Average
Tot Classes 515 605 499 539
Youth Classes 944 1079 1066 1029
Adult Classes 197 112 423 244
Older Adult Classes 1418 112 1828 1140
Total Registrations 3137 1908 3816 2953
25 - 37
30 makes a great deal of sense in order to re-unite and grow the teen population within a larger space. Once this teen programming takes root, it will need to be re-located again back to a dedicated Teen Center within Orange Grove Park Building in order to allow for growth of senior programming. It is imperative that the addition of a formal Teen Center become a vital component for continuing to develop and grow a successful teen programming for the teen population in South Pasadena. This assessment should be accomplished through the Facility Master Plan that was approved by the City Council. With the addition of a Teen Center, an assessment regarding levels of programming for this age segment could be a future opportunity. § Visual Arts: There appears to be no municipal programming offerings for Visual Arts. A variety of these art forms that could be considered include ceramics, pottery, quilting, sewing, drawing, stained glass, and printmaking. The provision of visual arts classes for the residents provides a cultural balance for the community, and could be accomplished with strategic partnerships or collaborations with other non-profit or private entities within the city.
§ Therapeutic Recreation: There appears to be no municipal programmatic offerings for the population segment with special needs. The importance of offering a balanced and equitable offering of recreational program activities is vital to the health of a growing community. Realizing that recreational programming can be expensive for this population, consideration may be to form a membership club supported by parent volunteers of the participants allowing for athletic and recreational activities which may allow this population to participate in the regional Special Olympic events. § Camps: A plethora of summer and break camps were described throughout the Recreation Guide offerings.

The variety of camps offered included STEM programs focusing on engineering, science, technology and math offerings, as well as soccer, horse, skateboard, animation camps. The only area for suggested development is the expansion of camp offerings for teens 13+, such as STEM, computer programming and technology camps and other camp offering that are popular within neighboring communities.

One overarching theme that was consistently observed through this portion of the review was the lack ofstructured, registration-based programming for youth ages 18 months through elementary age. Early childhood programming was non-existent. This could be due to the lack of facility space to offer this programming, but if there is available space, I would suggest staff explore offering classes to this age demographic.

Marketing
Facebook:

The Facebook audience was 29 as of March 28, 2023 with no ratings at this time. Ratings could easily be increased by enlisting satisfied participants to post positive comments. There were several posts and 1 video on the page, with no ratings. Videos and content can also be posted to the City’s YouTube, Twitter, and Facebook pages.

Instagram:

Instagram had 465 followers as of March 28, 2023. Posts included many of the department special events, Camp Med, and Senior Services.

You Tube & Twitter:

There are no Community Services Department You Tube or Twitter accounts. 25 - 38
31 Using all formats of social media can be very time consuming, but in today’s climate, they are essential in order to drive community members to the services that are provided. With the re-alignment of the staffing position that was mentioned above, the area of social media can be a focus for one of these positions and assist in engaging the community to the services they are providing. I would suggest that Social Media become a top priority of the marketing for the Community Services Department and be assigned to a staff member who has the acumen for social media.

Registration Method
The percentage of participants utilizing online registration has increased between 2018 and 2022 by 5 percentage points still using the old antiquated Sportsman Registration System. This percentage is much lower than what is typically found in other agencies, according to general statistical information provided by other municipal agencies. The average agency’s online registration percentage in the database is between 60-65%. When the new CivicRec Registration System in up and running, the online registration numbers will increase and most likely double very quickly, due to the customer engagement options that are available within the CivicRec system. The chart below reflects the fiscal year’s registration breakdowns based on in person versus online registrations.

Program Registration Method
In Person Online
Year Quantity Percent Quantity Percent
2018 10,312 83% 2,038 17%
2021 4,660 57% 3,464 43%
2022 10,899 78% 3,075 22%
The more frequently registrations occur online, the more front-line staff can service customers in other ways.

Customers expect convenient, easy registration processes; so the addition of adding staff to the Class Registration and Facility Reservation area will promote consistency and continuity for the department.

Program Guide: Recreation Guide
The four issues of the Recreation Guide reviewed were well organized and consistent in their layout. Program descriptions were short, succinct, and efficient in their space usage. The quantity of text per page was high. Photos of actual participants created a more personal feel; which made the classes to be very appealing, personal and will compel the community to want to participate in the program or event.

Market Segment Opportunity
In review of the 2020 Census Report, it shows that the City of South Pasadena has increased renters within the city to over 50% of the population. These renters are still paying for Utility and Sales Tax that supports the City’s revenue base, so it makes sense that they too have a vested interest in expecting high quality recreation programs and well-maintained parks. Given this information, one would expect that renters significantly benefit from the excellent South Pasadena Unified School District and Public Safety Services that the City provides. But we also need to remember that renters have very little open space available so that they will place a greater amount of demand on the City’s Parks and Open Spaces. Perhaps by considering this market segment as an opportunity and creating a service package with a corresponding marketing plan could increase the Department’s reach. This group is looking for ways to connect to their community and meet new people and the Community Services Department programming could be that conduit.
25 - 39
32 Benchmarking Recreational Programs
In review of benchmarking recreational programs, neighboring municipalities who border South Pasadena were identified to provide a valid comparison. It is very typical that recreational customers will cross city boundaries to take advantage of neighboring city’s recreational programs and services. These customers are referred to as Non-Residents and will typically pay an increased fee for participating in the classes and programs. This increased fee is often no more than $10 higher than the resident fee, as it is vital to continue to allow for non-residents to participate in order to maintain appropriate number of participants in classes and programs so as not to have to cancel this class or program due to low participation levels. The neighboring municipalities identified are Pasadena, San Marino, Alhambra, San Gabriel, and Monterey Park. The populations of these benchmarking communities range from 27,000 to 138,699, but all are close enough for individuals to drive a short distance from wherever area they live in South Pasadena to participate in recreational services and visa-versa.

In my benchmarking review of these agencies recreational services, I found the following:

City of Pasadena Parks, Recreation and Community Services Department:
o Message from the Community Services Director within their Recreation Guide. o Very robust core program class offerings and nicely balanced within all core program areas. o Provides Aquatic programming with School District.
o Variety of Teen programs offered within an independent Teen Center. o Community Services that included legal, housing, and Medicare/Medical support services. o City run Farmers Market – 40+ years.
o Dedicated Senior Center.

City of Alhambra Parks & Recreation Department:
o Robust core program class offerings and nicely balanced within all core program areas. o Provides Aquatic programming at City Pools.
o Limited Teen programs offered probably due to no independent Teen Center.

Monterey
Park
59,667
Pasadena
138,699
San Gabriel
38,670
South Pasadena
26,314
Alhambra
81,211
San Marino
27,000
25 - 40
33 o Offered Family Excursions
o City run Farmers Market – 38 years.
o Dedicated Joslyn Senior Center.

City of Monterey Park Recreation and Community Services:
o Publicized their recreational programming monthly in their “Cascades Newspaper” which included city and community news, and advertisements from local businesses. o Limited core program class offerings.
o Provides Aquatic programming at City Pool.
o Newly opened Teen Center in collaboration with the ‘Boys and Girls Club’ which will have a variety of Teen programs.
o Dedicated Langley Senior Center.

City of San Gabriel Community Services Department:
o Message from the Community Services Director within their Grapevine Guide. o Very robust core program class offerings and nicely balanced within all core program areas. o Provides Aquatic programming at City Pool.
o Dedicated Adult Recreation Center for senior programs. o No dedicated Teen Center, and offers limited Teen programs probably due to no Teen Center. o Included a Survey opportunity at the end of their guide.

City of San Marino Community Services Department:
o Message from the Community Services Director within their Community Services Guide. o Limited core program offerings that were very balanced, but also very limited facilities. o No dedicated Senior Center, but offered senior excursions. o No Aquatic programming.

In review of the recreational core programming offerings and the Recreation Guide provided by the South Pasadena Community Services Department, and comparing them to other neighboring agencies, I propose the following:
§ Include a Message from the Community Services Director within the Recreation Guide. § Include a reference to the City’s Resolution of Diversity & Inclusivity within the Recreation Guide. § Referring back to the Recreation Program Review under Program Categories, suggest adding classes within the core program areas identified in red. (I.e. Early Childhood, Golf, Historical Programs, Homeschool, etc.)
§ Explore initiating discussions with South Pasadena Unified School District to explore services that both agencies can do together to develop a partnership for services provided to the South Pasadena Community. This new partnership may create opportunities to re-negotiating the JUA in order to gain additional facility resources in order to offer Aquatic Programming and explore gym usage time. § Publicize the Chamber of Commerce Farmer’s Market within the Recreation Guide. § Include a Survey opportunity within the Recreation Guide, and through the new class registration program, “CivicRec”.
25 - 41
34 CUSTOMER SERVICE MODEL REVIEW
In my observation of the Community Services Department current customer service model, I noticed that staff work diligently to engage the customer at each event and program they offer to the community. I have seen several positive and complimentary comments sent from community members to staff informing them of how much they appreciated the event and staff’s willingness to make this event or program special to them. I have found that the only way a quality customer service model exists within organizations, is because the leadership and management truly have passion for their services and believe that these high-quality services are enhancing and benefiting their community. With this passion from the leadership and management, staff in the lower ranks fully understand that this is the mission and objective of each program and event and assist in providing high-quality recreational services to the community.

That being stated, there has been a change in communities trust and perspective over the past 3-4 years, creating a different dynamic in the offering of services to communities. This shift in perspective is classified as a customer centric focus on municipal government, causing these municipal entities to pivot as to how they now are required to engage their community.

Customer Centric Organizations.

Communities in all municipalities are increasingly looking over the shoulder of local government and requiring justification for the actions of elected and appointed officials. There is increasing conflict within communities regarding the funding priorities of local government. This requires local entities to increasingly spend more time considering how to reach residents and be more proactive in getting their constituents involved. As the Community Services Departments within municipal government typically serves as a connecting department from the City to the community, it would be beneficial for the department to engage the community with ongoing evaluation of Customer Service Satisfaction for all Community Services Departments Programs and Events.

It is important for the Community Services Department to implement a combination of customer satisfaction survey via comment cards, electronic surveys, QR codes and or random staff engagement surveys taken at Citywide events. Realizing that too many survey requests from city staff could cause the customer to feel overly imposed upon, I propose that staff identify the best and most successful survey methods to implement. The suggested type of information to gather from the community on these surveys would be to assist in evaluating the level of customer service about the event and staff such as:
§ Quality of the Event, Program or Class;
§ Accessibility of staff;
§ Thoroughness of staff planning for this Event, Program or Class; § Satisfaction of the Event, Program or Class;
§ Staff that provided exceptional service;
§ Area of the Event, Program or Class that were a problem or concern; § An opportunity for the applicant to make general comments regarding the Event, Program or Class.

These customer satisfaction surveys should be returned directly to the Deputy Community Services Director for compilation and review. A semi-annual report should be developed outlining the level of satisfaction provided to applicants. Information gathered from this evaluation tool should be utilized for on-going evaluation and improvement of the process as a best practice to enable decision-making to fully evaluate staff efforts. 25 - 42
35 Recommendation #11 – The Community Services Department should Implement an On-going Customer Satisfaction Survey Program.

TRANSPORTATION SERVICES REVIEW
The Transportation Services provided within the Community Services Department are focused on the seniors and the disabled and is called Dial-A-Ride. This type of transportation service is offered by most all municipal agencies throughout California, funded through State Propositions A & C. The Dial-A-Ride program is recognized as an essential service to the South Pasadena senior community, and is available for seniors and residents with disabilities.

In addition, the Dial-A-Ride program provides transportation services for (2) two excursions per month to various locations, and to opened facilities (as per LA County Guidelines). This service is available for South Pasadena residents who are over 55 years of age, and/or residents with a disability. Transportation is provided to and from any location within the South Pasadena City limits, and also to some surrounding medial offices in Pasadena, San Marino, Arcadia, San Gabriel and Alhambra.

In my review of this transportation service, I was informed that this Dial-A-Ride program is a critical service for the South Pasadena senior and disabled populations and has been in existence for many years. In 2018-19, prior to the Pandemic, annual ridership was 11,860, and was being used quite extensively by the seniors and disabled who were not able drive on own to doctor’s appointments and other locations that they needed to visit to maintain their quality of life. In 2019-20 annual ridership within this very important program diminished due to the Pandemic to 7,783, and continued to diminish in 2020-21 to 3,683. Last year in 2021-22, ridership started to increase to 4,852. I am confident that ridership will slowly continue to increase as this is a very needed and valuable service for the senior population. I also believe that ridership growth will be slow as many seniors are still very skeptical about riding in a shuttle bus with other riders due to the fear that has been instilled in them because they have been identified as the “Highest Risk Population” to get COVID. This concern by the senior population may open the door for a new type of individual transportation service, such as “microtransit”.

Even though ridership is still lower than it was in 2018, the staffing efforts to manage this program remain very high.

Staff have communicated to me that the customer calls for questions and service have increased, and in order to continue to provide excellent customer service they have found that they are challenged in keeping up with the additional customer interaction and workload. In addition, staff have informed me that they are struggling in hiring part-time shuttle drivers to support the Dial-A-Ride program, which is putting additional workload challenges on the team. Fortunately, the City of South Pasadena had the foresight to create (2) two full-time driving positions, as other municipalities did not move in that direction and are extremely challenged in even offering a Dial-A-Ride program to their communities. In fact, in my research with other municipal agencies, I have found that the only way for municipal agencies to maintain a quality Dial-A-Ride program is to have full-time drivers or contract out this service.

That being said, the City of South Pasadena has successfully pivoted in this environment and is in good shape to continue to offer a high-quality city run Dial-A-Ride program for the senior residents of South Pasadena.

The newest trend in the area of municipally offered Transportation Services is “microtransit”, and has come to light primarily due to the Pandemic which caused the fear of the seniors and disabled populations traveling with other individuals in an enclosed shuttle environment. As you are aware, the County of Los Angeles Public Health Department enacted significant restrictions on municipal agencies, that most all Dial-A-Ride programs were closed until these health restrictions were lifted.
25 - 43
36 The term “microtransit” is fairly novel but describes what can be thought of more generally as “flexible transit”. This type of transportation service allows agencies to offer riders an on-demand option that is more flexible than designated appointment-like Dial-A-Ride services. The option typically uses vehicles operated by Uber, Lyft or Taxi and is an individual service as compared to shuttle services provided by Dial-A-Ride. Municipalities are viewing this type of service as a supplement to their existing Dial-A-Ride programs as the senior population has become very accustomed to using these types of on-demand services due to the restrictive health orders cancelling all of the DialA-Ride programs because of the proximately of ridership within the shuttles.

In order to explore this option, I contacted a Director of a large municipality to better understand the future of transportation services for municipalities. In my conversation, I was informed that the large Los Angeles County Transportation Agency such as Metro have already launched “Metro Micro” services for some city’s within Los Angeles County, but these services are not available for South Pasadena at this time.

Given this information, I recommend that the Community Services Department issue an RFP to hire a Transportation Consultant Industry Expert to provide a deep dive into the Transit Division. My expertise is not in the field of Transportation, so I would need to defer this matter to an industry expert to conduct this assessment.

Recommendation #12 – Issue a Request for Proposal (RFP) to hire a Transportation Consultant Industry Expert to evaluate the Transit Division.

ENGAGEMENT SUREYS & SWOT ANALYSIS
Engagement Surveys and Meetings
Engagement surveys and meetings were conducted and included City Council, Community Services Commission, City Manager and Deputy City Manager, Community Services Director, Deputy Director, Supervisors and general employees from the department.

Many of the positive comments related to the passion and dedication of Community Services Department employees. The Department is viewed as highly responsive to the needs of both internal and external customers.

Other strengths include the variety of programs offered, as well as many program areas having a long history of excellence and a great reputation.

Some of the opportunities for improvement include the need to enhance the strategic approach of the Department, expanding marketing, review and re-invent programming, developing the Community Services Department brand, aligning the organization for operational efficiency, and strengthening the organizational culture.

