Agenda packet, first session — Glendale City Council, July 12, 2022 (part 1 of 3)

A G E N D A

GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
Meetings are broadcast live on Glendale TV, viewable on Spectrum Cable, channel 6, and AT&T U- verse, channel 99. Meetings are also streamed live in high definition (HD) on the city's webpage, glendaleca.gov/live , on YouTube.com/myglendale , and on Apple TV, Roku, and Amazon Fire devices using a free app called Screenweave and choosing “Glendale TV” from the menu. Meetings are also archived on the City Website for viewing anytime at glendaleca.gov/agendas . Call (818) 548-4013 for program schedules. DVDs of the proceedings are available for purchase in the City Clerk's Office.

For public comments and questions during the meeting, call (818) 937-8100. Public comments on a specific agenda item will be taken when that agenda item is discussed. If you have any question about matters on the agenda, or requests for assistance, please contact the City Clerk at (818) 548-2090 during regular business hours.

PLEASE TURN OFF CELLULAR PHONES WHILE INSIDE THE MEETING LOCATION In compliance with the Americans with Disabilities Act (ADA) of 1990, auxiliary hearing aids, sign language translation, and Braille transcripts are available upon request. Assisted listening devices are available same-day upon request. At least 48 hours (or two business days) notice is required for requests regarding sign language translation and Braille transcription services. All documents related to open session items on this agenda that are received less than 72 hours prior to this meeting, and are public records, will be available for review in the Office of the City Clerk, 613 E. Broadway, RM 110, Glendale, CA 91206.

Translation services are provided for meetings through the use of bilingual staff for speakers who wish to utilize the service as available. Speakers should state their request by contacting the City Clerk’s office at (818) 548-2090, at least 24 hours prior to the scheduled meeting. Please specify the language for which you require translation. The exclusive use of City provided interpreters is not required and persons are welcome to use their own interpreter or speak in their native language.

JULY 12, 2022

ROLL CALL

1. CLOSED SESSION – 1:00 PM (To Commence at 3:00 PM )
a. Conference with Legal Counsel – Pending Litigation: Claim of State Farm (Vardanyan), Claim No. 22-0011
b. Conference with Legal Counsel – Mercury Insurance (Voskanian) c. Public Employee Appointment – Chief Human Resources Officer 1 TYPED 7/8/2022 10:48:10 AM
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d. Conference with Legal Counsel – Anticipated Litigation: Significant exposure litigation pursuant to paragraph subdivisions (d)(2) and (e)(5) of Section 54956.9:

One (1) potential case
e. Conference with real property negotiators: Property location – Real property generally located at the terminus of New York Avenue near Park Vista Drive, commonly referred to as “Mountain Oaks.” Negotiating parties: F.E. & M. Inc.

Employee’s Defined Contribution Plan Trust dated July 10, 1984. Agency negotiators attending the closed session are: Roubik Golanian, Michael J. Garcia, Gillian van Muyden, John Takhtalian, Silvio Lanzas, Jason Bradford, Christine Powers and Onnig Bulanikian. Instructions to the negotiator(s) will concern the price and terms for the acquisition of property
f. Conference with Legal Counsel - Pending Litigation: F.E. & M. Inc. Employee’s Defined Contribution Plan Trust dated July 10, 1984 v. City of Glendale et al., L.A.S.C.

Case No. BS16989

2. REGULAR BUSINESS AGENDA – 6:00 PM (To Commence at 7:00 PM) Roll Call
a. Flag Salute: Mayor Kassakhian
b. Invocation: Aram Adjemian, City Clerk
c. Report of City Clerk, re: Posting of Agenda. The Agenda for the July 12, 2022 Regular Meeting of the Glendale City Council was Posted on July 7, 2022 on the Bulletin Board Outside City Hall.

3. PRESENTATIONS AND APPOINTMENTS
a. Agenda Preview for the Meetings of Tuesday, July 19, 2022 b. Parks and Recreation Month Proclamation

1. Motion Awarding a Contract to HLR Media, LLC DBA Glendale Independent, sole responsible bidder, Specification No. 3933
c. Fire Department, re: Regarding Used Oil Recycling Grant and Payment Program (OPP) Fiscal Year 2022/2023 Grant Application

1. Resolution Authorizing the Submittal of an Application to the California Department of Resources Recycling and Recovery (CalRecycle) for the 2022/2023 Used Oil Payment Program (OPP)
d. Fire Department, re: Amendment of Professional Services Agreement with Digital EMS Solutions Inc. to provide Electronic Patient Care Reporting System (ePCR) services to the Fire Department

1. Motion Authorizing the City Manager to amend the current agreement between Digital EMS Solutions Inc. and the Glendale Fire Department for the renewal of ePCR services for the fiscal year 22-23 and an optional two additional years 2 TYPED 7/8/2022 10:48:10 AM
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e. Fire Department, re: Acceptance of funding from the United States Department of Homeland Security, 2020 State Homeland Security Grant Program (SHSGP), in the amount of $49,000

1. Motion to approve the Glendale Fire Department’s participation in the FY 2020 State Home Security Program (SHSP) Grant Subaward and to authorize the City Manager to accept grant funds in the amount of $49,000, and to execute the necessary agreements, certifications, and other documents required to accept the grant funds

2. Approve Resolution of Appropriation
f. Fire Department, re: Adoption of a new Emergency Operations Plan (EOP)

1. Motion to adopt and promulgate the EOP
g. Public Works, re: CalRecycle Beverage Container Recycling and Senate Bill 1383 Local Assistance Grants

1. Resolution of Appropriation in the amount of $338,838 for the Senate Bill 1383 Local Assistance Grant Project and CalRecycle Grant FY 2021-22 Project

5. CITY COUNCIL/STAFF COMMENTS

6. COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes)

7. ADOPTION OF ORDINANCES

8. ACTION ITEMS
a. Community Development, re: Vision Zero - Introduction and Update Report

1. Motion to note and file the report regarding Vision Zero and provide direction to staff regarding next steps
b. Human Resources, re: Memorandum of Understanding Between the City of Glendale and Glendale Management Association on Behalf of Fire Sworn Managers

1. Resolution approving and adopting the Memorandum of Understanding between the City of Glendale and Glendale Management Association (GMA) - Fire Sworn Managers commencing July 1, 2022 through June 30, 2025

2. Resolution approving and adopting Classification Titles and Compensation for Employees Covered by the Glendale Management Association Memorandum of Understanding and GMA-Exempt Classifications
c. Human Resources, re: Memorandum of Understanding (MOU) Between the City of Glendale and Glendale Police Officers’ Association (GPOA) and Resolutions Addressing the Terms and Conditions of Said MOU, and Classification and Compensation of Affected City Employees

1. Resolution approving and adopting the Memorandum of Understanding between the City of Glendale and Glendale Police Officers’ Association (GPOA) commencing July 1, 2022 through June 30, 2024

2. Resolution providing for the establishment of classification titles and compensation for employees covered by the Glendale Police Officers’ Association (GPOA) MOU

3. Resolution of Appropriation in the sum of $1,405,456 to provide funding for the MOU agreement between the City and Glendale Police Officers’ Association (GPOA) for the fiscal year commencing July 1, 2022 through June 30, 2023 d. City Attorney, re: Renewal of Excess Liability & Law Enforcement Liability Insurance for Fiscal Year 2022-23
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1. Motion authorizing the annual renewal of excess liability and law enforcement liability insurance policies for the City's 2022-23 fiscal year, in an amount not to exceed $4,478,993

2. Resolution of Appropriation to appropriate $1,218,921 for the annual renewal of the Excess Liability policy

9. HEARINGS
a. Public Works, re: Approval of the Final's Engineer's Report and Ordering the Levy and Collection of Annual Assessments for the North San Fernando Road Corridor Landscape Maintenance District for FY 22-23

1. Resolution Approving the Engineer’s Annual Levy Report for the City of Glendale’s North San Fernando Road Corridor Landscape Maintenance District for Fiscal Year 2022-23

2. Resolution Ordering the Levy and Collection of the City of Glendale’s North San Fernando Road Corridor Landscape Maintenance District for Fiscal Year 2022-23

10. REPORTS - INFORMATION

11. WRITTEN COMMUNICATIONS

12. ORAL COMMUNICATIONS
Discussion is Limited to Items NOT a Part of this Agenda. Council May Question or Respond to The Speaker But There Will be no Debate or Decision. The City Manager May Refer the Matter to the Appropriate Department for Investigation and Report.

13. NEW BUSINESS

14. ADJOURNMENT
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4A

M I N U T E S

GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
JUNE 7, 2022
ROLL CALL – All Present

1. CLOSED SESSION – 4:48 p.m.
a.Conference with Legal Counsel – Pending Litigation: Benson v. City of Glendale, L.A.S.C. Case No. 18STCV05002
b.Conference with Labor Negotiators. The City-designated negotiators attending the closed session are: Roubik Golanian, Michael J. Garcia, Gillian van Muyden, John Takhtalian, Aymee Martin, Jason Bradford, Carl Povilaitis, and Laura Kalty. The name of the employee organization is: Glendale Police Officers’ Association
c.Conference with Labor Negotiators. The City-designated negotiators attending the closed session are: Roubik Golanian, Michael J. Garcia, Gillian van Muyden, John Takhtalian, Aymee Martin, Jason Bradford, and Silvio Lanzas.

The name of the employee organization is: Glendale Management Association d.Public Employment – Attorneys
e.Conference with Real Property Negotiators. Agency negotiators attending the closed session are: Roubik Golanian, Mike Garcia, Gillian van Muyden, John Takhtalian, Peter Zovak, Mike Fortney, Michelle Shahnazarians, and Jason Bradford. Instructions to the negotiator(s) will concern the price and terms for the acquisition of property.

Property No. 1 Location: 332-346 W. Cerritos and 341 Mira Loma. Negotiating parties: Kefalonia Holdings, LLC.

Property No. 2 Location: 426 Piedmont Avenue. Negotiating Parties: Berg Senior Services, LLC.

Item 1e taken out of the agenda. City Attorney Mike Garcia indicated that action is not anticipated. Council recessed to Closed Session at 4:48 p.m.

2. REGULAR BUSINESS AGENDA – 6:13 PM
Roll Call – All Present
a.Flag Salute: Mayor Kassakhian
b.Invocation: Aram Adjemian, City Clerk
c.Report of City Clerk, re: Posting of Agenda. The Agenda for the June 7, 2022 Regular Meeting of the Glendale City Council was Posted on June 1, 2022 on the Bulletin Board Outside City Hall.

3. PRESENTATIONS AND APPOINTMENTS
a.Agenda Preview for the Meetings of Tuesday, June 14, 2022 Deputy City Manager John Takhtalian provided the preview. 5 of 605
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4. CONSENT ITEMS (Including Minutes)
The following are Routine and May be Acted Upon by One Motion. Any Member of Council or the Audience Requesting Separate Consideration May do so by Making Such Request Before Motion is Proposed.
a.City Clerk, re: Minutes of the Regular City Council meeting of April 12, 2022, May 3, 2022, May 10, 2022, and May 24, 2022 and the Special City Council meetings of February 25, 2021, May 5, 2022, May 10, 2022 at 9:00am, May 10, 2022 at 3:00pm, and May 19, 2022 at 9:00 am and the Joint City Council and Housing Authority meeting of May 10, 2022 and May 24, 2022
Moved: Agajanian Seconded: Brotman
b.City Clerk, re: Legal Advertising Contract for the City of Glendale, in Connection with Specification No. 3933

1. Resolution 22-77 Adopting Specs and Directing the City Clerk to Advertise for Bids Moved: Agajanian Seconded: Brotman
c.Glendale Water and Power, re: Extension of Master Services Agreement (MSA) with Crown Castle Fiber, LLC for Dark Fiber and Colocation Services

1. Resolution 22-79 to dispense with competitive bidding, and authorize the City Manager, or his designee, to amend the Management Services Agreement (MSA) with Crown Castle Fiber, LLC for dark fiber and colocation services extending the term through June 30, 2023, and authorizing three subsequent annual one-year term extension options
Moved: Agajanian Seconded: Brotman
d.Glendale Water and Power, re: Award of Contract to Maxim Crane Services, LP for Glendale Water & Power (GWP) Crane Rental and Rigging Services

1. Motion authorizing the City Manager, or his designee, to enter into and execute a not to exceed contract in the amount of $600,000 for three years with an option to extend for two years in an additional amount of $400,000 with Maxim Crane Works, LP, for Crane and Rigging Services for Glendale Water & Power (GWP), Specification No. 3906
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian, Kassakhian
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian, Kassakhian
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian, Kassakhian
None
None
None
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Moved: Agajanian Seconded: Brotman

5. CITY COUNCIL/STAFF COMMENTS
Council Member Devine attended the following Events: Cars for Cops Event and Glendale Out Pride in the Park Event. There is an opening for the Transportation and Parking Commission and if anyone is interested, please submit an application to the City Clerk’s Office. She asked to adjourn in memory of Lila Ramirez.

Council Member Najarian is now a proud grandfather.

Mayor Kassakhian announced the visit of Raphael Bedros, an Armenian Catholic leader. He attended the Los Angeles Beirut Sister City Association Event. He announced that the Police Department had a successful presentation at the Homenetmen Ararat Chapter, talking to parents regarding drug crises and addiction. He asked staff to provide a report to establish a Sister City relationship with Martuni, Artsakh. Najarian seconded. He followed-up with staff regarding the report on animated and digital signs and to have a moratorium on restaurant delivery app fees. Devine seconded.

6. COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes)
Tony Passarella
Edmond Hagopian

7. ADOPTION OF ORDINANCES
a.Management Services, re: AN ORDINANCE 5989 OF THE CITY OF GLENDALE, CALIFORNIA AMENDING PORTIONS OF CHAPTER 5.92 OF THE GLENDALE MUNICIPAL CODE, 1995, TO ALLOW FOR THIRD-PARTY ISSUANCE AND OVERSIGHT (Devine, 05/24/2022)
Moved: Devine Seconded: Agajanian

8. ACTION ITEMS
a.Police Department, re: Professional Service Agreement with Pasadena Humane Society for Animal Control Services
Staff Comment:

Robert William, Police Captain
Public Comment:

Victoria Valentine
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian, Kassakhian
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian, Kassakhian
None
None
None
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1. Motion authorizing the City Manager, or his designee, to execute an agreement with Pasadena Humane Society for animal control services for a five-year period in an amount not to exceed $5,010,464
Moved: Agajanian Seconded: Najarian

2. Ordinance for Introduction
Ordinance Introduced by: Devine
b.Public Works, re: One-year contract extension for Parking Citation, Delinquent Collections and Preferential Parking Permit Program Services

1. Resolution 22-80 dispensing with competitive bidding and authorizing the City Manager or his designee to execute an amendment to contract (#C105754A) with Professional Account Management LLC, an operating entity of Duncan Solutions (Duncan Solutions) for Parking Citation Processing, Delinquent Collections and Preferential Parking Permit Program Services extending the duration for one year and increasing the amount by $187,500
Moved: Agajanian Seconded: Brotman

9. HEARINGS

10. REPORTS - INFORMATION

11. WRITTEN COMMUNICATIONS

13. NEW BUSINESS
a.Motion authorized to retain McCune and Harber, LLP to assist the City Attorney’s Office as needed with pending litigation matters
Moved: Devine Seconded: Agajanian
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian, Kassakhian
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian, Kassakhian
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian, Kassakhian
None
None
None
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14. ADJOURNMENT– 6:49 p.m., adjourned in memory of Lila Ramirez Moved: Agajanian Seconded: Najarian
Mayor of the City of GlendaleCity Clerk of the City of Glendale 9 of 605
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M I N U T E S

GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor Glendale, CA 91206
JUNE 14, 2022 AT 6:00 PM
ROLL CALL – Absent: Kassakhian

1. CLOSED SESSION – 5:49 p.m.
a. Conference with Legal Counsel – Anticipated Litigation: Significant exposure litigation pursuant to paragraph subdivisions (d)(2) and (e)(2) of Section 54956.9: Two (2) potential cases
City Attorney Mike Garcia indicated that action is anticipated. Council recessed to Closed Session at 5:49 p.m.

2. REGULAR BUSINESS AGENDA – 6:36 PM
Roll Call – Absent: Kassakhian
a. Flag Salute: Mayor Pro Tem Najarian
b. Invocation: Aram Adjemian, City Clerk
c. Report of City Clerk, re: Posting of Agenda. The Agenda for the June 14, 2022 Regular Meeting of the Glendale City Council was Posted on June 8, 2022 on the Bulletin Board Outside City Hall.

3. PRESENTATIONS AND APPOINTMENTS
a. Agenda Preview for the Meetings of Tuesday, June 21, 2022 Regular Meetings for June 21 are cancelled and will resume on June 28, 2022. b. Proclamation in Support of Reproductive Freedom
Norma Rodriguez, Planned Parenthood

4. CONSENT ITEMS (Including Minutes)
The following are Routine and May be Acted Upon by One Motion. Any Member of Council or the Audience Requesting Separate Consideration May do so by Making Such Request Before Motion is Proposed.
a. Community Development, re: Professional Service Agreement Amendment to Increase Maximum Cost of Contract with Overland Pacific & Cutler by $70,000

1. Motion authorizing amendment to Professional Services Agreement with Overland Pacific & Cutler to increase the maximum cost by $70,000 for a new not-to-exceed amount of $316,778 over a three-year term Moved: Agajanian Seconded: Devine
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
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b. Community Services and Parks, re: Award of Contract for Landscape Maintenance of General Government Facilities, Specification No 3909

1. Motion authorizing the City Manager or a designee to execute a contract with Parkwood Landscape Maintenance, Inc. for the landscape maintenance of general government facilities under Specification No. 3909, for an initial term of 3 years at $1,979,892, with the city having the option to renew 2 additional one-year periods for a maximum five- year contract of $3,299,820, plus a 10% contingency of $329,982, for a total project allocated amount of $3,629,802 Moved: Agajanian Seconded: Devine
c. Finance, re: Unclaimed Checks and Deposits

1. Motion to escheat unclaimed checks and deposits held by various funds of the City pursuant to Government Code Sections 50050-50057
Moved: Agajanian Seconded: Devine
d. Public Works, re: Installation of a Citywide Battery Backup System (BBS) Project

1. Motion awarding a construction contract to Yunex LLC, in the amount of $614,300, approving a 15 percent contingency in the amount of $92,145, rejecting all other bids, and authorizing the City Manager or his designee to execute the contract
Moved: Agajanian Seconded: Devine

5. CITY COUNCIL/STAFF COMMENTS
Council Member Devine attended the Holy Family KOR Event.

Council Member Brotman asked staff to look into alternatives to install the “slow street sign” to avoid being knocked down so easily. Devine seconded. Council Member Agajanian is against these signs installed in the middle of the road due to safety. Director of Public Works Yazdan Emrani provided his comments. City Manager Roubik Golanian indicated that this item will be brought to Council for discussion.

Mayor Najarian announced funding for Glendale transit. He will be in the Metro Board to help design the criteria for which the money will be distributed.

Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
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6. COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes)
Tony Passarella

7. ADOPTION OF ORDINANCES
a. Police Department, re: AN ORDINANCE 5990 OF THE CITY COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA AMENDING CHAPTERS 6.04 AND 6.08 IN TITLE 6, OF THE GLENDALE MUNICIPAL CODE, 1995, RELATING TO DOGS AND CATS (Devine, 06/07/22)
Moved: Devine Seconded: Brotman

8. ACTION ITEMS
a. Finance, re: Annual Glendale Water and Power Transfer Staff Comment:

Roubik Golanian, City Manager

1. Resolution 22-84 Reducing the Percentage of Operating Revenues to be Transferred from Glendale Water and Power (Electric) to the General Reserve Fund for Fiscal Year 2021-22
Moved: Brotman Seconded: Devine
b. Finance, re: Adoption of the City’s FY 2022-23 Gann Appropriations Limit

1. Resolution 22-85 Adopting FY 2022-23 Gann Appropriations Limit Moved: Agajanian Seconded: Devine
Agenda out of order. Item 9a read next.
c. Public Works, re: Levy of Annual Assessment and Preparation of the Engineer’s Report for Fiscal Year 2022-23 for the North San Fernando Road Corridor Landscape Maintenance District
Staff Comment:

Roubik Golanian, City Manager
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
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1. Resolution 22-74 Initiating the Fiscal Year 2022-23 Levy of Annual Assessment and Ordering the Preparation of the Engineer’s Report
Moved: Agajanian Seconded: Devine

2. Resolution 22-75 Preliminarily Approving the Engineer’s Report for the Fiscal Year 2022-23 Levy and Collection of Annual Assessments
Moved: Agajanian Seconded: Devine

3. Resolution 22-76 Declaring the City Council’s Intention to Levy and Collect the Annual Assessment for Fiscal Year 2022-23
Moved: Agajanian Seconded: Devine
d. Public Works, re: Award Construction Contract for the Broadway Rehabilitation Project
Presenting:

Sarkis Oganesyan, Acting Asst. Director of PW

1. Motion awarding a construction contract to Hardy & Harper, Inc., in the amount of $3,670,000, approving a 15 percent contingency in the amount of $550,500, rejecting all other bids, and authorizing the City Manager or his designee to execute the contract
Moved: Brotman Seconded: Agajanian

2. Resolution 22-91 of appropriation to appropriate and transfer funds in the amount of $573,250 for the Broadway Rehabilitation Project
Moved: Brotman Seconded: Agajanian
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
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e. Public Works, re: Award Construction Contract for the Maintenance District 6 Pavement Rehabilitation Phase I Project
Presenting:

Sarkis Oganesyan, Acting Asst. Director of PW

1. Motion awarding a construction contract to Toro Enterprises, Inc., in the amount of $4,153,565.90, approving a 10 percent contingency in the amount of $415,356.59, rejecting all other bids, and authorizing the City Manager or his designee to execute the contract
Moved: Agajanian Seconded: Devine

2. Motion authorizing an amendment to professional services agreement 8000099 with KOA Corporation, for construction management and inspection, increasing the agreement amount by $95,040, and authorizing the City Manager or his designee to execute the professional services agreement amendment Moved: Agajanian Seconded: Devine

3. Resolution 22-92 of appropriation to transfer funds in the amount of $354,741.60 for the Maintenance District 6 Pavement Rehabilitation Phase I Project Moved: Agajanian Seconded: Devine
f. City Attorney, re: City Clerk’s Certification of Sufficiency of Signatures on Hotel Worker Safety Protections and Fair Compensation Based on Assigned Work Initiative Measure and Request for Further Direction from City Council Presenting:

Mike Garcia, City Attorney
Public Comments:

Danielle Wilson
Carolina Gonzales
Theresa Sanchez
Aida Fuentes Rivera
Sigrid Bantleon
Alexander Gedo
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
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Ingres Resinos
Tom Meyer
Isabel Valencia
Dylan Foster
Selipa Mayo
Asalya Junifbai
Norman Hernandez
Jeffrey, Creed LA
Elavio Gonzalez
Malcolm Johnson
Alex Chavez, translator

1. Resolution 22-93 to Receive, File and Accept Certificate of Sufficiency of Initiative Petition from the City Clerk
Moved: Brotman Seconded: Devine

2. Motion Directing City Manager to Prepare a Report Under Elections Code Section 9212 Analyzing the and Other Impacts of Proposed Initiative Moved: Brotman Seconded: Devine

3. Introduction of Ordinance Amending the Glendale Municipal Code to add Chapter

5.120, “Hotel Worker Protection Ordinance”
Ordinance introduced by: Brotman

4. Motion Directing Staff to Prepare Resolutions Necessary to Place the Initiative Measure on the Ballot at the next General Municipal Election or at a Special Election

9. HEARINGS
a. Finance, re: FY 2022-23 Budget Hearing and Adoption
Hearing opened at 7:05 p.m. and closed at 7:16 p.m.

Staff Comment:

Roubik Golanian, City Manager
Presenting:

Jason Bradford, Director of Finance/Information Technology Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
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1. Hold a Public Hearing on the FY 2022-23 Proposed Citywide Budget Moved: Brotman Seconded: Devine

2. Resolution 22-86 Adopting the FY 2022-23 City of Glendale Budget Moved: Brotman Seconded: Devine

3. Resolution 22-87 Providing for the Establishment of Classification Titles and Compensation for Employees of the City of Glendale Covered by the Glendale Management Association Memorandum of Understanding, Including Employee Relations Exempt Classifications
Moved: Brotman Seconded: Devine

4. Resolution 22-88 Providing for the Establishment of Classification Titles and Compensation for Employees of the City of Glendale Covered by the Glendale City Employees’ Association Memorandum of Understanding, Including Confidential and Hourly Classifications
Moved: Brotman Seconded: Devine

5. Resolution 22-89 Providing for the Establishment of Classification Titles and Compensation for Appointed Executive Level Employees of the City of Glendale Moved: Brotman Seconded: Devine
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
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CC8

6. Resolution 22-90 to Amend the Glendale Water & Power Public Benefit Programs Plan and the Low Carbon Fuel Standard Programs Plan for Fiscal Year 2021-22 and 2022-23 and Authorize Agreements to Implement Said Programs Moved: Brotman Seconded: Devine

10. REPORTS - INFORMATION

11. WRITTEN COMMUNICATIONS

Tamar Movsesyan
Lusik Gazaryan
Allen Dish
Ramella Heragi

13. NEW BUSINESS
a. Motion to compromise and enter into Settlement Offer No. R4-2022-0070 by California Water Boards Los Angeles Regional Water Quality Control Board to settle the Notice of Violation against the City of Glendale associated with storm water discharges for Grayson Power Plant
Moved: Devine Seconded: Agajanian

14. ADJOURNMENT – 8:28 p.m.

Moved: Devine Seconded: Agajanian
Mayor of the City of Glendale
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
City Clerk of the City of Glendale
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian (pro tem)
None
Kassakhian
None
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HA 4A

M I N U T E S
SPECIAL MEETING: GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
JUNE 7, 2022
The Special Public Meeting of the Glendale City Council convened in the City Hall Council Chambers, in said City, at 3:07 p.m. on the above date, pursuant to a call for such meeting signed by the City Clerk of the City Council, and on file with the City Clerk, a copy of which is as follows:

May 17, 2022
Date
A SPECIAL PUBLIC MEETING of the City Council is hereby called to meet at 3:00 PM on Tuesday, June 7, 2022, in the Council Chamber, 613 E. Broadway, 2nd Floor, Glendale, CA 91206 to consider the following item(s) of business, to wit;

1.Community Development, re: Three-Year Economic Development Strategic Plan a.Resolution to adopt and file the City of Glendale’s Three Year Economic Development Strategic Plan (2022 – 2025)

2.Community Development, re: Streetcar Feasibility Final Report a.Motion to Note and File Glendale Streetcar Feasibility Study Final Report b.Motion Providing Direction Regarding Next Steps To Advance Streetcar Feasibility Study Written Notice of said meeting was given, which Notice consisted of a copy of the foregoing Call, and was served on each Member of the Council not joining in the Call, and upon the in said City not less than 24 hours before the time fixed in said Call for said meeting, as follows:

Upon Robert Adjinian at 5:00 p.m. May 17, 2022 Glendale, CA Upon Vrej Agajanian at 5:00 p.m. May 17, 2022 Glendale, CA Upon Dan Brotman at 5:00 p.m. May 17, 2022 Glendale, CA Upon Ardy Kassakhian at 5:00 p.m. May 17, 2022 Glendale, CA Upon Ara Najarian at 5:00 p.m. May 17, 2022 Glendale, CA Upon Laura Parazian at 5:00 p.m. May 17, 2022 Glendale, CA Upon Paula Devine at 5:00 p.m. May 17, 2022 Glendale, CA Mayor Kassakhian called the meeting to order at 3:08 p.m.

ROLL CALL
- All Present
- Report of the City Clerk of the City Council, re: Posting of Agenda. The Agenda for the Tuesday, June 7, 2022 Special Public Meeting of the City Council was posted on June 1, 2022 on the Bulletin Board Outside City Hall.

1.Community Development, re: Three-Year Economic Development Strategic Plan Staff Comments:

Roubik Golanian, City Manager
Bradley Calvert, Asst. Director of Community Development 18 of 605
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HA
Presenting:

Soua Vang, Deputy Director of Community Development/Economic Dev.

Public Comments:

Rick Lemmo, Downtown Glendale Association
Ani Keshishian
a.Resolution 22-78 to adopt and file the City of Glendale’s Three Year Economic Development Strategic Plan (2022 – 2025)
Moved: Devine Seconded: Brotman

2.Community Development, re: Streetcar Feasibility Final Report Staff Comments:

Roubik Golanian, City Manager
Mike Garcia, City Attorney
Presenting:

Bradley Calvert, Asst. Director of Community Development a.Motion to Note and File Glendale Streetcar Feasibility Study Final Report Moved: Brotman Seconded: Devine
b.Motion Providing Direction Regarding Next Steps To Advance Streetcar Feasibility Study Adjournment – 4:48 p.m.

Moved: Agajanian Seconded: Najarian
Mayor of the City of GlendaleCity Clerk of the City of Glendale Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian, Kassakhian
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Brotman, Devine, Najarian, Kassakhian
None
None
None
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SP CC1 4A

M I N U T E S
SPECIAL MEETING: GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
JUNE 14, 2022
The Special Public Meeting of the Glendale City Council convened in the City Hall Council Chambers, in said City, at 2:50 p.m. on the above date, pursuant to a call for such meeting signed by the City Clerk of the City Council, and on file with the City Clerk, a copy of which is as follows:

June 14, 2022
Date
A SPECIAL PUBLIC MEETING of the City Council is hereby called to meet at 2:00 PM on Tuesday, June 14, 2022, in the Council Chamber, 613 E. Broadway, 2nd Floor, Glendale, CA 91206 to consider the following item(s) of business, to wit;

1.Community Development, re: Request for Approval of Stage II Final Design Review and Development Agreement for a New 294-Unit, 24-Story Multi-Family Residential Project – “Lucia Park”, located at 620 N. Brand Boulevard and 625 N. Maryland Avenue
a. Resolution Adopting the Sustainable Communities Environmental Assessment and Mitigation Monitoring and Reporting Program for the Lucia Park Project b. Motion to Approve Stage II Design Review
c. Introduction of Ordinance for Development Agreement
d. Motion Continuing the Matter until June 28, 2022 and Directing the City Attorney to Prepare Findings in Support of Denial of Stage II Design Review Written Notice of said meeting was given, which Notice consisted of a copy of the foregoing Call, and was served on each Member of the Council not joining in the Call, and upon the in said City not less than 24 hours before the time fixed in said Call for said meeting, as follows:

Upon Vrej Agajanian at 5:00 p.m. June 14, 2022 Glendale, CA Upon Dan Brotman at 5:00 p.m. June 14, 2022 Glendale, CA Upon Ardy Kassakhian at 5:00 p.m. June 14, 2022 Glendale, CA Upon Ara Najarian at 5:00 p.m. June 14, 2022 Glendale, CA Upon Paula Devine at 5:00 p.m. June 14, 2022 Glendale, CA Mayor Pro Tem Najarian called the meeting to order at 3:50 p.m.

ROLL CALL
- Absent: Kassakhian
- Report of the City Clerk of the City Council, re: Posting of Agenda. The Agenda for the Tuesday, June 14, 2022 Special Public Meeting of the City Council was posted on June 8, 2022 on the Bulletin Board Outside City Hall.

Vilia Zemaitaitis, Principal Planner
Staff Comment:

Mike Garcia, City Attorney
Public Comments:

Rodney Khan, Developer
John Friedman, Architect
Tony Maniscalchi
Jerred Langford
Michael McCarron
Josh Christensen
Cathy Jurca
Francesca Smith
John Schwab-Sims
Lee Smith
Albert Duarte
Kathleen Kaufman
Sean Bilbo
Ray Morales
Brian Germain
Samuel
Daniel Osborn
Zach Strasters
Godfrey Wachira
Burt Culver
Shomari Davis
Jason Valenzuela
Kevin Carmichael
Brian Flynn
Desiree Vicente
Angel Ebrahimi
Luis Porres
Gohar Yeremyan
Tony Locacciato, Consultant
a. Resolution 22-83 Adopting the Sustainable Communities Environmental Assessment and Mitigation Monitoring and Reporting Program for the Lucia Park Project Moved: Agajanian Seconded: Devine
b. Motion to Approve Stage II Design Review
Moved: Agajanian Seconded: Devine
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Devine, Najarian (pro tem)
Brotman
Kassakhian
None
Ayes:

Noes:

Absent:

Abstain:

Agajanian, Devine, Najarian (pro tem)
Brotman
Kassakhian
None
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SP CC3
c. Introduction of Ordinance for Development Agreement
Introduced by: Agajanian
d. Motion Continuing the Matter until June 28, 2022 and Directing the City Attorney to Prepare Findings in Support of Denial of Stage II Design Review Adjournment – 5:50 p.m.

Moved: Devine Seconded: Agajanian
Mayor of the City of Glendale
City Clerk of the City of Glendale
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4b

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Award of Contract for FY 2022/2023 Legal Advertising for the City of Glendale -

1. Motion Awarding a Contract to HLR Media, LLC DBA Glendale Independent, sole responsible bidder, Specification No. 3933

COUNCIL ACTION
Item Type: Consent Calendar
Approved for July 12, 2022 calendar

EXECUTIVE SUMMARY
A motion is presented for Council’s consideration to award a contract for Legal Advertising for Fiscal Year 2022/2023 to HLR Media, LLC DBA Glendale Independent as the sole responsible bidder of general circulation which shall be published in the City of Glendale according to Article VI. Section II of the Glendale City Charter. 23 of 605
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4 3

COUNCIL PRIORITIES
Not Applicable.

RECOMMENDATION
Adopt a Motion awarding the contract for Legal Advertising for the City of Glendale for FY 2022/2023 to HLR Media, LLC dba Glendale Independent.

BACKGROUND
On June 7, 2022, the City Council approved Specification No. 3933 for the FY 2022/2023 Legal Advertising contract and directed the City Clerk to advertise for bids. A bid was received on June 22, 2022 from Glendale Independent in the amount of $2.70 per lineal inch for the first insertion and $2.70 for the subsequent insertion.

ANALYSIS
The Council shall annually call for bids for all official advertising of the city pursuant to specifications which shall first be approved by the Council.

The City Clerk’s advertising account is driven totally by outside forces based on the number of hearings being advertised for City Council and various other boards and commissions, and the publication of ordinance summaries. There is no control over the number of hearings, as they are generated by public demand. Ordinance summaries are published as they are adopted by the City Council, also being driven by circumstances beyond the control of the City Clerk.

STAKEHOLDERS/OUTREACH
Not Applicable.

FISCAL IMPACT
An appropriation of $60,000 to fund legal advertising was approved as a part of the FY 2022-23 budget. No new appropriation is being requested at this time. The approved funding is outlined below:

Existing Appropriation
Amount Account String Funding Source
$60,000 44200-1010-CCD-0010-P0000 General Fund

ENVIRONMENTAL REVIEW (CEQA/NEPA)
Not applicable.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: Pass a motion to award a contract for legal advertising for Fiscal Year 2022/2023 to HLR Media, LLC DBA Glendale Independent.
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Alternative 2: Reject the sole bid and direct staff to re-advertise for bids.

Alternative 3: Consider any other alternative not proposed by staff within the limits of Article VI, Section 11 of the Glendale Charter.

ADMINISTRATIVE ACTION
Prepared by:

Aram Adjemian, City Clerk
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Exhibit 1: Advertising Agreement Contract
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C:\inetpub\wwwroot\Glendale\temp\CC_07122021_Motion_4b1.pdf M o t i o n
Moved by Councilmember , seconded by
Councilmember , that HLR Media, LLC DBA Glendale
Independent is the sole responsible bidder for Legal advertising for the City of Glendale for Fiscal Year 2022/2023, in accordance with Specification No. 3933, and Charter Article VI, Section 11, and that the said bid be and the same is hereby accepted. The City Manager or his designee is authorized to execute an agreement with HLR Media, LLC DBA Glendale Independent for said services for the fiscal year 2022-23 for an amount not to exceed $60,000. The agreement shall be subject to the review and approval as to form by the City Attorney.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
26 of 605
1 ADVERTISING AGREEMENT CONTRACT
THIS AGREEMENT is made as of the day of , 2022 by and
between HLR Media, LLC DBA Glendale Independent, hereinafter designated as the “Publisher”, and the CITY OF GLENDALE, a municipal corporation, hereinafter designated as the “City”.

1. For the hereinafter-mentioned consideration, the Publisher agrees to publish in Glendale Independent, a newspaper of general circulation printed, published and circulated in the City of Glendale, such official advertising of the City of Glendale as its City Council may direct to be published in a newspaper of general circulation, for a period beginning on the 1st day of July, 2022, and ending on the 30 th day of June, 2023 and for such reasonable period of time thereafter as may be necessary for the City to consummate a new contract for such advertising.

2. Publisher agrees that all of such advertising shall be done in accordance with Specification No. 3933 for legal advertising in the City of Glendale, which specification is now on file in the office of the City Clerk of the City of Glendale. Said specification is by this reference incorporated herein and made a part of this contract.

3. Publisher agrees to deliver, on the day of issue, without extra charge therefore, thirty-nine (39) copies of each issue of said paper, with inserts, during the period covered by this Contract, to be distributed to the following departments of the City of Glendale: to wit:
At the City Hall – 11 copies
4 – City Manager
2 – City Clerk
4 – City Attorney
1 – Parks
At the Municipal Services Building – 15 copies
3 – Public Works Administration
1 – Permit Services
5 – Community Development
1 – Zoning
2 – Engineering Section
1 – Traffic and Transportation
1 – Fire Chief
1 – Building Inspection
At the Perkins Building – 8 copies
1 – Director of Finance
1 – City Treasurer
1 – GWP Administration
1 – Commercial Operations Supervisor
3 – Community Development (Housing)
1 – Purchasing
At the Office of the Chief of Police – 5 copies
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2 Additionally, the contractor shall provide, without extra charge, unlimited access to archives of past publications (archived publications) whether internet, web-based or otherwise. If internet or web-based, contractor shall provide a password or passcode, if needed, to the City Clerk, City Attorney and City Manager to permit access to the archived publications during the period covered by the contract.

4. The City agrees to pay to the Publisher, and the Publisher agrees to accept the sum of Two Dollars and Ninety Cents ($2.70) per lineal inch of column one and one-half (1-1/2) inches wide for the first insertion of any said advertising, and Two Dollars and Ninety Cents ($2.70) per lineal inch of column one and one-half (1-1/2) inches wide for the second and each subsequent insertion of the same advertising, which prices include the furnishing by the Publisher of two (2) printed copies of all advertising as provided in said specification.

