Agenda packet — Burbank City Council, July 21, 2026 (part 2 of 3)

• Total Funding Allocation: $976,937
o OAA funds: $694,225
o NCC funds: $78,000
o MOCA funds: $164,000
o NSIP funds: $40,712
• Period Funds are available for use (Subject to execution of Amendment): July 1, 2026 – June 30, 2027
• Service Area: Supervisorial District 5
• Funding Source(s) and Service Category(ies) are as follows:

Funding Source Service Category Unit Rate
(Effective 7/1/2026)
Allocation
Amount
OAA Title III C1 Congregate Meals $12.77 $302,925 1
OAA Title III C2 Home-Delivered Meals $15.43 $390,000 2 OAA Title III B Telephone Reassurance $1.00 $1,300 3
NCC Congregate Meals $12.77 $78,000 1
MOCA
Congregate Meals $12.77 $89,000 4
Home-Delivered Meals $15.43 $75,000 5
NSIP C1 Congregate Meals $1.00 $24,980 6
NSIP C2 Home-Delivered Meals $1.00 $15,732 7
Subaward Sum Year 2 (SSY2) $976,937
1 Complete one (1) budget and one (1) MPS for the total combined allocation amounts. 2-7 Complete one (1) budget and one (1) MPS for each allocation amount.

If you have any questions, please contact Lynn Tran of my staff by phone at (323) 513-4214 or by e-mail at [email protected].

Thank you.

Irma Panosian
Irma Panosian, Administrative Services Manager III
Contracts Management Division
298

ELDERLY NUTRITION PROGRAM (ENP)
SUBAWARD PERIOD JULY 2025 - JUNE 2027
SUBAWARD NUMBER ENP252601

AMENDMENT FOUR
This Amendment is made and entered into by and between

COUNTY OF LOS ANGELES THROUGH ITS

AGING & DISABILITIES DEPARTMENT
(“County” or “AD”)
County’s Business Address
510 South Vermont Avenue
Los Angeles, CA 90020
and
City of Burbank
(“Contractor” or “Subrecipient”)
Subrecipient’s Business Address
1301 West Olive Avenue
Burbank, CA 91506
WHEREAS, reference is made to that certain document originally entitled "Elderly Nutrition Program (ENP) Subaward Number ENP252601 Subaward Period July 2025 - June 2026” dated July 1, 2025, which is renamed as “Elderly Nutrition Program (ENP) Subaward Number ENP252601 Subaward Period July 2025 – June 2027”, and the Amendments thereto (hereafter collectively referred to as “Contract” or “Subaward”); and WHEREAS, the parties hereto have previously entered into the above referenced Subaward for the purpose of providing Elderly Nutrition Program (ENP) Services, which include serving congregate meals and home-delivered meals as well as conducting telephone reassurance to the older adult population in Los Angeles County (excluding the City of Los Angeles); and
WHEREAS, through the California Department of Aging (CDA), the Area Agencies on Aging (AAA) have received funds for local implementation in supporting expanding and modernizing supportive services for older adults, and pursuant to Program Memo No 23- 13 issued on June 20, 2023, the State of California is providing funding to support the modernization of Community Based Service Programs under the Mello-Granlund Older Californians Act (OCA); and"
WHEREAS, County and Subrecipient recognize and agree that specific terms (including, but not limited to, Contract, Subaward, Contractor, Subrecipient, Subcontract, Lower Tier Attachment 3
299
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 2
Subaward, Subcontractor and Lower Tier Subrecipient) are used interchangeably throughout this Amendment in order to comply with Federal, State, and County regulations; and
WHEREAS, it is the intent of the parties to amend this Subaward to extend the term of the Subaward for one (1) year commencing on July 1, 2026 through June 30, 2027; and WHEREAS, it is the intent of the parties to also amend this Subaward to increase the unit rates for contracted ENP Services, with a corresponding adjustment to the number of defined and contracted ENP Congregate and Home Delivered Meal Services to be provided by Subrecipient during Fiscal Year (FY) 2026-27, with no change to the maximum annual Subaward Sum or Maximum Subaward Sum, in response to increased operational costs; and
WHEREAS, it is the intent of the parties to also amend this Subaward to allocate Older Americans Act (OAA) Title III B (Supportive Services and Senior Centers) baseline funding in the amount of $1,300, which will be reimbursed to Subrecipient in exchange for defined and contracted ENP Title III B Services as specified herein to be provided by Subrecipient during Fiscal Year (FY) 2026-27; and
WHEREAS, it is the intent of the parties to also amend this Subaward to allocate OAA Title III C1 (Nutrition Services) baseline funding in the amount of $302,925, which will be reimbursed to Subrecipient in exchange for defined and contracted ENP Congregate Meal Services as specified herein to be provided by Subrecipient during FY 2026-27; and WHEREAS, it is the intent of the parties to also amend this Subaward to allocate OAA Title III C2 (Nutrition Services) baseline funding in the amount of $390,000, which will be reimbursed to Subrecipient in exchange for defined and contracted ENP Home-Delivered Meal Services as specified herein to be provided by Subrecipient during FY 2026-27; and WHEREAS, it is the intent of the parties to also amend this Subaward to allocate baseline Net County Cost (NCC) funding in the amount of $78,000, which will be reimbursed to Subrecipient in exchange for defined and contracted ENP Congregate Meal Services as specified herein to be provided by Subrecipient during FY 2026-27; and
WHEREAS, it is the intent of the parties to also amend this Subaward to allocate Modernizing Older Californians Act (MOCA) funding in the amount of $89,000, which will be reimbursed to Subrecipient in exchange for defined and contracted EN,P Congregate Meal Services as specified herein to be provided by Subrecipient during FY 2026-27; and
WHEREAS, it is the intent of the parties to also amend this Subaward to allocate MOCA funding in the amount of $75,000, which will be reimbursed to Subrecipient in exchange for defined and contracted ENP Home-Delivered Meal Services as specified herein to be provided by Subrecipient during FY 2026-27; and
300
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 3
WHEREAS, it is the intent of the parties to also amend this Subaward to allocate Nutrition Services Incentive Program (NSIP) C1 funding in the amount of $24,980, which will be reimbursed to Subrecipient to supplement the cost of food used for Congregate Meals during FY 2026-27; and
WHEREAS, it is the intent of the parties to also amend this Subaward to allocate NSIP C2 funding in the amount of $15,732, which will be reimbursed to Subrecipient to supplement the cost of food used for Home-Delivered Meal Services during FY 2026-27; and
WHEREAS, it is the intent of the parties to also amend this Subaward to provide for the other changes set forth herein; and
WHEREAS, the Subaward provides that changes to its terms may be made in the form of a written Amendment, which is formally approved and executed by the parties.

NOW THEREFORE, THE PARTIES HERETO AGREE AS FOLLOWS:

I. This Amendment will commence on July 1, 2026.

II. The title of this Subaward will be deleted in its entirety and replaced as follows:

Elderly Nutrition Program (ENP) Subaward Number ENP252601 Subaward Period July 2025 – June 2027
III. Subparagraph 1.1 is deleted in its entirety and replaced as follows:

1.1 Exhibits A, B1.1, B1.2, B1.3 B2.1, B2.2, B2.3, B3, C1.1, C1.2, C1.3, C2.1, C2.2, C2.3, C3, D, E, F1, H, I, L, M, N, O, P, Q, R, S, T, and U are attached to and form a part of this Subaward. This Subaward constitutes the complete and exclusive statement of understanding between the parties, which supersedes all previous agreements, written or oral, and all other communications between the parties relating to the subject matter of this Subaward. No change to this Subaward will be valid unless prepared pursuant to Subparagraph 8.1 (Amendments) and signed by both parties.

IV. Subparagraph 1.6 is deleted in its entirety and replaced as follows:

1.6 In the event of any conflict or inconsistency in the definition or interpretation of any word, responsibility, schedule, or the contents or description of any task, deliverable, goods, Service, or other work, or otherwise between the base Subaward and the Exhibits, or between Exhibits, such conflict or inconsistency will be resolved by giving precedence first to the terms and conditions of the Subaward and then to the Exhibits according to the following priority:
301
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 4

1.6.1 Exhibit A (Statement of Work and Attachments)

1.6.2 Exhibit B1.1 (Budget)

1.6.3 Exhibit B1.2 (Budget)

1.6.4 Exhibit B1.3 (Budget)

1.6.5 Exhibit B2.1 (Budget)

1.6.6 Exhibit B2.2 (Budget)

1.6.7 Exhibit B2.3 (Budget)

1.6.8 Exhibit B3 (Budget)

1.6.9 Exhibit C1.1 (Mandated Program Services)

1.6.10 Exhibit C1.2 (Mandated Program Services)

1.6.11 Exhibit C1.3 (Mandated Program Services)

1.6.12 Exhibit C2.1 (Mandated Program Services)

1.6.13 Exhibit C2.2 (Mandated Program Services)

1.6.14 Exhibit C2.3 (Mandated Program Services)

1.6.15 Exhibit C3 (Mandated Program Services)

1.6.16 Exhibit D (County's Administration)

1.6.17 Exhibit E (Subrecipient's Administration)

1.6.18 Exhibit F1 (Subrecipient Acknowledgement and Confidentiality Agreement)

1.6.19 Exhibit H (Business Associate Agreement Under the Health Insurance Portability and Accountability Act of 1996
(HIPAA))

1.6.20 Exhibit I (Information Security and Privacy Requirements)

1.6.21 Exhibit L (California Civil Rights Laws Certification)

1.6.22 Exhibit M (FEMA Provisions)
302
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 5

1.6.23 Exhibit N (Criteria and Standards for Letters of Credit and Certificates of Deposit)

1.6.24 Exhibit O (Subrecipient's Compliance with Encryption Requirements)

1.6.25 Exhibit P (Definitions)

1.6.26 Exhibit Q (Accounting, Administration and Reporting Requirements)

1.6.27 Exhibit R (Joint Funding Revenue Disclosure)

1.6.28 Exhibit S (Purchase, Inventory and Disposal Requirements for Fixed Assets, Non-Fixed Assets and Supplies)

1.6.29 Exhibit T (List of Lower Tier Subawards)

1.6.30 Exhibit U (Certification of Compliance with County’s Defaulted Property Tax Reduction Program)
V. Subparagraph 4.2.1 is added as follows:

4.2.1 The term of this Subaward will be extended for one (1) year commencing on July 1, 2026, through June 30, 2027, unless sooner terminated or extended, in whole or in part, as provided in this Subaward.

VI. Subparagraph 5.1.4 is added as follows:

5.1.4 Subaward Sum Year 2 Funding Source(s)

5.1.4.1 The Subaward Sum Year 2 for this Subaward is comprised of monies which are identified by the funding source(s) or governing statue(s) listed below. The funding source(s) and governing statute(s) authorize County to use these monies to provide Program Services.

5.1.4.2 Older Americans Act (OAA) Title III B (Supportive Services and Senior Centers) baseline funds

5.1.4.2.1 Subaward Sum: $1,300

5.1.4.2.2 Service Area: Supervisorial District 5

5.1.4.2.3 Period of Performance: July 1, 2026 – June 30, 2027 (consistent with California Department of Aging
MOU #AAA-2425-19, Funding Revision # 2627-02)
303
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 6

5.1.4.2.4 Allocation Letter: Fiscal Year 2026-27 Funding Allocations for Elderly Nutrition Program Services

5.1.4.3 OAA Title III C1 (Nutrition Services) baseline funds

5.1.4.3.1 Subaward Sum: $302,925

5.1.4.3.2 Service Area: Supervisorial District 5

5.1.4.3.3 Period of Performance: July 1, 2026 – June 30, 2027 (consistent with California Department of Aging
MOU #AAA-2425-19, Funding Revision # 2627-02)

5.1.4.3.4 Allocation Letter: Fiscal Year 2026-27 Funding Allocations for Elderly Nutrition Program Services

5.1.4.4 OAA Title III C2 (Nutrition Services) baseline funds

5.1.4.4.1 Subaward Sum: $390,000

5.1.4.4.2 Service Area: Supervisorial District 5

5.1.4.4.3 Period of Performance: July 1, 2026 – June 30, 2027 (consistent with California Department of Aging
MOU #AAA-2425-19, Funding Revision # 2627-02)

5.1.4.4.4 Allocation Letter: Fiscal Year 2026-27 Funding Allocations for Elderly Nutrition Program Services

5.1.4.5 Baseline NCC funds for ENP Congregate Meal Services

5.1.4.5.1 Subaward Sum: $78,000

5.1.4.5.2 Service Area: Supervisorial District 5

5.1.4.5.3 Period of Performance: July 1, 2026 – June 30, 2027

5.1.4.5.4 Allocation Letter: Fiscal Year 2026-27 Funding Allocations for Elderly Nutrition Program Services

5.1.4.6 Modernizing Older Californians Act (MOCA) funds for ENP Congregate Meal Services

5.1.4.6.1 Subaward Sum: $89,000

5.1.4.6.2 Service Area: Supervisorial District 5
304
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 7

5.1.4.6.3 Period of Performance: July 1, 2026 – June 30, 2027 (consistent with California Department of Aging
contract # NM-2324-19)

5.1.4.6.4 Allocation Letter: Fiscal Year 2026-27 Funding Allocations for Elderly Nutrition Program Services

5.1.4.7 MOCA funds for ENP Home-Delivered Meal Services

5.1.4.7.1 Subaward Sum: $75,000

5.1.4.7.2 Service Area: Supervisorial District 5

5.1.4.7.3 Period of Performance: July 1, 2026 – June 30, 2027 (consistent with California Department of Aging
contract # NM-2324-19)

5.1.4.7.4 Allocation Letter: Fiscal Year 2026-27 Funding Allocations for Elderly Nutrition Program Services

5.1.4.8 Nutrition Services Incentive Program (NSIP) C1 funds for ENP Congregate Meal Services

5.1.4.8.1 Subaward Sum: $24,980

5.1.4.8.2 Service Area: Supervisorial District 5

5.1.4.8.3 Period of Performance: July 1, 2026 – June 30, 2027 (consistent with California Department of Aging
MOU #AAA-2425-19, Funding Revision # 2627-02)

5.1.4.8.4 Allocation Letter: Fiscal Year 2026-27 Funding Allocations for Elderly Nutrition Program Services

5.1.4.9 NSIP C2 funds for ENP Home-Delivered Meal Services

5.1.4.9.1 Subaward Sum: $15,732

5.1.4.9.2 Service Area: Supervisorial District 5

5.1.4.9.3 Period of Performance: July 1, 2026 – June 30, 2027 (consistent with California Department of Aging
MOU #AAA-2425-19, Funding Revision # 2627-02)

5.1.4.9.4 Allocation Letter: Fiscal Year 2026-27 Funding Allocations for Elderly Nutrition Program Services
305
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 8
VII. Subparagraph 5.5.7 (Subaward-Related Documents) is deleted in its entirety and replaced as follows:

5.5.7 Subaward-Related Documents

5.5.7.1 Subrecipient must complete all Subaward-related documents in accordance with the requirements noted on each such
document, as directed by County, and pursuant to Program guidelines. Subrecipient's failure to timely submit Subawardrelated documents that are accurate and complete, as requested or required by County, may result in suspension of payments to Subrecipient or other remedies provided by law or under this Subaward. Such documents must include, but are not limited to, the documents outlined in Subparagraph 9.20 (Subaward Document Deliverables), Subparagraph 9.21
(Fiscal Reporting Requirements) and the following: Exhibit A (Statement of Work and Attachments), Attachment 7 (Site Summary) and Attachment 8 (Route Summary); Budget
exhibit(s); Mandated Program Services exhibit(s); Exhibit E (Subrecipient's Administration); Exhibit F1 (Subrecipient Acknowledgement and Confidentiality Agreement); Exhibit L (California Civil Rights Laws Certification); Exhibit M (FEMA Provisions) (applicable only when Subaward Sums include FEMA funds); Exhibit O (Subrecipient's Compliance with
Encryption Requirements); Exhibit R (Joint Funding Revenue Disclosure); Exhibit T (List of Lower Tier Subawards); and Exhibit U (Certification of Compliance with County’s Defaulted Property Tax Reduction Program).

VIII. Subparagraph 5.6 (COST OF LIVING ADJUSTMENTS (COLA’s)) is deleted in its entirety and replaced as follows:

5.6 UNRESOLVED DISALLOWED COSTS

5.6.1 Subrecipient (that is, “Contractor”) must not invoice the County for disallowed costs under the Subaward (that is, “Contract”).

Correspondingly, the Contractor must not have unresolved disallowed costs in excess of One Hundred Thousand Dollars ($100,000) that have been confirmed as disallowed costs by the contracting County department and remain unpaid for a period of six (6) months or more from the date of an Auditor-Controller (A-C) Report. Unless such disallowed costs are the subject of current good faith negotiations, as determined in the sole discretion of the County, non-compliance by Contractor
regarding this provision will constitute a material breach of Contract and may result in termination for default, in addition to 306
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 9
any other remedies available to the County. Further, if Contractor has been determined to have unresolved disallowed costs in excess of $100,000 for longer than six months since the date of the A-C Report, they will be disqualified from future County solicitations unless such disallowed costs are the subject of good faith negotiations to resolve the disallowed costs, in the sole opinion of the County, or have been resolved.

IX. Subparagraph 5.7 (LIMITATIONS ON USE OF SUBAWARD SUMS) is deleted in its entirety and replaced as follows:

5.7 COST OF LIVING ADJUSTMENTS (COLA’s)

5.7.1 If requested by Subrecipient, prior to the renewal of a Subaward option year, the Subaward amount (hourly, daily, monthly or Unit Rate) for the additional option year periods identified in Subparagraph 4.2 (Term of Subaward) may, at the sole discretion of County, be increased annually based on the most recent published percentage change in the United States Department of Labor, Bureau of Labor Statistics' Consumer Price Index for Urban Consumers (CPI-U) for the Los AngelesLong Beach-Anaheim Area for the 12-month period preceding the Subaward commencement anniversary date, which will be the effective date for any Cost of Living Adjustment (COLA).

However, any increase must not exceed the general salary movement granted to County employees as determined by the Chief Executive Officer as of each July 1 for the prior 12-month period. Furthermore, should fiscal circumstances ultimately prevent the Board from approving any increase in County employee salaries, no COLA will be granted. Before any COLA increase will take effect and become part of the Subaward, it will require a written amendment to the Subaward first, that has been formally approved and executed by the parties. To
request a COLA, Subrecipient must submit a written request along with appropriate justification to the Contract Analyst 60 days prior to “the Subaward anniversary date” or “exercising the additional option year periods identified in Subparagraph

4.2”. At no time will any increase in the Subaward hourly, daily, monthly or Unit Rate amount, or COLA adjustment, ever result in the Subaward Sum exceeding the Subaward Sum or
Maximum Subaward Sum.
307
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 10
X. Subparagraph 5.8 (OTHER SUBAWARDS) is deleted in its entirety and replaced as follows:

5.8 DEFAULT METHOD OF PAYMENT: DIRECT DEPOSIT OR

ELECTRONIC FUNDS TRANSFER

5.8.1 County, at its sole discretion, has determined that the most efficient and secure default form of payment for goods and/or services provided under an agreement/Subaward (that is, "Contract") with County will be Electronic Funds Transfer (EFT) or direct deposit, unless an alternative method of payment is deemed appropriate by the Auditor-Controller (A-C).

5.8.2 Subrecipient (that is, "Contractor") must submit a direct deposit authorization request via the website
https://directdeposit.lacounty.gov with banking and Contractor information, and any other information that the A-C determines is reasonably necessary to process the payment and comply with all accounting, record keeping, and tax reporting
requirements.

5.8.3 Any provision of law, grant, or funding agreement requiring a specific form or method of payment other than EFT or direct deposit will supersede this requirement with respect to those payments.

5.8.4 At any time during the duration of the Contract, Contractor may submit a written request for an exemption to this requirement.

Such request must be based on specific legal, business, or operational needs and explain why the payment method
designated by the A-C is not feasible and an alternative is necessary. The A-C, in consultation with County, will decide whether to approve exemption requests.

XI. Subparagraph 5.9 (JOINT FUNDING REVENUES) is deleted in its entirety and replaced as follows:

5.9 LIMITATIONS ON USE OF SUBAWARD SUMS

5.9.1 Subaward Sums may only be used for the purposes set forth herein, and must be consistent with the statutory authority for the Program.

5.9.2 Expenditures made by Subrecipient in the operation of this Subaward must be in compliance and in conformity with Title 45 Code of Federal Regulations Part 75 et seq. and Title 2 Code of Federal Regulations Part 200 et seq. Subrecipient must comply with the Administrative Requirements and Cost 308
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 11
Principles which are outlined in Exhibit Q (Accounting, Administration and Reporting Requirements), and must adhere to the strict administrative and fiscal standards described therein. Subrecipient will be responsible for obtaining Title 45 Code of Federal Regulations Part 75 et seq. and Title 2 Code of Federal Regulations Part 200 et seq., which are available via the Internet at eCFR :: 45 CFR Part 75 -- Uniform
Administrative Requirements, Cost Principles, and Audit Requirements for HHS Awards and eCFR :: Title 2 of the CFR -- Federal Financial Assistance. Subrecipient must also comply with the applicable requirements and standards
referred to in Title 45 Code of Federal Regulations Part 1321.5 (Grants to State and Community Programs on Aging).

5.9.3 Limitations on Subaward Sums

5.9.3.1 Subrecipient will not be paid for any Subaward
expenditures that exceed the Subaward Sum
allocated for any Fiscal Year under this Subaward.

County has no obligation, whatsoever, to pay for
any expenditures that exceed this Subaward Sum.

Any expenditures that exceed such Subaward
Sum will become the sole fiscal responsibility of
Subrecipient.

5.9.3.2 Subrecipient must only expend the Subaward Sum
during the Fiscal Year for which it is allocated.

Should County exercise its option to extend this
Subaward and Subrecipient does not expend
funding up to the Subaward Sum appropriated for
the Fiscal Year, that unspent amount will not carry
forward (or roll-over) to the following Fiscal Year.

5.9.4 Prohibitions on Subaward Sums

5.9.4.1 Subrecipient must comply with Public Law (PL)
101-121 (Title 31 United States Code Section
1352), its amendments or revisions, and any
implementing regulations, prohibiting the use of
Federal money to influence or attempt to influence
a member of Congress, Congressional staff, or a
Federal employee to award, make or amend any
Federal subaward, grant, loan, or cooperative
agreement. Subrecipient must also comply with all
certification and disclosure requirements of PL
101-121, its amendments, revisions, and
implementing regulations, and must provide
309
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 12
assurance that all Lower Tier Subrecipients under
this Subaward also fully comply with such
certification and disclosure requirements.

5.9.4.2 No materials, property, or Services contributed to County or Subrecipient under this Subaward will
be used in the performance of any of the following:
any political activity; the election of any candidate
or the defeat of any candidate for public office; and,
the transportation of any voters or prospective
voters to polls or other similar assistance in
connection with an election or any voter
registration activity.

5.9.4.3 Subaward Sums may not be used for matching
funds for any Federal, State, County, or local
grants/cooperative agreements, lobbying or
intervention in Federal regulatory or adjudicatory
proceedings.

5.9.4.4 Subaward Sums may not be used to sue the
Federal government or any other government
entity.

5.9.4.5 Pre-award costs are not an allowable use for
Subaward Sums.

5.9.4.6 Subrecipient and any approved Lower Tier
Subrecipient(s) must comply with Governor's
Executive Order 2-18-2011, which bans
expenditures on promotional and marketing items
colloquially known as "S.W.A.G." or "Stuff We All
Get".

XII. Subparagraph 5.10.4 is deleted in its entirety and replaced as follows:

5.10.4 Federal Award Identification Number (FAIN):

5.10.4.1 July 1, 2025 – June 30, 2026: 2501CAOASS-00;
2501CAOACM-00; 2501CAOAHD-00; and 2501CAOANS-00

5.10.4.2 July 1, 2026 – June 30, 2027: 2601CAOASS-00;
2601CAOACM-00; 2601CAOAHD-00; and 2601CAOANS-00
310
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 13
XIII. Subparagraph 5.10.5 is deleted in its entirety and replaced as follows:

5.10.5 Federal Award Dates

5.10.5.1 July 1, 2025

5.10.5.2 July 1, 2026
XIV. Subparagraph 5.10.6 is deleted in its entirety and replaced as follows:

5.10.6 Subaward Period of Performance Start and End Dates

5.10.6.1 July 1, 2025 – June 30, 2026

5.10.6.2 July 1, 2026 – June 30, 2027
XV. Subparagraph 5.10.7 is deleted in its entirety and replaced as follows:

5.10.7 Amount of Federal Funds Obligated by this Action:

5.10.7.1 Original Subaward: $690,000

5.10.7.1.1 Original baseline funds: $600,600

5.10.7.1.2 MOCA funds: $89,400 (State funds)

5.10.7.2 Amendment One: $382,630

5.10.7.2.1 Additional baseline NCC funds: $87,000

5.10.7.2.2 NSIP funds: $45,630

5.10.7.2.3 Additional MOCA funds: $250,000 (State funds)

5.10.7.3 Amendment Two: $200,000

5.10.7.4 Amendment Three: $87,500 (State funds)

5.10.7.5 Amendment Four: $976,937

5.10.7.5.1 OAA baseline funds: $694,225

5.10.7.5.2 NCC funds: $78,000

5.10.7.5.3 MOCA funds: $164,000 (State funds)

5.10.7.5.4 NSIP funds: $40,712
311
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 14
XVI. Subparagraph 5.10.8 is deleted in its entirety and replaced as follows:

5.10.8 Total Amount of Federal Funds Obligated to Subrecipient (Subaward Sum):

5.10.8.1 Subaward Sum Year 1: $933,230 (funds identified in Subparagraphs 5.10.7.1.2, 5.10.7.2.3, and 5.10.7.4 are
excluded)

5.10.8.2 Subaward Sum Year 2: $812,937 (funds identified in Subparagraph 5.10.7.5.3 are excluded)
XVII. Subparagraph 5.10.9 is deleted in its entirety and replaced as follows:

5.10.9 Total Amount of Federal Award (Maximum Subaward Sum): $1,746,167 (funds identified in Subparagraphs 5.10.7.1.2, 5.10.7.2.3, 5.10.7.4, and 5.10.7.5.3 are excluded)
XVIII. Subparagraph 5.10.10 is deleted in its entirety and replaced as follows:

5.10.10 Federal Award Project Description

5.10.10.1 July 1, 2025 – June 30, 2026: Federal Title IIIB 3BSL; Federal Title IIIC1 3C1L; NSIP C1 NC1L; Federal Title IIIC2 3C2L and NSIP C2 NC2L

5.10.10.2 July 1, 2026 – June 30, 2027: Federal Title IIIB 3BSL; Federal Title IIIC1 3C1L; NSIP C1 NC1L; Federal Title IIIC2 3C2L and NSIP C2 NC2L
XIX. Subparagraph 5.13 (DEFAULT METHOD OF PAYMENT: DIRECT DEPOSIT OR ELECTRONIC FUNDS TRANSFER) is deleted in its entirety and replaced as follows:

5.13 OTHER SUBAWARDS

5.13.1 Subrecipient must immediately notify County's Contract Manager in writing of any contracts between Subrecipient and other public or private organizations which directly impact activities funded under this Subaward. A copy of any such contracts must be kept on file at Subrecipient's offices and must be provided to County upon request. Subrecipient must also immediately notify County's Contract Manager in writing of any default, termination, or finding of withheld payments under such contracts between Subrecipient and other public or private organizations which directly impact activities funded under this Subaward.
312
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 15

5.13.2 Subrecipient warrants that no other funding source will be billed for Services that are provided to and paid for by County under this Subaward.

XX. Subparagraph 5.14 (JOINT FUNDING REVENUES) is added as follows:

5.14 JOINT FUNDING REVENUES

5.14.1 Funds made available under this Subaward will supplement and not supplant any other Federal, State, or local funds expended by Subrecipient to provide Program Services.

Subrecipient certifies that it has applied, or expects to apply, to offset in whole or in part, any of the costs incurred by Subrecipient in conducting current or prospective projects or business activities, including, but not necessarily limited to, the project or business activity which is the subject of this Subaward. To this end, Subrecipient must complete Exhibit R (Joint Funding Revenue Disclosure) prior to the
commencement of this Subaward (and annually thereafter).

Subrecipient must submit the completed Exhibit R (Joint Funding Revenue Disclosure) to County's Contract Manager in the time and manner as designated by County.

XXI. Subparagraph 7.6.2 is deleted in its entirety and replaced as follows:

7.6.2 Subrecipient must indemnify, defend, and hold harmless County, its officers, employees, and agents, from and against any and all claims, demands, damages, liabilities, losses, costs and expenses, including, without limitation, defense costs and legal, accounting and other expert, consulting, or professional fees, arising from, connected with, or related to any failure by Subrecipient, its officers, employees, agents, or Lower Tier Subrecipients, to comply with this Subparagraph, Exhibit F1 (Subrecipient Acknowledgement and Confidentiality Agreement), and Exhibit H (Business Associate Agreement Under the Health Insurance Portability and Accountability Act of 1996 (HIPAA)), as determined by County in its sole judgment. Any legal defense pursuant to Subrecipient's indemnification obligations under this Subparagraph will be conducted by Subrecipient and performed by counsel selected by Subrecipient and approved by County.

Notwithstanding the preceding sentence, County will have the right to participate in any such defense at its sole cost and expense, except that in the event Subrecipient fails to provide County with a full and adequate defense, as determined by County in its sole judgment, County will be entitled to retain its own counsel, including, without limitation, County Counsel, and to reimbursement from Subrecipient for all such costs and expenses incurred by County in doing so. Subrecipient will not have the 313
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 16
right to enter into any settlement, agree to any injunction, or make any admission, in each case, on behalf of County without County's prior written approval.

XXII. The heading of Subparagraph 8.10 is amended to read as ‘CONSIDERATION OF

HIRING COUNTY EMPLOYEES TARGETED FOR LAYOFFS OR WHO ARE ON A COUNTY RE-EMPLOYMENT LIST’ in lieu of ‘CONSIDERATION OF HIRING COUNTY EMPLOYEES TARGETED FOR LAYOFFS OR ARE ON A COUNTY REEMPLOYMENT LIST’. Except as expressly amended herein, Subparagraph 8.10 remains unchanged and in full force and effect.

XXIII. Subparagraph 8.13 (CONTRACTOR’S ACKNOWLEDGEMENT OF COUNTY'S COMMITMENT TO THE SAFELY SURRENDERED BABY LAW) is deleted in its entirety and replaced as follows:

8.13 CONTRACTOR'S ACKNOWLEDGEMENT AND NOTICE TO ITS

EMPLOYEES OF THE SAFELY SURRENDERED BABY LAW

8.13.1 Subrecipient (that is, "Contractor") acknowledges that County places a high priority on the implementation of the Safely Surrendered Baby Law. Contractor must notify and provide to its employees and will require each Lower Tier Subrecipient (that is, “Subcontractor”) to notify and provide to its employees, a Fact Sheet regarding the Safely Surrendered Baby Law, its implementation in Los Angeles County, and information on where and how to safely surrender a baby. Additionally, Contractor understands that it is County’s policy to encourage all County contractors to voluntarily post County’s “Safely Surrendered Baby Law Poster” (available in
English/Spanish/Chinese/Korean) in a prominent position at Contractor’s place of business. Contractor will also encourage any approved subcontractors, if any, to post this poster in a prominent position in the subcontractor’s place of business.

8.13.2 Contractor and its subcontractor(s) can access posters and other program material at babysafela.org.

XXIV. Subparagraph 8.14 (CONTRACTOR'S WARRANTY OF ADHERENCE TO COUNTY'S CHILD SUPPORT COMPLIANCE PROGRAM) is deleted in its entirety and replaced as follows:

8.14 CONTRACTOR'S WARRANTY OF ADHERENCE TO COUNTY'S CHILD

SUPPORT COMPLIANCE PROGRAM

8.14.1 Subrecipient (that is, "Contractor") acknowledges that County has established a goal of ensuring that all individuals who benefit 314
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 17
financially from County through contracts are in compliance with their court-ordered child, family and spousal support obligations in order to mitigate the economic burden otherwise imposed upon County and its taxpayers.

8.14.2 As required by County's Child Support Compliance Program (County Code Chapter 2.200) and without limiting Contractor's duty under this Subaward (that is, "Contract") to comply with all applicable provisions of law, Contractor warrants that it is now in compliance and will during the term of this Contract maintain compliance with employment and wage reporting requirements as required by the Federal Social Security Act (42 USC Section 653a) and California Unemployment Insurance Code Section 1088.5, and will implement all lawfully served Wage and Earnings Withholding Orders or Child Support Services Department Notices of Wage and Earnings Assignment for Child, Family or Spousal Support, pursuant to Code of Civil Procedure Section 706.031 and Family Code Section 5246(b).

XXV. Subparagraph 8.24.8 (Waivers of Subrogation) is deleted in its entirety and replaced as follows:

8.24.8 Waivers of Subrogation

8.24.8.1 To the fullest extent permitted by law, Subrecipient hereby waives its rights and its insurer(s)' rights of recovery against County under all the Required Insurance for any loss arising from or relating to this Subaward. Subrecipient must require its insurers to execute any waiver of subrogation
endorsements which may be necessary to effectuate such
waiver.

XXVI. Subparagraph 8.28.7 is deleted in its entirety and replaced as follows:

8.28.7 If County finds that any provisions of this Subparagraph 8.28 have been violated, such violation will constitute a material breach of this Contract upon which County may terminate or suspend this Contract. While County reserves the right to determine independently that the antidiscrimination provisions of this Contract have been violated, in addition, a determination by the California Civil Rights Department or the Federal Equal Employment Opportunity Commission that Contractor has violated Federal, or State anti-discrimination laws or regulations will constitute a finding by County that Contractor has violated the anti-discrimination provisions of this Contract.
315
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 18
XXVII. Subparagraph 8.33 (NOTICE TO EMPLOYEES REGARDING THE SAFELY SURRENDERED BABY LAW) is deleted in its entirety, and all subsequent subparagraphs are renumbered accordingly. All references thereto are revised to reflect such renumbering.

XXVIII. Subparagraph 8.36 (PUBLIC RECORDS ACT) is deleted in its entirety, replaced, and renumbered as follows:

8.35 PUBLIC RECORDS ACT

8.35.1 Any documents submitted by Subrecipient, all information obtained in connection with County's right to audit and inspect Subrecipient's documents, books, and accounting records pursuant to Subparagraph 8.37 (Record Retention, Inspection and Audit Settlement), as well as those documents which were required to be submitted in response to the solicitation used to procure this Subaward, become the exclusive
property of County. All such documents become a matter of public record and will be regarded as public records except for those documents determined to be non-disclosable or exempt pursuant to California Government Code Section 7921 et seq. and which are marked "trade secret", "confidential" or
"proprietary". County will not in any way be liable or
responsible for the disclosure of any such records including, without limitation, those so marked, if disclosure is required by law, or by an order issued by a court of competent jurisdiction.

8.35.2 In the event County is required to defend an action on a Public Records Act request for any of the aforementioned
documents, information, books, records, and/or contents of a proposal marked "trade secret", "confidential" or "proprietary", Subrecipient agrees to defend and indemnify County from all costs and expenses, including reasonable attorney's fees, in an action or liability arising under the California Public Records Act.

XXIX. Subparagraph 8.41 (TERMINATION FOR BREACH OF WARRANTY TO MAINTAIN COMPLIANCE WITH COUNTY’S CHILD SUPORT COMPLIANCE PROGRAM) is deleted in its entirety, replaced, and renumbered as follows:

8.40 TERMINATION FOR BREACH OF WARRANTY TO MAINTAIN

COMPLIANCE WITH COUNTY'S CHILD SUPPORT COMPLIANCE

PROGRAM

8.40.1 Failure of Subrecipient (that is, "Contractor") to maintain compliance with the requirements set forth in Subparagraph 316
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 19

8.14 (Contractor's Warranty of Adherence to County's Child Support Compliance Program), will constitute default under this Subaward (that is, "Contract"). Without limiting the rights and remedies available to County under any other provision of this Contract, failure of Contractor to cure such default within ninety (90) calendar days of written notice will be grounds upon which County may terminate this Contract pursuant to
Subparagraph 8.42 (Termination for Default) and pursue
debarment of Contractor, pursuant to County Code Chapter

2.202.

XXX. Subparagraph 8.42 (TERMINATION FOR CONVENIENCE) is deleted in its entirety, replaced, and renumbered as follows:

8.41 TERMINATION FOR CONVENIENCE

8.41.1 County may terminate this Subaward, in whole or in part, from time to time or permanently, when such action is deemed by County, in its sole discretion, to be in its best interest.

Termination of Work hereunder will be effectuated by notice of termination to Subrecipient specifying the extent to which performance of Work is terminated and the date upon which such termination becomes effective. The date upon which such termination becomes effective will be no less than thirty (30) calendar days after the notice is sent.

8.41.2 After receipt of a notice of termination and except as otherwise directed by County, Subrecipient must:

8.41.2.1 Stop Work under this Subaward on the date and to the extent specified in such notice;

8.41.2.2 Transfer title and deliver to County all completed Work and Work in progress.

8.41.3 All material including books, records, documents, or other evidence bearing on the costs and expenses of Subrecipient under this Subaward must be maintained by Subrecipient in accordance with Subparagraph 8.37 (Record Retention,
Inspection and Audit Settlement).

XXXI. Subparagraph 8.43 (TERMINATION FOR DEFAULT) is deleted in its entirety, replaced, and renumbered as follows:

8.42 TERMINATION FOR DEFAULT
317
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 20

8.42.1 County may, by written notice to Subrecipient, terminate the whole or any part of this Subaward, if, in the judgment of County:

8.42.1.1 Subrecipient has materially breached this Subaward; or

8.42.1.2 Subrecipient fails to timely provide and/or
satisfactorily perform any task, deliverable, Service,
or other work required under this Subaward; or

8.42.1.3 Subrecipient fails to demonstrate a high probability of timely fulfillment of performance requirements under
this Subaward, or of any obligations of this Subaward
and in either case, fails to demonstrate convincing
progress toward a cure within five (5) business days
(or such longer period as County may authorize in
writing) after receipt of written notice from County
specifying such failure.

8.42.2 In the event that County terminates this Subaward in whole or in part as provided in Subparagraph 8.42.1, County may
procure, upon such terms and in such manner as County may deem appropriate, goods and Services similar to those so terminated. Subrecipient will be liable to County for any and all excess costs incurred by County, as determined by County, for such similar goods and Services. Subrecipient will continue the performance of this Subaward to the extent not terminated under the provisions of this Subparagraph 8.42.

8.42.3 Except with respect to defaults of any Lower Tier Subrecipient, Subrecipient will not be liable for any such excess costs of the type identified in Subparagraph 8.42.2 if its failure to perform this Subaward arises out of causes beyond the control and without the fault or negligence of Subrecipient. Such causes may include, but are not limited to acts of nature or of the public enemy, acts of County in either its sovereign or contractual capacity, acts of Federal or State governments in their sovereign capacities, fires, floods, epidemics, quarantine restrictions, strikes, freight embargoes, and unusually severe weather; but in every case, the failure to perform must be beyond the control and without the fault or negligence of Subrecipient. If the failure to perform is caused by the default of a Lower Tier Subrecipient, and if such default arises out of causes beyond the control of both Subrecipient and Lower Tier Subrecipient, and without the fault or negligence of either of them, Subrecipient will not be liable for any such excess costs 318
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 21
for failure to perform, unless the goods or Services to be furnished by the Lower Tier Subrecipient were obtainable from other sources in sufficient time to permit Subrecipient to meet the required performance schedule. As used in this
Subparagraph 8.42, the term "Lower Tier Subrecipient(s)" means Lower Tier Subrecipient(s) at any tier.

8.42.4 If, after County has given notice of termination under the provisions of this Subparagraph 8.42, it is determined by County that Subrecipient was not in default under the
provisions of this Subparagraph 8.42, or that the default was excusable under the provisions of Subparagraph 8.42.3, the rights and obligations of the parties will be the same as if the notice of termination had been issued pursuant to
Subparagraph 8.41 (Termination for Convenience).

8.42.5 The rights and remedies of County provided in this Subparagraph 8.42, will not be exclusive and are in addition to any other rights and remedies provided by law or under this Subaward.

XXXII. Subparagraph 8.49 (WAIVER) is deleted in its entirety, replaced, and renumbered as follows:

8.48 WAIVER

8.48.1 No waiver by the County of any breach of any provision of this Subaward will constitute a waiver of any other breach or of such provision. Failure of the County to enforce at any time, or from time to time, any provision of this Subaward will not be construed as a waiver thereof. The rights and remedies set forth in this Subparagraph 8.48 will not be exclusive and are in addition to any other rights and remedies provided by law or under this Subaward.

XXXIII. Subparagraph 8.56 (COMPLIANCE WITH FAIR CHANCE EMPLOYMENT PRACTICES) is deleted in its entirety, replaced, and renumbered as follows:

8.55 COMPLIANCE WITH FAIR CHANCE EMPLOYMENT HIRING

PRACTICES

8.55.1 Subrecipient (that is, "Contractor"), and its Lower Tier Subrecipient(s) must comply with fair chance employment hiring practices set forth in California Government Code Section 12952, the California Code of Regulations Section 11017.1, and County Code Chapter 8.300 (Fair Chance Ordinance for
319
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 22
Employers). Contractor, and its subcontractor(s), can access fair chance employment resources, including a Fair Chance Fact Sheet and Workplace Posters (English/Spanish), and other program material at https://dcba.lacounty.gov/fairchance/.

Additional compliance resources, including an Employer Toolkit (Fair Chance Hiring: An Employer’s Guide to Hiring SystemImpacted Individuals), can be accessed at https://opportunity.lacounty.gov/fair-chance-hiring-campaign/.

8.55.2 Subrecipient’s violation of this paragraph of the Subaward may constitute a material breach of the Subaward. In the event of such material breach, County may, in its sole discretion, issue administrative penalties and/or seek additional remedies as provided within Section 8.300.100 of the Fair Chance
Ordinance for Employers, and/or terminate the Subaward.

XXXIV. Subparagraph 8.59 (INJURY AND ILLNESS PREVENTION PROGRAM) is deleted in its entirety, replaced, and renumbered as follows:

8.58 INJURY AND ILLNESS PREVENTION PROGRAM

8.58.1 Subrecipient will be required to comply with the State of California’s Cal OSHA’s regulations. California Code of Regulations Title 8 Section 3203 requires all California employers to have a written, effective Injury and Illness Prevention Program (IIPP) that addresses hazards pertaining to the particular workplace covered by the program.

XXXV. Subparagraph 8.60 (COMPAIGN CONTRIBUTION PROHIBITION FOLLOWING FINAL DECISION IN SUBAWARD PROCEEDING) is deleted in its entirety, replaced, and renumbered as follows:

8.59 CAMPAIGN CONTRIBUTION PROHIBITION FOLLOWING FINAL

DECISION IN SUBAWARD PROCEEDING

8.59.1 Pursuant to Government Code Section 84308, Subrecipient and its Lower Tier Subrecipients, are prohibited from making a contribution of more than $500 to a County officer for twelve (12) months after the date of the final decision in the proceeding involving this Subaward. Failure to comply with the provisions of Government Code Section 84308 and of this Subparagraph, may be a material breach of this Subaward as determined in the sole discretion of the County.
320
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 23
XXXVI. Subparagraph 9.3 (Contractor’s Charitable Activities Compliance) is deleted in its entirety and replaced as follows:

9.3 CONTRACTOR'S CHARITABLE ACTIVITIES COMPLIANCE

9.3.1 County seeks to ensure that all County contractors which receive or raise charitable contributions comply with California law, including the “Nonprofit Integrity Act of 2004”, as approved and codified in California Government Code, Sections 12580- 12599.10, in order to protect the County and its taxpayers. The Supervision of Trustees and Fundraisers for Charitable
Purposes Act regulates entities receiving or raising charitable contributions. Subrecipient (that is, “Contractor”) which receives or raises charitable contributions without complying with its obligations under California law commits a material breach subjecting it to either Subaward (that is, “Contract”) termination or debarment proceedings or both. (County Code Chapter 2.202)
XXXVII. Subparagraph 9.4 (HEALTH INSURANCE PORTABILITY AND ACCOUNTABILITY ACT OF 1996 (HIPAA) is deleted in its entirety and replaced as follows:

9.4 HEALTH INSURANCE PORTABILITY AND ACCOUNTABILITY ACT OF 1996 (HIPAA)

9.4.1. The County is subject to the Administrative Simplification requirements and prohibitions of the Health Insurance
Portability and Accountability Act of 1996, Public Law 104-191 (HIPAA), and regulations promulgated thereunder, including the Privacy, Security, Breach Notification, and Enforcement Rules at 45 Code of Federal Regulations (C.F.R.) Parts 160 and 164 (collectively, the “HIPAA Rules”). Under this Contract, the Contractor provides services to the County and the Contractor creates, has access to, receives, maintains, or transmits Protected Health Information as defined in Exhibit H (Business Associate Under Health Insurance Portability and
Accountability Act of 1996 ("HIPAA")) in order to provide those services. The County and the Contractor therefore agree to the terms of Exhibit H (Business Associate Under Health Insurance Portability and Accountability Act of 1996 ("HIPAA")).
321
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 24
XXXVIII. Subparagraph 9.17.1 is deleted in its entirety and replaced as follows:

9.17.1 In the course of completing the Work and providing Services under this Subaward, Subrecipient must use any Information Technology Systems (ITS) developed for or by Subrecipient, as required by County in order to provide any and all services under this Subaward. This Subparagraph 9.17 and Exhibit I (Information Security and Privacy Requirements) set forth the requirements for the ITS which Subrecipient must use. This Subparagraph 9.17 and Exhibit I (Information Security and Privacy Requirements) also set forth the security procedures for these systems which Subrecipient must have in place by the effective date of this Subaward and which Subrecipient must maintain throughout the Subaward term. They present a minimum standard only. Subrecipient must implement appropriate administrative, physical, and technical measures to secure its systems and data to protect and ensure the privacy, confidentiality, integrity, and availability of County Information Assets (PSCI) as defined in Subparagraph 9.17.5 (County Information Assets) against internal and external threats, vulnerabilities, and risks. Subrecipient must also continuously review and revise those measures to address ongoing threats, vulnerabilities, and risks.