An Employee Survey that was distributed to the 7 full-time and approximately 20 part-time employees receiving twenty-four responses. The survey asked employees to identify their level of satisfaction toward 25 different attributes. Responses of this survey are provided within Appendix A. The highest rated responses included:
§ I enjoy what I do.
§ I achieve a good balance between my work life and private life. § My supervisor keeps me informed about the issues affecting my work. § I receive the training needed to be an effective and efficient employee. 25 - 44
37 § My supervisor helps me to understand how I contribute to my organization’s Strategic Plan goals.

The areas that need the most improvement included:
§ Maintenance of equipment and technology.
§ The department lacking in the number of personnel to provide high level of services. § Teamwork between City Departments.
§ Business processes between other departments is not effective or efficient. § Lack of a Succession Plan for the department
§ Department budget is not adequate to provide quality services to residents.

A Community Services Administration Survey was distributed to the Director and Deputy Director. The survey asked what one thing they would change about the department; are staffing allocations in-line with services expectations; is the department reactive to customer demands; what is the department doing right; what can the department do more of and less of; what are areas of improvement; and what do you see the department changing in next five years. Summaries of this analysis are provided within Appendix B. Consolidated comments included:
§ One thing they would change about the department would be to be able to house all divisions in one facility to allow for cross training and mentorship.
§ The current staffing allocation is very challenging for staff to meet service expectations, and equally difficult is the limitation on the number of hours the part-time staff are allowed to work. § Staff within the Community Services Department are very responsive to customer demands. § The department provides quality services to the community, and is constantly looking for ways to improve those services for the community.
§ One key area of improvement will be the Implementation of a new Registration System – CivicRec is in the process of being purchased.
§ In the next five years – re-alignment of all professional positions in order to continue to build a strong team, develop cross-training modules for staff, re-define and increase programming and services offered to our community, and development of a succession plan.

A Community Services City Mtg., Commission and Council Administration Survey was distributed to the City Manager, Deputy City Manager, Community Services Commission and City Councilmembers to provide input specifically to the Community Services Department. The survey asked what the top three (3) priorities; what is the department doing right; what can the department do more of; what can the department do less of; and areas of improvement. Responses of this survey are provided within Appendix C. Consolidated comments within questions included:

Top Priorities:
§ Continue to offer high quality programs to the community. § Provide adequate staffing levels for a succession plan. § Improve the park and facilities maintenance.
§ Execute City Council initiated events with excellence. 25 - 45
38 Doing Right?
§ Offering many fun park and city-wide events and classes for all ages. § Providing quality programming and events with a lean staff. § Working and listening to the citizens.

Do More of?
§ Better communication to community as to what to do when there are issues at the parks, with facilities not being clean, more trash pick-ups.
§ Offer more classes for adults between 18-55.
§ Do more strategic planning, look at re-inventing what is being done to make more timely with what is happening in today’s world.
§ Increase Social Marketing
§ Focus on more teen programming.
§ Maximize usage and revenue from city park facilities. § Explore outsourcing opportunities for Dial-A-Ride Microtransit. § Re-evaluate how to offer Senior programs to the 55-70 age demographic. § Make sure the park picnic and building rental spaces are cleaned up before and after usage.

Do Less of?
§ Shed limited impact services and outsource others.
§ Less activities/programming because that’s what we’ve always done. Need to evaluate and provide the level of service and programming the community needs and wants. Need to be organized, strategic and cater to the needs of the community.

Additional Areas of Improvement?
§ More marketing and social media exposure for community programs and activities. § Quicker responses to issues in the parks, better partnership with social services and police to respond to the un-housed people in the parks.
§ Provide the department more staffing and material resources in order to be successful in providing high quality services to the community.
§ Teen Center is okay for now in the Senior Center, but need to find their own facility for the Teen population.

SWOT Analysis
A Strengths, Weaknesses, Opportunity and Threats/Challenges Analysis was also conducted with the Community Services Department full-time staff members, as well as the City Manager, Deputy City Manager, Community Services Commission and the City Council. Summaries of this analysis are provided within Appendices E & F. 25 - 46
39 POLICIES AND PROCEDURES REVIEW
Within the section, I am providing a summary of the various policies and procedures that were reviewed and revised in order to compare to other benchmarked municipalities and meet ‘Best Management” practices. Revised policies are provided within Appendix G. All yellow highlighted areas within these Policies are calling out city documents that need to be attached and included within that specific Policy.

1. EMPLOYEE HANDBOOK
Catalyst Consulting reviewed and revised the employee handbook utilizing the Cities of San Gabriel, Arcadia, Santa Fe Springs and Bellflower as benchmark cities for comparison. The following edits and revisions were made:
• Renamed sections for clarity and understanding.
• Listed all sections in the table of contents.
• Rearranged topics to the correct sections.
• Addition of City Council information.
• Addition of timecard, payday and PERS section.
• Addition of Section 5 was added to display all policies referenced throughout the handbook.

Recommendation:

Þ It is recommended the department add a section pertaining to COVID policies and procedures. In addition, all policies referenced through the handbook should be provided to employees as part of the handbook.

2. CO-SPONSORSHIP POLICY
The Co-Sponsorship Policy is unique to the City of South Pasadena, as I was not able to find any other city that had this type of Policy as a stand-alone document. It is more typical of municipal agencies to have a Special Event Fee Waiver Policy that addresses how these waivers are provided to the local entities. In order to make this as consistent as possible, revisions focused more on consistency within this Policy.

The following edits and revisions were made:
• Addition of cover page.
• Addition of Table of Contents.
• Reformatted to be consistent with all policies.

Recommendation:

Þ It is recommended that the department rename the Co-Sponsorship Policy to Special Event Fee Waiver Policy.

3. SENIOR CENTER POLICIES & PROCEDURES
The following edits and revisions were made:
• Addition of cover page.
25 - 47
40 • Addition of Table of Contents.
• Addition of Excursion and Nutrition Program section.
• Reformatted to be consistent with all policies.

Recommendation:

Þ It is recommended the department add a section pertaining to COVID restrictions.

4. GUIDELINES FOR COMMUNITY SERVICES DEPARTMENT PROGRAMS AND MANAGEMENT After further research, Catalyst Consulting was unsuccessful finding other agencies that had a similar document. In order to preserve the intention of this policy, it was best to separate the original Guidelines for Community Services Department Events, Facilities and Programs Management into their own individual policies for clarity and consistency.

The following edits and revisions were made:
• Title modification
• Separate into two policies for clarity.

Recommendation:

Þ It is recommended the department separate these documents as suggested.

5. GUIDELINES FOR COMMUNITY SERVICES DEPARTMENT FACILITIES RESERVATION

HANDBOOK
The following edits and revisions were made:
• Title modification
• Addition of California Responsible Beverage Service Training language. • Addition of procedure to confirm Non-profit status.
• Renamed sections.

Recommendation:

Þ It is recommended the department add referenced attachments such as fee schedule. 25 - 48
41 PRIORITIZED RECOMMENDATIONS
Within the section, I am providing the listing of recommendations in prioritized grouping to create immediate successes within the Community Services Department.
• High Priority - Those that need to be addressed immediately to provide urgent support to the department for success.
• Medium Priority – Those that may take some research and time to review but still essential to implement to support the department.
• Low Priority – Those that will need to be integrated into policies and procedures and move through formal approvals within the city process as important priorities that require process.

In all cases, these recommendations and considerations are extremely important to be implemented in order to build a highly successful, sustainable, well-balanced, operationally efficient Community Services Department for now and into the future.

Overall, in each of my conversations with staff members of Community Services and City Management Departments, as well as Appointed and Elected Members of the Community Services Commissioners and City Council, everyone supported the importance of the services provided by the Community Services Department for the health and wellbeing of the South Pasadena Community. They all wanted the Community Services Department to have the tools to be successful, and with implementation of these recommendations and suggested areas for consideration within this Organizational and Operational Assessment Report, they will have the tools to thrive and continue providing high quality services for the residents of South Pasadena. The prioritized groups are as follows:

HIGH PRIORITY
• Develop a Departmental Vision, Mission and Values Statement. • Conduct a Community-Wide Programming Needs Assessment. • Issue a Request for Proposal (RFP) to hire a Transportation Consultant Industry Expert to evaluate the Transit Division.
• Implement the following Staffing Recommendation:
o Priority #1: Re-define the duties of the Deputy Community Services Director to become the Operational Manager of the Department; Combine the Two (2) part-time Management Aide positions within Recreation to create One (1) full-time Program Specialist position; and Conduct a Compensation and Compaction Study for the Recreation and Seniors Supervisor positions.
• Establish and Maintain Bi-annual All-hands Department Meetings. Establish and Maintain Biweekly 1 on 1 Meetings for Director level through Supervisor/Coordinator level full-time positions. 25 - 49
42 • Continue with the Bi-Weekly Departmental Management Meeting, but Re-focus them to address the major issues and topics and upcoming issues or events.
• Implement a “No Surprises” Communication Process within the Department and throughout the Agency.

MEDIUM PRIORITY
• Establish a Strong and Sustainable Cross-Training Program for all full-time job classifications within the Department.
• Create and Implement a “Park Attendant” Program for the weekend rentals of park picnic/gazebo and building facilities.
• The Department should implement an On-going Customer Satisfaction Survey Program. • Implement the following Staffing Recommendation:
o Priority #2: This staffing recommendation is a suggestion for the future after the completion of the Transit Division Assessment, and possible re-organization of the entire department. NOTE:

Implementation of this staffing recommendation should take place with additional program growth within both the Senior and Recreation Divisions - Upgrade the Existing part-time Community Services Coordinator position to a full-time Community Services Coordinator position; and Upgrade the Existing full-time Recreation Specialist position to a full-time Recreation Coordinator position.

LOW PRIORITY
• Develop Formal Agreements with all Strategic Partnerships for consistency and continuity. • Include a Program Fee Analysis Study within the Finance Departments 3 - 5 Year Fee Study. • Develop a Community Services Section or Focus Area within the City’s Strategic Plan that will align with the City’s General Plan for Recreational and Open Space Use to Assist in Guiding the Community Services Department in the future.
25 - 50
43 APPENDIX A

COMMUNITY SERVICES DEPARTMENT

EMPLOYEE SURVEY RESULTS

1. 2.

25 - 51
My workload is reasonable
24 responses
e Agree
e Disagree
e Neutral
My department has an appropriate number of personnel to provide high level of services. 24 responses
e Agree
e Disagree
e Neutral
44 3.

4. 25 - 52
I can tolerate the pressure of my work very well.
24 responses
e Agree
e Disagree
e Neutral
I achieve a good balance between my work life and private life. 24responses
e Agree
e Disagree
e Neutral
45 5.

6. 25 - 53
I have access to the necessary software and technology needed to perform my duties. 24 responses
e Agree
e Disagree
e Neutral
My department has well established policies and procedures to guide my work. 24 responses
e Agree
e Disagree
e Neutral
46 7.

8. 25 - 54
Our equipment/technology is well maintained.
2 4 responses
e Agree
e Disagree
e Neutral
My supervisor keeps me informed about the issues affecting my work. 24 responses
e Agree
e Disagree
e Neutral
47 9.

10. 25 - 55
Our department budget is adequate to provide quality services to residents. 24 responses
e Agree
e Disagree
e Neutral
My supervisor keeps me informed about the issues affecting my work. 24 responses
• Agree
e Disagree
e Neutral
48 11.

12. 25 - 56
My supervisor helps me to understand how I contribute to my organization's Strategic Plan goals. 24 responses
e Agree
e Disagree
e Neutral
My supervisor provides constructive feedback on my job performance. 24 responses
e Agree
e Disagree
e Neutral
49 13.

14. 25 - 57
I feel that I am growing professionally.
24 responses
e Agree
e Disagree
e Neutral
I receive the training needed to be an effective and efficient employee. 24 responses
e Agree
e Disagree
e Neutral
50 15.

16. 25 - 58
My skills are being utilized to the fullest capacity.
24 responses
e Agree
• Disagree
e Neutral
I have a clear understanding of my organization's Strategic Plan goals. 24 responses
e Agree
e Disagree
e Neutral
51 17.

18. 25 - 59
I know how my work supports my organization's Strategic Plan goals. 24 responses
e Agree
e Disagree
e Neutral
I feel encouraged to come up with new and better ways of doing things. 2 4 responses
e Agree
e Disagree
e Neutral
52 19.

20. 25 - 60
I feel valued for the work I do.
24 responses
There is a strong sense of team work within my department. 24 responses
e Agree
e Disagree
e Neutral
e Agree
• Disagree
e Neutral
53 21.

22. 25 - 61
There is a strong sense of teamwork between City Departments. 24 responses
e Agree
• Disagree
e Neutral
The business process involving other departments is effective and efficient. 24 responses
e Agree
e Disagree
e Neutral
54 23.

24. 25 - 62
The business process involving my department is effective and efficient. . 24 responses
My department has a Succession Plan.
24 responses
e Agree
e Disagree
e Neutral
e Agree
e Disagree
e Neutral
55 25.

COMMENTS FROM STAFF
Working for the City of South Pasadena has been a great pleasure. I enjoy teamwork and an environment that is welcoming to all. Everyone at my job site are awesome.

As much as I do love working here I feel that the people that work in Camp Med never have a chance to move up to any higher positions. Anytime a job opens up it is always an outsider instead of in-house. Not only talking for myself but talking for a lot of staff that been here for years.

I don't see growth in my department and opportunities. I see that there's favoritism.

Sometimes I think we need more structure or planning when it comes to taking on new tasks. I feel like sometimes we aren't prepared enough or not given enough time and it can feel like we're rushing or not doing the best we could.

There is a clear division between the value for FTE and PTE both within the department and across all city departments. There is no room for growth. If an employee does grow, it is not awarded and thus it is imperative to look for work outside the city that values employee proactivity. When employees are creative, concise, clear, they are told they are doing work outside their JD that is no or little need for their efforts. Everyone is kind, but the ability to create more meaning in one's daily work is limited and unencouraged, causing poor staff morale. 25 - 63
As we plan for the future, my department asks for my ideas 24 responses
e Agree
e Disagree
e Neutral
56 APPENDIX B

COMMUNITY SERVICES DEPARTMENT

ADMINISTRATION SURVEY RESULTS
What is the one thing you would change about the department? It would be ideal to have all divisions in one facility. This allows for opportunities to cross train, and mentor others. The current software we are utilizing is outdated and not meeting the needs of the staff and the community. We are making progress in this area and hope to have a new software registration in place by the end of this calendar year.

Department housed in one place
Are your staffing allocations in line with service expectations? No, the expectations and workload continue to grow, but staffing has remained the same. In the last 8-10 months, the Department lost a full time Coordinator position in order to justify the need for a Deputy Director. As the new Deputy Director, I believe I have been essential in assisting our Director with large-scale projects and contracts; being there for all staff to remedy issues rather than having them go directly to the Director; as well as being there to assist with the day-to-day components of our department. This position is also a key communicator for project completion with other departments. However, our succession plan is incomplete as we lost the Coordinator position. This eliminated position was key in handling the role of facility rentals/maintenance, contract classes, and special events. While staff are able to manage, the workload demands continue to increase (i,e. new events, expanded programming). Without a Coordinator, the department loses another position in the succession planning (i.e. Specialist to Coordinator). As we were preparing the budget for FY 22/23, a full time Senior Management position was eliminated in the Transit Division. The responsibilities of this position now relies on the Deputy Director and Management Analyst.

The cap of 18/28 hours for part time staff has been challenging. It has been difficult to recruit and retain staff, as they find other employment that offer more hours.

No, I believe I need one more full-time person to handle all classes. I can only increase classes and revenue if I have one person concentrating on classes and not being pulled in different directions. Also, a person to handle all grants. This is added workload on Director We have Deputy but we last a coordinator.

Do you feel your department is reactive to demands?
Yes, our department strives to respond to all inquiries related to the City as best as possible. It would be helpful to have a full-time front office/staff in both divisions who can maintain continuity with patrons. Currently we have a Management Aide at 28 hours a week doing all the Recreation Office front desk operations, handling all registrations, customer contact, deposits, warrants (this process is very lengthy and time consuming), and so 25 - 64
57 much. At the Senior Center, we have a part time Coordinator doing senior related programs, classes, deposits, warrants and so much more working 28 hours. It's a team effort to keep things afloat.

Yes, at times we react to demands because of the division of duties between Public Works and CSD. This is with parks and facilities mostly. With more another full-time staff, areas can be concentrated on instead of given a percentage of time to during a week.

