PA s A d E N A F i R s t B U Y Lo c A L

PA s A d E N A F i R s t B U Y Lo c A L ExEcution of the LocaL ParticiPation PLan for the rose BowL renovation and tenant improvement ProjEct YEar one report F E B R U A R Y 2011 t o J A N U A R Y 2 0 1 2 w w w. P a s a d e n a F i r s t B u y L o c a l. c o m

RosE BowL RENovAtioN PRoJEct 1. Background and Summary table of contents the Local Participation Plan (Plan) was based on a bid released for a Local Hiring coordinator in PANovember s A d E Nof A 2010. F i RBased s t on B Uall Y of the Loservices c A Lcalled for in the bid, the estimated ExEcution costs for of all the services LocaL were ParticiPation approximately PLan$1.5 for the million. it was then recommended by staff rose to BowL utilize renovation city services and tenant (Pasadena improvement First Buy ProjEct Local) to facilitate local outreach. YEar one report on February 17th, 2011, it was recommended by Rose Bowl staff that the city facilitate the Plan for the Rose Bowl Renovation and tenant improvement Project (Project). As the FEBRUARY first nine bids 2011 (RB01 through to JANUARY RB09) had already 2012been awarded, these contracts did not include many of the requirements called for under the Plan. As such, most of the outreach facilitated by city staff began with RB10 and ➊ IntroductIon..................................................................3 beyond. ➋ Pasadena Background First Buy and Local Summary was adopted... in.. June.... 2010..... by.. the... full... city... council........ Utilizing.....................9 this effort was intended to provide an organizational approach to the overall outreach, referrals, tracking and reporting. Additionally, many of the strategies that were applied during this ➌ results and SucceSS StorIeS...................................................11 project would be considered long term for other public projects. ➍ this Staff report allocation is intended. to.. capture...... the... results,...... progress....... made..... on,... and... overall...... execution........ of............15 the Plan. ➎ local HIrIng advisory group..................................................15 2. results ➏ timeline Summary.............................................................18 ➐ there timeline have detail been 71. Pasadena........ residents....... hired..... by.. the... contractors......... working....... on.. the... project,....... totaling..........21 $312,078 representing 6.9% of the construction certified payroll. the estimated number of Pasadena residents for the entire project is 75 to 100. ➑ accumulative ongoing outreach ServIceS....................................27 there has been $3,019,161 in local subcontracting; $3,410,485 in local procurement. this represents partners a grand and total Support of $6,741,724 ServIceS in local... benefit...... to.. date...................................... ➒.33 ➓ conclusion...................................................................36 Pasadena First Buy Local D e p a r t m e n t o f f i n a n c e 1

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department of FiNANcE, PURcHAsiNg division PasadEna first BuY LocaL execution of rose Bowl local participation plan ➊ IntroductIon in 2009, the city of Pasadena adopted a three-year strategic plan which included a strategic objective to "support and Promote the Quality of Life and the Local Economy." staff was tasked to design a program to give Pasadena businesses and residents priority for city business opportunities. As a result, efforts related to local procurement and hiring were consolidated in the department of Finance to develop the Pasadena First: Buy Local Program. through enhanced and ongoing outreach efforts, technical assistance from strategic partners, and with the application of local preferences, the city created an inherent partnership with the local business community and residents. A preliminary study related to local procurement and hiring programs was used as a basis to help determine the best methods for implementing policies for Pasadena First Buy Local. this study determined that some of the benefits expected to be achieved by the program are: Additional local spending; increased local tax revenues; more businesses/residents are drawn to the community; Local economy diversifies and becomes more competitive; contributions made by businesses to local non-profit and charitable organizations are greater involvement in community issues and community-based initiatives is greater; and positive environmental impacts. As the program is being implemented, several methods will be used to evaluate the program s impact. ongoing reviews of rules and best practices will be used to improve the program, where possible. in addition, staff utilized the U.s. department of commerce, Bureau of Economic Analysis: Regional input-output modeling (Rims ii) system as a barometer for measuring the overall impact of local participation initiatives. the Rose Bowl operating company (RBoc) is a non-profit corporation whose board is selected by council members of the city of Pasadena, the Pasadena city manager, the tournament of Roses Association and UcLA. the Rose Bowl stadium ( stadium ) is listed in the National Register of Historic Places as a National Landmark. this status is the highest level of recognition given to historic structures by the federal government. the RBoc manages the Rose Bowl stadium and the surrounding Brookside golf course on behalf of the city of Pasadena. 3