XXXIX. Subparagraph 9.17.2 is deleted in its entirety and replaced as follows:

9.17.2 Subrecipient must comply with the requirements set forth in Exhibit I (Information Security and Privacy Requirements). Subrecipient's failure to comply with the minimum standards set forth herein will constitute a material, non-curable breach of this Subaward, entitling County, in addition to and cumulative of all other remedies available to it at law, in equity, or under this Subaward, to immediately terminate this Subaward.

XL. Subparagraph 9.17.10 is deleted in its entirety and replaced as follows:

9.17.10 Subrecipient must ensure that any approved Lower Tier Subrecipient(s) adheres to all of the provisions included in this Subparagraph 9.17 and Exhibit I (Information Security and Privacy Requirements).

XLI. Subparagraph 9.26 is added as follows:

9.26 Space Use Agreements (For Third-Party Events)

9.26.1 Subrecipient will comply with the zero waste events requirements in Board Policy 3.185, Reduce Single – Use Plastics.
322
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 25
XLII. Paragraph 10.0 (SURVIVAL) is deleted in its entirety and replaced as follows:

10.0 SURVIVAL

10.1 In addition to any terms and conditions of this Subaward that expressly survive expiration or termination of this Subaward by their terms, the following provisions will survive the expiration or termination of this Subaward for any reason:

Paragraph 1.0 (Applicable Documents)
Paragraph 2.0 (Definitions and Headings)
Paragraph 3.0 (Work)
Subparagraph 5.4 (No Payment for Services Provided
Following Expiration or Termination of
Subaward)
Subparagraph 7.6 (Confidentiality)
Subparagraph 8.1 (Amendments)
Subparagraph 8.2 (Assignment and Delegation/Mergers or
Acquisitions)
Subparagraph 8.6 (Compliance with Applicable Laws)
Subparagraph 8.19 (Fair Labor Standards)
Subparagraph 8.20 (Force Majeure)
Subparagraph 8.21 (Governing Law, Jurisdiction, and
Venue)
Subparagraph 8.23 (Indemnification)
Subparagraph 8.24 (General Provisions for all Insurance Coverage)
Subparagraph 8.25 (Insurance Coverage)
Subparagraph 8.26 (Liquidated Damages)
Subparagraph 8.37 (Record Retention and Inspection and
Audit Settlement)
Subparagraph 8.41 (Termination for Convenience)
Subparagraph 8.42 (Termination for Default)
323
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 26
Subparagraph 8.47 (Validity)
Subparagraph 8.48 (Wavier)
Subparagraph 8.57 (Prohibition from Participation in Future Solicitation(s))
Subparagraph 8.59 (Campaign Contribution Prohibition
Following Final Decision in Subaward
Proceeding)
Subparagraph 9.2 (Ownership of Materials, Software and
Copyright)
Subparagraph 9.3 (Patent, Copyright and Trade Secret
Indemnification)
Subparagraph 9.17 (Information Technology, Security and Privacy Requirements)
Subparagraph 9.17.5 (Data Destruction)
Paragraph 10.0 (Survival)
XLIII. Exhibit A (Statement of Work and Attachments), Subparagraph 10.6.6 is deleted in its entirety and replaced as follows:

10.6.6 Quality Assurance meetings can also be included to discuss Congregate Meal site audits, Home-Delivered Meal route audits, Caterer audits, central kitchen audits, menu changes, suggested voluntary contributions, and problems occurring at Congregate Meal sites.

XLIV. Exhibit A (Statement of Work and Attachments), Subparagraph 10.17.1.11 is deleted in its entirety and replaced as follows:

10.17.1.11 Subrecipient must not use any of the following practices as it relates to voluntary contributions and/or share of costs.

10.17.1.11.1 Requesting Clients to assist in the share of cost to the Program.

10.17.1.11.2 Tracking voluntary contributions by accounts receivable.

10.17.1.11.3 Tracking voluntary contributions by individual Clients.
324
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 27

10.17.1.11.4 Using pamphlets and websites stating that
payment is required for Services or stating a
monetary amount for Services.

10.17.1.11.5 Employing tactics, in any way, that could be viewed as embarrassing and/or obligatory
requests for voluntary contributions.

10.17.1.11.6 Employing tactics such as allowing Volunteers to guard the collection boxes or having Clients sign
in and pay before receiving Services.

10.17.1.11.7 At the time of the Initial Assessment, compelling Client to pledge a particular amount as an agreed
upon voluntary contribution.

10.17.1.11.8 Using coercion to solicit voluntary contributions.

10.17.1.11.9 Using a voluntary contribution request resembling a billing statement or invoice.

10.17.1.11.10 Imposing a suggested contribution rate based on an individual’s income.

XLV. Exhibit A (Statement of Work and Attachments), Subparagraph 10.17.2.5 is deleted in its entirety and replaced as follows:

10.17.2.5 Subrecipient must separate collected contributions (voluntary contributions/fees) from Subaward funding. All contributions must be identified as Program Income and used to: increase the number of meals served, facilitate access to such meals, and to provide nutrition-related supportive services.

XLVI. “Exhibit A (Statement of Work and Attachments), Amendment 2 (Performance Requirements Summary) Revised 06/2026” is added as an addendum to "Exhibit A (Statement of Work and Attachments), Amendment 2 (Performance Requirements Summary)” and is incorporated herein by reference.

XLVII. “Exhibit B1.1 (Budget) Amendment 4 {FY 2026-27 Baseline Funding}” is added as an addendum to "Exhibit B1.1 (Budget)” and is incorporated herein by reference.

XLVIII. “Exhibit B1.2 (Budget) Amendment 4 {FY 2026-27 MOCA Funding}” is added as an addendum to "Exhibit B1.2 (Budget)” and is incorporated herein by reference.

XLIX. “Exhibit B1.3 (Budget) Amendment 4 {FY 2026-27 NSIP Funding}” is added as an addendum to "Exhibit B1.3 (Budget)” and is incorporated herein by reference. 325
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 28
L. “Exhibit B2.1 (Budget) Amendment 4 {FY 2026-27 Baseline Funding}” is added as an addendum to "Exhibit B2.1 (Budget)” and is incorporated herein by reference.

LI. “Exhibit B2.2 (Budget) Amendment 4 {FY 2026-27 MOCA Funding}” is added as an addendum to "Exhibit B2.2 (Budget)” and is incorporated herein by reference.

LII. “Exhibit B2.3 (Budget) Amendment 4 {FY 2026-27 NSIP Funding}” is added as an addendum to "Exhibit B2.3 (Budget)” and is incorporated herein by reference.

LIII. “Exhibit B3 (Budget) Amendment 4 {FY 2026-27 Baseline Funding}” is added as an addendum to ‘Exhibit B3 (Budget)” and is incorporated herein by reference.

LIV. “Exhibit C1.1 (Mandated Program Services) Amendment 4 {FY 2026-27 Baseline Funding}” is added as an addendum to "Exhibit C1.1 (Mandated Program Service)” and is incorporated herein by reference.

LV. “Exhibit C1.2 (Mandated Program Services) Amendment 4 {FY 2026-27 MOCA Funding}” is added as an addendum to "Exhibit C1.2 (Mandated Program Service)” and is incorporated herein by reference.

LVI. “Exhibit C1.3 (Mandated Program Services) Amendment 4 {FY 2026-27 NSIP Funding}” is added as an addendum to "Exhibit C1.3 (Mandated Program Service)” and is incorporated herein by reference.

LVII. “Exhibit C2.1 (Mandated Program Services) Amendment 4 {FY 2026-27 Baseline Funding}” is added as an addendum to "Exhibit C2.1 (Mandated Program Service)” and is incorporated herein by reference.

LVIII. “Exhibit C2.2 (Mandated Program Services) Amendment 4 {FY 2026-27 MOCA Funding}” is added as an addendum to "Exhibit C2.2 (Mandated Program Service)” and is incorporated herein by reference.

LIX. “Exhibit C2.3 (Mandated Program Services) Amendment 4 {FY 2026-27 NSIP Funding}” is added as an addendum to "Exhibit C2.3 (Mandated Program Service)” and is incorporated herein by reference.

LX. “Exhibit C3 (Mandated Program Services) Amendment 4 {FY 2026-27 Baseline Funding}” is added as an addendum to "Exhibit C3 (Mandated Program Service)” and is incorporated herein by reference.

LXI. “Exhibit D (County’s Administration)” is deleted in its entirety and replaced with the attached “Exhibit D (County’s Administration) (Revised 01/2026)”, which is incorporated herein by reference.
326
Elderly Nutrition Program
Subaward Number ENP252601
Amendment Four Page 29
LXII. “Exhibit E (Subrecipient’s Administration)” for FY 2026-27 is added as an addendum to “Exhibit E (Subrecipient’s Administration)” and is incorporated herein by reference.

LXIII. “Exhibit G (Safety Surrendered Baby Law)” is deleted in its entirety and replaced with the attached “Exhibit G (Intentionally Omitted)”, which is incorporated herein by reference.

LXIV. “Exhibit H (Intentionally Omitted)” is deleted in its entirety and replaced with the attached “Exhibit H (Business Associate Agreement Under the Health Insurance Portability and Accountability Act of 1996 (HIPAA))”, which is incorporated herein by reference.

LXV. “Exhibit I (Business Associate Agreement Under the Health Insurance Portability and Accountability Act of 1996 (HIPAA))” is deleted in its entirety and replaced with the attached “Exhibit I (Information Security and Privacy Requirements)”, which is incorporated herein by reference.

LXVI. “Exhibit J (Charitable Contributions Certificate)” is deleted in its entirety and replaced with the attached “Exhibit J (Intentionally Omitted)”, which is incorporated herein by reference.

LXVII. “Exhibit K (Information Security and Privacy Requirements)” is deleted in its entirety and replaced with the attached “Exhibit K (Intentionally Omitted)”, which is incorporated herein by reference.

LXVIII. “Exhibit R (Joint Funding Revenue Disclosure)” for FY 2026-27 is added as an addendum to “Exhibit R (Joint Funding Revenue Disclosure)” and is incorporated herein by reference.

LXIX. “Exhibit T (List of Lower Tier Subawards)” for FY 2026-27 is added as an addendum to “Exhibit T (List of Lower Tier Subawards)” and is incorporated herein by reference.

LXX. The “Fiscal Year 2026-27 Funding Allocations for Elderly Nutrition Program Services” funding allocation letter is incorporated herein by reference.

All other terms and conditions of the Subaward will remain in full force and effect. //
//
//
//
//
//
//
//
//
//
//
327
IN WITNESS WHEREOF, the Board of Supervisors of the County of Los Angeles has caused this Amendment Four to be subscribed on its behalf by the Director of Aging & Disabilities Department, and the Subrecipient has subscribed the same through its Authorized Representative. The Authorized Representative(s) signing on behalf of Subrecipient warrants under penalty of perjury that he or she is authorized to bind Subrecipient.

COUNTY OF LOS ANGELES

By
Maral V. Karaccusian, Director Date
County of Los Angeles
Aging & Disabilities Department

SUBRECIPIENT
City of Burbank
Subrecipient’s Legal Name
ENP252601
Subaward Number
By
Name of Authorized Date
Representative

Title
Approved as to Form:

Signature

OFFICE OF COUNTY COUNSEL
Dawyn R. Harrison, County Counsel
By
Name of Authorized Representative Date
By
Airionna S. Whitaker
Deputy County Counsel
Title

Signature

328

!"
#" $#%
&'
(#')*
+," +)
%,(-." !/!0!

1 , )23!+44
56
678
59*-2:;
=

=0,#
5
(#$#%
&'
(#')*
88" "18
3>3%
5
7

#/,0,,?2,,&(')*
"6"
3>3%-
,,"866''8'

*7(

/,0,,?2,,&(')*
"6"
3>3%

*@#/,0,,?2,,&(')*
"6"A1
3>3%-
,,"866''8'
,)*7#/,0,,?2,,&(')* "6"A
3>3%-
,,"8A'A''A

)
(

'
"6"A
3>3%
329

!
"# !
$# %$&
'(
)$(
*
+# +

&)
,-# "."/"

,.
01234
)56
*!
*
8

8/
$
2
)$%$&
'(
)$(
*
95#5:#;
<0<&
2
=

$<
>(?))
.2
'(
)$(
*
!:#:#5;
<0<&,
#5(;@(9(5@

*
=
)

<
>(?))
.2
'(
)$(
*
!:#:#
<0<&

*
4$<
>(?))
.2
'(
)$(
*
!:#9!#9;
<0<&,
#59(9(@(@9

*
=
$<
>(?))
.2
'(
)$(
*
!:#9!#9;
<0<&,
#59(9(@(@9

)

(
!:#9!#9;
<0<&
330
1 STAFF REPORT
DATE: July 21, 2026
TO: Justin Hess, City Manager
FROM: Mandip Kaur Samra, General Manager, Burbank Water and Power BY: Kyle Wilson, Assistant General Manager, Operational Technology SUBJECT: Approval and Adoption of the Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018

RECOMMENDATION
Approve and adopt the Burbank Water and Power (BWP) Physical Security Plan, in collaboration with the California Municipal Utilities Association (CMUA), as it applies to the definitions, plans, and standards set forth by the California Public Utilities Commission’s (CPUC) Decision 19-01-018, and approve implementation of the mitigating measures and expenditures.

BACKGROUND
BWP is committed to securing its distribution substations to provide safe and reliable electricity. Recognizing the importance of securing the safety and reliability of its electric system, BWP participated in the CPUC Physical Security proceeding. The effort by BWP is driven by the CMUA working group, comprising municipal utilities, to address physical security compliance and mitigation under CPUC Decision 19-01-018, “marking California as the first state in the nation to adopt rules to safeguard its electric distribution grid against terrorist attack”.

BWP engaged a leading third-party provider of security consulting and systems integration services to review BWP's substations and produce a report assessing BWP's readiness to withstand and respond to physical attacks on its distribution substations.

BWP evaluated this third-party report and subsequently prepared the BWP Physical Security Plan, which includes the six-step process BWP follows to identify, assess,

WATER AND
POWER
Consent Calendar
Item #5
document, review, validate, and repeat the security findings and recommendations to 331
2 DISCUSSION
On April 16, 2013, the Pacific Gas and Electric Company’s (PG&E) Metcalf Transmission Substation in Coyote, California (just south of San Jose) was the target of a deliberate attack resulting in damage to 17 transformers and nearby fiber-optic telecommunication cables owned by AT&T. In response to the attack, the Federal Energy Regulatory Commission (FERC) directed the North American Electric Reliability Corporation (NERC) to develop new physical security requirements, resulting in the creation of CIP-014.

At the state level, Senator Jerry Hill authored SB 699 (2014), directing the CPUC to “consider adopting rules to address the physical security risks to the distribution systems of electrical corporations.” In response to SB 699, the CPUC’s Safety and Enforcement Division, Risk Assessment and Safety Advisory Section (RASA) prepared a white paper proposing a new requirement for investor-owned utilities (IOUs) and publicly owned utilities (POUs) to develop security plans that would identify security risks to their distribution and transmission systems, and propose methods to mitigate those risks. The CPUC hosted a series of workshops to better understand the state of utility physical security protections and to seek input on refining their proposal.

In order to support statewide improvement in how utilities address distribution-level physical security risks, the California Municipal Utilities Association (CMUA), which is the statewide trade association for POUs, coordinated with the state’s IOUs to develop a comprehensive Straw Proposal (Joint IOU/POU Straw Proposal) for a process to identify at-risk facilities and, if necessary, develop physical security mitigation plans. As a member of CMUA, BWP staff participated in developing the Joint IOU/POU Straw Proposal through a CMUA working group and through direct meetings with the IOUs. The Joint POU/IOU Straw Proposal set out a process for the following:
(1) identifying if the utility has any high priority distribution facilities; (2) evaluating the potential risks to those high priority distribution facilities; (3) developing a mitigation plan for the distribution facilities where the identified risks are not effectively mitigated through existing resilience/security measures; (4) obtaining third party reviews of the mitigation plans; (5) adopting a document retention policy;
(6) ensuring a review process established by the POU governing board; and (7) implementing information sharing protocols. In early 2019, the CPUC approved Decision (D.) 19-01-018, which adopted the Joint IOU/POU Straw Proposal as modified by RASA. This decision asserted that POUs should utilize the Physical Security Plan process described therein.

BWP is following the Physical Security Plan process to reflect its existing commitment to safety and to protecting its ratepayers’ investment by taking reasonable and cost-effective comply with CPUC Decision 19-01-018.
measures to safeguard key assets of its distribution system. 332
3 BWP continues to improve the security posture of its facilities and critical systems. Efforts to update and upgrade substation security began prior to the CPUC decision. While BWP has physical protection at the perimeters of its substations with fences and walls, this report identifies specific substations that supply power to critical sites. It also provides mitigation measures required to protect against physical attacks as defined by the CPUC.

There are four substations identified in the report, each with a unique set of recommended mitigation measures that can be completed. The BWP Physical Security Plan details the required actions and measures needed to comply with all such rules, regulations, and standards.

ENVIRONMENTAL REVIEW
This activity has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, and as such, is not a “project” subject to the requirements of the California Environmental Quality Act (CEQA) 14 Cal. Code Regs § 15378. Further, even if this activity is deemed a “project” under CEQA, there is no possibility that this activity will have a significant effect on the environment and therefore, it is exempt from CEQA pursuant to 14 Cal. Code Regs. §15061.

FISCAL IMPACT
There is no fiscal impact associated with this report. Funds to support the mitigation measures proposed in the BWP Physical Security Plan ($100,000) are included in BWP’s approved Fiscal Year (FY) Capital Improvements Project Budget.

CONCLUSION
Staff recommends approval and adoption of the BWP Physical Security Plan, which identifies safety and mitigation measures and expenditures required to protect identified BWP substations against physical attacks. This will allow BWP to comply with the CPUC statutory requirement and deter possible attacks while continuing to provide reliable electrical service to the critical sites identified in the plan.

ATTACHMENT
Attachment 1 – Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
333

BURBANK WATER AND

POWER PHYSICAL

SECURITY PLAN FOR THE

CALIFORNIA PUBLIC
UTILITIES COMMISSION’S
DECISION 19-01-018
REPORT ON BWP’S PHYSICAL SECURITY PROGRAM

FOR DISTRIBUTION-LEVEL FACILITIES
July 21, 2026
Contents of this document have been redacted for review in public forum ATTACHMENT 1 A1-1
334

TABLE OF CONTENTS
I. Overview .....................................................................................................................................................4 A. Goal of Burbank Water and Power (BWP) Physical Security Plan...............................................4 B. Description of BWP ...............................................................................................................................4 C. Results of BWP Physical Security Plan Assessment..........................................................................4 II. Background ................................................................................................................................................5 III. Plan development process......................................................................................................................7 A. Physical Security Principles..................................................................................................................7 B. BWP Physical Security Plan Development Process........................................................................7 STEP 1: Assessment/Plan Development.................................................................................................7 STEP 1A: Identify Covered Distribution Facilities...................................................................................7 STEP 1B: Perform risk assessment .............................................................................................................8 STEP 1C: Develop mitigation plan ..........................................................................................................8 STEP 2: Independent review ....................................................................................................................8 STEP 3: Validation.......................................................................................................................................8 STEP 4: Adoption ........................................................................................................................................8 STEP 5: Maintenance.................................................................................................................................9 STEP 6: Repeat process.............................................................................................................................9 IV. Identification of covered distribution facilities (Step 1A)...................................................................9 A. Identification Factors ...........................................................................................................................9 B. Identification analysis...........................................................................................................................9 V. Risk assessment (Step 1B) .......................................................................................................................11 A. Methodology.......................................................................................................................................11 B. Mitigation Measures...........................................................................................................................11 C. Risk Assessment....................................................................................................................................12 ATTACHMENT 1 A1-2
335

1. REDACTED Substation ....................................................................................................................13

2. REDACTED Substation ....................................................................................................................13

3. REDACTED Substation ....................................................................................................................13

4. REDACTED Substation ....................................................................................................................13 VI. Covered Distribution Facility Mitigation plans (Step 1C)..................................................................13 A. REDACTED Mitigation Plan................................................................................................................13 B. REDACTED Mitigation Plan................................................................................................................13 C. REDACTED Mitigation Plan................................................................................................................13 D. REDACTED Mitigation Plan................................................................................................................14 VII. Independent evaluation and Response (Step 2) .............................................................................14 A. Requirements for qualified third party review...............................................................................14 B. Identification of third party reviewer ..............................................................................................14 C. Public results of third party evaluation............................................................................................15 D. BWP Response.....................................................................................................................................15 VIII. Validation (Step 3)...................................................................................................................................16 A. Selection of qualified authority........................................................................................................16 B. Results of qualified authority review................................................................................................16 C. BWP Response to qualified authority review.................................................................................16 IX. Narrative Descriptions for BWP Physical Security Plan......................................................................17 A. Asset Management program...........................................................................................................17 B. Workforce training and retention program...................................................................................17 C. Preventative maintenance plan .....................................................................................................17 ATTACHMENT 1 A1-3
336
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
4 I. OVERVIEW
A. GOAL OF BURBANK WATER AND POWER (BWP) PHYSICAL SECURITY PLAN
BWP recognizes the importance of securing the safety and reliability of its electric system and therefore participated in the California Public Utilities Commission’s (CPUC) Physical Security proceeding and has undertaken this assessment. In the spirit of continued cooperation, BWP offers the following in response to CPUC Decision 19-01-018, “marking California as the first state in the nation to adopt rules to safeguard its electric distribution grid against terrorist attack”.

Ensuring the safety of its facilities is a top priority for BWP, and BWP prioritizes safety in all aspects of its design, operation, and maintenance practices. The overarching goal of this BWP Physical Security Plan is to describe BWP’s risk management approach toward distribution system physical security, with appropriate consideration of resiliency, impact, and cost.

B. DESCRIPTION OF BWP
BWP is a community-owned utility in Burbank, California. BWP serves approximately 53,000 customers within a geographic area of nearly 17.5 miles. BWP operates nineteen (19) distribution facilities and maintains approximately 335 miles of distribution infrastructure to serve the city.

C. RESULTS OF BWP PHYSICAL SECURITY PLAN ASSESSMENT
BWP staff assessed nineteen (19) distribution facilities according to CPUC guidelines and determined four (4) substations to be Covered Distribution Facilities as defined in Section IV, Paragraph A. After evaluation, all four of these facilities were found to require a mitigation plan.

REDACTED performed an independent review of BWP’s Physical Security Plan and an onpremises evaluation of several BWP distribution facilities. Utilizing their substantial industry experience, REDACTED staff were able to identify many physical security risks to BWP’s Covered Distribution Facilities. These risks included REDACTED. Recommendations to mitigate these issues were then delivered to BWP in the form of a site assessment summary.

BWP has evaluated the findings in the site assessment summary and found the recommendations to be accurate and helpful. The findings from the site assessment have been incorporated into this plan and BWP will use the recommendations where feasible to improve the security at each Covered Distribution Facility.

ATTACHMENT 1 A1-4
337
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
5 II. BACKGROUND
On April 16, 2013, one or more individuals attacked equipment located within Pacific Gas and Electric Company’s (PG&E) Metcalf Transmission Substation, ultimately damaging seventeen (17) transformers. These individuals also cut nearby fiber-optic telecommunication cables owned by AT&T. In response to the attack, the Federal Energy Regulatory Commission (FERC) directed the North American Electric Reliability Corporation (NERC) to develop new physical security requirements, resulting in the creation of CIP-014.

At the state level, Senator Jerry Hill authored SB 699 (2014), directing the CPUC to “consider adopting rules to address the physical security risks to the distribution systems of electrical corporations.” In response to SB 699, the CPUC’s Safety and Enforcement Division, Risk Assessment and Safety Advisory Section (RASA) prepared a white paper proposing a new requirement for investor owned utilities (IOUs) and publicly owned utilities (POUs) to develop security plans that would identify security risks to their distribution and transmission systems, and propose methods to mitigate those risks. The CPUC hosted a series of workshops to better understand the state of utility physical security protections and to seek input on refining their proposal.

In order to support statewide improvement in how utilities address distribution level physical security risks, the California Municipal Utilities Association (CMUA), which is the statewide trade association for POUs, coordinated with the state’s IOUs to develop a comprehensive Straw Proposal1 (Joint IOU/POU Straw Proposal) for a process to identify at-risk facilities and, if necessary, develop physical security mitigation plans. As a member of CMUA, BWP staff participated in the development of the Joint IOU/POU Straw Proposal through a CMUA working group as well as through direct meetings with the IOUs. The Joint POU/IOU Straw Proposal set out a process for the following: (1) identifying if the utility has any high priority distribution facilities; (2) evaluating the potential risks to those high priority distribution facilities; (3) developing a mitigation plan for the distribution facilities where the identified risks are not effectively mitigated through existing resilience/security measures; (4) obtaining third party reviews of the mitigation plans; (5) adopting a document retention policy; (6) ensuring a review process established by the POU governing board; and (7) implementing information sharing protocols.

RASA filed a response2 to the Joint IOU/POU Straw Proposal that recommended various modifications and clarifications, including a six-step process. Additionally, RASA recommended that utility mitigation plans include: (1) an assessment of supply chain vulnerabilities; (2) training programs for law enforcement and utility staff to improve communication during physical security events; and (3) an assessment of any nearby communication utility infrastructure that supports priority distribution substations.
1 Straw Proposal available at:
https://www.cpuc.ca.gov/uploadedFiles/CPUCWebsite/Content/Safety/Risk_Assessment/physicalsecurity/R1506009- Updated%20Joint%20Straw%20Proposal%20and%20Cover%20083117%20Filing.pdf. 2 RASA Response available at:
https://www.cpuc.ca.gov/uploadedFiles/CPUCWebsite/Content/Safety/Risk_Assessment/physicalsecurity/Final%20Staff %20Recommendation%20for%20Commission%20Consideration%20010318.pdf.

ATTACHMENT 1 A1-5
338
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
6 In early 2019, the CPUC approved Decision (D.) 19-01-018, which adopted the Joint IOU/POU Straw Proposal as modified by the RASA proposal, with additional clarifications and guidance.

D.19-01-018 clarified that where there is a conflict between the Straw Proposal and the RASA proposal, then it is the rule in the RASA proposal that controls.3 D.19-01-018 asserted that POUs should utilize the CMUA Security Plan process described therein.

BWP is following the process and issuing this report at this time to reflect its existing commitment to safety and to protecting its ratepayers’ investment by taking reasonable and cost-effective measures in an effort to safeguard key assets of its distribution system. 3 D.19-01-018 at 43, footnote 58 (“Should there be any question of which shall predominate should there be any incongruity or conflict between a utility or SED RASA recommended rule, the SED RASA rule shall apply.”).

ATTACHMENT 1 A1-6
339
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
7 III. PLAN DEVELOPMENT PROCESS
A. PHYSICAL SECURITY PRINCIPLES
The Joint IOU/POU Straw Proposal seeks to support the creation of a risk management approach toward distribution system physical security, with appropriate considerations of resiliency, impact, and cost. In order to accomplish this risk-based approach, the Joint IOU/POU Straw Proposal identifies several principles to guide the development of each individual utility’s program. These principles are the following:

1. Distribution systems are not subject to the same physical security risks and associated consequences, including threats of physical attack by terrorists, as the transmission system.

2. Distribution utilities will not be able to eliminate the risk of a physical attack occurring, but certain actions can be taken to reduce the risk or consequences, or both, of a significant attack.

3. A one-size-fits-all standard or rule will not work. Distribution utilities should have the flexibility to address physical security risks in a manner that works best for their systems and unique situations, consistent with a risk management approach.

4. Protecting the distribution system should consider both physical security protection and operational resiliency or redundancy.

5. The focus should not be on all distribution facilities, but only those that risk dictates would require additional measures.

6. Planning and coordination with the appropriate federal and state regulatory and law enforcement authorities will help prepare for attacks on the electrical distribution system and thereby help reduce or mitigate the potential consequences of such attacks.

B. BWP Physical Security Plan Development Process
BWP utilized a multi-step process to develop this BWP Physical Security Plan that is consistent with the Joint IOU/POU Straw Proposal and D.19-01-018. The relevant six (6) steps of that process are as follows:

STEP 1: ASSESSMENT/PLAN DEVELOPMENT
BWP staff and/or consultants prepare a Draft BWP Physical Security Plan through the process set forth in Steps 1A, 1B, and 1C.

STEP 1A: IDENTIFY COVERED DISTRIBUTION FACILITIES
ATTACHMENT 1 A1-7
340
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
8 BWP will evaluate all distribution-level facilities in its service territory that are subject to its control to determine if any facility meets D.19-01-018’s definition of a Covered Distribution Facility using the seven (7) factors identified in the Joint IOU/POU Straw Proposal.

STEP 1B: PERFORM RISK ASSESSMENT
For every individual Covered Distribution Facility identified pursuant to Step 1A, BWP will perform an evaluation of the potential risks associated with a successful physical attack on that Covered Distribution Facility, and whether existing grid resiliency, back-up generation, and/or physical security measures appropriately mitigate identified risks.

STEP 1C: DEVELOP MITIGATION PLAN
If there are any individual Covered Distribution Facilities where the Risk Assessment performed pursuant to Step 1B finds that the existing mitigation and/or resiliency measures do not effectively mitigate the identified risks, then BWP will develop a Mitigation Plan for that Covered Distribution Facility. The Mitigation Plan will use a risk-based approach to select reasonable and cost-effective measures that can either be security focused (e.g., walls or alarms) or resiliency focused (e.g., adequate spare parts).

STEP 2: INDEPENDENT REVIEW
For every BWP Physical Security Plan cycle, BWP will document the results of the identification process, risk assessment, and mitigation plan development performed pursuant to Steps 1A, 1B, and 1C. This documentation in combination with narrative description in Section IX below, constitutes BWP’s Draft Physical Security Plan. Each BWP Physical Security Plan is submitted to a Qualified Third Party for independent review. The Qualified Third Party Reviewer will then issue an evaluation that identifies any potential deficiencies in the Draft BWP Physical Security Plan as well as recommendations for improvements. BWP will then modify its plan to address any identified deficiencies or recommendations, or will document the reasons why any recommendations were not adopted. The combination of the Draft BWP Physical Security Plan, the non-confidential conclusions of the Qualified Third Party Reviewer, and BWP’s responses to the Qualified Third Party Review will constitute BWP’s Physical Security Plan.

STEP 3: VALIDATION
BWP will submit its BWP Physical Security Plan to a qualified authority for review. Such entity will provide additional feedback and evaluation of BWP’s Physical Security Plan and, to the extent that this entity is authorized, such entity deems the BWP Physical Security Plan as adequate.

STEP 4: ADOPTION
BWP’s Physical Security Plan will be presented to and adopted by the Burbank City Council at a public meeting.

ATTACHMENT 1 A1-8
341
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
9 STEP 5: MAINTENANCE
BWP will refine and update the BWP Physical Security Plan as appropriate and as necessary to preserve plan integrity.

STEP 6: REPEAT PROCESS
BWP will repeat this six-step process at least once every five (5) years.

IV. IDENTIFICATION OF COVERED DISTRIBUTION FACIL ITIES (STEP 1A) As described in Section III, Step 1A of the CMUA Physical Security Plan process involves assessing all distribution-level facilities that are subject to the control of BWP to determine which facilities are Covered Distribution Facilities subject to the need for a risk assessment. This Section describes the factors that BWP used to evaluate its distribution facilities and the results of its evaluation.

A. IDENTIFICATION FACTORS
The Joint IOU/POU Straw Proposal defines seven (7) screening factors to determine if a facility is a Covered Distribution Facility. Some factors require additional definitions and/or clarifications in order to be applied to BWP’s facilities. The following Table provides the Joint IOU/POU Straw Proposal’s Factors as modified/clarified by BWP.

Contents of the chart have been redacted for review in public forum Factor Joint IOU/POU Straw Proposal
Description Additional Clarification
1 2
3 4
5 6
7 B. IDENTIFICATION ANALYSIS
ATTACHMENT 1 A1-9
342
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
10 In performing this identification analysis, BWP is assessing all distribution level facilities that are subject to its exclusive control, or if the facility is jointly owned, the joint ownership agreement identifies BWP as the entity responsible for operation and maintenance. The specific types of facilities are substations.

Based on this scope, BWP has identified twenty (20) facilities that are subject to this identification analysis. Of these 20 facilities, four (4) fall within one of the categories listed above. These 4 facilities listed below constitute BWP’s Covered Distribution Facilities.

Contents of the chart have been redacted for review in public forum ATTACHMENT 1 A1-10
343
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
11 V. RISK ASSESSMENT (STEP 1B)
A. METHODOLOGY
Pursuant to the process identified in the Joint IOU/POU Straw Proposal and D.19-01-018, BWP will assess the potential risks associated with a successful physical attack on each of the Covered Distribution Facilities identified in Section IV above. For purpose of this analysis, a physical attack is limited to the following: (1) theft; (2) vandalism; and (3) discharge of a firearm. A “successful physical attack” is limited to circumstances where a theft, vandalism, and/or the discharge of a firearm has directly led to the failure of any elements of the Covered Distribution Facility that are necessary to provide uninterrupted service to the specific load identified in Section IV.

In order to perform this risk analysis, BWP evaluates the relative risk that (1) a physical attack on a Covered Distribution Facility will be successful considering the protective measures in place; or (2) that the impacts of a successful attack will be mitigated due to resiliency and other measures in place.

B. MITIGATION MEASURES
D.19-01-018 identifies the specific mitigation measures that a utility should consider when performing this risk analysis. The following table lists these mitigation measures and provides BWP’s additional clarifications that are necessary to apply these measures to the BWP’s territory.

Contents of the chart have been redacted for review in public forum Measure D.19-01-018 Description Additional Clarification 1 2
3 4
5 6
7 8
9 ATTACHMENT 1 A1-11
344
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
12 C. RISK ASSESSMENT
Based on the process described in the Joint IOU/POU Straw Proposal and the direction provided in D.19-01-018, BWP has determined that of the four (4) Covered Distribution Facilities identified in Section IV, the existing programs and measures effectively mitigate the risks of a physical attack for none of those Covered Distribution Facilities.

BWP’s approach to security is to maintain a strong physical perimeter to each substation and to ensure that each substation has ample resiliency. Due to the age of many of BWP’s substations, some of the measures taken to secure the substations are antiquated and in need of upgrade or replacement with more modern and secure methods. The risk assessment for each substation is presented below.

The following table provides a summary of BWP’s assessment of each mitigation measure for each Covered Distribution Facility. The “X” denotes a mitigation measure that has been satisfied.

Contents of the chart have been redacted for review in public forum As identified above, four (4) of the Covered Distribution Facilities do not have existing mitigating measures sufficient to effectively mitigate the identified risks of a physical attack. These facilities are discussed in Section V.

ATTACHMENT 1 A1-12
345
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
13 1. REDACTED SUBSTATION

2. REDACTED SUBSTATION

3. REDACTED SUBSTATION

4. REDACTED SUBSTATION
VI. COVERED DISTRIBUTION FACILITY MITIGATION PLANS (STEP 1C) Pursuant to the process identified in the Joint IOU/POU Straw Proposal and D.19-01-018, BWP has determined that for four (4) of the Covered Distribution Facilities that are subject to BWP’s control, the existing mitigation measures do not effectively reduce the risk of a physical security attack. This section describes the Mitigation Plan that BWP has developed for each of these Covered Distribution Facilities.

A. REDACTED MITIGATION PLAN
BWP anticipates the security enhancements to be completed within five years and expects such work to cost approximately $25,000. The final cost may change depending on increased costs of materials, labor, equipment, etc.

B. REDACTED MITIGATION PLAN
BWP anticipates the security enhancements to be completed within five years and expects such work to cost approximately $25,000. The final cost may change depending on increased costs of materials, labor, equipment, etc.

C. REDACTED MITIGATION PLAN
BWP anticipates the security enhancements to be completed within five years and expects such work to cost approximately $25,000. The final cost may change depending on increased costs of materials, labor, equipment, etc.

ATTACHMENT 1 A1-13
346
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
14 D. REDACTED MITIGATION PLAN
BWP anticipates the security enhancements to be completed within five years and expects such work to cost approximately $25,000. The final cost may change depending on increased costs of materials, labor, equipment, etc.

VII. INDEPENDENT EVALUATION AND RESPONSE (STEP 2)
A. REQUIREMENTS FOR QUALIFIED THIRD PARTY REVIEW
D.19-01-018 specifies the following criteria for a Qualified Third Party Reviewer:

Independence: A Qualified Third Party Reviewer cannot be a division of the POU. A governmental entity can select as the third-party reviewer another governmental entity within the same political subdivision, so long as the entity has the appropriate expertise, and is not a division of the POU that operates as a functional unit, i.e., a municipality could use its police department as its third-party reviewer if it has the appropriate expertise.

Adequate Qualifications: A Qualified Third Party Reviewer must be an entity or organization with electric industry physical security experience and whose review staff has appropriate physical security expertise, which means that it meets at least one of the following: (1) an entity or organization with at least one member who holds either an ASIS International Certified Protection Professional (CPP) or Physical Security Professional (PSP) certification; (2) an entity or organization with demonstrated law enforcement, government, or military physical security expertise; or (3) an entity or organization approved to do physical security assessments by the CPUC, Electric Reliability Organization, or similar electrical industry regulatory body.

B. IDENTIFICATION OF THIRD PARTY REVIEWER
BWP has selected REDACTED as its Third Party Reviewer.

REDACTED is a $1.4 billion global, industry-leading systems integrator that designs, installs, and services electronic security, cybersecurity, fire alarm, and life safety systems. REDACTED meets the following criteria:

1. REDACTED is an entity or organization with electric industry physical security experience and whose review staff has appropriate physical security expertise.

2. REDACTED is an entity or organization with at least one member who holds either an ASIS International Certified Protection Professional (CPP) or Physical Security Professional (PSP) certification.

3. REDACTED is an entity or organization with demonstrated law enforcement, government, or military physical security expertise.

ATTACHMENT 1 A1-14
347
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
15 C. PUBLIC RESULTS OF THIRD PARTY EVALUATION
As part of their site assessment engagement with Burbank Water & Power (BWP), REDACTED has reviewed BWP’s security plan and performed a site visit and high-level security overview of several BWP facilities. The REDACTED team has prepared a list of recommendations to enhance security at these locations.

D. BWP RESPONSE
BWP acknowledges REDACTED experience and expertise in the area of physical security.

REDACTED has provided many recommendations for security enhancement which align with or supplement the physical security measures proposed by BWP staff. BWP accepts the findings presented by REDACTED and agrees to consider each recommended item on a case-by-case basis and where feasible BWP may implement such recommendations.

ATTACHMENT 1 A1-15
348
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
16 VIII. VALIDATION (STEP 3)
A. SELECTION OF QUALIFIED AUTHORITY
BWP has selected the Burbank Police Department (BPD) to perform validation of the BWP Physical Security Plan. BWP considered several other industry organizations and entities.

However, BPD has a vast amount of physical security expertise and a close working relationship with Burbank Water and Power, which made BPD the ideal qualified authority.

B. RESULTS OF QUALIFIED AUTHORITY REVIEW
BPD staff has conducted its review of the Burbank Water and Power Physical Security Plan, including recommendations for security risk mitigation from both BWP as well as REDACTED. The plan and mitigation recommendations present an honest and critical assessment of site vulnerabilities subject to exploitation by attackers as well as viable countermeasures to address such vulnerabilities. BPD staff has determined this plan to be adequate. In addition to those recommendations contained in the report, BPD suggests the following additional considerations:
• REDACTED
The implementation of the measures recommended in the plan and the above-listed recommendations from BPD will make BWP facilities less vulnerable to attack, while preparing police personnel to better respond in the event that one does occur. In addition, these BPD recommendations will provide investigators with the necessary information to assist in identifying those responsible for such an event.

C. BWP RESPONSE TO QUALIFIED AUTHORITY REVIEW
BWP appreciates the time and effort spent by the BPD to validate this report and to provide suggestions to help BWP further improve the security of our distribution facilities. BWP agrees to consider each recommended item on a case-by-case basis and where feasible BWP may implement such recommendations.

ATTACHMENT 1 A1-16
349
Burbank Water and Power Physical Security Plan for the California Public Utilities Commission’s Decision 19-01-018
July 21, 2026
17 IX. NARRATIVE DESCRIPTIONS FOR BWP PHYSICAL SECURITY PLAN A. ASSET MANAGEMENT PROGRAM
BWP has taken steps to implement an asset management program to promote optimization and quality assurance for tracking and locating spare parts stock, ensuring availability, and the rapid dispatch of available spare parts.

B. WORKFORCE TRAINING AND RETENTION PROGRAM
BWP is taking steps to implement a workforce training and retention program to employ a full roster of highly-qualified service technicians able to respond to make repairs in short order throughout a utility’s service territory using spare parts stockpiles and inventory.

C. PREVENTATIVE MAINTENANCE PLAN
BWP is taking steps to implement a preventative maintenance plan for security equipment to ensure that mitigation measures are functional and performing adequately.

ATTACHMENT 1 A1-17
350
1 STAFF REPORT
DATE: July 21, 2026
TO: Justin Hess, City Manager
FROM: Patrick Prescott, Community Development Director
VIA: David Kriske, Assistant Community Development Director, Transportation Marcos Fuentes, Senior Transportation Planner
BY: Kyle Kramer, Associate Transportation Planner
SUBJECT: Approval of a Memorandum of Understanding Between the Southern California Association of Governments and the City of Burbank for a Sustainable Communities Program Active Transportation and Safety Project Grant in the Amount of $900,000 for the Safer Downtown Burbank Mobility Network Improvement Project

RECOMMENDATION

1. Find the Safer Downtown Burbank Mobility Network Improvement Project categorically exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301(c) (Class 1 - Existing Facilities);

2. Approve a Memorandum of Understanding (MOU) Between the Southern California Association of Governments and the City of Burbank for a Sustainable Communities Program Active Transportation and Safety Project Grant; and

3. Authorize the City Manager or his Designee to Execute the MOU and any other Ancillary Documents, Including Amendments, in Form and Substance Satisfactory to the City Attorney’s Office and Accept the Grant Funds.

BACKGROUND
The City of Burbank has committed to expanding transportation options and improving street safety for all users regardless of their chosen mode of travel. The Burbank2035 General Plan Policy M-5.1 directs the City to “…maximize pedestrian and bicycle safety, accessibility, connectivity, and education throughout Burbank to create neighborhoods where people choose to walk or ride between nearby destinations.” The 2020 Complete Our Streets Plan includes five policies to improve facilities for bicycles and identified a

COMMUNITY

DEVELOPMENT
Consent Calendar
Item #6
351
2 network of Bicycle Priority Streets where bicycle improvements should be focused.

Improvements on these streets should make bicycle travel throughout the City attractive for users of all ages and abilities, close gaps in the bicycle network, and provide greater separation between bicyclists and motor vehicles. Strategy T-1.1 in the 2022 Greenhouse Gas Reduction Plan (GGRP) Update aims to implement complete streets projects as a method to reduce vehicle miles traveled, with Strategy T-1.1c specifically directing the City to “…continually work to identify grant funding opportunities to implement Complete Our Streets projects.”
Several streets in Downtown Burbank have been improved with basic bicycle facilities identified in previous planning documents and implemented through various roadway striping projects. These facilities encourage bicycle travel and support the varied land uses, higher densities, and high quality local and regional transit in Downtown Burbank.

While several streets have been improved with bicycle lanes, the improvements do not fully achieve the City’s Complete Our Streets policies, which intend to serve users of all ages and abilities.

In 2024, the Southern California Association of Governments (SCAG) released a call for applications for its Connect SoCal 2024 Sustainable Communities Program Active Transportation and Safety (SCP-ATS) initiative, which funds projects designed to implement complete streets and safety policies. The grant program was specifically intended to fund “quick-build” infrastructure such as paint and signage components that could be added to existing streets to improve safety and mobility. The City of Burbank applied to the SCP-ATS program for a project titled “Safer Downtown Burbank Mobility Network Improvement Project” to apply these quick-build improvements to several existing bicycle facilities in Downtown Burbank. At its board meeting in December 2024, SCAG voted to award the project $900,000.