What is the department doing right?
Our department continues to provide exceptional services to our community. The department is constantly looking for ways to improve whether by reimagining existing programs, or possibly adding new programs. We are also headed in the right direction in getting a new software program, this will make the process more efficient and meet the needs of the community.

CSD has great events and always does more than is expected or given to us. Such as events. The Director is putting up canopies, tables chairs, and staging as we do not have enough staff to handle this. PW is not always willing to step up as it is weekend work
What can your department do more of?
I think our department needs to be more outspoken. We need to ask for more. We truly go above and beyond, and we are doing more with less. It feels unfair to see other departments getting new positions and existing staff getting promotions, I feel we need to be treated fairly. Yes, we did get the Deputy position by losing the Coordinator, but that position is just as important. We also lost a full-time position in Transit.

Classes and Facility reservations. If staff was assigned to each area, more time can be put into these two areas What can your department do less of?
We are the department with the "Can Do" Attitude. We are highly involved with city co-sponsored events. I don't think we need to have too much of a role in these events.

Park and Facility maintenance as well as Co-sponsored and Special events.

Areas of improvement?2 responses
Upgrade registration software; Attract and retain staff; Hold other departments accountable Now that we have a playground inspector, we plan to begin an inspection process on a monthly basis along with reporting and maintenance issues.

How do you see the department changing in the next five years? We have a great team who works well together, who collaborates, who understands each other strengths, and compliments each other’s weaknesses. We also bring in our previous experiences to make this department excel.

In the next five years, I would envision myself as the Director, and have one of the Supervisors mentored and ready to step in as Deputy. We are missing some important components, such as staff, in the divisions, and it 25 - 65
58 would be great to have these situated. Once those are established, start cross training and build on the existing staff for a succession plan.

Less of a senior community and more of a Community center that offers classes and programs all day for all ages.
25 - 66
59 APPENDIX C

CITY COUNCIL, COMMISSION &

CITY MANAGEMENT SURVEY RESULTS
What are your top three priorities for the Community Services Department? Expanding the services the city offers the community; increasing city revenue by leveraging city resources; identify areas that are adding less value and can be outsourced, and creating departmental focus on other high impact areas.

Programs for the community
Adequate staffing levels for a succession plan and having dedicated staff per area to enhance programming, creating and building revenue through facilities and classes, park and facility improvements (updated playgrounds and clean facilities)
Improving park facilities-field maintenance, clean parks, drought response, providing quality and sufficient recreational opportunities, building pocket parks.

Catching up on workload (updating documents), adopting policies/procedures, having a plan for the department
1) Accessible and multi-generational event, programs, and activities that build community 2) Attract, develop and retain quality part- and full-time staff to support the first priority 3) Increase visibility of and participation in events and programs, especially through an online presence (advertising the events in a timely manner online)
Better lighting on the grounds of our library
Better security at the arroyo golf course
More computers in our library
To refresh programming, establish better community outreach, and to look at highest and best use of facilities and maximize opportunities

1. Maintain the level of quality that has been upheld in the past

2. Provide adequate resources for the teenagers in the community

3. Keep the revenue of the department stable for the next years.

Golf course/restaurant, San Pascual Stables and Senior Citizens Center 25 - 67
60 Senior services, management of parks and city facilities for rent, and city holiday events Working with Youth, Soccer and Little Leagues After School Programs Senior Programs Provide popular, engaged, and assessable programming to the entire community (i.e. seniors, adults, teens, youth, adolescents, etc.) Parks and Recreation Facility Operations and Maintenance managed at high levels with identifiable KPI's Execute City Council initiated events with excellence Provide individual services for the residents (i.e. flu shots, Halloween event, etc.) Providing programming services for the residents for all demographics within the city Meeting the needs of the community; offering programs to senior and teen populations.

What is the Community Services Department doing right?
Providing a level of services that meets a minimum threshold. Trying to do a lot, with the limited resources at their disposal.

Sheila seems very organized
Offering many events and classes for all ages,
Lots of fun park and city-wide events, senior services and transport The department is engaged in all aspects of community services (events/activities, programming, senior services, dial-a-ride) and facilities management.

Provides quality programming and events with a lean staff. This department was so critical in keeping the community connected during the height of the COVID pandemic. I also think the Commission is well run.

Working and listening to the citizens. Keeping our parks clean.

Heart behind the organization, all staff are very much in their element I like how the department is investing in the youth of the community through different programs.

Managing golf course, senior citizens and community gardens Providing good programs for the senior clients and offering the After School Programming Providing Senior and Youth Programs Providing Special Events 25 - 68
61 Covering City Events very well Melissa is excellent with the Senior demographic They are doing a lot right. Tremendous improvement over past couple of years, demonstrated by a positive attitude, and adequate help, and believe if they don't have adequate help they will communicate this to the City Manager. Art Crawl Event
What can the Community Services Department do more of?
Need a Facility Master Plan for their spaces and re-evaluate their programs to meet the needs of our community
Explore outsourcing opportunities for certain services (Metro + Dial-a-Ride; YMCA + Camp Med; etc...), Explore more community events and activities, identify under-utilized resources (golf course & restaurant, parks) ...

Incorporate more decision making from the commission
Offer more classes for adults between 18 - 55 and boomers (if there was a dedicated staff person) Communicate to the public what to do when there are issues at the parks, more trash pickup, better drought response, improve field quality
Do more strategic programming, look at reinventing what we do to make it more timely in today's world. expand the programming that needs to be expanded. Also, we need to look at all our facilities and identify ways to increase revenue while also maintaining them.

Increased timely digital marketing of programs/events would be appreciated. I'm not even sure when the rec guide comes out because I don't receive it at my apartment (not sure if it's mass mailed) and it's not advertised on social media when it's out.

Treat animals as a part of our community would be nice. Continue educating the public about wildlife too.

Look to improve upon events and programming, welcome change Focus more on the teenage aspect of the community.

Summer activities for kids and teens; afterschool programs and review rental fee schedules for different cityowned facilities Maximize utility and revenue from city facilities.
25 - 69
62 Re-evaluate how to offer Senior Programs to the 55-70 age demographic Review their programs and maybe update these programs to make sure they are still relevant to the community.

Need to make sure facilities are cleaned up before and after usage by the community.

What can the Community Services Department do less of?
Find a way to shed limited impact services and outsource others.

Cell towers - this should be in Community Development. Grants - this should be with the Senior Management Analyst in Management Services
Less of activities/programming because that's what we've always done. We need to evaluate and provide the level of service and programming that the community needs and wants. Don't just do something because that's what we've always done. Those days are over. We need to be organized, strategic, and cater to the needs of our community.

Less meetings and more action.

I think we need to think about things strategically and not reactive; maximize efficiency and output by being smart with staff and time and resources.

Consider eliminating those programs that are duplicative of those offered by the private sector, unless there is a clear benefit to residents from the city's program.

With regard to City Events, they seem to be over reliant on some of the staff members who seem to be doing all the work, so it doesn't seem like a full team effort. Could be over-stretched or over extended within the organization and for the organizational health they may need to pull back.

Do not cut any programs, and surprised at how many programs they offer.

Areas of improvement?
Make marketing and social media exposure for community programs and activities.

Promoting facility rentals, changing the senior center to a community center, updating all facilities, such as playground and facilities to offer more rentals and classes and programs 25 - 70
63 Quicker responses to issues in the parks, better partnership with social services to respond appropriately to unhoused people in the parks, improve conditions of playing fields Get organized.. have all of the Department's policies and procedures in place. Have new staff trained, utilize the software we need, and provide regular updates to Council. Also, start thinking about ways to better utilize/maximize City facilities.

I feel the Department is performing well. Perhaps the need for more people with the energy and initiative to get things done.

Facility oversight and management
Rental fee schedules of all city-owned facilities
Administration of contracts for use of city facilities; some contracts expired without Council's knowledge which left the City potentially liable.

Need more resources, need to have the staff tools to be successful in providing services to our community.

Dial-A-Ride
Facilities Management
Pocket Parks are taking too long
Teen Center is in the Senior Center, it is okay for now, but need to find their own facility for the Teen population. Explore bringing back the Sunrise Club
Additional comments
So much opportunity for our amazing city!
CSD is called upon often to set up and handle events that are not our departments. This takes staff away from their duties and can cause morale problems as they cannot enjoy the events and have to set up, serve and clean up the event. Hour part-time staff hours limits events. more programming can be offered but not enough fulltime or part-time staff to be able to, such as before-school care We have a great new team! Want to see the team be successful! I am proud to be a part of this community. I am also proud of what our Department has done and continues to do for our city to make it so great.
25 - 71
64 The world around us has changed since Covid as have peoples habits and behaviors. I want to use this opportunity to identify our successes and challenges and see how we can revamp and refresh this beloved department and provide a fulfilling experience to community and to staff.

Keep up the great work.

Sheila Pautsch, Community Services Director, is doing an excellent for more than 10 years considering that she was understaffed for more than 8 years.

I believe our pocket parks should have been designed and constructed several years ago, I believe they were authorized by Council 5 years ago. Also, we have LONG discussed renovating the Arroyo Golf Course facilities to provide a banquet venue but this never seems to get any traction.

Protect the fields and open spaces, as the soccer fields seem to be overused, so need to get the police department on board to drive the fields to make sure they are protected. The fields need rest so need to make sure the Public Works Department has a sustainable Turf Management Plan in place. 25 - 72
65 APPENDIX D

GENERAL MAINTENANCE STANDARDS FOR

CITY OPEN SPACE AND PARKS
What should a well-maintained park look like? Most people would prefer a park with lush green turf, healthy and attractive plants, shrubs, flowers, and trees, safe and clean recreational facilities in good condition and an attractive area free from debris and litter. However, while there are standards for the appearance of a park in terms of the condition of vegetation in park facilities, as well as standards on the labor required to achieve this condition, wide latitude is possible on the level of service for different types of parks and facilities.

Levels of park maintenance will vary depending on the type of facility, intensity of use, and on local standards.

For example, parks that are widely used for a variety of leisure activities generally will require a higher level of maintenance than passive neighborhood parks. This means that different levels of service will prevail throughout the City’s park system. Service levels are not fixed levels of maintenance for all facilities, but rather variable levels to be applied to individual facilities.

The Public Works Department should define the level of service to be provided in the maintenance of its park, landscape, and open space system. Important issues to note about the alternatives are presented below:

Mode A is state-of-the-art maintenance applied to a high quality; diverse landscape usually associated with Cityowned buildings. Mode A facilities have the following characteristics. § The turf is lush, dark green in appearance, of high quality and free from weeds, insects, fungus, or any foreign grasses.
§ Turf is cut to a precise level, and groomed weekly during growing season. § Plants and trees are pruned, trimmed, and shaped to ornamental beauty and are free from insects or § fungus.
§ Planter beds are well raked and cultivated weekly and are free of weeds, grass, or any foreign matter. § Irrigation systems are constantly maintained and tested weekly. § Litter and/or other debris are removed daily.
§ Reseeding and sodding are done whenever bare spots are present.

Mode B is a high level of maintenance associated with well-developed park areas with reasonably high visitation.

Mode B level of service is similar to Mode A level of service, with a major difference being the degree of plant and turf grooming. The turf has a lush green appearance and is free from weeds and foreign grasses. Precise cutting and mowing, however, is not practiced. Plants and trees are trimmed, pruned, and shaped to ornamental beauty, but not with the same frequency. Planter beds are free from weeds, debris, or grasses, but flowerbeds are not as extensive.

Mode C is a moderate level of maintenance associated with locations of moderate to low levels of development and moderate to low levels of visitation. Mode C facilities have the following characteristics. § Turf management such as mowing, reseeding and sodding, weed control and fertilization are practiced to ensure lush, green and healthy grass. However, it is applied less frequently than higher maintenance levels 25 - 73
66 since turf area is generally not used for a variety of organized sports and leisure activities (e.g., soccer). § Weeds and mixed grasses are tolerated in the turf but do not become major problems since turf conditioning is practiced on a scheduled basis.
§ Turf edging is performed monthly conducive to a generally neat appearance most of the time. § Litter and/or other debris are removed weekly or bi-weekly. § Plants and trees are trimmed and pruned annually to ensure proper growth and a generally attractive appearance.
§ Planter bed areas are weeded and cultivated at four-month intervals so wild weeds or grasses may be present for short periods of time prior to scheduled maintenance. They are tolerated at this level as long as they are small in size and the area covered is minimal.

Mode D level of service is for areas in which maintenance is reduced to a minimum. Such areas do not have developed turf or irrigation systems. These areas are maintained only to the extent necessary to control growth to reduce fire hazards, and keep native vegetation alive and healthy during the growing season and to eliminate unsafe facilities. However, open space will need variations in the level of service defined based upon the type of open space (e.g., farmland versus open space that is actively maintained).

The text below suggests how City grounds should be allocated by the mode or level of service. § City owned and operated buildings would be the only facilities allocated to Mode A. However, segments of other facilities could also be allocated to this mode. § Facilities with high visitation and usage would be allocated to Mode B. § The bulk of neighborhood parks would be allocated to Mode C. These represent parks that are developed, but receive moderate to low levels of visitation.
§ Those facilities which are largely natural are allocated to Mode D.

To assist in this area, the City should adopt formal condition and maintenance standards appropriate for each of its parks. Possible levels of service for parks are presented in the table, which follows.

ALTERNATIVE LEVELS OF SERVICE
Task Mode A Mode B Mode C Mode D
Turf Care
Mowing Aeration Vacuuming Fertilization Edging Sprinklers- Test Weed Control
Weekly 3 Mo. Inter.
3 Mo. Inter.
6 Wk. Inter.

Weekly
Weekly Constant
Weekly 6 Mo. Inter.
6 Mo. Inter.
3 Mo. Inter.

Monthly
Monthly
Monthly
Weekly Annually Annually Annually Monthly
Monthly Demand
Demand N/A
N/A
N/A
N/A
N/A
Demand
Litter Control Daily Daily Daily Weekly
Pruning Trees Shrubs 6 Mo. Inter. Annually Annually Annually 25 - 74
67 Floral Plantings At least two
blooming cycles
a year.

Perennials or
flowering trees or shrubs only.

Perennials or
flowering trees or shrubs only.

None.

Maybe plantings or wildflowers at
special locations.

Restrooms
Cleaned Daily Daily Daily N/A
Disease and Insect Control Constant Constant Demand Demand Play Equipment
Paint & Overhaul Inspect N/A Annually
Weekly
Annually Weekly N/A
Picnic Tables
Stain & Refinish N/A Annually Annually N/A
Athletic Facilities
Re-line tennis/basketball courts Line athletic fields
Edge turf of ball diamonds
Drag infields
Level infields
N/A

N/A N/A
N/A
N/A
Annually
4 Mo. Inter. Bi-weekly
Daily
4 Mo. Inter.

Annually
6 Mo. Inter.

