E Ec f E ca a c a a f E E B E a a d E a E E Ec Ea E E...on February 17th, 2011, it was recommended...

YEar onE rEPort

PAsAdENA F iRst BUY LocALExEcution of thE LocaL ParticiPation PLan for thErosE BowL rEnovation and tEnant imProvEmEnt ProjEct

F E B R U A R Y 2 0 11t 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

1. Background and Summary

the Local Participation Plan (Plan) was based on a bid released for a Local Hiring coordinator inNovember of 2010. Based on all of the services called for in the bid, the estimated costs for all services were approximately $1.5 million. it was then recommended by staff to utilize city services (Pasadena First Buy Local) to facilitate local outreach.

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 facili-tated by city staff began with RB10 and beyond.

Pasadena First Buy Local was adopted in June 2010 by the full city council. Utilizing 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 thisproject would be considered long term for other public projects.

this report is intended to capture the results, progress made on, and overall execution of the Plan.

2. results

there have been 71 Pasadena residents hired by the contractors working on the project, totaling$312,078 representing 6.9% of the construction certified payroll. the estimated number ofPasadena residents for the entire project is 75 to 100.

there has been $3,019,161 in local subcontracting; $3,410,485 in local procurement. this repre-sents a grand total of $6,741,724 in local benefit to date.

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Execution of the rose Bowl Local Participation Plan

RosE BowL RENovAtioN PRoJEctYear one Report: February 2011 to January 2012Prepared by: city of Pasadena, department of Financetable of contents

➊ IntroductIon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

➋ Background and Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

➌ reSultS and SucceSS StorIeS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

➍ Staff allocatIon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

➎ local HIrIng advISory group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

➏ tImelIne Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

➐ tImelIne detaIl . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

➑ accumulatIve ongoIng outreacH ServIceS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

➒ partnerS and Support ServIceS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33

➓ concluSIon. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36

Pasadena First

Buy LocalD e p a r t m e n t o f f i n a n c e

YEar onE rEPort

PAsAdENA F iRst BUY LocALExEcution of thE LocaL ParticiPation PLan for thErosE BowL rEnovation and tEnant imProvEmEnt ProjEct

FEBRUARY 2011 to JANUARY 2012


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dEPARtmENt oF FiNANcE, PURcHAsiNg divisioNPasadEna 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 thesurrounding Brookside golf course on behalf of the city of Pasadena.

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PAsAdENA FiRst BUY LocAL: ExEcUtioN oF tHE LocAL PARticiPAtioN PLANYear one Report: February 2011 to January 2012Prepared by: city of Pasadena, department of Finance


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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.



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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. outof this, with community input, the Rose Bowl and city staff emanated a focus to identify what waspractical 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 tohire 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 compliancereview process by the contracting agency.

some of the challenges associated with implementing a successful Local Participation Plan includedcoordination with multiple contractors that would be used to complete this project. And, since themajority of the work on the Rose Bowl project will be provided by union contractors, Pasadena FirstBuy Local had to determine the most effective vehicle to incorporate the local hiring policy into uniondispatch rules when applied to this project. Also, Pasadena First Buy Local had to plan for how bestto 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 createdmultiple and powerful positive effects has been devised for the Rose Bowl Renovation Project.

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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 Pasadenaresidents. 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, thePasadena 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 Effortprocess 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 man-ager, 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 wasrecommended 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 alreadybeen 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 thecritical support and resources necessary to carry out this Plan during the past year.



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Execution of the rose Bowl Local Participation Plan11


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 wouldgenerate between 75 and 100 jobs for Pasadena residents. Additionally, there has been $3,019,161in 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 RoseBowl, 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 goodFaith Effort (gFE) steps were established and made part of the Local Participation Plan to augmentstrategies 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, toJanuary 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 26local hires on the project. Additionally, one individual reported that two of their local hires loggedover 500 work hours.

June-2011, it was anticipated that Diamond Contract Services could be critical for hiringPasadena 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 (Local300) was essential in targeting Pasadena residents for long term training opportunities. the Local300 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.