DISCUSSION
The Safer Downtown Burbank Mobility Network Improvement Project will connect and improve the bicycle network and pedestrian crossings in Downtown Burbank, adding new bike facilities and upgrading safety elements on existing bicycle facilities. Improvements will include the following elements/street segments:
• Angeleno Avenue between First Street and Glenoaks Boulevard - convert striped bicycle lanes to parking-protected bicycle lanes and install bicycle protections at intersections
• Third Street between Providencia Avenue and McCambridge Park - convert striped bicycle lanes to separated/protected bicycle lanes, install one new block of striped buffered bicycle lane, and install traffic calming treatments 352
3 • Orange Grove Avenue between Third Street and Kenneth Road - install striped buffered bicycle lanes
• Providencia Avenue between Bonnywood Place and Glenoaks Boulevard - install wayfinding, traffic calming, and striped uphill bicycle lanes Traffic calming and wayfinding improvements throughout the project area would be considered based on the City’s 2025 Safer Streets Burbank Action Plan and may include quick-build elements such as pedestrian rapid rectangular flashing beacons (RRFB), signs for wayfinding, red curb at stop signs, quick-build curb extensions with bollards, and centerline hardening. The project will include data collection and community engagement before and after implementation to understand the effects of the infrastructure, allowing it to be modified if needed. The design process will incorporate a technical advisory committee including members from Fire, Police, Public Works, and other affected departments.

The MOU (Attachment 1) will allow the City to accept the SCP-ATS funds and proceed with design and implementation of the project. The MOU is structured such that SCAG will procure a consultant for the project’s design phase and project evaluation, and SCAG will fully manage the design contract, equivalent to $205,000 of the $900,000 award. The City is responsible for implementing the construction phase, including procurement of a contractor, and will be reimbursed for the construction, equivalent to $695,000 of the $900,000 award. Design and construction activities covered by the MOU are expected to be completed by December 31, 2028.

The funds for this grant include $434,000 from the state’s Regional Early Action Planning Grants (REAP) 2.0 program and $466,000 from the federal 2023 Safe Streets for All (SS4A) program. These funding sources require the City to comply with certain terms, including requirements to spend the funds by prescribed dates and to adhere to federal and state procurement guidelines. Although the REAP funds have an expenditure deadline of December 31, 2026, SCAG staff have reassured City staff that SCAG will take steps necessary to amend its own funding agreements to ensure the full SCP-ATS award remains available to the City through project completion. SCAG has already procured a consultant for the design phase of the project who has designed projects in Burbank previously, and project design work can begin immediately.

This project will implement identified gap closure projects and multimodal safety goals in the Complete Our Streets Plan at no cost to the City’s general fund. The project will also complement several other larger bicycle improvement projects serving Downtown Burbank including the recently completed Front Street Cycle Track project and the First Street Protected Bike Lane project, which will begin construction this year. The Safer Downtown Burbank Mobility Network Improvement Project will advance Transportation 353
4 Item C from the Council Priorities 2025-2026 Priority Action Plan: Complete design of Third Street and Angeleno Avenue Class IV Protected Bike Lanes.

COMMUNITY OUTREACH
Burbank residents have repeatedly identified their desire for safer, calmer streets and better bicycle connectivity, particularly in Downtown Burbank, during the engagement processes for many previous City plans and projects. Bicycle facilities on Orange Grove Avenue, Third Street, and Providencia Avenue have been identified in City planning documents as old as the 2003 Burbank Bicycle Plan as well as the current 2009 Burbank Bicycle Plan. This project implements many of the concepts in the Complete Our Streets Plan and Safer Streets Burbank Action Plan. During the engagement process for the Safer Streets Burbank Action Plan, more than a dozen comments (around 5% of all citywide comments) focused on this project’s corridors, including requests for improvements and greater protection for existing bike lanes. In addition to the longdocumented support for these improvements, the project scope also includes line items for a before-and-after survey, a community advisory committee, and at least two community engagement events.

ENVIRONMENTAL REVIEW
The project is categorically exempt from CEQA in accordance with CEQA Guidelines, Article 19 (Categorical Exemptions), Section 15301(c) – Existing Facilities, Class 1, which consists of minor alteration of existing public facilities involving negligible or no expansion of existing or former use, and includes “alterations such as the addition of bicycle facilities…pedestrian crossings… and other similar alterations that do not create additional automobile lanes”. This exemption is applicable given that the scope of work for this project is limited to installing signs, striping, and semi-permanent quick-build materials for bicycle and pedestrian facilities within the existing roadway. The project does not create additional automobile lanes. These streets will continue to be used for public right-of-way purposes, with any changes intended to enhance roadway user safety. There are no exceptions or unique circumstances that apply that would affect the application of this exemption.

FISCAL IMPACT
There is no fiscal impact to approve the MOU and accept the SCAG SCP-ATS grant.

Sufficient funds are available to front the project’s design and construction costs, and the $900,000 project cost will be fully reimbursable by the SCAG grant.

CONCLUSION
By approving the MOU and accepting the SCAG SCP-ATS grant award for the Safer Downtown Burbank Mobility Network Improvement Project, the City will be able to design and construct new quick-build bicycle and street safety infrastructure throughout Downtown at no cost to its general fund. This project implements the General Plan, 354
5 Greenhouse Gas Reduction Plan, and Complete Our Streets Plan and furthers the Council’s goal of prioritizing multimodal transportation systems including bike lanes and safe walking paths while enhancing the City’s safety and sustainability.

ATTACHMENTS
Attachment 1 – Memorandum of Understanding
Attachment 2 – Project Concept Map
355

MEMORANDUM OF UNDERSTANDING
No. M-024-26
SCAG Overall Work Program (OWP) No: 225-4955.01 & 305.4926.01 Federal/State Awarding Agency: (1) California Department of Housing and Community Development; (2) United States Department of Transportation;
Funding Source(s): (1) REAP 2.0; (2) 2023 SS4A
Sub-Recipient Name: City of Burbank
Sub-Recipient’s UEI No: M6MJVWJ4RF89
Federal Award Identification Number (FAIN): 693JJ32640422 Federal Award Date: December 13, 2023
Name of the Federal Agency: Federal Highway Administration (FHWA) Assistance Listings Title and Number: Safe Streets and Roads for All, 20.939 Federal Award Project Description: Representing a collaboration of the jurisdictions across the sixcounty region, SCAG’s Regional Safety Action Plan will identify safety improvements for the region’s transportation network leading up to the 2028 Olympic and Paralympic Games. SCAG will inform the development of this plan with quick-build demonstrations that provide roadway improvements during the 2028 Games and supplemental planning that reaches local jurisdictions. Together, these three initiatives will support long-term investments that improve transportation safety for the region’s 19 million residents, serving as a foundation for legacy improvements following the 2028 Games.

Federal Funds Supporting the Project: $466,000
Non-Federal Funds Supporting the Project: $434,000
Total Funds Supporting the Project: $900,000
Amount of Sub Award (funds passed through to Sub Recipient): $695,000 ($372,500 – 2023 SS4A & $322,500 – REAP 2.0)
Amount of SCAG Administered Technical Assistance (not passed through): $205,000 ($93,500 – 2023 SS4A & $111,500 – REAP 2.0)
Subaward Period of Performance Start Date: Effective date of the MOU Subaward Period of Performance End Date: December 31, 2028 Type of Contract: Project Specific
Method of Payment: See Section 6 of this MOU
Project R&D: N/A
Indirect Cost Rate for the Award: NA
Fringe Benefits Cost Rate for the Award: NA
Subaward Project Title: City of Burbank SCP-ATS Project Subaward Project Description: City of Burbank will utilize REAP 2.0 and 2023 SS4A funding for a SCP-ATS quick-build project that will support program objectives of REAP 2.0 and 2023 SS4A.

ATTACHMENT 1-1
356
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 2 ends

MEMORANDUM OF UNDERSTANDING
No. M-024-26

BETWEEN THE

SOUTHERN CALIFORNIA ASSOCIATION OF GOVERNMENTS

AND CITY OF BURBANK

FOR A SCP-ATS PROJECT GRANT
(SCAG Project/OWP No. 225-4955.01 & 305.4926.01)
This Memorandum of Understanding (“MOU”) is entered into by and between the Southern California Association of Governments (“SCAG”) and City of Burbank (“Sub-Recipient”), for a SCP-ATS Project Grant. SCAG and Sub-Recipient may be individually referred to as “Party” and collectively as “Parties.”

RECITALS
WHEREAS, SCAG is the federally designated MPO for Southern California, primarily responsible for the development of a Regional Transportation Plan/Sustainable Communities Strategy (“RTP/SCS” also known as “Connect SoCal”) for the counties of Imperial, Los Angeles, Orange, San Bernardino, Riverside, and Ventura;
WHEREAS, SCAG’s 2024 Sustainable Communities Program – Active Transportation & Safety (“SCPATS”) is a grant program that provides technical assistance to support implementation of Connect SoCal by strengthening partnerships with local agencies and strategic partners who are responsible for land use and transportation decisions to help the region achieve its unified goals; WHEREAS, SCP-ATS, which is partially funded by the Regional Early Action Planning Grants Program of 2021 (“REAP 2.0”), was established with a principal goal to make funding available to Metropolitan Planning Organizations (“MPO”) and other regional entities for transformative planning and implementation activities that meet housing and equity goals, reduce Vehicle Miles Traveled per capita, and advance implementation of the region’s Sustainable Communities Strategy or Alternative Planning Strategy, as applicable;
WHEREAS, the California Department of Housing and Community Development (“HCD”), which administers REAP 2.0 in accordance with Health and Safety Code sections 50515.06 through 50515.10 (“Statutes”) and REAP 2.0 guidelines for MPO applicants released by HCD pursuant to the Statutes (“REAP 2.0 Guidelines”), awarded REAP 2.0 funds to SCAG; WHEREAS, SCP-ATS is partially funded by a grant received from the California Transportation Commission (“CTC”) Active Transportation Program - Cycle 7 (“ATP Cycle 7”) and awarded by the California Department of Transportation (“Caltrans”), under Grant Agreement Numbers ATPL-6049(042) and ATPL-6049(043) and its Master Agreement Number 07-6049S21, to fund specific types of planning, non-infrastructure and quick build projects that implement regional priorities and expand the reach of regional programs;
ATTACHMENT 1-2
357
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 3 ends

WHEREAS, as applicable, ATP Cycle 7 grant funds are subject to applicable Caltrans requirements for architectural and engineering (A&E) projects;
WHEREAS, SCP-ATS is partially funded by the Federal Highway Administration (“FHWA”), an agency of the U.S. Department of Transportation’s (“USDOT”), through the Fiscal Year 2023 Safe Streets and Roads for All (“SS4A”) Grant Program, which awarded SS4A funds to SCAG to implement its Regional Safety Action Plan, to be informed by community-driven quick-build demonstrations and other safety initiatives, including awareness campaigns, community grants, and pop-up demonstrations; WHEREAS, this MOU may be funded through various funding sources, and may be subject to requirements imposed by USDOT/FHWA, CTC/Caltrans and/or HCD (collectively, “Awarding Agencies”) as provided in Exhibit B (“Funding Requirements”); WHEREAS, SCAG’s Regional Council adopted the SCP-ATS Program Guidelines (“Program Guidelines”) on June 6, 2024, and a competitive Call for Projects was released on July 8, 2024; WHEREAS, SCAG’s Regional Council adopted the first revised guidelines on September 5, 2024; WHEREAS, SCAG’s Regional Council adopted the second revised guidelines on September 5, 2025; WHEREAS, Sub-Recipient, eligible for funds under the SCP-ATS and Program Guidelines, developed and submitted a proposed quick-build project (“Project”) for the SCP-ATS; WHEREAS, SCAG reviewed the Project and approved the Project to receive funding after determining the Project to be consistent with the: 1) SCP-ATS Program Guidelines; 2) REAP 2.0 Statutes and Guidelines; 3) SS4A Grant Program Terms and Conditions; and/or 4) Caltrans Local Assistance Procedures Manual (“LAPM”);
WHEREAS, Sub-Recipient will commit to the Project and provide SCAG as-needed support, cooperation, and guidance; and
WHEREAS, the purpose of this MOU is to set forth the respective roles, responsibilities and obligations of the Parties with respect to the Project.

NOW THEREFORE, IT IS MUTUALLY AGREED THAT:

1. Recitals and Exhibits
The Recitals and all exhibits referred to in this MOU are incorporated herein by this reference and made a part of the provisions of this MOU.

2. Term
The Term of this MOU shall be effective as of the last date on which the document is executed by all Parties (“Effective Date”) and continue until December 31, 2028, (“Completion Date”). Time is of the essence in the performance of services under this MOU. For this MOU, the expenditure deadline for ATTACHMENT 1-3
358
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 4 ends

REAP 2.0 funds is December 31, 2026, and the expenditure deadline for 2023 SS4A funds is December 31, 2028.

3. Scope of Work and Sub-Recipient’s Responsibilities
a. Sub-Recipient shall be responsible for the complete and timely performance of the Project set forth in the “Scope of Work,” attached as Exhibit A. The Project shall commence when SCAG issues a written notice to proceed.
b. Sub-Recipient shall fully comply with all Funding Requirements set forth in Exhibit B. c. Sub-Recipient shall be responsible for carrying out each of the following for the Project:

1. Fully cooperate with SCAG to procure and manage a Consultant to design and evaluate the Project.

2. Fully cooperate with SCAG and SCAG’s Consultant to support design of the Project.

3. Construction of the Project.

4. Project remains installed for a minimum of six (6) months before evaluation.

5. Fully cooperate with SCAG and SCAG’s Consultant to support evaluation of the Project.

Additional guidance on quick-build materials, designs, and project requirements can be found in the ATP Cycle 7 Guidelines and the ATP Quick-Build Supplemental Guidance. d. Interim deliverables and tasks, including budgets and schedules, required to implement the Scope of Work shall be documented using the “Scope of Work Approval Form,” attached as Exhibit F (“SAF”). The SAF must be signed by SCAG Project Manager, SCAG Department Manager, SCAG Deputy Director or their designee, and Sub-Recipient prior to the performance of the work outlined in the SAF. The SAF may be signed by way of a manual or authorized digital signature, or a signature stamp. The SAF may be used to document interim deliverables and interim deliverable budgets and schedules but may not be used to modify the deliverables and budget noted in this MOU. The SAF may be amended subject to approval by SCAG. No amendment to the SAF shall be valid unless made in writing and signed by the Parties. If there is a conflict between the SAF and this MOU, this MOU shall prevail.
e. To design and evaluate the Project, SCAG will use $205,000 of the grant funds to procure and manage a Consultant through an on-call bench in accordance with applicable procurement requirements. For purposes of this MOU, the term “Consultant(s)” shall hereinafter refer to all entities that SCAG procures, manages, or otherwise enters into contracts or agreements with, in furtherance of designing and evaluating the Project regardless of the timing, nature of service/work provided or type of organization.
f. To construct the Project, Sub-Recipient will use up to $695,000 of the grant funds to procure and manage a Contractor in accordance with applicable procurement requirements. For purposes of this MOU, the term “Contractor(s)” shall hereinafter refer to all entities that Sub-Recipient procures, manages, or otherwise enters into contracts or agreements with, in furtherance of constructing the Project regardless of the timing, nature of service/work provided or type of organization. Contractor(s) does not include SCAG’s separately retained Consultants.

ATTACHMENT 1-4
359
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 5 ends

g. Before issuing any Invitation for Bid or other procurement(s) for construction of the Project (“IFB”), Sub-Recipient shall provide SCAG with a copy of the IFB for review and approval. In addition, Sub-Recipient shall provide SCAG with a copy of the Contractor contract(s) and Notice(s) to Proceed within 30 days of execution or issuance of each document.

4. Project Management
a. All work under this MOU, as outlined in the most current fully executed SAF, shall be coordinated with SCAG and Sub-Recipient through the Project Managers.

SCAG Sub-Recipient
Anna Van
SCAG Project Manager
(213) 236-1814
[email protected]
Kyle Kramer
Associate Transportation Planner
(818) 238-5216
[email protected]
b. SCAG reserves the right to change this designation. Sub-Recipient reserves the right to change this designation upon written notice to SCAG.

5. Funding
a. Sub-Recipient’s total SCP-ATS award amount is $900,000 (“Grant Funds”) comprised of the following Awarding Agencies and amounts:
i. REAP 2.0, in an amount not to exceed $434,000. Of these Grant Funds, $111,500 will be retained by SCAG to provide project technical assistance and up to $322,500 will be passthrough funding to the Sub-Recipient. ii. 2023 SS4A, in an amount not to exceed $466,000. Of these Grant Funds, $93,500 will be retained by SCAG to provide project technical assistance and up to $372,500 will be passthrough funding to the Sub-Recipient. b. Total costs incurred for Consultant’s services, if any, and Sub-Recipient’s construction of the Project shall not exceed the Grant Funds. SCAG shall not be obligated to make payments for any costs that exceed the Grant Funds. SCAG shall not be obligated to pay for any increase in costs which exceeds the budget included in this MOU.
c. SCAG shall make payments to Sub-Recipient only for work performed as part of the Scope of Work, as outlined in the most current fully executed SAF, consistent with the Program Guidelines and Awarding Agencies funding requirements.
d. SCAG reserves the right, in its sole discretion, to discontinue funding the Project and/or terminate this MOU as described in Section 17.
e. Any costs for which Sub-Recipient receives reimbursement or credit that is determined by a subsequent audit or other review by SCAG, the Awarding Agencies, State or Federal authorities ATTACHMENT 1-5
360
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 6 ends

or cognizant agencies, their designees, or any other duly authorized agencies, to be ineligible or otherwise unallowable, shall be repaid by Sub-Recipient within thirty (30) calendar days of SubRecipient receiving notice or a written demand for reimbursement from SCAG. Such repayment may include interest, penalties, or related fees, as determined by SCAG, the Awarding Agencies, State or Federal authorities or cognizant agencies, their designees, or any other duly authorized agencies. Should Sub-Recipient fail to reimburse unallowable costs due to SCAG within thirty (30) calendar days of demand, or within such other period as may be agreed between both parties hereto, SCAG is authorized to withhold and/or off-set future payments to Sub-Recipient.

6. Invoices
a. SCAG’s contribution to the Project shall be made on a reimbursement basis to Sub-Recipient, after the Contractor has performed and been reimbursed by Sub-Recipient. Amounts claimed must reflect the actual incurred and paid cost of completed work. The actual incurred and paid costs may not exceed the Project’s budget set forth in this MOU and the most current fully executed SAF. All invoices submitted to SCAG for payment shall be e-mailed to [email protected] (file cannot exceed 10MB) and copy the SCAG Program Manager. On all invoices submitted to SCAG for the Project, the Project Number (OWP No. 225- 4955.01 & 305.4926.01) shall be referenced.
b. Invoices shall be submitted promptly, no later than sixty (60) days after the date services are completed and accepted. If there is only one invoice it should be named “Final-Invoice” and shall certify there will be no further expenditures. Sub-Recipient shall submit an invoice to SCAG using the electronic “Invoice Template” in accordance with the invoice submittal instructions and requirements noted in Exhibit C. Invoices must be submitted in both PDF format and Excel file format. Invoices shall contain sufficient information to confirm that the services have been performed and can be paid. As noted in the Invoice Template, all invoiced costs must be substantiated by providing documented support for the expense incurred, such as copies of payroll reports, paid invoices, associated deliverables, and proof of payment. The invoice shall include, in narrative form, a description of services performed by the Sub-Recipient’s staff and Contractor as well as progress toward completion of tasks related to the Project for the invoiced period. The invoice shall be signed by the Sub-Recipient. SCAG shall review invoices for compliance with this MOU. If SCAG determines that an invoice is compliant with this MOU, SCAG shall approve the invoice and issue payment to the Sub-Recipient. If SCAG determines that an invoice is not compliant with this MOU, SCAG may withhold and/or off-set future payments(s) to the SubRecipient. c. SCAG shall reimburse the Sub-Recipient as promptly as SCAG’s fiscal procedures permit, using Electronic Fund Transfer, available at: ACH Vendor Payment Authorization Form, upon receipt of itemized invoices submitted in accordance with this MOU. The Sub-Recipient shall complete the ACH Vendor Payment Authorization Form and email it to [email protected], prior to executing this MOU.
d. Only construction and construction material costs are reimbursable. Costs incurred outside of the approved procurement for construction must be approved in advance by SCAG through the Scope of Work Approval Form to be eligible for reimbursement. Subrecipient labor and overhead costs ATTACHMENT 1-6
361
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 7 ends

are not reimbursable under this MOU.
e. The Parties acknowledge that SCAG’s fiscal year is from July 1 to June 30. Sub-Recipient agrees to submit all invoices to SCAG for services rendered through June 30th, no later than July 21st during the Term of this MOU. SCAG shall not be obligated to pay Sub-Recipient for any invoice received after such date.

7. Reporting
a. At any time during the term of this MOU, SCAG may request additional information, as needed, to demonstrate satisfaction of all requirements identified in the MOU and the most current fully executed SAF.
b. Sub-Recipient shall submit quarterly progress reports that include, in narrative form, a description of services performed by Sub-Recipient’s staff and Contractor(s)’ staff along with progress toward the completion of Project-related tasks.
c. If Sub-Recipient elects to design and evaluate the Project, Sub-Recipient may be required to provide additional progress reports during the design and evaluation of the Project. d. Within 30 days following the completion of the Project, Sub-Recipient shall submit a Project Completion Report in a format reasonable acceptable to SCAG’s Project Manager. The Project Completion Report shall include photographs of project layouts and a narrative on project outcomes and lessons learned.
e. All reports submitted to SCAG shall reference the OWP Project Number (OWP No. 225-4955.01 & 305.4926.01).

8. Accounting
a. Sub-Recipient shall establish and maintain an accounting system and reports that properly accumulate incurred Project costs by line. The accounting system shall conform to Generally Accepted Accounting Principles (“GAAP”), enable the determination of incurred costs as interim points of completion, and provide support for payment vouchers and invoices. b. Sub-Recipient shall establish a separate ledger account for receipts and expenditures of Grant Funds and maintain expenditure details in accordance with the Scope of Work as outlined in the most current fully executed SAF.
c. Sub-Recipient shall maintain documentation of its normal procurement policy and competitive procurement bid process and completed procurements, and financial records of expenditures incurred during the course of the Project in accordance with GAAP. d. Sub-Recipient agrees that (1) the Contract Cost Principles and Procedures, 48 Code of Federal Regulations (CFR), Federal Acquisition Regulations System, Chapter 1, Subchapter E, Part 31, et seq. (Office of Management and Budget Circular A-87 Revised, “Cost Principles for State, Local, and Indian Tribal Governments), 2 CFR Part 200, Uniform Administrative Requirements, Cost ATTACHMENT 1-7
362
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 8 ends

Principles and Audit Requirements for Federal Awards, and applicable ATP program cost guidance shall be used to determine the acceptability of individual project cost items; and (2) all parties shall comply with Federal administrative procedures in accordance with 2 CFR, Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards. Sub-Recipient and every Contractor receiving Project funds under this MOU shall comply with Federal administrative procedures in accordance with 2 CFR, Part 200, Uniform Administrative Requirements, Cost Principles and Audit Requirements for Federal Awards.

9. RESERVED

10. Work Products
a. For purposes of this MOU, “Work Products” shall mean all deliverables created or produced under this MOU including, but not limited to, all deliverables conceived or made either solely or jointly with others during the term of this MOU and during a period of six months after the termination thereof, which relates to the Project. Work Products includes all deliverables, inventions, innovations, improvements, or other works of authorship, the Sub-Recipient or its Contractor(s) may conceive of or develop in the course of this MOU, whether or not they are eligible for patent, copyright, trademark, trade secret or other legal protection. Work Products shall not include real property or capital improvements, both interim and permanent. b. If Sub-Recipient elects to design the Project, Work Products shall not include plans, specifications, and estimates (PS&E) package that are developed by the Sub-Recipient. However, Work Product shall include all technical reports, studies, research, analysis, investigations, and data that are authored by Sub-Recipient.
c. SCAG shall own all Work Products and may, at its sole discretion, grant to Sub-Recipient a perpetual royalty-free, non-assignable, non-exclusive and irrevocable license to reproduce, publish or otherwise use Work Products related to the Project and developed as part of this MOU; provided, however, that any reproduction, publishing, or reuse of the Work Products will be at Sub-Recipient’s sole risk and without liability or legal exposure to SCAG. If the Work Products include design documents prepared by SCAG’s Consultant, SCAG shall ensure that SCAG’s Consultant(s) include Sub-Recipient as a covered party with regard to any defense or indemnity obligations arising from the preparation of those design documents, and any professional liability insurance required to be furnished in connection with the design documents. To the extent SCAG grants Sub-Recipient a license to use Work Products as described herein, SCAG represents that it has all rights to grant such license to Sub-Recipient or will obtain such rights prior to granting such license to Sub-Recipient.

11. Amendments
No amendment or variation of the terms of this MOU shall be valid unless made in writing and signed by the Parties. If an amendment is to become effective before the date of full execution by the Parties, the effective date of such amendment shall be no earlier than the date that SCAG received the request.

ATTACHMENT 1-8
363
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 9 ends

12. Notices
Any notice or notices required or permitted to be given pursuant to this MOU may be personally served on the other Party by the Party giving such notice, or may be served by certified mail, return receipt requested, to the following addresses:

SCAG Sub-Recipient
Cindy Giraldo
Chief Financial Officer
Southern California Association of Governments
900 Wilshire Blvd., Suite 1700
Los Angeles, CA 90017
(213) 630-1413
[email protected]
Patrick Prescott
Community Development Director
City of Burbank
150 N. Third St.

Burbank, CA 91502
(818) 238-5176
[email protected]
The Parties reserve the right to change this designation.

13. Insurance
a. Sub-Recipient, at their own expense, shall procure and maintain policies of insurance, or provide evidence of self-insurance, of the types and amounts below, for the duration of the MOU, excluding the design and evaluation of the Project. The policies shall state they afford primary coverage.

Insurance Type Requirements Limits
General Liability Commercial General
Liability insurance with
coverage at least as broad as
Insurance Services Office
form CG 00 01.

Not less than $1,000,000 per occurrence,
$2,000,000 general aggregate, for bodily injury,
personal injury, and property damage. The policy
must include contractual liability that has not
been amended. Any endorsement restricting
standard ISO “insured contract” language will
not be accepted.

Automobile
Liability
Automobile insurance at
least as broad as Insurance
Services Office form CA 00

01. Covering bodily injury and property damage for
all activities of the Sub-Recipient arising out of or
in connection with work to be performed under
this MOU, including coverage for any owned,
hired, non-owned, or rented vehicles, in an
amount not less than $1,000,000 combined single
limit for each accident.

Workers’
Compensation/
Employer’s Liability
Workers’ Compensation
insurance as required by the
State of California and
Employer’s Liability
Insurance. Not required for
sole proprietors or SubIncluding Occupational Diseases in accordance with California Law and Employers’ Liability
Insurance with a limit of not less than $1,000,000
each accident.

ATTACHMENT 1-9
364
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 10 ends

Recipient with no
employees.

Professional
Liability Insurance
Professional Liability (Errors
and Omissions) insurance
appropriate to the SubRecipient’s profession.

With limits of not less than $1,000,000 per
occurrence. In addition, it shall be required that the
professional liability insurance policy remain in
effect for three (3) years after the Completion Date
of this MOU.

Builders Risk Upon commencement of
construction and with
approval of SCAG, SubRecipient shall obtain and
maintain builder’s risk
(course of construction) for
the entire duration of the
Project. Not required for
Projects without
construction.

Sub-Recipient shall purchase and maintain
property insurance written on a builder’s risk
“Special Form Cause of Loss” or equivalent
policy form in an amount not to exceed amount
of the Contract, plus the cost of materials supplied
or installed by others on a full replacement cost
basis. The Builder’s Risk policy shall include a
soft cost endorsement that covers soft costs equal
to twenty percent (20%) of the Contract’s full
value. Soft costs are defined as certain expenses,
in addition to labor and materials, required to
complete the Project that has been delayed due to
unexpected physical damage and include, but are
not limited to, the following: legal/accounting
fees, design or other professional fees, financing
costs, taxes, general administration, lease
expenses, permit fees and insurance premiums.

This insurance shall include the interests of the
Additional Insureds as named below, SubRecipient and the Contractors of every tier on the Project as insureds. The insurance shall cover
without limitation, loss or damage to the Work
arising from the perils covered under “Special
Form Cause of Loss” form coverage including,
without duplication of coverage for theft, fire,
lightning, explosion, or hail, smoke, aircraft or
vehicles, riot or civil commotion, vandalism,
malicious mischief, collapse, earthquake, flood,
windstorm, false-work, testing and delay of
startup, temporary buildings, property in transit
and while stored at a temporary location, debris
removal including demolition occasioned by
enforcement of any applicable legal
requirements, and shall cover reasonable
compensation for Sub-Recipient’s services and
expenses required as a result of such loss. During
the Project construction period, Sub-Recipient
and its Contractors shall mutually waive all rights
of recovery against each other and against the
ATTACHMENT 1-10
365
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 11 ends

Additional Insureds identified below for damages
caused by fire or other perils covered by the
Builders Risk “Special Form Cause of Loss”
insurance. All applicable policies of insurance
covering the Work or the property of the SubRecipient or Contractor shall be endorsed to provide a waiver of subrogation in favor of the
Additional Insureds identified below, SubRecipient and all Contractors of every tier.

Further, Sub-Recipient hereby releases, and shall
cause its Contractors to release, the Indemnitees
identified in section 14 from any and all claims,
losses and damages caused by fire or other perils
covered by the Builders Risk “Special Form
Cause of Loss” insurance. There shall be no
deductible or self-insured retention exceeding
$10,000.00 per loss, other than earthquake or
flood which may have deductible or self-insured
retentions not exceeding $50,000.00. The policy
may have sublimits not less than the following:

Earthquake $5,000,000.00 Flood $1,000,000.00
Pollution Liability Coverage shall provide for
liability arising out of
sudden, accidental, and
gradual pollution, and
remediation. Not required
for Projects without
construction.

The policy limit shall be no less than $1,000,000
per claim and in the aggregate. All activities
contemplated in this MOU shall be specifically
scheduled on the policy as “covered operations.”
The policy shall provide coverage for remediation
of the site in the event of an environmental
contamination event arising out of the materials,
supplies, products, work, operations, or
workmanship.

Products/Completed
Operations
Coverage
Coverage shall extend a
minimum of three (3) years
after project completion. Not
required for Projects without
construction.

Coverage shall be included on behalf of the
insured for covered claims arising out of the
actions of independent Contractors. If the insured
is using Contractors, the Policy must include
work performed “by or on behalf” of the insured.

Policy shall contain no language that would
invalidate or remove the insurer’s duty to defend
or indemnify for claims or suits expressly
excluded from coverage. Policy shall specifically
provide for a duty to defend on the part of the
insurer. SCAG, its officials, officers, agents, and
employees, shall be included as additional
insureds under the Products and Completed
Operations coverage.

ATTACHMENT 1-11
366
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 12 ends

b. Higher Limits: no representation is made that the minimum insurance requirements of this MOU are sufficient to cover the indemnity or other obligations of Sub-Recipient under this MOU. c. The general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions:
i. SCAG, its officials, employees, and volunteers are to be covered as additional insureds, as respects to liability arising out of the activities performed by or on behalf of Sub-Recipient; products and completed operations of Sub-Recipient; premises owned, occupied or used by Sub-Recipient; or automobiles owned leased, hired or borrowed by Sub-Recipient. The coverage shall contain no special limitations on the scope of protection afforded to SCAG, its officials, and employees.
ii. For any claims related to this Project, Sub-Recipient’s insurance coverage shall be primary insurance as respects SCAG, its officials, and employees. Any insurance or self-insurance maintained by SCAG shall be excess of Sub-Recipient’s insurance and shall not contribute with it.
iii. Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to SCAG, its officials, and employees. iv. Sub-Recipient’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability. d. The Workers’ Compensation and Employer’s Liability policies shall include a waiver of subrogation endorsement in favor of SCAG, its, officials, employees, and volunteers. e. Any deductibles or self-insured retentions in amounts over $10,000 must be declared to and approved by SCAG.
f. Insurance is to be placed with California admitted insurers with a current A.M. Best’s rating of no less than A and be admitted, unless otherwise approved by SCAG. g. Sub-Recipient shall furnish SCAG with original endorsements and certificates of insurance evidencing coverage required by this clause. All documents are to be signed by a person authorized by that insurer to bind coverage on its behalf. All documents are to be received and approved by SCAG before work commences. Upon request of SCAG at any time, Sub-Recipient shall provide complete, certified copies of all required insurance policies, including endorsements affecting the coverage required by these specifications.
h. Sub-Recipient agrees to ensure that its Contractor(s) provide the same minimum insurance coverage and endorsements required of Sub-Recipient. Sub-Recipient agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this Section. However, in the event Sub-Recipient’s Contractor(s) cannot comply with this requirement, which proof must be submitted to SCAG, SubRecipient shall be required to ensure that its Contractor(s) provide and maintain insurance ATTACHMENT 1-12
367
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 13 ends

coverage and endorsements sufficient to the specific risk of exposure involved with Contractor(s) scope of work and services, with limits less than required of the Sub-Recipient, but in all other terms consistent with the Sub-Recipient’s requirements under this MOU. This provision does not relieve Sub-Recipient of its contractual obligations under the MOU and/or limit its liability to the amount of insurance coverage provided by its Contractor(s). This provision is intended solely to provide Sub-Recipient with the ability to utilize Contractor(s) who may be otherwise qualified to perform the work or services but may not carry the same insurance limits as required of SubRecipient under this MOU given the limited scope of work or services provided by the Contractor(s). Sub-Recipient agrees that upon request, all agreements with Contractor(s) will be submitted to SCAG for review.

14. Indemnification
a. Sub-Recipient assumes all risk of injury to its employees, agents, and contractors, including any loss or damage to property, in connection with this MOU. b. When the law establishes a professional standard of care, Sub-Recipient shall, to the fullest extent permitted by law, indemnify, defend, and hold harmless SCAG, its members, officers, employees, and agents from all allegations, claims, liabilities, damages, and expenses, including attorney’s fees arising out of or related to the Project or this MOU. If Sub-Recipient elects to design and evaluate the Project, Sub-Recipient shall be solely responsible and liable for all design and evaluation activities along with the accuracy and completeness of any design and evaluation deliverables.
c. For all other services, Sub-Recipient shall indemnify, defend, and hold harmless SCAG, its members, officers, employees, and agents from all allegations, claims, liabilities, damages, and expenses, including attorneys’ fees, arising out of or related to the Project or this MOU, except to the extent caused by the intentional or willful misconduct of SCAG or SCAG’s Consultant. d. Sub-Recipient shall indemnify, defend, and hold harmless SCAG, its members, officers, employees, and agents from any allegations, claims, liabilities, damages, and expenses, including attorneys’ fees, arising out of or related to any Intellectual Property or Work Products provided under this MOU that infringes or misappropriates the rights of any third party, including without limitation any patent, copyright, trade secret, or trademark right, except to the extent caused by the intentional or willful misconduct of SCAG or SCAG’s Consultant. e. These indemnification obligations in this Section are independent of any insurance coverage and are not limited by any insurance policy limits.

15. Disputes
Any dispute concerning a question of fact arising under this MOU that is not disposed of by agreement shall be decided by SCAG’s Project Manager who may consider any written or verbal evidence submitted by Sub-Recipient. The decision of the Project Manager, issued in writing, shall be conclusive and binding on the Parties on all questions of fact considered and determined by the Project ATTACHMENT 1-13
368
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 14 ends

Manager. Neither the pending of a dispute nor its consideration by the Project Manager will excuse Sub-Recipient from full and timely performance in accordance with the terms of this MOU.

16. Noncompliance
a. In the event of nonperformance or noncompliance with any requirement of this MOU, including but not limited to Project eligibility, schedule, deliverables, or milestone timelines, as outlined in the most current fully executed SAF, SCAG may terminate this MOU and require repayment of Grant Funds, including all applicable Consultant fees related to the Project. b. Notwithstanding the provisions set forth above, or any other provision contained in this MOU, no remedy conferred by any of the specific provisions of this MOU or in the most current fully executed SAF, is intended to be exclusive of any other remedy, and each and every remedy shall be cumulative and shall be in addition to every other remedy existing at law or in equity or by statute or otherwise.

17. Termination of MOU
a. Termination for Cancellation or Reduction in Funding. In the event an Awarding Agency terminates or cancels funding to SCAG that supports this MOU, whether in whole or in part, SCAG reserves the unilateral right to terminate this MOU immediately upon written notice to SubRecipient. In such event, this MOU shall be deemed terminated and the Parties shall be relieved of any and all obligations under this MOU as of the effective date of the Awarding Agency’s termination or cancelation of funding. In the event an Awarding Agency reduces funding to SCAG, SCAG shall have the unilateral right to stop work, proportionally reduce funding to Sub-Recipient, or terminate this MOU, in whole or in part, upon written notice to Sub-Recipient. b. Termination for Convenience. Either Party may terminate this MOU at any time by giving written notice to the other party of such termination at least thirty (30) calendar days before the effective date of such termination. Should SCAG terminate the MOU for convenience, upon receipt of the notice of termination, Sub-Recipient shall immediately take action to avoid incurring any additional obligation costs or expenses except as may be necessary to terminate its activities or the activities of its Contractor(s). SCAG shall pay Sub-Recipient its reasonable and allowable costs through the effective date of termination and is not liable for any expenses after termination, including any costs associated with Contractor(s). In such event, all finished or unfinished Work Products shall be provided to SCAG.
c. Termination for Cause. If through any cause, either Party shall fail to timely and adequately fulfill its obligations under this MOU, or if either Party violates any of the covenants, terms, or stipulations of this MOU, the non-breaching Party shall thereupon have the right to terminate the MOU by giving not less than ten (10) calendar days written notice to the breaching Party of the intent to terminate and specifying the effective date thereof. The non-breaching Party shall provide a reasonable opportunity for the breaching Party to cure prior to termination. In no event shall such opportunity to cure extend beyond the term of the MOU. In the event that SCAG invokes this termination for cause provision, Sub-Recipient shall reimburse SCAG for all funds provided for the Project and all finished or unfinished Work Products shall be provided to SCAG at its option.

ATTACHMENT 1-14
369
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 15 ends

18. Records Retention
a. Subject to longer retention periods in the Funding Requirements, Sub-Recipient and its Contractor(s) shall maintain and make available, in accordance with Section 19 of this MOU, all source documents, books and records connected with the Project, documentation of its normal procurement policy and competitive procurement bid process and completed procurements related to the Project, all work performed under this MOU, all evidence of environmental clearance, and evidence demonstrating the funding was used for the appropriate purposes for a minimum of five (5) years after termination of this MOU. Wherever practicable, such records should be collected, transmitted, and stored in open and machine-readable formats. b. Subject to longer retention periods in the Funding Requirements, if any litigation, claim, negotiation, audit, monitoring, inspection, or other action has been started before the expiration of the required record retention period, all records shall be retained and made available by SubRecipient and its Contractor(s) for five (5) years after: (a) the conclusion or resolution of the matter; (b) the date an audit resolution is achieved for each annual SCAG OWP; or (c) termination of this MOU, whichever is later.

19. Monitoring and Audits
a. SCAG may monitor expenditures and activities of Sub-Recipient and its Contractor(s) as SCAG deems necessary to ensure compliance with the MOU and the Funding Requirements of the Awarding Agencies including but not limited to the LAPM, 2 CFR Part 200, and 48 CFR Part 31, as applicable.
b. At any time during the term of this MOU, SCAG, the Awarding Agencies, State or Federal authorities or cognizant agencies, their designees, or any other duly authorized agencies may perform or cause to be performed a financial audit of any and all phases of the Project. At their request, Sub-Recipient shall provide, at its own expense, a financial audit prepared by an independent certified public accountant.
c. Sub-Recipient agrees that SCAG, the Awarding Agencies, State or Federal authorities or cognizant agencies, their designees, or any other duly authorized agencies shall have the right to review, obtain, and copy all records and supporting documentation related to the performance of this MOU. Sub-Recipient agrees to provide any relevant information requested. Copies shall be made and furnished upon request at no cost.
d. If Sub-Recipient elects to design and evaluate the Project, Sub-Recipient may be subjected to additional monitoring during the design and evaluation of the Project. e. Sub-Recipient agrees to permit SCAG, the Awarding Agencies, State or Federal authorities or cognizant agencies, their designees, or any other duly authorized agencies access to its premises, upon reasonable notice, during normal business hours for the purpose of interviewing employees who might reasonably have information related to such records and inspecting and copying such books, records, accounts, and other material that may be relevant to a matter under investigation for the purpose of determining compliance with this MOU, the Program Guidelines, the Funding ATTACHMENT 1-15
370
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 16 ends

Requirements of the Awarding Agencies, or applicable state and federal laws, rules, and regulations.
f. If there are audit findings from any audit, Sub-Recipient must submit a detailed response acceptable to SCAG for each audit finding within ninety (90) days of the audit finding report.

20. RESERVED

21. Compliance with Laws, Rules, and Regulations
Sub-Recipient agrees to comply with all applicable federal and state laws (as set forth in the Funding Requirements) local laws, ordinances, codes and regulations and orders of public authorities as well as all applicable legal authority regarding construction standards.

22. Public Works and Construction
Without limiting the generality of Section 21, Sub-Recipient agrees to ensure compliance with all applicable legal authority regarding construction standards and requirements, including but not limited to the following:
a. Labor Code Requirements
i. Sub-Recipient is hereby put on notice that the Project under the MOU may qualify as a public works project and Sub-Recipient will therefore be required to determine whether the Project falls under a classification that would require payment of prevailing wages. Services constituting public works are described in California Labor Code Sections 1720-1861, as may be amended or recodified by legislative action from time-to-time.
ii. If a Project qualifies as a public works project, Sub-Recipient shall be the Awarding Body for the public works project and required to comply with all requirements applicable to the Awarding Body.
iii. If Sub-Recipient or its Contractor(s) will perform services that require payment of prevailing wages, they are required to register with the California Department of Industrial Relations (“DIR”) in order to be compliant with the law. Neither Sub-Recipient nor its Contractor(s) may work on a public works project without a current and active DIR registration. iv. In the event that Sub-Recipient or its Contractor(s) engages in the performance of a public work under this MOU as defined by Labor Code Section 1770 et seq., Sub-Recipient and its Contractor(s) shall be required to cause such employees who are entitled to prevailing wages, to be paid the required wage amounts pursuant to applicable state law. Sub-Recipient and its Contractor(s) shall ensure compliance with the State of California’s General Prevailing Wage Rate requirements in accordance with California Labor Code, Section 1770, and all Federal, State, and local laws and ordinances applicable to the work.

ATTACHMENT 1-16
371
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 17 ends

v. Sub-Recipient further acknowledges that any work that qualifies as a public work within the meaning of California Labor Code Section 1720 shall require Sub-Recipient and its Contractor(s) to comply with the provisions of California Labor Code Sections 1775 et seq. Sub-Recipient agrees to ensure compliance with Labor Code Section 1776 regarding retention and inspection of payroll records and noncompliance penalties, Labor Code Section 1777.5 regarding employment of registered apprentices, and Labor Code Section 1813 regarding forfeiture for violations of the maximum hours per day and per week provisions contained in the same chapter. b. Sub-Recipient shall comply with all applicable federal, state, and local procurement requirements for public works and construction projects and shall advertise, open bids, award, and approve all construction contracts in accordance with applicable law (for example, the California Public Contract Code and the California Labor Code, if applicable). c. All construction contracts for the Project shall be administered and managed by Sub-Recipient.

Sub-Recipient shall prepare or have prepared a detailed schedule of performance for the Project, ensuring that all construction is completed within the timeline allowed by the MOU. Sub-Recipient shall be responsible for requiring the construction contractor to furnish any applicable labor and material bonds and payments and performance bonds naming the Sub-Recipient as obligee, and SCAG as additional obligee, or an insurance policy in lieu of such bonds. d. Sub-Recipient agrees to procure any and all permits, licenses and approvals necessary to complete the Project, including those necessary to perform design, construction, operation and maintenance, and to comply with all California Environmental Quality Act (CEQA) and National Environmental Policy Act (NEPA) requirements applicable to the Project. Sub-Recipient shall pay all charges and fees and give all notices necessary or incidental to the Project. e. Sub-Recipient shall prepare, or have prepared, all plans, specifications and estimates for the Project and ensure that the Project complies with all applicable federal and state accessibility requirements, including but not limited to the Americans with Disabilities Act, including its implementing regulations at 24 CFR Part 8 and any amendments, and California Government Code Section 4450, and applicable requirements and guidance provided in Title 24 of the California Code of Regulations, for the construction of buildings, structures, sidewalks, curbs and related facilities for accessibility and usability.
f. Sub-Recipient shall conduct all necessary due diligence for the Project, including but not limited to performing necessary environmental assessments/review of environmental hazard reports, conducting engineer/geotechnical review, commissioning title reports to identify and evaluate the condition of title and encumbrances on the subject property, including but not limited to any covenants conditions and restrictions, determining the entity(ies) with site control, including whether any third parties have ownership or site control rights, and determining the suitability for the Project. g. Sub-Recipient shall ensure any Contractors or subcontractors are paid in accordance with applicable laws and regulations.

ATTACHMENT 1-17
372
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 18 ends

h. Sub-Recipient shall comply with the procedure set forth in Public Contracts Code Section 9204 for processing contractor claims, paying undisputed amounts, and requiring mediation of disputed amounts.
i. Sub-Recipient shall be responsible for ensuring ongoing maintenance of the Project after completion.

SCAG shall not be responsible for ongoing maintenance of the Project after completion.

23. Conflict of Interest
The Parties shall comply with all applicable Federal and State conflict of interest laws, regulations, and policies.