Demand
Daily Annually
N/A

N/A N/A
N/A
N/A
Trash Receptacles
Empty Receptacles Daily Weekly Weekly N/A
Sweep Walkways
Sweep walkways Daily Weekly Weekly N/A
Groundcover/Shrub Areas
Weeding Edging
Pruning
Litter Control
Monthly
Monthly
Quarterly
Daily
Quarterly
Quarterly
SemiAnnually Daily
Quarterly
Quarterly
SemiAnnually Daily
Semi-Annually Semi-Annually Annually
Daily
25 - 75
68 APPENDIX E

SUMMARY OF COMMUNITY SERVICES DEPARTMENT

STAFF SWOT ANALYSIS
§ Interviews were conducted with the following:

Þ Community Services Director
Þ Deputy Community Services Director
Þ Recreation & Youth Services Supervisor
Þ Recreation & Youth Services Specialist
Þ Senior Services Supervisor
Þ Senior Services PT Coordinator
Þ Transit Services Supervisor
Þ Critical PT Office Staff
The SWOT Analysis is used to identify internal and external factors influencing and affecting performance. SWOT may be used as an analysis tool to help explore areas for change and growth, which can help with goal setting and/or strategic planning. I have provided some thoughts and concepts as to how to envision and answer this SWOT Analysis. Below, please find the summary from the aforementioned CSD Staff for the SWOT Analysis:

STRENGTHS – Identify what does the organization do best; What do other people say the organization does well; What resources do we have available; and What is our greatest achievement? o Connection to the Community
o High quality staff members both FT and PT
o Can do attitude and responsive
o Passion and commitment to the Community
WEAKNESSES – What can the organization improve on; What knowledge, talent, skills and/or resource are we lacking: What do other people say the organization doesn’t do well; and What customer complaints have we had about our service?
o Lack of staff
o Added workloads causing staff morale issues
o Lack of support and commitment from external departments o Technology to improve work efficiency (i.e. TCP, Adobe, Color printer, Comcate) o Social Media
o Purchasing spending limits and process for Accounts Payable o Lack of PT staffing levels for PT staff retention and recruitment OPPORTUNITIES – How can we turn our strengths or weaknesses into opportunities; What can we do today that isn’t being done; How is the profession changing and how can we take advantage of it? 25 - 76
69 o Add FT staff positions to improve operational efficiency o Develop “Park Attendant” Program for weekend management and maintenance of rental facilities o Microtransit service for seniors
o Renovation of Senior Center to engage new generation of seniors and improved office spaces for staff o Renovate Orange Grove Building for new Teen Center, efficient staff offices and public service engagement operation
o Evaluate and Renovate park rental facilities to increase revenue o Identify more field sport space for recreational community use o Develop Preschool Programs for revenue
o Increase professional growth to maintain good staff
THREATS/CHALLENGES – What types of situations or obstacles would prevent the department from providing high quality services to the community?
o Lack of FT staff and lack of incentive to recruit PT staff for demand by community o Staff turn-over
o Lack of facility space for new and relevant programming o Another pandemic and financial challenges
o Lack of office space
o Lack of PT Dial-a-Ride drivers
25 - 77
70 APPENDIX F

SUMMARY OF CITY COUNCIL, COMMISSION AND

CITY MANGEMENT SWOT ANALYSIS
§ Interviews were conducted with the following prior to 12/21/22:

Þ Mayor Michael Cacciotti
Þ Mayor Pro Tem Jon Primuth
Þ Councilmember Evelyn Zneimer
Þ Councilmember Diana Mahmud
Þ Councilmember Jack Donovan
Þ Community Services Commission Focus Group
Þ City Manager
Þ Deputy City Manager
Þ Interviewed Councilmember Janet Braun – 1/10/2023
The SWOT Analysis is used to identify internal and external factors influencing and affecting performance. SWOT may be used as an analysis tool to help explore areas for change and growth, which can help with goal setting and/or strategic planning. I have provided some thoughts and concepts as to how to envision and answer this SWOT Analysis. Below, please find the summary from the aforementioned City Management, Commission and City Councilmembers for the SWOT Analysis:

STRENGTHS – Identify what does the organization do best; What do other people say the organization does well; What resources do we have available; and What is our greatest achievement? o Connection and Services to the Community
o High impact popular programs offered to the Community o Long term Director with knowledge with good leadership skills o Great staff who engage the Community
o Staff Energy and Enthusiasm
o Community Culture and Tradition
o Dedication of the staff to provide good recreation opportunities to the community o Diversity of facilities and programming
o Strong dedicated and committed staff members
WEAKNESSES – What can the organization improve on; What knowledge, talent, skills and/or resource are we lacking: What do other people say the organization doesn’t do well; and What customer complaints have we had about our service?
o Lack of staff
o Lack of resources including buildings and open spaces for community o Communication both Internal and External
o Lack of Teen aged programming
o Lack of Social Media and marketing
25 - 78
71 o Lack of self-promotion
o Condition and aging of facilities and overuse of facilities o Facility management expertise and contract administration o Automated workload workflow
OPPORTUNITIES – How can we turn our strengths or weaknesses into opportunities; What can we do today that isn’t being done; How is the profession changing and how can we take advantage of it? o Additional staff support
o Increase revenue in programs, facilities, etc. but keep prices affordable for residents o Renovate park open space and building facilities to increase usage and revenue o Explore Partnership with South Pasadena Unified School District to improve opportunities for the residents o Re-engage and re-connect with the Community
o Professionalize the operations
o Transition senior programming to the new generation of seniors o Use technology to better communicate as teams
o Increase year-round special events
o Create and strengthen relationships with community
THREATS/CHALLENGES – What types of situations or obstacles would prevent the department from providing high quality services to the community?
o Staff morale and workload
o Mis-communication
o Public Health
o Liability issues
o Funding/Economic
o Challenges with the un-housed in parks and rental areas o Change in leadership and staff turn-over
o Loss of open space and encroachment of public spaces
o Loss of facilities
o Loss of staff
25 - 79
72 APPENDIX G

REVIEWED POLICIES AND PROCEDURES

1. EMPLOYEE HANDBOOK

2. CO-SPONSORSHIP/SPECIAL EVENT POLICY

3. SENIOR CENTER POLICIES & PROCEDURES

4. GUIDELINES FOR COMMUNITY SERVICES DEPARTMENT

PROGRAMS AND MANAGEMENT

5. GUIDELINES FOR COMMUNITY SERVICES DEPARTMENT

FACILITIES RESERVATION HANDBOOK
25 - 80
1 25 - 81
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=PASADENA

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PAGE 2
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August

WELCOME
Dear Employee,
The City of South Pasadena warmly welcomes you to our quaint community.

We take great pride in our city and hope that as you begin your employment here that you will soon feel a sense of pride and belonging as well.

We have created this handbook as a tool for you to utilize in order to be an effective and successful employee. This handbook outlines your responsibilities, roles and expectations as an employee. Please keep it handy should you have any questions or concerns in the future.

As your Community Services Director, I am excited to have you on board and look forward to working with you. Our residents have high expectations and we aim to please. As a result, our department maintains high standards and you have been hired because we believe that your talents will only make us stronger. Each one of you are a critical part of what brings magic to our community. We believe in you and know that your leadership in our programs will positively impact the lives of our residents. We hope you enjoy your time with us in South Pasadena.

Thank you for choosing us! South Pasadena is where PARKS MAKE LIFE BETTER! Sheila Pautsch
Community Services Director
25 - 82
PAGE 3
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August

TABLE OF CONTENTS
WELCOME 2
TABLE OF CONTENTS 3
CITY COUNCIL 4
COMMUNITY SERVICES COMMISSION 4
COMMUNITY SERVICES STAFF 5
SECTION 1: GENERAL STATEMENT 7
SECTION 2: PURPOSE 7
SECTION 3: GENERAL EMPLOYEE SAFETY PROVISIONS 7
SECTION 4: GENERAL CONDITIONS OF EMPLOYMENT 8
SECTION 5: WORK RULE VIOLATIONS & DISCIPLINE 13
SECTION 6: HARASSMENT/DIVERSITY POLICY 17
EMPLOYEE HANDBOOK RECEIPT AND ACKNOWLEDGEMENT FORM 21
25 - 83
PAGE 4
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August

CITY COUNCIL
Michael A.

Cacciotti
Mayor
Evelyn G.

Zneimer
Councilmember
Jon Primuth
Mayor Pro Tem
Diana Mahmud
Councilmember
Jack Donovan
Councilmember

MISSION STATEMENT
The City of South Pasadena is committed to providing effective and efficient municipal services for the community while preserving our quality of life and small-town character in a 21st Century environment.

COMMUNITY SERVICES COMMISSION
The Community Services Commission is a seven member body that act in advisory capacity to the City Council in all matters pertaining to activities promoting the health, interests and well-being of the City's senior citizen and youth populations, and all matters pertaining to parks and public recreation; recommends policies for the control, management, and use of Community Services facilities; recommends the acquisition, use, and relinquishment of Community Services facilities; advise the City Council on development of recreation areas, facilities, programs, and improved recreation services; recommends the adoption of standards on organizations, personnel, areas and facilities, program and financial support; and takes periodic inventories of recreation services that exist or may be needed and interprets the need of the public to the City Council and Community Services Director. Qualification for serving on the commission consist of being a resident elector (registered voter) of the city. Members are appointed to a three-year term, with a maximum length of service of two full consecutive terms, plus one partial term (if applicable).

Kristine Kwong, Commissioner (Term ends 12/31/2024)
Victoria Rocha, Commissioner (Term ends 12/31/2023)
Alberto Ocon, Commissioner (Term ends 12/31/2023)
Karen Tamis, Commissioner (Term ends 12/31/2023)
City Council Liaison: Jack Donovan, Councilmember
Staff Liaison: Sheila Pautsch, Community Services Director 25 - 84
PAGE 5
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August

COMMUNITY SERVICES STAFF
Community Services Office: (626) 403-7380
25 - 85
Community Services
Supervisor
Nathalie Wilcox x321
Program
Specialist
Jordan Bell
x382
Recreation
Leaders
Management Aides
VACANT x398
Jennifer Guidos x385
Recreation
Leaders
Recreation
Leaders
Community Services
Supervisor
Melissa Snyder x364
Community Services
Coordinator
Katrina Faulmino x395
Management
Aide
Sierra Betinis x363
Site
Manager
Management Analyst
Israel Suarez x394
Management Assistant
VACANTx368
Transit
Intern
Transit
Drivers
The Recreation Division office, along with our other departments, have been tremendously helpful and informative when it comes to any and all questions. I am appreciative of the fact that I can call another staff member and not be afraid to ask questions because we are collectively working together to figure things out.

In addition to this, something that's stuck out is the availability of my supervisors for input and feedback. This is something I appreciate because it makes me genuinely happy to be heard in the workplace. I love the fact that I am considered into making decisions for the office and being able to voice my opinion.

This has been a fantastic group of people to work with and I hope that this culture of supportiveness and understanding continues for years to come!

A THO YB RUMEN
PAGE 6
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August

IMPORTANT TELEPHONE NUMBERS
South Pasadena City Hall
1414 Mission Street | (626) 403-7200
South Pasadena Fire Department
817 Mound Avenue | (626) 403-7300
South Pasadena Police Department
1422 Mission Street | (626) 403-7270

COMMUNITY SERVICES DEPARTMENT PARKS AND FACILITY INFORMATION Arroyo Park
614 Stoney Drive (Gazebo)
Arroyo Seco Golf Course
1055 Lohman Lane
Arroyo Seco Raquet Club
920 Lohman Lane
Arroyo Woodland & Wildlife Nature Park
100 Pasadena Avenue
Community Garden & Demonstration
1028 Magnolia Street
Eddie Park & House
2017 Edgewood Drive
Garfield Park
1000 Park Avenue
Garfield Park Youth House
625 ½ Stratford Avenue
Library Park
1100 Oxley Street
Orange Grove Park
815 Mission Street (Gazebo)
Recreation & Youth Services
Orange Grove Recreation Center
815 Mission Street | (626) 403-7380
Camp Med
(626) 403-7386
Teen Center
(626) 403-7391
San Pascual Stables
221 San Pascual Avenue
South Pasadena Public Library
1100 Oxley Street | (626) 403-7330
South Pasadena Senior Center
1102 Oxley Street | (626) 403-7360
Dial-A-Ride
(626) 403-7368
South Pasadena Batting Cages & South
Pasadena Skate Park
660 Stoney Drive
South Paws-adena Dog Park
650 Stoney Drive
War Memorial Building & Oak Lawn
Park
435 Fair Oaks Avenue
25 - 86
PAGE 7
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August SECTION 1: GENERAL STATEMENT
The City of South Pasadena is an Equal Opportunity Employer, and it is the equal opportunity employment policy of the City to make all recruitment, hiring, and placement decisions, as well as other employment decisions, on the basis of the qualifications of the individuals considered for the position to be filled, without regard to race, ethnicity, religion, color, age, sex, national origin, sexual orientation, veteran's status, or non-disqualifying handicap. This Employee Manual does not form a contract of employment between the City of South Pasadena and any individual employee.

SECTION 2: PURPOSE
The purpose of this Employee Handbook is to provide a uniform and efficient system of personnel administration and to set forth the pledge of the employer and employees to their continued dedication to the highest quality of community service. This handbook is intended to define the guidelines of the South Pasadena Community Services Department and its employees and can be used as a tool in helping each employee become more acquainted with the expectations of the Community Services Department.

This handbook has been prepared for the employees of the City to maintain and promote a positive working environment and to provide general direction in addition to workplace policies.

This employee handbook applies to all part-time, and seasonal employees in the City of South Pasadena Community Services Department. All employees are required to read the Part-Time Employee Handbook and sign the Acknowledgement Form found at the end of this handbook.

SECTION 3: GENERAL EMPLOYEE

SAFETY PROVISIONS
The City is committed to providing a safe and healthy working environment for all of its employees. However, it is the responsibility of each employee to:
● Understand and follow all rules and safety standards
● Be familiar with the safe and proper use of any vehicle, tool or piece of equipment before it is used
● Operate all tools and equipment in a safe and careful manner
Employees are encouraged to report any hazardous or unsafe conditions upon detection in their work areas. All accidents and injuries must be reported to your immediate Supervisor as soon as possible.
25 - 87
The things like
about my job is
working with kids.

And working events
as well, getting to
meet people, and
seeing different
community events.

VALERIE GOVEA
I absolutely love working at
the South Pasadena Senior
Center. It feels great being
able to help and find meaning
in what you do. Thankful for
the opportunity to give back to
our Seniors. They became
family to me.

KATRINA FAULMINO
PAGE 8
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August SECTION 4:

GENERAL

CONDITIONS

OF EMPLOYMENT
A. HOURS OF WORK
A part-time employee may work either up to
18 hours per week or 28 hours per week
depending on the position and locations of
work.

Lunch Hours
An unpaid lunch break of 30 minutes is
required when scheduled over 5 hours of
work. Your Supervisor will indicate this on
your weekly schedule for you.

B. ATTENDANCE
You are expected to report to work in
accordance with the work schedule assigned by your Supervisor and you are responsible for letting your Supervisor know by telephone, as soon as possible, if you expect to be late or absent. Failure to notify your Supervisor may result in disciplinary action including termination.

Every employee is expected to remain at work for his/her entire work schedule except for specified break periods or when required to leave on authorized City business.

Late arrival, early departure, and excessive absences from scheduled hours will not be tolerated and will result in disciplinary action.

Absences and Tardiness
If an employee has not clocked in and/or is not at his or her location at the start of the shift and has not reported off, he or she will be disciplined up to and including termination.

C. REQUEST FOR TIME OFF
In order to accommodate with your request for time-off, you are to submit a Time-Off request form through When to Work or by filling out the Time Off Request Form at least two weeks prior to the known date(s) of absence. All time off requests will be granted only if adequate substitute can be arranged and if the program and other staff are not impacted negatively. Any time off needs to be approved by your Supervisor.

Notification of Sick Leave
When sick leave is needed, the employee must notify their Supervisor at least two (2) hours prior to the beginning of their work shift via telephone. Text messaging is not an acceptable communication when calling in sick.

Sick/Medical Leave
25 - 88
Every day I'm making a difference in our
senrors· lives, even rf it's something small
like helping them with their phone problems.
hey especially get excited when I show
them how to do something and they learn
how to do it on their own. They also show
how grateful they are, because t ey
recognize how much they require the
services provided, and they look forward to
the interaction and the opportunity for
laughter and conversation. I enjoy the vast
amount of characters that I interact with and
the stories they tel l me are always worth
listening.

A EX EGASPI
PAGE 9
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August After 90 calendar days employees will receive 24 hours of paid sick/medical time. Time Off Request Form must be completed and approved by Supervisor within TCP. Completed form is to be attached to the employee’s timesheet.

Medical Verification
If an employee misses more than three (3) consecutive workdays due to an illness or injury, a written medical certification from a physician must be shown to your Supervisor upon return.

D. UNIFORM REQUIREMENTS
• Staff will be required to be in uniform any time while on the clock, including meetings, trainings, and special events.
• Staff must wear appropriate footwear for their job assignment. Tennis shoes or all-purpose athletic shoes should be worn.
• If a jacket or coat is worn over uniform, staff identification must be visible. • Solid dark blue or black colored pants or shorts. Transit employees may wear khaki and are prohibited from wearing shorts, unless permitted by Supervisor.
• Staff uniforms should not be worn after working hours, unless it is unavoidable. Uniforms are never to be worn in bars, other establishments, or at events that are detrimental to the image of the department. • In the event a uniform becomes worn, lost or frayed, staff may acquire an additional shirt from their Supervisor. Worn uniforms must be returned prior to a new uniform being issued. • Staff will be asked to return any issued uniforms upon resignation or termination of employment. • Staff identification are required at all times. Staff ID’s are issued by the Management Services Department. • Long johns can be worn underneath work uniform shirt.