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➊ IntroductIon (con t) the RBoc initiated a renovation of the stadium to ensure its financial stability and its continuing status as a preeminent college football stadium focusing on improving safety, enhancing fan experience, maintaining National Historic Landmark status, developing revenue sources and enhancing the facility. on February 17, 2011, the RBoc adopted a Local Participation Plan to ensure, to the extent possible, that Pasadena businesses and residents are an active part of the Rose Bowl Renovation project. consequently, the RBoc requested that city staff (Pasadena First Buy Local) be utilized to facilitate the Local Participation Plan. to date, all outreach strategies have been delivered. the outreach conducted to build the Local Hiring database of Pasadena residents seeking construction job referrals began march-2006, and has been maintained to date. during that time, outreach efforts have included targeted outreach events (through community workshops and job fairs), and city resources such as the Foothill workforce investment Board and the city Recreation centers; collaboration with local organizations and the county of Los Angeles. Additionally, as projects began to hire locally, there have been ongoing walk-ins, phone calls and correspondences from residents to be added to the database. As a result of the Rose Bowl Renovation project, the database has experienced an upward spike which has tripled the number of intakes since december-2010. As the Rose Bowl project becomes renewed among 137,122 Pasadena residents, many of which claim the Rose Bowl as their own, some have considered it a necessity that Pasadena residents should be among the workers, the cranes, the concrete and the brick and mortar to truly be a part of this historic renovation. conversely, some have considered that the only goal that is absolutely necessary is simply for the project to be built on time and within budget - making any other objectives, even secondary goals, a distraction to what is truly important. it is often inherent to the culture of building a major construction project to have conflicting technical and social priorities. creating opportunities for local residents from diverse backgrounds to work on public projects is neither a new nor simple challenge. 5

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➊ IntroductIon (con t) while the core purpose and intent of local business and resident participation is an economic purpose, there were immeasurable outcomes manifested through the hiring of Pasadena residents. some stories shared with the city by its collaborative partners went from people participating in the construction of a stadium to repairing and building their own family structure by simply having a job; the increased self-esteem of young men and women by working in their own community; and then the ancillary community benefits of community organizations being part of the process and seeing more people working and sharing their stories with one another. synthesizing these viewpoints into one operation became a priority of willing people, staff and leaders. A balanced goal that encompassed the economic objectives of the Pasadena community, along with the primary objectives of the renovation project, was paramount to overall success. out of this, with community input, the Rose Bowl and city staff emanated a focus to identify what was practical for all to succeed. the RBoc has adopted a good faith effort (gfe) local participation policy to encourage contractors to procure goods and services and hire workers from Pasadena. deeming a gfe to be compliant primarily consists of a contractor s ability to document their most earnest efforts to hire from within the city and to procure goods and services from local Pasadena businesses. this method requires general outreach by the bidding contractor and a monitoring and compliance review process by the contracting agency. some of the challenges associated with implementing a successful Local Participation Plan included coordination with multiple contractors that would be used to complete this project. And, since the majority of the work on the Rose Bowl project will be provided by union contractors, Pasadena First Buy Local had to determine the most effective vehicle to incorporate the local hiring policy into union dispatch rules when applied to this project. Also, Pasadena First Buy Local had to plan for how best to tailor apprenticeship initiatives and outreach efforts to increase access and retention for local residents. Accordingly, an ambitious and forward-thinking local hiring strategy that has created multiple and powerful positive effects has been devised for the Rose Bowl Renovation Project. 7

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➋ Background and Summary the city of Pasadena is committed to local hiring. the city recognizes that the construction associated with public and private construction projects can be beneficial to the city of Pasadena residents. As such, the city is firmly committed to creating job opportunities for Pasadena residents. in that vein, the city of Pasadena, Pasadena First Buy Local Program staff has drafted a Local Business and Local Hiring plan, along with input from Parsons and the RBoc to ensure opportunities are made available for the Pasadena community. the plan was created as an operational extension of the city s Pasadena First Buy Local (PFBL) program and augmented by reviewing successful programs adopted on other significant city projects (i.e. city Hall, the Pasadena convention center and the Rows Bow Locker Room/media center) and incorporating elements specific to the Rose Bowl Renovation. it was then recommended by Rose Bowl staff to utilize city services (Pasadena First Buy Local) to facilitate local outreach. Additionally, in June-2011, at the direction of the city council s Economic development & technology (E.d. tech) subcommittee, staff developed language to institute a good Faith Effort process for the Rose Bowl project. this new process was made part of the bid language for the remainder of the bids (RB12 through RB26) on the project. to date, this language is the most comprehensive that the city has used on any public project. As the fundamental design of the Plan is a good Faith Effort on the part of the contractors, it became essential that the city become more than a coordinator of outreach efforts. As a result, the city became an ongoing active member of the Project team which includes the Project manager, the owner s Representative, and all of the Prime contractors. to date, the city of Pasadena has led the way on facilitating outreach efforts that has been of great value to this project for Pasadena residents and businesses. on February 17th, 2011, it was recommended by Rose Bowl staff that the city facilitate the Plan for the Rose Bowl Renovation and tenant improvement Project (Project). As the first nine bids (RB01 through RB09) had already been awarded, these contracts did not include many of the requirements called for under the Plan. As such, most of the outreach facilitated by city staff began with RB10. this report is intended to capture the results, progress, and overall execution of the Plan, and all the critical support and resources necessary to carry out this Plan during the past year. 9