24. Independent Contractor
Sub-Recipient and its Contractor(s) shall be independent contractors in the performance of this MOU, and not officers, employees, or agents of SCAG.

25. Assignment
Neither Party shall assign any rights or interests in this MOU, or any part thereof, without the written consent of each Party to this MOU, which consent may be granted, withheld, or conditioned in the consenting Party’s sole and absolute discretion. Any assignment without such written consent shall be void and unenforceable. The covenants and agreement of this MOU shall inure to the benefit of and shall be binding upon each of the Parties and their respective successors and assignees.

26. Release of Information
a. Subject to any provisions of law, including but not limited to the California Public Records Act, any Work Product or materials deemed confidential by either Party shall be held confidential by the receiving Party who shall safeguard such confidential materials from unauthorized disclosure, using the same standard of care to avoid disclosure as the receiving Party treats its confidential information, but in no case less than reasonable care. Nothing furnished to either Party which is otherwise known or is generally known, or has become known, to the related industry shall be deemed confidential.
b. Sub-Recipient shall not release any information or Work Products to a third party or otherwise publish or utilize any information or Work Products obtained or produced by it as a result of or in connection with the performance of services under this MOU without the prior written authorization of SCAG, except as provided under this MOU or as required by law (including, without limitation, pursuant to the California Public Records Act). c. All public-facing communications materials relating to this MOU, or its subject matter, shall acknowledge SCAG. Communications materials include, but are not limited to, site signage, printed information materials, print and online publications, websites, advertisements, video, public service announcements, social media postings, events, media advisories, news releases, and all other related materials.

ATTACHMENT 1-18
373
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 19 ends

d. To ensure consistency of public information about SCAG programs and funded work products, Sub-Recipient is required to notify and coordinate with SCAG Project Manager who will coordinate with SCAG’s Manager of Media & Public Affairs or a specified designee on any media inquiries or plans for proactively providing information to media outlets. e. All communication materials must be provided to SCAG Project Manager prior to completion so that inclusion of this element can be confirmed.

27. Non-Exclusivity
Nothing herein is intended nor shall be construed as creating an exclusive arrangement between SCAG and Sub-Recipient. This MOU shall not restrict SCAG from acquiring similar, equal or like services from other entities or sources.

28. Severability
If any provision of this MOU is held to be illegal, invalid, or unenforceable, in whole or in part, such provision shall be modified to the minimum extent necessary to make it legal, valid, and enforceable, and the legality, validity, and enforceability of the remaining provisions shall not be affected thereby.

29. Survival
The following sections survive expiration or termination of this MOU:

Section 5 (Funding)
Section 10 (Work Products)
Section 12 (Notices)
Section 13 (Insurance)
Section 14 (Indemnification)
Section 15 (Disputes)
Section 18 (Records Retention)
Section 19 (Monitoring and Audits)
Section 21 (Compliance with Laws, Rules, and Regulations) Section 22 (Public Works and Construction)
Section 23 (Conflict of Interest)
Section 26 (Release of Information)
Section 31 (Jurisdiction and Venue)
Section 32 (Waiver)

30. Flow-Down Provisions
Sub-Recipient shall include the following provisions in all agreements entered into containing funds provided under this MOU, require the provisions below that survive expiration or termination of this MOU to survive, and shall include a requirement in all agreements that each of them in turn include the requirements in all contracts and subcontracts they enter into to perform work under the Project.

ATTACHMENT 1-19
374
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 20 ends

SCAG does not have a contractual relationship with Sub-Recipient’s Contractor(s), and Sub-Recipient shall be fully responsible for monitoring and ensuring compliance with these provisions.

Exhibit B (Funding Requirements)
Section 5.e. (Funding – repayment of ineligible costs)
Section 6 (Invoices)
Section 7 (Reporting)
Section 8 (Accounting)
Section 10 (Work Products)
Section 13 (Insurance)
Section 14 (Indemnification)
Section 18 (Records Retention)
Section 19 (Monitoring and Audits)
Section 21 (Compliance with Laws, Rules, and Regulations) Section 22 (Public Works and Construction)
Section 23 (Conflict of Interest)
Section 24 (Independent Contractor)
Section 25 (Assignment)
Section 26 (Release of Information)
Section 33 (Standard of Care)
Upon SCAG’s request, Sub-Recipient shall provide SCAG a copy of any such agreement.

31. Jurisdiction and Venue
This MOU shall be deemed an agreement under the laws of the State of California and for all purposes shall be interpreted in accordance with such laws. Subject to the provisions in Section 15, the Parties hereby agree and consent to the exclusive jurisdiction of the courts of the State of California and that the venue of any action brought thereunder shall be Los Angeles County, California.

32. Waiver
No delay or failure by either Party to exercise or enforce at any time any right or provision of this MOU shall be considered a waiver thereof of such Party’s right thereafter to exercise or enforce each and every right and provision of this MOU. A waiver to be valid shall be in writing but need not be supported by consideration. No single waiver shall constitute a continuing or subsequent waiver.

33. Standard of Care
Sub-Recipient and its Contractor(s) shall perform the work required for the Project under this MOU in accordance with generally accepted industry standards, practices, and principles applicable to such work. If Sub-Recipient elects to design and evaluate the Project, such services shall be performed in accordance with professional standards of care applicable to licensed design professionals in California.

ATTACHMENT 1-20
375
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 21 ends

34. Force Majeure
Neither Party shall be liable or deemed to be in default for any delay or failure in performance under this MOU or interruption of services resulting, directly or indirectly, from acts of nature, civil or military authority, acts of public enemy, war, strikes, labor disputes, pandemics, or any other similar cause beyond the reasonable control of the Parties, provided that the Party seeking to delay or excuse its performance as a result of such event shall notify the other Party in writing of such circumstances within not more than ten (10) days following the first occurrence of the event forming the basis of the delay or excuse of performance. In the event that the Party seeking to delay or excuse its performance fails to timely deliver the notice described in the previous sentence, then such event shall not relieve the Party from its timely performance.

35. Entire MOU
This MOU, comprised of these terms and conditions, the attached exhibits, and any properly executed amendments, represents and contains the entire agreement of the Parties with respect to the matters set forth herein. This MOU supersedes any and all prior negotiations, discussions and, if any, previous agreements between the Parties with respect to the matters set forth herein.

36. Execution
This MOU, or any amendments related thereto, may be executed in multiple counterparts, each of which shall be deemed to be an original, but all of which shall constitute one and the same agreement.

The signature page of this MOU or any amendments may be executed by way of a manual or authorized electronic (wet ink, scanned) signature. Delivery of an executed counterpart of a signature page to this MOU or an amendment by electronic transmission scanned pages shall be deemed effective as a delivery of a manually or electronically executed counterpart to this MOU or any amendment.

37. Authority
Sub-Recipient warrants and certifies that it possesses the legal authority to execute this MOU and to undertake the Project, and, if applicable, that a resolution, motion, or similar action has been fully adopted or passed, as an official act of Sub-Recipient's governing body, authorizing receipt of the Grant Funds, and directing and designating the authorized representative(s) of Sub-Recipient to act in connection with the Project and to provide such additional information as may be required by SCAG.

ATTACHMENT 1-21
376

SIGNATURE PAGE TO

MEMORANDUM OF UNDERSTANDING
No. M-024-26
IN WITNESS WHEREOF, the Parties have caused this Memorandum of Understanding to be executed by their duly authorized representatives as of the dates indicated below:

SOUTHERN CALIFORNIA ASSOCIATION OF GOVERNMENTS (“SCAG”) By: _______________________________________________ _________________ Cindy Giraldo Date
Chief Financial Officer
APPROVED AS TO FORM:

By: _______________________________________________ _________________ Richard Lam Date
Senior Deputy Legal Counsel
City of Burbank(“Sub-Recipient”)
By: _______________________________________________ _________________ Patrick Prescott Date
Community Development Director
APPROVED AS TO FORM:

By: _______________________________________________ _________________ Lisa Kurihara Date
Senior Assistant City Attorney
ATTACHMENT 1-22
377
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 23 ends

EXHIBIT A

SCOPE OF WORK & BUDGET
Sub-Recipient: City of Burbank
Project Title: Safer Downtown Burbank Mobility Network Improvement Project
Project Description:

This project will connect and improve the bicycle network and pedestrian crossings in Downtown Burbank, adding new bike facilities and upgrading safety elements on existing bicycle facilities. Quick-build materials will be used to support elements such as striped buffered Class II bike lanes, a pedestrian rapid rectangular flashing beacon (RRFB), upgrades to existing bike lanes, signs for wayfinding, red curb at stop signs, curb extensions, and centerline hardening. Improvements will increase access to key destinations, enhance bicyclist and pedestrian comfort, improve street safety, and calm traffic throughout Downtown Burbank.

Project involves installation of street markings and plastic posts with no changes to concrete/asphalt.

Total Grant Funds: $900,000
Total Amount of Sub-Award: $695,000
ATTACHMENT 1-23
378
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 24 ends

EXHIBIT B

FUNDING REQUIREMENTS
Sub-Recipient shall comply with all relevant federal, state, and local requirements, including cost principles, procurement standards, and environmental regulations. If a conflict arises between federal and state regulations, laws, or policies, federal law takes precedence and supersedes state law. Similarly, if a state regulation or policy conflicts with applicable federal laws, statutes, or regulations, the federal requirement must be followed. In some cases, the state may impose more stringent standards than federal (i.e. environmental regulations), which is generally allowable, provided they do not directly contradict or frustrate the objectives of the federal legislation.

I. GENERAL FEDERAL REGULATIONS
Sub-Recipient must comply with all applicable federal requirements governing federal assistance, including:
a. Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards under 2 CFR Part 200 and 48 CFR Part 31, including reporting obligations under 2 CFR Part 200, access related to books, records, and facilities for audits under 2 CFR 200.337, and Cash Management Requirements under 2 CFR 200.305
b. Labor and fair employment standards, including requirements related to Disadvantaged Business Enterprises (DBE) under 49 C.F.R. Part 26;
c. Prevailing Wage requirements under 29 CFR Part 3;
d. Environmental Compliance including, as applicable, the National Environmental Policy Act (42 U.S.C. 4321, et seq.), the Clean Air Act (42 U.S.C. 7401, et seq.), and the Clean Water Act (33 U.S.C. 1344);
e. Compliance with drug-free workplaces under 49 CFR Part 32; and f. All certifications related to:

1. Non-Discrimination (Title VI of the Civil Rights Act of 1964 and 49 CFR Part 21)

2. Debarment and Suspension (2 CFR Part 180, Part 1532);

3. Lobbying Restrictions (2 CFR Part 34; 31 U.S.C. § 1352);

4. Trafficking Victims Protection Act of 2000 (as amended) compliance;

5. Prohibition on Covered Telecommunications Equipment (2 CFR §200.216);

6. Domestic Preferences (2 CFR §200.322); and

7. Procurement of Recovered Materials (2 CFR §200.323)
g. Sub-Recipient shall require its sub-contractors to abide by the Federal Requirements set forth here and throughout this MOU.

II. GENERAL PROJECT REQUIREMENTS
a. Procurement. As a recipient of federal and state funds, SCAG has the responsibility for ensuring that its procurement process complies with all applicable federal, state and funding requirements. For all agreements entered into containing funds provided under this MOU or to perform work under this MOU, as outlined in the most current fully executed SAF, SubRecipient shall procure in compliance with all applicable federal, state, and local laws and regulations. These include the following:

1. Upon request, Sub-Recipient shall provide information to the SCAG Project Manager regarding any existing solicitation including, but not limited to, Requests for Proposals, ATTACHMENT 1-24
379
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 25 ends

Invitation for Bids, Request for Qualifications, and Requests for Quotation (collectively “RFP”). For new RFPs developed or finalized after the Effective Date of this MOU, Sub-Recipient shall provide information to the SCAG Project Manager and obtain SCAG Project Manager’s written approval on any final RFP prior to its issuance.

SCAG may require documentation of RFPs and Notices to Proceed before approval of invoice reimbursement.

2. Sub-Recipient shall be accountable to SCAG and the Awarding Agencies to ensure Contractor’s performance. Sub-Recipient’s Project Manager shall be responsible for final approval of Contractor’s deliverables consistent with the Scope of Work as outlined in the most current fully executed SAF; provided, however, that prior to approving a deliverable from the Contractor, Sub-Recipient’s Project Manager shall consult with SCAG’s Project Manager.

3. When requested, Sub-Recipient shall provide other related documentation of compliance, as determined by SCAG, with applicable procurement requirements and terms and conditions of this MOU within ten (10) days of the request.

4. Sub-Recipient shall not be authorized to direct any additional work by the Contractor or cause any increase in the Contractor costs without SCAG’s prior written approval.

In the event that Sub-Recipient or its Contractor proposes an amendment to the Contractor’s contract which changes the terms of Contractor’s contract with SubRecipient, including but not limited to, increases the value of the contract amount and/or modifies the Scope of Work, as outlined in the most current fully executed SAF, Sub-Recipient shall notify SCAG’s Project Manager in writing prior to execution of such amendment, provide SCAG with copy of the amendment and obtain SCAG’s written approval. SCAG may propose an amendment to this MOU, if necessary, consistent with any executed amendments to the Contractor contract.

5. Sub-Recipient shall be accountable to SCAG and the Awarding Agencies to ensure Contractor(s)’ performance. Sub-Recipient’s Project Manager shall be responsible for final approval of Contractor(s)’ deliverables consistent with the Scope of Work, as outlined in the most current fully executed SAF; provided, however, that prior to approving a deliverable from the Contractor(s), Sub-Recipient’s Project Manager shall consult with SCAG’s Project Manager.
b. Licenses. Sub-Recipient agrees to obtain and maintain the required licenses, permits, and all other appropriate legal authorizations from all applicable federal, state and local jurisdictions, and pay all applicable fees. Sub-Recipient further agrees to immediately notify SCAG in writing of any change in its licensing status which has a material impact on the Sub-Recipient’s performance under this MOU.
c. Reporting. Sub-Recipient shall submit reports to SCAG as outlined in Exhibit A Scope of Work, as outlined in the most current fully executed SAF. Unless otherwise stated herein, all reports shall be submitted electronically to the SCAG Project Manager (“SCAG PM”) at intervals determined by SCAG PM. If the reports are too large to be attached via email, the reports shall be submitted via a file-sharing site that allows SCAG to access and download the files. SCAG reserves the right to review, comment, and request changes to any report produced as a result of this MOU.
d. No Conflict of Interest. Sub-Recipient, in performing all tasks set forth in Exhibit A Scope of Work, as outlined in the most current fully executed SAF, warrants that it has no business, professional, personal or other interest that would conflict in any manner or degree with the ATTACHMENT 1-25
380
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 26 ends

performance of its obligations under this MOU. Sub-Recipient must immediately inform SCAG in writing of any actual or potential conflict of interest arises during the term of this MOU. SCAG may, in its sole judgment, terminate this MOU immediately upon written notice to Sub-Recipient.
e. Standards of Performance. Sub-Recipient shall be responsible for exercising the degree of skill and care customarily required by accepted professional practices and procedures subject to SCAG’s final approval which SCAG will not unreasonably withhold. Any costs incurred due to the failure to meet the foregoing standards, or otherwise defective services which require reperformance, as directed by SCAG, shall be the responsibility of Sub-Recipient. If SubRecipient is deemed by SCAG to have failed the foregoing standards of performance, SCAG may request re-performance.
f. Pass-Through. Sub-Recipient shall require its subrecipients, if any, to abide by the Project Requirements set forth in this MOU.

III. FEDERAL REQUIREMENTS AND CERTIFICATIONS
This MOU is funded, in whole or in part, by an USDOT award to the SCAG. Information on the award may be found at SS4A FY23 Terms and Conditions, and made a part herein by this reference. As such, Sub-Recipient shall fully comply with all applicable federal rules, regulations, and requirements, including, but not limited to, the following:
a. Procurement Requirements. As a federal funded project, Sub-Recipient shall conduct all procurements in strict compliance with:

1. The LAPM, including but not limited to applicable chapters governing consultant selection and construction contracting;

2. Title 2 Code of Federal Regulations Part 200 (2 CFR Part 200), including Subpart D (Post Federal Award Requirements) and Subpart E (Cost Principles); and

3. Sub-Recipient shall administer construction contracts in accordance with applicable provisions of LAPM Chapter 16, including conducting a detailed complete review of Contractor(s)’ invoices prior to payment, and applicable provisions of LAPM Chapter 15 and/or Local Assistance Program Guidelines Chapter 25 requirements governing the advertising and award of construction contracts. The invoice review shall include, but not be limited to, ensuring: (1) the work included in the invoice is correctly invoiced and supported; (2) hours worked equal hours invoiced; (3) charged rates are equal to the contracted rates; (4) materials and services were received; and (5) that the work performed is consistent with the Scope of Work, as outlined in the most current fully executed SAF. Upon review, Sub-Recipient shall pay Contractor(s)’ invoices prior to submitting invoices to SCAG for reimbursement. b. SS4A Requirements. Sub-Recipient, and its subrecipients and subcontractor(s), must fully adhere to the SS4A program requirements set forth by USDOT pursuant to the Infrastructure Investment and Jobs Act (IIJA) Section 24112 and align its performance with the specific requirements listed in the “FY 2023 Notice of Funding Opportunity (NOFO) for Safe Streets and Roads for All.”
c. Delinquent Tax Liability and Felony Convictions. Sub-Recipient warrants that federal funds will not be used for contracts with corporations having unpaid Federal tax liability or recent felony convictions under the Consolidated Appropriations Act, 2023. d. Anti-Kickback and Fraud. Sub-Recipient warrants compliance with the Copeland AntiKickback Act under 18 U.S.C. 874 and 40 U.S.C. 3145 and Whistleblower Protection under ATTACHMENT 1-26
381
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 27 ends

41 U.S.C. 4712, which prohibits retaliation for disclosing gross mismanagement or violations of law.
e. Banning Text Messaging While Driving. Pursuant to Executive Order 13513, Sub-Recipient must adopt policies to prohibit texting while driving on official business. f. Quarterly Reporting. Sub-Recipient shall comply with the Quarterly Progress Reports requirement submitted in the specific format and with the content described in Exhibit D, which was designed specifically for the SS4A grant program. g. Debarment and Suspension. Sub-Recipient shall fully comply with 2 CFR Part 180, as supplemented by 2 CFR Part 1532 and Executive Order 12549. Sub-Recipient certifies that neither it, nor any of its Contractors is or has been debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from covered transactions, as they are defined in 2 CFR Parts 180 and 1200, by any Federal agency or department and is: not presently excluded or disqualified, as those terms are defined in 2 CFR § 180.110; not convicted within the preceding three years of any of the offenses listed in 2 CFR § 180.800(a) or had a civil judgment rendered against it for one of those offenses within that time period; not presently indicted for or otherwise criminally or civilly charged by a governmental entity (Federal, State or local) with commission of any of the offenses listed in 2 CFR § 180.800(a); or not had one or more public transactions (Federal, State, or local) terminated within the preceding three years for cause or default. Sub-Recipient acknowledges that failing to disclose the information required under 2 CFR § 180.355 may result in the delay or negation of this MOU or pursuance of legal remedies, including suspension and debarment.
h. New Restrictions on Lobbying. Sub-Recipient certifies its compliance with Title 2 CFR Part 34, New Restrictions on Lobbying. No appropriated funds may be expended by the SubRecipient of a Federal contract, grant, loan, or cooperative agreement to pay any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with any of the following covered Federal actions: the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. i. Trafficking Victims Protection Act of 2000. Sub-Recipient, and any of its subrecipients and Contractor(s) paid with SS4A funds, shall comply with the provisions of the Trafficking Victims Protection Act of 2000 (See 22 USC 7104 et seq.; and specifically 7104(g)), as amended.
j. Prohibition On Covered Telecommunications Equipment. Sub-Recipient is prohibited from obligating or expending loan or grant funds to: Procure or obtain covered telecommunications equipment or services; Extend or renew a contract to procure or obtain covered telecommunications equipment or services; or Enter into a contract (or extend or renew a contract) to procure or obtain covered telecommunications equipment or services, as those terms are defined in 2 CFR §200.216.
k. Domestic Preferences (“Buy America”). Sub-Recipient must, to the greatest extent practicable and consistent with law, provide a preference for the purchase, acquisition, or use of goods, products, or materials produced in the United States (including but not limited to iron, aluminum, steel, cement, and other manufactured products), as those terms are defined in 2 CFR §200.322.

ATTACHMENT 1-27
382
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 28 ends

l. Audit Requirements. During the term of the MOU, and for a period of three (3) years from the date of MOU expiration, and if requested in writing by SCAG, Sub-Recipient shall allow SCAG or the Comptroller General of the United States, their designated representatives and/or the cognizant Federal Audit Agency access during normal business hours to all records and reports related to the work performed under this MOU. Sub-Recipient assumes sole responsibility for reimbursement to USDOT, a sum of money equivalent to the amount of any expenditures disallowed should the Auditing Agencies rule through audit exception or some other appropriate means that expenditures from funds allocated to the Sub-Recipient were not made in compliance with the applicable cost principles as contained in 2 CFR Part 200 Subpart E, or the provisions of this MOU. Through the term of this MOU, and if applicable and if SubRecipient expended One Million Dollars ($1,000,000) or more in a fiscal year in Federal Awards, Sub-Recipient shall have a single or program-specific audit conducted in accordance with the requirements of 2 CFR Part 200 Subpart F.
m. Federal Property Disposition Conditions. The disposition of equipment funded in whole or in part with Federal funds, when it is no longer needed for the original project, program, or for other activities currently or previously supported by a Federal agency, must comply with local, state and federal regulations, including 2 CFR § 200.313 as amended. Pursuant to the federal property disposition conditions, Sub-Recipient agrees to report to SCAG, every 2 years after the conclusion of the MOU term, information relating to the equipment, until the equipment’s fair market value drops below $10,000 or until the equipment is no longer used in accordance with the purpose of this MOU. Information to be reported shall include: the serial number or another identification number, the fair market value at the time of the report, location, use and condition of the equipment. Sub-Recipient shall also notify SCAG within thirty (30) days of the equipment’s sale or transfer. The requirements of this provision shall survive the expiration of this MOU.
n. Intellectual Property Rights. The Parties’ rights to all intangible property made under this MOU, including copyrights, trademarks, patents, and inventions, shall be in accordance with 2 CFR §200.315 and 37 CFR Part 401, and any applicable federal regulations. In addition, Sub-Recipient agrees to the following:

1. Rights of Technical Data – The United States Government and SCAG shall have the unlimited right to use technical data, including material designated as a trade secret, resulting from the performance of services by Sub-Recipient under this MOU. SubRecipient shall have the right to use technical data for its own benefit.

2. Copyright – Sub-Recipient agrees to grant the United States Government and SCAG a royalty-free, nonexclusive, irrevocable right to reproduce, translate, publish, use, and dispose of all copyrightable material first produced or composed in the performance of this MOU.
o. NEPA Requirements. Sub-Recipient is responsible for ensuring compliance with applicable National Environmental Policy Act (NEPA) requirements, including, as applicable, serving as the implementing agency for environmental approval(s).
p. Nondiscrimination. In the performance of this MOU, Sub-Recipient must not unlawfully discriminate, harass, or allow harassment against any employee or applicant for employment on the basis of race, religious creed, color, national origin, ancestry, sex, sexual orientation, age, mental status, medical condition, physical or mental disability, or allow unlawful denial of family and medical care leave, denial of pregnancy disability leave, or reasonable accommodations. Sub-Recipient must comply with the provisions of the Fair Employment & ATTACHMENT 1-28
383
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 29 ends

Housing Act (Government Code § 12900 et seq.), Title VI of the Federal Civil Rights Act of 1964 (P.L. 88-352), Section 504 of the Rehabilitation Act of 1973, the Americans with Disability Act (42 USC 12101, et seq.), and all amendments thereto, and all administrative rules and regulations issued pursuant to said Acts. Sub-Recipient must also comply with all applicable Executive Orders, including:

1. Executive Order 14173 (Ending Illegal Discrimination and Restoring Merit-Based Opportunity).

2. Executive Order 14224 (English as the Official Language).

Failure by Sub-Recipient to carry out these nondiscrimination requirements is a material breach of this MOU, which may result in the termination of this MOU or other legally available remedies.
q. Citizenship and Alien Status. Sub-Recipient warrants that it fully complies with all laws regarding the employment of aliens and others, and that its employees performing services hereunder meet the citizenship or alien status requirements contained in federal and state statutes and regulations including, but not limited to, the Immigration Reform and Control Act of 1986 (P.L. 99-603). The Sub-Recipient shall obtain from all covered employees performing services hereunder all verification and other documentation of employees' eligibility status required by federal statutes and regulations as they currently exist and as they may be hereafter amended. Sub-Recipient shall have a continuing obligation to verify and document the continuing employment authorization and authorized alien status of employees performing services under this MOU to ensure continued compliance with all federal statutes and regulations. Notwithstanding the above, Sub-Recipient, in the performance of this MOU, shall not discriminate against any person in violation of 8 USC Section 1324b. r. Federal Freedom of Information Act. Certain records related to this MOU may be subject to disclosure under the Freedom of Information Act (FOIA), 5 U.S.C. § 552. Accordingly, nothing in this MOU will be construed to limit the rights of any member of the public under FOIA or to obligate SCAG to withhold records that are otherwise required to be disclosed under applicable law. Sub-Recipient must clearly mark information that it considers proprietary, confidential, or otherwise exempt from disclosure under FOIA at the time of submission. Such markings do not guarantee protection from disclosure. s. Scope of Applicability. Failure to expressly identify a Federal law applicable to the SubRecipient or to activities under this MOU does not negate its applicability.

IV. CALIFORNIA REQUIREMENTS AND CERTIFICATIONS
a. Competitive Bidding. Sub-Recipient, in its subcontracts, must comply with requirements that construction contracts over $25,000 may not be awarded on the basis of noncompetitive negotiation without prior written approval from the State. b. Anti-Trust Claims. Sub-Recipient certifies that if these services or goods are obtained by means of a competitive bid, the Sub-Recipient and its subcontractors and subconsultants must comply with Title 1, Division 5, Chapter 11 of the California Government Code (Cal. Gov. Code §§ 4550- 4554).
c. Loss Leader. If this MOU involves the furnishing of equipment, materials, or supplies then the following statement is incorporated: It is unlawful for any person engaged in business within this state to sell or use any article or product as a “loss leader” as defined in Section 17030 of the California Business and Professions Code (Cal. Pub. Cont. Code § 10344(e).

ATTACHMENT 1-29
384
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 30 ends

d. Professional Service Contracts. Professional service contracts must follow procedures described in California Government Code sections 4527(a) and 4528(a). e. A&E Services. Procurement for Architectural and Engineering (A&E) services must comply with Chapter 10 of the LAPM and California Government Code sections 4525–4529.5. f. CEQA Requirements. Sub-Recipient is responsible for ensuring compliance with applicable California Environmental Quality Act (CEQA) requirements, including serving as the implementing agency for environmental approval(s).
g. Prevailing Wages. Sub-Recipient must require all workers employed on public works aspects of the project be paid not less than the general prevailing wage rates predetermined by the Department of Industrial Relations.
h. Priority Hiring Considerations. If this MOU includes services in excess of $200,000, the SubRecipient shall give priority consideration in filling vacancies in positions funded by the MOU to qualified recipients of aid under Welfare and Institutions Code Section 11200 in accordance with Pub. Contract Code §10353.
i. Factual Representations in Communications. Any and all notices, reports, or other communications required by this MOU, including but not limited to invoices, accounting reports, supporting documentation, and monitoring reports, shall be submitted under the penalty of perjury. j. Work Products. All Work Product shall be shared with HCD and its partners for various purposes, including education, outreach, transparency and future learning.. k. Allowable Uses of REAP 2.0 Grant Funds.

1. Grant Funds shall be expended in compliance with the REAP 2.0 Goals and Objectives. i. REAP 2.0 Goals (“Goals”) are to invest in housing, planning, and infill housingsupportive infrastructure across the entire state in a manner that reduces Vehicle Miles Traveled (“VMT”), increases housing affordability, and advances equity.

More detailed information on the Goals can be found in Section 201 of the REAP

2.0 Notice of Funding Availability (“NOFA”) and Final Guidelines for MPO Applicants and are made a part of the provisions of this MOU as if set forth in full. ii. REAP 2.0 Objectives (“Objectives”) include: (1) accelerating infill development that facilitates housing supply, choice, and affordability; (2) affirmatively furthering fair housing; (3) reducing vehicle miles traveled. More detailed information on the Objectives can be found in Section 202 of the REAP 2.0 NOFA and Final Guidelines for MPO Applicants and are made a part of the provisions of this MOU as if set forth in full.

2. Grant Funds shall only be used by Sub-Recipient for activities approved by SCAG and included in the Scope of Work, as outlined in the most current fully executed SAF.

3. Grant Funds may not be used for administrative costs of persons employed by SubRecipient for activities not directly related to eligible activities.

4. Sub-Recipient shall use no more than zero percent (0%) of the Grant Funds for administrative costs related to the Project. For purposes of this MOU, administrative costs are the costs incurred in direct support of grant administration that are not included in the organization’s indirect cost pool. Additional funds may be used from other sources solely contributed by Sub-Recipient to support Sub-Recipient’s administration of the Project. i. If Sub-Recipient is seeking reimbursement for indirect costs and/or fringe benefits costs, they must annually submit an Indirect Cost Allocation Plan (“ICAP”) or an Indirect Cost Rate Proposal (“ICRP”) to its cognizant agency for indirect costs ATTACHMENT 1-30
385
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 31 ends

and/or fringe benefits costs in accordance with Title 2 Code of Federal Regulations Part 200 (2 CFR 200) Uniform Administrative Requirements, Cost Principles, And Audit Requirements For Federal Awards. The cognizant agency for indirect costs and/or fringe benefits costs means the federal agency responsible for reviewing, negotiating, and approving ICAPs or ICRPs. Sub-Recipient must provide their approved indirect cost rate and/or fringe benefit rate and provide a copy to SCAG Project Manager of the approved negotiated indirect cost rate agreement (“NICRA”) for the current fiscal year and subsequent years throughout the performance period.
ii. If Sub-Recipient is seeking reimbursement for fringe benefits costs with absence of the approved NICRA and proposes to use a rate to allocate the fringe benefits costs on the basis of entity-wide salaries and wages of the employees receiving the benefits, they must annually prepare the fringe benefits cost allocation plan in accordance with 2 CFR 200 Uniform Administrative Requirements, Cost Principles, And Audit Requirements For Federal Awards and provide to SCAG Project Manager a letter from the Sub-Recipient’s independent auditor confirming the compliance for the current fiscal year and subsequent years throughout the performance period.
iii. If Sub-Recipient elects a de minimis indirect cost rate as defined in 2 CFR 200 Uniform Administrative Requirements, Cost Principles, And Audit Requirements for Federal Awards, they must annually complete a certification form provided by SCAG Project Manager to confirm the eligibility and compliance with 2 CFR 200 Uniform Administrative Requirements, Cost Principles, And Audit Requirements For Federal Awards and submit the signed form to SCAG Project Manager for the current fiscal year and subsequent years throughout the performance period. The de minimis rate is to be applied to modified total direct costs (MTDC) as defined by 2 CFR Part 200.1.

5. There must be a strong implementation component for the funded activity through REAP

2.0, including, where appropriate, agreement by Sub-Recipient to submit the completed planning document or effort to the applicable board, council, or other entity for adoption or approval. If Sub-Recipient does not formally request adoption or approval of the funded activity, it may be subject to repayment of the Grant Funds. l. REAP 2.0 Contractor Procurements. All REAP 2.0 funded procurements must be conducted using a fair and competitive procurement process and sole source procurements are expressly prohibited.

As a federal funded project, Sub-Recipient shall conduct all procurements in strict compliance with:

1. The Caltrans Local Assistance Procedures Manual (“LAPM”), including but not limited to applicable chapters governing consultant selection and construction contracting;

2. Title 2 Code of Federal Regulations Part 200 (2 CFR Part 200), including Subpart D (Post Federal Award Requirements) and Subpart E (Cost Principles); and

3. To the extent applicable to the procurement method utilized, the Federal Acquisition Regulation (48 CFR Part 31) cost principles and related federal guidance.

4. Sub-Recipient shall administer construction contracts in accordance with applicable provisions of LAPM Chapter 16, including conducting a detailed complete review of Contractor(s)’ invoices prior to payment, and applicable provisions of LAPM Chapter 15 and/or Local Assistance Program Guidelines Chapter 25 requirements governing the ATTACHMENT 1-31
386
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 32 ends

advertising and award of construction contracts. The invoice review shall include, but not be limited to, ensuring: (1) the work included in the invoice is correctly invoiced and supported; (2) hours worked equal hours invoiced; (3) charged rates are equal to the contracted rates; (4) materials and services were received; and (5) that the work performed is consistent with the Scope of Work, as outlined in the most current fully executed SAF.

Upon review, Sub-Recipient shall pay Contractor(s)’ invoices prior to submitting invoices to SCAG for reimbursement.
[THIS SECTION INTENTIONALLY LEFT BLANK]
ATTACHMENT 1-32
387
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 33 ends

EXHIBIT C

INVOICE SUBMITTAL REQUIREMENTS
SCAG will provide the Sub-Recipient an Invoice Template in Excel file format. The Invoice Template must be used to request reimbursement from SCAG. Detailed submittal instructions for filling out and submitting are provided in the Invoice Template. The Invoice Template may be amended from time to time and does not guarantee that any invoices will be approved or that the Sub-Recipient will receive payment.

A Final Invoice shall be submitted within sixty (60) days of Project completion and must include all remaining eligible costs, proof of payment, and a certification that no additional reimbursement requests will be submitted for this Project. For REAP funding Invoices must be submitted by January 21st 2027.

The Invoice Template will require information and supporting documentation such as, but not limited to:
a. SCAG’s “Bill To” information
b. Invoice number specified by the Sub-Recipient. The invoice number must be unique for each invoice submitted;
c. Invoice date;
d. Billing period specified with beginning and ending dates. The beginning date must not be sooner than the MOU Effective Date of the Agreement, or within any previous billing dates;
e. Total amount due for the billing period;
f. MOU Number, SCAG Project/OWP Number, and the MOU Term Date; g. Project Title;
h. Agency Name, Agency Project Manager Name, and Project Manager Email Address; and i. SCAG Project Manager Name.
j. Progress report
k. Cost by task and/or cost category
l. Detailed description of Other Direct Charges
m. Proof of payment
n. Timesheets
o. Payroll report/Payroll registers
ATTACHMENT 1-33
388
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 34 ends

EXHIBIT D

REPORT TEMPLATE
Pending Template.

ATTACHMENT 1-34
389
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 35 ends

EXHIBIT E
Annual Title VI Compliance Report

1.Instructions for Agency
As a recipient of Federal Highway Administration (FHWA) and Federal Transit Administration (FTA) funds, the Southern California Association of Governments (SCAG) is required to ensure that all federally funded programs, services, and activities are conducted in compliance with Title VI of the Civil Rights Act of 1964 and related nondiscrimination laws. These laws prohibit discrimination on the basis of race, color, national origin, sex, age, and disability in federally assisted programs.

SCAG is responsible to monitoring Subrecipients and beneficiaries of FHWA/FTA funds to ensure their compliance with Title VI requirements. As a beneficiary of FHWA funds, your agency is required to implement Title VI policies and procedures to prevent discrimination and ensure equitable service delivery.

The purpose of this Annual Title VI Compliance Report is to document your agency’s ongoing compliance with Title VI requirements. This report must be completed and submitted to SCAG within two months of the MOU effective date to demonstrate adherence to federal nondiscrimination obligations.

Failure to comply with Title VI requirements may result in corrective actions, increased monitoring, or suspension of the FHWA funding. If any compliance deficiencies exist, please attach a corrective action plan outlining the steps you will take to achieve compliance.

Section 1.01

2.General Information
Name of Agency:

Project Name/ Number:

Date of Review:

Reviewer Name & Title:

Section 1.02

3.Annual Certifications
a. Title VI Policy and Training
Do you have an adopted Title VI Policy?
[ ] Yes. [ ] No*. If no, explain why not.

Do you have a Title VI Coordinator?
[ ] Yes. [ ] No*. If no, explain why not.

Have you required your employees to receive Title VI training in the last two years? [ ] Yes. [ ] No*. If no, explain why not.

ATTACHMENT 1-35
390
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 36 ends

Is your Title VI Policy publicly available and posted in appropriate locations? [ ] Yes. [ ] No*. If no, explain why not.

Are Title VI complaints logged, investigated, and resolved appropriately? [ ] Yes. [ ] No*. If no, explain why not.

b. Public Engagement and Limited English Proficiency (LEP) Are your public meetings held in accessible locations?
[ ] Yes. [ ] No*. If no, explain why not.

Do you have a LEP plan in place and follow the plan?
[ ] Yes. [ ] No*. If no, explain why not.

Are LEP individuals provided interpretation and translated materials, as needed? [ ] Yes. [ ] No*. If no, explain why not.

Do your engagement efforts include minority, low-income, and underserved communities? [ ] Yes. [ ] No*. If no, explain why not.

c. Data Collection and Reporting
Do you collect demographic data on program beneficiaries, as applicable? [ ] Yes. [ ] No*. If no, explain why not.

Do you work to identify and address disparities in services or benefits? [ ] Yes. [ ] No*. If no, explain why not.

ATTACHMENT 1-36
391
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 37 ends

d. Complaint Monitoring and Resolution
Is your Title VI complaint process clearly communicated to the public? [ ] Yes. [ ] No*. If no, explain why not.

Do you track complaints and resolve them within required timeframes? [ ] Yes. [ ] No*. If no, explain why not.

Have you ensured that no patterns of discrimination were identified in complaint reviews? [ ] Yes. [ ] No*. If no, explain why not.

4.Certification and Signature
By signing below, I certify that the information provided in this report is true and accurate to the best of my knowledge. I acknowledge that failure to comply with Title VI requirements may result in corrective actions, increased monitoring, or suspension of the FHWA funding.
* If any compliance deficiencies exist, I have attached a corrective action plan outlining the steps my agency will take to achieve compliance.

Name:

Title:

Signature:

ATTACHMENT 1-37
392
MOU No. :M-024-26
SCAG Project/OWP No. :225-4955.01 &
305.4926.01

Page 38 ends

EXHIBIT F

SCOPE OF WORK APPROVAL FORM
Scope of Work Approval Form Forthcoming.

ATTACHMENT 1-38
393
ATTACHMENT 2-1 ATTACHMENT 2-1
�
N
A
Safer Downtown Burbank Mobility Network
Improvement Project
Downtown Quick Build Downtown Quick Build
Bike Network Spot Improvements
- Buffered Class 11 6 4-Way Protected
- � Intersection Class Ill
- Class IV ■ Add Red Curb
- Climbing Class II
□

0.2 0.3
Miles
0 0.05 0.1
»
ATTACHMENT 2-1
Curb Extensions
O RRFB
» Wayfinding and
Sharrows
Centerline Hardening
394
1 STAFF REPORT
DATE: July 21, 2026
TO: Justin Hess, City Manager
FROM: Marisa Garcia, Parks and Recreation Director
BY: Megan Wilke, Administrative Analyst II
SUBJECT: Approval of the City of Burbank Tournament of Roses 2027 Float Rendering

RECOMMENDATION
Approve the Burbank Tournament of Roses 2027 float rendering.

BACKGROUND
Since 1914, the City of Burbank (City) has been represented in the Pasadena Tournament of Roses Parade (Parade) on New Year’s Day. Originally, the Burbank Chamber of Commerce and Burbank schools entered floats on behalf of the City. In 1947, the Burbank Tournament of Roses Association (BTORA) took responsibility for the City’s annual float entries. The 2027 entry will mark BTORA’s 79th float entry and the City’s 94th float entry in the Parade. There have been only a handful of years when the City did not submit a float entry due to unforeseen circumstances, including the cancellation of the Parade from 1942 through 1945 due to World War II, and in 2021 due to the COVID-19 pandemic.

BTORA is a non-profit organization comprised of community volunteers who construct and decorate a float to represent the City in the annual Parade. The City partners with BTORA by providing financial, administrative, facility, and staffing support for the City's annual Rose Parade float. BTORA supplements this partnership through its own fundraising efforts. The City is one of six remaining self-built float presenters, along with California Polytechnic Universities (Pomona and San Luis Obispo), and the cities of Downey, La Cañada-Flintridge, Sierra Madre, and South Pasadena.

Preparation for each year’s float begins immediately after New Year’s Day. Once the

PARKS AND

RECREATION
Consent Calendar
Item #7
Parade theme is announced, concepts and drawings are solicited from the general public 395
2 in a design contest. BTORA's Board of Directors reviews the submitted designs, selects finalists, and presents them to BTORA's general membership for a final recommendation.

The selected design is then presented to the Pasadena Tournament of Roses for approval.

Upon approval by the Pasadena Tournament of Roses, the construction and decoration committees review the final drawings and plans, and a final rendering is submitted to City Council (Council) for approval. Actual construction of the float begins shortly thereafter, and decoration materials are ordered. While advance orders for live flowers are placed with various growers for the float, most of the actual floral decoration begins on December 26 and continues until December 31. The float is moved to the Metrolink parking lot to be judged by Parade officials on December 30 and 31. Animation and music are displayed for the public before the convoy leaves the City. On the evening prior to the Parade, Burbank Police Department (BPD) escorts the float with motorcycles and police cars via surface streets to Pasadena.

DISCUSSION
The 138th Pasadena Tournament of Roses Parade theme is "Welcome!" The theme celebrates the warmth of family, friendship, and community, honoring the simple joy of belonging and being valued for exactly who you are. In February 2026, Parade officials approved the conceptual design for the 2026 City float entry named “Welcome Home,” designed by Richard Burrow (Attachment 1). This marks the fifth time Mr. Burrow has won the City's float design contest. His previous winning designs include the 2013 Fantasy Trophy-winning float "Deep Sea Adventure," the 2017 float "Home Tweet Home," the 2023 Queen Award-winning float "Adventure Awaits," and the 2024 Mayor Award-winning float "Caterpillar Melody." As the City provides funding for the annual Tournament of Roses float, Council approval of the final float design is required before the design can move into production.

ENVIRONMENTAL REVIEW
This activity involves approval of the BTORA float rendering for 2027 and has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, and as such, is not a “project” subject to the requirements of the California Environmental Quality Act (CEQA) 14 Cal.

Code Regs § 15378.

FISCAL IMPACT
There is no fiscal impact associated with this report. The City’s contribution of $54,720 is included in the Fiscal Year 2026-27 Adopted Budget.
396
3 CONCLUSION
City Council acceptance and approval of the 2027 Tournament of Roses float rendering will allow BTORA to begin construction of the float. The 2027 Parade will take place on Friday, January 1, 2027, at 8:00 a.m., and the Burbank parade float will join marching bands from across the nation, equestrian units, and majestic floral floats as they parade down Colorado Boulevard.

ATTACHMENT
Attachment 1 - Proposed 2027 City of Burbank Tournament of Roses Float Entry 397
ATTACHMENT 1
398
1 STAFF REPORT
DATE: July 21, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Kimberley Clark, City Clerk
BY: Maria Sanchez, Administrative Analyst I
Yasleen Robinson, Intermediate Clerk
SUBJECT: Appointment to Fill Vacancies on Various City of Burbank Boards, Commissions, and Committees

RECOMMENDATION
Make appointments to the following City of Burbank Boards and Commissions (in random draw order):
• Board of Building and Fire Code Appeals (3 Vacancies, 4-Year Terms) • Burbank Water and Power Board (4 Vacancies: Three 4-Year Terms and One Unexpired Term)
• Community Development Block Grant Committee (2 Vacancies, 4-Year Terms) • Board of Library Trustees (4 Vacancies, 4-Year Terms) • Senior Citizen Board (4 Vacancies: Three 4-Year Terms and One Unexpired Term) • Heritage Commission (3 Vacancies, 4-Year Terms)
• Infrastructure Oversight Board (1 Vacancy, One Unexpired Term) • Art in Public Places Committee (3 Vacancies, 4-Year Terms) • Civil Service Board (3 Vacancies, 4-Year Terms)
• Landlord Tenant Commission (3 Vacancies, 4-Year Terms)

BACKGROUND
All Board, Commission, and Committee (BCC) Members shall be appointed by a threefifths (3/5) vote of all Council Members and serve without compensation from the City. No person shall serve on more than one BCC at the same time. Vacancies on a BCC occurring during the term of office shall be filled within 90 days from the date the vacancy occurs. Any person appointed to fill a vacancy shall hold office for the remainder of the CITY CLERK’S
OFFICE
Reports to Council
Item #1
399
2 commission, or committee. In addition, all applicants must reside within the jurisdictional boundaries of the City of Burbank (per Burbank Municipal Code (BMC) §§ 2-1-404, 2-1- 405, 2-1-406, and 2-1-407).

Once a vacancy is established, the City Clerk advertises the vacancy for 30 days, accepts applications, and provides the applications received to Council for consideration.

Applicants have the option of applying for up to two BCCs, indicating their first and second choice.

The voting process established allows for each Council Member to vote as many times as there are vacancies on the BCC being considered; the applicants receiving a majority of the votes in the first round are either appointed or move into the second round, if necessary. The process continues for as many rounds as are necessary to attain the correct number of applicants to fill the vacancy(ies).