Employee Grooming
Proper employee grooming standards are necessary to maintain a professional image for the City as well as to maintain safety standards.

Hair & Facial Hair
• Hair needs to be clean and neatly groomed.
• Beards and mustaches should be kept
groomed at all times.

Accessories
• Excessive jewelry of any kind is unacceptable
due to safety and professional concerns.
• Any employee running activities is
discouraged from wearing jewelry.

Accessories could be lost, damaged, or get
caught on surrounding objects.

E. WORKING WITH CO-WORKERS
The City of South Pasadena promotes a
productive and cooperative working environment. Respect and teamwork are expected from each employee.

Please remember that customer service is the key to retaining repeat customers and keeping the community happy.

F. USAGE OF MOBILE DEVICES
25 - 89
I've worked with South Pasadena
Community Services for six years,
primarily as an after school/summer
instructor at Camp Med. Being part of
community services means if it
happens in our parks or facilities, it is
our department's responsibility. I've
enjoyed the opportunity to do
something that positively affects the
now and futur generation of our city.

ERIC CORO A
PAGE 10
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August When on duty, you are prohibited from using a cell phone unless it is work related or an emergency.

Employees experiencing emergencies need to discuss the matter with their Supervisor before their shift to clarify issues/cell phone use. No text messaging is allowed.

G. GIFT POLICY (Refer to City’s Gift Policy)

PURPOSE
The purpose of this policy is to establish guidelines for employees to follow in regard to the acceptance of gifts or gratuities. The policy pertains to all City employees in relation to:
• Individuals or companies doing business with the City; • Individuals or companies seeking permits, approvals, etc. from the City; or
• Residents expressing general appreciation.

POLICY

1. Employees should never, directly or indirectly, solicit a gift or gratuity.

2. Gifts and gratuities may include, but are not limited to, money, services, loans, travel, entertainment, apparel, hospitality, or promise of preferential treatment of any kind.

3. Gifts should never be accepted in circumstances where it might reasonably be inferred that the gift was intended to influence the employee’s performance of official duties or reward an official action on the part of the employee.

4. Inappropriate gifts and gratuities should be rejected firmly, but tactfully so that the good intentions of the giver are properly acknowledged.

5. If it is difficult or impossible to return the gift to the sender, it should be forwarded to the Director’s office, and arrangements will be made to donate the gift to a local charity. The Director will notify the sender of the final disposition of the gift in accordance with City policy.

6. It is not the intent of this policy to prohibit the acceptance or expression of general appreciation from residents such as flowers, chocolates, fruit, popcorn, inexpensive bottles of wine, etc. However, they must be shared with all staff.

H. PERSONAL VISITORS
Visits from family members or friends may distract an employee’s ability in performing daily operations.

Therefore, employees are not permitted to invite family members or friends specifically behind the employee counters. Interaction with family and friends should be little to none in the workplace.

I. PERMITTED USES OF CITY VEHICLES (Refer to City’s Vehicle Policy) City Vehicles shall only be used by employees for City operations and duties. This means the use of city vehicles is not permitted for personal use. Authorization for city vehicle usage will only be permitted to employees that have submitted the proof of state-issued Driver’s License and Insurance. All employees driving City Vehicles will be required to take an online Defensive Driver’s Training. All employees must fill out the Vehicle Inspection Form at time of check out.

J. TIME CLOCK PROCEDURES
Employees are required to clock in and out through TCP, unless advised by Supervisor to submit a paper time card. Once an employee clocks in, they should be ready to work. If for any reason an employee forgets to clock in or is unable to, he or she must notify their Supervisor immediately. Asking another employee to clock in and clock out is strictly prohibited.
25 - 90
Th r on njoy
working for the
Communi y Serv·c s
D partm nt it i the
C1 y of South P sad na
is because of the
d -centraliz d form of
m n gem nt that
mpow rs nd grows out
employ s to r ach t eir
full pot ntial.

ISRAEL SUAREZ
PAGE 11
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August K. ALCOHOL & DRUGS IN THE WORKPLACE
POLICY (Refer to City’s Drug in the Workplace
Policy)

STATEMENT OF THE POLICY
It is the City’s policy that employees shall not
be under the influence of or in possession of
alcohol or drugs; not possess alcohol or
drugs while on City property, at work
locations, or while on duty or subject to being
called to duty, sell or provide drugs or alcohol
to any other employee or to any person while
such employee is on duty or subject to being
called, and not have their ability to work
impaired as a result.

While use of medically prescribed
medications and drugs is not per se a violation of this policy, failure by the employee to notify his or her Supervisor, before beginning work, when taking medications or drugs that could foreseeably interfere with the safe and effective performance of duties or operation of City equipment can result in discipline, up to and including termination. In the event there is a question regarding an employee’s ability to safely and effectively perform assigned duties while using such medications or drugs, clearance by a qualified physician may be required.

The City reserves the right to search, without employee consent, all areas and property in which the City maintains control or joint control with the employee. Otherwise, the City may notify the appropriate law enforcement agency that an employee may have illegal drugs in his or her possession or in an area not jointly or fully controlled by the City.

Refusal to submit immediately to an alcohol and/or drug analysis when requested by the City management or law enforcement personnel may constitute insubordination and may be grounds for discipline, up to and including termination.

Employees reasonably believed to be under the influence or alcohol or drugs shall be prevented from engaging in further work and shall be detained for a reasonable time until he or she can be safely transported from the work site.

The City is committed to providing reasonable accommodation to those employees whose drug or alcohol problem classifies them as handicapped under Federal and/or State law.

EMPLOYEE RESPONSIBILITIES
An employee must:
• Not report to work or be subject to duty while his or her ability to perform job duties is impaired due to on or off-duty alcohol or drug use;
• Not possess or use alcohol or impairing drugs (illegal drugs and prescription drugs without a prescription) during work hours or while subject to duty, on breaks, during meal periods or at any time while on City property;
• Not directly or through a third party sell or provide drugs or alcohol to any person, including any employee, while either employee or both employees are on duty or subject to being called; • Submit immediately to an alcohol and drug test when requested by a responsible City representative; • Notify his or her Supervisor, before beginning work, when taking any medications or drugs, prescription or non-prescription, that may interfere with the safe and effective performance of duties or operation of City equipment; and
• Provide within 24 hours of request bona fide verification of a current valid prescription for any potentially impairing drug or medication identified when a drug screen/test is positive. The prescription must be in the employee’s name.
25 - 91
- I'm the Site anager for the Senior Meal
Programs. I'm overs ing all h
volunteers, and hat have been attending to
th S nior Center sine 2007. Th y h ve
helped me a lot ·th everything and I
cou dn't h n them enough, from h
on-site volun eers to the drivers.

ELIZABETH CASILLAS
PAGE 12
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August L. INFORMATION SYSTEM USE POLICY (Refer to City’s Information Systems Use Policy)

PURPOSE
The purpose of this policy is to establish a standard operating procedure for the use of computers, email, telephones, and voicemail throughout the City. All components of these systems are business tools, which are the property of the City and should be used for appropriate work-related purposes only.

This policy is to protect employees from discovering too late what they thought were private communications are actually accessible by the public. It also protects the public from misuse of these systems. The policy is not intended to prohibit necessary and reasonable use of these systems, such as is currently permitted with the telephone.

The City reserves the right to access any of the records within the systems at any time and to retain or dispose of those records as it deems necessary and appropriate. Furthermore, these records, including communications sent by email, may be subject to disclosure to others under the Public Records Act or in litigation. No employee shall have any expectation of privacy with regards to any information on the computer system. Deletion of a file or message from one part of the system may not fully eliminate that message from the system.

SYSTEMS SECURITY
The user is responsible for maintaining password security. If a user thinks that someone may know his/her password, it must be changed immediately. Users may not use unauthorized codes and passwords to gain unauthorized access to others’ files and messages.

INAPPROPRIATE USE

1. Sending or downloading messages or files that are derogatory, lewd, or obscene unless obtained for the exclusive purpose of a police investigation.

2. Sending or downloading messages that are discriminatory based on race, national origin, ancestry, sex, sexual orientation, marital status, age, disability, medical condition, or religious or political belief unless obtained for the exclusive purpose of a police investigation.

3. Non-related job activity.

4. Unauthorized or illegal copying of files or software.

5. Files or programs from outside sources should be introduced into the system with care. Such files should be contained on separate media, such as thumb drives or zip drives, and tested for viruses before being introduced into the system. All software systems installed onto the system must be approved in advance by the system administrator.

6. Any suggestion that a virus may be present, such as a message on the computer, should be immediately reported to the supervisor.

7. Modems and computers should not be left on overnight. Turning off the computer daily also allows the virus tests to run on start-up.

Any misuse of the system may result in disciplinary action and/or termination.

M. MANDATED REPORTER & CHILD ABUSE NEGLECT REPORTING
The City of South Pasadena recognizes that nothing is more important than the safety and well-being of the children and seniors entrusted in its care. In support of the paramount responsibility, the City shall take all necessary steps to comply with its obligations under the Child Abuse and Neglect Reporting Act as provided by the City during the onboard training. Employees are required to complete this additional training within the first week of hire and before working with children or seniors. 25 - 92
PAGE 13
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August SECTION 5: WORK RULE VIOLATIONS
& DISCIPLINE
Like other organizations, the City of South Pasadena has certain expectations of its employees. When those expectations are not met, certain disciplinary actions may be taken.

Employee Obligations
Any improper action by an employee reflects upon the department and fellow employees and may seriously affect his/her continued employment with the City. Public employees must be efficient, courteous and neat in appearance.

An employee of the City must keep in mind that the private citizen is very much aware of discourteous conduct, unsatisfactory appearance and other negative mannerisms. Make it a point to be courteous to all visitors and take pleasure in showing them around the park or facility. This does not mean you neglect your responsibilities. Be prepared to answer questions on your programs and familiarize yourself with programs from other facilities.

Employees must act with this in mind and should always provide a positive and enthusiastic attitude.

Chain of Command
All matters of concern, questions about expectations, clarification of policies, and such are to be brought to the attention of the immediate Supervisor. For more detail, reference the Department Organization Chart.

Performance Evaluations
Part-time employees are eligible for an evaluation after 400 hours of employment, and if they have attended all training sessions offered for part-time employees. They are again eligible for evaluation one (1) year after their date of hire and yearly thereafter. An employee must be evaluated in order to receive a pay increase, but pay increases are not automatic and are only given to those who are deserving of one.

At-Will Employment
Hourly employees hired by the City of South Pasadena accept at-will employment, which means there is no contract for a fixed term of employment. The employee accepts work at the will of the employer and employee. Either party is free to end the work agreement at any time without cause.

Facility Supervision
It is the employee’s responsibility to regularly roam the facility, especially bathrooms. Employees should introduce themselves to people and be openly visible. Be courteous and helpful but enforce all facility and department rules. In addition, employees should roam the outside of the facility occasionally.

Suspicious Persons
When a person whose actions arouse suspicion at a playground or park, employees should carefully observe the following:

1. Watch for individuals who seem overly friendly with children.

2. Watch for individuals who seem to have no apparent purpose on the playground.

3. Watch for individuals who seem to avoid any contact with you.

4. Watch for individuals who remain in restroom areas.

It is the employee’s responsibility to:

1. Tactfully learn whether the suspicious individual is related to or acquainted with any of the children at the playground.

2. Usually if an employee stands near a suspicious person, they leave the area.

3. If the suspicious person leaves your area, try to obtain the license number, the make of the car, and a description of the person.

4. Report this activity to your Supervisor immediately. 25 - 93
PAGE 14
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August Transporting Patrons
City employees are not allowed to transport (in privately owned vehicles) any patrons other than City employees. If in your opinion it becomes necessary for you to transport
patrons, you MUST obtain your Supervisor’s approval.

Reporting Incident and Accident of Minors
Staff are required to complete an incident or accident reports of minors that take place on city property. These reports must be submitted to your supervisor no later than the end of the day of the incident or accident, or as soon as the matter is resolved. Incident/Accident reports must be reported to the City Manager’s Office as soon as possible, with a copy of the report from the respective staff who witnessed and completed the incident/accident report.

Minor accidents- Small cuts, scrapes, floor burns requiring limited first aid

1. If an accident occurs during an organized game,
program, activity or event, attempt to continue the
activity by suggesting that the most responsible
person handle the activity until you return.

2. Separate the individual and yourself from other persons in the immediate vicinity.

3. Calm the individual, render first aid and gather all the facts about the accident in order to complete the department’s accident report.

4. Suggest that the injured person (depending on the extent of injury):
a. Return to the activity
b. Remain but participate only in non-active games
c. Return home

5. Fill out the accident report and return it to the Recreation Office the same day the accident occurs.

Serious or Possibly Serious Accidents- Head injuries, puncture wounds, bad sprains, broken bones, deep cuts, face injuries

1. Size up the situation calmly, accurately and quickly.

2. Gain and maintain command of the situation.

3. Determine if injury is serious enough for medical attention.

4. If so, send a staff person to promptly call:
a. Paramedics
b. Parents
c. Department Office

5. Administer First Aid as prescribed by the Red Cross.

6. Gather facts about the accident in order to fill out the accident reports and/or report to emergency services.

7. If a doctor or ambulance arrives as a result of parent’s request, explain the situation to them as you found it, and then return to the program activity.

8. Complete a full report to be turned into your supervisor the same day the accident occurs.

Note: In cases where two staff persons are on the grounds, it may be advisable for one staff person to take charge to properly expedite the situation. Always call your supervisor for additional staff support.

Reporting Incident and Accident of the General Public
Staff are required to complete an incident or accident reports of the general public that take place on city property.

These reports must be submitted to your supervisor no later than the end of the day of the incident or accident, or as soon as the matter is resolved. Incident/Accident reports must be reported to the City Manager’s Office as 25 - 94
enjoy servicin t e ne ds of a
vulnerable population, our senior
citizens. in the City of Soul
Pasadena. When a community
ensures all populations and people
are thriving, it demonstrates how
high a value we place in humanity.

It's exciting to walk to work through
a diverse neighborhood knowing
each person and families· needs will
be met t rough our Ci y's programs.

SIERRA BETINIS
PAGE 15
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August soon as possible, with a copy of the report from the respective staff who witnessed and completed the incident/accident report.

First Aid/CPR
First Aid is the immediate and temporary care given to a victim of an accident or illness. In all cases, be quick in drawing the line between first aid and medical attention. In an emergency call 911. Current certifications are required before an employee responds to emergencies related to First Aid or CPR. Staff are required to have up-to-date First Aid and CPR training by the first day of employment. Training must be done every two years.

Emergency Procedures
If there is an emergency, make sure you are prepared to document it on the proper form and contact the proper emergency service. If there is a medical emergency and the victim requires medical attention, call 911. A police emergency that is potentially dangerous to the public or you cannot handle the situation as you would normally, call 911. Remember to get as much information as possible for your Incident Report and call your supervisor.

If it is not an emergency situation but still requires Police assistance (people drinking alcohol, etc.) then call the South Pasadena Police Department at (626) 403-7270.

Earthquake Procedures- through Ready.gov/earthquakes
Drop: Drop wherever you are on to your
hands and knees. If you’re using a wheelchair or
walker with a seat, make sure your wheels
are locked and remain seated until the shaking
stops.

Cover: Cover your head and neck with your
arms. If a sturdy table or desk is nearby,
crawl underneath it for shelter. If no shelter
is nearby, crawl next to an interior wall (away
from windows). Crawl only if you can reach better
cover without going through an area with more
debris. Stay on your knees or bent over to protect
vital organs.

Hold on: If you are under a table or desk, hold
on with one hand and be ready to move with it if
it moves. If you can’t find a table or desk, cover
your head and neck with both arms and hands. If
seated and unable to drop to the floor, bend
forward, cover your head with your arms, and
hold on to your neck with both hands.

NOTE: For staff working with participants, assist
the participants in following these procedures.