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➌ results and Success Stories in the first year of the Project, there have been 82 Pasadena residents hired by the contractors totaling $336,655 in wages paid. Using past large city projects similar in scope and size, i.e., city Hall and the Pasadena convention center, it was estimated that the Rose Bowl Project would generate between 75 and 100 jobs for Pasadena residents. Additionally, there has been $3,019,161 in local subcontracting work and $3,410,485 in local procurement. this represents a grand total of $6,766,301 in local benefit. in may 2011, the Project team, along with the city manager, and the general manager of the Rose Bowl, undertook a review of all relevant procedures, and existing outreach activities to discuss and identify areas of improvement to the Local Participation Plan. in June 2011, additional good Faith Effort (gfe) steps were established and made part of the Local Participation Plan to augment strategies designed to maximize results. since the new strategies were implemented (in June-2011) the average monthly wages paid to Pasadena residents increased from $18,333 to $33,141. a. Success Stories when a Pasadena resident has an impact on the Project, it is cause for celebration. the city has received several positive reports of individual successes throughout Year one (February 2011, to January 2012). the success stories below were provided by the partners and contractors that help to facilitate the results achieved thus far: April-2011, there was early success reported by one of the city s outreach partners Labor Ready: Labor Ready; and Angeles Construction Services were able to represent 19 of the first 26 local hires on the project. Additionally, one individual reported that two of their local hires logged over 500 work hours. June-2011, it was anticipated that Diamond Contract Services could be critical for hiring Pasadena residents at a future point in the project. city staff facilitated a recruitment effort that enabled this contractor to achieve 100% local hiring on the project. August-2011; and January-2012, it was anticipated that preparing Pasadena residents for apprenticeship opportunities would be necessary for future hiring. The Laborers Union (Local 300) was essential in targeting Pasadena residents for long term training opportunities. the Local 300 facilitated two apprenticeship trainings which graduated a total of 13 Pasadena residents, all of which have worked on the Project and/or were dispatched to other construction projects for work. 11

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➌ results and Success Stories (con t) August-2011, it was anticipated that technical assistance would be necessary for Pasadena residents to maximize hiring opportunities from the Project. The Los Angeles Urban League became a critical partner in providing financial assistance to several Pasadena residents for equipment and union dues. August-2011, it was anticipated that an apprenticeship preparation program would be needed to facilitate long term referrals to the contractors. Flintridge Center was critical in providing over 42 Pasadena residents for referrals. one individual testified that his self-esteem was increased by being able to provide for his family. January-2012, PCL Construction exceeded the 15% local hiring goal for the project. Additionally, their subcontractor Penhall Company also exceeded the 15% local hiring goal for the Project. PcL construction became essential in setting a positive tone among the other prime contractors. PcL construction also reported on one individual that was hired permanently. this same Pasadena resident completed the Laborers Union training camp in August-2011. B. regional Input output modeling System Based on the U.s. department of commerce, Bureau of Economic Analysis Regional input-output modeling system (Rims ii), staff is able to estimate the impact of the city s local procurement activities. Regional input-output multipliers such as the Rims ii multipliers attempt to estimate how much a one-time or sustained increase in economic activity in a particular region will be supplied by industries located in the region. Rims ii multipliers have been used by both the public and private sectors. PFBL has been using the Rims ii multiplier to assess the impact of public dollars spent locally in Pasadena. Below is a chart which illustrates an overall economic impact created by the local subcontracting and procurement dollars which total $6,429,646. FORMULA FOR IMPACT OF LOCAL CONSTRUCTION SPENDING initial spending $6,429,646 total Economic output $13,122,907 # of direct Jobs created/sustained 38.6 # of indirect & induced Jobs created/sustained 57.9 total # of Jobs created/sustained 96.4 total Earnings generated $3,803,136 total tax Revenue generated $656,145 13