The parties hereto have executed this Agreement as of the day and year first above written.

Glendale Independent
APPROVED AS TO FORM:

By
City Attorney Date

CITY OF GLENDALE, CALIFORNIA
By
City Manager
Director of Finance
By
City Clerk
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4c

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Regarding Used Oil Recycling Grant and Payment Program (OPP) Fiscal Year 2022/2023 Grant Application

1. Resolution Authorizing the Submittal of an Application to the California Department of Resources Recycling and Recovery (CalRecycle) for the 2022/2023 Used Oil Payment Program (OPP).

COUNCIL ACTION
Item Type: Consent Calendar
Approved for July 12, 2022 calendar

EXECUTIVE SUMMARY
Since 1993, the Fire Department has established and managed the Used Oil Curbside Collection Program. This free service to Glendale residents picks up their used oil and oil filters on a monthly basis. The Fire Department annually collects from the curbside program and household hazardous waste programs over 8000 gallons of used oil and 3000 pounds of oil filters and sends them to be recycled. This OPP Grant provides funding that assist in the continuing safe disposal of used oil and oil filters. 29 of 605
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COUNCIL PRIORITIES
Environmental Stewardship: Submitting this grant application will help to provide funding to prevent the improper disposal of used motor oil and protect the environment from oil contamination.

RECOMMENDATION
It is requested that the City Council approve the attached resolution to submit an application for grant funds for curbside collection of used oil and oil filters.

BACKGROUND
Since 1992, the Glendale Fire Department’s Environmental Management Center (EMC) has been successful in securing this grant in order to provide curbside collection of used oil and oil filters from Glendale residents. The program collects and recycles more than 8,000 gallons of used motor oil annually.

The recommended action will authorize the Glendale Fire Department to submit an application to the California Department of Resources Recycling and Recovery (CalRecycle) for the 2022/2023 Used Oil Payment Program (OPP).

This grant is awarded to local government agencies for programs that provide used oil collection opportunities. The funding from this grant can partially offset the salary and benefits of the position assigned to the Used Oil Recycling Program, as well as other program-related costs (i.e., programming, materials, training).

The objective is to continue our effective curbside collection program that provides Glendale residents an environmentally appropriate disposal option for used motor oil. This program is in addition to our Wednesday and Saturday Household Hazardous Waste collection days at the EMC. The Thursday curbside collection program is available by appointment to Glendale residents only.

The principle goal of this program is to divert hazardous waste from being disposed of at the City’s Scholl Canyon Landfill and to reduce incidents of illegal disposal, and injury to the public and the environment.

ANALYSIS
N/A

STAKEHOLDERS/OUTREACH
The stakeholders include all Glendale residents that change the motor oil and oil filters on their personal vehicles. The Fire Department will use a combination of methods for outreach, including social media, mailers, and informational booths at City events.

FISCAL IMPACT
There is no fiscal impact associated with this report.
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ENVIRONMENTAL REVIEW (CEQA/NEPA)
N/A

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: The City Council may consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Prepared by:

Foster McLean, Fire Marshal
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Exhibit #1: Resolution Authorizing the Glendale Fire Department to submit the 2022/2023 Used Oil Payment Program (OPP) application to CalRecycle. 31 of 605
temp_0E04B8.docx
1 RESOLUTION NO.

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE

AUTHORIZING SUBMITTAL OF AN APPLICATION FOR USED OIL

PAYMENT PROGRAM (OPP)
WHEREAS, pursuant to Public Resources Code §48690 the Department of Resources Recycling and Recovery (CalRecycle), formerly known as the California Integrated Waste Management Board, has established the Used Oil Payment Program (OPP) to make payments to qualifying jurisdictions for implementation of their used oil programs; and WHEREAS, in furtherance of this authority CalRecycle is required to establish procedures governing the administration of the Used Oil Payment Program; and WHEREAS, CalRecycle's procedures for administering the Used Oil Payment Program require, among other things, an applicant's governing body to declare by resolution certain authorizations related to the administration of the Used Oil Payment Program.

NOW, THEREFORE, BE IT RESOLVED that the City of Glendale authorizes the submittal of Used Oil Payment Program application to CalRecycle; and BE IT FURTHER RESOLVED that the Fire Chief, or his designee, is hereby authorized and empowered to execute in the name of the City of Glendale all documents, including but not limited to, applications, agreements, annual reports including expenditure reports and amendments necessary to secure said payments to support our Used Oil Collection Program; and
///
///
///
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temp_0E04B8.docx
2 BE IT FURTHER RESOLVED that this authorization is effective from the date of adoption of this resolution through December 31, 2025.

The foregoing resolution was passed by the Council of the City of Glendale this day of , 2022.

Adopted this day of , 2022 .

Mayor
ATTEST:

City Clerk

STATE OF CALIFORNIA )
) SS.

COUNTY OF LOS ANGELES )
I, Aram Adjemian, City Clerk of the City of Glendale, certify that the foregoing Resolution No. was adopted by the Council of the City of Glendale, California, at a regular meeting held on the day of ,2022, and that the same was adopted by the following vote:

Ayes:

Noes:

Absent:

City Clerk
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4d

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Amendment of Professional Services Agreement with Digital EMS Solutions Inc. to provide Electronic Patient Care Reporting System (ePCR) services to the Fire Department

1. 1) Motion Authorizing the City Manager to amend the current agreement between Digital EMS Solutions Inc. and the Glendale Fire Department for the renewal of ePCR services for the fiscal year 22-23 and an optional two additional years.

COUNCIL ACTION
Item Type: Consent Calendar
Approved for July 12, 2022 calendar

EXECUTIVE SUMMARY
Maintaining ePCR services with Digital EMS Solutions Inc. remains the most cost- effective option currently. Seeking another vendor would require additional fees for training fire personnel, purchase of additional hardware, fees associated with billing company interface and costs for Computer Aided Dispatch (CAD) interface connectivity.

For these reasons we would like to amend the current agreement. 34 of 605
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COUNCIL PRIORITIES
N/A

RECOMMENDATION
It is requested that City Council approve the attached resolution authorizing the City Manager or his designee to execute an amendment extending the current agreement with Digital EMS Solutions Inc. for the provision of ePCR services to the Fire Department for the fiscal year 22-23 with an optional extension of two additional years.

BACKGROUND
In 2014, the Federal Government mandated that all medical records in the United States be converted to an electronic format which must also meet the requirements of the Los Angeles County Department of Health Services {OHS), and the regulations of the United States Department of Health and Human Services Health Insurance Portability and Accountability Act (HIPPA).

In preparation for this mandate, the Glendale Fire Department researched many options and platforms and presented the best option to City Council. In February 2013, City Council authorized the execution of the initial agreement with Digital EMS Solutions, Inc. for ePCR subscription services. Digital EMS Solutions has tailored the current Glendale Fire Department ePCR system to accommodate our specific field needs, transmission platform with Los Angeles County EMS Agency and interface configuration with our CAD system.

ANALYSIS
We have found the Digital EMS Inc. system has streamlined our billing and revenue recovery timeline through the rapid processing of forms and easy to use drop down menu options. Additional benefits we receive from this system include customized reporting and data extraction developed according to our request. This customization has enabled the EMS Section and Nurse Educator to customize training and quality assurance specific to individual personnel needs. The Digital WMS Solutions system has significantly reduced overall administrative hours required for billing, compilation, statistical performance analysis including fulfilling key performance indicator's (KPI).

STAKEHOLDERS/OUTREACH
N/A

FISCAL IMPACT
Annual fees are based on a projected PPU of $4.60 and are adjusted upwards or downwards depending on the actual amount of patient care records incurred. Fees below include costs associated with faxing which is estimated to be $1,000 per year.

Invoices are processed and paid for by Information Technology Department (ITD) and cost allocated to the Fire Department EMS budget through the ITD Rate Plan. 35 of 605
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The amendment to the ePCR contract is estimated to cost $83,284 annually up to FY 24-25. The City Council approved budget for FY 22-23 is outlined below:

Existing Appropriation
Amount Account String Funding Source
$83,284 GL: 43110-6040-ISD-05502-P0000-
PL: N/A
ISD Applications Fund
Future year costs will be budgeted through each annual budget process.

ENVIRONMENTAL REVIEW (CEQA/NEPA)
The extension of the existing contract with Digital EMS Solutions Inc. is exempt from environmental review because it can be seen with certainty that the award of a contract for ePCR services would not have any effect on the environment, pursuant to CEQA Guidelines Section 15061(b)(3).

CAMPAIGN DISCLOSURE
The names and business addresses of the members of the board of directors, the chairperson, CEO, COO, CFO, Subcontractors and any person or entity with more than 10% interest in the company proposed for contract in this Agenda Item Report are attached in Exhibit #, in accordance with the City Campaign Finance Ordinance No. 5744.

Officers of Digital EMS
Full Name Title Address City State Zip
Ricardo Olivarez CEO 34 Savona Walk Long Beach CA 90803 Van Mark Madrigal CFO 34 Savona Walk Long Beach CA 90803 Ricardo Olivarez
Van Mark Madrigal
Mallory Olivarez
Joyce Madrigal
BoD 34 Savona Walk Long Beach CA 90803
Subcontractors of Digital EMS Solutions Inc.: Saritasa LLC Full Name Title Address City State Zip
NA Chairperson
Nik Froehlich CEO 20411 SW Birch STE 330 Newport Beach CA 92660 Dmitry
Semenov
CTO 20411 SW Birch STE 330 Newport Beach CA 92660
Jeff Lenardson CFO 20411 SW Birch STE 330 Newport Beach CA 92660 NA BoD
Ownership Interest in more than 10%
Full Name Title Address City State Zip
Ricardo Olivarez CEO 145 Cottonwood Cove Dr Diamond Bar CA 91765 Mallory Olivarez BoD 145 Cottonwood Cove Dr Diamond Bar CA 91765 36 of 605
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ALTERNATIVES
Alternative 1: Authorize amendment with Digital EMS Solutions Inc., to provide ePCR services to the Fire Department.

Alternative 2: The City Council may consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Prepared by:

Gor Galstyan, Public Safety Business Specialist
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Exhibit 1: Amendment
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Cc_07122021_Motion_4d1.Pdf
MOTION
Moved by Council Member ____________________________, seconded by Council Member ___________________________, that the City Manager is authorized to execute an amendment to the agreement with Digital EMS Solutions Inc. for the renewal of ePCR services for the fiscal year 2022-23 and an optional two additional years, for an amount not to exceed $83,284 annually. The amendment shall be subject to the review and approval as to form by the City Attorney.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
38 of 605
Digital EMS Solutions Inc. April 01, 2022

Page 1 of 2 ends

Schedule P City of Glendale Fire Department
- Schedule P Renewal - Prepared For: Glendale Fire Department Proposal Valid: April 01, 2022 to July 01, 2022 Contract Term: July 01, 2022 to June 30, 2025 Subscription Fees & Projected Cost Medic Clipboard Subscription Fees July 01, 2022 to June 30, 2023 (System Activation / Go Live) Description Standard Rate Discount Rate Projected PPU Fee The projection for the price per incidents uploaded (PPU) is based on uploads from 07-01-2021 to 03-29-2022. This does not include any potential credit or additional PPU charges that may be incurred from current contract. $5.10 per PPU $4.60 per PPU 17,720 $81,512.00
Description Rate Term Quantity Fee Faxing (Optional) $.10 per PPU 1 Year 17,720 $1,772.00 Grand Total $83,284.00 Medic Clipboard Subscription Fees Projection July 1, 2023 to June 30, 2024 (System Activation / Go Live) Description Standard Rate Discount Rate Projected PPU Fee Price per incident uploaded (PPU) $5.10 per PPU $4.60 per PPU 17,720 $81,512.00 Description Rate Term Quantity Fee Faxing (Optional) $.10 per PPU 1 Year 17,720 $1,772.00 Grand Total $83,284.00 Medic Clipboard Subscription Fees Projection July 1, 2024 to June 30, 2025 (System Activation / Go Live) Description Standard Rate Discount Rate Projected PPU Fee Price per incident uploaded (PPU) $5.10 per PPU $4.60 per PPU 17,720 $81,512.00 Description Rate Term Quantity Fee Faxing (Optional) $.10 per PPU 1 Year 17,720 $1,772.00 Grand Total $83,284.00 39 of 605
Digital EMS Solutions Inc. April 01, 2022

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Schedule P City of Glendale Fire Department
- Schedule P Renewal - Prepared For: Glendale Fire Department Proposal Valid: April 01, 2022 to July 01, 2022 Contract Term: July 01, 2022 to June 30, 2025 The Schedule P Renewal subscription fee schedule is a component of the Subscription Agreement. All fees will be invoiced in July of each year of the agreement according to the timeframe indicated in the schedule. The undersigned agrees to the terms identified in the Schedule P Renewal subscription fee schedule. City of Glendale Fire Department Digital EMS Solutions Inc. _______________________________________________________________ _______________________________________________________________ Authorized Customer Signature / Date Authorized Digital EMS Solutions Inc. Signature / Date _______________________________________________________________ _______________________________________________________________ Printed Name / Title Printed Name / Title 40 of 605
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Item Type: Consent Calendar
Approved forJuly 12, 2022 calendar

AGENDA ITEM

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL
Report: Acceptance of funding from the United States Department of Homeland Security, 2020 State Homeland Security Grant Program (SHSGP), in the amount of $49,000.

1.Motion to approve the Glendale Fire Department’s participation in the FY 2020 State Home Security Program (SHSP) Grant Subaward and to authorize the City Manager to accept grant funds in the amount of $49,000, and to execute the necessary agreements, certifications, and other documents required to accept the grant funds..

2. Approve Resolution of Appropriation.

COUNCIL ACTION

EXECUTIVE SUMMARY
The Glendale Fire Department initially has received $25,000 in funding from the 2020 State Homeland Security Program (SHSP) to purchase medical tactical equipment and to provide Mobex training. Additionally, $24,000 was received to provide up to three 8' tall x 8' wide x 10' long steel containers with interior shelving, and basic disaster response and recovery equipment to be utilized in selected communities. There are no cost or matching funds needed from the City.

The communities identified have the potential of being isolated during a large-scale disaster or severely impacted due to having significant population vulnerabilities. The Glendale Fire Department proposes supplying the communities of south Glendale/Adams Hill, Glenoaks Canyon, and Whiting Woods with these containers and equipment. Those who are trained as Community Emergency Response Team (CERT) members may use this equipment to perform important tasks during a disaster. These tasks may include light search and rescue, team organization, fire safety, and disaster medical operations.

Equipment will be kept inside of the locked steel containers with access given to selected CERT members
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COUNCIL PRIORITIES
Safe and Healthy Community; CERT builds stronger communities and the addition of equipment to support CERT will promote community engagement and resiliency.

RECOMMENDATION
It is recommended that the City Council approve:

1.Motion to approve the Glendale Fire Department’s participation in the FY 2020 State Home Security Program (SHSP) Grant Subaward and to authorize the City Manager to accept grant funds in the amount of $49,000, and to execute the necessary agreements, certifications, and other documents required to accept the grant funds.

2. Approve Resolution of Appropriation

BACKGROUND
The projects associated with the SHSGP grant program are for the purposes of continuing efforts to strengthen capabilities and enhance public safety and preparedness efforts within Glendale and the region. These projects are part of the Los Angeles Operational Area’s regional funding priorities and have been vetted through the Los Angeles Area Fire Chief’s Association, the Los Angeles County Police Chief’s Association, and the County of Los Angeles Office of Homeland Security. All projects have been approved by the State of California Office of Emergency Services Homeland Security authorizing branch.

The Glendale CERT program has trained over 500 residents and continues to conduct disaster preparedness training on a regular basis. In the event of a disaster, a CERT Team response will free up first-responders to focus on life-saving tasks. This project will build community resiliency by promoting CERT training that will bring community members together and help them plan and prepare for an emergency.

ANALYSIS
The City has been successful in obtaining $49,000 under the State Homeland Security Grant Program (SHSGP). These grant funds are allocated between the County of Los Angeles and those cities recognized by the County of Los Angeles Operational Area (OA), including the City of Glendale. The grant is administered by the County of Los Angeles.

These funds are available for purchases of approved equipment, supplies, and for the training of first responders that meet identified national, state, county, and local priorities. 95% of all rescues in times of disaster or national emergency are performed by spontaneous rescuers. This means that neighbors will rely on neighbors for basic life needs including securing homes, providing shelter, managing medical needs, and communicating with first responders regarding community needs. Communities that have CERT trained members will benefit from having access to an equipment cache that can be used to accomplish these tasks.

STAKEHOLDERS/OUTREACH
Contact with community leaders has been made with positive feedback provided. The community leadership understands that they will have access to these containers and may be responsible for ensuring that the containers are inspected on a regular basis.

Community Services and Parks and Public Works have been consulted regarding the site locations and will continue to be involved in the process. 42 of 605
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FISCAL IMPACT
The SHSP grant in the amount of $49,000, was not included as a part of the FY 2022-23 approved budget. Therefore, staff is requesting for an appropriation of $49,000 from grant revenue. The appropriation request is outlined below.

Requesting Appropriations
Account From To Fund Description
GL:31240-2650-GFD-0020-P0000
PL:GFD00808AG
$49,000 Fire Grant Fund
GL:51000-2650-GFD-0020-P0000
PL: GFD00808AG
$24,000 Fire Grant Fund
GL:45350-2650-GFD-0020-P0000
PL: GFD00808AG
$25,000 Fire Grant Fund

ENVIRONMENTAL REVIEW (CEQA/NEPA)
Please consult with your department's attorney to fill out this section

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES

1. Approve the motion accepting grant funding and resolution of appropriation

2. Pursue funding a similar project without the use of these funds

ADMINISTRATIVE ACTION
Prepared by:

Jonathan Payne, Fire Captain
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Exhibit 1: Proposed CERT equipment container
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M O T I O N
Moved by Council Member ________________________________, seconded by Council Member ___________________________________, that the City Manager or his designee is hereby authorized to accept grant funds in the amount of $49,000 from the FY 2020 State Homeland Security Program (SHSP) Grant Subaward and execute all agreements, certifications, and other documents required to accept the grant fund. The agreements shall be in a form acceptable to the City Attorney.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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RESOLUTION NO. ___________

RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE

MAKING AN APPROPRIATION
BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE:

SECTION 1: That the sum of $49,000 is hereby appropriated and/or transferred from the following accounts to the following accounts:

ACCOUNTS DESCRIPTION FROM TO
31240-2650-GFD-0020-P0000-
T0000-0000-0000-
GFD00808AG
51000-2650-GFD-0020-P0000-
T0000-0000-0000-
GFD00808AG
45350-2650-GFD-0020-P0000-
T0000-0000-0000-
GFD00808AG
Federal Grants, Fire Grant Fund,
Glendale Fire, Projects,
2020 SHSP Grant
Capital Outlay, Fire Grant Fund,
Glendale Fire, Projects,
2020 SHSP Grant
General Supplies, Fire Grant Fund,
Glendale Fire, Projects,
2020 SHSP Grant
$49,000
$24,000
$25,000
To appropriate funds for the State Homeland Security Grant Program for the purchase of equipment and supplies.

SECTION 2: The Director of Finance / Information Technology is authorized to make such other revisions, individual appropriation line-items, changes in summaries, fund totals, grand totals, and other portions of the budget document as necessary to reflect and implement the changes specified in this resolution.

SECTION 3: The City Clerk shall certify to the adoption of this Resolution.