Should you be outside when an earthquake
occurs move away from buildings or large
objects.

Flood
● Evacuate participants and staff to higher ground immediately.

Fire Alarm
Determine first if accidental trip of alarm or an actual emergency. 25 - 95
Protect Yourself During Earthquakes!
IF

POSSIBLE
USING
CANE
USING
WALKER
USING

WHEELCHAIR
~ ~ ii~ !
DROP! COVER! HOLD ON!
If ~ i lftl
DROP! COVER! HOLD ON!
f -; "P: '?
LOCK! COVER! HOLD ON!
LOCK! '~ COVER! HOLD ~ ON!
PAGE 16
CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August If emergency:

1. Evacuate participants and staff from building.

2. If you are inside and see smoke or fire in your first escape route, evacuate the participants and staff using your second way out. If you must exit through smoke, crawl low under the smoke to exit.

3. If you are inside and escaping through a closed door, feel the door before opening it. If it is warm, use your second way out.

4. If smoke, heat, or flames block your exit routes, stay in the room with the door closed. Signal for help using a bright colored cloth at the window.

5. Call the fire department using a cell phone and tell them where you are.

6. Call your supervisor so they are aware of the situation.

If accidental trip:

1. Contact Post Alarm to make them aware of the situation.

2. Call the Fire Department at (626) 308-7200 to let them know it was an accidental trip.

3. Reset alarm that was set off.

4. Inform Supervisor so they are aware of the occurrence.

Chemical Emergencies
● If a participant should eat or drink a non-food substance, find the containers that the item was in immediately and take them to the phone.
● Call the Poison Control Emergency number at (213) 222-3212 or (800) 777-6476. You may also call Emergency Medical Services (EMS), or 911. Follow their instructions carefully. Often the first aid advice found on containers may not be appropriate. So, don’t give anything by mouth until you have been advised by medical professionals.

Keys
Keep all keys on you at all times while on duty and do not lend them to participants for any reason. Upon your departure from the department, return all keys to your Supervisor.

If keys are lost, it should be reported to your Supervisor as soon as possible. No keys are to be duplicated without the permission of the Director. Disciplinary action can be imposed due to lost or duplicated keys.

Grievances
In any instances of grievance, the employee or employees adversely affected shall first make efforts to resolve such grievances with their immediate Supervisor without resort to the formal filing of a grievance.

An employee who wishes to file a grievance must do so within five (5) working days of the occurrence or within five (5) working days of the date the employee knew or should have known of the occurrence.

Step 1: (A) The employee will present the grievance in writing to the immediate Supervisor. (B) The immediate Supervisor will answer the grievance in writing within five (5) working days.

Step 2: (A) An employee and/or his or her representative wishing to pursue a grievance further will, within five (5) working days, present it in writing to the department head and request an interview. The department head will then schedule an interview with the department head and the employee. (B) The department head will present his or her written answer to the employee within five (5) working days of the interview.

Step 3: (A) If the grievance has not been settled at the second step, the employee and/or his or her representative may submit an appeal within 10 working days to the City Manager.

Employee Accidents
When an employee sustains an injury arising out of, and in the course of City employment and medical attention is required, the employee should be transported to St. George along with a completed copy of the incident report. These forms are available from your Supervisor.
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CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August If it is a life-threatening situation or a very serious condition, call 911/Paramedics for immediate emergency care.

The Supervisor should also be contacted immediately.

Disciplinary Procedures
Your Supervisor/Director reserves the right to immediately terminate any part-time employee if you are in direct violation of Resolution #7625 (Part Time MOU).

SECTION 6: HARASSMENT/DIVERSITY
POLICY
PURPOSE (Refer to City’s Harassment/Diversity Policy)
The City of South Pasadena is committed to providing a work environment free of discriminatory harassment. This policy defines discriminatory harassment and sets forth a procedure for the investigation and resolution of complaints of such harassment by or against any employee or applicant.

POLICY
Discriminatory harassment violates this Policy and will not be tolerated. Discriminatory harassment of an applicant or employee includes harassment based on race, religious creed, sex, national origin, ancestry, disability, medical condition, marital status, age, or sexual orientation. It is also, improper to retaliate against any individual for making a complaint of discriminatory harassment or for participating in a harassment investigation. Retaliation constitutes a violation of this Policy.

This Policy applies to all terms and conditions of employment including, but not limited to: hiring, placement, promotion, disciplinary action, layoff, recall, transfer, leave of absence, training opportunities and compensation. Discrimination (disparate treatment) shall be subject to the reporting provisions under this Policy.

Employees who violate this Policy may be subject to disciplinary action up to and including termination.

DEFINITIONS
Harassment can consist of virtually any form or combination of verbal, physical, visual or environmental conduct. It need not be explicit or even specifically directed at the victim. Sexually harassing conduct can occur between people of the same or different genders.

Harassment includes, but is not limited to, the following misconduct:
• Verbal: Inappropriate or offensive remarks, slurs, jokes, or innuendoes based on race, sex, religious creed, national origin, ancestry, disability, medical condition, marital status, age, or sexual orientation. This may include, but is not limited to, inappropriate comments regarding an individual’s body, physical appearance, attire, sexual prowess, marital status, pregnancy or sexual orientation; unwelcome flirting or propositions; demands for sexual favors; verbal abuse, threats or intimidation of a sexual nature; or sexist, patronizing or ridiculing statements that convey derogatory attitudes about a particular gender. o Rumors, Gossip, and Negative Comments: The Community Services Department has zero tolerance when it comes to rumors, gossip or negative comments. In order to have a more professional, gossip free workplace, employees will:
▪ Not speak or insinuate another person’s name when that person is not present unless it is to compliment or reference regarding work matters.
▪ Refuse to participate when another mentions a person who is not present in a negative light.

They will change the subject or tell them they have agreed not to talk about another. ▪ Choose not to respond to negative email or use email to pass on private or derogatory information about any person in the agency.
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CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August • Physical: Inappropriate or offensive touching, assault, or physical interference with free movement when directed at an individual on the basis of race, sex, religious creed, national origin, ancestry, disability, medical condition, marital status, age, or sexual orientation. This may include, but it is not limited to, kissing, patting, lingering or intimate touches, grabbing, massaging, pinching, leering, staring unnecessarily, brushing against or blocking another person, whistling gestures.
• Visual or Written: The display or circulation of offensive or derogatory visual or written material related to race, sex, religious creed, national origin, ancestry, disability, medical condition, marital status, age, or sexual orientation. This may include, but is not limited to, pictures, posters, cartoons, drawings, graffiti, reading materials, computer graphics or electronic media transmissions. • Environmental: A work environment that is permeated with discriminatory or sexually oriented talk, innuendo, insults or abuse not relevant to the subject matter of the job. A hostile environment can arise from an unwarranted focus on sexual topics or sexually suggestive statements. An environment may be individual or if the individual merely witnesses unlawful harassment in his or her immediate surroundings. The determination of whether an environment is hostile is based on the totality of the circumstances, including such factors as the frequency of the conduct, the severity of the conduct, whether the conduct is humiliating or physically threatening, and whether the conduct unreasonably interferes with an individual’s work.

Romantic or sexual relationships between Supervisors and employees are discouraged. There is an inherent imbalance of power and potential for exploitation in such relationships. The relationship may create an appearance of impropriety and lead to charges of favoritism by other employees. A welcome sexual relationship may change, with the result that sexual conduct that was once welcome becomes unwelcome and harassing.

By definition, discriminatory or sexual harassment is not within the course and scope of an individual’s employment with the City.

PROHIBITED SUPERVISORY OR MANAGERIAL BEHAVIOR
• No Supervisor, Manager, or other authority figure may condition or deny any employment, employee benefit or continued employment with the City on an applicant’s or employee’s acquiescence to any unwelcome discriminatory or sexual harassment.
• No Supervisor, Manager, or other authority figure may retaliate against any applicant or employee because that person has opposed a practice prohibited by this Policy or has filed a complaint, testified, assisted or participated in any manner in an investigation, proceeding, or hearing conducted by an authorized investigator. • No person shall destroy evidence relevant to an investigation of harassment discrimination.

BEHAVIOR PROHIBITED BY ALL PERSONS
• No Supervisor, Manager, or any other person in this City shall create a hostile or offensive work environment for any other person by engaging in any discriminatory or sexual harassment or by tolerating it on the part of any employee.
• No Supervisor, Manager, or any other person in the City shall assist any individual in conducting any act that constitutes discriminatory or sexual harassment against any employee of the City.

OBLIGATIONS OF SUPERVISOR/MANAGERS
• A copy of this Policy will be provided to all employees in the City and displayed in prominent locations throughout the City.
• A copy of the information sheet on sexual harassment prepared by the Department of Fair Employment and Housing will be available to all City employees.
• All Supervisors and Managers will make available to any new employees a copy of this Policy within one (1) week of their employment.
• The City shall periodically notify employees of the procedures for registering a complaint as well as available redress. Such notification shall occur through normal channels of written communication. 25 - 98
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CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August • The Personnel office shall make available information from the Department of Fair Employment and Housing and the Equal Employment Opportunity Commission about filing claims of harassment or discrimination with these entities.
• A copy of this Policy shall appear in any publication of the City that sets forth the comprehensive rules, regulations, procedures, and standards of conduct for the City. • Employees of the City shall receive periodic training on the Policy.

OBLIGATIONS OF ALL EMPLOYEES
• All employees shall report any conduct that fits the definition of discriminatory or sexual harassment, to their immediate Supervisor or appropriate authority figure. This includes conduct of non-employees, such as community members and volunteers.
• All employees shall cooperate with any investigation of any alleged act of discriminatory or sexual harassment discrimination conducted by the City.
• Any person who violates this Policy will be subject to disciplinary action, up to and including discharge, suspension, or other appropriate disciplinary measures.

INVESTIGATIVE/CORRECTIVE ACTION
• All persons shall immediately report any evidence of discriminatory or sexual harassment or complaints regarding sexual harassment made to them to their Supervisor, Manager, Director, or to the Personnel Director. Any Supervisor, Manager, Director, or department head who receives a complaint regarding discriminatory harassment shall immediately report it to the Personnel Director. • The Personnel Director shall authorize the investigation or conduct the investigation of any incident of alleged discriminatory or sexual harassment reported to him or her. The investigation shall be conducted in a way that ensures, to the extent feasible, the privacy of the parties involved. • The persons designated to investigate shall immediately report in writing the results of any investigation to the Personnel Director and to the complainant.
• All persons shall report to their Supervisor, Manager, or department head or Personnel Director any instances of discriminatory or sexual harassment that they have directly observed, whether or not reported by the employee who is the object of the harassment. Employees are expected to use their best judgment to forward the purpose stated in this Policy when defining discriminatory or sexual harassment. • Disciplinary action taken by any Supervisor or Manager shall be decided in accordance with City policy and after consultation with the department head or Personnel Director. • Under no circumstance shall an employee of the City who believes that he or she has been the victim of discriminatory or sexual harassment be required to first report that harassment to a Supervisor or other authority figure if that person or authority figure is the individual who is the subject of the complaint or has failed to remedy the known harassment.
• All Supervisors and Managers are required to maintain confidentiality to the extent possible in investigating any claims of alleged harassment.
• All Supervisors or Mangers shall follow up within three (3) months of any reported incident of discriminatory harassment to determine whether the victim has been subject to any further prohibited conduct. • Employees who have questions about their rights and obligations set forth herein should contact the Human Resources Manager.

ENFORCEMENT OF LAWS AGAINST UNLAWFUL HARASSMENT
Employees or job applicants who believe they have been unlawfully harassed may, within one year of the act of harassment, file a complaint of discrimination with the California Department of Fair Employment and Housing (“DFEH”). The DFEH serves as a neutral fact-finder and attempts to help employers and employees to voluntarily resolve sexual harassment disputes.

If the DFEH finds evidence of illegal harassment, it may file a formal accusation against the employer and the alleged harasser. The accusation will lead to either a public hearing before the FEHC or a lawsuit filed on the complainant’s behalf by the DFEH.
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CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August If the FEHC finds that unlawful harassment occurred, it can order remedies, including significant fines or damages for emotional distress from each employer or harasser found to be at fault. The FEHC may also order hiring or reinstatement, back pay and benefits, promotions, and changes in the policies or practices of an employer. The DFEH can also issue to a complaining party a right to sue letter which entitles the complaining party to bring a legal action against the harasser.

If unlawful harassment occurs, the City may be liable for the conduct of its Managers, Supervisors, employees and non-employees. Harassers and management representatives who condone or ratify unlawful harassment may be held personally liable for their misconduct.

Additional Resources pertaining to each Division within the Community Services Department are available. Please see respective division supervisors to obtain a copy. Additional Resources include: Senior Center Policy, Cooling Center Policy, Computer Lab Policy, Case Management/Information and Referral Program, and Dial-A-Ride Program Policy.

For more information regarding employee rights and remedies regarding unlawful harassment, contact the State of California Department of Fair Employment and Housing. The location of the nearest DFEH office can be obtained by calling (916) 445-9918 or (916) 324-1678 (TDD). 25 - 100
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CITY OF SOUTH PASADENA Part-Time Employee Handbook 2022 August

PART-TIME EMPLOYEE HANDBOOK
2022

RECEIPT AND ACKNOWLEDGEMENT
FORM
This Employee Handbook is a quick reference for many ongoing issues relating to your employment with the City of South Pasadena.

Each employee is a representative of the City and is responsible for assisting and serving the residents of South Pasadena. To achieve this goal, employees must adhere to established policies, rules, and follow instructions of Community Services Director. Any violation of policies will be considered and subject to disciplinary action including termination from employment.

In order to remain current and eliminate any conflicts and issues, this handbook treats most topics briefly and provides information on policies and progocedures of the Community Services Department at City of South Pasadena.

It is important for you to be familiar with the information in this handbook. Please review it carefully. If you need additional assistance in having a clear understanding of your expectations as an employee, your Supervisor will be there to assist you. It is also expected from you that you clearly understand your duties in your job.

Please sign below to indicate that you have read this handbook and give the signed page to the Supervisor. This page will be kept in your employee file.

We hope you will enjoy a rewarding career at the Department of Community Services with the City of South Pasadena.

SIGNATURE

PRINT NAME
DATE
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Co-Sponsorship/
Special Event
Procedures & Guidelines
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I S01
UTH

PASADENA

COMMUNITY SERVICES
1 Introduction:

The City of South Pasadena (City) routinely receives requests from nonprofit organizations, service clubs, and others requesting to co-sponsor various activities, or to waive temporary use permit fees and /or rental fees for the use of City facilities. Examples of these activities include public music performances, art exhibitions, cultural, service club, sporting and school events.

Recognizing the value of partnering with local organizations and the benefits to the community while still upholding its fiscal responsibilities, the City has established the following policy to direct when fees may be waived or co-sponsorship approved.

Policy:

Fees may be waived or reduced when co-sponsored by the City when the City Council makes a determination that the program or event:

1. Is of significant value to the community or to a significant portion of its residents

2. Is within the scope of services normally provided by the City.

Before recommending approval, the City Manager, or his/her designee, will also consider factors including but not limited to:

1. Benefit to the City

2. Proposed event location and time of day.

3. Impact on the surrounding neighborhood, City staff and resources.

While individuals, organizations, agencies, and private enterprises within South Pasadena may qualify for fee waivers or co-sponsorship based on meeting this policy’s criteria, the City does not guarantee all requests will be accommodated. The City Council, or its designee, may determine not to provide support, due to lack of adequate funds or other resources, or when the request represents a conflict of interest or is not in the best interest of the City.

Activities specifically prohibited from City co-sponsorship or waiver of fees include those that:

1. Enhance private business

2. Held on behalf of, in support of, or in opposition to any political candidate or ballot measure or advocate a political position.

3. Advocate or promote adult –oriented businesses.

4. Solicit criminal activity. Religious organizations, companies or groups may obtain fee waivers or co-sponsorships if the proposed program, event, or project neither promotes religious messages nor advocates for or promotes religious beliefs.