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➍ Staff allocation the city allocated two fulltime staff personnel from the department of Finance to facilitate the Plan. Additionally, the department of Finance has temporarily allocated a part time administrative assistant. in 2011, approximately 80% of the time for three PFBL staff was dedicated to the Rose Bowl project. Additionally, various contract support services (see the Partners and support services section) were utilized. ➎ local Hiring advisory group in order to ensure community involvement relative to the local hiring process, the general manager of the Rose Bowl established an advisory committee. the Local Hiring Advisory group is an informal group of advisors that provide ongoing recommendations and community oversight of the local hiring outreach activities. its mission is: to provide advice and recommendations to the Rose Bowl general manager and to PFBL and to forward to the gm and PFBL comments received from the community. while the specific area of focus has been on local hiring, this group provided sound leadership and ideas for all elements of the Local Participation Plan. the composition of the Advisory group consists of community representatives, community activists, and concerned citizens appointed by the general manager of the Rose Bowl. this Advisory group received detailed statistical and narrative bi-weekly reports from city staff on all outreach activities for the Rose Bowl. in addition, city staff presented updates of all outreach activities in person at all meetings. a. advice provided overall, the contributions of the Advisory group were prolific. Based on its composition the Advisory group, city staff was able to receive direct communication from community leaders on an ongoing basis. through monthly meetings, members researched, discussed and provided advice on a variety of issues and best practices related to local hiring outreach including, but not limited to: timely and accurate outreach to Pasadena residents; intake processes that utilized local organizations and other outreach efforts in the city; preparation of Pasadena residents for construction job referrals; ongoing referrals of Pasadena residents to the contractors performing work on the project; tracking of all activities; and ongoing reporting of activities and results. 15

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➎ local Hiring advisory group (con t) many of the city s collaborative partners (shown in Partners and support services) in this effort were routinely invited to introduce their services and present their own efforts that augmented the city s outreach efforts on behalf of Pasadena residents. B. outward communication provided the Advisory group has become a model design for generating a two-way information system with the community. the Advisory group was critical in encouraging, leading and helping city staff to develop a method for ongoing communication regarding outreach activities directly with the community. the Advisory group enabled a culture of communication throughout the outreach activities performed in this report. the depth of their knowledge of the community was invaluable in resolving and even avoiding miscommunication of activities, results, and the overall spirit and intent of the Plan. 17

PASAdEnA FiRSt BUy LOCAL: ExECUtiOn OF the LOCAL PARtiCiPAtiOn PLAn year One Report: February 2011 to January 2012 Prepared by: City of Pasadena, department of Finance PASAdEnA FiRSt BUy LOCAL: ExECUtiOn OF the LOCAL PARtiCiPAtiOn PLAn year One Report: February 2011 to January 2012 Prepared by: City of Pasadena, department of Finance ➏ Timeline Summary Below is a timeline designed to illustrate when major components of the Plan were completed. the details of these major components are reported in the deliverables section of this report. Deliverables for Local Hiring Deliverables for Local Subcontracting Deliverables for Local Hiring and Local Subcontracting Local Participation Plan Adopted [Section 7A] Established Local Hiring Advisory Group [Section 7B) Executed contract with A- Check America [Section 7C] Began ongoing outreach to Unions [Section 7D] Executed MOU with Labor Ready [Section 7E] Executed contract with LCPtracker and B2Gnow [Section 7F] Subcontractor outreach for Bid Package RB10 [Section 7G] Workshop for Pasadena residents and diamond Contract Services [Section 7H] Facilitated Opportunity Fair [Section 7I] FEB-11 MAR-11 APR-11 MAY-11 JUN-11 JUL-11 AUG-11 SEP-11 OCT-11 NOV-11 DEC-11 JAN-12 Subcontractor outreach for bid package RB11 [Section 7J] Workshop at California Construction Expo Event [Section 7k] Outreach for Labor s Union Apprenticeship training program [Section 7L] Executed MOU with Los Angeles Urban League [Section 7M] Subcontractor outreach for bid packages RB16, RB17, RB18, and RB19 [Section 7N] Subcontractor outreach for bid package RB12 [Section 7O] Outreach for Labor s Union Apprenticeship training program [Section 7P] Execution of the Rose Bowl Local Participation Plan Execution of the Rose Bowl Local Participation Plan 18 19

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➐ timeline detail this section describes the general and detailed task items called for in the Plan. a. local participation plan components the items below represent the general Plan components adopted by the RBoc on February 17, 2011. these items were also called for in the bid documents (from November-2010) and were eventually adopted as the Plan. the Plan includes the following general task items: Status completed completed completed completed completed completed completed completed completed Deliverable Local subcontractor outreach, and Referral Process Promotion of pre bid meetings staffing of a Local Hiring Advisory group Labor and contract compliance monitoring systems (LcP tracker and B2gNow) weekly meetings with contractors Pre Award meetings with selected contractors conduct outreach to Local organizations and community centers conduct outreach to Union Building trades An opportunity Fair for Local Businesses and Residents B. local Hiring advisory group to ensure community involvement relative to the local hiring process, the general manager of the Rose Bowl established an advisory committee. the Local Hiring Advisory group is an informal group of advisors that provide ongoing recommendations and community oversight of the local hiring outreach activities. its mission is: to provide advice and recommendations to the Rose Bowl general manager and to PFBL and to forward to the gm and PFBL comments received from the community. while the specific area of focus has been on local hiring, this group has provided sound leadership and ideas for all elements of the Local Participation Plan. the composition of the Advisory group consists of community representatives, community activists, and concerned citizens appointed by the general manager of the Rose Bowl. this Advisory group received detailed statistical and narrative bi-weekly reports from city staff on all outreach activities for the Rose Bowl. in addition, city staff presented updates of all outreach activities in person at all meetings. deliverables for local Hiring deliverables for local Subcontracting deliverables for local Hiring and local Subcontracting 21