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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 uniondues.

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 42Pasadena residents for referrals. one individual testified that his self-esteem was increased by beingable 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-outputmodeling 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


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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 administrativeassistant. in 2011, approximately 80% of the time for three PFBL staff was dedicated to the RoseBowl project. Additionally, various contract support services (see the Partners and support servicessection) were utilized.

➎ local Hiring advisory group

in order to ensure community involvement relative to the local hiring process, the general managerof the Rose Bowl established an advisory committee. the Local Hiring Advisory group is an informalgroup 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 Bowlgeneral manager and to PFBL …and to forward to the gm and PFBL comments received from thecommunity”. while the specific area of focus has been on local hiring, this group provided soundleadership and ideas for all elements of the Local Participation Plan.

the composition of the Advisory group consists of community representatives, community activists, andconcerned citizens appointed by the general manager of the Rose Bowl. this Advisory group receiveddetailed statistical and narrative bi-weekly reports from city staff on all outreach activities for the RoseBowl. 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 Advisorygroup, city staff was able to receive direct communication from community leaders on an ongoingbasis. through monthly meetings, members researched, discussed and provided advice on a varietyof issues and best practices related to local hiring outreach including, but not limited to: timely andaccurate outreach to Pasadena residents; intake processes that utilized local organizations and otheroutreach efforts in the city; preparation of Pasadena residents for construction job referrals; ongoingreferrals of Pasadena residents to the contractors performing work on the project; tracking of all activities; and ongoing reporting of activities and results.


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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 wereroutinely invited to introduce their services and present their own efforts that augmented the city’soutreach 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.

Execution of the Rose Bowl Local Participation Plan

PASAdEnA FiRSt BUy LOCAL: ExECUtiOn OF tHE LOCAL PARtiCiPAtiOn PLAnyear One Report: February 2011 to January 2012Prepared 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.

PASAdEnA FiRSt BUy LOCAL: ExECUtiOn OF tHE LOCAL PARtiCiPAtiOn PLAnyear One Report: February 2011 to January 2012Prepared by: City of Pasadena, department of Finance

Deliverables for Local Hiring

Deliverables for Local Subcontracting

Deliverables for Local Hiringand Local Subcontracting

FEB-11 MAR-11 APR-11 MAY-11 JUN-11 JUL-11

AUG-11 SEP-11 OCT-11 NOV-11 DEC-11 JAN-12

Local ParticipationPlan Adopted[Section 7A]

EstablishedLocal Hiring Advisory Group[Section 7B)

Executed contract with A-Check America[Section 7C]

Began ongoingoutreach toUnions [Section 7D]

Executed MOU with Labor Ready[Section 7E]

Executed contract withLCPtracker and B2Gnow[Section 7F]

Subcontractoroutreach for BidPackage RB10[Section 7G]

Workshop for Pasadena residents and diamond Contract Services[Section 7H]

Facilitated Opportunity Fair[Section 7I]

Subcontractoroutreach for bidpackage RB11[Section 7J]

Workshop at California ConstructionExpo Event [Section 7k]

Outreach forLabor’s UnionApprenticeshiptraining program[Section 7L]

Executed MOUwith Los AngelesUrban League[Section 7M]

Subcontractoroutreach for bidpackages RB16,RB17, RB18, and RB19 [Section 7N]

Subcontractoroutreach for bidpackage RB12[Section 7O]

Outreach forLabor’s UnionApprenticeshiptraining program[Section 7P]

Execution of the Rose Bowl Local Participation Plan1918


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➐ timeline detail

a. local participation plan componentsthe 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 wereeventually adopted as the Plan. the Plan includes the following general task items:

Status Deliverable

completed Local subcontractor outreach, and Referral Process

completed Promotion of pre bid meetings

completed staffing of a Local Hiring Advisory group

completed Labor and contract compliance monitoring systems

(LcP tracker and B2gNow)

completed weekly meetings with contractors

completed Pre Award meetings with selected contractors

completed conduct outreach to Local organizations and community centers

completed conduct outreach to Union Building trades

completed An opportunity Fair for Local Businesses and Residents

B. local Hiring advisory groupto ensure community involvement relative to the local hiring process, the general manager of theRose Bowl established an advisory committee. the Local Hiring Advisory group is an informal groupof 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 thecommunity”. while the specific area of focus has been on local hiring, this group has providedsound 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 groupreceived detailed statistical and narrative bi-weekly reports from city staff on all outreach activitiesfor 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 Hiringand local Subcontracting

this section describes the general and detailed task items called for in the Plan.



➐ timeline detail (con’t)

c. a-check america (Service provider)the city of Pasadena procured services from this vendor to provide residency confirmation ofPasadena residents. the primary purpose and benefit was to provide a third party review ofPasadena residency confirmation for all persons in the city’s database for construction job referrals.

d. conduct outreach to union Building tradesthe city of Pasadena procured services from this vendor to provide residency confirmation ofPasadena residents. the primary purpose and benefit was to provide a third party review ofPasadena 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

city staff was active with its collaborative partners which led to several apprenticeship opportunitieson this project. these efforts and others were designed to lead to long term career opportunities forPasadena residents in the construction trades.

city staff conducted ongoing follow up with unions on contractors requesting Pasadena residentswith 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 Readyalso participated in the July 28, 2011 Rose Bowl opportunity Fair.

• 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




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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 contractcompliance Program on public works construction projects. the establishment of this software hasprovided 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 ofthis year, and launched in the 2nd quarter. By the 4th quarter, LcP tracker was 100% compliant.

g. rB10 pre Bid meetingcity 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 provedsuccessful in that diamond contract services employed more than 40 Pasadena residents for thesoccer match on June 25th, 2011 at the Rose Bowl. it was anticipated by staff that these individualscould be considered for construction cleanup work should the opportunity arise for diamond contract services. As a result, diamond contract services facilitated 99% local hiring.




Execution of rose Bowl Local Participation Plan


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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 hiredPasadena residents as a result of this opportunity Fair.

in addition, 60 businesses participated in the “Bidding on Rose Bowl workshop” at the opportunityFair. city staff and Bernards Barton marlow facilitated this workshop to prepare local businesses ondoing business with the city; “instructions for Bidding” and “scope of Bid Packages.” PAsAdENAFiRst BUY LocAL’s collaborative partners; Pacific coast Regional, Beacon management, andPlanet Bids covered technical assistance including information on learning about upcoming bid opportunities through Planet Bid, and contract Financing.

J. rB11 pre Bid meetingcity 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 expoon 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. theworkshop was designed to inform local businesses on how to do business with the city ofPasadena, the Rose Bowl Project, and Bid Advertisement.




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l. outreach for laborers union apprenticeship training programthrough a collaborative partnership with the Laborers Union, the Local 300 facilitated a one weekintensive 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 Pasadenaresidents completed both trainings which represent 20% of their entire application pool. city staffworked 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 equipmentand/or union dues.

m. executed partnership with los angeles urban leaguethe city of Pasadena executed a partnership with the Los Angeles Urban League west Adams-Bald-win Hills work source center for the purpose of creating a work source partnership to operate as aservice delivery system under the workforce investment Act (wiA) of 1998. the work source will offerPasadena job seekers access to additional resources and support to help facilitate transition into theworkforce.