All resources to be provided by the City in co-sponsorship of an event or program shall be within current funding allocations, and expenditures shall not result in a reduction of other City services. The City Council periodically approves the City Fee Schedule. Fee waivers may be reflected in reduced revenue totals at fiscal year-end. 25 - 103
2 The City reserves the right to assess all activities at any time to ensure all rules, regulations, conditions of use, City and health and safety laws are not violated. Co-sponsorships and fee waivers can be revoked at any time effective immediately, if the recipient agency or organization fails to comply with this policy or any other local, state or federal regulations.

Qualifications for those seeking fee waivers or co-sponsorship:

1. Must be a valid non-profit or community service organization based within the City of South Pasadena (proof of non-profit status is required if applicable);

2. All of the following criteria shall be demonstrated by the applicant:
a. Consistent with the City’s economic, social, or recreational goals; b. Free and open to the public, unless otherwise authorized by the City Council (or its designee).
c. Demonstrate community pride and involvement; and
d. Not have a religious or political purpose.

Co-sponsorship may include fee waiver or reduction for any of the following:

1. Use of a facility;

2. Temporary Use Permit;

3. Street Banner;

4. Tent Permit;

5. Encroachment Permit; and/or

6. Street Closure and /or traffic control plan.

Co-sponsorship does not include the following:

1. Staff costs;

2. Refundable security deposit;

3. Outdoor use of any city equipment such as tables, chairs, Public Address Systems

4. Insurance
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3 Procedures:

The following information should be submitted by the non-profit organizations when requesting use of City streets, right-of-ways, and other City properties. The request must be made in writing, at least 60 days prior to event and must include details of the event, including, but not limited to:

1. Name and mailing address of organization making request.

2. City facility, property, or street requested for use.

3. Proof of non-profit status if applicable.

4. Description and purpose of event.

5. Time of event and time access to the site is needed.

6. Proposed street closure or traffic control plan, prepared and stamped by a registered engineer (if applicable); and any and all street closures related to events, must be preapproved, via traffic control plans, by the Public Works Department. Moreover, no entity, under any circumstance, other than the City of South Pasadena may execute traffic control plans within the City’s Limits. Proper insurance must accompany the Stamped Street Closure Plan for final approval.

7. Concession information, including whether food or drink will be sold.

8. List of equipment that will be brought in for the event;

9. List of event sponsors and their role (if any);

10.A description of the benefits the non-profit will receive and the benefit the City or its residents will receive from the event.

11. Detailed description of any support needed from City staff, including police, fire or public works (NOTE: These costs will be the responsibility of the event organizers. Any hours designated for the set-up of approved nonprofit organization events, during regular business hours, will be at the expense of the nonprofit and must be approved by the City Manager or his/her designee).

12. City equipment and supplies will not be available for use or rent unless the facility that is being used houses these items such as tables and chairs. The following will not be used or 25 - 105
4 rented for outdoor use: Audio visual, Public Address System, Tables, Chairs, Canopies, or Electrical Outlets. Use of City vehicles for nonprofit organization use is prohibited.

Alcohol:

The South Pasadena Municipal Code allows liquor on the premises (wine, beer, whiskey, etc.) under special conditions. Obtain an Alcohol Beverage & Control (ABC) permit by calling theABC (626) 927-1060. See City Staff for additional info on ABC requirements. Alcohol may not be sold or served to minors. Failure to comply, monitor and enforce this law is grounds for terminating the activity and forfeiting all deposits, fees and co-sponsorship. Injuries caused to any person or damage to City premises, shall be the sole responsibility of the organizations, its sponsor or the adult representative. Alcohol may not be served or sold during set-up time.

Service for any alcoholic beverage must end one hour before the time stated on the contract for the event to end. Alcohol is only permitted in the rented facility (Senior Center and War Memorial Building only) Alcohol may not be served or consumed in parking lots, public patio areas, or outside grounds adjacent to rented facility. For Library Community Room, please see the Library Administration for Alcohol Policy. (http://www.ci.southpasadena.ca.us/index.aspx?page=261 ) The following conditions apply once fee waiver and or co-sponsorship is approved:

1. Appropriate recognition of the City as co-sponsor of or contributor to the event or program will be provided on all promotional materials and at all events and programs. The City Manager or his/her designee must approve promotional materials, the event/program schedule and activities. If the City is not recognized for its contributions to the event/program, the organization could potentially lose future co-sponsorship opportunities with the City. For further clarification see the South Pasadena Municipal Code Chapter 2 Administration, Article I In General, Section 2.6-5 (Adoption of City Seal).

2. No fliers, posters, banners or signage can be placed, posted or distributed on City parks, City facilities, on street pole or on sandwich boards throughout the city without the approval of the City Manager or his/her designee. Street Banner and encroachment permits fees are waived but must be obtained through the City. For further clarification see the South Pasadena Municipal Code Chapter 3 (Advertising).

3. All non-profits must complete a Facility Use Permit with the Recreation Division of Community Services Department. Conditions may be placed on the use to minimize impacts to facilities or costs to the City, or to restore facilities to pre-event conditions.

4. Special Event Insurance can be purchased through the City. If Special Event Insurance is not purchased the organization must adhere to the following: Proof of General Liability Insurance and Endorsements with the City additionally insured as well as a hold harmless agreement will be required for each event with a minimum of $2 million per occurrence and $4 million 25 - 106
5 aggregate. The insurance coverage will be determined on a case by case basis between the City, non-profit organization and Insurance Advisor and will depend largely on the requirement of street closures, serving of alcohol, duration, location and number of participants.

5. A refundable security deposit is required. Deposit amounts are set to ensure proper clean up and cover the City’s costs for remediation of any damage or loss. If the full deposit is not accompanied with the Facility Use Permit by the specified date, the facility request shall be cancelled and approval withdrawn. Security Deposits will be refunded within four (4) to six (6) weeks of the event or activity, if standards have been met. Security Deposits will not be waived.

6. Applicants are responsible for payment of the full cost of materials, labor, replacement, repairs, or damages related to the event, project or program, regardless of the amount. If damage occurs and the complete remediation costs the City less than the amount of the deposit, the difference shall be refunded.

7. Secure necessary additional permits, e.g., vendors need business license, from food sales need County Health Department permits, and alcohol use permits.

City Policy Pertaining to Styrofoam and Plastic Carryout Bags:

The City prohibits the use and sale of expanded polystyrene food services ware by food providers within the city and in City facilities, City-managed concessions, City sponsored or cosponsored events, city permitted events and all franchisees, contractor and vendor doing business with the city. (South Pasadena Ordinance No. 2305, SPMC 16.40-.46) The City prohibits the use or distribution of plastic carryout bags at any facility, any event held on City property, or at any City sponsored event. (South Pasadena Ordinance No. 2269, SPMC

16.31-.39.

Street Banner:

Street Banners will be hung in accordance with the event which will average two to three weeks prior to the event. Location requests cannot be made as the banner will be hung where another banner is coming down. If the applicant chooses to request a banner location, the banner fee will not be waived. One banner per organization will be hung per event due to the multiple requests received. The City only has four banner locations.

All banners must be delivered to the Public Works Department at the City Yard located at 825 Mission Street (not City Hall) at least four weeks prior to the event and picked up one week after the event from the same location.

No banners will be hung on Fair Oaks Avenue between Thanksgiving and the New Year as City 25 - 107
6 Holiday decorations will be placed in these two locations.

Street Banner will only be approval for South Pasadena organizations within the List.

The attached “Exhibit A” is a list of current co-sponsored organizations or City committees and events that have been approved in the past. If any new organizations request co-sponsorship by the City, that request will come to the City Council for approval. If an existing organization would like to amend their current request, that request will also be brought to City Council for approval.

This Policy and list of events and organizations will be approved annually by the City Council.

This Policy is subject to interpretation. The City Council designates the City Manager or his/her designee in conjunction with the Department Head to interpret the Policy when items are not specifically addressed in the Policy.

Attached: Exhibit A – List of Current Co-Sponsored Organizations or City Committees 25 - 108
Senior Citizens’ Center
Policies & Procedures
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iilso1UTH
=PASADENA

COMMUNITY SERVICES
2 TABLE OF CONTENTS
TABLE OF CONTENTS 2
POLICY 3
FACILITY LOCATION AND HOURS OF OPERATION 3
GENERAL RESPONSIBILITY OF ALL STAFF 3
ELDERLY ABUSE 3
GUIDELINES FOR SENIOR CENTER MEMBERSHIP AND PARTICIPATION 4 CLASSES AND SPECIAL EVENTS 4
CODE OF CONDUCT 5
DISCIPLINE PROCEDURE 5
FACILITY RULES AND REGULATIONS 6
EXCURSIONS 7
NUTRITION PROGRAM 8
VOLUNTEERS 8
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3 POLICY
It is the policy of South Pasadena Community Services Department to develop policies and procedures to guide staff in implementing programs and a membership program. Policies cove membership, programs, code of conduct, trips, and general applications and agreements.

For purposes of this policy, disabled shall have the same meaning as in section 54 of the California Civil Code and 12926 of the California Government Code.

FACILITY LOCATION & HOURS OF OPERATIONS
The Senior Center opened in 1982. The Senior Services Supervisor is responsible for the day-to-day operations of the Senior Center. The facility serves as a Senior Center during the day and is available for other uses in the late afternoons, evenings and weekends.

The Senior Center is open 8 a.m. to 5 p.m. Monday through Friday. The two classrooms and multipurpose room are used for leisure classes or other activities after 4:30 p.m. as long as it does not interfere with the operations. Seniors have exclusive use of the facility through 4:30 p.m.

However, after 4:30 p.m. seniors continue to have use of the multi-purpose room, computer lab, library and lobby area, as well as walk in for requests and information. Programmed activities have a priority of those wishing to lounge and socialize.

GENERAL RESPONSIBILITIES OF ALL STAFF
It is expected that all employees (paid & volunteer) of the City of South Pasadena/Community Services Department represent South Pasadena in a courteous, effective and efficient manner.

Senior Services Division staff is expected to:
a. Serve/assist all persons coming into the Senior Center; b. Respond to all requests in a polite, concise, accurate manner; c. Respond as a “team player”;
d. Have complete knowledge of all Senior Center programs; e. Be aware of and adhere to City of South Pasadena and Senior Center policies and procedures;
f. Be clean and professionally attired; and
g. Refer customers to other departments or agencies as appropriate.

ELDER ABUSE
If any staff member has a reasonable belief that an elderly or disabled person is the victim of physical, mental or financial abuse, then they are to advise the Senior Services Supervisor or Community Services Director, immediately. Staff will notify the appropriate agency for assistance and follow-up, including the South Pasadena Police Department. If physical abuse is occurring in presence of staff, the abuse shall be reported immediately to the Police Department. h. There are four types of abuse, including:
▪ Physical Abuse
▪ Financial Exploitation
▪ Mental Abuse
▪ Neglect
i. Key signs:
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4 ▪ Physical appearance (burns, bruises, or signs of malnutrition) ▪ Behavior changes (apparent fear, withdrawn, depression, or confusion) ▪ Misuse of finances/assets
▪ Isolation

GUIDELINES FOR SENIOR CENTER MEMBERSHIPAND PARTICIPATION Senior Center services, activities and recreational classes are available to any adult age 55 and over, or disabled persons, without regard to race, creed, or religion.

Membership Dues
Membership is encouraged but not required. Dues can be paid by completing an application and returning a check to the Senior Center. An individual membership is $25.00 and couple membership is $35.00. Check should be made out, City of South Pasadena.

Membership Benefits
Include a bi-monthly newsletter which is mailed to the individual’s residence and enables members to participate in free classes. Use of computer lab, WII equipment, parking permit, and free classes or lectures (sponsored by Senior Center or Senior Citizens Foundation of South Pasadena, Inc.).

CLASSES AND SPECIAL ACTIVITIES
The Senior Center offers activities such as, but not limited to, Senior Cinema, language classes, Bridge, Computer lab, WII games and others where little or no supervision is provided for the recreational or educational purpose. Fees are not charged, but membership is required to the Senior Center.

Non-fee senior classes are offered to Senior Center members. Classes are led by volunteers or paid instructors from the community and scheduled within the regular hours of operation. All instructors must complete instructor agreement form.

Fee-based senior classes are open to all adults over 55 years of age, regardless of membership.

Revenue sharing percentages follow the City Council approved schedule.

Age requirements for outside funding sources
Some special services have different age restrictions determined by outside funding sources or agencies (i.e., Los Angeles County sponsored flu & pneumonia shots, classes sponsored by Pasadena City College Adult Education, MTA bus pass).

Proposed Special and Holiday Senior Luncheons
Special and or holiday luncheons offered by the South Pasadena Senior Center will have two dates for accepting reservations. The first date will be for residents only. The second date will be for all other senior citizens regardless of residency. All participants will have to be registered with the Center’s database in order to verify residence. Reservations will be accepted via telephone and walk-in. Reservations left via voicemail or email will not be accepted. 25 - 112
5 CODE OF CONDUCT IN THE SENIOR CENTER (amended 2017)
Inappropriate and unacceptable behavior is not tolerated in the Senior Center. Improper behavior is defined, but not limited to:
a) Physical violence;
b) Threats of physical violence;
c) Language and conduct that is obscene, abusive or rude; d) Intoxication;
e) Comments/statements which are deemed racial and/or discriminating; f) Bullying – to include, emotional, verbal and/or physical. Such as, subtle methods of intimidation, verbal harassment and/or physical assault perhaps on grounds of race, religion, gender sexuality, political persuasion, ability and or social class. g) No possessing, being under the influence of, or using alcohol or controlled substances on the premises;
h) Refusal to obey the Senior Center’s rules;
i) Interference with Senior Center’s operations;
j) Tampering with Senior Center’s property;
k) Theft or destruction of Senior Center’s property; and l) Smoking where prohibited;
m) Skateboards, roller skates, and scooters must be in a backpack or sack and left at the front desk; n) Verbal, physical abuse or sexual harassment of Center users or staff is prohibited; o) No person may sit or lie upon Center furniture or carpeting while wearing clothing that is soiled in a manner that is likely to stain or soil the property or flooring; p) A person whose personal hygiene is offensive, including odors, so as to disturb a reasonable person and/or interfere with or impair the ability of other visitors will be asked to leave the premises;
q) A person having a medical condition that can be contagious and affect those using the facility will be asked to leave the facility and can return with proof of clearance from physician, (An example can be scabies).
r) Public restrooms are not be used as bathing facilities; s) Sleeping bags, bedrolls, blankets, shopping carts are not permitted in the Senior Center or patio area;
t) Smoking is not permitted inside the facility, in the entryway or in the patios to the Senior Center.

Ordinance adopted by City Council 2010.
u) Exchange of money for any game is considered gambling and is prohibited in the Senior Center.

DISCIPLINE PROCEDURE

1. The Supervisor will first speak to the individual/s violating the code of conduct, and a written warning is issued. However, persons violating items g), or m) through s) can be asked to leave immediately.

2. If violations continue the person/s will be suspended from using the Center anywhere from 30-60 days (depending on the violation/s). Suspension will be detailed in writing with date/s and time violations took place. At this point the Community Services Director, City Manager and City Attorney will be informed of what is transpiring.

3. In the event the behavior continues after the suspension, the person/s will no longer be permitted to use the Center.

4. Those not abiding with the above mentioned “Code of Conduct” may be asked to leave the facility. Under certain circumstances individuals can be removed immediately should violations be severe enough, particularly in the case where the safety and/or welfare of the public and/or staff is concerned.
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6 5. The staff has the right to contact the Police Department at any time they are concerned for the safety of the public and or staff.

FACILITY RULES AND REGULATIONS
Rental of Senior Center
The Senior Center is available for private parties on Friday evenings, Saturdays & Sundays.

Guidelines and fees are stipulated in the fee schedule adopted by South Pasadena City Council.

Scheduling use of rooms
The Senior Services Supervisor or designee is responsible for scheduling the use of all rooms.

Community groups are welcome to use the facility with prior approval from Senior Services Supervisor, as long as the scheduling does not conflict with any Senior Center activity or function.

Priority is given to South Pasadena community organizations/groups benefiting seniors. Exceptions can be made by the Supervisor to use facility during the hours of operation if the event is to benefit older adults.

Donations to the Senior Center
Any donations made by local merchants or individuals of food, magazines, books, baked goods, plants, etc., are available to seniors who patronize the South Pasadena Senior Center. Staff is discouraged from taking items until the end of day when all seniors have had an opportunity to enjoy the donations.