Adopted this________day of _______________, 2022.
_______________________________
Mayor
ATTEST:
06/28/2022
_____________________________________
City Clerk 49,000

STATE OF CALIFORNIA )

COUNTY OF LOS ANGELES ) SS

CITY OF GLENDALE )
I, Aram Adjemian, City Clerk of the City of Glendale, do hereby certify that the foregoing Resolution No._________was adopted by the Council of the City of Glendale, California, at a regular meeting held on the__________ day of _______________, 2022, and that the same was adopted by the following vote:

Ayes:

Noes:

Absent:

Abstain:
________________________________
City Clerk
/
Director of Finance / Information Technology
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Item Type: Consent Calendar
Approved forJuly 12, 2022 calendar

AGENDA ITEM

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL
Report: Adoption of a new Emergency Operations Plan (EOP)

1. Motion to adopt and promulgate the EOP

COUNCIL ACTION

EXECUTIVE SUMMARY
An Emergency Operations Plan (EOP) is a critical component to the City's response to a significant disaster. It is intended to provide direction on how to respond to an emergency from the onset, through an extended response and into the recovery phase.

The proposed EOP provides updates to the emergency management response levels, adjustments to the description of the roles of city departments, t h e c o n s i d e r a t i o n o f populations with access and functional needs, at-risk individuals, along with other adjustments. This plan is an updated version of our current EOP and was developed by a consultant utilizing funding from an Emergency Management Performance Grant (EMPG). There is no cost to the City for future EOP updates and adjustments to meet changing conditions, lessons learned, and/or changes in State or Federal guidance.
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COUNCIL PRIORITIES
Safe and Healthy Community; The adoption of a new EOP will assist with an efficient response to the needs of the community during a large scale disaster.

RECOMMENDATION
The Glendale Fire Department recommends the adoption and promulgation of the Emergency Operations Plan.

BACKGROUND
This new Emergency Operations Plan establishes an emergency management organization and assigns functions and tasks consistent with California Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). Operational concepts reflected in this plan focus on potential large- scale disasters which can generate unique situations requiring unusual emergency responses.

The current Emergency Operations Plan was promulgated in 1996 with several updates having occurred since its adoption. It was determined that a more comprehensive update including changes to language and the process of responding to large-scale disasters was needed. Refined concepts of operations including response goals, priorities, and strategies to implement while responding to a large-scale disaster are explained in this update. This includes addressing the needs of individuals with disabilities or access and functional needs. Similar to the current plan, this new plan provides for the integration and coordination of planning efforts through a whole community approach.

ANALYSIS
Secured under a grant, the cost of the EOP has been covered. Bids related to the development of an EOP have not been pursued. The recommendation of the adoption of this new EOP aligns with current national preparedness goals, incident management systems, and considerations of those within the community who have disabilities or access and functional needs.

STAKEHOLDERS/OUTREACH
The impact to the community will be seen during the response to a disaster. An updated EOP and its incident based management system will allow for an efficient response and transition to the recovery phase of a disaster. An effort to engage stakeholders took place over a series of Disaster Coordinator meetings which included representatives from various city departments and divisions. These division Disaster Coordinators received draft copies of the EOP and provided feedback regarding their department capabilities.

These meetings took place from September of 2021 through March of 2022.

FISCAL IMPACT
There is no fiscal impact associated with this report.
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ENVIRONMENTAL REVIEW (CEQA/NEPA)
Please consult with your department's attorney to fill out this section.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES

1. Adopt and promulgate the new EOP

2. Update our current EOP utilizing city funds.

ADMINISTRATIVE ACTION
Prepared by:

Jonathan Payne, Fire Captain
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Exhibit 1: Emergency Operations Plan
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Cc_07122021_Motion_4f1.Pdf
MOTION
Moved by Council Member ____________________________, seconded by Council Member ___________________________, that the 2022 City of Glendale, CA Emergency Operation Plan (EOP) is hereby approved and promulgated.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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134
2 EMERGENCY

OPERATIONS
PLAN

CITY OF GLENDALE

GLENDALE CITY HALL

THE JEWEL CITY

INCORPORAT ED
1906
Base Plan
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2 Introductory Material

1.1 Cover Page

CITY OF GLENDALE

EMERGENCY OPERATIONS PLAN
2021
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4 EMERGENCY OPERATIONS PLAN
FEBRUARY 2021

PREPARED FOR PREPARED BY
P
roject Manager/Lead Facilitator:

Michael Brady
[email protected]
P
roject Subject Matter Expert/Facilitator:

Kurt Johnson
T
echnical Expert & Writer:

Hilda Hurtado, CEM, PCP
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5 PAGE IS INTENTIONALLY BLANK

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6 1.2 Letter of Promulgation
To
: City of Glendale Officials, Employees and Residents
Th
e preservation of life, property and the environment are inherent responsibilities of local, state, and federal governments. As disasters can occur at any time, the City of Glendale must provide safeguards that will save lives and minimize property and environmental damage through careful planning, preparedness measures and training.

Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.

T
he City of Glendale’s Emergency Operations Plan (EOP) establishes an emergency management organization and assigns functions and tasks consistent with California’s Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). It provides for the integration and coordination of planning efforts through a whole community approach and authorizes City of Glendale personnel to perform their duties and tasks before, during, and after an emergency.

T
his plan was developed for City of Glendale Departments with emergency services responsibilities within the city. The content is based upon guidance approved and provided by the Federal Emergency Management Agency (FEMA) standard on EOP organization for a local jurisdiction and the California Office of Emergency Services. Its intent is to provide direction on how to respond to an emergency from the onset, through an extended response and into the recovery phase.

O
nce adopted, this plan is an extension of the County of Los Angeles’s Emergency Response Plan and the California Emergency Plan. It will be reviewed and tested periodically and revised as necessary to meet changing conditions such as lessons learned from an actual disaster and emergency; and/or changes in State/Federal guidance.

This EOP will be submitted to the City Council for review, and, upon their concurrence, officially adopted and promulgated.

This promulgation shall be effective upon its signing and shall remain in effect until amended or rescinded by further promulgation. The promulgation of this EOP further affirms the City’s support for emergency management, and a safe and resilient community.
_________
_______________
City Manager
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7 1.3 Approval & Implementation
T
he City of Glendale Emergency Operations Plan addresses the city’s planned response to extraordinary emergency situations associated with natural or man-made disasters under an all-hazards approach. This plan does not apply to normal day-to-day emergency incidents or the established departmental procedures used to cope with such emergencies. Instead, this plan focuses on operational concepts that would be implemented in large-scale disasters, which can pose major threats to life, property, and the environment, requiring unusual emergency responses.

This plan accomplishes the following:
• Establishes the emergency management organization required to mitigate any significant emergency or disaster affecting the city.
• Identifies the roles and responsibilities required to protect the health and safety of residents, public and private property, and the environment, due to natural or human-caused disasters.
• Establishes the operational concepts associated with a field response to em
ergencies, Emergency Operation Center activities, and the recovery process.

Upon concurrence of the City Council, the plan will be officially adopted and promulgated. The approval date will be included on the title page and the plan will be distributed to City of Glendale departments, supporting agencies and community organizations having assigned primary responsibilities defined within the Emergency Operations Plan, as necessary.

Upon the delegation of authority from the City Manager, specific modifications can be made to this plan without the signature of the City Council. This Emergency Operations Plan including attachments and annexes supersede all previous versions of the City’s Emergency Operations Plan.
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8 1.4 Plan Concurrence
T
he following list of signatures documents each City Council Member’s concurrence and receipt of the 2021 City Emergency Operations Plan.

Mayor ____________________________________
Da
te
C
ouncil Member ____________________________________ Date
C
ouncil Member ____________________________________ Date
C
ouncil Member ____________________________________ Date
C
ouncil Member ____________________________________ Date
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9 1.5 Record of Changes
Version
Number
Date of
Change
Change
Made By
Date of
Approval
Change
Approved by
Description of
change
1 2
3 4
5 6
7 8
9 10
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10 1.6 Record of Distribution
Recipient Name Recipient Title Recipient Agency Date of Delivery
Number
of Copies
Provided
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12 1.7 Table of Contents
Introductory Material ................................................................................................................... 2

1.1 Cover Page ......................................................................................................................... 2

1.2 Letter of Promulgation ....................................................................................................... 6

1.3 Approval & Implementation ............................................................................................. 7

1.4 Plan Concurrence .............................................................................................................. 8

1.5 Record of Changes ............................................................................................................ 9

1.6 Record of Distribution ....................................................................................................... 10

1.7 Table of Contents ............................................................................................................. 12 2 Purpose, Scope, Situation and Assumptions........................................................................ 16

2.1 Purpose............................................................................................................................... 16

2.2 Scope ................................................................................................................................. 17

2.3 Situation Overview ............................................................................................................ 17

2.4 Planning Assumption ........................................................................................................ 18 3 Concept of Operations .......................................................................................................... 20

3.1 Response ............................................................................................................................ 20

3.1.1 Goals, Priorities and Strategies ................................................................................. 20

3.1.2 Plan Activation ........................................................................................................... 21

3.1.3 Proclaiming an Emergency ...................................................................................... 21

3.1.4 Presidential Declarations........................................................................................... 23

3.1.5 Emergency Management Response Levels .......................................................... 24

3.1.6 Sequence of Events ................................................................................................... 25

3.2 Recovery ............................................................................................................................ 32

3.2.1 Short-Term .................................................................................................................... 32

3.2.2 Long-Term .................................................................................................................... 32

3.3 Continuity ........................................................................................................................... 33 4 Organization and Assignment of Responsibilities ................................................................ 35

4.1 Use of SEMS, NIMS, and ICS ............................................................................................. 35

4.2 Role of Elected Official .................................................................................................... 35

4.3 Role of City Departments ................................................................................................ 36

4.4 Role of Disaster Management Area Coordinators (DMACs) ..................................... 39

4.5 Role of the Private Sector ................................................................................................ 40 63 of 605

13 4.5.1 Contracted City Services .......................................................................................... 40

4.5.2 Residents ..................................................................................................................... 40

4.5.3 Population with Access and Functional Needs ..................................................... 41

4.5.4 At Risk Individuals ....................................................................................................... 41

4.5.5 Businesses .................................................................................................................... 42

4.5.6 Volunteer Organizations ........................................................................................... 43

4.5.7 Public-Private Partnerships ........................................................................................ 43 5 Direction, Control and Coordination .................................................................................... 46

5.1 Direction and Control ...................................................................................................... 46

5.2 Coordination ..................................................................................................................... 46

5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid ................................................ 47

5.4 NIMS, SEMS, and ICS ......................................................................................................... 50 6 Communication....................................................................................................................... 57 7 Information Collection, Analysis and Distribution ................................................................ 58 8 Administration, Finance and Logistics .................................................................................. 60

8.1 Administration ................................................................................................................... 60

8.1.1 City Emergency Operations Policy Statement ...................................................... 60

8.1.2 Disaster Service Workers ............................................................................................ 61

8.1.3 Documentation .......................................................................................................... 61

8.2 Finance .............................................................................................................................. 62

8.2.1 Expenditure Tracking ................................................................................................. 62

8.2.2 Eligible Expenses ......................................................................................................... 62

8.2.3 Recordkeeping Requirements ................................................................................. 62

8.3 Logistics .............................................................................................................................. 63

8.3.1 Resource Management ............................................................................................ 63

8.3.2 Resource Priorities ...................................................................................................... 63

8.3.3 Resource Requests ..................................................................................................... 64 9 Plan Development and Maintenance ................................................................................. 66

9.1 Administrative Practices .................................................................................................. 66

9.2 Standard Operating Procedures (SOP) ......................................................................... 66

9.3 Training and Exercises ...................................................................................................... 66

9.4 Essential Records Retention ............................................................................................. 67

9.5 After Action Reports and Corrective Actions ............................................................... 68 64 of 605

14 10 Authorities and References .................................................................................................. 70 11 Appendix A - Acronyms ....................................................................................................... 72 12 Appendix B – Glossary of Terms ........................................................................................... 74

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16 2 Purpose, Scope, Situation and Assumptions

2.1 Purpose

The purpose of the City of Glendale Emergency Operations Plan is to provide the planning basis for a coordinated response to extraordinary emergency situations associated with natural, and human-caused emergencies or disasters within or affecting the city. This plan is the principal guide for the city’s response to, management of, and recovery from real or potential emergencies and disasters occurring within its designated geographic boundaries. Specifically, this plan is intended to:
• Outline the methods and procedures used by emergency management personnel to assess emergency situations and take appropriate actions to save lives and reduce injuries, prevent, or minimize damage to public and private property, and protect the environment.
• Identify the components of an emergency management organization and establish associated protocols required to effectively respond to, manage and recover from major emergencies and disasters.
• Develop a whole community approach to emergency management to facilitate a response that is inclusive of the entire community • Identify the organizational framework for the overall management and coordination of emergency operations in the city by implementing the National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS).
• Identify the responsibilities of local, state, and federal agencies in the event of an emergency or disaster affecting the city.
• Define the operational concepts and procedures associated with the EOC and interface with field emergency responders
• Facilitating mutual aid to supplement local resources. • Facilitating multi-agency and multi-jurisdictional coordination, particularly between local government, the private sector, operational area (OA), state response levels, and appropriate federal agencies in emergency operations. • Support the provision for emergency public information throughout the emergency, including information on personal protective actions the public can take.
• Serve as an operational plan as well as a reference document that may be used for pre-emergency planning in addition to emergency operations. • To be use in coordination with applicable local, state, and federal contingency plans.

Allied agencies, special districts, private enterprise, and volunteer organizations having roles and responsibilities established by this plan are encouraged to develop operating protocols and emergency action checklists based on the provisions of this plan. 67 of 605

17 Finally, this plan is divided into two parts that contain general and specific information relating to city emergency management operations. Those parts are as follows:

Base Plan: This part provides the structure and organization of the city’s emergency management structure, identifies roles and responsibilities, describes the concept of emergency operations, and identifies how the city implements SEMS and NIMS, as established by federal and state emergency management entities.

EOC Management and Plan Implementation: This part provides an introduction to EOC operations, processes, considerations, sections and positions and provides supporting documentation such as job aids and forms to support an EOC operations activation.

2.2 Scope

The policies, procedures and provision of this plan are applicable to all agencies and individuals, public and private, having responsibilities for emergency preparedness, response, recovery and/or mitigation activities within the city.

The plan applies to any extraordinary situation associated with any hazard, natural, or human-caused, which may affect the city, as well as situations requiring a planned and coordinated response by multiple agencies or jurisdictions.

Incorporating the Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans, November 2020, Version 3.0 (draftv0.5), the Cal OES Emergency Operations Plan Crosswalk - Local Government, 2020; the Los Angeles County Operational Area Emergency Response Plan, and the State of California Emergency Plan best practices, this plan is designed to be read, understood and exercised prior to an emergency and establishes the framework for the implementation of the Standardized Emergency Management System and National Incident Management System for the City.

This plan will be used in coordination with the State Emergency Plan and the National Response Framework.

2.3 Situation Overview

The City of Glendale, situated within Los Angeles County, faces a variety of hazards. This plan was developed using an all-hazards planning approach as well as leveraging the specific hazard and vulnerability findings that are identified in the County of Los Angeles All-Hazards Mitigation Plan for the City, which include, but are not limited to:
• Climate Change
• Dam Failure
• Earthquake
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18 • Flood
• Landslide
• Wildfire
More detailed information regarding the hazards to the County and the City of Glendale can be found in the current County of Los Angeles and City of Glendale All- Hazards Mitigation Plans.

2.4 Planning Assumption

The following are assumptions used during the development of this plan. These assumptions translate into basic principles for conducting emergency management operations in preparation for, response to and recovery from major emergencies. • Emergencies or disasters may occur at any time, day, or night, in populated and remote areas of the city.
• Major emergencies and disasters will require a multi-agency, multi-jurisdictional response. Therefore, it is essential that NIMS, SEMS, and ICS are implemented immediately by responding agencies, and expanded as the situation dictates. • Large-scale emergencies and disaster may overburden local resources and require the need for mutual aid from neighboring jurisdictions. • Large-scale emergencies and disasters and the complex organizational structure required to respond to them pose significant challenges in terms of warning and notification, logistics, and agency coordination.
• The city is primarily responsible for emergency actions within its boundaries and will commit all available resources to save lives, minimize injury to persons, protect the environment and minimize property damage.
• Major emergencies and disasters may generate widespread media and public interest; information provided to the public needs to be accurate and timely.

Additionally, the media must be considered an ally in large-scale emergencies and disasters; it can provide considerable assistance in emergency public information and warning.
• Large-scale emergencies and disaster may pose serious long-term threats to public health, property, the environment, and the local economy. While responding to significant disasters and emergencies, all strategic decisions must consider each of these threats.
• Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions. • The Emergency Management Organization is familiar with this plan, supporting documentation, and NIMS, SEMS, and ICS.

It is the City of Glendale’s intent to fulfill the policies describe here, within the capabilities and resources available at the time of an emergency or disaster. 69 of 605

19 This plan uses the whole community concept where residents, emergency management representatives, organizational and community leaders, and government officials can understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their resources, capabilities, and interests. Engaging in the whole community emergency management planning process, builds a more effective path to societal security and resilience. This plan supports the following whole community principles:
• Understand and meet the needs of the entire community, including people with disabilities and those with other access and functional needs. • Engage and empower all parts of the community to assist in all phases of the disaster cycle.
• Strengthen what works well in communities on a daily basis.

In keeping with the whole community approach, this plan was developed with representation from City departments and various other stakeholders. The effectiveness of the emergency response is largely based on the preparedness and resiliency of the community.

Community Resiliency Consists of Three Key Factors:

1. The ability of first responders’ agencies (e.g., fire, law etc.) to divert from their day-to-day operations to the emergency disaster effectively and efficiently.

2. The strength of the emergency management system and organization within the region, to include Emergency Operations Centers (EOCs), mass notification systems and communication systems.

3. The civil preparedness of the region’s citizens, businesses, and community organizations.

By focusing on enhancing all three of these components, the City of Glendale is improving not only the city’s resiliency to emergency disaster, but also the regions. 70 of 605

20 3 Concept of Operations

3.1 Response

During a major emergency response, the City of Glendale will work in coordination with numerous governmental, non-governmental, and private organizations. To enable a multi-faceted operation, the city follows a specific response structure that designates the way local, county, and state-level entities coordinate and communicate during emergency response operations.

This concept of operations provides guidance to city decision makers and plan users regarding the sequence and scope of actions to be taken during a citywide emergency response.

The response phase concept of operations the city practices can be summarized in six key elements: (1) goals, priorities, and strategies; (2) plan activation; (3) proclaiming an emergency; (4) presidential declarations; (5) emergency management response levels; and (6) the sequence of events during disasters.

3.1.1 Goals, Priorities and Strategies

Operational Goals: During the response phase, the agencies charged with responsibilities in this plan should focus on the following five goals:
1 Mitigate Hazards
2 Meet basic human needs
3 Address needs of People with Access and Functional Needs 4 Restore essential services
5 Support community and economic recovery
Operational Priorities: Operational priorities govern resource allocation and the response strategies for the City and its political subdivisions during an emergency.

Below are operational priorities addressed in this plan:
• Save Lives – The preservation of life is the top priority and takes precedence over all other considerations.
• Protect Health and Safety – Measures should be taken to mitigate the impact of the emergency on public health and safety.
• Protect Property – All feasible efforts must be made to protect public and private property and resources, including critical infrastructure, from damage during and after an emergency.
• Preserve the Environment – All possible efforts must be made to preserve the environment and protect it from damage during an emergency.