DISCUSSION
On May 1, 2026, the City Clerk's Office began advertising and accepting applications for the upcoming vacancies set to occur on July 31, 2026, for the following BCCs: Board of Building and Fire Code Appeals, Burbank Water and Power Board, Community Development Block Grant Committee, Board of Library Trustees, Senior Citizen Board, Heritage Commission, Infrastructure Oversight Board, Art in Public Places Committee, Civil Service Board, and Landlord-Tenant Commission.

To obtain qualified candidates, a Notice of Vacancy was advertised through the following:
• City website
• City Council meeting announcements
• All social media platforms managed by the City Clerk’s Office • Press release sent to the Burbank Leader, and MyBurbank.com • Notices posted on the City Hall bulletin board, Administrative Services Building, Community Services Building, recreation centers, and libraries • Community groups and organizations
• Constant Contact Email Notification
The deadline to submit applications to the City Clerk’s Office was Monday, June 1, 2026, at 5:00 p.m. The City Clerk’s Office received a total of 72 qualified applications, 16 of which indicated a first and second choice, to fill the 28 vacancies. The applications are listed in the order received.

On June 1, 2026, the City Clerk’s Office conducted the random drawing (Attachment 1) to select the order in which these BCC vacancies will be considered. Individuals who applied for more than one BCC have the priority selection listed next to their name. unexpired term and must complete the term before applying to serve on another board, 400
3 Additional information regarding incumbents has also been included as a reference.

Appointments to Fill Unexpired Terms
In addition to the annual recruitment for full four-year terms ending June 31, 2030, Council will consider appointments for the following unexpired terms:

Infrastructure Oversight Board
On May 1, 2026, the City Clerk's Office began advertising and accepting applications for one vacancy on the Infrastructure Board for an unexpired term ending July 31, 2029, created by the removal of Board Member Maria Coronado due to excessive absenteeism.

The deadline for submitting applications to the City Clerk’s Office was Monday, June 1, 2026, at 5:00 p.m. The City Clerk’s Office received a total of five applications: Alexander Keledjian, James Correa, Kenneth San Miguel, Lindsey Francois, and Arno Dionysian.

The applications are listed in the order received.

Burbank Water and Power Board
On May 7, 2026, the City Clerk's Office began advertising and accepting applications for one vacancy on the Burbank Water and Power Board for an unexpired term ending July 31, 2028, created by the resignation of Board Member Layla Kashani.

The deadline for submitting applications to the City Clerk’s Office was Monday, June 8, 2026, at 5:00 p.m. The City Clerk’s Office received a total of five applications from:

Thomas Euper, Robert Nielsen, Victor Taracena, Christopher Malotte, and Lindsey Francois.

Please note all five applicants applied to be considered for the full four-year term and the unexpired term. If appointed to serve for a full term, the applicant’s name will be removed from consideration for the unexpired term.

Senior Citizen Board
On May 21, 2026, the City Clerk's Office began advertising and accepting applications for one vacancy on the Senior Citizen Board for an unexpired term ending July 31, 2028, created by the resignation of Board Member Ara Boyadjian.

The deadline for submitting applications to the City Clerk’s Office was Monday, June 22, 2026, at 5:00 p.m. The City Clerk’s Office received a total of six applications: James Sartoris, John Medici, Jason Napolitano, Michael Caggiano, Dianna Encarnacion, and Gloria Salas.
401
4 Please note John Medici, Jason Napolitano, and Michael Caggiano have applied to be considered for the full four-year term and the unexpired term. If appointed to serve for a full term, the applicant’s name will be removed from consideration for the unexpired term.

ENVIRONMENTAL REVIEW
This activity has no potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment and, as such, is not a “project” subject to the requirements of the California Environmental Quality Act (CEQA) 14 Cal. Code Regs § 15378.

FISCAL IMPACT
There is no fiscal impact associated with this item.

CONCLUSION
The City and the community both realize substantial benefits from civic involvement.

Appointments to the BCCs help to encourage public participation in the governmental process and ensure Burbank residents have a voice.

ATTACHMENTS
Attachment 1 – 2026 BCC Vacancies Applicants/Boards Random Draw Order Attachment 2 – Applications and Resumes
Attachment 3 – Summary of BCCs
Attachment 4 – Burbank Municipal Code Sections
402
2026 BOARDS, COMMISSIONS, AND COMMITTEES VACANCIES

APPLICANTS/BOARDS RANDOM DRAW ORDER
ATTACHMENT 1
Applicants Incumbent 1st Choice 2nd Choice Current Members Original Appointment William Ballas No Steve Baghoomian July 17, 2018
Victor Taracena Yes X Ernest Dellinger May 21, 2013
Christopher Castro No X Victor Taracena July 12, 2022
Kenneth San Miguel No X
Applicants Incumbent 1st Choice 2nd Choice Current Members Original Appointment Thomas Euper No Timothy Cherry September 13, 2022
William Luddy Yes Earle LeMasters July 12, 2022
Robert Nielsen No William Luddy April 5, 2022
Christina Kopelman No
Victor Taracena No X
Christopher Malotte No
Lindsey Francois No X
Timothy Cherry Yes
Applicants Incumbent 1st Choice 2nd Choice Current Members Original Appointment Thomas Euper No N/A
Robert Nielsen No
Victor Taracena No
Christopher Malotte No
Lindsey Francois No
Applicants Incumbent 1st Choice 2nd Choice Current Members Original Appointment Hasmik Vrtanesyan Yes Robin Savoian May 20, 2014
Robin Savoian Yes X Hasmik Vrtanesyan October 12, 2021
Eric McBride No X
James Correa No X
Michelle Murphy No X
Applicants Incumbent 1st Choice 2nd Choice Current Members Original Appointment Melanie Renfroe Yes Carmenita Helligar March 16, 2021
Lisa Dyson No Melanie Renfroe July 17, 2018
Robin Savoian No X Bryan Snodgrass September 20, 2016
Celia Carey Needum No Emily Weisberg July 17, 2018
John Medici No X
Douglas Chadwick No
Elizabeth Keener No
Bryan Snodgrass Yes
Jason Napolitano No X
Emily Weisberg Yes
Carmenita Helligar Yes
Jordan Divecha No X
Derek Heeren No
Arno Dionysian No X
Applicants Incumbent 1st Choice 2nd Choice Current Members Original Appointment Shelby Grimm No Dianna Encarnacion July 16, 2024
John Medici Yes X John Medici December 6, 2022
Jodi Alexander No Richard Rupp July 12, 2022
Jason Napolitano No X
Michael Caggiano No
Board of Building and Fire Code Appeals
(4-Year Term, 3 Vacancies)
Burbank Water and Power Board
(4-Year Term, 3 Vacancies)
Board of Library Trustees
(4-Year Term, 4 Vacancies)
Community Development Block Grant Committee
(4-Year Term, 2 Vacancies)
Senior Citizen Board
(4-Year Term, 3 Vacancies)
Burbank Water and Power Board
(Unexpired Term Ending July 31, 2028; 1 Vacancy)
Total of 8 applicants
Total of 5 applicants
Total of 14 applicants
Total of 5 applicants
Total of 4 applicants
Total of 5 applicants

Page 1 of 2 ends

2026 BOARDS, COMMISSIONS, AND COMMITTEES VACANCIES

APPLICANTS/BOARDS RANDOM DRAW ORDER
ATTACHMENT 1
Applicants Incumbent 1st Choice 2nd Choice Current Members Original Appointment James Sartoris No N/A
John Medici No
Jason Napolitano No
Michael Caggiano No
Dianna Encarnacion No
Gloria Salas No
Applicants Incumbent 1st Choice 2nd Choice Current Members Original Appointment Louise Gill No X Lynn Kronzek July 12, 2022
Lynn Kronzek Yes Richard Schmidt January 24, 2023
Laura Strobl No X Corey Mensing December 16, 2025
Patricia Tomaszewski No
Richard Schmidt Yes
Tony Anselmo No
Jeffrey Barnett No X
Corey Mensing Yes
Joseph Morales No
Zach Martin No
Applicants Incumbent 1st Choice 2nd Choice Current Members Original Appointment Alexander Keledjian No X N/A
James Correa No X
Kenneth San Miguel No X
Lindsey Francois No X
Arno Dionysian No X
Applicants Incumbent 1st Choice 2nd Choice Current Members Original Appointment Philippe Gompel No Monica Caram October 15, 2024
Dean Karasinski No Lermont Khachikyan July 12, 2022
Jean Marinelli Yes Jean Marinelli February 24, 2026
Lermont Khachikyan Yes
Karen Bradfield No
Jose Pimienta No
Monica Caram Yes
Jeffrey Barnett No X
Ann Mitchell No
Jordan Divecha No X
May Chin No
Applicants Incumbent 1st Choice 2nd Choice Current Members Original Appointment Matthew Doyle Yes Linda Barnes May 21, 1985
Linda Barnes Yes Matthew Doyle May 20, 1997
Alexander Keledjian No X Iveta Ovsepyan July 17, 2018
Laura Strobl No X
Eric McBride No X
Applicants Incumbent 1st Choice 2nd Choice Current Members Original Appointment Anne Nahabedian Yes Shanna Ingalsbee July 12, 2022
Louise Gill No X Joseph Massimini June 3, 2025
Cameron Rodriguez No Anne Nahabedian July 12, 2022
Christopher Castro No X
Michelle Murphy No X
**1st/2nd Choice - Applicants are allowed to choose 2 Boards, Commissions and Committees of interest and place priority in order of 1st/2nd choice which is indicated above.
*Blue cells denote the current members and their original date of appointment.

Infrastructure Oversight Board
(Unexpired Term Ending July 31, 2029; 1 Vacancy)
Heritage Commission
(4-Year Term, 3 Vacancies)
Art in Public Places Committee
(4-Year Term, 3 Vacancies)
Civil Service Board
(4-Year Term, 3 Vacancies)
Landlord-Tenant Commission
(4-Year Term, 3 Vacancies)
Senior Citizen Board
(Unexpired Term Ending July 31, 2028; 1 Vacancy)
Total of 5 applicants
Total of 10 applicants
Total of 11 applicants
Total of 5 applicants
Total of 5 applicants
Total of 6 applicants

Page 2 of 2 ends

Attachment 2
Applications and Resumes
405
Board of Building and Fire
Code Appeals
406
407
408
If you answer yes, explain in detail any potential conflicts in the same manner as required by the Fair Political Practices Commission’s Statement of Economic Interests (Form 700). (If you should have any questions about this matter or need further information as it relates to your situation, please advise the City Clerk prior to submitting your application.) AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

BOARD OF BULIDING & FIRE CODE APPEALS.

Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

SEE ANSWERS SUPPLIED ABOVE.

What are your goals in serving on this Board/Commission/Committee? IMPROVE CITY GOVERNMENT.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

NONE
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
N/A
What are your goals in serving on this Board/Commission/Committee? N/A
Supplemental Questions (Infrastructure Oversight Board Only)

WILLIAM F BALLAS
409
410
411
412
Upload a Resume
Education
I hold a bachelors degree in Architectural Design from Woodbury University. Additionally, I have taken Advance course work in Plumbing Engineering and Design from UCLA's Extension Program.

Additional Pertinent Courses or Training
I have taken the following course work to continually stay current with current design and construction trendsand technologies: The National Programme on Technology Enhanced Learning Diploma in the Fundamental of Landscape Architecture The National Programme on Technology Enhanced Learning Diploma in Contemporary Architecture and Design The National Programme on Technology Enhanced Learning Advanced Diploma in Sustainable Architecture Hollow Metal Manufacturers Association Understanding Fire Rated Openings Clark Dietrich Systems &Cold Form Steel Framing Connections The State of California Architectural Board (CAB) Continuing edcation course work on ADA compliance Other Pertinent Skills, Experience or Interests
Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

Currently serving on the Board of Building and Fire Code Appeals ( 07/15/2022 - 07/16/2026) List Community activities in which you are involved:

Recently Graduate from the City's R.I.S.E. Program 2025 Participated in the City Sponsored Earth Day 2025
If you are related to any City of Burbank employee(s), please state their name(s), relationship(s), and department(s). If you are not related to a City of Burbank employee, please put N/A.

N/A
Conflict of Interest
Conflict of Interest:

Victor A Taracena
413
414
415
416
417
418
419
420
421
422
423
424
425
426
427
428
429
430
431
432
433
434
435
436
437
438
439
440
441
442
443
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Landlord Tenant
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

I have 25 years property management experience.

What are your goals in serving on this Board/Commission/Committee? To serve at the pleasure of the City Council and the resident of Burbank however my experience is needed
Second Choice
SECOND choice for Board/Commission/Committee appointment:

First Choice
FIRST choice for Board/Commission/Committee appointment:

On a commercial level I have been involved with over 15 Million dollars of commercial mechanical projects from the rendering selling installing and servicing for decades My experience overlaps anything that the Water and Power Dept would be involved in What are your goals in serving on this Board/Commission/Committee? To make a difference To give back to the community that i love so much with the decades of skills and experiences i have to use where it is needed in our public works Second Choice
SECOND choice for Board/Commission/Committee appointment:

Not sure how to answer No doubt my skills and experiences could be used in all aspects Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
On a commercial level I have been involved with over 15 Million dollars of commercial mechanical projects from the rendering selling installing and servicing for decades My experience overlaps anything that the Water and Power Dept would be involved in What are your goals in serving on this Board/Commission/Committee? To make a difference To give back to the community that i love so much with the decades of skills and experiences i have to use where it is needed in our public works Supplemental Questions
Acknowledgement
Thomas J Euper
453
454
455
456
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Burbank Water and Power Board
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

I served on the Board of Directors of the Metropolitan Water District from 1992 -2004. During my tenure I was a lead negotiator in discussions on Colorado River water transfers from Imperial Irrigation District to the San Diego County Water Authority and in negotiations to prevent proposed water extraction from the aquifer underlying the Mojave Desert. During my tenure MWD engaged in extensive efforts to secure the regional water supply against future droughts - this included ambitious conservation programs including development of the Diamond Valley Reservoir a storage facility capable of supplying the MWD service area with an emergency six months supply of water. Throughout my tenure on the board there was a consistent effort to manage ongoing demand, anticipate and plan for long range supply needs, while maintaining and improving infrastructure all within budget.

What are your goals in serving on this Board/Commission/Committee? My interest is working to maintain Burbank's "first in class" standing among municipal water and power agencies by continuing to focus on reliability of services and the cutting edge environmental leadership of projects like the utility's eco-campus. The agency is facing significant challenges of maintaining supply, finding innovative ways to make ever more efficient use of the resources we have, and reducing the impact of increased conservation on the BWP's rate structure. I would like to continue working with BWP management and staff to deal with the departments dual requirements of maintaining and upgrading critical infrastructure like our reservoir while continuing to develop new programs like the Regional Intermodal Transportation Center Solar + Storage Project at Burbank Airport.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
William Luddy
457
458
459
460
AB 1234 Training
The Board, Commission or Committee (collectively Board) you are seeking appointment to provides City reimbursement for attending trainings or conferences. Therefore, under State Law all members of the Board must receive at least two hours of ethic’s training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Robert D. Nielsen for the Burbank Water and Power Board.

Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

Results driven leader, transaction expert, and business development executive with 25 years’ experience in regulated and deregulated energy markets, wholesale and retail.

Consistently successful in originating and developing efficiency opportunities with large corporations, LDCs, municipalities, hospitals, and universities. Excellent written and verbal communication skills and strong analytical, conflict resolution, and problem-solving abilities.

Please see my resume for full details of my professional history, which span 3 decades in the energy industry.

What are your goals in serving on this Board/Commission/Committee? Utilities, including Burbank, are facing increasing complexity from climate change and aging infrastructure (among other challenges) and need to manage these risks while providing reliable and affordable services. I would like to serve on the board to help Burbank navigate through the energy transition that is already underway and to continue to be a leader in the energy (water and power) space in California and nationally. I will use my years of experience and professional network to achieve the city's goals of carbon reduction, energy and water efficiency and cost savings for the residents of Burbank. I have experience procuring electricity and natural gas for cities and large C&I end users. I have put energy efficient fuel cells in wastewater districts in California, provided demand response to water districts and worked to develop desalinization plants in Southern California. Burbank has made great progress in planning for the future and I would like to participate in it's continued evolution.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Robert D. Nielsen
advise the City Clerk prior to submitting your application.) Describe any qualifications, experience, and education, as well as any 461
462
463
Robert D. Nielsen Page 2
CONSTELLATION ENERGY/EXELON CORPORATION 2013 - 2015
Los Angeles, CA Senior Business Development Manager
Responsible for sales of electricity, natural gas, demand response and energy efficiency. • Direct Assess and Demand Response sales to California National, commercial & industrial customers. • New prospects/origination.
• Created new book of business and met corporate revenue goals consistently.

STRATEGIC ENERGY / DIRECT ENERGY BUSINESS 2005 - 2013
Los Angeles, CA – Pittsburgh, PA Senior Business Development Manager Managed sales of electricity and risk management products to large end users in California and national multi-site accounts in deregulated markets nationwide.
• Originated over $2.5 million of electricity/natural gas in long-term contracts annually. • Coordinated demand response/solar/renewable programs and energy solutions efforts in CA. • Closed new opportunities and created core natural gas market for Direct Energy in California.

SEMPRA ENERGY SOLUTIONS / SOCALGAS 2002 - 2005
Los Angeles, CA – Las Vegas, NV Director of Sales
Managed origination for Sempra Energy Solutions’ retail marketing/trading affiliate. Serviced clients by providing natural gas, electricity, risk management products, and industrial energy management services. Recruited to lead expansion into new territories and diversify new markets.
• Structured and closed over 250 MW in power transactions to casino groups in Nevada. • Led natural gas market entry into Nevada and Arizona. Structured 5-y. ear, approximately $10 million, power, and natural gas and services contracts with major Las Vegas casino properties and industrials working through PUC regulations.
• Created and managed start-up of local regional sales/marketing office in Las Vegas, Nevada.

MIRANT AMERICAS ENERGY MARKETING 2001 - 2002
Las Vegas, NV – Atlanta, GA Senior Account Executive
Represented Mirant as a Power and Gas Originator in the WSCC by calling on IOUs, Municipalities, Cooperatives, Water Districts and Marketing Companies by originating, structuring, and transacting wholesale power and natural gas deals. Created and managed WSCC.
• Rate analysis, systems operations, and legislative affairs. • Managed WSCC customers, IOUs, Municipals and Water Districts. • Sold output of the Apex Power plant to Nevada Power.

SEMPRA ENERGY SOLUTIONS / PACIFIC ENTERPRISES 1999 - 2001 Los Angeles, CA Sales Manager
Part of a startup team under the Southern California Gas Company, worked to build a new business within the utility with the goal to reduce client energy expenses and have ability to choose service providers. • Sold energy solutions and efficiency products including energy services contracts. • Negotiated and transacted multi-million-dollar natural gas and electricity contracts to commercial and industrial customers in California, Nevada, and Arizona. • Aided the development of financial tools to manage risk and optimize efficiencies.

EDUCATION
B.A., Environmental Science/Geology 1991 - 1995
University of Iowa, Iowa City, IA
464
465
466
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Water and Power Board
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

Adaptive, innovative, and responsible with 19 years of team-based leadership, accountability, collaboration, mentorship, visualization, and civil engineering experience.

Responsibilities include hybrid project management methodologies, analytical problem solving, purchasing agreements, cost control, negotiations, problem-solving, conflict management, quality control, quality assurance, supervision, managing a team of contractors and stakeholders and operations and maintenance personnel. My extensive experience in the fields of water and wastewater systems, including managing capital improvement projects with strategic direction, can benefit my very own community.

What are your goals in serving on this Board/Commission/Committee? My goal is to foster transparent, efficient, and sustainable development. I am passionate about ensuring that public infrastructure projects are not only completed on time and within budget but that they also stand the test of time and provide genuine, long-term value to our residents and future generations. This position represents an opportunity to give back to the community by applying my professional expertise to shape policies, review projects, and guide decisions that will impact our infrastructure for years to come. As a mother of two young boys, and active member of the PTA, I hope to influence public infrastructure while acting as a role model to promote gender equality and resilience to future generations.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
What are your goals in serving on this Board/Commission/Committee? Christina Kopelman
467
468
Christina Kopelman, PMP
CIP Project Manager
Contact
Burbank, CA 91506
Profile
Mrs. Kopelman is adaptive, energetic, and responsible with 19 years of team-based leadership, accountability, collaboration, mentorship, visualization, and civil engineering experience.

Responsibilities include hybrid project management methodologies, analytical problem solving, purchasing agreements, cost control, negotiations, problem-solving, conflict management, quality control, quality assurance, supervision, managing a team of contractors and stakeholders and operations and maintenance personnel. Mrs. Kopelman has extensive experience in the fields of water and wastewater systems, including managing capital improvement projects from inception to completion with strategic direction, excellent communication and deliberation.

Software
AutoCAD,
MS Project, ArcGIS,
Microsoft Suite, Procore,
SharePoint, Google Workspace
Activities and
Interests
Environmental Conservation,
Running, Piano, Reading, PTA
Walking Club, Project
Management Institute Member,
Project Management Institute
Book Club Member,
CWEA Member, CMAA Member
Project Experience
January 2024
Assistant Engineer/Project Manager • Montrose Ave Watermain Replacement • Crescenta Valley Water District
Implemented predictive and agile project planning techniques to incorporate a digital project management information system using Procore enabling oversight, scheduling, scalability, and operational management for the installation of 1,600 L.F of 10-inch Water Main Installation, per Greenbook (Standard Specifications for Public Works Construction). Managed construction, general contractors, subcontractors, and stakeholders. Facilitated contract management, which included business intelligence, analyzing project metrics and contractor pay applications to review invoices, schedules, and budgets. Conducted inspections, Traffic Control per MUTCD and WATCH manuals, mitigated risk, as part of a $4.3M CPI program.

March 2024
Assistant Engineer/Project Manager • Goss Canyon Reservoir Rehabilitation • Crescenta Valley Water District
Led a comprehensive 500,000-gallon water storage tank rehabilitation project for a potable water distribution system. Overseeing all phases from initial assessment to final execution.

Managed a cross-functional team, coordinating efforts between engineering, procurement, and construction to ensure project milestones were met on time and within budget. Developed and implemented a detailed project plan, including risk management strategies, which minimized disruptions to water service and maintained compliance with safety and regulatory standards.

Facilitated stakeholder communication and provided regular updates to district management, enhancing transparency and fostering collaborative relationships. Successfully completed the project, resulting in improved water quality and increased storage capacity for the community. 469
Christina Kopelman, PMP
CIP Project Manager
August 2024
Assistant Engineer/Project Manager • Well Rehabilitation Projects • Crescenta Valley Water District
Collaborated with a team on the rehabilitation of two groundwater well projects, where I successfully led a multidisciplinary team in assessing and restoring the functionality of aging groundwater wells. This project involved conducting comprehensive hydrological studies, analyzing water production data, and implementing innovative rehabilitation techniques. My responsibilities included coordinating with environmental engineers and regulatory agencies to ensure compliance with environmental standards, managing project timelines and budgets, and facilitating community engagement initiatives to inform local stakeholders about the importance of sustainable water practices. The successful completion of these projects not only improved groundwater accessibility for the community but also enhanced overall water quality, showcasing my ability to deliver impactful environmental solutions.

Education
March 2022
Project Management Certificate • University of California Los Angeles, UCLA Extension • Los Angeles, California
May 2006
Bachelor of Science, Civil Engineering • California State University Los Angeles, CSULA • Los Angeles, California
Certifications
• ArcGIS Basics
• Distribution 2, Operator License, 33428
• Treatment 2, Operator License, 34983
• Certified Associate in Project Management (CAPM), 3559946 • Project Management Professional (PMP), 3914356
References

1. Brook Yared, M.S., P.E – Engineering Manager, WRD, 626—590--1020

2. Carla Dillon, P.E – Director of Engineering and Operation, CVWD, 818-468-5374 470
471
Upload a Resume
Education
I hold a bachelors degree in Architectural Design from Woodbury University. Additionally, I have taken Advance course work in Plumbing Engineering and Design from UCLA's Extension Program.

Currently serving on the Board of Building and Fire Code Appeals ( 07/15/2022 - 07/16/2026) List Community activities in which you are involved:

N/A
Conflict of Interest
Conflict of Interest:

Victor A Taracena
472
473
474
475
476
477
478
479
480
481
482
483
484
485
486
487
488
489
490
491
492
493
494
495
496
497
498
499
500
501
Upload a Resume
Why are you interested in serving on a board, commission or committee? My interest in serving on the Burbank Water and Power (BWP) Board is deeply rooted in my commitment to public service and my passion for improving our community. For the first 5 months of this year, I took a sabbatical abroad in Spain with my family and learned more about the importance of renewables to hedge against volatility in power prices. However, prior to that I was a BWP board member for nearly 4 years, including serving as Chair and Vice Chair this past year. Now that I am back in Burbank, I am eager to resume contributing to my community. I felt that I was able to make a unique and meaningful contribution in my prior role as BWP board member and I am hopeful to be able to do so again. During my time on the board, I actively participated in critical discussions related to the Integrated Resources Plan, the launch of innovative programs like Demand Response and Building Electrification, and key financial matters such as budget allocations and bond issuances. As Chair, I worked closely with BWP staff to ensure that these proposals were meticulously developed, well-designed, and effectively communicated to the public and city council. My approach is grounded in practical problem-solving. I believe in finding real-world solutions that balance sustainability with the essential goal of providing safe, reliable, and affordable power to our community (with a focus on supporting disadvantaged communities). BWP is already a best-in-class utility, and I am committed to leveraging my expertise to drive even greater focus on sustainability while maintaining our commitment to excellence. I am honored to have made a positive impact on the city I call home, and I look forward to continuing this important work on the BWP Board.

Education
Arizona State University MS Engineering Technology, Alternative Energy, Dec. 2011 University of California, San Diego BS Physics, Minor in Political Science, March 2008 Additional Pertinent Courses or Training
Burbank Master Recycler Class
Other Pertinent Skills, Experience or Interests
• Ability to lead others, problem solve, learn quickly, and adapt to new situations • Ability to relate technical details to non-technical, business-driven people • Ability to understand and explain economic impacts of a given program or technology Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

BWP Board (Apr 2022 - Jan 2026) Chair, BWP Board (Aug 2023 - Aug 2024) Vice Chair, BWP Board (Aug 2022 - Aug 2023)
List Community activities in which you are involved:

Coach and Assistant Coach, AYSO Volunteer, Thomas Jefferson Elementary Christopher G Malotte
502
503
standards. The team is responsible for advocacy and compliance with more efficient building and appliance standards at the federal, state, and local levels. We are responsible for thinking 10 or more years into the future and developing the processes and roadmaps to prepare. The team is also responsible for helping local governments with sustainability plans, reach codes, and carbon reduction strategies and implementation of the nation's first GHG emissions incentive program (the Clean Energy Optimization Pilot; CEOP). Prior to that, I worked at SCE as a Sr. Advisor focused on DSM Planning, Integration, and Strategy. In this role, I led the development of an $1.56B energy efficiency application for 2024-2027 and I co-led the development and implementation of the CEOP. In these examples, I took a solution from conceptual design to regulatory application to successful implementation.

CEOP is a first-of-its-kind performance-based program designed to incent UC and CSU campuses to reduce GHG emissions. The program has proven very successful leading the campuses to save over 200,000 tons of GHG emissions. Before coming to SCE, I worked at Arizona Public Service (APS) in the Smart Grid Planning department as a Smart Grid Analyst.

While there, I managed an executive level Operation Technology Advisory Committee, which assessed various new technologies and their potential impact on the company. In this role, I interacted with internal executives, external key industry leaders, and technology innovation organizations (including EPRI, NREL, and SEPA). I also led development of a transformer load management tool, project management of several demonstration pilots, and led several cross-functional initiatives (including development of a company strategies for demand response, smart grid, transportation electrification, energy storage, and microgrids).

Experience Details: Senior Manager, Codes and Standards & CEOP, Southern California Edison, Irwindale, CA (2023 - Current) • I provide strategic direction and vision for the Energy Codes and Standards team at Southern California Edison. I lead a cross-functional team responsible for shaping energy policies, advocating for codes and standards, and driving compliance across the organization. • Managing a budget of $110 million, I allocate resources effectively to support critical programs. These include the following programs:

National Codes & Standards Advocacy, State Appliance and Building Codes Advocacy, Code Compliance Improvement, Reach Codes, Planning & Coordination, and CEOP. • I collaborate with industry stakeholders, regulatory bodies, and government agencies to influence codes and standards development. By fostering strong relationships, I drive alignment between organizational goals and industry best practices. • I oversee project execution, monitor milestones, and ensure timely delivery. My focus on operational excellence enables successful program outcomes and contributes to Southern California Edison’s leadership in energy efficiency and sustainability. Senior Advisor, Public Sector Strategy & REN Coordination, Southern California Edison, Rosemead, CA (2014 – 2023) • Led development of $1.56B Energy Efficiency Application for 2024-2027. These funds deliver cost-effective energy efficiency savings, ensure market viability and vitality, and address hard-to-reach and disadvantaged communities. • Led EE Modernization effort for SCE which streamlines how SCE delivers DSM programs to customers to drive greater energy savings, community engagement, and cost effectiveness. Policy proposals included a GHG emissions reduction goal, 4-year application cycles, alignment of EE Potential and Goals with EE reporting and measurement, and cost-effectiveness realignment. Policy proposals adopted by CPUC in May 2021. • Led development and implementation of $20M Clean Energy Optimization Pilot, a first of its kind customer friendly offering designed to incent pilot participants to reduce GHG emissions through on-site energy related measures. • SCE representative to the California Energy Efficiency Coordinating Committee (CAEECC). Manage customer service perspective for EE regulatory work including comments and reply comments on Potential and Goals, Business Plan, REN Joint Cooperation Memos, Local Government Terms and Conditions and any data requests • Strategy and coordination lead for ~$50M+/yr. Regional Energy Networks (Southern California REN, Tri-County REN, Inland REN, Rural REN). Smart Grid Program Analyst, Arizona Public Service, Phoenix, AZ (2011-2014) • Managed and coordinated Operational Technology Advisory Committee – executive committee that sets the course for the company regarding various technologies. • Managed all aspects of transportation electrification for APS, including implementation of Electric Vehicle Time-ofUse rate, interfacing with Customer Service and Transmission & Distribution to manage electric vehicle load, and regulatory filings. This included a regulatory compliance filing on electric vehicles submitted to the Arizona Corporation Commission each year. • Worked with various consultants and APS personnel to develop and get executive approval for $250M 5- year smart grid strategy. • Educated internal and external stakeholders and the public through presentations on APS’s electric vehicle program. Additionally, worked with the other AZ utilities to increase support for and participation in EVAZ Electric Vehicle Policy Stakeholder Group. EVAZ is a diverse group of stakeholders including utilities, OEMs, local governments, and others interested in electric vehicles with the goal of driving increased Christopher G Malotte
504
adoption of electric vehicles. • Led multiple business unit initiatives to develop strategy for optimizing and electrifying APS motorized fleet. • Assisted with multiple business unit initiative to develop company strategy for demand response. • Managed $1.5M Chase Field battery storage and electric vehicle charging station deployment; the first EV chargers to be deployed on city streets in the US. • Led multiple business unit initiative to develop company strategy for energy storage. • Assisted with multiple business unit initiative to develop company strategy for microgrids. • Assisted with the marketing, deployment, and testing of Home Energy Information Pilot Program. This pilot tested the feasibility of demand response capable thermostats and smart phone energy information apps. • Assisted with the deployment of APS Schools and Government Solar Program and presented to internal stakeholders and community relations representative about Schools and Government Solar Program Education: Arizona State University MS Engineering Technology, Alternative Energy, Dec. 2011 University of California, San Diego BS Physics, Minor in Political Science, March 2008
What are your goals in serving on this Board/Commission/Committee? As I seek reappointment to the Burbank Water and Power (BWP) Board, I seek to uphold BWP’s exemplary standards in reliability, safety, and affordability, while championing for sustainable practices. In the past four years, BWP has made significant strides, such as instituting a forward-thinking two-year budget and rate process, launching innovative demand response and building electrification initiatives, and pioneering Southern California’s first long-duration iron-flow battery. Additionally, the adoption of a new Integrated Resources Plan and the appointment of a new General Manager have been pivotal in focusing on driving to a future vision for the organization. My vision for BWP’s future is to accelerate our progress in customer-focused programs, renewable energy adoption, and conservation efforts. The urgency to combat climate change is greater than ever, and I am dedicated to ensuring that BWP leads the charge with actionable solutions. As a parent and a ratepayer, I deeply understand the necessity of balancing environmental initiatives with economic considerations. Ensuring affordable rates and maintaining a strong financial foundation are paramount to our success. Recognizing my position of privilege, I am determined to be a voice for underserved communities, seeking to ensure that their voices are incorporated into our decision-making process. My tenure has allowed me to build strong relationships with the BWP staff and management. They are all dedicated civil servants working with the best interest of the community in mind and I would love to continue to be involved in shaping the direction of this organization. I am eager to continue contributing to BWP’s legacy, steering our organization towards a future where innovation, community engagement, and environmental stewardship are the hallmarks of our service.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Education
Arizona State University
MS Engineering Technology, Alternative Energy, Dec. 2011

University of California, San Diego
BS Physics, Minor in Political Science, March 2008

Relevant Experience
Senior Manager, Energy Efficiency Codes and Standards, Southern California Edison, Rosemead, CA (Nov 2022 – current) • Lead a team of engineers, program managers, and support staff focused on energy codes and standards. The team is responsible for advocacy and compliance with more efficient building and appliance standards at the federal, state, and local levels. The team thinks 10 or more years into the future and develops the processes and roadmaps to prepare for that future. The team is also responsible for helping local governments with sustainability plans, reach codes, and carbon reduction strategies and implementation of the nation's first GHG emissions incentive program (Clean Energy Optimization Pilot).

Senior Advisor, Public Sector Strategy & Coordination, Southern California Edison, Rosemead, CA (Jul 2016 – Nov 2022) • Led EE Modernization effort for SCE seeking to streamline how SCE delivers DSM programs to customers to drive greater energy savings, community engagement, and cost effectiveness. • Developed and implemented $20M Clean Energy Optimization Pilot, a first of its kind customer friendly offering designed to incent pilot participants to reduce GHG emissions through on-site energy related measures. First year evaluation showed 33% greater than expected results in ¾ of a year. • SCE representative to the California Energy Efficiency Coordinating Committee (CAEECC). Managed customer service perspective for EE regulatory work including comments and reply comments on Potential and Goals, Business Plan, REN Joint Cooperation Memos, Local Government Terms and Conditions and any data requests • Strategy and Program management for $20M+/yr. Regional Energy Networks (Southern California Regional Energy Network and Tri-County Regional Energy Network).
• Program management for $1.2M/yr. Statewide Energy Efficiency Collaborative (SEEC). SEEC is a collaborative of CA investor owned utilities and three non-governmental organizations to promote energy efficiency and sustainability best practices to local governments throughout the state.

Marketing Analyst 2, Southern California Edison, Rosemead, CA (Aug 2014 – Jul 2016) • Assisted with any regulatory work for DSM Partnerships. Work included developing two program abstracts, two Program Implementation Plans, a Partnership dashboard, and a comparison tool for changes associated with the CA Long-Term Energy Efficiency Strategic Plan.
• Program management for work related to CA Long-Term Energy Efficiency Strategic Plan. Responsibilities included refresh of Strategic Plan offering, development of Strategic Plan Best Practices Report, approving Strategic Plan applications, reviewing deliverables, interacting with project managers, and reporting on progress of work-todate. • Led SCE's Operational Excellence initiative for Public Sector Energy Efficiency Program group, resulting in more than 75 fewer contracts, consolidation of 5 partnerships, and over $2.5M in savings. • Approved any co-branded marketing piece that partners develop as part of their partnership. This process was streamlined through my development of a co-branding checklist and use of the OneVoice approval process.

507
Smart Grid Program Analyst, Arizona Public Service, Phoenix, AZ (Sept 2012 – Aug 2014) • Managed and coordinated Operational Technology Advisory Committee – executive committee that sets the course for the company regarding various technologies. This included giving several executive presentations on electric transportation, vehicle safety technologies, and home thermal storage technologies. • Managed all aspects of transportation electrification for APS, including implementation of Electric Vehicle Time-ofUse rate, interfacing with Customer Service and Transmission & Distribution to manage electric vehicle load, and regulatory filings. This included a regulatory compliance filing on electric vehicles submitted to the Arizona Corporation Commission each year.
• Worked with various consultants and APS personnel to develop and get executive approval for $250M 5-year smart grid strategy.
• Developed Transformer Load Management Tool business case and acted as project manager for Transformer Load Management Tool development and roll out.
• Educated internal and external stakeholders and the public through presentations on APS’s electric vehicle program.

Additionally, worked with the other AZ utilities to increase support for and participation in EVAZ Electric Vehicle Policy Stakeholder Group. EVAZ is a diverse group of stakeholders including utilities, OEMs, local governments, and others interested in electric vehicles with the goal of driving increased adoption of electric vehicles. • Led multiple business unit initiatives to develop strategy for optimizing and electrifying APS motorized fleet. • Assisted with multiple business unit initiative to develop company strategy for demand response. • Managed $1.5M Chase Field battery storage and electric vehicle charging station deployment; the first EV chargers to be deployed on city streets in the US.
• Led multiple business unit initiative to develop company strategy for energy storage. • Assisted with multiple business unit initiative to develop company strategy for microgrids. • Assisted with the marketing, deployment, and testing of Home Energy Information Pilot Program. This pilot tested the feasibility of demand response capable thermostats and smart phone energy information apps.

Sr. Program Coordinator, Arizona Public Service, Phoenix, AZ (Dec 2011 – Sept 2012) • Assisted with the deployment of Schools and Government Solar Program. This included creating work orders, updating databases, and running reports
• Developed list of pre-qualified schools to increase participation in the program • Presented to internal stakeholders and community relations representative about Schools and Government Solar Program

Renewable Energy Summer Intern, Arizona Public Service, Phoenix, AZ (June 2011 – Dec 2011) • Modeled production output and forecasted 20-year budget for solar production-based incentive programs • Researched and presented on the physical and economic feasibility of smart inverters • Led team to develop a Renewable Energy Book of Programs • Researched and monitored regulatory and government affairs related to renewable energy and smart grid • Developed process documentation for Renewable Energy data collection and reporting • Processed small, medium, and large non-commercial renewable incentive applications

Fluidics and Device Systems Engineer Summer Intern, Applied Biosystems, Foster City, CA (Summers of 2005 & 2006) • Designed, executed, and analyzed data for an experiment testing thermo-profile of Diffractive Optics Real Time PCR Machine
• Designed, executed, and developed an experiment evaluating the fluorescence signal capturing ability of diffractive optics setup
• Designed, executed, and analyzed data of experiment assessing PCR viability of diffractive optics setup. Assisted in development of cell sorting device
• Designed, executed, and analyzed data for experiment testing speed and intensity of cell movement in cell sorting device
• Analyzed data and results and presented a formal report to division

508
Other Work Experience:

System Design Administrator - SunRenu Solar - Scottsdale, AZ (Sept 2010 - Apr 2011) Assistant Underwriter - CIBA Insurance Services - Glendale, CA (Nov 2009 - May 2010) Deputy Field Organizer - Campaign for Change - Fort Collins, CO (Sept 2008 - Nov 2008) Manager/Valet - Sunset Parking Services - San Diego, CA (Nov 2005 - Sept 2008) Shift Manager - Old Fashioned Kettle Korn - Sherman Oaks, CA (Sept 2000 - Sept 2005)

Relevant Skills and Abilities
Engineering/science skills
• Computer skills (PowerPoint, Excel, Word, Access. Tableau, Matlab, Assembly Code), basic electronics skills (oscilloscope, function generator, microprocessors), and machining skills (lathe, drill press, milling machine) Other abilities
• Ability to lead others, problem solve, learn quickly, and adapt to new situations • Ability to relate technical details to non-technical, business-driven people • Ability to understand and explain economic impacts of a given program or technology

Awards/Achievements
Finalist for SEPA Utility of the Year Award (2019)
Finalist for Public Utilities Fortnightly Top Innovator Award (2019) Nominee for Ted Craver Leadership in Business Innovation (2020) Nominee for Edison Award (2019)
SCE Spot Bonus SC02 - Significant contributions that lead to major growth, innovation or cost-savings (June 2018) APS Living the Vision Award (August 2013 & January 2014) GPSA Jumpstart Grant Award Recipient (2011)

509
510
511
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Infrastructure Oversight Board
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

As an engineer in a variety of fields, I am well equipped to review, understand, and make recommendations on infrastructure projects.

What are your goals in serving on this Board/Commission/Committee? I want Burbank’s infrastructure projects to be completed efficiently with community needs being met being the top priority.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Burbank Water and Power Board
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
As an engineer in a variety of fields, I am well equipped to review, understand, and make recommendations on water and power needs. My current position is with a Carbon Capture and Storage start-up, as a result I have special insight into efforts to combat global warming, many of which look to energy generation.

What are your goals in serving on this Board/Commission/Committee? I want Burbank residents to have clean water and affordable energy while simultaneously doing its part to curb climate change.

Supplemental Questions (Infrastructure Oversight Board Only) Lindsey Francois
512
Question applies to Infrastructure Oversight Board
Please list your experience, knowledge and/or expertise with City infrastructure and affiliated processes and procedures for projects (both major and routine/regular) and maintenance.

I have not worked with the City on infrastructure projects. I have worked with various entities that have had their own sets of guidelines and specifications, which I then applied while devising creative solutions for their projects.

Question applies to Infrastructure Oversight Board
Please list your expertise and knowledge as it pertains to City infrastructure in any of the following areas (indicate which of the following apply and further explain each item below):

Acknowledgment
Please Read

1. All information submitted is a public record and will be posted on the City’s website.

2. All Board, Commission, and Committee members serve without compensation from the City.

3. No person shall serve at the same time on more than one Board, Commission or Committee.

4. Applicants must be residents of the City of Burbank.

5. Any person appointed to fill a vacancy shall hold office for the remainder of the unexpired term and must complete the term before applying to serve on another board, commission, or committee.

6. Any person appointed to a Board, Commission, or Committee shall remain in compliance with the City’s Attendance Policy:

In the event a member of a board, commission, or committee is absent for three (3) regularly scheduled meetings of the board, commission, or committee to which they have been appointed during the 12-month period, the attendance record of such member shall be reviewed by the board, commission, or committee to which the member was appointed. Should the Council excuse the member’s three absences, and the member misses a fourth meeting, the City Clerk may proceed with the member’s automatic removal by City staff. (See BMC Section 2-1-403, 2-1-405, 2-1-406, 2-1-407) Lindsey Francois
513
514
Lindsey François
Burbank, California
Experience – Entertainment
Senior Engineer May 2026 – present
Mote, Inc Los Angeles, California
Design calculaƟons, develop mechanical data sheets, produce fabricaƟon drawings, specify equipment and materials for gasificaƟon systems. Solicit, review and evaluate vendor proposals Senior Mechanical Engineer (Contract) March 2024 – April 2026 Adirondack Studios Argyle, New York
Honoring client concept art, and adhering to material and safety parameters, independently devised and documented fabricable mechanical assemblies for themed entertainment elements. Prototypes were oŌen first constructed out of wood for proof of concept to highlight unresolved or problemaƟc areas. Specified some components from sheet metal: material, dimensions, breaks, welds. Other components were designed to be CNC’ed wood, metal or plasƟcs or 3D printed.

Engineer (Contract) August 2022 – December 2023
Technifex Valencia, California
Part of the installaƟon and tesƟng team, conducted and troubleshot controls tesƟng, both in the factory and onsite, of an Allen-Bradley system of a steam effect; invented custom automated soluƟons to quickly correct and adapt tests as needed and upon customer request. New product electro-mechanical pneumaƟc design of themed aƩracƟons, specified motor sizes and actuators, used SolidWorks to generate FEA analysis of components and assemblies, created water, wind pressure and seismic force-calculaƟon deliverables, created drawing packages following GD&T, BOM’s and other project related documentaƟon.

Designer 2 (Contract) November 2021 – April 2022
The ATS Team Chatsworth, California
From concept art, took design ownership with short Ɵmeline deliverables ranging from rough concept SketchUp renderings, to demo documentaƟon, to conceptualized aestheƟc, to final full-scale assembly documentaƟon – from hardware to full rigging. IdenƟfied, defined, and analyzed problems discovered both independently and through collaboraƟng, and came up with innovaƟve design soluƟons.

Contract Engineer (Contract) July 2019 – March 2020
Lee Romaire Studios & Sky Castle Studios Los Angeles Metropolitan Devised design soluƟons to integrate arƟsƟc improvements, across mulƟple iteraƟons and funcƟons, to transiƟon roboƟc prototype into funcƟonal electro-mechanical deliverable. Insured compliance with SOW, engineering specificaƟons, guidelines and applicable standards. Assisted with component fabricaƟon.

Working in Maya, analyzed the product space, prior art and relevant specificaƟons to define the design space for 3D color prinƟng technology implementaƟon.

R&D Mechanical Engineer (Contract) January 2019 – July 2019 Walt Disney Imagineering Glendale, California
Designed and developed complex mechanical systems for theme parks, with broad responsibiliƟes to mature conceptual designs to well define deliverables with validated test results. Created finite element models of components and assemblies, assessed and modified these components to meet design requirements. Prepared detailed manufacturing drawings applying relevant standards. Executed complex computaƟonal evaluaƟons, authored and performed test plans and specificaƟons. Worked independently and in highly diverse and mulƟdisciplinary project teams. Provided real-Ɵme, transparent communicaƟon covering overall status against agreed project Ɵmelines. Molded, and machined criƟcal components in the in-house shop. Tested assemblies and materials to failure. 515
New Product Development Engineer & Project Engineer (Contracts) August 2015 - June 2016 The AƩracƟon Services Co & Tiffen Steadicam Burbank & Valencia, California Created and implemented project management (WBS), product brief, QC and purchase process tracking.