Senior Citizens’ Foundation of South Pasadena, Inc.

The foundation was founded in December of 2006 and its sole purpose is to serve as a fundraising arm for the Senior Center. On occasion the Foundation will hold events at the Center for fundraising purposes, as well as use the facility to hold quarterly board meetings. Participants of the Senior Center are welcomed to make donations payable to the Foundation when they express interest in making a donation.

Telephones
The office telephones are for Senior Center and Community Services related business, only. The office telephone is available only during an emergency.

Facility keys
Key staff members have keys to the facility. Any community organization will need to make prior arrangements with the Supervisor or designee to arrange availability and return.

Posting informational flyers & materials
On a case-by-case basis permission is granted by the Senior Services Supervisor for materials posted on the bulletin boards at the Senior Center. Placement of posters and any other advertising materials is at the discretion of the Senior Services Supervisor. Community groups and organizations will be permitted to display flyers/brochures at the counter of the facility if they are benefiting older adults.

The City and its staff do not endorse or screen any posted information.

Lounging and socializing
The public is welcome to lounge and socialize in the library reading area, and lunch tables so along as the conversations do not interfere with the daily programming. Signs are posted during 25 - 114
7 lectures/classes asking the public to keep their voices down during programmed activities. Those not abiding by the Center Rules and Regulations are subject to verbal warning and possible suspension from the Center.

Use of equipment/furnishings
The Senior Center copier, fax, computers and telephones are not for general public use.

Copies can be made for volunteers instructing senior classes/activities.

Loaning of equipment (i.e. tables and chairs) to community groups or organizations is not allowed unless authorized by the Community Services Director.

Display cases/display boards
Display cases are used strictly at the sole discretion of the Senior Center staff to promote upcoming classes, activities, services, etc.

Coffee Area
A stainless cabinet is made available by the Senior Citizens Foundation as well as the hot/cold Water dispenser for the use of the participants. The supplies are stocked and maintained by the Center.

Coffee and tea and condiments are available for a fee adopted by the City Council. Staff has the discretion to raise fees if the supply costs become excessive. However, the majority of the cost is absorbed through Senior Center budget.

Animal/Pets
Animals are not permitted in the facility, except guide and service dogs.

A person with a disability cannot be asked to remove his service animal from the premises unless:
(1) the animal is out of control and the animal’s owner does not take effective action to control it (example, a dog barks repeatedly during a movie) or (2) the animal poses a direct threat to the health or safety of others. More information is available from www.ada.gov or call (800)514-0301.

EXCURSIONS
South Pasadena Senior Center offers a variety of travel opportunities at a low cost due to funding from Proposition A. All excursions require cash or check payment at the time of registration.

All trips meet at the War Memorial Building, located a 435 S. Fair Oaks Ave., South Pasadena.

Boarding note
All persons going on the excursion will be bordered in order of when payment was received. Please be respectful and courteous to ALL volunteers and staff assisting with excursion.

Refunds
No refunds will be given unless 30 days advanced notice, minus the $10.00 trip fee. will have three days for accepting registrations on specified date, all others will be able on the fourth business day regardless of residency. Participants need to be registered with the Center’s database in order to verify residence. Reservations accepted via walk-in with payment made at that time.
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8 NUTRITION PROGRAM
The Nutrition Program is funded in part by the US Department of Housing & Urban Development Program. Each July, Senior Center staff will request an updated CDBG Form in order to maintain accurate information for auding purposes.

On-site meals
Meals are served weekdays at 11:45 a.m. with advanced reservations. Advanced reservations are held until 12:00 p.m. Cancellations need to be received by 10:00 a.m. or individuals will be billed for the meal.

Box lunches
Box lunches for the weekend and long holidays are available on Fridays with advanced notice.

Home Delivered Meals
Home delivery offers frozen bulk meals for the week (either 5 or 7) meals per box to disabled, frail, or recovering individuals. Deliveries will be Monday, unless otherwise stated. Cost is $3.00 per meal.

Grab & Go Meal
Frozen meals for the week will be available for pick-up on Mondays from 11:30 a.m. to 12:30 p.m.

Cost is $3.00 per meal and payment is due at pick-up.

VOLUNTEERS
Staff continually recruits, develops and trains a cadre of volunteers to assist staff. Volunteer component will be divided into the following categories, but is not limited to the following:
a. Front Desk/Reception
b. Nutrition Program – on-site and home delivery
c. Special Events
d. Classes
e. Social Services
f. Trips & Tours
g. Monthly newsletter
h. On-Site Meals
i. Home Delivery
Note that some volunteer positions require fingerprinting, a copy of DMV printout and proof of automobile insurance.
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CITY OF SOUTH

PASADENA
Guidelines for
Community
Services
Department
Programs and
Management
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I City of
SOUTH

PASADENA

COMMUNITY SERVICES
2 TABLE OF CONTENTS
TABLE OF CONTENTS .............................................................................................................. 2 GUILDELINES FOR COMMUNITY SERVICES DEPARTMENT… .................................................. 3 GENERAL STATEMENT ............................................................................................................ 4 RECREATION AND SENIOR CLASS PROCESS…...........................................................................4 25 - 118
3 Guidelines for Community Services Department
Programs and Management
The Guidelines for the Community Services Department Programs and Management was developed by the Community Services Department and the City Manager’s Office. This guide was developed to provide the necessary framework of events, facilities and programs management within the Community Services Department.

Note: This document was formerly named the Community Services Department Policies & Procedures. The Parks and Recreation Commission (Commission) reviewed this Manual at its meeting of January 10, 2022, and recommended approval to the City Council.

COMMUNITY SERVICES COMMISSION
The Commission is composed of seven residents, appointed by the Mayor and ratified by the City Council.

The Commission is to provide input on the leisure, recreational, social and cultural needs of the community of South Pasadena. The Commission was established by Ordinance No. 1454 with the primary purpose of gathering information, weighing public opinion, and examining issues in order to make recommendations to the City Council. The Commission meets on the second Monday of each month, in which the public is invited to attend.
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4 RECREATION AND SENIOR CLASS PROCESS
The City offers recreation and senior classes to the public via Independent Contract Instructors. Classes are provided on a fee-based system with some classes offered free of charge. The City produces a quarterly Activity Guide and class schedule.

1. CLASS REGISTRATION PROCESS

1.1. The Recreation Division and Senior Division will process all of their own registrations and collect all class fees. Independent Contract Instructors are responsible for ensuring that all participants have registered and paid the necessary fees at the first-class meeting.

1.1.1. Senior Division: Classes offered by the Senior Center are ongoing and offered monthly. Two fees are offered – monthly and walk-in.

1.2. Participant Registration

1.2.1. Recreation Division: On the first day of registration for the season, participants can register for a class by accessing the City’s website or by mailing in their registration form and payment.

Beginning two (2) weeks after the first day of registration, participants may also register by phone or by walking their registration in. The Community Services Department accepts exact cash, checks, and credit cards (subject to a credit card processing fee).

1.2.2. Senior Division: Activity/Registration form is completed once per month for all senior citizen classes. Senior Center staff is responsible for ensuring that all participants have registered and paid the necessary fees by the first-class meeting. Participants register at the South Pasadena Senior Center or by sending in form and payment. The Community Services Department accepts exact cash, checks, and credit cards (subject to a credit card processing fee).

1.3. Participant Refunds, Credits, and Transfers

1.3.1. Recreation and Senior Divisions: Refunds, credits, and transfers must be requested and approved before the first-class date. No refunds, credits, or transfers will be issued after the first class. Refunds will be issued less an administrative fee, for each class a refund is requested. Proration will be determined on a case-by-case basis, at the discretion of the Community Services Department. Refunds take four to six weeks to process and receive.

1.3.2. Specialty Camp Refunds: The Recreation Division coordinates week-long specialty camps for the community. These camps are fee-based and must be paid in full at the time of registration. Refund requests will be assessed an administrative fee if made over 21 calendar days prior to the start of camp. Refunds will not be issued for cancellations requested within 21 calendar days prior to the start of camp.

1.4. Program Visitors: The Independent Contract Instructor or the City may grant requests from potential participants to visit a class prior to registration, depending on the nature of the activity, for no charge. Only one visitation is allowed per customer per class. Participant siblings are allowed to observe and/or participate in the activity. All siblings must be registered in advance based upon the prerequisites of the activity.

1.4.1. Program visitors are only allowed to observe the class or activity, and are not permitted to actively engage or interact with any participant in the activity without registering.

2. INDEPENDENT CONTRACT INSTRUCTOR PROCESS

2.1. Fingerprint Clearance and Background Checks: As a condition of the Independent Contract Instructor Agreement, the City of South Pasadena requires that all Independent Contract Instructors and Instructor Assistants submit to fingerprinting and Department of Justice (DOJ) criminal background screening prior to any teaching activities with the City. This DOJ screening confirms that the Independent Contract Instructor or their Assistants have no criminal convictions.

Any Independent Contract Instructor or Assistant will not be allowed to teach activity without clearance or completion of this check.
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5 2.1.1. If the Independent Contract Instructor has several employees then, prior to the first day of an activity, the Independent Contract Instructor must certify, in writing to the City, that said employees have been fingerprinted, at the Contractor’s expense, and have passed a DOJ background check.

2.2. Liability and Other Insurance: The City does not, in any way, provide Liability Insurance coverage for Independent Contract Instructors. If, at the discretion of the Community Services Department, insurance is deemed necessary, a $2,000,000 Liability Certificate of Insurance must be filed, by the Independent Contract Instructor, with the Community Services Department one week prior to the first day of class.

2.2.1. The following terminology must appear on the description, “The City of South Pasadena, including its Officers, Elected Officials, Agents, and Employees are named Additional Insured.”

2.2.2. If the Independent Contract Instructor has employees, the Independent Contract Instructor is also required to provide the City with verification of Worker's Compensation Insurance, as required by California Labor Code 3700 et seq.

2.2.3. If the Independent Contract Instructor is offering classes to minors, sexual abuse and molestation clause must be included on the Certificate of Insurance.

2.3. Income Tax Reporting: All Independent Contract Instructors will be required to complete a W-9 form. Independent Contract Instructors are not considered City employees, and therefore, are not eligible for City benefits. It is the Independent Contract Instructor's responsibility to pay all income taxes, as the City of South Pasadena does not withhold State or Federal Income Tax, but does report earnings to the IRS through Form 1099.

2.4. Compensation: Independent Contract Instructors establish the class fees required from each participant.

2.4.1. Recreation Division Contract Instructors receive 65% of the class fees. The remaining 35% payment is retained by the Community Services Department.

2.4.2. Senior Division Contract Instructors receive 80% of the class fees. The remaining 20% payment is retained by the Community Services Department.

2.4.3. The Community Services Director reserves the right to use discretion to adjust these amounts. These funds are needed by the City to offset costs associated with providing the following:
• The location/facility for classes, including general maintenance and utility costs; • The processing of all class registrations, collection of fees and paying instructors; • Administering all agreements with instructors and processing insurance; • Providing the necessary staff to set up and monitor classes; • Marketing of classes.

2.4.4. Recreation Division payments will be processed after the class, for activities that will meet only once, or after the final class meeting, for classes with multiple meetings. Payments can take four to six weeks to process.

2.4.5. Senior Division payment are processed at the end of each month.

2.4.6. The City of South Pasadena shall also not be liable for compensation of the Independent Contract Instructor for the remainder of the Independent Contract Instructor Agreement should be cancelled. If the City terminates the Independent Contract Instructor Agreement during a session, the Independent Contract Instructor’s payment for services provided will be on a prorated basis.

2.5. Class Cancellation: No less than two (2) business days prior to the first meeting of the class, the Independent Contract Instructor has the option of cancelling their class if it does not meet the minimum required number of registrations.

2.5.1. The Community Services Department will notify participants of class cancellations if cancelled by the department. Otherwise, the instructor is responsible for directly contacting students/parents, by phone call, of all other cancellations. 25 - 121
6 2.6. City Facilities (Recreation Division): Subject to availability, the Independent Contract Instructor has the option of utilizing a City facility.

2.6.1. Staff is responsible to assuring that in the Community Room doors are locked, furniture is returned to original location and restrooms are locked up.

2.6.2. Keys: Recreation Division does not issue keys to instructors.

2.7. City Facilities (Senior Division): Senior Center staff assists with the setup of all Senior Center Classes offered. Two locations are utilized for Senior Center classes, the South Pasadena Senior Center and the Library Community Room.

2.7.1. Staff is responsible to assuring that in the Community Room doors are locked, furniture is returned to original location and restrooms are locked up.

2.7.2. Keys: Senior Center does not issue keys to instructors.

2.8. Professional Standards: Independent Contract Instructors and their assistants must conduct themselves in a professional manner; this includes dressing and speaking professionally, and supporting the City of South Pasadena’s processes and decisions. Independent Contract Instructors are to maintain a professional relationship with participants and parents or guardians of minor participants at all times.

2.8.1. Course/Activity Cancellation: If, during a class session, the Independent Contract Instructor must cancel a class meeting, the Community Services Department must be contacted during office hours, no less than four (4) hours prior to the start of the next class meeting. The instructor is responsible for notifying registrants that the class meeting has been cancelled.

2.8.2. Releasing of Minors: At the end of a class meeting, the Independent Contract Instructor shall not release minors to anyone other than the authorized parent, guardian, or to an individual authorized by the parent or guardian. The Independent Contract Instructor shall remain on site until all participants have left the facility. If the instructor is not able to stay with the minor they must first call the responsible adult listed on the class roster. If no parent or guardian is reached, call the Community Services Department. Otherwise, the instructor shall call the South Pasadena Police Department and have an officer take custody of the minor until an authorized parent or guardian arrives.

2.8.3. Discrimination and Harassment: The City does not tolerate any form or type of discrimination and harassment by, among, or to its representatives. Discrimination and harassment can be defined as any behavior that is disrespectful and causes discomfort to another person, be it physical, verbal, visual, or sexual. Independent Contract Instructors and their assistants are responsible for their own actions/conduct and that of the class participants, and must never engage in discrimination or harassment because of an individual’s protected classification.

2.8.4. Mandated Reporting (Child): Independent Contract Instructors and their assistants are considered Mandated Reporters under the "California Child Abuse and Neglect Reporting Law". If the Independent Contract Instructor or their assistant has knowledge of or observes a child whom he or she suspects has been the victim of child abuse or neglect a report must be filed with Child Protective Services or the South Pasadena Police Department immediately. Types of reportable situations may include, but are not limited to, any type of possible physical injury, suspected sexual abuse or exploitation, willful cruelty or unjustified punishment, unlawful corporal punishment, neglect (severe or general), or abuse in an Outof-Home Care (e.g. daycare).

2.8.5. Mandated Reporting (Elder): Independent Contract Instructors and their assistants are considered Mandated Reporters under the "Elder Abuse and Dependent Adult Civil Protection Act". If the Independent Contract Instructor or their assistant has knowledge, reasonably suspects, those types of elder or dependent adult abuse have been inflicted upon an elder or dependent adult, or his or her emotional well-being is endangered in any other way, a report must be filed with Adult Protective Services or the South Pasadena Police Department immediately. Types of reportable situations may include, but are not limited to, any type of possible physical abuse, neglect, financial abuse, abandonment, isolation, abduction, or other treatment, resulting in physical harm or mental suffering. The 25 - 122
7 deprivation by a care custodian of goods or services that are necessary to avoid physical or mental harm is also considered a reportable offense.

2.8.6. Termination of Independent Contract Instructor Agreement: The City of South Pasadena reserves the right not to renew an Independent Contract Instructor's Agreement for any reason. Grounds for immediate termination of the Independent Contract Instructor Agreement may include, but are not limited to verbal and/or physical abuse, actions that may cause injury to another, and/or being under the influence of drugs or alcohol while teaching.

3. SPECIAL EVENT TICKET REFUND PROCESS

3.1. The Community Services Department hosts various special ticketed events for the community, including but not limited to: Breakfast with Santa, and Eggstravaganza. All special event ticket sales are final. No refunds or exchanges will be granted for any fee-based Community Services Special Event.
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CITY OF SOUTH PASADENA
Guidelines for
Community Services
Department
Facilities Reservation
Handbook
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