Operational Strategies: To meet the operational goals, emergency responders should consider the following strategies:
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21 • Mitigate hazards –As soon as practical, suppress, reduce, or eliminate hazards and/or risks to persons, property, and the environment during the disaster response in order to lessen the actual or potential effects or consequences of future emergencies.
• Meet basic human needs –All possible efforts must be made to supply resources to meet basic human needs, including food, water, accessible shelter, medical treatment, and security during an emergency.
• Address needs of individuals with disabilities or access and functional needs – People with access and functional needs are more vulnerable to harm during and after an emergency. The needs of these individuals must be considered and addressed.
• Restore essential services –Power, water, sanitation, accessible transportation, and other essential services must be restored as quickly as possible to assist communities in returning to normal daily activities.
• Support Community and Economic Recovery –All members of the community must collaborate to ensure recovery operations are conducted efficiently, effectively, and equitably, promoting expeditious recovery of the affected areas.

3.1.2 Plan Activation

The Emergency Operations Plan may be activated by the City Manager or designated alternates under any of the following circumstances:
• By order of the City Manager as designated by the City Municipal Code or as needed on the authority of the City Manager or designee based on incident complexity.
• Upon proclamation by the Governor that a State of Emergency exists. • Automatically on the proclamation of a State of War Emergency • Upon declaration by the President, of the existence of a National Emergency. • Automatically, on receipt of an attack warning or actual attack on the United States, or upon occurrence of a catastrophic disaster that requires immediate government response

3.1.3 Proclaiming an Emergency

The California Emergency Services Act provides for three types of emergency proclamations in California: (1) Local Emergency, (2) State of Emergency, (3) State of War Emergency.

Emergency proclamations expand the emergency powers and authorities of the State and its political subdivisions. They also provide a mechanism for unaffected jurisdictions to provide resources and assistance to affected jurisdictions. Although emergency proclamations facilitate the flow of resources and support to the affected jurisdiction and local government, they are not a prerequisite to providing mutual aid and 72 of 605

22 assistance under existing agreements or requesting assistance from agencies such as the American Red Cross, the County of Los Angeles, or the State of California.

Local Emergency Proclamations:

In the case of the existence or threatened existence of an emergency that threatens the people, property, or environment of the city, and the condition is beyond the capability of the city to control effectively, the City Manager can proclaim a local emergency. A local emergency may be proclaimed to exist due to a specific situation, such as flood, fire, storm, pandemic, drought, sudden and severe energy shortage, or other condition
If assistance will be requested through California Disaster Assistance Act (CDAA), a Local Emergency may be recommended by the City Manager as specified by the Municipal Code and issued within 10 days after the actual occurrence of a disaster A Local Emergency proclamation must be ratified by the City Council within 7 days.

The governing body must review the need to continue the proclamation at least every 30 days until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon as conditions warrant.

The Proclamation of a Local Emergency provides the governing body with the legal authority to:
• Request the Governor proclaim a State of Emergency, if necessary • Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries
• Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements • Request state agencies and other jurisdictions to provide mutual aid • Require the emergency services of any local official or employee • Requisition necessary personnel and materials from any local department or agency
• Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use
• Impose penalties for violation of lawful order
• Conduct emergency operations without incurring legal liability for performance, or failure of performance (Article 17 of the Emergency Services Act provides from certain privileges and immunities)
When the City of Glendale proclaims a Local Emergency, it will:
• Notify the Office of Emergency Management (OEM) Duty Officer • Notify the Disaster Management Area Coordinator (DMAC)

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23 Proclamation of a State Emergency:

The Governor proclaims a State of Emergency based on the formal request from the City Council and the recommendation of the California Office of Emergency Services. If conditions and time warrant, the Governor drafts and signs a formal State of Emergency Proclamation. The Governor has expanded emergency powers during a proclaimed State of Emergency. The Governor:
• Has the right to exercise police power as deemed necessary, vested in the State Constitution and the laws of California within the designated area • Is vested with the power to use and commandeer public and private property and personnel, to ensure all resources within California are available and dedicated to the emergency when requested
• Can direct all state agencies to utilize and employ personnel, equipment, and facilities for the performance of any and all activities designed to prevent or alleviate the actual and threatened damage due to the emergency and can direct them to provide supplemental services and equipment to political subdivisions to restore any service in order to provide for the health and safety of the residents of the affected area.
• May make, amend, or rescind orders and regulations during an emergency and temporarily suspend any non-safety-related statues, ordinances, regulations, or rules that impose restrictions on the emergency response activities Proclamation of a State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever California or the nation is attacked by an enemy of the United States, or upon receipt by California of a warning from the federal government indicating that such an enemy attack is probable or imminent. The powers of the Governor granted under a State of War Emergency are commensurate with those granted under a State of Emergency.

Governor’s Proclamation without a Local Request

A request from the local governing body is not always necessary for the Governor to proclaim a State of Emergency. The Governor can proclaim a State of Emergency if the safety of persons and property in California are threatened by conditions of extreme peril or if the emergency conditions are beyond the emergency response capability and capabilities of the local authorities. This situation is, however, unusual.

3.1.4 Presidential Declarations

When it is clear that State capabilities will be exceeded, the Governor can request federal assistance, including assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act). The Stafford Act authorizes the President to 74 of 605

24 provide financial and other assistance to state and local government, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential Emergency or Major Disaster declarations.

Declaration of Emergency or Major Disaster: The President of the United States can declare an Emergency or Major Disaster under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (41 USC §5121 et seq.), thereby providing federal government resources to support the States’ response and recovery activities. While Presidential Declarations under the Stafford Act release federal resources and funding to support response and recovery, federal agencies may also provide assistance under other authorities or agreements that do not require a Presidential Declaration.

Preliminary Damage Assessment: Upon submission of the request, the Federal Emergency Management Agency (FEMA) coordinates with the State to conduct a Preliminary Damage Assessment and determine if the incident is of sufficient severity to require federal assistance under the Stafford Act. This process could take a few days to a week depending on the magnitude of the incident. FEMA uses the results of the Preliminary Damage Assessment to determine if the situation is beyond the combined capabilities of state and local resources and to verify the need for supplemental federal assistance. The Preliminary Damage Assessment also identifies any unmet needs that may require immediate attention. The Preliminary Damage Assessment may not be required if immediate response assistance is necessary.

Federal Analysis of the State’s Request: The Federal Emergency Management Agency Regional Administrator assess the situation and the request, then makes a recommendation to the President through the Federal Department of Homeland Security on a course of action. The decision to approve the request is based on factors such as the amount and type of damage, the potential needs of the affected jurisdiction and the State, availability of State and Local Government resources, the extent and type of insurance in effect, recent disaster history and the State’s hazard mitigation history.

Federal Declarations without a Preliminary Damage Assessment: If the incident is so severe that the damage is overwhelming and immediately apparent, the President may declare a major disaster immediately without waiting for the Preliminary Damage Assessment process described above.

3.1.5 Emergency Management Response Levels

The City Emergency Operations Plan will be activated when an emergency occurs or threatens to exceed capabilities to adequately respond to and mitigate an incident(s).

The scope of an emergency, rather than the type, will largely determine whether the Emergency Operations Plan and Emergency Operations Center will be activated, and to what level.
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25 For planning purpose, the California Office of Emergency Services has established three EOC activation “levels” of response to emergencies. The City also employs this system to guide local response to emergencies in the table below:

Activation
Level Detail Event
or Situation
Minimum
Staffing
Three
Level Three is a minimum
activation. This level may
be used for situations
which initially only
require a few people
• Events with potential
impacts on the health &
safety of the public
and/or environment
• Weather Alerts
• Incident involving 2+ City
departments
• Low risk planned event
• Wind or rainstorm
• Power outage and Stage
1 & 2 emergencies

1. EOC Director

2. Other Designees
(Such as Section
Coordinators,)
Two
Level Two activation is
normally achieved as an
increase from Level
Three or a decrease
from Level One. This
activation level is used
for emergencies or
planned events that
would require more than
a minimum staff but
would not call for a full
activation/staffing
• Two or more large
incidents involving 2 or
more departments
• Major wind or rain
• Major scheduled event
• Large scale power
outage and Stage 3
power emergencies
• Hazardous Material
Incident involving large
scale or possible large-
scale evacuations

1. EOC Director

2. Section
Coordinators

3. Branches & Units
as appropriate

4. Liaison/Agency
Representatives as
appropriate

5. Public Information
Officer
One
Level One activation
involves a complete &
full activation of all
organizational elements
& staffing. Level One
would be the initial
activation for any major
emergency requiring
acute State help.
• Major County/City or
Regional emergency,
multiple departments
with heavy resource
involvement

1. All EOC as
appropriate
TABLE 1: EOC ACTIVATION LEVELS

3.1.6 Sequence of Events

Two sequences of events are typically associated with disasters: one involves the response and the other involves emergency proclamations. The response sequence generally describes the emergency response activities to save lives, protect property and preserve the environment. This sequence describes deployment of response teams, activation of emergency management organizations and coordination among the 76 of 605

26 various levels of government. The emergency proclamation sequence outlines the steps to gain expanded emergency authorities needed to mitigate the problem. It also summarizes the steps for requesting state and federal disaster assistance.

3.1.6.1 Before Impact

Before an emergency ever occurs, the City of Glendale is committed to conducting preparedness activities that include developing plans, training personnel, conducting emergency exercises, educating the public, and arranging to have necessary resources available.

To remain ready to respond, the city will keep its emergency communications systems, warning systems and the Emergency Operations Center ready at all times.

Routine Monitoring for Alerts, Watches and Warnings: Emergency officials constantly monitor events and the environment to identify specific threats that may affect their jurisdiction and increase awareness level of emergency personnel and the community when a threat is approaching or imminent.

Increased Readiness: Sufficient warning provides the opportunity for response agencies to increase readiness, which are actions designed to increase an agency’s ability to effectively respond once the emergency occurs. This includes, but is not limited to:
• Briefing government officials
• Reviewing plans and procedures
• Preparing and disseminating information to the community • Updating resource lists
• Testing systems such as warning and communications systems • Activating Emergency Operations Centers, even if precautionary Pre-Impact: When a disaster is foreseen as highly likely, action is taken to save lives, protect property and the environment. During this phase, warning systems are activated, resources are mobilized, and evacuation begins.

Proclaiming an Emergency: In the case of the existence or threatened existence of an emergency that threatens the people, property, or environment of the City, and the condition is beyond the capability of the city to control effectively, the City Council, or the City Manager if the Council is not in session, can proclaim a local emergency.

3.1.6.2 Immediate Impact

During this phase, emphasis is placed on control of the situation, savings lives and minimizing the effect of the disaster.

Below is a list of actions to be taken:
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27 Alert and Notification: Local response agencies are alerted about an incident by the public through 911, another response agency, or other method. First responders are then notified of the incident. Upon an alert, response agencies notify response personnel.

Resource Mobilization: Response agencies activate personnel and mobilize to support the incident response. As the event escalates and expands, additional resources are activated and mobilized to support the response. Activation and mobilization continue for the duration of the emergency or as additional resources are needed to support the response..

Incident Response: Immediate response is accomplished within the City of Glendale by local responders. First responders arrive at the incident and function within their established field level plans and procedures. The responding agencies will manage all incidents in accordance with the Incident Command System organizational structures, doctrine, and procedures.

Establishing Incident Command: Incident Command is established to direct, order, and/or control resources by virtue of some explicit legal agency or delegated authority at the field level. Initial actions are coordinated through the on-scene Incident Commander. The Incident Commander develops an initial Incident Action Plan, which sets priorities for the incident, assigns resources, and includes a common communications plan. If multiple jurisdictions or agencies are involved, the first responders will establish a Unified Incident Command Post to facilitate multijurisdictional and multiagency policy decisions. The Incident Commander may implement an Area Command to oversee multiple incidents that are handled by separate Incident Command System organizations or to oversee the management of a large or evolving incident that multiple incident management teams engaged.

Activation of the Multiagency Coordination System: Responding agencies will coordinate and support emergency management and incident response objective through the development and use of integrated Multiagency Coordination Systems (MACS) and Multiagency Coordination System Groups (MAC Groups). This includes developing and maintaining connectivity capability between the Incident Command Post, Local 911 Centers, local Emergency Operations Centers, Regional Emergency Operations Centers, the State Emergency Operations Center and Federal Emergency Operations Center and National Response Framework organizational elements.

Local Emergency Operations Center Activation: Local jurisdictions activate their local Emergency Operations Center (EOC) based on the magnitude or need for more coordinated management of the emergency. When activated, local EOC’s help form a common operating picture of the incident by collecting, analyzing, and disseminating emergency information. The local Emergency Operations Center can also improve the effectiveness of the response by reducing the amount of external coordination of resources by the Incident Commander by providing a single point of contact to support multiagency coordination. When activated the local Emergency Operations Center notifies the Operational Area lead that the local Emergency Operations Center has been activated.
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28 Communications between field and the Emergency Operations Center: When a jurisdiction Emergency Operation Center is activated, communications and coordination are established between the Incident Commander and the Department Operations Center to the Emergency Operations Center, or between the Incident Commander and the Emergency Operations Center.

Operational Area Emergency Operations Center Activation: If one or more local EOCs are activated, or if the event requires resources outside the affected jurisdiction, the Operational Area Emergency Operations Center activates. The Operational Area Emergency Operations Center also activates if a Local Emergency is proclaimed by the affected local government. The Operational Area Emergency Operations Center then coordinates resource requests from the affected jurisdiction to an unaffected jurisdiction, or if resources are not available within the Operational Area, forwards the resource request to the Regional Emergency Operations Center and mutual aid coordinators.

Regional Emergency Operations Center Activation: Whenever an Operational Area Emergency Operations Center is activated the California Office of Emergency Services Regional Administrator will activate the Regional Emergency Operations Center within the affected region and notifies the California Office of Emergency Services Headquarters. The Regional Emergency Operations Center will then coordinate resource requests from the affected Operational Area to unaffected Operational Areas within the affected region, or, if resources are not available within the affected region, resource requests are forwarded to the State Operations Center for coordination.

State Level Field Teams: The State may deploy Field Teams (Emergency Services Regional Staff) to provide situation reports on the disaster to the Regional Emergency Operations Center in coordination with responsible Unified Command.

State Operations Center Activation: The State Operations Center is activated when the Regional Emergency Operations Center activates to:
• Continuously monitor the situation and provide situation reports to brief state officials as appropriate
• Process resource request between the affected regions, unaffected regions, and state agency Department Operation Centers
• Process requests for deferral assistance and coordinate with Federal Incident Management Assistance Teams when established
• Coordinate interstate resource requests as part of the Emergency Management Assistance Compact or Interstate Disaster and Civil Defense Compact • The State Operations Center may also be activated independently of a Regional Emergency Operations Center to continuously monitor emergency conditions Joint Information Center Activation: Where multiple agencies are providing public information, the lead agencies will work together to analyze the information available and provide a consistent message to the public and the media. Where practical, the 79 of 605

29 agencies will activate a Joint Information Center to facilitate the dissemination of consistent information.

State Department Operations Center Activation: Each state agency may activate a Department Operations center to manage information and resources assigned to the incident. If a Department Operations Center is activated, an agency representative or liaison may deploy to facilitate information flow between the two facilities.

Federal Emergency Management Agency Regional Response Coordination Center Activation: The Federal Emergency Management Agency Regional Response Coordination Center may deploy a liaison or Incident Management Assistance Team to the State Operations Center to monitor the situation and provide situational awareness to federal officials.

3.1.6.3 Sustained Operations

As the emergency continues, further emergency assistance is provided to individuals impacted by the disaster and efforts are made to reduce the likelihood of secondary damage. If the situation demands, mutual aid is provided, as well as activities such as search and rescue, shelter and care, and identification of victims.

3.1.6.4 Transition to Recovery

As the initial and sustained operational priorities are met, emergency management officials consider the recovery phase needs. Short-term recovery activities include returning vital life-support systems to minimum operating standards. Long-term activity is designed to return to normal activities. Recovery planning should include reviews of ways to avert or mitigate future emergencies. During the recovery phase, damage is assessed, local assistance centers and disaster recovery centers are opened, and hazard mitigation surveys are performed.

Local Assistance Centers: Local Assistance Centers (LAC)are opened by local governments to assist communities by providing a centralized location for services and resource referrals for unmet needs following a disaster or significant emergency. The LAC is staffed and supported by local, state, and federal agencies, as warranted, as well as nonprofit and voluntary organizations. The LAC provides a venue at which individuals, families, and businesses can access available disaster assistance programs and services. The LACs need to be physically accessible and information needs to be provided in accessible formats for all community members. If federal resources are authorized, a state-federal Disaster Recovery Center (DRC) may be co-located with the LACs.

Joint Field Office: The state coordinates with FEMA as necessary to activate a Joint Field Office (JFO) to coordinate federal support for the emergency. The state will appoint a State Coordinating Officer (SCO) to serve as the state point of contact. A Federal Coordinating Officer (FCO) is appointed upon a Presidential Declaration of an Emergency or Major Disaster.
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30 Demobilization: As resources are no longer needed to support the response, or the response activities cease, resources are demobilized. Demobilization includes provisions to address and validate the safe return of resources to their original location and includes processes for resource tracking and ensuring applicable reimbursement.

Where applicable, demobilization should include compliance with mutual aid and assistance provisions.

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31 The sequence of activities occurring for the emergency response and proclamation process is illustrated in Figure 1 – Response Phase Sequence of Events.

FIGURE 1: RESPONSE PHASE SEQUENCE OF EVENTS
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32 3.2 Recovery

In the aftermath of a disaster, many citizens will have specific needs that must be met before they can pick up the thread of their pre-disaster lives. Typically, there will be a need for such services as these:
(1) Assessment of the extent and severity of damages to public and private property.
(2) Restoration of services generally available in communities - water, food, medical assistance, utilities, and lifelines.
(3) Repair of damaged homes, buildings, and infrastructure. (4) Professional counseling when the sudden changes resulting from the emergency have resulted in mental anguish and inability to cope.

Local governments can help individuals and families recover by ensuring that these services are available and by seeking additional resources if the community needs them. Recovery occurs in two phases: short-term and long-term.

3.2.1 Short-Term

Short-term recovery operations begin during the response phase of the emergency.

Although referred to as “short-term” recovery, these activities may last for weeks. Short- term recovery includes actions required to:
• Stabilize the situation.
• Restore services (electricity, water, and sanitary systems) • Implement critical infrastructure recovery plans to maintain operations during emergencies and the recovery phase.
• Commence the planning for the restoration of the community, including economic functions.
• Address debris that poses a threat to public health and safety.

For federally declared disasters, Disaster Assistance Centers may be established by the Federal Emergency Management Agency (FEMA) to assist disaster victims and businesses in applying for grants, loans, and other benefits. In coordination with the American Red Cross, the City may provide sheltering for disaster victims until housing can be arranged.

3.2.2 Long-Term

Long-term recovery continues the short-term recovery actions focusing on community restoration. Long-term recovery may continue for several months or years depending on the severity and extent of the damage sustained. These activities include those necessary to restore a community to a state of normalcy, given the inevitable changes that result from a major disaster. Long-term recovery activities require significant 83 of 605

33 planning to maximize opportunities and mitigate risks after a major incident and may include the following:
• Reconstruction of facilities and infrastructure including the technology systems and services necessary for restoration of all operations functions. • Community planning including the development of long-term housing plans. • Implementation of waivers, zoning changes, and other land-use legislation to promote recovery.
• Assistance to displaced families, which may include financial support as well as social and health services.
• Restoration of the local economic system.
• Integration of mitigation strategies into recovery efforts. • Documentation of eligible disaster-related costs for reimbursement through state and federal grant programs.