Set in place pracƟces of GD&T, DVP&R, DFMEA and design tolerance analysis. Planned, prepared and monitored engineering development projects, tracked progress, expected milestone compleƟon, expenses, analyzed downƟme and communicated its impact on meeƟng deadlines – leading to a more efficient and transparent concept-to-producƟon process. Oversaw team progress, assigned next steps, and set task guidelines. Developed products, from concept to manufacturing, assembly and installaƟon.

Experience – LighƟng
Senior Product Engineer April 2018 - December 2018
Cordelia LighƟng Rancho Dominguez, California
Led engineering focused product development managing and prioriƟzing mulƟple projects including detailed design development, fabricaƟon and tesƟng of prototypes. Developed, implemented and executed tesƟng and evaluaƟon metrics and processes to verify and opƟmize product materials and manufacturing processes. Communicated design details about material selecƟon, design for performance, risk analysis and specificaƟon compliance. Documented and maintained records of analysis objecƟves, assumpƟons, conclusions, results, associated CAD models and drawings.

Senior Design & Development Engineer June 2016 – April 2018 Deco LighƟng Commerce, California
Designed and developed new products and product families with broad responsibiliƟes to mature conceptual designs to well define products with validated test results. Designed with an understanding of manufacturing processes to reduce fabricaƟon costs, with aƩenƟon to end user experience. Created Solidworks 3D models, 2D drawings GD&T, nested BOM's and submiƩed designs to appropriate tesƟng for failure analysis and cerƟficaƟon. Oversaw and coordinated in-house Goniophotometer and LED Component tesƟng. Selected, specified, and integrated electrical components. InsƟtuted standards for product and part idenƟficaƟon, specificaƟon and documentaƟon. NegoƟated with vendors to improve design for cost -efficiency.

New Product Development Engineer October 2012 – July 2015 PrudenƟal LighƟng Los Angeles, California
Extensively used Inventor, Excel and VBA. Designed mechanical components, created parts and assembly drawings, BOM’s, flat paƩerns, metal & plasƟc extrusions. Created tesƟng and tracking protocol for LED’s.

Worked closely with manufacturing for opƟmal designs, to ease assembly and to reduce producƟon cost.

Created prototypes and installaƟon instrucƟons. Created a system to organize parts and opƟons, made it easier to use and specify the largest, most customizable product PrudenƟal has released. Merged product lines, reused parts, improved producƟon efficiency, and reduced cost.

Mechanical/Manufacturing Engineer August 2011 – May 2012 Integrated Design Tools Pasadena, California
Extensively used SolidWorks. Designed opto-mechanical components for camera hubs and cable fixtures.

Reviewed all design data and research for mechanical documentaƟon, approved for release to producƟon.

Improved reƟred designs as customer demands for products re-surged. Interacted with vendors to procure prototypes and refined processes for procuring machined parts for producƟon (Advanced Quality Planning), iniƟated improvements in the development of new manufacturing and producƟon techniques. Collaborated with co-workers to improve delivery Ɵme for IDT products. Facilitator for system layouts. Implemented Kanban system.
516
EducaƟon
Bachelor of Science, General Engineering August 1998-May 2002 University of Illinois Champaign, Illinois
SpecializaƟon: Entrepreneurship
Redesigned a drilling and tapping machine to cut cost of producƟon by 50%. Took original invenƟons from idea to design to prototype, looked at patents, then created business plans and cost projecƟons. Explored programming languages C and C++.

Master of Arts, EducaƟon January 2008-January 2011
Alliant InternaƟonal University Los Angeles, California Explored effecƟve methods of implemenƟng technology into the classroom. Created classroom materials using HTML, Inventor, Matlab and MicrosoŌ Office. Evaluated teaching effecƟveness based on student achievement and engagement.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Burbank Water and Power Board
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

My qualifications include a 38-year engineering career in the electric utility industry that included increasing responsibilities and management with Los Angeles Department of Water and Power (LADWP), Metropolitan Water District of Southern California (MWD), PricewaterhouseCoopers (PwC) and Southern California Edison (SCE). My experience is varied in the electric utility industry including both the public and private sector. Select experience includes (1) contract negotiations and administration of wholesale energy sales/purchases and transmission service agreements (LADWP and MWD); (2) electric transportation advocacy and technical development (LADWP); (3) audit/assurance services on power system operations, business processes and internal controls, energy market financial settlements, and greenhouse gas emissions (PwC); (4) consulting services on electric reliability regulatory compliance, wholesale energy market billing, and various state/federal regulations (PwC); and (5) leading electric reliability regulatory compliance activities over transmission and distribution facilities (SCE). I hold an electrical engineering degree from California State University Los Angeles and a biological science degree from the University of California Irvine.

What are your goals in serving on this Board/Commission/Committee? My energy goal for Burbank Water and Power is to continue to achieve the applicable State of California Renewables Portfolio Standard and 2045 net-zero carbon goal in a cost-effective manner while considering service reliability, affordability, sustainability. Additionally, my water goal is to continue to utilize our limited water resources more efficiently since the Metropolitan Water District’s Colorado River Aqueduct and State Water Project have been dealing with drought conditions for over two decades. With State Water Project deliveries for this year at 45 percent of normal and California’s water allocation from the Colorado River near historic lows, innovative programs will be necessary to address this reduction in water availability. Lastly, as a citizen-owned public utility, my overall goal is to see Burbank Water and Power continue its outreach activities to educate its citizens on the complexities of delivering water and power and the challenges ahead.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Timothy R Cherry
520
521
TIMOTHY R. CHERRY
| Burbank, California 91504 | |
Key Skills
 Regulatory Compliance – FERC,
NERC (CIP & 693) & WECC
 Contract Negotiations – Power Purchase &
Transmission
 Power System Operations –
ISO/RTO Compliance
 Technical Analyses – Transmission
Studies & Operational Requirements
 Legislative Analysis and Advocacy –
Develop Positions & Recommendations
 Audit – FERC Tariffs & NERC
Readiness
Experience

THE METROPOLITAN WATER DISTRICT OF SOUTHERN CALIFORNIA (MWD) Principal Power Resource Specialist – February 1997 to December 1998 & July 2017 to December 2021 (retired)  Legislative, Regulatory & Contract Negotiation
− Analyzed and developed MWD positions on Federal and State electricity-related legislation and regulation. − Worked with a team of technical experts and attorneys to protect MWD’s interests by preparing and submitting comments to Federal regulatory agencies pertaining to California’s electric utility industry restructuring. − Collaborated with municipal utilities, investor-owned utilities and California-state agencies to protect MWD’s interests during the development and operation of the California Independent System Operator (California ISO). − Advised management on ways to enhance the achievement of MWD’s strategic objectives for resource development. − Analyzed and monitored actions of agencies – FERC, NERC, WECC, California ISO, CPUC, CEC, and CARB. − Analyzed, negotiated and administered transmission and generation contracts, including Boulder Canyon Project.  Analyses & Impact
− Analyzed the impact and modified numerous third-party operating procedures affecting MWD due to the implementation of new operating agreements with third-parties, including the California ISO. − Assessed on-going California ISO initiatives (e.g., Resource Adequacy, Flex RA and Transmission Access Charge) to determine adverse impacts on MWD and the California State Water Project from proposed/final tariff language. − Analyzed applicability of NERC electric reliability requirements and prepared various NERC regulatory submittals.

SOUTHERN CALIFORNIA EDISON (SCE)
Principal Manager – January 2013 to December 2015
 Regulatory & Compliance
− Led the day-to-day direction, coordination and implementation of SCE’s transmission and distribution compliance activities with FERC, NERC, WECC and California ISO regulations pertaining to electric utility service reliability. − Provided technical support to other business areas on the design and implementation of NERC/WECC requirements. − Oversaw the preparation and review of NERC/WECC submittals, including self-reports, self-certifications and responses to data requests.
− Teamed within SCE to develop a common understanding and solutions to Federal and State regulations. − Analyzed and presented engineering-based regulatory compliance posture results and other technical utility issues to senior management (Directors, VPs and SVPs).
 Analyses & Impact
− Analyzed transmission engineering study results to determine regulatory cost impacts of including transmission system elements in the Bulk Electric System.
− Assessed NERC requirements applicable to California ISO and SCE for a Joint Operating Agreement.  Contract Negotiation & Administration
− Negotiated and administered professional service contracts for technical reliability projects. − Initiated, reviewed and provided comments on Requests for Proposals (RFP) for the provision of consulting services. − Developed criteria to assess and recommend successful bidders. − Monitored budget and contract compliance, approved professional service payments and closed out contracts. 522
Timothy R. Cherry Page Two
PRICEWATERHOUSECOOPERS (PwC)
Director – December 1998 to January 2013
 Compliance & Audit
− Set the direction and managed the delivery of engineering-based regulatory compliance, consulting and audit services to electric utility clients, including:
• NERC/WECC compliance program development, WECC audit preparation, and NERC compliance program assessments.
• FERC requirements compliance advisement including wholesale and transmission generation interconnection services, Open-Access Transmission Tariffs, and power and transmission agreements. • Power system operational audits of the California ISO, among others ISOs/RTOs, including the evaluation of controls associated with day-ahead, hour-ahead and real-time functions, resource adequacy, and a comparative analysis of operating procedures to actual control room practices of operator/dispatch personnel. − Analyzed internal controls of the California ISO, among others ISOs/RTOs, including power and transmission market settlements, power scheduling, out-of-market dispatches, resource adequacy and operating reserve requirements. − Developed/assessed business processes and internal controls design/effectiveness resulting in recommendations to management for improvements to operations.
− Prepared reports, position papers, and briefing materials presented in simple to understand terms, including complex findings and recommendations for improvement with Executives, CEOs and Board of Directors members.  Environmental, Social & Corporate Governance
− Assessed greenhouse gas emissions for various electric utility clients using World Resources Institute methodologies.  Contract Negotiation & Administration
− Developed and reviewed RFP responses for the provision of professional services to clients, negotiated/prepared contracts for engagements, administered contracts through project completion, and managed contract change orders. − Advised management on risks associated with delivering RFP services and negotiated contracts to mitigate risks. − Monitored contract compliance with client, State and Federal requirements.

LOS ANGELES DEPARTMENT OF WATER AND POWER (DWP)
Engineer of Electric Transportation – July 1991 to February 1997  Advocacy
− Represented DWP's interests regarding Electric Transportation (ET) to Federal and state officials, other utilities, automotive manufacturers, environmental organizations, customers, the general public, and media. − Educated members of Congress, administration officials and staff regarding funding for research and development of ET programs, modifications to ET-related legislation, and the introduction of new legislation. − Served as DWP's Board Member to the California Electric Transportation Coalition which addresses state-level legislative/regulatory issues; and served as DWP's Board Member Alternate to the national-level Electric Transportation Coalition (now known as the Electric Drive Transportation Association) which deals with Federal legislative/regulatory and market-based issues affecting ET.

Power Contracts Engineer – October 1984 to July 1991
 Contract Negotiation & Administration
− Negotiated and prepared contracts for purchase/sale of wholesale generation capacity, energy and transmission service. − Assessed and negotiated agreements for the exchange of energy between LADWP and counterparties. − Planned, facilitated and completed DWP's first RFP process to acquire new wholesale electric resources, including evaluation criteria development, handling pre-bid conference and responses to pre-bid questions. − Developed operating procedures to implement and financial tools to monitor power/transmission service agreements. − Advised management on risks associated with energy acquisitions and negotiated contracts to mitigate risks. − Prepared written materials and presented information on the acquisition of wholesale electric resources and transmission service to the Board of Water and Power Commissioners and Los Angeles City Council members.

Education
B.S., California State University Los Angeles B.S., University of California Irvine Major: Electrical and Computer Engineering Major: Biological Sciences 523 Burbank Water and Power
Board
(Unexpired Term)
524
525
526
AB 1234 Training
The Board, Commission or Committee (collectively Board) you are seeking appointment to provides City reimbursement for attending trainings or conferences. Therefore, under State Law all members of the Board must receive at least two hours of ethic’s training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Not sure how to answer No doubt my skills and experiences could be used in all aspects Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
On a commercial level I have been involved with over 15 Million dollars of commercial mechanical projects from the rendering selling installing and servicing for decades My experience overlaps anything that the Water and Power Dept would be involved in What are your goals in serving on this Board/Commission/Committee? To make a difference To give back to the community that i love so much with the decades of skills and experiences i have to use where it is needed in our public works Supplemental Questions
Acknowledgement
Thomas J Euper
527
528
529
530
AB 1234 Training
The Board, Commission or Committee (collectively Board) you are seeking appointment to provides City reimbursement for attending trainings or conferences. Therefore, under State Law all members of the Board must receive at least two hours of ethic’s training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Robert D. Nielsen for the Burbank Water and Power Board.

Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

Results driven leader, transaction expert, and business development executive with 25 years’ experience in regulated and deregulated energy markets, wholesale and retail.

Please see my resume for full details of my professional history, which span 3 decades in the energy industry.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Robert D. Nielsen
advise the City Clerk prior to submitting your application.) Describe any qualifications, experience, and education, as well as any 531
532
533
Robert D. Nielsen Page 2
CONSTELLATION ENERGY/EXELON CORPORATION 2013 - 2015
Los Angeles, CA Senior Business Development Manager
Responsible for sales of electricity, natural gas, demand response and energy efficiency. • Direct Assess and Demand Response sales to California National, commercial & industrial customers. • New prospects/origination.
• Created new book of business and met corporate revenue goals consistently.

EDUCATION
B.A., Environmental Science/Geology 1991 - 1995
University of Iowa, Iowa City, IA
534
535
Upload a Resume
Education
I hold a bachelors degree in Architectural Design from Woodbury University. Additionally, I have taken Advance course work in Plumbing Engineering and Design from UCLA's Extension Program.

Currently serving on the Board of Building and Fire Code Appeals ( 07/15/2022 - 07/16/2026) List Community activities in which you are involved:

N/A
Conflict of Interest
Conflict of Interest:

Victor A Taracena
536
537
538
539
540
541
542
543
544
545
546
547
548
549
550
551
552
553
554
555
556
557
558
559
560
561
562
563
564
565
Upload a Resume
Why are you interested in serving on a board, commission or committee? My interest in serving on the Burbank Water and Power (BWP) Board is deeply rooted in my commitment to public service and my passion for improving our community. For the first 5 months of this year, I took a sabbatical abroad in Spain with my family and learned more about the importance of renewables to hedge against volatility in power prices. However, prior to that I was a BWP board member for nearly 4 years, including serving as Chair and Vice Chair this past year. Now that I am back in Burbank, I am eager to resume contributing to my community. I felt that I was able to make a unique and meaningful contribution in my prior role as BWP board member and I am hopeful to be able to do so again. During my time on the board, I actively participated in critical discussions related to the Integrated Resources Plan, the launch of innovative programs like Demand Response and Building Electrification, and key financial matters such as budget allocations and bond issuances. As Chair, I worked closely with BWP staff to ensure that these proposals were meticulously developed, well-designed, and effectively communicated to the public and city council. My approach is grounded in practical problem-solving. I believe in finding real-world solutions that balance sustainability with the essential goal of providing safe, reliable, and affordable power to our community (with a focus on supporting disadvantaged communities). BWP is already a best-in-class utility, and I am committed to leveraging my expertise to drive even greater focus on sustainability while maintaining our commitment to excellence. I am honored to have made a positive impact on the city I call home, and I look forward to continuing this important work on the BWP Board.

BWP Board (Apr 2022 - Jan 2026) Chair, BWP Board (Aug 2023 - Aug 2024) Vice Chair, BWP Board (Aug 2022 - Aug 2023)
List Community activities in which you are involved:

Coach and Assistant Coach, AYSO Volunteer, Thomas Jefferson Elementary Christopher G Malotte
566
567
standards. The team is responsible for advocacy and compliance with more efficient building and appliance standards at the federal, state, and local levels. We are responsible for thinking 10 or more years into the future and developing the processes and roadmaps to prepare. The team is also responsible for helping local governments with sustainability plans, reach codes, and carbon reduction strategies and implementation of the nation's first GHG emissions incentive program (the Clean Energy Optimization Pilot; CEOP). Prior to that, I worked at SCE as a Sr. Advisor focused on DSM Planning, Integration, and Strategy. In this role, I led the development of an $1.56B energy efficiency application for 2024-2027 and I co-led the development and implementation of the CEOP. In these examples, I took a solution from conceptual design to regulatory application to successful implementation.

National Codes & Standards Advocacy, State Appliance and Building Codes Advocacy, Code Compliance Improvement, Reach Codes, Planning & Coordination, and CEOP. • I collaborate with industry stakeholders, regulatory bodies, and government agencies to influence codes and standards development. By fostering strong relationships, I drive alignment between organizational goals and industry best practices. • I oversee project execution, monitor milestones, and ensure timely delivery. My focus on operational excellence enables successful program outcomes and contributes to Southern California Edison’s leadership in energy efficiency and sustainability. Senior Advisor, Public Sector Strategy & REN Coordination, Southern California Edison, Rosemead, CA (2014 – 2023) • Led development of $1.56B Energy Efficiency Application for 2024-2027. These funds deliver cost-effective energy efficiency savings, ensure market viability and vitality, and address hard-to-reach and disadvantaged communities. • Led EE Modernization effort for SCE which streamlines how SCE delivers DSM programs to customers to drive greater energy savings, community engagement, and cost effectiveness. Policy proposals included a GHG emissions reduction goal, 4-year application cycles, alignment of EE Potential and Goals with EE reporting and measurement, and cost-effectiveness realignment. Policy proposals adopted by CPUC in May 2021. • Led development and implementation of $20M Clean Energy Optimization Pilot, a first of its kind customer friendly offering designed to incent pilot participants to reduce GHG emissions through on-site energy related measures. • SCE representative to the California Energy Efficiency Coordinating Committee (CAEECC). Manage customer service perspective for EE regulatory work including comments and reply comments on Potential and Goals, Business Plan, REN Joint Cooperation Memos, Local Government Terms and Conditions and any data requests • Strategy and coordination lead for ~$50M+/yr. Regional Energy Networks (Southern California REN, Tri-County REN, Inland REN, Rural REN). Smart Grid Program Analyst, Arizona Public Service, Phoenix, AZ (2011-2014) • Managed and coordinated Operational Technology Advisory Committee – executive committee that sets the course for the company regarding various technologies. • Managed all aspects of transportation electrification for APS, including implementation of Electric Vehicle Time-ofUse rate, interfacing with Customer Service and Transmission & Distribution to manage electric vehicle load, and regulatory filings. This included a regulatory compliance filing on electric vehicles submitted to the Arizona Corporation Commission each year. • Worked with various consultants and APS personnel to develop and get executive approval for $250M 5- year smart grid strategy. • Educated internal and external stakeholders and the public through presentations on APS’s electric vehicle program. Additionally, worked with the other AZ utilities to increase support for and participation in EVAZ Electric Vehicle Policy Stakeholder Group. EVAZ is a diverse group of stakeholders including utilities, OEMs, local governments, and others interested in electric vehicles with the goal of driving increased Christopher G Malotte
568
adoption of electric vehicles. • Led multiple business unit initiatives to develop strategy for optimizing and electrifying APS motorized fleet. • Assisted with multiple business unit initiative to develop company strategy for demand response. • Managed $1.5M Chase Field battery storage and electric vehicle charging station deployment; the first EV chargers to be deployed on city streets in the US. • Led multiple business unit initiative to develop company strategy for energy storage. • Assisted with multiple business unit initiative to develop company strategy for microgrids. • Assisted with the marketing, deployment, and testing of Home Energy Information Pilot Program. This pilot tested the feasibility of demand response capable thermostats and smart phone energy information apps. • Assisted with the deployment of APS Schools and Government Solar Program and presented to internal stakeholders and community relations representative about Schools and Government Solar Program Education: Arizona State University MS Engineering Technology, Alternative Energy, Dec. 2011 University of California, San Diego BS Physics, Minor in Political Science, March 2008
What are your goals in serving on this Board/Commission/Committee? As I seek reappointment to the Burbank Water and Power (BWP) Board, I seek to uphold BWP’s exemplary standards in reliability, safety, and affordability, while championing for sustainable practices. In the past four years, BWP has made significant strides, such as instituting a forward-thinking two-year budget and rate process, launching innovative demand response and building electrification initiatives, and pioneering Southern California’s first long-duration iron-flow battery. Additionally, the adoption of a new Integrated Resources Plan and the appointment of a new General Manager have been pivotal in focusing on driving to a future vision for the organization. My vision for BWP’s future is to accelerate our progress in customer-focused programs, renewable energy adoption, and conservation efforts. The urgency to combat climate change is greater than ever, and I am dedicated to ensuring that BWP leads the charge with actionable solutions. As a parent and a ratepayer, I deeply understand the necessity of balancing environmental initiatives with economic considerations. Ensuring affordable rates and maintaining a strong financial foundation are paramount to our success. Recognizing my position of privilege, I am determined to be a voice for underserved communities, seeking to ensure that their voices are incorporated into our decision-making process. My tenure has allowed me to build strong relationships with the BWP staff and management. They are all dedicated civil servants working with the best interest of the community in mind and I would love to continue to be involved in shaping the direction of this organization. I am eager to continue contributing to BWP’s legacy, steering our organization towards a future where innovation, community engagement, and environmental stewardship are the hallmarks of our service.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Education
Arizona State University
MS Engineering Technology, Alternative Energy, Dec. 2011

University of California, San Diego
BS Physics, Minor in Political Science, March 2008

571
Smart Grid Program Analyst, Arizona Public Service, Phoenix, AZ (Sept 2012 – Aug 2014) • Managed and coordinated Operational Technology Advisory Committee – executive committee that sets the course for the company regarding various technologies. This included giving several executive presentations on electric transportation, vehicle safety technologies, and home thermal storage technologies. • Managed all aspects of transportation electrification for APS, including implementation of Electric Vehicle Time-ofUse rate, interfacing with Customer Service and Transmission & Distribution to manage electric vehicle load, and regulatory filings. This included a regulatory compliance filing on electric vehicles submitted to the Arizona Corporation Commission each year.
• Worked with various consultants and APS personnel to develop and get executive approval for $250M 5-year smart grid strategy.
• Developed Transformer Load Management Tool business case and acted as project manager for Transformer Load Management Tool development and roll out.
• Educated internal and external stakeholders and the public through presentations on APS’s electric vehicle program.

572
Other Work Experience:

573
574
575
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Infrastructure Oversight Board
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

As an engineer in a variety of fields, I am well equipped to review, understand, and make recommendations on infrastructure projects.

What are your goals in serving on this Board/Commission/Committee? I want Burbank’s infrastructure projects to be completed efficiently with community needs being met being the top priority.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

What are your goals in serving on this Board/Commission/Committee? I want Burbank residents to have clean water and affordable energy while simultaneously doing its part to curb climate change.

Supplemental Questions (Infrastructure Oversight Board Only) Lindsey Francois
576
Question applies to Infrastructure Oversight Board
Please list your experience, knowledge and/or expertise with City infrastructure and affiliated processes and procedures for projects (both major and routine/regular) and maintenance.

Acknowledgment
Please Read

1. All information submitted is a public record and will be posted on the City’s website.

2. All Board, Commission, and Committee members serve without compensation from the City.

3. No person shall serve at the same time on more than one Board, Commission or Committee.

4. Applicants must be residents of the City of Burbank.

5. Any person appointed to fill a vacancy shall hold office for the remainder of the unexpired term and must complete the term before applying to serve on another board, commission, or committee.

6. Any person appointed to a Board, Commission, or Committee shall remain in compliance with the City’s Attendance Policy:

In the event a member of a board, commission, or committee is absent for three (3) regularly scheduled meetings of the board, commission, or committee to which they have been appointed during the 12-month period, the attendance record of such member shall be reviewed by the board, commission, or committee to which the member was appointed. Should the Council excuse the member’s three absences, and the member misses a fourth meeting, the City Clerk may proceed with the member’s automatic removal by City staff. (See BMC Section 2-1-403, 2-1-405, 2-1-406, 2-1-407) Lindsey Francois
577
578
Lindsey François
Burbank, California
Experience – Entertainment
Senior Engineer May 2026 – present
Mote, Inc Los Angeles, California
Design calculaƟons, develop mechanical data sheets, produce fabricaƟon drawings, specify equipment and materials for gasificaƟon systems. Solicit, review and evaluate vendor proposals Senior Mechanical Engineer (Contract) March 2024 – April 2026 Adirondack Studios Argyle, New York
Honoring client concept art, and adhering to material and safety parameters, independently devised and documented fabricable mechanical assemblies for themed entertainment elements. Prototypes were oŌen first constructed out of wood for proof of concept to highlight unresolved or problemaƟc areas. Specified some components from sheet metal: material, dimensions, breaks, welds. Other components were designed to be CNC’ed wood, metal or plasƟcs or 3D printed.

Working in Maya, analyzed the product space, prior art and relevant specificaƟons to define the design space for 3D color prinƟng technology implementaƟon.

R&D Mechanical Engineer (Contract) January 2019 – July 2019 Walt Disney Imagineering Glendale, California
Designed and developed complex mechanical systems for theme parks, with broad responsibiliƟes to mature conceptual designs to well define deliverables with validated test results. Created finite element models of components and assemblies, assessed and modified these components to meet design requirements. Prepared detailed manufacturing drawings applying relevant standards. Executed complex computaƟonal evaluaƟons, authored and performed test plans and specificaƟons. Worked independently and in highly diverse and mulƟdisciplinary project teams. Provided real-Ɵme, transparent communicaƟon covering overall status against agreed project Ɵmelines. Molded, and machined criƟcal components in the in-house shop. Tested assemblies and materials to failure. 579
New Product Development Engineer & Project Engineer (Contracts) August 2015 - June 2016 The AƩracƟon Services Co & Tiffen Steadicam Burbank & Valencia, California Created and implemented project management (WBS), product brief, QC and purchase process tracking.

Worked closely with manufacturing for opƟmal designs, to ease assembly and to reduce producƟon cost.

Reviewed all design data and research for mechanical documentaƟon, approved for release to producƟon.

Improved reƟred designs as customer demands for products re-surged. Interacted with vendors to procure prototypes and refined processes for procuring machined parts for producƟon (Advanced Quality Planning), iniƟated improvements in the development of new manufacturing and producƟon techniques. Collaborated with co-workers to improve delivery Ɵme for IDT products. Facilitator for system layouts. Implemented Kanban system.
580
EducaƟon
Bachelor of Science, General Engineering August 1998-May 2002 University of Illinois Champaign, Illinois
SpecializaƟon: Entrepreneurship
Redesigned a drilling and tapping machine to cut cost of producƟon by 50%. Took original invenƟons from idea to design to prototype, looked at patents, then created business plans and cost projecƟons. Explored programming languages C and C++.

Licenses/CerƟficates
Professional Engineer Intern, EIT/FE February 2002
State of Illinois Department of Professional RegulaƟon
Product Safety Training January 2018
Intertek - CerƟficate of Achievement
Arena Advance Course July 2017
Arena SimulaƟon SoŌware - CerƟficate of CompleƟon
Mig Welding Basics & Woodshop Basics January 2017
Urban Workshop - CerƟficate of CompleƟon
MicrosoŌ Project October 2015
Training ConnecƟon - CerƟficate of CompleƟon
Fundamentals of LighƟng September 2013
IESLA – CerƟficate of CompleƟon
Preliminary MathemaƟcs & Physics (all levels) Teaching CredenƟal July 2009 Teach all MathemaƟcs and Physics courses at the secondary level Accomplishments / Hobbies
MIG, TIG, Oxy-Acetylene Welding GCC Glendale, California Completed full courses in a variety of welding techniques. Working towards MIG cerƟficaƟon C++, Java, Python GCC Glendale, California
Courses and independent study of programming languages. Arduino Ɵnkering Mixed MarƟal Arts – Black Belt 3rd Dan Inspire MarƟal Arts Burbank, California Seven years of training and pracƟce. Lead the school’s demo team, composed of students ages 10-45 ADU Burbank, California
Learning while doing, creaƟng plan set for a two-story ADU to be located Burbank. With plans to serve as owner-builder/general contractor
Computer Skills
DraŌing: AutoCAD, Maya, SolidWorks, Inventor (3D modeling), Photoshop, SketchUp Programming: C++, Java, BASIC, Matlab, MathemaƟca, HTML, VBA Office: Access, ACT, Arena, E-mail, Excel, MathCAD, Outlook, PowerPoint, Project, SAP, Word 581
Community Development
Block Grant Committee
582
583
Upload a Resume
Why are you interested in serving on a board, commission or committee? I am honored to apply for another term on the committee after proudly serving for the past few years. During my time on the committee, I have appreciated the opportunity to work alongside fellow committee members, city staff, and City Council to support initiatives that positively impact our community. Serving in this role has strengthened my commitment to public service and reinforced how important collaboration, communication, and community involvement are to the success of our city. Community service and volunteering have always been important to me because they provide an opportunity to give back, build connections, and help make our city a better place for everyone. I believe that active community involvement helps create a stronger, more engaged, and more welcoming city. Being able to contribute my time, experience, and perspective through this committee has been both meaningful and rewarding. I am interested in continuing to serve because I genuinely enjoy being involved in our community and supporting the work of the city. I value the relationships and experience I have gained over the past term and look forward to continuing to work collaboratively with committee members, city staff, and City Council to serve our residents and help move our community forward.

Education
I graduated from high school and went on to attend a four-year college/university, where I earned a Bachelor of Arts (B.A.) degree. My educational background provided me with valuable knowledge, communication skills, and experiences that continue to support my involvement in community service and public engagement.

Additional Pertinent Courses or Training
I have completed public speaking and mastery sales skills courses and earned certificates in those areas. These experiences have strengthened my communication, leadership, and interpersonal skills, which continue to support my ability to effectively serve and engage with the community.

Other Pertinent Skills, Experience or Interests
Past term of serving on this committee
Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

Have been serving the GOALS committee for the past 4-5 years, was elected a chair and cochair during my term.

List Community activities in which you are involved:

GOALS Committee currently
If you are related to any City of Burbank employee(s), please state their name(s), relationship(s), and department(s). If you are not related to a City of Burbank employee, please put N/A.

N/A
Hasmik Vrtanesyan
584
585
586
587
Upload a Resume
Education
I hold a Bachelor of Science degree from the University of California, Davis and over the past 25 years, I have built extensive experience working in nonprofit organizations, cultural institutions, and higher education, with a strong focus on budget management, program development, and community engagement. I have served on numerous boards and committees, including advisory boards, where I have developed expertise in presenting findings that inform recommendations to organization staff, governing boards and elected officials.

Additional Pertinent Courses or Training
In the past two years, I earned certifications from the University at Buffalo, State University of New York, in Nonprofit Leadership and Governance, as well as in the Roles and Responsibilities of Nonprofit Boards of Directors, further strengthening my ability to contribute effectively in a leadership and advisory capacity. Additionally, I completed The Principles and Techniques of Fundraising and Developing Major Gifts courses through the Indiana University Lilly Family School of Philanthropy.

Other Pertinent Skills, Experience or Interests
I worked with the Community Development Department back in 2022 when City Council directed staff to issue an RFP to find a new tenant for the old Boys and Girls Club located at 2244 N. Buena Vista. I thoroughly enjoy the opportunity to invest my time and talents in the community's development and Block Grant allocation recommendations but possess other skills that could be better utilized by other Boards and Commissions.

Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

I have served three consecutive four-year terms on the Community Development Goals Committee (2014–present), totaling twelve years of service. During that time, I have held multiple leadership roles, including Committee Chair in 2017, Vice Chair in 2020, Chair again in 2021, and most recently Chair in 2023 and 2024.

Robin Savoian
588
589
First Choice
FIRST choice for Board/Commission/Committee appointment:

Board of Library Trustees
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

I have a strong interest in library science and have led and participated in several book clubs, including several offered by the Burbank Public Library. I view the Burbank Library system as an invaluable community resource, and my family and I regularly take part in programs and activities at all three library locations across the city. After passing the California Basic Educational Skills Test (CBEST) and spending two years substitute teaching K–12 in the Burbank Unified School District, I developed a deeper appreciation for the vital role libraries play in supporting education and community engagement. I am an active member of the Friends of the Burbank Library as well as the American Library Association, and I attended the Association’s annual conference in Seattle, Washington, in 2019.

What are your goals in serving on this Board/Commission/Committee? Public libraries are dynamic, socially responsive institutions that reflect the diversity of our communities and serve as a vital lifeline for many of our most vulnerable residents. With over a decade of city service on a Burbank Committee, my goal in serving on the Board of Library Trustees is to collaborate with fellow board members to help establish policies that support the maintenance and continued improvement of Burbank’s public libraries, ensuring they remain an exceptional resource for all members of the community.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Community Development Block Grant Committee
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
I have greatly appreciated the opportunity to serve the City of Burbank for three full terms on the Community Development Goals Committee, where I have worked collaboratively with fellow community members to make recommendations on the allocation of federal Community Development Block Grant funds. Over the past twelve years, I have gained a deeper understanding of the important role city boards and commissions play in supporting effective local governance and community needs. I hope to continue my service to the Burbank community by offering my expertise to the Community Development Block Grant Committee should an appointment to the Board of Library Trustees not be possible at this time.

What are your goals in serving on this Board/Commission/Committee? My goal in serving on the Community Development Goals Committee is to continue supporting the Burbank City Council and the broader Burbank community through thoughtful service and collaboration.

Supplemental Questions (Infrastructure Oversight Board Only) Robin Savoian
590
591
Robin Savoian
Burbank, CA
phone: / email:

Professional Summary:

Strategic fundraising professional with expertise in board leadership and governance, cultivating donor relationships and growing revenue generating programs through innovative engagement strategies. Proven ability to lead teams and collaborate with stakeholders to increase engagement, achieve fundraising goals, and advance organizational missions. Seeking to contribute as a member of the Board of Library Trustees by applying experience with strategic development and knowledge of Burbank City policies and programs, to drive impactful results.

Work History:

Caltech – Pasadena, CA
Associate Director of Leadership Annual Giving, June 2023 – Present • Qualify, cultivate, and acquire mid- to major-level gifts to bridge annual fund donors with larger gift opportunities and motivations.
• Develop strategy and solicitation cycles for donors to the Caltech Fund Catalyst leadership annual giving society and provide personal engagement and a year-round experience. • Evolve and grow society-based giving strategies, including concepting additional recognition programs, stewardship opportunities, committees, events, and levels. • Works with Caltech Fund's integrated marketing team to create multichannel communication touchpoints, making use of new technologies to enhance the donor experience, including email, text, web, and social media platforms.
• Closely collaborate with colleagues and campus partners to cultivate and capitalize on gift opportunities and donor engagement.

Burbank Unified School District – Burbank, CA
Substitute Teacher, August 2022 – May 2023
• 45-day assignment (September – December 2022) in Transitional Kindergarten at Joaquin Miller Elementary School. Certificated educator required to assist first year teacher. • Adhere to all procedures, guidelines, and policies in line with recommended teaching procedure at K-12 school sites in the district.

Greater Los Angeles Zoo Association - Los Angeles, CA
Associate Director of Development, Annual Fund, January 2017 – August 2022 • Responsible for acquiring a significant portion of GLAZA’s annual budget by managing all facets of the Safari Society ($1,500 -$30,000) upper level, individual giving program. • Advanced the Los Angeles Zoo’s and GLAZA’s interests by identifying sources of private support, and by maintaining strong communication ties with donors and prospects. • Instituted an upgrade and donor retention campaign, increasing participation and annual revenue to the upper level giving program to record amounts in 2022, exceeding projections by over 10%. • Create exclusive events for donors and prospects, including three seasons of the acclaimed L.A. ZOOm to You web series during the 2020 pandemic.
• Establish and strengthen long-term relationships with donors resulting in a strong major gifts pipeline. • Identified and solicited multiple Safari Society donors for major gifts, culminating in the creation of a conservation endowment, and several capital improvement projects, outlined in the Los Angeles Zoo’s Vision Plan.

Burbank Unified School District – Burbank, CA
Substitute Teacher, August 2016 – January 2017
• Long term position (October-December 2016) in Physical Education for 3rd, 4th, and 5th grade students attending Bret Harte Elementary and Theodore Roosevelt Elementary Schools. • Direct student learning and engagement by accomplishing curriculum objectives and goals as implied in the lesson plans for projects, lessons, or units assigned in K- 12 setting. 592
Natural History Museum of Los Angeles County - Los Angeles, CA Special Event Assistant, March 2016 – August 2016
• Coordination of vendor load-in and load-out for internal fundraising events and thirdparty events, ensuring that all setups are completed as listed in the approved work order. • Monitoring of volunteers and vendors to ensure adherence to Museum policies and procedures. • Monitor status of all facilities throughout event and work with internal staff to correct any lighting, audio/visual, cleanliness issues or any aesthetic deficiencies, noting for follow-up.

Wally Parks NHRA Motorsports Museum - Pomona, CA
Development Officer, April 2014 – April 2015
• Acting as sole development officer of the institution, designed and implemented a professional fundraising program, including membership, annual fund, major gifts, and foundation grants. • Worked closely with the Executive Director and stakeholders at the National Hot Rod Association to meet the goals outlined in the Strategic Plan.
• Advanced the Museum’s interests by identifying sources of corporate and private support. • Streamlined visitor services, including redesign of the visitor experience and collaboration with exhibits and facilities staff to increase marketing efforts and onsite wayfinding. • Overhaul of third-party rental policies to parallel market rates and best practices, while ensuring customer satisfaction and optimizing revenue for the institution.

Natural History Museum of Los Angeles County - Los Angeles, CA Manager, The Fellows, September 2009 – March 2014
• Development, implementation, and management of all aspects of the Fellows membership, upper level annual-giving program.
• Delivery of benefits to the 285+ members contributing between $2,000 and $25,000 annually. • Increased annual revenue by 22%, and number of donor households by 20% in four years. • Marketing, design and coordination for all upper-level membership events, maximizing renewals and upgrades, and cultivating new donors.
• Worked in collaboration with a team of Advancement fundraisers to develop cultivation, solicitation, and stewardship strategies for individual donors.
• Oversight of the Alliance and NHM Next Generation Committee volunteer solicitor groups.

Manager, Family and Community Programs, September 2005 – September 2009 • Planning and management of project logistics, budgets, personnel, schedules, and priorities for all revenue generating, educational programs including Adventures in Nature summer and winter camp, the Overnight Adventures sleepover program, workshops, lectures, and fieldtrips. • Event management, scheduling and organization for large-scale public festivals and programs. • Generated marketing materials associated with revenue generating programs. Key educational contributor for the Naturalist membership publication.
• Education Department representative on Museum’s Strategic Planning Committee and Museum ambassador at conferences, on community boards, and at other professional gatherings. • Direct supervision of a full time Assistant Coordinator along with seasonal camp instructors, special event staff, and the Dinosaur Encounters performing arts team. Assisted with training and supervision of volunteers and docents.

Family Programs Assistant Coordinator, June 2004 – September 2005 • Coordinated the billing, program logistics and oversight of staffing for the sleepover program and assisted with the administration and operations of the Adventures in Nature camp program. • Designed and implemented semiannual Family Overnights geared toward members. Regular communication with program registrants and fielding of inquiries from potential participants.

Gallery Interpreter, September 2002 – June 2004
• Led tours, conducted live animal presentations, and instructed hands-on Adventures in Nature summer and winter camp courses.
• Design, recruitment and database management of participant schools for Afterschool Program. 593
Walt Disney World - Lake Buena Vista, FL
Advanced Intern – Entomology / Plant Science - December 2001 - June 2002 • Leafminer fly and Opius wasp rearing as biological control agents for dispersal throughout the Walt Disney World Park system.
• Development and maintenance of mole cricket, ant, and termite farms for the interactive agricultural biotechnology exhibit.
• Co-managed production greenhouse and led educational, behind-the-scenes tours. • Completion of Disney U and Traditions programs for excellence in customer service.

City of Los Angeles - Los Angeles Zoo and Botanical Gardens - Los Angeles, CA Student & Behavioral Enrichment Volunteer / Camp Instructor - February 1993 - June 1999 • Conducted tours and assisted in educational workshops for members and the public. • Renovated and co-designed exhibits and produced enrichment items for various animals. • Paid Zoo Camp Counselor-in-Training, Counselor, and Instructor during summer months, developing science-based learning activities aimed at 1st through 6th grade students.

Education:

University of California, Davis
Bachelor of Science Degree: Entomology - September 2001 Certifications and Specializations:

American Red Cross
• Adult CPR/AED, Pediatric CPR and First Aid certification – March 2026 Lilly Family School of Philanthropy - Indiana University Indianapolis The Fund Raising School: Certificate in Fund Raising Management – in process • Developing Major Gifts - Washington, D.C. - June 2025 • Principles & Techniques of Fundraising – Austin, TX – April 2026 University of Buffalo – State University of New York
Improving Leadership & Governance in Nonprofit Organizations Specialization – in process • Introduction to the Nonprofit Sector, Nonprofit Organizations, Nonprofit Leadership & Governance – February 2025
• The Roles and Responsibilities of Nonprofit Boards of Directors within the Governance Process – January 2026
Boards, Committees, and Community Engagement:

Caltech Women’s Club – July 2023 – Present
• Board Officer
• Chair, Membership - July 2025 – Present
• Caltech Women’s Investment Club
• Partner – January 2024 - Present
• Assistant Financial Partner – July 2025 – Present
Community Development Goals Committee - City of Burbank, CA - May 2014 – Present • Committee Member; Appointed by Burbank City Council
Term 3: July 2022 – July 2026; Committee Chair – 2023, 2024 Term 2: July 2018 – July 2022; Committee Chair – 2021; Committee Vice Chair - 2020 Term 1: May 2014 – July 2018; Committee Chair – 2017
American Youth Soccer Organization (AYSO) – August 2022 - Present • Certified Regional Referee / Assistant Referee for U10/U12 regular season games 5 games-2022; 3 games-2024; 4 games 2025
• Annual certifications for: AYSO Safe Haven, CDC Concussion Awareness, Sudden Cardiac Arrest Identification, and Stewards of the Game
594
Centers for Ocean Science Education Excellence (COSEE) West - September 2007 – June 2013 • Advisory Board Member
Museum Education Roundtable - August 2009 – August 2012 • Board Member
• Chair, Finance Committee - 2011-2012
• Co-Chair, Marketing and Membership Committee - 2010-2011 Education Consortium of Central Los Angeles – September 2005 – September 2009 • Board Member
• Vice President of Membership - 2008-2009
Professional Memberships, Conferences, Speaking Engagements and Awards:

American Alliance of Museums - Member: April 2006 – April 2016 • Annual Meeting Attendee
2010 Annual Conference – Los Angeles, CA
2009 Annual Conference – Philadelphia, PA
2008 Annual Conference – Denver, CO
2007 Annual Conference – Chicago, IL
2006 Annual Conference – Boston, MA
American Library Association - Member: December 2018 – December 2019 • Annual Meeting Attendee
2019 Midwinter Meeting – Seattle, WA
Association of Zoos and Aquariums - Member: January 2017 – December 2022 • Annual Conference Attendee
2020 Annual Conference - Virtual due to Covid-19 pandemic. 2017 Annual Conference – Indianapolis, IN
• Panelist: What is the New Normal in Events? – Donor Stewardship During Covid 2021 Annual Conference - Virtual due to Covid-19 pandemic.

Bridge Integrated Marketing and Fundraising Conference
• Annual Meeting Attendee
2013 Annual Conference – National Harbor, MD
California Association of Museums - Member: June 2008 – December 2013 • Moderator: Staying True: Creating Mission-Driven Youth Programming that Addresses the Bottom Line
2009 Annual Conference – San Francisco, CA
California Science Teachers Association - Member: October 2005 – October 2011 • Presenter: Natural History and Husbandry of Insects, Arachnids and Myriapods 2009 Science Education Conference – Palm Springs, CA
2007 Science Education Conference – Long Beach, CA
2005 Science Education Conference – Palm Springs, CA
The Council for Advancement and Support of Education (CASE) - Member: July 2023 – Present • Circle of Excellence
2025 Silver Award for Excellence in Special Events Online (One-time) The Caltech Fund’s 2024 Giving Day Turtle Pond Event
• Speaker: Leading Every Day: Building a Leadership Annual Giving Program that Matters 2025 District VII (West) Conference - San Francisco, CA • Annual Conference Attendee
2024 District V & VI (Great Lakes and Mid-America) Conference – Chicago, IL 595
Meeting of the Minds West Coast Annual Giving and Advancement Services Conference • Speaker: Leadership Annual Giving: From Arts and Culture to Higher Education Fundraising 21st Anniversary Conference – February 2024 – Cal Poly, Pomona, CA • Speaker: Mid-Level Donor Migration
Speaker: Women in Advancement Leadership
16th Annual Conference – March 2022 – Cal Poly, Pomona, CA • Speaker: The LA ZOOm Story & Other Online Engagement and Prospecting Strategies 15th Annual Conference – March 2021 – Virtual due to Covid-19 pandemic. • Speaker: What's Working Elsewhere? Fundraising Success Stories from Outside Education 14th Annual Conference – March 2020 – Virtual due to Covid-19 pandemic.