➐ timeline detail (con t) c. a-check america (Service provider) the city of Pasadena procured services from this vendor to provide residency confirmation of Pasadena residents. the primary purpose and benefit was to provide a third party review of Pasadena residency confirmation for all persons in the city s database for construction job referrals. d. conduct outreach to union Building trades the city of Pasadena procured services from this vendor to provide residency confirmation of Pasadena residents. the primary purpose and benefit was to provide a third party review of Pasadena residency confirmation for all persons in the city s database for construction job referrals. Boilermakers Bricklayers/Allied craft workers carpenters cement masons Electricians/Los Angeles Electricians/Pasadena Elevator constructors glaziers Plumbers Plumbers & Fitters Plumbers sprinkler Fitters Plumbers/Air condition/refrigeration Plumbers/steam & Pipefitters Heat/Frost insulators iron workers Laborers operating Engineers Painters Plasterers & cement masons Plasterers/cement masons & shop Hands Resilient Floor & decorative covering Roofers & water proofers sheet metal workers teamsters tradeshow & sign crafts city staff was active with its collaborative partners which led to several apprenticeship opportunities on this project. these efforts and others were designed to lead to long term career opportunities for Pasadena residents in the construction trades. city staff conducted ongoing follow up with unions on contractors requesting Pasadena residents with union halls. e. labor ready (partner) Labor Ready is the leading provider of temporary employees to jobs in construction in various cities. Labor Ready worked directly with one non-union contractor to provide payroll services. Labor Ready screened, tested and dispatched 19 of the first 26 Pasadena residents hired. Labor Ready also participated in the July 28, 2011 Rose Bowl opportunity Fair. deliverables for local Hiring deliverables for local Subcontracting deliverables for local Hiring and local Subcontracting 22

➐ timeline detail (con t) f. labor and contract compliance monitoring Systems (lcp tracker and B2gnow) city staff executed a contract with LcPtracker and B2gnow thus enforcing a Labor and contract compliance Program on public works construction projects. the establishment of this software has provided the city with an on-line database of all certified payroll reports, generated audits, logs, the correspondence and information that is necessary for all parties involved. these two systems combined assist with the data management relative to compliance monitoring. these systems were reviewed and presented to the project management team in the 1st quarter of this year, and launched in the 2nd quarter. By the 4th quarter, LcP tracker was 100% compliant. g. rb10 pre Bid meeting city staff participated in a pre-bid meeting for RB10. the role staff provided in this meeting was to provide guidance and instruction to the contractors bidding on the project on how to fulfill the requirements of the Plan. staff provided ongoing outreach support to the contractors before, during, and after bid process. H. Workshop for pasadena residents (diamond contract Services) Pasadena First Buy Local coordinated and facilitated a job fair with diamond contract services (dcs); to recruit Pasadena Residents for construction clean up and Janitorial services. this proved successful in that diamond contract services employed more than 40 Pasadena residents for the soccer match on June 25th, 2011 at the Rose Bowl. it was anticipated by staff that these individuals could be considered for construction cleanup work should the opportunity arise for diamond contract services. As a result, diamond contract services facilitated 99% local hiring. deliverables for local Hiring deliverables for local Subcontracting deliverables for local Hiring and local Subcontracting 23

➐ timeline detail (con t) I. an opportunity fair for local Businesses and residents Pasadena First Buy Local facilitated an opportunity Fair for the Project on July 28, 2011. Follow up forms were collected by more than 40 companies and contractors who participated in the opportunity Fair. the forms revealed approximately 290 potential local hiring matches; 33 potential local contracting and procurement matches; 173 additional interviews requested; and 13 educational opportunities. contractors such as PcL and delmac interviewed and hired Pasadena residents as a result of this opportunity Fair. in addition, 60 businesses participated in the Bidding on Rose Bowl workshop at the opportunity Fair. city staff and Bernards Barton marlow facilitated this workshop to prepare local businesses on doing business with the city; instructions for Bidding and scope of Bid Packages. PAsAdENA FiRst BUY LocAL s collaborative partners; Pacific coast Regional, Beacon management, and Planet Bids covered technical assistance including information on learning about upcoming bid opportunities through Planet Bid, and contract Financing. J. rb11 pre Bid meeting city staff participated in a pre-bid meeting for RB11. the role staff provided in this meeting was to provide guidance and instruction to the contractors bidding on the project on how to fulfill the requirements of the Plan. staff provided ongoing outreach support to the contractors before, during, and after bid process. k. Workshop at california construction expo on August 11th, 2011 city staff, Bernards Barton marlow and Planet Bids facilitated a workshop at the california construction Expo 2011. the cal con Expo is known as the premier gathering for contractors, designers, construction professionals, suppliers, and construction workers. the workshop was designed to inform local businesses on how to do business with the city of Pasadena, the Rose Bowl Project, and Bid Advertisement. deliverables for local Hiring deliverables for local Subcontracting deliverables for local Hiring and local Subcontracting Execution of rose Bowl Local Participation Plan 24