3.3 Continuity

Continuity of Operations and Government: A critical component of the City emergency management strategy involves ensuring that government operations will continue during and after a major emergency or disaster. The ability to maintain essential government functions, including the continuity of lawfully constituted authority is a responsibility that must be provided for to the greatest extent possible.

A major disaster could result in great loss of life and property, including the death or injury of key government officials, the partial or complete destruction of established seats of government and/or the destruction of public and private records essential to continue operations of government and industry.

In the aftermath of a major disaster, during the reconstruction period, law and order must be preserved and, so far as possible, government services must be maintained.

The civil government can best complete these services. To this end, it is particularly essential that the local units of government continue to function.

The following portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of State and local government:
• Continuity of Government in California (Article IV, Section 21 of the State Constitution)
• Preservation of Local Government (Article 15 of the California Emergency Services Act)
• Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of the Government Code)
Key authorities include Sections 8635 through 8643 of the Government Code:
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34 • Furnish a means by which the continued functioning of political subdivisions can be assured by providing for the preservation and continuation of (City and County) government in the event of an enemy attack, or in the event a State of Emergency or Local Emergency is a matter of statewide concern.
• Authorize political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.
• Authorize governing bodies to designate and appoint three standby officers for each member of governing body and for the Chief Executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision, other than that to which they are appointed. Standby officers take the same oath as regular officers and are designated numbers 1, 2 and 3 as the case may be.
• Authorize standby officers to report ready for duty in the event of a State of War Emergency, State of Emergency or Local Emergency at the place previously designated.
• Authorize local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency or Local Emergency exists, and at a place not within the political subdivision.

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35 4 Organization and Assignment of Responsibilities

4.1 Use of SEMS, NIMS, and ICS

For the City, this basic plan establishes the operational organization that is relied on to respond to an emergency. The City uses the Standardized Emergency Management System, The National Incident Management System, and the Incident Command System, to be consistent with the National Response Framework concepts and to be coordinated with other jurisdictional partners within Los Angeles County.

The following sections list out the city’s organization structure as well as departmental roles and responsibilities during an Emergency Operations Center activation.

Additionally, it details the role that Disaster Management Area Coordinators (DMACs) have during an emergency.

4.2 Role of Elected Official

All disasters are locally driven events, and it is the local official’s role to provide leadership and policy guidance to their jurisdiction before, during, and after a disaster.

It is important for local elected officials to engage in preparedness efforts, which are ongoing and involve activities undertaken to prepare for disasters and emergencies, as well as to facilitate future response and recovery efforts. The following section details some of the local official’s roles and responsibilities during and following a disaster.

Elected Officials Role During an Emergency Disaster: The primary role of an elected official during a disaster is that of support. As the disaster is occurring and the immediate response is underway, elected officials will best serve citizens by empowering and allowing first responders and the EOC staff the freedom to manage the incident as they have been trained to do. Elected officials operate during an emergency as a decision maker. They will provide first responders and EOC staff time to stabilize the situation. The primary goal of addressing a disaster as it is happening is to stabilize the situation quickly and efficiently – EOC Staff and First Responders will accomplish this. The elected official’s role consists of:

• Support and work with emergency management officials as needed. This may include facilitating communication with and obtaining assistance from other agencies, declaring a local state of emergency, and issuing emergency orders such as imposing curfews, etc.
• Communicate quickly, clearly, and effectively to constituents and work with partners to ensure a coordinated message.
• Get accurate information out early and often, and ensure all messaging is accessible.
• Maintain situational awareness regarding the disaster by staying informed. 86 of 605

36 • Provide direction for response-related activities, when appropriate. • Trust and empower your emergency management officials to make the right decisions.
• Serve your citizens by allowing the First Responders and the EOC staff to manage the incident as they are trained to do. The active participation of Elected Officials in planning / training before a disaster and leadership during the recovery period is where you will have the greatest impact and be of most value. • Use an EOC Liaison to help you stay informed during the incident.

Elected Officials Role Following an Emergency Disaster: The primary role of an elected official after a disaster is that of leadership. Once the first responders and EOC staff have stabilized the situation, your role as an elected official becomes crucial to the recovery process. A community is built on law and order, and this stems from City Code, Zoning Regulations, Building Code, Police Enforcement, and much more. Just because a disaster occurs does not mean these regulations are null and void. On the contrary, they are crucial to make sure your community is built back right. For a City to truly recover, diligent and firm adherence to the City’s Codes and Regulations must be adhered to. To help in accomplishing this goal, the following is a list of roles for you to fill.

• Understand the disaster assistance programs available and application process for State of California and the Federal Disaster Declarations. • Support your community throughout the recovery – it can be a long process and may take multiple years.
• Help identify opportunities to rebuild and mitigate future damage through planning and smart infrastructure investments.
• Ask questions – the recovery process and programs can be complex. • Ensure all Codes and Regulations are enforced during the recovery process.

4.3 Role of City Departments

In the event of an Emergency Operations Center activation, each City department is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. The departments also provide representatives to the EOC to coordinate people, resources, and information in order to manage an incident that occurs in the city, and to communicate emergency efforts between departments and/or jurisdictions.

Designated department representatives are trained in emergency management and response operations. In addition, these representatives have assigned successors to support EOC staff in the event of extended operations. The sections below outline the designated responsibilities for each of the city departments. Details for department staff roles and responsibilities in the EOC are defined in the EOC position job-aids included in the document: EOC Management and Plan Implementation.
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37 City Manager’s Office. The executive staff members of the City Manager’s Office are responsible for policy level decisions related to the management of the incident. The office will provide representatives to assist in the EOC, and provide liaison assistance to the operational area, if activated. The City Manager, or designee (e.g., Deputy City Manager, Emergency Manager), will serve as the EOC Manager/Director overseeing the direction and policy guidance of all EOC operations. Policy level decisions are related to formation of policies/procedures, authorization of expenditures, support of local emergency management operations with additional staff, resources, etc., as well as other operations as determined appropriate. The City Manager’s Office will also utilize the Public Information Officer (PIO) to staff the position of EOC PIO to support the collection, verification, and dissemination of emergency related information to the public and the media. The Risk Management personnel within City Attorney’s office are responsible for providing a representative to staff the Safety Officer position within the EOC.

Community Development Department. The Community Development Department is responsible for providing support on public infrastructure evaluation/damage assessment, providing GIS support upon request, working with Community Service and Parks to identify possible shelter locations (ensuring the structural safety of the buildings), providing staff to the EOC, and administering evaluations and permits in the recovery process. Department representatives from Community Development lead the Planning Section and may serve in a variety of EOC sections and branches, depending on the needs of the incident.

Economic Development. The Economic Development Department serves in the Recovery Coordination Group following the response phase of a disaster event as the city moves into the recovery phase. Economic Development supports redevelopment and recovery strategies for the city using current economic development strategies.

Finance Department. The Finance Department is responsible for overseeing all expenditures related to emergency management and response operations, including tracking and documentation necessary for recovery reimbursement purposes including personnel time tracking during emergency operations. Finance will provide department representatives to staff the Finance section in the EOC. Department representatives will utilize established procedures and protocols for expense tracking and documentation but may also develop additional procedures as necessary to fit the needs of emergency operations. Finance will also provide staffing to the Procurement Unit in the Logistics Section in the EOC utilizing established procedures and protocols for purchasing but may develop procedures as necessary to support emergency operations.

Fire Department. The Fire Department is responsible for the management of fire operations within the city during emergency response efforts. This includes the immediate first responder effort to manage any fires, as well as the management of a safe scene, recognition of potential hazardous materials, public safety on scene, and other responsibilities. The Fire Department will coordinate all fire response efforts and 88 of 605

38 serve as the main coordination point when requesting a fire response or emergency medical service (EMS) assistance from neighboring jurisdictions.

Fire services also include the provision of Emergency Medical Services (EMS), providing life-saving medical care. Fire/EMS personnel will work in coordination with private EMS providers to meet the needs of the incident in the event that Fire/EMS is overwhelmed.

A Fire Department representative will be appointed to serve in the Fire Branch of the Operations Section in the EOC.

Human Resources Department. The City Human Resources Department is responsible for managing all efforts associated with city personnel and volunteers. As emergency resources, city personnel and volunteers may be assigned to positions in the EOC or in the field to support city emergency management and response operations.

Department representatives will staff the Personnel Branch of the EOC, addressing issues such as worker’s compensation, disaster service worker (DSW) agreements, volunteer management, and other various tasks as determined appropriate.

Information Services Department. The Information Services (IS) Department is responsible for ensuring the operation of the city’s critical IS infrastructure during an emergency and providing technical support to the EOC when activated. IS will staff the Communications Unit in the EOC, and will provide support to GIS, mapping, and any other technical resources. IT will provide representatives to the EOC when activated.

Community Services and Parks Department. The Community Services and Parks (CSP) is responsible for supporting mass care operations, including the implementation of shelter operations in the city. Mass care and shelter operations include the mobilization and deployment of department personnel and resources (in coordination with the operational area) and receiving and registering volunteer resources during emergencies. CSP will provide staff to manage the shelter facilities and may request additional assistance from the American Red Cross (ARC), if necessary. CSP personnel are also responsible for reporting damage assessment information related to park facilities, working within their departmental reporting structure. CSP will appoint department representatives to the city EOC to assist in the coordination of department operations. In addition, the department also serves in a primary role for the provision of services for people with access and functional needs (PAFN)and providing or coordinating animal care services during an emergency.

Police Department. The Police Department is responsible for law enforcement operations and terrorism prevention within the city. Police officers will respond to the immediate threats and dangers associated with any emergencies in the city. The Police Department will support emergency operations including, but not limited to prevention of threats, protection of population, evacuation, and damage assessment. A Police Department representative will be appointed to serve in the Law Branch of the Operations Section in the EOC.

Public Works Department. The Public Works Department serves in a variety of roles to support emergency management and response operations. Responsibilities for Public Works include, but are not limited to, damage assessment, critical infrastructure 89 of 605

39 restoration, support for debris management, transportation, evacuation, access control, and general logistics operations. Public Works is also responsible for providing public drainage services for designated areas within the city. Department representatives will be appointed to the EOC and will serve in the Construction and Engineering branch within the Operations section. Public Works Staff may also serve in the Logistics Section if needed. In addition, Public Works will assist emergency operations by deploying personnel into the incident area to assess damage, access control, manage public drainage (if necessary), and begin emergency restoration efforts. These operations will be coordinated through their Department Operations Center (DOC), which will communicate and coordinate with the EOC.

Water and Power. Glendale Water and Power (GWP) is responsible for the management of City of Glendale water and electric utilities during an emergency. This includes response, mitigation, planning, and recovery activities involving the distribution of water and electricity, inundation from city owned and operated dams used for storing treated potable water, and any degradation of the City’s drinking water supply causing either a water supply shortage or a degradation of water supply quality. GWP will monitor and assess pertinent information related to these services, provide technical assistance, documentation, observations, and work to ensure that water and electric services are maintained and/or repaired during the emergency and provide staff to the EOC. Information provided by GWP will assist the EOC in making necessary evacuations, transportation, procurement of bottled water and temporary generators, or other emergency management related decisions. GWP will coordinate its emergency operations with adjacent water or electric utilities, and appropriate regulatory agencies for water, power, and electricity. GWP is responsible for the maintenance and access to hazard maps and schematics and other emergency documents for equipment and property that they own and operate. GWP staff will be assigned to the Utilities Unit within the Construction and Engineering branch of the Operations section of the EOC.

EOC, DOC and Responder Personnel. While this Emergency Operations Plan is focused on the City’s organizational response, all city employees with responsibilities for emergency functions would greatly benefit from having a personal and family preparedness plan. Any city employee with responsibility to report to the EOC, a department operations center (DOC), or to field response operations should have a personal and family preparedness plan in place. Personal and family preparedness planning supports city employees in ensuring the safety of their loved ones, and in turn supports the employees with being available to respond to their city emergency management responsibilities.

4.4 Role of Disaster Management Area Coordinators (DMACs)

The mission of DMACs is to coordinate with Area cities in planning for preparedness, mitigation and recovery from emergencies/disasters. During an actual emergency, DMACs are responsible for Advocating for Area cities and liaison with the Los Angeles County Operational Area Emergency Operations Center as (OAEOC) as necessary, assist other Areas as requested; staff City Liaison post at OAEOC. 90 of 605

40 • Additionally, they check in with Area cities to quickly determine the impact of the emergency/disaster.
• Provide a quick Area status report to the OAEOC to supplement individual cities’ reports. This is not a detailed or formal report. It should be considered outside the normal reporting system and will provide the OAEOC with an indication of where potential problems might exist as well as indicate which Disaster Management Area Coordinators (DMACs) might be in the best position to directly provide staffing to assist the most heavily impacted Area(s) and the OAEOC (staffing may come from the DMAC or from a city within the DMAC’s Area).
• Get feedback from the OAEOC as to which DMAC Areas appear to be the most heavily impacted and which appear least impacted. Feedback will include a recommendation from the OAEOC as to which DMAC should provide staffing to the OAEOC (staffing may come from the DMAC or from a city within the DMAC’s Area). • DMAC of selected city provides staffing to the OAEOC to represent concerns of cities, to ensure that the needs and concerns of cities are properly represented in the OAEOC, and to participate, as appropriate, in the development of solutions affecting cities.

Finally, the following sections list out the role and responsibilities of the private sector.

4.5 Role of the Private Sector

4.5.1 Contracted City Services

In the event of an Emergency Operations Center activation, each contracted city service partner is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. At a minimum, contract city service partners will either provide a representative to the City EOC or provide a contact number for Business Operations Center to coordinate people, resources, and information in order to manage an incident that occurs in the city, and to communicate emergency efforts between their organization and the City.

4.5.2 Residents

The residents are the primary beneficiaries of the City of Glendale emergency management system. At the same time, residents play an important role in emergency management by ensuring that they and their families are prepared for disasters. Before an emergency, residents can assist the emergency management effort by taking first aid training, maintaining supplies, and being prepared to evacuate or shelter-in-place for several days.

Many residents join disaster volunteers’ programs such as Community Emergency Response Teams and remain ready to volunteer or support emergency response and 91 of 605

41 recovery efforts. During an emergency, residents should monitor emergency communications and carefully follow direction from authorities. By being prepared, residents can better serve their family, their community and reduce demands on first responders.

4.5.3 Population with Access and Functional Needs

Populations with access and functional needs include those members of the community that may have additional needs before, during and after an incident in functional areas, including but not limited to maintaining independence, communication, transportation, supervision, and medical care.

Individuals in need of additional response assistance may include those who:
• Have disabilities – temporary and/or lifelong
• Live in assisted living settings
• Are elderly
• Are unaccompanied children
• Are from diverse cultures
• Have limited English proficiency or a non-English speaking • Have sight or hearing losses (impairments)
• Are transportation dis-advantaged; or
• Other situations that would require assistance
Lessons learned from recent emergencies concerning people with disabilities and older adults have shown that the existing paradigm of emergency planning, implementation and response must change to meet the needs of these groups during an emergency.

These lessons show four areas that are repeatedly identified as most important to people with disabilities and older adults:
• Communications and Public Information: Emergency notification systems must be accessible to ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or deaf/blind
• Evacuation and Transportation: Evacuation plans must incorporate disability and older adult transportation providers for identifying and the movement of people with mobility impairments and those with transportation disadvantages • Sheltering: Care and shelter plans must address the access and functional needs of people with disabilities and older adults to allow for sheltering in general population shelters
• Americans with Disabilities Act: When shelter facilities are activated, the State will work with local officials to ensure they accommodate the provisions of the Americans with Disabilities Act.

4.5.4 At Risk Individuals

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42 Another perspective is to consider the needs of people who are not in contact with traditional emergency service providers. These people may feel they cannot comfortably or safely access and use the standard resources offered in preparedness, response, and recovery. These include, but are not limited to individuals who are:
• Homeless
• Without transportation
• Out of hearing range of community alert sirens/systems • Without radio or television to know they need to take action • Without access to telephones
• Visiting or temporarily residing in an impacted region • Not familiar with available emergency response and recovery resources • Limited in their understanding of English
• Geographically or culturally isolated

4.5.5 Businesses

Businesses within the city own and maintain valuable resources that must be protected during a disaster response to ensure a quick and complete recovery from an emergency. These same businesses provide these valuable resources before, during and after an emergency, as well as play a critical role in meeting the needs of those impacted by an emergency.

Target Hazards: Some key industries are potential targets for terrorist attacks and must institute measures to prevent attacks and protect their infrastructure and surrounding community. This requires businesses to coordinate with local, state, and federal governments to ensure that their emergency plans are integrated with government plans.

Hazardous Materials Area Plans: Some industries are required by law or regulation to have emergency operations procedures to address a variety of hazards, the California Office of Emergency Services Hazardous Materials Program requires businesses that handle hazardous materials that meet certain quantity or risk thresholds must submit Business Program Plans and Risk Management Plans to the County’s Certified Unified Program Agency or Administering Agency. The administering Agency can then develop Hazardous Material Area Plans to respond to a release of hazardous material within the county.

Business Emergency Plans: This plan recommends that all businesses develop comprehensive emergency plans that include employee injury and illness prevention programs, business resumption and continuity of operations elements. A comprehensive business emergency plan can assist the business and community at-large by providing:
• Information to employees to protect themselves and their families from the effects of likely emergencies
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43 • A business emergency organization with identified positions having clear and specific emergency roles, responsibilities, delegated authority and identified successors
• An identification of actions necessary to protect company property and records during emergencies
• A list of critical products and services
• Production shutdown procedures
• A company command post
• Alternative work sites
• Methods and channels of communication
• Contacts with local emergency management officials
• A method to provide and accept goods and services from other companies Business Operations Centers: This plan also promotes the use of business operations centers to enhance public and private coordination. Local government can effectively coordinate with businesses by establishing a business operation center that is linked to their existing emergency operations center.

4.5.6 Volunteer Organizations

The City recognizes the value and importance of organizations that perform voluntary services in their community. These organizations have resources, which can augment emergency response and recovery efforts. Some examples of voluntary organization are the following:
• American Red Cross
• Community Emergency Response Teams
• Amateur Radio Groups

4.5.7 Public-Private Partnerships

The private sector provides valuable assistance and resources to support emergency response and recovery activities. The goal of the Public-Private partnership is to advise on:
• Appropriate agreements to provide for quick access to emergency supplies and essential services to minimize the need to stockpile such supplies during normal times
• Logistic measures required to quickly deliver needed supplies and services to affected areas
• Methods to utilize non-profit and private sector capabilities to increase the surge capacity of local agencies responding to emergencies
• Methods to promote the integration of the non-profit and private sectors into the emergency services system so that people can be better informed and prepared for emergencies
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44 • Systems that aid business and economic recovery after an emergency

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45 PAGE IS INTENTIONALLY BLANK

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46 5 Direction, Control and Coordination

5.1 Direction and Control

The City of Glendale is responsible for coordinating the resources, strategies, and policy for any event in the City that exceeds the capacity of field responders. Tactical control always remains the responsibility of field Incident Commanders. The City Manager, working through the mechanism of the Emergency Operations Center, provides direction and control over the coordination of multi-department and multi-jurisdictional resources to support the field responders. Policy decisions may be made by the Emergency Operations Center Manager/Director that is staffed by the City Manager or designee.