Museum Educators of Southern California - Member: May 2005 – May 2010 Western Museums Association
• Annual Meeting Attendee
2008 Annual Meeting – Anchorage, AK
596
597
598
If you answer yes, explain in detail any potential conflicts in the same manner as required by the Fair Political Practices Commission’s Statement of Economic Interests (Form 700). (If you should have any questions about this matter or need further information as it relates to your situation, please advise the City Clerk prior to submitting your application.) AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Civil Service Board
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

I studied Political Science at the University of Delaware and early in my career, I served as the personal aide to U.S. Senator Tom Carper of Delaware - based in his Wilmington office and regularly traveling to Washington, D.C. for official Senate business. The role required managing the Senator's schedule, logistics, and briefings while maintaining discretion and sound judgment in a high-stakes environment. That experience gave me a firsthand understanding of how public institutions operate and what principled public service demands in practice. Professionally, I have spent over a decade designing and managing the operational systems that govern how organizations hire, classify, compensate, and hold employees accountable. As Revenue Operations Director at ProducePay and previously as a Salesforce architect, I regularly built compensation frameworks, employment classification structures, and governance documentation that were consistent, auditable, and fairly applied. I understand what it means to evaluate employee situations against a defined set of rules, and I bring both the analytical discipline and the institutional respect for process that Civil Service Board work requires.

What are your goals in serving on this Board/Commission/Committee? My primary goal is to serve the City of Burbank well by contributing a thoughtful, processoriented perspective to the board's work. The Civil Service Board exists to ensure that city employment practices are fair, consistent, and transparent - and I want to help uphold that standard. My interest in public service goes back to the beginning of my career, and I see serving on this board as the right way to re-engage with it: by showing up, doing the work, and building a real record of local contribution.

Second Choice
Eric D McBride
599
SECOND choice for Board/Commission/Committee appointment:

Community Development Block Grant Committee
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
My B.A. in Political Science included study of federal grant programs and intergovernmental policy, and my early career in the U.S. Senate gave me direct exposure to how federal funding flows into communities and the accountability structures that govern it.

Professionally, I have spent over a decade managing complex operational systems with strict compliance and reporting requirements - experience that translates well to administering a federally funded program like CDBG, where documentation, eligibility determination, and outcome tracking are central responsibilities. As a Burbank resident and small business owner, I also have a personal stake in seeing community development dollars deployed effectively toward housing, economic opportunity, and neighborhood improvement.

What are your goals in serving on this Board/Commission/Committee? The CDBG program represents one of the most direct ways federal investment reaches working families and neighborhoods at the local level. I want to help ensure that Burbank's allocation is used strategically and accountably - that the community organizations and residents who need it most are the ones who benefit. More broadly, understanding how federal and local government interact at the program level is something I care about deeply, and this committee would give me a meaningful way to contribute to that work while learning the Burbank community from the inside.

Supplemental Questions (Infrastructure Oversight Board Only) Acknowledgment
Eric D McBride
600
601
602
• Managed the Senator's daily schedule, logistics, constituent interactions, and briefing preparation - a role requiring discretion, sound judgment, and close proximity to high-stakes decision-making. • Gained direct exposure to federal legislative process, constituent services, and the day-to-day mechanics of public institutional governance.

EDUCATION
University of Delaware — Bachelor of Arts, Political Science

PROFESSIONAL CERTIFICATIONS
Salesforce Certified Sharing & Visibility Architect Issued March 2023 Salesforce Certified Data Architect Issued April 2022
Salesforce Certified Sales Cloud Consultant Issued October 2022 Salesforce Certified Advanced Administrator Issued February 2022 Salesforce Certified Business Analyst Issued July 2022
Salesforce Certified Platform App Builder Issued March 2020 Salesforce Certified Administrator Issued November 2019 Salesforce Certified UX Designer Issued November 2022

COMMUNITY INTERESTS
Burbank resident with a lifelong interest in public service, rooted in two years working in the United States Senate early in his career. Active interest in election systems, government transparency, and institutional accountability. 603
604
Upload a Resume
Education
Harvard Business School — Master of Business Administration (M.B.A.), 2015. The George Washington University — B.A., International Affairs, cum laude (Elliott School of International Affairs), 2007.

Additional Pertinent Courses or Training
U.S. Army Transportation Basic Officer's Course — Distinguished Honor Graduate. U.S. Army Psychological Operations Advanced Individual Training. USC Viterbi School of Engineering Six Sigma Green Belt.

Other Pertinent Skills, Experience or Interests
Operations and logistics leadership; multi-site P&L ownership; capital and operating budget planning; municipal grant-program design and economic development; HVAC, plumbing, and electrical field-services operations; manufacturing and facilities operations; contract, procurement, and vendor management; project scheduling and execution; operational risk assessment; and team leadership under demanding conditions. Reading budgets and project plans, and pressure-testing scope, cost, and timelines, is my daily work.

Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

None. This would be my first appointment to a City of Burbank board, commission, or committee. (For relevant board experience outside city government, I previously served on the Board of Directors of the George Washington University Alumni Association — noted under Community activities below.)
List Community activities in which you are involved:

Habitat for Humanity — I volunteer on home-construction builds with the Los Angeles, San Gabriel Valley, and Ventura County affiliates. Veterans of Foreign Wars (VFW) — member, Post 8310, here in Burbank. George Washington University Alumni Association — former member of the Board of Directors. As a Burbank family, we are also active in city institutions:
my son's programs at Burbank Adult School, where my mother-in-law attends ESL classes, and youth swim instruction at the Verdugo Aquatic Facility.

If you are related to any City of Burbank employee(s), please state their name(s), relationship(s), and department(s). If you are not related to a City of Burbank employee, please put N/A.

N/A
Conflict of Interest
Conflict of Interest:

James A Correa
605
606
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

My experience maps onto this board's core work — the high-level review of scope, schedule, cost, and risk on infrastructure projects, and the adequacy of maintenance programs — and includes time inside city government. As a Harvard Business School fellow in the Office of the Mayor of Sacramento, I co-founded the Mayor's Office of Innovation and shaped the policy for an $8 million city fund, so I understand how a municipality plans and funds initiatives. As a U.S. Army logistics officer and Captain, I led a 30-person team sustaining a 5,000-person brigade across 22 bases — directing maintenance for 1,000 vehicles, 22 fuel points, and facilities under hard constraints. I have since run HVAC, plumbing, and electrical field services operations — the building systems at the center of a city's programmatic capital and maintenance — and stood up a manufacturing facility end to end, from capital equipment to vendor onboarding. My Harvard M.B.A. and ownership of multi-site P&Ls anchor the budget and risk side. I am not a licensed engineer; my value to this board is the management, oversight, and finance lens its establishing ordinance asks the Council to seek.

What are your goals in serving on this Board/Commission/Committee? To help the city get full value from every infrastructure dollar. Concretely: hold the annual capital and maintenance prioritization to a clear scope-cost-risk standard; make sure routine maintenance is not deferred into far larger future bills; check that funded projects deliver what was promised, on the schedule and budget set; and help explain to residents, plainly, why maintaining the city's assets matters. I would bring rigor and follow-through, and decisions made in the city's interest — not a personal agenda.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

CDBG Committee
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
This committee's work is grant administration — reviewing funding applications, analyzing performance, and ensuring federal compliance — and I have done closely related work inside city government. As a Harvard Business School Service Leadership Fellow in the Office of the Mayor of Sacramento, I co-founded the Mayor's Office of Innovation and created the policy for an $8 million city fund that made grants to educators and equity investments in startups.

I know what a credible funding proposal looks like, how to judge one on merit, and how to hold recipients to measurable results. Through volunteering on Habitat for Humanity home builds, I have also seen up close the kind of community work these federal dollars support.

My Harvard M.B.A. and experience running businesses keep me fluent in budgets and outcomes, and as a combat veteran I bring a perspective the committee's own appointment criteria specifically call for.

What are your goals in serving on this Board/Commission/Committee? To make sure Burbank's limited federal dollars go to the highest-impact uses, and that the organizations receiving them are held to measurable results. I would focus on rigor in the review — clear criteria, honest performance assessment, and careful stewardship of public money.

Supplemental Questions (Infrastructure Oversight Board Only) James A Correa
607
Question applies to Infrastructure Oversight Board
Please list your experience, knowledge and/or expertise with City infrastructure and affiliated processes and procedures for projects (both major and routine/regular) and maintenance.

My experience is not with Burbank infrastructure specifically, but it is closely related. I have worked inside city government — as a Harvard Business School fellow in the Office of the Mayor of Sacramento, where I co-founded an innovation office and shaped the policy for an $8 million city fund — so I understand how a city plans, funds, and prioritizes. As a U.S. Army logistics officer and Captain, I led a 30-person team sustaining a 5,000-person brigade across 22 bases, directing maintenance operations for 1,000 vehicles, 22 fuel points, and supporting facilities. I have run HVAC, plumbing, and electrical field-services operations — direct, daily exposure to the building systems and maintenance cycles that make up much of a city's programmatic capital. And as the operator of a manufacturing business, I own the full cycle this board reviews: major capital projects; routine and programmatic capital — the recurring maintenance and replacement that keeps a facility running; and the annual call on how to prioritize limited funds, then checking the next year what was accomplished against what was planned. The scale and the public-funding rules differ; the discipline — scope, schedule, cost, risk, and honest after-the-fact review — does not.

Civil Engineering
Architecture
Project Management
Urban Planning
Traffic Engineering (including parking)
Structures/Buildings
Construction Management
Budget/Financing
Other related and pertinent experience
(Please type your response in the comment box below)
Question applies to Infrastructure Oversight Board
Project Management: Built repeatable launch and acquisition-integration playbooks across multi-site operations; planned and led logistics operations as a U.S. Army officer; manage production and installation projects end to end as a manufacturing operator. Structures / Buildings: Ran HVAC, plumbing, and electrical field-services operations — core building systems; operate a manufacturer that fabricates and installs structures attached to buildings; volunteer on Habitat for Humanity home builds. Construction Management: Stood up a manufacturing facility end to end (capital equipment, vendor onboarding); run a fabrication and installation operation; volunteer on Habitat for Humanity home-construction builds. Budget / Financing: Harvard M.B.A.; owned regional operations supporting $330M in revenue and a $10M+ branch P&L; capital budgeting for a manufacturing facility; shaped the policy for an $8M municipal innovation fund for the City of Sacramento. Other related / pertinent experience: U.S. Army Captain and logistics officer — sustained a 5,000- person brigade across 22 bases; Harvard Business School fellow in the Office of the Mayor of Sacramento. A numbers-first approach to scope, cost, and risk.

Acknowledgment
James A Correa
608
609
JAMES A. CORREA
Burbank, California · · ·
Operations Executive · U.S. Army Captain · Harvard MBA

SUMMARY
Operations executive and U.S. Army veteran with nearly two decades of leadership across military service, city government, and multi-site operations. Served as a logistics officer and Army Captain across two combat tours; awarded two Bronze Star Medals. As a Harvard Business School fellow in the Office of the Mayor of Sacramento, co-founded the Mayor's Office of Innovation and shaped the policy for an $8M city innovation fund. Has since owned regional P&Ls and centralized operations for HVAC, plumbing, and electrical field-services businesses, a wildfire-protection manufacturer, and venturebacked marketplaces — work spanning capital planning, facilities, procurement, and field operations.

Harvard MBA. Burbank resident.

EXPERIENCE
Superior Awning Greater Los Angeles, CA
Operator (acquisition in progress) 2026 – Present
• Lead day-to-day operations of a Southern California custom awning and shade-structure manufacturer while directing its acquisition alongside SIG Partners.

FireFoil Los Angeles, CA
Wildfire structure-protection manufacturer supplying the U.S. Forest Service, BLM, and National Park Service.

Chief Operating Officer 2025
• Stood up a new manufacturing, fulfillment, and commercial operation end to end — facility, ERP, capital equipment, production hiring, and vendor onboarding — for a multi-channel launch in a regulated category.

Apex Service Partners Los Angeles, CA
The largest residential HVAC, plumbing, and electrical services business in the U.S.; Alpine Investors–backed.

Vice President, Operations Support — Pacific Region 2024 – 2025 • Owned centralized operations and shared services — M&A integration, procurement, inventory, licensing, financing, real estate, fleet, and IT — across 19 brands in 7 markets, supporting $330M in revenue and 1,500+ field operators.
• Built the acquisition-integration and operator-onboarding playbook adopted as the regional standard, training 300+ employees across 10 acquired companies and supporting $100M+ of growth.

Head of Marketing — California & Hawaii 2024
• Rebuilt operator confidence in centralized marketing during a leadership transition, raising branch satisfaction with the function from 4.2 to 8.5 (of 10) in four months.

Market Area President — Los Angeles 2023 – 2024
• Owned a $10M+ branch P&L and 30+ employees across five Southern California counties in residential HVAC and plumbing field operations, improving EBITDA by roughly 300 basis points quarter over quarter.

Angi Los Angeles, CA
National home-services marketplace; $100M managed-projects business unit.

Senior Director, Strategy & Operations — Managed Projects 2022 – 2023 • Built and ran post-sale operations — project management, customer service, claims, payments, and compliance — for a 45-person team managing roughly 3,000 projects ($30M) in flight at any time. • Cut cost of sales from 6.7% to 3.2% of revenue through tighter sales-operations controls and disciplined payment workflows.
610
Metropolis Los Angeles, CA
Computer-vision-powered parking technology and marketplace.

Head of Operations 2020 – 2021
• Joined pre–Series A and led more than half the company (70+ employees) through a $41M Series A close, reporting to the CEO and owning operations, customer service, account management, and launch.
• Built the launch operating model — technical operations team, vendor ecosystems, and a repeatable site-launch playbook — shipping 50+ new sites and growing the platform footprint 300%.

Regional General Manager 2019 – 2020
• Pioneered first-of-kind product launches and led expansion into adjacent verticals, building the model for standing up net-new business units.

Getaround Los Angeles, CA
National peer-to-peer and B2B carshare marketplace.

Regional General Manager — West Coast 2017 – 2019
• Launched the Los Angeles market as the first employee on the ground — hiring and training a 20+ person team — and within a year was promoted to run all West Coast markets. • Negotiated and executed a major carshare parking partnership with LA Metro.

City of Sacramento — Office of Mayor Kevin Johnson Sacramento, CA Direct report to the Mayor on workforce, economic development, and the regional innovation ecosystem.

Harvard Business School Service Leadership Fellow 2015 – 2016 • Co-founded and piloted the Mayor's Office of Innovation, building partnerships for the local entrepreneurial ecosystem and driving City Hall projects that improved services and reduced costs. • Created the policy for an $8M Innovation & Growth Fund, providing grants to educators and equity investments in startups and strategic organizations.

United States Army Germany · Iraq · Afghanistan
Captain, Logistics Officer 2007 – 2012
• Led a 30-person team sustaining a 5,000-person combat brigade across 22 bases — directing maintenance for 1,000 vehicles, 22 fuel points holding 3M+ gallons, food service for 12,000 people a day, and an aerial-delivery operation supplying 1,500 personnel across nine bases. • As a platoon leader, ran transportation logistics across Northern Iraq and Germany; the unit was named Unit of the Year by the National Defense Transportation Association and cited by the U.S.

Army for the best maintenance record and a perfect safety record on a combat deployment. • Awarded the Bronze Star Medal twice. Earlier service: U.S. Army Reserve, 2004 – 2007.

COMMUNITY & CIVIC INVOLVEMENT
• Habitat for Humanity (Los Angeles, San Gabriel Valley & Ventura County) — home-construction volunteer.
• Veterans of Foreign Wars (VFW), Post 8310, Burbank — member. • George Washington University Alumni Association — former member, Board of Directors.

EDUCATION
Harvard Business School — Master of Business Administration (M.B.A.) 2015 The George Washington University — B.A., International Affairs, cum laude 2007

HONORS, CERTIFICATIONS & LANGUAGES
• Bronze Star Medal (×2) — United States Army.
• Distinguished Honor Graduate — U.S. Army Transportation Basic Officer's Course. • Six Sigma Green Belt — USC Viterbi School of Engineering. • Spanish — professional working proficiency.
611
612
613
If you answer yes, explain in detail any potential conflicts in the same manner as required by the Fair Political Practices Commission’s Statement of Economic Interests (Form 700). (If you should have any questions about this matter or need further information as it relates to your situation, please advise the City Clerk prior to submitting your application.) AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

I have strong listening and communication skills. I am interested in housing, community development, and learning how public programs and funding decisions impact local residents. I am thoughtful, collaborative, and motivated to contribute to solutions that support real community needs.

What are your goals in serving on this Board/Commission/Committee? My goal in serving on the Burbank Community Development Block Grant Committee is to learn how the process works and be familiar with all the details that it entails. Plus i really enjoy connecting with my community. I also have a long-term dream of staying a non profit that would provide an opportunity to rebuild one's life during a time of transition. It would provide more options and especially in the most over looked members of our community.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Burbank Tenants and Landlords Committee would be second choice. I have always been able to understand both perspectives and how decisions are made that affect housing stability and are beneficial for the owner as well. I care about fair, balanced solutions and I want to contribute in a way that supports respectful communication and practical outcomes for both tenants and landlords in the community.

Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
Michelle L Murphy
614
615
616
Board of Library Trustees
617
618
619
If you answer yes, explain in detail any potential conflicts in the same manner as required by the Fair Political Practices Commission’s Statement of Economic Interests (Form 700). (If you should have any questions about this matter or need further information as it relates to your situation, please advise the City Clerk prior to submitting your application.) AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Board of Library Trustees
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

It has been a privilege to serve as a Library Trustee for the past eight years. I first got involved as a volunteer at the Central Branch, and was excited to step into a larger role as a board member and advocate for the Burbank libraries. My background in film and television has given me a practical way to contribute, especially with the opening of the Spark Lab. I was able to consult on programming and equipment, and help bring in industry professionals to take part in library focus groups and community programming. During my time on the board, I have also focused on expanding services to better meet the needs of our community. That has included supporting the addition of a full-time social worker and increasing access to job and career resources. I have also been a strong advocate for the bookmobile, as well as a new modern Central library. I think it's so important that our library system continues to evolve alongside the community it serves.

What are your goals in serving on this Board/Commission/Committee? My goals in serving on this Board are to continue working with my fellow board members on our shared advocacy for a new Central library, an effort I have been part of since my appointment. At the same time, I want to continue supporting and advocating for our existing branches to ensure they are meeting the needs of our community as effectively as possible while we plan for the future. I also hope to remain a strong liaison within the community during this next phase of the library system, helping to maintain that connection between the libraries and the people they serve.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

N/A
Melanie Renfroe
620
621
Melanie Renfroe

DIRECTOR
THE COUNTDOWN (2023) Pilot – (premiered at Nashville Film Festival, Multiple Festivals Awards Winner) THE TENT (2019) Short Film
OUTSIDE THE BOX (2019) Short Film
SUNDOWN (2019) Short Film
LOST IN LA LA LAND (2018) Short Film
FORWARD THINKING (2018) Short Film

- Shadowed Creator/Director Justin Spitzer on TV Series SUPERSTORE - Universal/NBC (2020) - Shadowed Director Mark Mylod on 100th Ep of TV Series SHAMELESS - WB/Showtime (2018) *CASTING DIRECTOR (as Melanie Burgess, CSA)
AMERICAN WOMAN (2016-2017) TV Series - Paramount/Warner Horizon/John Wells Productions *Directors – Alex Hardcastle, Iain MacDonald, Mary Lou Belli, Alethea Jones ANIMAL KINGDOM (2015-2017) TV Series - TNT/Warner Horizon/John Wells Productions *Directors – Chris Chulack, Larry Tang, Laura Innes, Emmy Rossum, Jimmy Muro, John Wells SHAMELESS (2010-2017) TV Series - Showtime/WB/John Wells Productions *Directors –Mark Mylod, David Nutter, Pete Segal, Mimi Leder, William H. Macy, Emmy Rossum, Anthony Hemingway, James Ponsoldt
STUDIO CITY (2015) Pilot - FOX/WB/John Wells Productions Director –Sanaa Hamri
TIN MAN (2014) Pilot - NBC/Universal/Bobker-Kruger Films/John Glenn Entertainment Director - D.J. Caruso
SOUTHLAND (2009-2013) TV Series – NBC/TNT/WB/John Wells Productions *Directors – Chris Chulack, Nelson McCormick, Stephen Cragg, Felix Alcala, Regina King CAVEMEN (2013) Feature Film – Fascination Films
Writer/Director – Hershel Faber
THE ADVOCATES (2013) Pilot – CBS/WB
Director – David Nutter
BAD GIRLS (2012) Pilot – NBC/WB/John Wells Productions Director – John Dahl
PRODIGY BULLY (2012) Pilot – FOX/WB/John Wells Productions Director – Pete Segal
TORCHWOOD: MIRACLE DAY (2011) TV Series – Starz/BBC
Creator/Writer – Russell T. Davies
RECONSTRUCTION (2011) Pilot – NBC/Universal
Director – Peter Horton
*select list

(References avail upon request)
622
623
Upload a Resume
Why are you interested in serving on a board, commission or committee? My name is Lisa Dyson. I'm a Burbank homeowner and 23 year resident of Burbank. My daughter went to Bret Harte, Luther, and graduated from JBHS. I'm very interested in serving on the Library Board for the following reasons. I've come to recognize that the library as a building and as a sanctuary of learning has been a part of my life since I was a child. I grew up in a suburb of Philadelphia and volunteered for our town's library which had been established in 1755, prior to our country's Revolutionary War. It has since been modernized but during my early years it was steeped in history and had that smell one recognizes attached to history and old books. An avid reader since my childhood I believe public libraries are one of the most important gifts we can provide to our communities. I'm interested in serving on this Board because I've enjoyed the benefits our BPLs have provided for myself and my family. We've learned many things recently and libraries have been in the thick of this learning. Understanding that all children should feel welcome and represented when they walk into a library space, that any and all community members should feel welcome and safe is the basic principle of our free library system and should remain so. I would be honored to serve on the library board to help sustain its viability now and in the future.

Education
I'm a professional actor and teaching artist. So, my educational experience reflects that career. I attended the American Academy of Dramatic Arts. I don't have a resume for my BUSD job. I have a professional acting resume however I don't think that's what you're looking for right now. If you'd still like it I can upload it anytime.

Additional Pertinent Courses or Training
We don't have funding to send library coordinators at BUSD to conventions or seminars so any additional subscriptions or webinars I've taken on my own. I keep up to date on books, both non-fiction and fiction, with Kirkus Reviews, Junior Library Guild subscriptions, webinars with authors, local book festivals, and author visits. We have several successful authors who live here in Burbank who are always very generous with their time. I've been on PTA, PTSA Boards throughout my BUSD life. I'm currently on Site Council here at Dolores Huerta MS. I was very active in Burbank Arts for All receiving the Champion of the Arts Award. I was on the BUSD DEI Committee. Diversity, Equity and Inclusion is something I strive for on a daily basis both at my site library and in daily life.

Other Pertinent Skills, Experience or Interests
As an actor, director and storyteller I've shared my talents with our community by being the Artistic/Creative Director of BYSTI (Burbank Youth Summer Theatre Institute) where kids 8-16 performed Shakespeare in the Park. Recently I've been working as a teaching artist for our after school drama program at Dolores Huerta. The students performed "A Midsummer Night's Dream" at The Colony Theatre this past April. I also take those skills into our 7th grade and ELD classrooms to teach reader's theatre and Shakespeare.

Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

I have never served on a City Board, Commission, or Committee.

Lisa Dyson
624
625
FIRST choice for Board/Commission/Committee appointment:

Library Board
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

I have been a Library Coordinator for the Burbank Unified School District for the past 14 years. For my first 2 years I worked at Bret Harte and Edison Elementary. For the past 12 years I have been the Library Coordinator at Dolores Huerta Middle School. I am proud that the library at DHMS is a place where all students feel welcome, where even those who declare they "hate to read" can find books that interest them. My job is to prepare them to wish to be life-long readers, to have them view libraries as windows into other worlds both familiar and new. Because of my job I understand all aspects of working in a library. From curating, cataloguing, checking out, re-shelving to listening and suggesting materials patrons might enjoy. During our Covid lockdown, while our BPL libraries were closed I held a safe, sanitized and masked curbside pick-up & delivery of books for our students who were grateful to get books to read. And before I started working for BUSD as a library coordinator I volunteered with BPL as a deliverer of books to those who couldn't get to our libraries. Every patron I delivered books/materials to was very grateful BPL provided this service. I'm still an avid reader, mostly now of middle grade and young adult books because of my occupation, however I do still find time to read grown-up books as well. As a professional actor and teaching artist I also love the chance to tease a first chapter of books to my English classes, showing by example how expressive reading can be. Sadly not every kid grows up knowing what its like to be read to with expression or how your mind can visualize words. Technology leaves nothing to the imagination anymore so I find storytelling even more important these days. As library coordinators we also partner with the librarians of our BPL, we share suggestions, sometimes we get free books (a special treat since all of us work with little or no money to curate our collections), and we promote activities and clubs sponsored by our city libraries. The partnership of student ids working as library cards for our school sites and our public libraries has been a terrific idea. When I travel I try to visit local public libraries to see if there are any new ideas I can borrow (see what I did there). And I've shared what I've seen with our BPL staff members.

What are your goals in serving on this Board/Commission/Committee? I'm very interested in serving on the Library Board for the following reasons. As I've stated above, I've come to recognize that the library, as a building and as a sanctuary of learning, has been a part of my life since I was a child. I wish to help support and encourage that for all of our families as we continue to update our own public libraries to keep them relevant and accessible. I'd like to bring to the table my experience at our BUSD sites, the pulse on what our students are looking for from our public libraries and how we can best adhere to their needs and wishes. Because of my love for reading and libraries I feel this Board would be the best match for my abilities.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
Lisa Dyson
626
627
628
Upload a Resume
Education
I hold a Bachelor of Science degree from the University of California, Davis and over the past 25 years, I have built extensive experience working in nonprofit organizations, cultural institutions, and higher education, with a strong focus on budget management, program development, and community engagement. I have served on numerous boards and committees, including advisory boards, where I have developed expertise in presenting findings that inform recommendations to organization staff, governing boards and elected officials.

Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

Robin Savoian
629
630
First Choice
FIRST choice for Board/Commission/Committee appointment:

Board of Library Trustees
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Supplemental Questions (Infrastructure Oversight Board Only) Robin Savoian
631
632
Robin Savoian
Burbank, CA
phone: / email:

Professional Summary:

Work History:

Burbank Unified School District – Burbank, CA
Substitute Teacher, August 2016 – January 2017
• Long term position (October-December 2016) in Physical Education for 3rd, 4th, and 5th grade students attending Bret Harte Elementary and Theodore Roosevelt Elementary Schools. • Direct student learning and engagement by accomplishing curriculum objectives and goals as implied in the lesson plans for projects, lessons, or units assigned in K- 12 setting. 633
Natural History Museum of Los Angeles County - Los Angeles, CA Special Event Assistant, March 2016 – August 2016
• Coordination of vendor load-in and load-out for internal fundraising events and thirdparty events, ensuring that all setups are completed as listed in the approved work order. • Monitoring of volunteers and vendors to ensure adherence to Museum policies and procedures. • Monitor status of all facilities throughout event and work with internal staff to correct any lighting, audio/visual, cleanliness issues or any aesthetic deficiencies, noting for follow-up.

Gallery Interpreter, September 2002 – June 2004
• Led tours, conducted live animal presentations, and instructed hands-on Adventures in Nature summer and winter camp courses.
• Design, recruitment and database management of participant schools for Afterschool Program. 634
Walt Disney World - Lake Buena Vista, FL
Advanced Intern – Entomology / Plant Science - December 2001 - June 2002 • Leafminer fly and Opius wasp rearing as biological control agents for dispersal throughout the Walt Disney World Park system.
• Development and maintenance of mole cricket, ant, and termite farms for the interactive agricultural biotechnology exhibit.
• Co-managed production greenhouse and led educational, behind-the-scenes tours. • Completion of Disney U and Traditions programs for excellence in customer service.

Education:

University of California, Davis
Bachelor of Science Degree: Entomology - September 2001 Certifications and Specializations:

Caltech Women’s Club – July 2023 – Present
• Board Officer
• Chair, Membership - July 2025 – Present
• Caltech Women’s Investment Club
• Partner – January 2024 - Present
• Assistant Financial Partner – July 2025 – Present
Community Development Goals Committee - City of Burbank, CA - May 2014 – Present • Committee Member; Appointed by Burbank City Council
Term 3: July 2022 – July 2026; Committee Chair – 2023, 2024 Term 2: July 2018 – July 2022; Committee Chair – 2021; Committee Vice Chair - 2020 Term 1: May 2014 – July 2018; Committee Chair – 2017
American Youth Soccer Organization (AYSO) – August 2022 - Present • Certified Regional Referee / Assistant Referee for U10/U12 regular season games 5 games-2022; 3 games-2024; 4 games 2025
• Annual certifications for: AYSO Safe Haven, CDC Concussion Awareness, Sudden Cardiac Arrest Identification, and Stewards of the Game
635
Centers for Ocean Science Education Excellence (COSEE) West - September 2007 – June 2013 • Advisory Board Member
Museum Education Roundtable - August 2009 – August 2012 • Board Member
• Chair, Finance Committee - 2011-2012
• Co-Chair, Marketing and Membership Committee - 2010-2011 Education Consortium of Central Los Angeles – September 2005 – September 2009 • Board Member
• Vice President of Membership - 2008-2009
Professional Memberships, Conferences, Speaking Engagements and Awards:

Bridge Integrated Marketing and Fundraising Conference
• Annual Meeting Attendee
2013 Annual Conference – National Harbor, MD
California Association of Museums - Member: June 2008 – December 2013 • Moderator: Staying True: Creating Mission-Driven Youth Programming that Addresses the Bottom Line
2009 Annual Conference – San Francisco, CA
California Science Teachers Association - Member: October 2005 – October 2011 • Presenter: Natural History and Husbandry of Insects, Arachnids and Myriapods 2009 Science Education Conference – Palm Springs, CA
2007 Science Education Conference – Long Beach, CA
2005 Science Education Conference – Palm Springs, CA
The Council for Advancement and Support of Education (CASE) - Member: July 2023 – Present • Circle of Excellence
2025 Silver Award for Excellence in Special Events Online (One-time) The Caltech Fund’s 2024 Giving Day Turtle Pond Event
• Speaker: Leading Every Day: Building a Leadership Annual Giving Program that Matters 2025 District VII (West) Conference - San Francisco, CA • Annual Conference Attendee
2024 District V & VI (Great Lakes and Mid-America) Conference – Chicago, IL 636
Meeting of the Minds West Coast Annual Giving and Advancement Services Conference • Speaker: Leadership Annual Giving: From Arts and Culture to Higher Education Fundraising 21st Anniversary Conference – February 2024 – Cal Poly, Pomona, CA • Speaker: Mid-Level Donor Migration
Speaker: Women in Advancement Leadership
16th Annual Conference – March 2022 – Cal Poly, Pomona, CA • Speaker: The LA ZOOm Story & Other Online Engagement and Prospecting Strategies 15th Annual Conference – March 2021 – Virtual due to Covid-19 pandemic. • Speaker: What's Working Elsewhere? Fundraising Success Stories from Outside Education 14th Annual Conference – March 2020 – Virtual due to Covid-19 pandemic.

Museum Educators of Southern California - Member: May 2005 – May 2010 Western Museums Association
• Annual Meeting Attendee
2008 Annual Meeting – Anchorage, AK
637
638
639
If you answer yes, explain in detail any potential conflicts in the same manner as required by the Fair Political Practices Commission’s Statement of Economic Interests (Form 700). (If you should have any questions about this matter or need further information as it relates to your situation, please advise the City Clerk prior to submitting your application.) N/A
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Board of Library Trustees
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

My entire career has been dedicated to closing the literacy gap and amplifying marginalized voices. As a Program Director for a literacy-focused organization, I lead the implementation of educational programs and oversee large-scale program operations. My experience includes: Developing culturally relevant virtual book clubs and curricula for students of color.

Building and maintaining relationships with school and community stakeholders to ensure successful program rollouts. Using data-driven decisions to improve stakeholder experiences and program reach. Promoting DEI (Diversity, Equity, and Inclusion) by engaging families from marginalized communities to enhance educational impact.

What are your goals in serving on this Board/Commission/Committee? My primary goal is to leverage the library as a central hub for community literacy and engagement. I hope to: Support the development of inclusive, culturally relevant programming that reflects the diverse spirit of our neighborhoods. Strengthen partnerships between the library, local schools, and community organizations to expand literacy access.

Utilize my background in data analysis to help the board assess and optimize library service delivery for all residents. Ensure our libraries remain supportive, "vibrant" spaces where every resident feels they belong.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Celia D Carey Needum
640
641

CELIA CAREY NEEDUM
Los Angeles - - -
Senior Program Director with an M.Ed. and over 15 years of dynamic leadership experience developing culturally relevant programs and curriculum. A natural facilitator and people manager, fostering teams through data-centered strategy, ideation, and design. A trusted guide for diverse student and colleague groups, dedicated to amplifying the voices of the marginalized.

EXPERIENCE
SPRINGBOARD COLLABORATIVE - Los Angeles, CA (Remote) 12/2023 - Present Program Director
● Lead the implementation and management of literacy programs across multiple partner sites; ensure alignment with district goals and Springboard’s mission to close the literacy gap by 4th grade. ● Oversee recruitment, training, and development of seasonal staff and educators; coach and support teams to drive program success and improvement.
● Build and maintain relationships with school administrators, district leaders, and community stakeholders; secure long-term partnerships and ensure successful program rollouts. ● Manage program operations, ensuring metrics such as student enrollment, attendance, and reading growth meet or exceed targets; consistently improve stakeholder experience through data-driven decisions. ● Collaborate with internal teams to support program innovation and continuous improvement; provide insights to shape future strategy and optimize program delivery.
● Foster a diverse, equitable, and inclusive work environment; support educators in engaging families from marginalized communities to enhance program reach and impact. ● Present quarterly updates to senior leadership and stakeholders; analyze program data and recommend strategies for improving program outcomes.
● Travel 30% to oversee program implementation and provide direct site support; work asynchronously with remote teams to ensure continuous alignment and progress.

MAROON ARTS & CULTURE - Burbank, CA (Seasonal) 06/2019 - Present Director of Programs
● Co-founder and head of programming for Maroon Arts & Culture, an organization empowering artists and audiences with safe spaces to create new work, collaborate across mediums, and celebrate the global Black diaspora. ● Team with co-founding partner to design and launch immersive experiential space; create GTM strategy for theatre, TV, and film premieres as well as activations including vendor marketplaces, young adult programs, community festivals, workshops, and education series; establish long- and short- term budgets. ● Lead Community Outreach, Partnerships, and Education verticals; work in community to build relationships with the Mayor of Burbank, City Council, art and cultural institutions, and public/private schools; team with minority-owned businesses to ensure amplification of marginalized voices. ● Launch annual Juneteenth Jubilee, a local community celebration with full day of programming each year; combine food, entertainment, retail, and learning experiences including African dance performances, Black-owned business marketplace, and children’s entertainment; awarded Juneteenth proclamation from City of Burbank. ● Design Freedom School & Teen Festival programs as ongoing enrichment for young adults; build culturally relevant virtual book club and curricula for students of color, creating learning opportunities beyond the classroom. ● Support marketing and communications strategy; guideline digital, social, and web plans and team with Designer/Developer to facilitate web and content build.

SYLVAN LEARNING - Glendale, CA (Hybrid) 06/2023 - 12/2023 Director of Education, Contract Services
● Collaborating on new program development to meet the various needs of school districts, administrators, and families; identifying and meeting client needs, working with families, school districts, and administrators. 642 ● Fostering relationships with all stakeholders in the community; set up marketing events, create marketing materials to be shared in various formats.
● Hiring, training, and facilitating staff observations; working with colleagues to improve morale and retention of employees; developing and maintaining curriculum frameworks, creating, monitoring, and administrating student assessments.
● Tracking program performance metrics through implementing various quality control techniques; create and maintain systems, budgets, and communication logs; offering technical expertise and support to sales teams; conduct meetings to secure contract deals.

LUTHER BURBANK M.S. - Los Angeles, CA 12/2020 - 06/2023 Department Chair, English (06/2021 - 06/2023)
English Educator (12/2020 - 06/2021)
● Promoted to lead English department team of 17, directing weekly meeting cadence and strategy across 3 matrixed grade level (6, 7, 8) teams; partner with Principal and Asst. Principal as liaison to prepare department for annual KPIs. ● Create instructional curriculum design plans for 100% virtual and distance learning for 120 students; build bonus Reader and Writer Workshop programs with project-based study to invite authentic, diverse educational flow and hands-on experience in digital collaboration with peers.
● Onboard and train staff and students through technology products and implementations, blending applications; utilize Zoom, Google, Microsoft, PearDeck, Schoology, Promethean Board, Kahoot!, Blooket, Canva, Prezi, and Learning Ally. ● Direct Where Everybody Belongs (WEB) program, facilitating team of 60 students through leadership, mentorship, and belonging program; run application/recruitment process for competitive program; design onboard, engagement, and service project strategies.
● Partner directly with 200+ parents in community, ensuring understanding of communications technology; release monthly newsletter.

HECTOR P. GARCIA M.S. - Dallas, TX 07/2019 – 12/2020
Instructional Lead
● Recruited into leadership in data-driven position, analyzing student test and achievement metrics; directed the English Language Arts program and team of 20 staff across 3 grade levels (6, 7, 8). ● Responsible for addressing state assessments and sub-populations of students, creating both enrichment curriculum for advanced placement learners and specialized Reading and Writing labs for under-performing learners. ● Led department’s complex data meetings to address gaps in performance and set goals and mentor programs for staff. ● Planned holistic instructional design department-wide plan with onset of pandemic and distance learning necessity; designed tailored digital learning for 3 courses.
● Awarded Institute for Learning (IFL) grant/stipend; acted as campus rep to train and onboard staff to program.

DALLAS CAN ACADEMY - Dallas, TX 08/2016 - 07/2019
Department Chair, English Language Arts (08/2017 – 07/2019) English Educator (08/2016 – 08/2017)
● Hired as Educator and promoted to lead English Department and team of 7 at alternative learning academy with diverse student population ranging from ages 14 - 22 years old. ● Taught accelerated English I & II and built compressed program specifically designed for marginalized student populations to beat odds and efficiently earn high school diplomas; created real world applications and hands-on skill development for Black, Indigenous, Latino, LGBTQ+, and refugee students. ● Directed people development program for Educator team (including Special Education and ESL leaders) to advance learning opportunities; performed walk-through observations with modeling and instructional support for teams. ● Tasked with oversight of the Language Proficiency Assessment Committee and acted as a liaison between District, Administration, and Educators; communicated daily with parents. 643
LAKE HIGHLANDS J. H. S. - Richardson, TX 07/2014 - 08/2016 Special Education & English Resource Educator
Harold Wendell Lang Sr. M.S. - Dallas, TX 08/2010 - 07/2014 Principalship Program (08/2012 – 06/2013)
Special Education & Social Studies Educator (08/2010 – 07/2014)

EDUCATION
DALLAS BAPTIST UNIVERSITY - Dallas, TX 05/2013
M.Ed. Educational Leadership
HAMPTON UNIVERSITY, Hampton, VA 05/2007
B.A. Psychology, minor Secondary Education
Certifications: Principal (EC-12), Special Education (EC-12), ESL Supplemental (EC-12), Certified Professional Development and Appraisal System (PDAS) Appraiser (2013)
Professional Development: Lead by Learning (2023), Model Schools Conference (2018), Solution Tree: Professional Learning Communities at Work (2016), Positive Behavior Intervention Support (PBIS) Campus Representative (2014)

ADDITIONAL EXPERIENCE
MINDMATCH, LLC. - Houston, TX 10/2020 - 05/2021
Educator Lead & Instructional Designer
● Recruited into startup on 8-month contract to build teaching and learning operations for student assessment and tutoring match product; hired 25 Educators across all subjects and developed Educator onboarding. ● Facilitated digital platform, UX, and web design with Product and Web Development teams; designed engaging virtual curriculum across diverse subject matter; partnered with families and students to assess product. ● Acted as face of program with community leaders and investors; led live digital events to support GTM/go-live to engage audiences as a part of Open House campaign.
644
645
Upload a Resume
Education
Fordham University, School of Education: BS Secondary Education. New York University, Master of Arts in Educational Theater. California State University, Northridge. Master of Arts in English.

Additional Pertinent Courses or Training
My familiarity with theater, movies and TV has helped me as a teacher and as a literate person. I have acted and directed, in NYC, Los Angeles, Chicago and in other regions. I have studied acting with Lee Strasberg,in NYC, in Los Angeles with Allan Miller (90 + is still active), I have been an intern at the Actors Studio, NYC.

Other Pertinent Skills, Experience or Interests
I taught English, with an emphasis on writing, in community colleges: Pierce, Santa Monica and LA City. I taught Theater history.Directing and Acting in community colleges. I wrote a memoir of childhood, self published in 2017. "Pleasant Avenue, A place, A boy, A family." It is still selling and available on Amazon. I have directed many theater productions at schools and professionally.

Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

I have been serving on the Burbank Senior Board (Commission) since January 2023.

List Community activities in which you are involved:

I have been evaluating written essays for a Scholarship committee at the SAG Foundation.

I've done volunteer work with Union committees, especially SAG-AFTRA. I have been a poll worker for elections. I walked the streets and did door to door US Census interviews.

If you are related to any City of Burbank employee(s), please state their name(s), relationship(s), and department(s). If you are not related to a City of Burbank employee, please put N/A.

No relationships with any Burbank city employees.

Conflict of Interest
Conflict of Interest:

John Medici
646
647
648
John Medici
649

JOHN MEDICI AFTRA SAG, AEA

Mobile:

Home: or
E:

TELEVISION:

Comedy Central: Kroll show Murphy Brown Benson
Moonlighting Who’s The Boss Daddy Dearest
Oh Madeline General Hospital Quincy
Soap Cagney and Lacey Hill Street Blues
Washingtoon Mike Hammer Baby Comes Home
Gangster Chronicles Jayne Mansfield Story

FILM: Serpico My Favorite Year The Mask
STAGE: L.A.

Solo Performances, Self – written.

AKA MEDICI PASTA, DREAD & MAZEL @ Back Alley Theater, Theater East, No Ho Renegade Are You Now or Have You Ever Been The Journalists @ Back Alley Theater.

Dead End at Sunset @ Theater East I Won’t Pay You @Renegade West Theater.

The Lucky O’Learys @ El Portal Theater. Skaters @ L A Actors Theater.

St. Jack @ Matrix Theater. Nevada @ Taper Forum LA.

Director: 40th Anniversary, 2008 Lovers and Other Strangers @ 69 Cent Theater.

BROADWAY: NYC. Lenny Lovers and Other Strangers
A D R: Rapid Fire IKE Rhinestone
REGIONAL & OFF-B’WAY:

Scapin The Odd Couple The Apple Tree
The Owl &The Pussycat Cactus Flower Torchbearers
Magic of Jolson The Typists Star Spangled Girl
The Mandrake Arms and The Man The Knack

650
651
Upload a Resume
Education
I attended Texas A&M University and have completed many additional professional courses throughout my career. I worked in the nuclear industry in engineering and analysis, where attention to detail, safety, planning, and sound decision-making were essential. In addition to my professional background, I have extensive experience serving on nonprofit and community boards. My volunteer work has given me hands-on experience with leadership, governance, fundraising, community outreach, event planning, and working collaboratively with diverse groups of people.

Additional Pertinent Courses or Training
I have completed Train-the-Trainer courses, along with numerous corporate training programs focused on management, leadership, planning, scheduling, communication, and organizational effectiveness. These courses have supported my professional work in engineering and analysis, as well as my volunteer leadership and board service.

Other Pertinent Skills, Experience or Interests
I have extensive volunteer experience working with law enforcement, libraries, publishers, book distributors, and nonprofit organizations to help get books into the hands of children who need them most. Through this work, the nonprofits I support have distributed thousands of books to children and families. I have also personally built more than 175 Little Free Libraries around the country. My passion is helping children have better access to books, reading opportunities, and community support.

Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

I have not previously served on a City of Burbank Board, Commission, or Committee.

However, I have extensive experience serving on nonprofit, civic, and community boards and committees, including leadership roles with Kiwanis, The Literacy Club, and the Kiwanis Literacy Club Foundation.

List Community activities in which you are involved:

I am actively involved in community service, literacy programs, youth-focused service projects, and nonprofit leadership. I serve as President and Executive Director of The Literacy Club and the Kiwanis Literacy Club Foundation, where we work to provide books and reading opportunities for children and families. I am also active in Kiwanis at the club, division, district, and international levels, including service as Lieutenant Governor. My volunteer work includes organizing book distributions, building and placing Little Free Libraries, supporting schools and libraries, working with law enforcement and community partners, and helping coordinate service projects that benefit children and families. I have personally built more than 175 Little Free Libraries and have helped support the distribution of thousands of books to children who need them most.

If you are related to any City of Burbank employee(s), please state their name(s), relationship(s), and department(s). If you are not related to a City of Burbank employee, please put N/A.