➐ timeline detail (con t) l. outreach for laborers union apprenticeship training program through a collaborative partnership with the Laborers Union, the Local 300 facilitated a one week intensive programs. the application and recruiting process was conducted throughout the entire Los Angeles county. in August-2011, through the city s outreach efforts with the union six Pasadena residents completed both trainings which represent 20% of their entire application pool. city staff worked with its financial partners (Los Angeles Urban League and Flintridge center) to facilitate financial assistance for those Pasadena residents who graduated and were in need of equipment and/or union dues. m. executed partnership with los angeles urban league the city of Pasadena executed a partnership with the Los Angeles Urban League west Adams-Baldwin Hills work source center for the purpose of creating a work source partnership to operate as a service delivery system under the workforce investment Act (wia) of 1998. the work source will offer Pasadena job seekers access to additional resources and support to help facilitate transition into the workforce. this partnership the Los Angeles Urban League will serve first time job seekers, welfare recipients, presently-employed job seekers, long-term unemployed job seekers, job seekers dislocated from the workplace, job seekers interested in career changes, ex-offenders and persons with disabilities through the provision of easy and efficient workforce development services and information. n. pre Bid meeting for rb16, rb17, rb18, and rb19 city staff participated in a pre-bid meeting for RB16, RB17, RB18, and RB19. the role staff provided in this meeting was to provide guidance and instruction to the contractors bidding on the project on how to fulfill the requirements of the Plan. staff provided ongoing outreach support to the contractors before, during, and after bid process. deliverables for local Hiring deliverables for local Subcontracting deliverables for local Hiring and local Subcontracting 25

➐ timeline detail (con t) o. pre Bid meeting for rb12 city staff participated in a pre-bid meeting for RB12. the role staff provided in this meeting was to provide guidance and instruction to the contractors bidding on the project on how to fulfill the requirements of the Plan. staff provided ongoing outreach support to the contractors before, during, and after bid process. p. outreach for laborers union apprenticeship training program through a collaborative partnership with the Laborers Union, the Local 300 facilitated a one week intensive apprenticeship training program. in January-2012, through the city s outreach efforts with w wthe w union. P a sseven a d epasadena n a F i rresidents s t B u ycompleted L o c a l. both c o mtrainings which represent 20% of their entire application pool. city staff worked with its financial partners (Los Angeles Urban League and Flintridge center) to facilitate financial assistance for those Pasadena residents who graduated and were in need of equipment and/or union dues. deliverables for local Hiring deliverables for local Subcontracting deliverables for local Hiring and local Subcontracting Execution of rose Bowl Local Participation Plan 26

➑accumulative ongoing outreach Services the following chart represents the number of detailed work items facilitated to support the general tasks. Service Item Number Facilitated Responses to Pasadena Residents 610 workshops facilitated for Pasadena businesses and residents 4 Pasadena Resident Referrals over 600 Pasadena Business Referrals over 600 w w w. P a s a d e n a F i r s t B u y L o c a l. c o m meetings with the Local Hiring Advisory group 18 Reports Prepared for the Local Hiring Advisory group 25 monthly Reports to RBoc 12 owner, contractor and Architect meetings 50 owner Representative meetings 30 LcPtracker and B2gnow training sessions 4 subcontractor solicitation Processes (good Faith Efforts) Reviewed 15 Facilitated outreach for technical assistance to non-profit organizations 8 Building and construction trade Unions 50 Pre Bid meetings 12 Post Bid (pre award) interviews 26 individual outreach mailers to all Pasadena businesses and residents 10 a. Intake, outreach, and referral process Extensive outreach efforts were made to sign up Pasadena residents for construction job referrals. outreach procedures and instructions were sent out to over 600 applicants. Extensive outreach efforts were made to sign up Pasadena residents for construction job referrals. outreach procedures and instructions were sent out to over 200 Pasadena residents to prepare them for referrals. A contract with A-check America was executed to facilitate Pasadena residency verification. Execution of rose Bowl Local Participation Plan 27