5.2 Coordination

The City Emergency Operations Center will coordinate resource requests from the field and other jurisdictions within the city. If requests exceed the supply, the Emergency Operations Center will provide resources based on established priorities.

If resources are not available within the city, requests will be made to the Los Angeles Operational Area Emergency Operations Center either directly or through DMAC’s who are responsible for advocating for area cities and who liaison with the Los Angeles County Operational Area Emergency Operations Center (OAEOC). The Operational Area Emergency Operations Center will coordinate resources obtained from within the operational area. If resources are not available in the operational area, they will request them from the Southern Regional Emergency Operations Center. The Regional Emergency Operations Center will coordinate resources obtained from operational areas throughout the region. If resources are not available in the region, they will request from the State Operations Center. If the state cannot supply the resource, they will request from Federal Emergency Management Agency and other federal agencies. Below is a visual of this coordination relationship.

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47 5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid

Operational Area Coordination: In the event that an incident overwhelms the resources and capabilities of the City, additional support will be requested from a variety of entities, jurisdictions, and organizations. For general emergency management operations, the city will follow SEMS and make requests for additional assistance through the operational area, working directly with the operational area emergency management personnel and the operational area EOC, if activated. If the emergency requires state and federal support, representatives from the operational area will work with the state level emergency management organization (Regional Emergency Operations Center), following the established SEMS, NIMS, and ICS structures.

When working with external partners such as private companies, non-profit organizations, nongovernment organizations, or other partners, city representatives in the EOC will ensure that these external partners work within the designated organizational structure of the city EOC. The City EOC Manager/Director will designate the coordination procedures for new partners that are not already established as part of the city’s emergency management operational systems.

Mutual Aid: California's emergency assistance is based on a statewide mutual aid system designed to ensure additional resources are provided to the state’s political subdivisions whenever their own resources are overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA), which is entered into by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies to assist each other by providing resources during an emergency. The agreement obligates each signatory entity to provide aid to each other during an emergency without expectation of reimbursement. Under specific conditions, federal and state funding may be appropriated to reimburse public agencies who aid other jurisdictions. If other agreements, memoranda, and contracts are used to provide assistance for consideration, the terms of those documents may affect disaster assistance eligibility and local entities may only be reimbursed if funds are available. This plan promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.

There are four approved, formal Mutual Aid Systems in California. Those systems are:

FIGURE 2: DMAC COORDINATION RELATIONSHIP
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48 1 Fire and Rescue
2 Law Enforcement
3 Coroner
4 Emergency Management
(resources not covered by the
other three systems)
Other informal mutual aid involves, but is
not limited to the interchange of:
1 Public Information
2 Medical and Health
3 Communications
4 Transportation Services
5 Facilities
6 Hazardous Material Mutual Aid
System
7 Volunteer and Private Agencies
California is divided into six mutual aid
regions, which are subdivisions of the state
emergency services organization to
facilitate the coordination of mutual aid and other emergency operations within an area of the State consisting of two or more Operational Area. A map of the Regions is shown in Figure 3: California Mutual Aid Regions. The City is located in Mutual Aid Region I.

Mutual Aid Coordination: Formal mutual aid requests follow specified procedures and are processed through pre-identified mutual aid coordinators. Mutual aid requests follow discipline-specific chains (i.e., fire, law enforcement etc.) from one level of government to the next. The mutual aid coordinator receives the mutual aid request and coordinates the provision of resources from within the coordinator's geographic area of responsibility. In the event resources are unavailable at one level of government, the request is forwarded to the next higher level of government to be filled.
• Field Level Requests: Requests for MMAA resources originate from the Field Level and are managed by the Incident Commander (IC). If the IC is unable to obtain the resource through existing local channels, the request is elevated to the next successive government level until obtained or cancelled. • Local Government Request: Local jurisdictions are responsible for the protection of life and property within the municipal geographic boundaries. The local jurisdiction where the incident occurred should assess its resource inventory and existing local agreements to determine if the requested resource is available.

When locally committed resources are exhausted and mutual aid is needed, the local official will request assistance from the OA Mutual Aid Coordinator.

FIGURE 3: CALIFORNIA MUTUAL AID REGIONS
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49 • Operational Area Requests: The OA is a composite of its political subdivisions, (i.e., municipalities, contract cities, special districts, and county agencies). The OA Mutual Aid Coordinator assesses the availability of resources within the OA and fulfills the resource request based upon that assessment. In the event resources are unavailable at the OA level, the request is forwarded to the responsible Regional Mutual Aid Coordinator to be filled. • Region Level Requests: The State is geographically divided into six Mutual Aid Regions. For Law Enforcement Mutual Aid, Region I is divided into two sub- regions. Each Mutual Aid Region is comprised of multiple Operational Areas and has a Regional Mutual Aid Coordinator. The Regional Mutual Aid Coordinator is granted the authority to coordinate the mutual aid response of discipline- specific resources within the Region to support a mutual aid request by a jurisdiction also within the Region. In the event resources are unavailable at the Region level, the request is forwarded to the State Mutual Aid Coordinator to be filled.
• State Level Requests: On behalf of the Governor, the Director of Cal OES has the responsibility for coordination of state mutual aid resources in support of local jurisdictions during times of emergency. The Director will analyze and coordinate the request by forwarding the request to an unaffected REOC or tasking the appropriate State agency to fill the need.

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50 5.4 NIMS, SEMS, and ICS

Emergency management operations are organized under the guidelines established by NIMS, SEMS, and ICS. These emergency management structures and guidelines provide the foundation for all emergency operations, creating a flexible organizational structure that can be adjusted to meet the needs of any incident, regardless of the size, extent, or associated damage. This plan, following the identified emergency management structures and guidelines, serves as a local, city management plan, and nests into and supports the Los Angeles County and Operational Area Response Plan.

The city will manage their internal operations through the implementation of this plan as outlined, and work in support of county operations if necessary. In following these standardized systems, the city EOC is organized into the sections listed below. • Management Staff
• Operations Section
• Planning Section
• Logistics Section
FIGURE 4: FLOW OF REQUEST AND RESOURCES
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51 • Finance Section
Detailed descriptions of the roles of each position in the EOC can be found in the EOC Management and Plan Implementation guide.

NIMS is the national standard for incident management operations defined by the FEMA and based on the National Response Framework. NIMS has been adopted by the City by resolution to serve as its incident management system. ICS is the organizational structure within NIMS that defines how emergency management operations will be organized. All state and local jurisdictions are required to prepare, plan, and respond to emergencies based on the NIMS and ICS standards in order to be eligible for federal reimbursement for emergency related costs. Additional details regarding NIMS and ICS can be found online through FEMA’s website.

In addition, the Standardized Emergency Management System (SEMS), based on State of California emergency management standards, has been adopted by the City for managing response to multi agency and multi jurisdiction emergencies, and to facilitate communications and coordination between all levels of the system and among all responding agencies. California Government Code § 8607 requires all local public agencies (cities, special districts, and counties) to respond to emergencies using the SEMS at the scene of a multi-agency emergency and in the EOC.

SEMS defines the organizational structure of local EOCs, reporting to operational area EOCs, which report to Regional EOCs (REOC), to state EOCs, and finally to FEMA. The utilization of SEMS during emergency management and response efforts is required for jurisdictions to be eligible for state reimbursement. Additional information for SEMS can be found online through the California Office of Emergency Services (CalOES) website.

National Incident Management System: The terrorist attacks of September 11, 2001, illustrated the need for all levels of government, the private sector, and nongovernmental agencies to prepare for, protect against, respond to, and recover from a wide spectrum of events that exceed the capabilities of any single entity. These events require a unified and coordinated national approach to planning and to domestic incident management. To address this need, the President signed a series of Homeland Security Presidential Directives (HSPDs) that were intended to develop a common approach to preparedness and response. Two Policy Directives that are of particular importance to emergency planners:
• HSPD-5, Management of Domestic Incidents: Identifies steps for improved coordination in response to incidents. It requires the Department of Homeland Security to coordinate with other federal departments and/or agencies and state, local, and tribal governments to establish a National Response Framework and a National Incident Management System.
• PPD-8, National Preparedness: Describes the way federal departments and agencies will prepare. It requires DHS to coordinate with other federal departments and agencies – and with state, local, and tribal governments to develop a National Preparedness Goal.
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52 Together, the National Incident Management System, National Response Framework, and the national preparedness goal define what needs to be done to prevent, protect against, respond to, and recover from a major event; and how well it needs to be done. These efforts align federal, state, local, and tribal entities; the private sector; and nongovernmental agencies to provide an effective and efficient national structure for preparedness, incident management, and emergency response.

The National Incident Management System structure provides a consistent framework for incident management at all jurisdictional levels, regardless of the cause, size, or complexity of the incident, building on the Incident Command System and the National Incident Management System provides the nation’s first responders and authorities with the same foundation for incident management for terrorist attacks, natural disasters, and all other emergencies. The National Incident Management System structure requires the institutionalization of the Incident Command System and its use to manage all domestic incidents.

The National Incident Management System structure integrates existing best practices into a consistent, nationwide approach to domestic incident management that is applicable at all jurisdictional levels and across functional disciplines. Six major components make up the National Incident Management system’s approach:
• Command and Management
• Preparedness
• Resource Management
• Communications and Information Management
• Supporting Technologies
• Ongoing Management and Maintenance
Standardize Emergency Management System: The Standardized Emergency Management System is the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management. The Standardized Emergency Management System is required by the California Emergency Services Act for managing multiagency and multijurisdictional response to emergencies in California. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. The Standardized Emergency Management System incorporates the use of the Incident Command System, California Disaster and Civil Defense Master Mutual Aid Agreement, the Operation Area concept and multiagency or inter-agency coordination. State agencies are required to use the Standardized Emergency Management System and local government entities must use the Standardized Emergency Management System in order to be eligible for any reimbursement of response-related costs under the state’s disaster assistance programs.

Standardize Emergency Management System Organization Levels: There are five Standardized Emergency Management System organizational levels. 103 of 605

53 • State: The State Level of the Standardized Emergency Management System prioritizes task and coordinates state resources in response to the request from the Regional Level and coordinates mutual aid among the mutual aid regions and between the Regional Level and State Level. The State Level also serves as the coordination and communication link between the state and the federal emergency response system. The State Level requests assistance from other state governments through the Emergency Management Assistance Compact and similar interstate compacts/agreements and coordinates with the Federal Emergency Management Agency when federal assistance is requested. The State Level operates out of the State Operations Center. At the Federal Level, the National Response Framework identifies the methods and means for federal resources to provide support to the state and local government. Federal resources would be accessed via the Standardized Emergency Management System process through the mutual aid region and State Operations Center. • Region: The Regional Level manages
and coordinates information and
resources among Operational Areas
within the mutual aid region and also
between the Operational Area and
the State Level. The Regional Level
also coordinates overall state agency
support for emergency response
activities within the region. California
is divided into three Administrative
Regions – Inland, Coastal and
Southern (see figure 5); which are
further divided into six mutual aid
regions (see figure 3).
• Operational Area: An operational
Area is the intermediate level of the
state’s emergency management
organization, which encompasses a
county’s boundaries, and all political
subdivisions located within that
county, including special districts. The Operational Area facilitates and/or coordinates information, resources, and decisions regarding priorities among local governments within the Operational Area. The Operational Area serves as the coordination and communication link between the Local Government Level and Regional Level, State, Federal and Tribal jurisdictions in the Operational Area may have statutory authorities for response similar to that at the local level. • Local Government (The City): The Local Government Level includes cities, counties and special districts, Local governments are required to use the Standardized Emergency Management System when their Emergency FIGURE 5: ADMINISTRATIVE REGIONS
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54 Operations Center is activated, or a local emergency is declared or proclaimed in order to be eligible for state reimbursement of response-related costs. • Field: The Field Level is where emergency response personnel and resources, under the command of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat.

Standardized Emergency Management System Functions: The Standardized Emergency Management System requires that every emergency response involving multiple agencies include the five functions identified in Figure 6: Standardized Emergency Management System Functions. These functions must be applied at each level of the Standardized Emergency Management System organization.

FIGURE 6: STANDARDIZED EMERGENCY MANAGEMENT SYSTEM FUNCTIONS

Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the Standardized Emergency Management System Emergency Operations Center levels. Command and Management are further discussed below:
• Command: A key concept in all emergency planning is to establish command and tactical control at the lowest level that can perform that role effectively in the organization. In the Incident Command System, the Incident Commander, with appropriate policy direction and authority from the responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be used to meet those objectives. The Incident Commander must respond to higher authority. Depending upon the incident’s size and scope, the higher authority Command/
Management
Operations
Planning &
Intelligence
Logistics
Finance &
Adminstration
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55 could be the next ranking level in the organization up to the agency or department executive. This relationship provides an operational link with policy executives who customarily reside in the Department Operations Center of the Emergency Operations Center, when activated.
• Management: The Emergency Operations Center serves as a central location from which multiple agencies or organizations coordinate information collection and evaluation, priority setting and resource management. Within the Emergency Operations Center, the Management function:
• Facilitates multiagency coordination and executive decision making in support of the incident response
• Implements the policies established by the governing bodies • Facilitates the activities of the Multiagency Coordination Group • Operations: Responsible for coordinating and supporting all jurisdictional operations supporting the response to the emergency through implementation of the organizational level’s Action Plans. At the Field Level, the Operational Section is responsible for the coordinated tactical response directly applicable to, or in support of the objectives in accordance with the Incident Action Plan. In the Emergency Operations Center, the Operations Section Coordinator/Chief manages functional representatives who share information and decisions about discipline-specific operations.
• Logistics: Responsible for providing facilities, services, personnel, equipment, and materials in support of the emergency. Unified ordering takes place through the Logistics Section to ensure controls and accountability over resource requests. As needed, Unit Coordinators are appointed to address the needs for communications, food, medical, supplies, facilities, and ground support. • Planning/Intelligence: Responsible for the collection, evaluation and dissemination of operational information related to the incident for the preparation and documentation of the Incident Action Plan at the Field Level or the Action Plan at an Emergency Operations Center. Planning/Intelligence also maintains information on the current and forecasted situation and on the status of resources assigned to the emergency or the Emergency Operations Center.

As needed, Unit Coordinators are appointed to collect and analyze data, prepare situation reports, develop action plans, set Geographic Information Systems priorities, compile, and maintain documentation, conduct advance planning, manage technical specialists, and coordinate demobilization. • Finance/Administration: Responsible for all financial and cost analysis aspects of the emergency and for any administrative aspects not handled by the other functions. As needed, Unit Leaders are appointed to record time for incident of Emergency Operations Center personnel and hire equipment, coordinate procurement activities, process claims and track costs.

The field and Emergency Operations Center functions are illustrated in Table 2: Field and Emergency Operation Center Standardize Emergency Management Functions Comparison.
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56 SEMS Function Field Level EOCs
Command /
Management
Command is responsible for
directing, ordering and/or
controlling resources
Management is responsible for
facilitation of overall policy,
coordination, and support of the
incident
Operations
The coordinated tactical
response of all field operations in
accordance with the Incident
Action Plan
The coordination of all
jurisdictional operations in
support of the response to the
emergency in accordance with
the Emergency Center Action
Plan
Planning &
Intelligence
The collection, evaluation,
documentation and use of
intelligence related to the
incident
Collecting, evaluating, and
disseminating information and
maintaining documentation
relative to all jurisdiction activities
Logistics
Providing facilities, services,
personnel, equipment, and
materials in support of the
incident
Providing facilities, services,
personnel, equipment, and
materials in support of all
jurisdictional activities as required
Finance &
Administration
Financial and cost analysis and
administrative aspects not
handled by the other functions
Responsible for coordinating and
supporting administrative and
fiscal consideration surrounding
and emergency incident

TABLE 2: FIELD AND EMERGENCY OPERATION CENTER STANDARDIZE EMERGENCY MANAGEMENT

FUNCTIONS COMPARISON

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57 6 Communication
City EOC. Once notified of an emergency or disaster of any size, or of a potential or imminent threat to the city, communications will be established between the City EOC and outside entities, such as field responders, department level personnel, media, or other outside agencies and partners. From the EOC, telephones, cell phones, radios, email, and internet applications are used for direct communications with field responders or outside agencies.

The City EOC can communicate with the OA EOC to access the State OASIS satellite system. OASIS can support the operational area entities by allowing for direct satellite communication with the State’s Regional EOC (REOC), and the State Operations Center (SOC). OASIS voice transmission works like a standard telephone and data transmission is similar to a computer modem.

City Operations and Responders. The City operational staff in the field implement interoperable communications through the use of UHF/VHF radios to facilitate communications with all responding departments and city entities. Alternate forms of communications such as the use of cell phones, text messaging, email, amateur radio etc., may be utilized if determined necessary. The use of the interoperable radio system allows for communications between DOCs, EOCs, and the Incident Command Post (ICP) that is located near the site of a field emergency incident. DOCs and dispatch centers for private entities (i.e., private EMS providers) are responsible for maintaining communications with the city EOC when it is activated.

Notification and Warning. In addition to an effective communication capability, government must have an effective means to provide warning alerts to the populations impacted or at risk as the result of an emergency. There are three primary alert and warning systems designed to provide City residents with emergency information. These systems are the Emergency Alert System (EAS), Alert LA County System and Cal OES’s Emergency Digital Information System (EDIS). Additionally, special broadcasts, or simply driving up and down the streets using the public address system can also be conducted to notify and warn citizens. Police and Fire may be required to disseminate emergency warning to public who cannot be reached by primary warning systems.

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58 7 Information Collection, Analysis and Distribution
Before an Incident. Information is often provided before an incident occurs. Sources may include weather reports, National Oceanic Atmospheric Administration (NOAA) alerts, levee monitoring data, crime reports, credible threats of intentional events, and others. Advanced notice information can be used to activate the EOC, prepare emergency management and response personnel, and provide information to the city population. This advanced information can increase the preparedness level of emergency management and response personnel, ensuring the number of responders and material resources needed for response operations. Advanced information is also used to notify people that might be living in harm’s way, and supports individuals and their families with preparing for, or evacuating from, the hazardous situation. Early information can greatly reduce the numbers of people who might otherwise be harmed by the emergency event.

During an Incident. Information collected during the incident assists in determining the correct course of action and emergency management decisions. Information is collected from field responders, DOCs, private entities, the media, social media, community members, and a variety of other sources. All information collected from open-source public resources will be analyzed for accuracy, processed through rumor control, and documented by the respective EOC sections, branches, and units. All information documentation will be provided to the Situation Unit in the Planning Section of the EOC for inclusion into in the EOC Action Plan.

The use of Actions Plans in the City Emergency Operations Center provides a clear and measurable process for identifying objectives and priorities for a given event. Action Planning is an important management tool that involves:
• Process for identifying priorities and objectives for emergency response or recovery efforts
• Plans which document the priorities and objectives and the task and personnel assignments associated with meeting the objectives
The Action Planning process should involve the Emergency Operations Center Director and Section Chiefs/Coordinators (one from each Section) along with other Emergency Operations Center staff, as needed, such as agency representatives.

The initial Emergency Operations Center Action Plan may be a verbal plan that is developed during the first hour or two following Emergency Operations Center action.