N/A
Douglas Chadwick
652
653
What are your goals in serving on this Board/Commission/Committee? My goal is to serve the community in a practical, thoughtful, and collaborative way. I want to listen, learn, be prepared, and help make decisions that support the needs of Burbank residents. I would bring a common-sense approach, a strong volunteer background, and a commitment to working respectfully with other board or committee members, City staff, and the public. My goal is to contribute my experience while helping support programs, policies, and decisions that strengthen the community.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

N/A
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
What are your goals in serving on this Board/Commission/Committee? Supplemental Questions (Infrastructure Oversight Board Only) Acknowledgment
Please Read

1. All information submitted is a public record and will be posted on the City’s website.

2. All Board, Commission, and Committee members serve without compensation from the City.

3. No person shall serve at the same time on more than one Board, Commission or Committee.

4. Applicants must be residents of the City of Burbank.

5. Any person appointed to fill a vacancy shall hold office for the remainder of the unexpired term and must complete the term before applying to serve on another board, commission, or committee.

6. Any person appointed to a Board, Commission, or Committee shall remain in compliance with the City’s Attendance Policy:

In the event a member of a board, commission, or committee is absent for three (3) regularly scheduled meetings of the board, commission, or committee to which they have been appointed during the 12-month period, the attendance record of such member shall be reviewed by the board, commission, or committee to which the member was appointed. Should the Council excuse the member’s three absences, and the member misses a fourth meeting, the City Clerk may proceed with the member’s automatic removal by City staff. (See BMC Section 2-1-403, 2-1-405, 2-1-406, 2-1-407) Douglas Chadwick
654
655
Douglas Chadwick
Burbank / Los Angeles Area, California
Phone: [Add Phone Number] | Email: [Add Email Address]
Professional Summary
Community-focused nonprofit leader, board member, volunteer, and former nuclear industry engineering and analysis professional with extensive experience in leadership, governance, program development, public service, and community outreach. Proven ability to build partnerships, coordinate volunteers, manage projects, support children and families, and create practical solutions that benefit the community. Passionate about literacy, youth development, service leadership, and expanding access to books for children who need them most.

Core Skills
• Nonprofit Leadership & Board Governance
• Community Outreach & Partnership Development
• Volunteer Recruitment, Training & Coordination
• Program Planning & Event Management
• Fundraising & Donor Relations
• Public Speaking & Presentations
• Strategic Planning & Organizational Development
• Management, Planning & Scheduling
• Engineering Analysis & Problem Solving
• Literacy Programs & Book Distribution
• Collaboration with Schools, Libraries & Community Agencies • Train-the-Trainer & Leadership Development
Professional Experience
Nuclear Power Station — Commonwealth Edison
Engineering / Analysis Professional
Illinois | Through 1997
• Worked in the nuclear power industry in engineering and analysis roles requiring accuracy, safety awareness, technical judgment, planning, and attention to detail. • Applied analytical and problem-solving skills to complex technical and operational challenges.
656
• Worked in a highly regulated environment where documentation, procedures, safety, and sound decision-making were critical.
• Developed experience in planning, scheduling, technical review, process improvement, and cross-functional coordination.

Business Owner / Operator
Restaurant and Games & Comic Stores
Kenosha, Wisconsin | 1995–1998
• Owned and operated several businesses, including a restaurant and games and comic stores.
• Managed day-to-day operations, customer service, staffing, inventory, purchasing, scheduling, and local business responsibilities.
• Gained hands-on experience in entrepreneurship, financial decision-making, community engagement, and small business management.

Jockey International
Professional Role
1997–2000
• Managed manufacturing responsibilities for products in the women’s division, including both domestic and overseas production.
• Coordinated planning, operations, management, scheduling, and organizational communication in a corporate manufacturing environment. • Applied business, communication, and problem-solving skills in support of product development, production, and company operations.

Self-Employed / Private Company
Owner / Operator
2000–2020
• Owned and operated a private company for 20 years.
• Managed business operations, planning, scheduling, customer relationships, problem-solving, and day-to-day decision-making.
• Developed extensive experience in leadership, responsibility, communication, and independent project management.

Retired
Retired from Professional Career
2020–Present
657
• Retired from full-time professional work and continued extensive volunteer, nonprofit, board, and community service activities.

Professional & Volunteer Experience
The Literacy Club / Kiwanis Literacy Club Foundation
President and Executive Director
Burbank, California | 2015–Present
• Founded and helped lead a volunteer-driven literacy organization focused on getting books directly into the hands of children and families. • Built partnerships with schools, libraries, law enforcement, publishers, book distributors, community organizations, and nonprofit partners. • Helped organize and support literacy events, book distributions, reading activities, and community outreach programs.
• Supported the distribution of thousands of books to children who need them most through nonprofit and volunteer-led efforts.
• Developed literacy-focused service projects that engage volunteers, families, schools, and community partners.
• Personally built more than 175 Little Free Libraries around the country to expand access to books in local communities.
• Worked with volunteers and partner organizations to create book access points in neighborhoods, schools, and community spaces.

Kiwanis International / Cal-Nev-Ha District / Local Kiwanis Leadership Lieutenant Governor / Board Member / Committee Member / Volunteer Leader • Served in multiple Kiwanis leadership roles at the club, division, district, and international levels.
• Served three terms as Lieutenant Governor, supporting clubs, members, officers, and service projects across the division.
• Recognized as Distinguished President and twice as Distinguished Lieutenant Governor.
• Served on district and international committees, contributing to policy discussions, education, leadership development, and service initiatives. • Sponsored more than 70 members into Kiwanis, helping strengthen club membership and community service capacity.
• Regularly participate in trustee and district-level meetings and maintain a strong working knowledge of bylaws, governance, and organizational procedures. • Helped plan and support conferences, trainings, retreats, service events, and community-based programs.
658
• Worked collaboratively with volunteers, nonprofit leaders, elected officials, community partners, and service organizations.

Community Board & Volunteer Service
Board Member / Committee Member / Volunteer
• Served on numerous nonprofit, civic, and community boards and committees. • Provided leadership in governance, fundraising, planning, volunteer engagement, event coordination, and community outreach.
• Worked with diverse groups to identify needs, develop programs, and support practical solutions.
• Contributed to service projects focused on children, literacy, education, families, and community improvement.
• Participated in long-term planning, policy discussions, board decision-making, and organizational development.

Nuclear Industry
Engineering / Analysis Professional
• Worked in the nuclear industry in engineering and analysis roles requiring accuracy, safety awareness, technical judgment, planning, and attention to detail. • Applied analytical and problem-solving skills to complex technical and operational challenges.
• Worked in a highly regulated environment where documentation, procedures, safety, and sound decision-making were critical.
• Developed experience in planning, scheduling, technical review, process improvement, and cross-functional coordination.

Education
Texas A&M University
Attended Texas A&M University, with additional professional education and career development coursework completed throughout professional and volunteer leadership career.

Additional Training
• Train-the-Trainer coursework
• Corporate management training
• Planning and scheduling training
• Leadership and organizational effectiveness courses
• Communication and presentation training
659
• Technical and safety-related professional training through engineering and nuclear industry work
Community Interests
• Children’s literacy and access to books
• Little Free Libraries and community book access points • Youth development and education
• Volunteer leadership and community service
• Public/private/nonprofit partnerships
• Strengthening local communities through practical service projects Selected Accomplishments
• Named Burbank Older American of the Year in 2023.
• Personally built more than 175 Little Free Libraries around the country. • Helped distribute thousands of books to children and families through nonprofit volunteer efforts.
• Sponsored more than 70 members into Kiwanis.
• Served three terms as Kiwanis Lieutenant Governor.
• Recognized as Distinguished President and twice as Distinguished Lieutenant Governor.
• Built partnerships with law enforcement, libraries, schools, publishers, book distributors, and nonprofit organizations.
660
661
662
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Board of Library Trustees
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

In my work as a scripted TV casting director, I balance creative and logistic considerations and foster positive collaboration among stakeholders with varying priorities. I understand Human Resources considerations, budgets, and project management. As a lifelong learner, I look forward to researching library best practices and learning more about issues that arise as we support BPL and the Burbank community.

What are your goals in serving on this Board/Commission/Committee? I hope to support BPL as it provides access to accurate and relevant information, resources and services to every member of our community. I look forward to deepening my understanding of our community and collaborating with others who care about Burbank.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
What are your goals in serving on this Board/Commission/Committee? Supplemental Questions (Infrastructure Oversight Board Only) Acknowledgment
Elizabeth B Keener
663
664
Elizabeth Barnes Keener Burbank, CA |
Statement of Public Service Interest
Community-engaged professional with experience in education, governance, mentoring, and advisory leadership. Long-time advocate for public education, youth development, and equitable access to learning resources. Seeking appointment to the City of Burbank Board of Library Trustees to contribute research-informed recommendations, collaborative governance, and responsible stewardship in support of the City’s public libraries.

Board & Advisory Strengths
Community engagement • Governance & oversight • Policy review & program evaluation Public education systems knowledge • Equity, access, and youth services • Mentorship & workforce development • Cross-sector collaboration • Written and verbal communication Professional Experience
Casting Director (Scripted Television) — Burbank, CA | 2002–Present Manage complex, multi-stakeholder projects overseeing budgets, schedules, and union compliance. Mentor staff in professional standards and ethical practices.

Substitute Teacher — Burbank Unified School District | 2023–2025 Served as a classroom substitute at Burroughs, Burbank High, Muir & Huerta Middle Schools Visiting Professor (Interim / Guest) — University of Arkansas, Fayetteville | 2012–Present Instruct MFA performance students with emphasis on professional preparedness Community Involvement & Public Service
● Vice President, Programs & Communications — Burroughs High School PTSA | 2024–Present Provide elected leadership for parent education and community engagement initiatives.

Among other projects, managed a campus signage initiative from fundraising through approvals and installation (Main entry Bears sign, installed Summer 2024) ● PTA & PTSA Board Member, JBHS, Huerta, Stevenson | 2014–Present ● Girl Scout Troop Leader, Burbank Troop 1296 | 2014–2020 ● Board of Governance Member, Hollywood United Methodist Church | 2006–2010 ● Certificate of Completion, ED100.org — California’s Education System Education
Bachelor of Arts, Theater (Major), Sociology (Minor) - University of Arkansas, Fayetteville 665
666
Upload a Resume
Why are you interested in serving on a board, commission or committee? I currently serve on the Board of Library Trustees, and the experience has been invigorating to say the least. The advocacy work we are doing has been life‑changing for me, reshaping the way I understand community service and deepening my commitment to the people of Burbank. Being part of the City and playing a role in strengthening our services over these past years has been thrilling work. The ability to contribute to something larger than myself has been humbling. What makes this moment especially meaningful is how close we are to realizing a new central library for Burbank, a project our community has envisioned, discussed, and hoped for over many years. I have been part of the advocacy work to get to this moment, and it is my dream to see that work fulfilled in the near future as part of the Board of Library Trustees. We are now entering an important stage where planning, public input, and long‑term vision are coming together into a real, tangible progress. To witness that evolution from the inside, and to help ensure that this new library reflects the needs and values of our community, has only deepened my desire to continue serving. This is a once‑in‑a‑generation opportunity to help shape a library that will serve Burbank for decades to come, a space that is more accessible, more innovative, and more responsive to the diverse communities who rely on it. I can’t wait to support Burbank, our libraries, and this transformational project for another term.

Education
Bachelor of Arts Degree from the University of Northern Colorado. Major in Theatre Directing, Minor in English.

Additional Pertinent Courses or Training
Leadership Burbank: Class of 2015
Other Pertinent Skills, Experience or Interests
Former Board Member of Burbank Noon Kiwanis and Burbank Community Theatre. Cofounder of Conundrum Theatre Company. Co-founder and former member of the Burbank Pride Committee. Former member of the Burbank Homeless Services Providers group as well as the City's Domestic Violence Task Force.

Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

Currently serving on the Board of Library Trustees
Bryan Snodgrass
667
668
FIRST choice for Board/Commission/Committee appointment:

Board of Library Trustees
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

I have a minor in English and currently serve on the Board of Library Trustees.

What are your goals in serving on this Board/Commission/Committee? I want to continue the advocacy work that our Board has started for the library. With the goal of an updated modern library on the horizon, I hope the work I've done these past years on this Board will continue for another term. I want to bring awareness about the importance of the library in our community to the City. Literacy is extremely important to me and a huge part of mental health for so many people (myself included), and I am excited to see how the Library will help move Burbank into the future.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

N/A
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
N/A
What are your goals in serving on this Board/Commission/Committee? N/A
Supplemental Questions (Infrastructure Oversight Board Only) Acknowledgment
Bryan Snodgrass
669
670
671
672
Upload a Resume
Why are you interested in serving on a board, commission or committee? Serving on the Board of Library Trustees has been one of the most challenging, fulfilling and meaningful experiences I've had as a Burbank resident. Being able to support our phenomenal libraries has helped me grow as a community member and educator. I am applying for a final term as I have been advocating, through my role as a Library Trustee, for a new central library for the entirety of my time as a Trustee. I can think of nothing more important than being present to further assist in the completion of this goal. I am passionate about this project and unbelievably excited about the many ways in which it will enrich our city and deepen the impact the library has on our community. While it was a truly difficult personal experience, I also want to highlight the interactions with Council that focused on advocating for more clarity regarding the boards and commissions attendance policy. The robust conversation held at Council and in our B.O.L.T meetings has led to a more robust understanding about the rules and regulations, something I hope will benefit others in coming years. I am genuinely thankful to the Councilmembers who have allowed me to serve on the Board of Trustees and am hopeful they'll see fit to allow me to serve a final term. I believe my continued work in the community and commitment to supporting our public libraries make me a valuable member of the Board of Library Trustees and am committed to being an effective and productive participant if selected to continue.

Education
B.A. in Literature, American Jewish University M.A. in Dramatic Arts, University of the California, Santa Barbara Ed.D, Education with a focus in educational psychology, USC Additional Pertinent Courses or Training
- Previous library experience (library assistant, American Jewish University). - FacilitatorMedia Literacy in a Digital World (online and in-person training with Facing History and Ourselves) - Continued professional development in media literacy, library-specific advocacy Other Pertinent Skills, Experience or Interests
- I am a voracious reader and a firm believer in the importance of libraries as community centers; places where people come to interact, learn, explore and share. - 15+ years working in the nonprofit world, both as an educator and community organizer, with the goal of bringing resources, and support, to the communities with whom I worked. - Helped coordinate the Little Free Libraries across Burbank, including weekly refilling of the libraries and reporting any issues to Library staff
Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

Board of Library Trustees- four year term (two terms)
List Community activities in which you are involved:

Burbank Democratic Club- President (2017-2025) Democratic Club of the San Fernando Valley- Executive Board Member (Representing AD43) Homemade Thursdays- Weekly volunteer with program through First Christian Church in Burbank Weisberg_CVLibrary_Board_of_Trustees.pdf
Emily K Weisberg
673
674
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.
- During my tenure with the educational nonprofit Facing History and Ourselves, I served as the technology liaison for the education team of which I was a part. That role included helping team members, and the teachers with whom we worked, develop digital literacy skills. - Additionally, a large component of my job as Program Associate was to help the schools, teachers and administrators with whom we worked learn about the many resources available to them, and the ways in which those resources could deepen the work they were doing in their schools and classrooms. - Extensive experience with metrics, data collection, measuring impact and reach, survey creation and implementation - My work as a member of the Burbank Unified School District Board of Education has given me vital insight into the needs of our students and families as they relate to our libraries. It has allowed me to engage in a more informed way as a Trustee on the Library Board.

What are your goals in serving on this Board/Commission/Committee? Over my past term, one of our main areas of focus on the Board of Library Trustees has been advocacy surrounding the building of a new central library. I am passionate about this project and would love the opportunity to help continue to move it forward. I am also inspired by the foresight and vision of Library Services Director Eric Lashley and would like to continue to find ways to actively support his strategic plan in myriad areas. He has truly reenergized our libraries and his energy, professionalism and guidance have advanced the libraries in so many ways. As I wrote on my previous application, I remain extremely interested in digital and technology literacy, and entrepreneurship and workplace development; two areas that go hand in hand. Helping community members see the library as a place to develop new skills is a goal I am excited to pursue. Be it learning how to craft a resume, sign up for an email account, or pick up a book that opens their eyes to a new point of view, working with the Board to help patrons explore these many possibilities is an exciting challenge. Our libraries offer so much, well beyond the amazing books that line their shelves. It would be a privilege to be continue serving as part of a Board dedicated to helping those many resources reach our Burbank community.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

N/A
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
N/A
What are your goals in serving on this Board/Commission/Committee? N/A
Supplemental Questions (Infrastructure Oversight Board Only) Acknowledgment
Emily K Weisberg
675
676
677
2 American Jewish University/ Adjunct Instructor
2006 - 2014, LOS ANGELES
• Taught multiple courses in the Literature and Communications department, Political Science department and introductory freshman seminar courses focused on civic participation and social justice, the death penalty, and community engagement • Created and managed budget for annual school theatre production, including the hiring and supervision of outside professional staff
Center Theatre Group/ Educational Programs Associate
2006 - 2008, LOS ANGELES
• Facilitated, created, and implemented all high school programming • Programs included Speak to Me, a one-year residency program that worked with high-risk teens in the inner city of Los Angeles to build stronger communication and performing arts skills and Stages, created to work with high school students who selfidentify as wanting to pursue a career in the arts • Wrote all standards-based curriculum for programs
• Designed, organized, and ran and all conferences related to high school programming and teacher training

COMMUNITY ORGANIZING
Burbank Democratic Club
2017-PRESENT
• Develop new volunteer structure to support recruitment, participation, and club mission.
• Participate in all club activities to best support volunteer participation and cultivation • Manage all membership recruitment and coordination
Democratic Party of the San Fernando Valley
2008-PRESENT
• Work with volunteer intake and assessment to best utilize volunteer skills and interests • Register voters, work with local high school students at campaign headquarters • Executive Board Member, AD43

AWARDS AND RECOGNITION
• Lainer Distinguished Educator Award
• Outstanding Teaching Assistant Award, University of California, Santa Barbara • Ehrlich Leadership Award, American Jewish University

REFERENCES AVAILABLE UPON REQUEST
678
3 679
680
Upload a Resume
Why are you interested in serving on a board, commission or committee? My interest in serving on the Board of Library Trustees began with a lifelong love of reading and learning. My first work-study job in college was at a library, which gave me an early appreciation for the important role libraries play in strengthening communities and providing equitable access to information and opportunity. During my service on the Board, including my time as Chair, I have gained a much deeper understanding of the library's impact beyond books. Libraries serve as community hubs that provide educational resources, technology access, cultural programming, workforce development opportunities, and welcoming spaces for residents of all backgrounds. I remain committed to ensuring that our libraries are inclusive, accessible, and responsive to the evolving needs of our community. As a community leader, small business advocate, mentor, and nonprofit founder, I have developed strong relationships throughout Burbank and have learned how to bring people together around shared goals. I believe my experience, collaborative approach, and passion for community service allow me to contribute meaningfully to the Board's work and help ensure that the library continues to be a place where every resident feels represented, welcomed, and empowered. Serving on this Board has been one of the most rewarding experiences of my civic life, and I would be honored to continue contributing to the future of our library system and the community it serves.

Education
AS Certification Interior Drafting Design
Additional Pertinent Courses or Training
Other Pertinent Skills, Experience or Interests
In addition to my service on the Board of Library Trustees, I have developed extensive experience in community engagement, nonprofit leadership, strategic planning, and economic development. I currently serve in leadership roles within several community organizations and regularly collaborate with residents, educators, business leaders, nonprofits, and local government to advance initiatives that strengthen our community. My professional background includes business consulting, program development, marketing, fundraising, and mentorship. Through my work, I have helped small businesses, nonprofits, and community organizations develop sustainable growth strategies, create educational programs, and build meaningful connections with the communities they serve. I am also a lifelong learner and creative educator with interests in arts, crafts, gardening, literacy, and cultural programming. These interests have given me an appreciation for the diverse ways people learn, create, and connect. I believe libraries play a vital role in supporting lifelong learning, creativity, digital literacy, and community engagement for residents of all ages and backgrounds. My combination of governance experience, community leadership, collaborative problem-solving skills, and commitment to inclusion allows me to contribute thoughtfully and effectively to the work of the Board.

Community Involvement
Carmenita I Helligar
681
682
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Library Board
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

My qualifications for continued service on the Board of Library Trustees are rooted in a combination of professional experience, community leadership, and direct governance experience. I have served on the Board of Library Trustees since 2021, including a term as Chair, where I gained valuable experience in public governance, policy oversight, strategic planning, budgeting, and community engagement. Professionally, I am a business consultant, entrepreneur, and nonprofit leader with experience in program development, marketing, strategic planning, fundraising, and organizational management. Through my consulting work, I help businesses, nonprofits, and public-serving organizations identify opportunities for growth, develop sustainable programs, and strengthen community connections. My educational and professional background has provided me with strong skills in leadership, collaboration, public outreach, and problem-solving. In addition, my work with literacy initiatives, youth mentorship programs, schools, small businesses, and community organizations has deepened my understanding of the diverse needs of our residents.

What are your goals in serving on this Board/Commission/Committee? My goal in serving on the Library Board is to continue supporting a library system that is welcoming, accessible, and relevant to all members of our community. Throughout my service, I have been committed to helping ensure that people from diverse backgrounds feel represented and included in our libraries and understand that the library's resources, programs, and services are available to them. I am also excited about the future of Burbank's libraries, particularly the development of the new Civic Center Library. I strongly support this transformative investment and the opportunity it presents to create a nextgeneration library that serves as a hub for learning, innovation, technology, creativity, and community connection. I would also like to see the library continue to expand the valuable social services and community support programs it already provides. Libraries today play a critical role beyond books by connecting residents to educational opportunities, workforce resources, digital access, cultural programming, and community services. I am excited to help shape that future and ensure our libraries remain a cornerstone of an engaged, informed, and thriving Burbank community.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Carmenita I Helligar
683
684
685
686
687
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Art in Public Places Committee
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

Bachelor of Business Administration, University of Miami, 2011 - concentrations in Marketing and Entrepreneurship, minor in Music Business & Entertainment. Over the course of my career I have worked at the intersection of art, commerce, and community - evaluating creative projects through both an artistic and commercial lens, developing artist branding and identity systems, managing distribution and production pipelines, and supporting artists in bringing their vision into the world at scale. My work across major labels (Sony, Warner, Universal) and independent ventures has given me a deep understanding of how creative work gets funded, positioned, and received by audiences. I also bring an entrepreneurial and design-informed framework to everything I do, understanding how to assess impact, allocate resources, and build sustainable creative ecosystems. Speaker, Burbank Tech Talks (2026).

What are your goals in serving on this Board/Commission/Committee? My goal in serving on this committee is to be a meaningful touchpoint in Burbank's cultural vibrancy... to get to know and champion local artists, and to help ensure public art reflects the creativity and diversity of our community. I have a genuine joy for giving back and a deep desire to support and elevate art and media in the spaces where people live their daily lives.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Board of Library Trustees
Jordan C Divecha
688
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
Bachelor of Business Administration, University of Miami, 2011 — concentrations in Marketing and Entrepreneurship, minor in Music Business & Entertainment. My career has spanned digital media, content strategy, platform building, and entrepreneurship. As a podcast host, writer, and creator of educational content, I have a deep appreciation for how knowledge resources shape opportunity and community. I have received multiple grants from the City of Miami and at the national level for entrepreneurial education initiatives, demonstrating both my commitment to accessible education and my ability to develop programming with real community impact. I understand how to create and curate content that serves diverse audiences, and how to build platforms that make information accessible and engaging. I bring both a creative and strategic lens to how public institutions can evolve to better serve residents.

What are your goals in serving on this Board/Commission/Committee? I believe strong communities are built on strong education and access to knowledge and libraries sit at the heart of that. As a researcher, writer, and creator of educational content, I have a personal investment in seeing Burbank's library system thrive. I'm excited about the reinvestment happening in this space, including the evolution of the Central library, which is walkable from my home. I'd love to be part of that evolution- helping shape a library system that serves as a hub for creativity, research, innovation, and community connection for generations to come.

Supplemental Questions (Infrastructure Oversight Board Only) Acknowledgment
Please Read

1. All information submitted is a public record and will be posted on the City’s website.

2. All Board, Commission, and Committee members serve without compensation from the City.

3. No person shall serve at the same time on more than one Board, Commission or Committee.

4. Applicants must be residents of the City of Burbank.

5. Any person appointed to fill a vacancy shall hold office for the remainder of the unexpired term and must complete the term before applying to serve on another board, commission, or committee.

6. Any person appointed to a Board, Commission, or Committee shall remain in compliance with the City’s Attendance Policy:

In the event a member of a board, commission, or committee is absent for three (3) regularly scheduled meetings of the board, commission, or committee to which they have been appointed during the 12-month period, the attendance record of such member shall be reviewed by the board, commission, or committee to which the member was appointed. Should the Council excuse the member’s three absences, and the member misses a fourth meeting, the City Clerk may proceed with the member’s automatic removal by City staff. (See BMC Section 2-1-403, 2-1-405, 2-1-406, 2-1-407) Jordan C Divecha
689
690
691
692
If you answer yes, explain in detail any potential conflicts in the same manner as required by the Fair Political Practices Commission’s Statement of Economic Interests (Form 700). (If you should have any questions about this matter or need further information as it relates to your situation, please advise the City Clerk prior to submitting your application.) AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Board of Library Trustees
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

My background sits at the intersection of storytelling, operations, and cultural connection, which I believe maps directly to what the Board of Library Trustees is being asked to do right now. Professionally, I've spent nearly two decades in entertainment localization at companies including Deluxe Media, and Amazon MGM Studios where I currently serve as Head of Localization Operations. My work centers on making stories accessible across languages and cultures — including indigenous language projects such as the localization of Star Wars Episode IV into Navajo and an ongoing Cherokee Nation dub of The Rings of Power in partnership with the Cherokee Nation. At their core, these projects are about the same thing a great library is about: preserving voices, expanding access, and honoring the communities stories belong to. My creative background is equally relevant. I hold a B.A. in Theatre from Bethel College, worked for several years at the Garry Marshall Theatre in Burbank, and remain an active writer and performer. I've been a contributing writer on two compilations of original monologues (Teen Boys' Comedic Monologues That Are Actually Funny and Teen Girls' Comedic Monologues That Are Actually Funny, both edited by Alisha Gaddis). Most recently, I directed a school production of Mary Poppins Jr., and wrote and am starring in a one-man show premiering at the Hollywood Fringe Festival this June. I really gravitate to the new library's central vision: performing arts venues, a media lab, makerspaces, a public art gallery. Finally, having just completed Leadership Burbank's Class of 2026, I come to this application with a deepened understanding of how Burbank's institutions work and a genuine desire to contribute to them at a meaningful moment in this city's civic life.

Derek Heeren
693
What are your goals in serving on this Board/Commission/Committee? My goals are tied directly to the moment Burbank's library system is in. With a new Central Library on the horizon, I want to help ensure that the vision for that building reflects the full creative and cultural breadth of this community. Burbank is an entertainment city, and its civic infrastructure should feel like it. Beyond the building, I want to be a voice for programming that treats the library as a living cultural institution rather than just a repository. One that brings people together around stories in all their forms, written, performed, and experienced. More broadly, I hope to bring the operational discipline of someone who has spent nearly two decades managing complex, multi-stakeholder workflows to a board that will be overseeing a significant and complicated construction and transition period.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
What are your goals in serving on this Board/Commission/Committee? Supplemental Questions (Infrastructure Oversight Board Only) Acknowledgment
Derek Heeren
694
695
696
697
If you answer yes, explain in detail any potential conflicts in the same manner as required by the Fair Political Practices Commission’s Statement of Economic Interests (Form 700). (If you should have any questions about this matter or need further information as it relates to your situation, please advise the City Clerk prior to submitting your application.) AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Infrastructure Oversight Board
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

I have no technical experience in urban planning or design and am not an expert in any engineering related field, I only have a strong layman's understanding of the city's infrastructure policy and capital improvement program - as a non-professional community member. No professional experience in financial management or fiscal no except any publicly available information on measure p and it's revin to the city.

What are your goals in serving on this Board/Commission/Committee? I've seen the city council has spent the last several years doing its best to accommodate a growing city, in a way respectful to the concerns of residents worried their city is losing its charm. As someone who contributes to Burbank's infrastructure tax pool, and hopes to inherit the debts and progress of my city in the future, I hope to help advise council to spend our infrastrcuture dollars in a disciplined and reserved way. Over the last few years, it's become clear Burbank cannot rely on the support of governments above us to fund our infrastructure ambitions; Burbank will need to be more disciplined in the way we go about spending our Measure P dollars. Our Measure P dollars will have to support our infrastructure ambitions more independently. I would advise council to encourage more private-public partnership developments to the effect of growing our city in a financially disciplined way, in an ever more stringent funding environment. Anywhere we can apply the Central library's P3 model we should. Burbank will need to build now, and fast, while we can, to keep the benefit of funding we're awarded from the federal government before we lose access to the everfleeting dollars from above. I would recommend city council to build now, while we can - and spend what we can to maintain the infrastructure Burbank already has as opposed to new projects that may not be disciplined and receptive to the concerns of a worried taxpayer.

Second Choice
Arno Dionysian
698
SECOND choice for Board/Commission/Committee appointment:

Library Board of Trustees
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
I'm currently a bachelor's student working towards an economics degree. In this capacity, I've learned rudimentary financial management. I'm intimtely familiar with the library's programs and services I've grown up in Burbank Libraries, participating in their summer reading programs and services anytime I had an assignment to get done I thought was tough. I have certifications in fincanial management courses and fiscal competence in budgeting and other accounting processes.

What are your goals in serving on this Board/Commission/Committee? As someone who's spent a lifetime benefitting from the services of a world-class library system, I would love the opportunity to integrate Burbank library's services to Burbank schools. For example, Burbank Public Libraries offer a digital media program to any member of the public, in a digital media lab built into Burbank's Central Library. This is known as the Sparks Lab. I would encourage city staff to work directly with the BUSD, to encourage Burbank's digital media programs in Burbank's school to integrate them with an amazing public service block away on Orange Grove. I would encourage the city to connect the library's digital media services with BUSD's digital media programs and introduce students in animation, photography, and film programs to an indispensable public service in the media capital of the world. I've grown up in Burbank Libraries, participating in their summer reading programs and services anytime I had an assignment to get done I thought was tough. I would love the opportunity to integrate the services of Burbank Libraries into the BUSD to offer Burbank students the opportunity to use services that already exist - like the Sparks lab - to the greatest capacity there is. I understand the Burbank Central Library is undergoing a significant renovation into the Burbank Civic Center. I understand the Library board of trustees will have a significant role in guiding that process as the city takes input from the public community members, and decides how to go about one of the largest changes in Burbank services in recent memory. I strongly believe the greatest beneficiaries of the services the City offers are those that are not particularly aware of them. I would encourage the city to integrate input from the greatest beneficiaries of Burbank Public Library services, Burbank students. The City should ask the district to advertise the library's renovation to Burbank's student body, and encourage participation in the public input sessions that will dictate one of the most significant changes Burbank students will experience as - hopefullifelong residents of our city. maintain the feature that characterizes Burbank all over Southern California - our great city services.

Supplemental Questions (Infrastructure Oversight Board Only) Question applies to Infrastructure Oversight Board
Please list your experience, knowledge and/or expertise with City infrastructure and affiliated processes and procedures for projects (both major and routine/regular) and maintenance.

I have a personal interest in urban planning and traffic engineering, and have done what I can to learn about my city in these spheres. I have no technical experience in the above fields. I have certifications in financial management courses and fiscal competence in budgeting and other accounting processes. I have a strong understanding of personal financial planning, and agency budgeting. I have a personal level passionate interest in traffic engineering, and urban planning as a citizen.

Arno Dionysian
699
700
Arno Dionysian Burbank, CA 91501

EXPERIENCE
City of Burbank, — Basketball Scorekeeper
September 2019 - February 2020
Recorded game progression for consecutive matches, over a collective 3 hour duration on any given work day.

Nick Schultz for State Assembly — Intern
June 2024 - November 2024
Interned for state-level campaign, spoke to voters, conducted policy research, regular office duties
● Communication (knocking on doors, talking to voters)
● Phone banking, canvassing
● Policy research

EDUCATION
Pasadena City College — Economics (AA-T)
May 2026 [Expected]
Burbank High School — High School Diploma
May 2024
Coursera, University of Geneva — Certificate of Completion Received July 26, 2019
Understanding Financial Markets

VOLUNTEER WORK
Homenentmen Ararat, Glendale — Coach | Youth Teams June 2019 - August 2019
Coached teams in youth leagues through multiple consecutive seasons of play.

PROJECTS
Burbank Student Alliance — President
An democratically operated lobbying body, with the chief goal of representing Burbank students to maintain a strong voice in our education.

SKILLS
- Experience with web page
construction
- Proficient in Microsoft Excel
- Video Editing
- Fiscal Competence
- Leadership of small teams
- Understanding of Equity Market
- Saxophone | 6 Years
AWARDS
President’s Award for Ed.

Excellence
Received 2020
Nomination | American Legion Award.

Selected 2020

LANGUAGES
English - Fluent
Armenian - Fluent comprehension
701
Activities
Civil Air Patrol — Cadet Airman Basic
Active member of United States Air force Auxiliary cadet program, practice ● Military protocol
● Community service [in training to work on search/rescue ops.] ● Learn basic aerospace + mechanisms of space travel
702
703
704
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Senior Citizen
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

Psychology classes, Aging and Advocacy classes, volunteer experience at Jewish Family Services Adult Facility, Peer Support training.

What are your goals in serving on this Board/Commission/Committee? To serve the needs of the board. I would also be very interested in working on providing more outdoor and interactive experiences for Seniors. In addition, I would be interested in working with local farmers to get free or affordable fresh fruit and produce to Seniors.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Library Trustees
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
Leadership and speaking skills, Research and Library skills, Master's degree, experienced with technology and research tools online. Previous experience as a bookseller and book collector.

What are your goals in serving on this Board/Commission/Committee? I would like to serve on this board an ethical and committed member. I would also like to see more in person events for families and children. I would love to see people reading physical books again and would like to create some sort of program to encourage reading among all ages.

Supplemental Questions (Infrastructure Oversight Board Only) Jason Napolitano
705
706
707
Senior Citizen Board
(Full Term)
708
709
710
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Senior Citizens Board
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

Please see above document
What are your goals in serving on this Board/Commission/Committee? To help us seniors live in Burbank with dignity, support, and happiness.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

SHELBY GRIMM
711
712
Performance Self-Review
Team member Name: Shelby Grimm
Position: Quality Assurance & Safety Manager
Department: Housing & Hospitality (H&H)
Review Period: 4/16/2024-4/16/2025

1. Key Accomplishments
H&H Quality Assurance Observations
• Utilized the QAO Tracker and QAO Excel Sheet for systematic documentation. • Communicated updates via email to Steve Najera and Anthony Ortega.

H&H Monthly Injury Reports and Recap
• Generated clear and concise monthly summaries to identify safety trends. • Consistent downward trends in Injury Rates.

SOP Development
• Authored and implemented Standard Operating Procedures (SOP) in Way We Do (WWD).

Workers' Compensation Incident Reports
• Attended Daily Briefing conference calls.
• Managed timely and accurate incident reporting.
• Collaborated with point of contact Ranjeet Sehgal.
• Participated in DB incident debriefs, including the tilting gas kettle case. “I Caught You Being Safe!” Recognition Program
• Created the program, with low cost, using the recognition as the reward. • Coordinated nominations, created certificates, Spotlight slides, and distributed pins to recognize team member safety efforts.
• Twenty-five awards to date.

CPR/AED Program Management
• Organized and led CPR/AED certification courses.
• To date, over eighty team members are certified.
• Conducted bilingual training for Spanish-speaking team members, • Lus was trained to be the trainer.
713
• Issued and tracked certification cards.
• Performed routine AED inspections.
• Local team members designated to conduct monthly inspections.

Training Facilitator
• Served as point of contact for:
o Steve Najera (Housing Maintenance)
o Alex Hoobery (Housekeeping)
o Constantine Maureas (Dining)
• Delivered department-specific training using EHS slide decks. Trained hundreds of team members.
• HSKP Topics included: PPE, BBP, and Post-Injury Refresher Training. • Received Superior evaluation ratings.
• Tracked participation and training metrics.

H&H Loading Dock Guardrail Installation
• Led project from bid collection through contract award. • Secured stakeholder buy-in.
• Hosted a ribbon-cutting ceremony upon first installation.

H&H Wellness Fair
• Coordinated space and display logistics.
• Collaborated to create a tri-fold safety display.
• Organized "Happy Dudes" swag. 300 distributed.
• Featured looping CPR video for promoting awareness.
• April 2024: hosted “Road Rage” for Insurance and Risk Management (IRM).

Influenza Shot Program
• Supported vaccination program logistics and promotion. • 93 team members were inoculated.

Willow Creek Staffing Project
• Attended weekly Zoom meetings.
• Provided input on safety-related considerations.

Training and Certifications
• Delivered Driver Safety Training, Close Quarters Training. • Coordinated ASL interpreting support.
• Achieved Lean Six Sigma Yellow Belt Certification (UCSB). • Completed Supervisory Leadership Principles Certification (11 core + 4 electives). 714
o Compiled SLPC reference notebook.

Committee Involvement
• EH&S Safety Committee (Chair: Amanda Cruz)
• Housing Maintenance Committee (Chair: Rich Davis)
• Dining Safety Committee (Chair: Constantine Maureas)
• Occupational Safety Working Group (Lead: Daniel Paek, UCI) • Injury Prevention Committee – Co-Chair FY25 (Chair: Neil Mansky); elevated to Chair for FY26
Departmental Engagement
• Participated in SMART IRM-EHS monthly meetings.
• Facilitated H&H all-department safety representative quarterly meetings. • Contributed safety updates at leadership meetings.

Orientation & Onboarding
• Delivered Leadership introductions and Guest Service Essentials at AVC Welcome Orientation.
• Partnered with Tiannuo Yu and Gretchen Gray for New Student Onboarding.

Volunteer Engagement
• Performed at Reading is Fundamental as driver and reader. • Participating in H&H blood drives as a blood and platelet donor, calendar permitting.

2. Areas for Development
• Time Management: Strengthen prioritization and scheduling skills to balance multiple responsibilities effectively.
• Power BI: Build deeper familiarity to develop dashboards and data visualizations for better decision-making.
• Excel: Advance usage of pivot tables, formulas, and conditional formatting. • Canva: Improve visual communication through enhanced graphic design skills. • Way We Do (WWD): Increase proficiency in SOP creation and document updates. • Box: Improve file organization, version control, and collaboration. • H&H File Organization and Tracking: Implement consistent file naming, standardized folder structures, and clearer documentation workflows. 715

3. Goals for the Next Review Period
• Strengthen time management through tools such as calendar blocking and Teams Task Planner.
• Continue Power BI training and implement a safety/training dashboard. • Improve Excel reporting accuracy with automated templates and advanced functions. • Create more professional and engaging visuals using Canva for training newsletters and events.
• Develop or revise at least two SOPs using Way We Do.
• Organize H&H safety files in Box with improved folder structure and access permissions. • Enhance injury and training tracking systems for increased accuracy. • Network with other campus Quality Assurance managers to exchange best practices. • Design and implement a new recognition program for celebrating years of service.

Team member Signature: ___________________________
Date: ____________________________
716
717
Upload a Resume
Education
Fordham University, School of Education: BS Secondary Education. New York University, Master of Arts in Educational Theater. California State University, Northridge. Master of Arts in English.

Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

I have been serving on the Burbank Senior Board (Commission) since January 2023.

List Community activities in which you are involved:

I have been evaluating written essays for a Scholarship committee at the SAG Foundation.

I've done volunteer work with Union committees, especially SAG-AFTRA. I have been a poll worker for elections. I walked the streets and did door to door US Census interviews.

If you are related to any City of Burbank employee(s), please state their name(s), relationship(s), and department(s). If you are not related to a City of Burbank employee, please put N/A.

No relationships with any Burbank city employees.

Conflict of Interest
Conflict of Interest:

John Medici
718
719
720
John Medici
721

JOHN MEDICI AFTRA SAG, AEA

Mobile:

Home:

TELEVISION:

FILM: Serpico My Favorite Year The Mask
STAGE: L.A.

Solo Performances, Self – written.

AKA MEDICI PASTA, DREAD & MAZEL @ Back Alley Theater, Theater East, No Ho Renegade Are You Now or Have You Ever Been The Journalists @ Back Alley Theater.

Dead End at Sunset @ Theater East I Won’t Pay You @Renegade West Theater.

The Lucky O’Learys @ El Portal Theater. Skaters @ L A Actors Theater.

St. Jack @ Matrix Theater. Nevada @ Taper Forum LA.

Director: 40th Anniversary, 2008 Lovers and Other Strangers @ 69 Cent Theater.

BROADWAY: NYC. Lenny Lovers and Other Strangers
A D R: Rapid Fire IKE Rhinestone
REGIONAL & OFF-B’WAY:

Scapin The Odd Couple The Apple Tree
The Owl &The Pussycat Cactus Flower Torchbearers
Magic of Jolson The Typists Star Spangled Girl
The Mandrake Arms and The Man The Knack

722
723
Upload a Resume
Why are you interested in serving on a board, commission or committee? I am interested in serving because both professionally and personally, I have seen how challenging aging related issues can become for older adults and their families. Through more than 25 years of professional experience working with seniors and families in hospice care, case management, and community based programs, I have seen firsthand how difficult it can be for people to navigate aging, illness, caregiving, and long term care decisions. I have also experienced some of these challenges within my own family. One of the things I have learned over the years is that many seniors and caregivers are trying to navigate a maze of fragmented, confusing, and often inadequate services while also dealing with emotional, financial, and health related stress. Even finding accurate information or understanding what programs exist can be overwhelming for people. I would value the opportunity to contribute in a meaningful way, help bring awareness to some of these issues, and support programs and conversations that benefit older adults in Burbank. I also believe it is important for boards and commissions to include people who have direct experience working with seniors and families on a day to day basis and who understand the practical realities many residents are facing.

Education
BSW Social Work, MSW Social Work
Additional Pertinent Courses or Training
Other Pertinent Skills, Experience or Interests
Community Involvement
Specify current or prior service on a City Board, Commission or Committee, listing specific the specific Board, Commission, or Committee and dates of prior service.:

I have not previously served on a City Board, Commission, or Committee.

List Community activities in which you are involved:
n/a
If you are related to any City of Burbank employee(s), please state their name(s), relationship(s), and department(s). If you are not related to a City of Burbank employee, please put N/A.
n/a
Conflict of Interest
Conflict of Interest:

Jodi Alexander
724
725
What are your goals in serving on this Board/Commission/Committee? My goal in serving would be to help bring awareness to some of the real challenges older adults and caregivers face and to support programs and conversations that help seniors remain connected, informed, and supported within the community. Through both my professional and personal experiences, I have seen how difficult and confusing it can be for people to navigate healthcare systems, long term care options, and community resources, especially during stressful periods in their lives. I would also hope to serve as someone who can offer practical perspective based on many years of working directly with seniors and families and listening to the concerns and experiences of people in the community. I am also at a point in my life where I have the time and ability to give back to my community in a more meaningful way, and this feels like an opportunity where my experience could be useful.

Second Choice
SECOND choice for Board/Commission/Committee appointment:
n/a
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
What are your goals in serving on this Board/Commission/Committee? Supplemental Questions (Infrastructure Oversight Board Only) Acknowledgment
Jodi Alexander
726
727
728
729
730
731
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Senior Citizen
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

Psychology classes, Aging and Advocacy classes, volunteer experience at Jewish Family Services Adult Facility, Peer Support training.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

Supplemental Questions (Infrastructure Oversight Board Only) Jason Napolitano
732
733
734
735
736
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Senior Citizen Board
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.

See resume attached.

What are your goals in serving on this Board/Commission/Committee? Contribute to quality environment for seniors in our community.

Second Choice
SECOND choice for Board/Commission/Committee appointment:

MICHAEL A CAGGIANO
737
738
MAC AssociatesCONSTRUCTION CONSULTANTS, Inc
Los Angeles ⚫ Portland
January 2017 [Tax I.D. 95-4754700
Closed Corporation 2014]
MICHAEL A. CAGGIANO, AIA
President
PROFESSIONAL LICENSES/REGISTRATION (CURRENT):

Registered Architect -California (1980), Oregon (1981) (Both Licenses Retired/Inactive 2014) General Contractor - California (1980) Retired License 2014 Real Estate Salesman - California (1975) Retired License 2005 Community College Life Teaching Credential [Architecture] - California (1971) Governor’s Office of Emergency Services (OES) Building Inspector/Structural Engineering Associate - California ( 1996) License Allowed to Expire/Not Renewed

EDUCATION
Associate of Arts, Glendale City College (1964)
Bachelor of Architecture, University of Southern California (1969) Master of Architecture, University of Southern California (1971) Post-graduate: Gerontology, Ethel Percy Andrus Gerontology Center, University of Southern California (1971-73)
AIA Continuing Education: Various resources, annually

PROFESSIONAL EXPERIENCE
MAC Associates (1998 -2014) - Forensic Architect/Contractor/Realtor formerly VP of CCL Construction Consultants, Inc. (1991 - 1998) - Forensic Architect/Contractor/Realtor Trial experience: California & Oregon courts qualified. Construction defects and claims analysis. California Civil Code §2079 transfer disclosure & Realtor® standard of care. Evaluate designers’, contractors’ and Realtors’® respective performance to determine responsibilities for 739

Page 2 of 6 ends

Burbank City CouncilJuly 21, 2026

Burbank City Council
July 21, 2026