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 theworkplace, job seekers interested in career changes, ex-offenders and persons with disabilitiesthrough the provision of easy and efficient workforce development services and information.

n. pre Bid meeting for rB16, rB17, rB18, and rB19city staff participated in a pre-bid meeting for RB16, RB17, RB18, and RB19. the role staff providedin this meeting was to provide guidance and instruction to the contractors bidding on the project onhow to fulfill the requirements of the Plan. staff provided ongoing outreach support to the contractorsbefore, during, and after bid process.








o. pre Bid meeting for rB12city staff participated in a pre-bid meeting for RB12. the role staff provided in this meeting was toprovide 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 programthrough a collaborative partnership with the Laborers Union, the Local 300 facilitated a one weekintensive apprenticeship training program. in January-2012, through the city’s outreach efforts with the union seven Pasadena residents completed both trainings which represent 20% of their entire application pool. city staff worked with its financial partners (Los Angeles Urban League andFlintridge center) to facilitate financial assistance for those Pasadena residents who graduated andwere in need of equipment and/or union dues.




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➑�accumulative ongoing outreach Services

the following chart represents the number of detailed work items facilitated to support the general tasks.

Number Service Item Facilitated

Responses to Pasadena Residents 610

workshops facilitated for Pasadena businesses and residents 4

Pasadena Resident Referrals over 600

Pasadena Business Referrals over 600

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.



➑�accumulative 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 withAlta/Pasa community improvement center to facilitate construction skills assessment of some of thePasadena 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 multipletrades. 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 Referrals in this Tradecarpenter 72demolition 35drywall 70doors & windows 7Electrical 51Framing: Exterior/interior 37Flooring 15general construction 21ironworker 9Laborer 316Landscaping/gardening 49

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-weeklynarrative 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.

masonry 62Painter, sandblaster 118Pipe Fitter 7Plasterer 13Plumbing/Plumber 59Roofer 20stucco 17tile-setter 23tree trimmer 10truck driver (Heavy) 11welding 12

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c. Weekly meetings with contractors

city staff conducted weekly meetings with the Project manager and the prime contractors thatworked on the project (listed below) as well as some of their subcontractors. outreach support toidentify 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.


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city staff facilitated one-on-one meetings with some contractors to identify areas where additionalhiring 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 Pasadenahires) were satisfied through this partnership.

city staff monitored local labor sources in support of referrals of Pasadena residents. the targetedoutreach 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


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➒ partners and Support Services

Effective implementation of the Plan called for technical support and extended services in severalareas 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 Pasadenabusinesses 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 ofPasadena residents. the primary purpose and benefit was to provide a third party review ofPasadena 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 Pasadenaresidents. the primary purpose and benefit of this service was to provide a third party review of theskills 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 outreachstrategies 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.


Execution of the rose Bowl Local Participation Plan33



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 varioustypes of training. the Foothill wiB provided several Pasadena residents who were added to thecity’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 Readyalso 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 focusto 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 contractcompliance 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 andbenefit 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 economicself-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 fundingto three Pasadena residents to help them pay for tools, equipment, and union dues on the Project.

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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 theProject, refine strategies and prepare for new contractors in an effort to ensure that the Plan wasbeing 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-commerceservices.

l. union Station (partner)

Union station provides support services to the homeless population in the city of Pasadena. theywere essential in referring and providing support services to several Pasadena residents whichworked 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 providefinancing solutions for businesses. these partnerships were secured for their specific abilities in thefinancial 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 developmentcenter, and Pasadena development corporation. these Partners provide financing solutions forbusinesses. these partnerships were secured for their specific abilities in the financial industrywhich include a range of services from contract financing to start up loans.


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➓�conclusion

the Rose Bowl stadium belongs to the citizens of Pasadena. with the culmination of the Rose BowlRenovation 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 hiringand procurement policies demonstrate the important link between the community and public development projects and how public dollars are spent using local resources. Ultimately, the successof any local program is wedded in the commitment of the project.

Pasadena First Buy Local will continue to foster the relationships established throughout this processto 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 Local Participation Plan during “year one” in an effort to maximize local participation for the durationof 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 strategicpartners and maintaining communication with the community.

Pasadena First Buy Local

100 N. Garfield Ave., Pasadena, CA 91109

www.PasadenaFirstBuyLocal.com

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E Ec f E ca a c a a f E E B E a a d E a E E Ec Ea E E...on February 17th, 2011, it was recommended...

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