➑accumulative ongoing outreach Services (con t) to better support the contractors willing to hire Pasadena residents, the city made efforts to verify the construction skill sets of Pasadena residents in the database. to that end, a contract was executed with Alta/Pasa community improvement center to facilitate construction skills assessment of some of the Pasadena residents in the database. Local Hiring database Breakdown: there are over 1,100 people registered in the city s local hiring database, of which, 427 were confirmed to be Pasadena residents. some residents are in multiple trades. these residents are requesting referrals for various construction trades. All residents have been referred for one or more trades. Below is a breakdown of the local hiring database. Trade carpenter 72 demolition 35 drywall 70 doors & windows 7 Electrical 51 Framing: Exterior/interior 37 Flooring 15 general construction 21 ironworker 9 Laborer 316 Landscaping/gardening 49 Referrals in this Trade masonry 62 Painter, sandblaster 118 Pipe Fitter 7 Plasterer 13 Plumbing/Plumber 59 Roofer 20 stucco 17 tile-setter 23 tree trimmer 10 truck driver (Heavy) 11 welding 12 B. Staffing of a local Hiring advisory group city staff provided ongoing staffing support to the general manager s Local Hiring Advisory group. staff facilitated 18 with the Local Hiring Advisory group, and prepared and distributed 25 bi-weekly narrative or statistical reports. As reported in the Partners and support services section of this report, the Local Hiring Advisory group served a vital role in communicating the ongoing efforts of the city, and results of the overall participation of the contractors to the community. 28

➑accumulative ongoing outreach Services (con t) c. Weekly meetings with contractors city staff conducted weekly meetings with the Project manager and the prime contractors that worked on the project (listed below) as well as some of their subcontractors. outreach support to identify Pasadena subcontractors and/or residents regarding the Rose Bowls Local Participation Plan was provided to: ANgELEs contractor: RB - 01 - general construction miller ENviRoNmENtAL: RB - 02 - selective demolition sevan PLUmBiNg: RB - 03 - site Utilities KAR construction: RB - 04 - concrete PowERco ELEctRic: RB - 05 - Electrical daktronics: RB - 06 - video display Boards shoring ENgiNEERs: RB-08 - selective site demolition, shoring and mass Excavation FisK ELEctRic: RB-09 - Electrical / Broadcast / Low voltage for Press Box PcL construction: RB-10 - Foundations for Press Box delmac construction & development: RB-11A - Press Box w&w steel: RB-11B - structural steel, miscellaneous metal and metal deck KoNE, inc.: RB-11c - conveying irwin seating co.: RB-11d - spectator seating willis construction co., inc.: RB-11E - Precast stadium Risers clark construction: RB-12 - Press Box completion Package malcolm drilling: RB-17 - North tunnels KAR construction: RB-18 - Bowl/stadium work conti ELEctRic: RB-19 Electrical city staff also developed a tracking process for procurement opportunities for Pasadena businesses. A form was developed and provided to the prime contractors to track and report purchasing opportunities. these purchases are then reported to the Project managers. 29

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➑accumulative ongoing outreach Services (con t) city staff facilitated one-on-one meetings with some contractors to identify areas where additional hiring or procurement opportunities could be identified. city staff also developed a tracking process for procurement opportunities for Pasadena businesses. A form was developed and provided to the prime contractors to track and report purchasing opportunities. these purchases are then reported to the Project managers. d. pre award meetings with Selected contractors city staff participated in 26 post bid interviews. the purpose of these interviews was to analyze the work force projected by the contractors in an effort to assist them in identifying local hiring opportunities for Pasadena residents. e. conduct outreach to local organizations and community centers Pasadena First Buy Local and Labor Ready executed a memorandum of Understanding (mou) to incorporate all the necessary steps to facilitate referrals and information sharing of Pasadena residents for non-union contractors. As a result, 19 Pasadena residents (of the first 26 Pasadena hires) were satisfied through this partnership. city staff monitored local labor sources in support of referrals of Pasadena residents. the targeted outreach was facilitated through: women at work Foothill workforce investment Board Union station Neighborhood connections Jackie Robinson center villa Parke victory Park; and various members of the Advisory group 31

32 w w w. P a s a d e n a F i r s t B u y L o c a l. c o m

➒ partners and Support Services Effective implementation of the Plan called for technical support and extended services in several areas including but not limited to residency check; skills assessment; and labor and contract compliance software. the various roles filled by members of the Project team, city s partners, and service providers below were essential to implementing a full service approach to Pasadena businesses and residents. the expertise of the collaborative partners was essential to the Results in this report. their immediate embrace of the Plan and dedication to the goals help lead creative and unique strategies offered. a a-check america (Service provider) the city of Pasadena procured services from this vendor to provide residency confirmation of Pasadena residents. the primary purpose and benefit was to provide a third party review of Pasadena residency confirmation for all persons in the city s database for construction job referrals. B. alta/pasa community center (Service provider) the city of Pasadena procured services from this vendor to provide skills assessments of Pasadena residents. the primary purpose and benefit of this service was to provide a third party review of the skills of Pasadena residents referred to contractors on the Project. c. Bernards Barton marlow (project manager) and the contractors city staff regularly coordinated with the Project manager and the contractors to apply outreach strategies to the Project, refine strategies with contractors, and ensure that the Plan is being facilitated. d. flintridge center (partner) Flintridge provided community outreach, student recruitment services, course materials (books, calculators, journals, etc.), site visit transportation, schedule coordination, course administration, and collaboration between all partner organizations. 33

➒ partners and Support Services (con t) e. foothill Workforce Investment Board (partner) the Foothill workforce investment Board (Foothill wib) oversees the Foothill Employment and training center for job seekers. FwiB services six cities including Pasadena with job fairs and various types of training. the Foothill wib provided several Pasadena residents who were added to the city s database for construction job referrals for future construction opportunities on the Project. f. labor ready (partner) Labor Ready is the leading provider of temporary employees to jobs in construction in various cities. Labor Ready worked directly with one non-union contractor to provide payroll services. Labor Ready screened, tested and dispatched 19 of the first 26 Pasadena residents hired. Labor Ready also participated in the July 28, 2011 Rose Bowl opportunity Fair. g. laborers union local 300 (partner) given that the laborers represent 74% of the city s local hiring database, city staff gave early focus to the Labor s Union in order to forge a strong relationship that would lead to effective outreach, intake, and referral processes. Additionally, city staff and the Laborers Union worked to build a resource of apprentices for the Project. the Laborers Union was a critical and very effective strategic partner in this regard. H. lcptracker/b2gnow (Service provider) the city of Pasadena procured services from this vendor to provide a web based labor and contract compliance software.s LcPtracker and B2gNow is prevailing wage software that Pasadena First Buy Local uses to track certified payroll reports and labor related issues. the primary purpose and benefit of this service was to provide tracking and reporting of local participation on the Project. I. los angeles urban league (partner) the Los Angeles Urban League enables African Americans and other minorities to secure economic self-reliance, parity and power through advocacy activities and the provision of programs and services. their service area includes the city of Pasadena. the L.A. Urban League provided funding to three Pasadena residents to help them pay for tools, equipment, and union dues on the Project. 34

➒ partners and Support Services (con t) J. parsons (owners representative) city staff regularly coordinated with the owner s Representative to plan additional outreach for the Project, refine strategies and prepare for new contractors in an effort to ensure that the Plan was being facilitated. k. planet Bids (Service provider) the city of Pasadena had an existing contract for this service. Planet Bids provides an online procurement service, and bid notification services, bids and vendor management, and e-commerce services. l. union Station (partner) Union station provides support services to the homeless population in the city of Pasadena. they were essential in referring and providing support services to several Pasadena residents which worked during the early stages of the project. m. other collaborative partners other collaborative partners who have been essential to the execution of the Plan include the Laborers Union (Local 300), the cement masons (Local 600), the iron workers (Local 433) and Union station. the finance partners include Pacific coast Regional, East west Bank, valley Economic development center, and Pasadena development corporation. these Partners provide financing solutions for businesses. these partnerships were secured for their specific abilities in the financial industry which include a range of services from contract financing to start up loans. the finance partners include Pacific coast Regional, East west Bank, valley Economic development center, and Pasadena development corporation. these Partners provide financing solutions for businesses. these partnerships were secured for their specific abilities in the financial industry which include a range of services from contract financing to start up loans. 35

➓conclusion the Rose Bowl stadium belongs to the citizens of Pasadena. with the culmination of the Rose Bowl Renovation Project set for January 2014, it is imperative that included in the celebration are the contributions of the women and men that live and do business in the city of Pasadena. Local hiring and procurement policies demonstrate the important link between the community and public development projects and how public dollars are spent using local resources. Ultimately, the success of any local program is wedded in the commitment of the project. Pasadena First Buy Local will continue to foster the relationships established throughout this process to work to ensure that every opportunity available is cultivated into a local hiring achievement or a successful local procurement. going forward, staff will refine the structures established in the w w w. P a s a d e n a F i r s t B u y L o c a l. c o m Local Participation Plan during year one in an effort to maximize local participation for the duration of the project and will continue to facilitate the ongoing elements of the Plan, i.e., coordination with contractors and labor organization, fostering and developing new relationships with strategic partners and maintaining communication with the community. 36 36

Pasadena First Buy Local 100 N. Garfield Ave., Pasadena, CA 91109 www.pasadenafirstbuylocal.com