A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and/or a limited number of response personnel. An Emergency Operations Center Action Plan will be developed whenever the Emergency Operations Center is activated, either partially or fully. A written Emergency Operations Center Action Plan is required whenever:
• Two or more agencies are involved in the response
• The incident overlaps more than one operational period 109 of 605

59 • All Emergency Operations Center functions are fully staffed The Emergency Operations Center Action Plan addresses a specific operational period, which may vary in length from a few hours to days depending on the circumstances.

The plan should be regularly reviewed and evaluated through the operational period and revised or updated as warranted.

The Planning Section Chief/Coordinator, with input from the EOC Manager/Director, EOC Coordinator, and the Operations Section Chief/Coordinator, establishes the schedule and cycle for planning and situation information dissemination. Initially, meetings may be conducted every few hours or several times each day. Over time, meetings may be held twice each day, and then daily, depending on the level of operations.

In addition, all EOC situation status reports and EOC Action Plans will be developed and presented for the purpose of information sharing at scheduled meetings during each EOC operational period. Information may also be sent to City departments, Emergency Operations Center personnel, the Operational Area, and other key agencies using the City’s Emergency reporting system, OASIS, radio, telephone, email, internet, or fax.

Regardless of the method of communication, all data should be verified prior to transmission. If unverified data must be transmitted, it should be clearly designated as unconfirmed information.

The City uses EOC forms found in the EOC Management and Plan Implementation guide.

After an Incident. Information collected throughout emergency operations will be documented by members of the Planning Section. This information will be used during the recovery phase of the emergency to develop a history of actions and expenditures related to the disaster. Information will also be used for the development of the after- action report that is used to document effective practices, archive effective tools, note areas in which EOC personnel saw need for additional training or tools, and document areas for program enhancements. In addition, the city and other agencies, entities, and organizations involved in the emergency management and response operations will collect information related to their respective after-effects of the incident, such as social and economic impacts, relief support provided, and ongoing recovery operations.

Emergency Public Information. Emergency Public Information is a priority of most importance during emergencies and disasters. City government has a primary responsibility to provide accurate and timely information to the public regarding conditions, threats, and protective measures. To avoid conflicts and confusion, the Emergency Public Information function operates best when centralized and coordinated among all involved jurisdictions, agencies, and organizations.

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60 8 Administration, Finance and Logistics

8.1 Administration

Emergency management operations supporting administration, finance, and logistical processes will be primarily conducted within the Logistics and Finance Sections of the EOC and will include the following considerations:
• Tracking and documentation of expenses
• Documentation of all actions taken during emergency operations • Procuring necessary equipment, resources, and additional support • Tracking and documentation of city employee working hours • Managing continuity of operations (COOP) for the city • Developing staff rotation schedules for extended operations • Managing compensation and claims related to emergency operations • Tracking and documenting of the deployment and utilization of resources • Managing additional staff and volunteers to support emergency operations • Managing both financial and in-kind donations
• Overseeing and managing information technology components and issues as they arise
• And other actions as determined appropriate

8.1.1 City Emergency Operations Policy Statement

Limitations: Due to the nature of emergency response, the outcome is not easy to predict. Therefore, it should be recognized that this plan is meant to serve as a guideline and that the outcome of the response may be limited by scope, magnitude, and duration of the event.

Suspension of Routine Activities and Availability of Employees: Day-to-day functions that do not contribute directly to the disaster operation may be suspended for the duration of an emergency. Efforts normally required for routine activities may be redirected to accomplish emergency tasks. During an emergency response, City employees not otherwise assigned emergency disaster related duties will, unless otherwise restricted, be made available to augment the work of their department, or other City departments, if required.

Households of Emergency Response Personnel: City employees may not be at peak efficiency or effectiveness during a disaster if the status of their households is unknown or in doubt. Employees who are assigned disaster response duties are encouraged to make arrangement with other employees, friends, neighbors, or relatives to check on their immediate families in the event of a disaster and to communicate that information to the employee through the City Emergency Operations Center. 111 of 605

61 Non-Discrimination: All local activities will be carried out in accordance with federal nondiscrimination laws. It is the City’s policy that no service will be denied on the basis of race, religion, national origin, age, sex, marital status, veteran status, sexual orientation, gender identification, or the presence of any sensory, mental or physical disability.

Citizen Preparedness: This plan does not substitute government services for individual responsibility. Citizens are expected to be aware of developing events and take appropriate steps to respond in a safe and timely manner. Since the City’s resources and personnel may be overwhelmed at the onset of a disaster event, individuals and organizations should be prepared to be self-sufficient following a disaster. The City will make every effort to provide information to the public via the media and other sources to assist citizens in dealing with the emergency.

8.1.2 Disaster Service Workers

Under California Government Code, Section 3100-3109, all public employees are obligated to serve as Disaster Service Workers. Public employees (civil service) are all persons employed by any county, city, state agency or public district in the State of California. Disaster Service Workers provide services and support during declared emergencies or disasters.

In the event of a major emergency or disaster, City employees may be called upon to perform certain duties in support of emergency management operations, such as:
serve in a position in the Emergency Operations Center, support shelter operations, or work at a logistics base in the field.
• City employees may be required to work at any time during a declared emergency and may be assigned to disaster service work
• Assignments may require service at locations, times and under conditions other than normal work assignments
• Assignment may include duties within the Emergency Operation Center, in the field or at another designated location
Under no circumstances will City employees that do not usually have a response role in their day-to-day responsibilities be asked to perform duties or functions that are hazardous, that they have not been trained to perform or are beyond their recognized capabilities.

8.1.3 Documentation

The Emergency Operations Center Finance/Administration Section will be responsible for maintaining records on damage assessment expenditures, recovery cost expenditures, insurance related documents, personnel overtime and other cost associated with the emergency.
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62 The Emergency Operations Center Planning Section will maintain copies of documents that are integral to Emergency Operation Center functions such as Emergency Operation Center Action Plans, Situation Status Logs, Position Logs etc. that together make up the history and chronology of the emergency events.

8.2 Finance

In the case of a major disaster, the Emergency Operations Center will support County, State, and Federal entities with cost recovery efforts, if requested and as able. Glendale citizens may benefit from the Small Business Administration, and the city may benefit from the State and/or the Federal Emergency Management Agency Public Assistance Program. The city may assist the citizenry with public service announcements regarding support available such as unemployment benefits, worker’s compensation, and insurance benefits.

8.2.1 Expenditure Tracking

The City of Glendale may be reimbursed for insurance, state and/or federal sources for disaster-related expense. The purpose of this section is to provide guidance on the record keeping requirements for claiming such expenses.

8.2.2 Eligible Expenses

Eligible costs are extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs are generally considered to be the net costs over and above any increased revenue or subsidy of the emergency service.

Ineligible expense may include costs for standby personnel and/or equipment and lost revenue.

8.2.3 Recordkeeping Requirements

State and federal governments require detailed information to support claims for reimbursement. Funding will be approved or denied based upon the information supplied by applicant agencies. Documentation supporting all costs claimed will be required, and all information must relate back to individual original source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:
• Costs and revenue associated with emergency operations should be segregated from normal operating expenses
• Separate records should be maintained for each vehicle and piece of heavy equipment used for emergency operations
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63 • Vehicle and equipment documentation should include the times and/or hours operated by location and operator
• Vehicle operating expenses should include fuel, tires, and maintenance • Labor costs should be compiled separate from vehicle and/or equipment expenses
• Equipment documentation should include exactly where the equipment was used and for what; hours and minutes used; and the name of the equipment operator if applicable
• Revenues and subsidies for emergency operations must be subtracted from any costs claimed
• Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed
• Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose
• All non-competitive procurements must be justified
Expenditure tracking should commence upon notice or the occurrence of disasters that require recordkeeping. The following section will focus on logistic and resource management, priorities, and requests.

8.3 Logistics

8.3.1 Resource Management

The resource management function describes the system that will be utilized for identifying available resources within the City to enable timely, efficient, and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the National Incident Management System (NIMS) includes mutual aid and assistance agreements, the use of special federal, state, territorial, tribal, and local teams, and resource mobilization protocols. This function specifically includes the management of personnel for emergency management operations and addresses necessary coordination efforts with local jurisdictions to secure necessary support and resources.

8.3.2 Resource Priorities

When activated, the City Emergency Operations Center establishes priorities for resource allocation during the emergency. All City resources are considered part of a pool, which may be allocated by the Emergency Operations Center to fulfill priority missions. Each department retains control of its non-assigned resources until released for an emergency assignment by the Emergency Operations Center.

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64 8.3.3 Resource Requests

Resource requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Request for resources that are normally within the inventories of the mutual aid system will go from local coordinator to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordination.
• All other resource requests will be made through the logistics function at each level.

Resource requests from the City of Glendale will be coordinated with the Los Angeles Operational Area Emergency Operations Center to determine if the resource is available internally or other more appropriate sources located within the Operational Area. Emergency Management Mutual Aid Coordinators at each level will keep the Operations Chief informed of the status of resource request and allocations.

Coordinators at each level will communicate and coordinate with each other to maintain current status on resource request and allocation within the disaster area.

Resource requests from the City of Glendale Emergency Operations Center to the Los Angeles Operational Area Emergency Operations Center may be verbally requested and then documented. Available resources will be allocated to the requesting local government, if a request for a specific resource exceeds the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The Section Chiefs/Coordinators in the Emergency Operations Center are responsible for ensuring that priorities are followed.

Resource requests for equipment, personnel, or technical assistance not available to the City of Glendale should be coordinated with the Los Angeles County Emergency Operations Center to the Southern Region Regional Emergency Operations Center.

Once the request is coordinated, approved and resources deployed, the Planning Section in coordination with various Operational Branches, is responsible for tracking the resources.

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66 9 Plan Development and Maintenance
This section of the City EOP discusses the overall approach to plan development and maintenance responsibilities.

This plan is developed under the authority conveyed to the City Manager’s office in accordance with the City’s Emergency Organization who has the primary responsibility for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed. The City uses the planning process prescribed by the Federal Emergency Management Agency and the State of California. This Plan and supporting documentation are reviewed and updated on a regular basis. The review and updates are coordinated with City Departments and Los Angeles County.

9.1 Administrative Practices

Adherence to standard administrative and financial procedures is critical to ensure resources and funding to support response and recovery activities are accurately tracked and accounted for. Standard administrative and financial practices also support proper cost accounting in order to obtain any reimbursement provided through disaster assistance programs.

The City will follow the administrative practices required by state law and the SEMS Guidelines in
Part III of the SEMS Guidelines documents California’s Emergency Management administrative practices.

9.2 Standard Operating Procedures (SOP)

This plan is intended to be used in conjunction with county, operational area, and State plans and associated SOPs. Where supporting plans are inconsistent with the general principles described in the State Emergency Plan, the State plan will supersede supporting plans.

SOPs provide the purpose, authorities, duration, and details for the preferred method or performing a single function or a number of interrelated functions in a uniform manner.

SOPs must also facilitate the need to carry out actions under conditions that may not have been anticipated when the SOP was drafted. For example, it may be necessary to consider alternative procedures that solve a problem in order to perform in a more time-efficient or cost-efficient way. Therefore, some procedures may need to be suspended, relaxed, or made operational under threat of disaster. However, such action should be carefully considered, and the consequences should be projected realistically.

9.3 Training and Exercises

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67 All city department personnel that are designated responsible for staffing the EOC are required to complete training related to emergency management operations. All designated personnel will be provided a copy of this plan (as noted in the Record of Distribution section of this plan) and are required to read and become familiar with the plan. The Emergency Manager will notify holders of this plan of training opportunities associated with emergency management and operations.

A multi-year training and exercise plan (MYTEP) will be developed and followed that will identify and prioritize the levels of training and exercises the city will follow. The MYTEP should, as best as possible, align with other trainings and exercises within the operational area to ensure practice and integration with operational area partners as often as possible. The Emergency Manager will be responsible for the ongoing maintenance of the MYTEP and ensure plan reviews, trainings and exercises are conducted accordingly.

Partner jurisdictions and agencies having assigned responsibilities under this plan must ensure their assigned personnel are properly trained to carry out identified responsibilities. Individual jurisdictions and agencies are responsible for maintaining their own plans, training, and program maintenance.

Training and exercises involve a variety of scopes, scales, and participation. Such training events include the following:

Drills. A drill is a small, organized exercise that tests one specific action, such as evacuation of a building, or a sheltering-in-place.

Tabletop exercises. A tabletop exercise is a discussion-based exercise in a low-stress environment to discuss a possible emergency scenario.

Functional exercise. A functional exercise is an activity designed to exercise a single function, or multiple functions through the simulation of a realistic scenario. The functional exercise is designed to simulate real conditions in the EOC, and as such as time constraints on decision making and, by its nature, allows for a more stressful environment.

Full-scale exercise. A full-scale exercise is an activity involving multiple agencies, jurisdictions, entities, organizations, etc., and exercising multiple functions through the simulation of a realistic scenario. This exercise includes the mobilization and utilization of city resources.

9.4 Essential Records Retention

Maintenance of administrative records continues through all phases of an emergency. In preparation for an emergency, training and appropriate forms are provided, including procedures for all units of potential response organization.

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68 the Documentation Unit at the Incident and EOC, for activities of personnel, use of equipment, and expenditures for the emergency. Finally, after the response has been terminated, records should be protected and maintained for audit purposes.

The Cost Unit is responsible for cost recovery records and assisting in collecting any missing information. Problem areas are identified, corrective measures taken, and employees retrained in the proper, updated procedures.

9.5 After Action Reports and Corrective Actions

SEMS regulations require local government agencies, to complete an After-Action Report (AAR) for each Governor proclaimed emergency. After an incident or from a gubernatorial proclamation, the AAR is completed within 120 days. Furthermore, SEMS regulations under Title XIX, Division 2, Chapter 1, Section 2450(a) requires any federal, state, or local jurisdiction proclaiming or responding to a Local Emergency for which the governor has declared a State of Emergency or State of War Emergency shall complete and transmit an AAR to Cal OES within 90 days of the close of the emergency period.

The identification of corrective actions is critical to the AAR process. Jurisdictions are strongly encouraged to make recommendations for correcting problems noted in the response/recovery effort, or during exercises and training. Corrective actions may encompass anything from detailed recommendations for improving individual agency plans and procedures to broader system-wide improvements. Corrective actions are assigned to relevant stakeholders and tracked to ensure the identified problem has been addressed.

The AAR will provide, at a minimum:
• Response actions that were taken
• Application of SEMS during response
• Necessary modifications to plans and procedures that are needed • Lessons learned
• Noted areas of improvement
• Best practice implementations proposed
• Training needed
• Recovery activities conducted to date
• Additional information as appropriate
Findings and recommendations in the contents of the AAR will be used to further develop and update the city EOP, as necessary. AAR development will include the input of all personnel involved in the incident or exercise.

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70 10 Authorities and References

FEDERAL
Authorities
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended
• Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28, 2003
• Homeland Security Presidential Directive 8, National Preparedness, December 17, 2003
• The Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency, October 1, 2007
• Public Law 920, Federal Civil Defense Act of 1950, as amended • Public Law 84-99, U.S. Army Corps of Engineers - Flood Fighting • Public Law 93-288, Federal Disaster Relief Act of 1974 • Public Law 107-188, Bio-terrorism Act, June 2002
• Public Law 107-296, Homeland Security Act, January 2002 • Executive Order 13228, Office of Homeland Security, October 8, 2001 • Executive Order 13231, Critical Infrastructure Protection, October 16, 2001 • Executive Order 13234, Citizens Prepared, November 9, 2001 • Presidential Decision Directive 39 - U.S. Policy on Counterterrorism, June 1995 • Presidential Decision Directive 62 - Combating Terrorism, May 1998 • Presidential Decision Directive 63 – Critical Infrastructure Protection, May 1998 • National Security Presidential Directive 17 - National Strategy to Combat Weapons of Mass Destruction
References
• National Response Framework (as revised)
• National Incident Management System
• Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans, November 2020, Version 3.0 (draftv0.5)

STATE
Authorities
• California Disaster Assistance Act, California Government Code Section 8680 et. seq. • California Disaster and Civil Defense Master Mutual Aid Agreement • California Government Code, Title 1, Chapter 4, Division 8, Section 3100 - Disaster Service Workers
• California Government Code, Title 1, Chapter 4, Division 8, Section 8635 - Continuity of Government
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71 • California Government Code, Title 2, Division 1, Chapter 7 – California Emergency Services Act
• California Government Code, Title 19, Division 2 – Standardized Emergency Management System
• California Water Code, § 128-Department of Water Resources - Flood Fighting References
• Standardize Emergency Management System
• California Disaster Assistance Act
• California State Emergency Plan, October 1, 2017

COUNTY
Authorities
• Los Angeles County Emergency Services Code of Ordinances Chapter 2.68 as amended
References
• Los Angeles County Operational Area Emergency Response Plan, June 2012 • Public Draft - 2019 County of Los Angeles All-Hazards Mitigation Plan, 2019 CITY
• City Resolution No. x adopting the Emergency Operations Plan, Basic Plan, on Month DD, YYYT.
• Glendale Municipal Code, Chapter 2.84, Article II, Section “Emergency Plan”

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72 11 Appendix A - Acronyms
Action Plan (AP)
After Action Report (AAR)
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA) California Disaster Assistance Act (CDAA)
California Emergency Services Act (ESA)
Continuity of Government (COG)
Continuity of Operations (COOP)
Department Operations Center (DOC)
Emergency Management Assistance Compact (EMAC)
Emergency Operations Center (EOC)
Emergency Operations Plan (EOP)
EOC Action Plan (EAP)
Incident Action Plan (IAP)
Incident Commander (IC)
Incident Command Post (ICP)
Incident Command System (ICS)
Joint Information Center (JIC)
Multiagency Coordination Group (MAC Group)
Multiagency Coordination System(s) (MACS)
Multi-year Training and Exercise Plan (MYTEP)
National Incident Management System (NIMS)
National Response Framework (NRF)
Operational Area (OA)
Public Information Officer (PIO)
Regional Emergency Operations Center (REOC)
The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) Standard Operating Procedure (SOP)
Standardized Emergency Management System (SEMS)
State Operations Center (SOC)

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74 12 Appendix B – Glossary of Terms
Action Plan (AP): See EOC Action Plan and Incident Action Plan.

Activation: 1) Initial activation of an EOC may be accomplished by a designated official of the emergency response agency that implements SEMS as appropriate to accomplish the agency's role in response to the emergency. 2) An event in the sequence of events normally experienced during most emergencies.

After Action Report (AAR): A report that examines response actions, application of SEMS, modifications to plans and procedures, training needs, and recovery activities.

AARs are required under SEMS after any emergency that requires a gubernatorial state of emergency proclamation. Local government AARs must be submitted to Cal OES within 90 days.

Agency: A division of government with a specific function offering a particular kind of assistance. In the Incident Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included. Additionally, Non-Governmental Organizations (NGO) may be included to provide support. All-Hazards: Any incident, natural or human- caused, that warrants action to protect life, property, environment, public health, or safety, and minimize disruptions of government, social, or economic activities.

California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement entered by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies of the State of California to assist each other by providing resources during an emergency. Mutual Aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other in response to any type of disaster or emergency. California Emergency Support Functions (CA-ESF): The CA-ESFs are a grouping of State agencies, departments, and other stakeholders with similar functional activities/responsibilities whose responsibilities lend to improving the state’s ability to collaboratively prepare for, effectively mitigate, cohesively respond to, and rapidly recover from any emergency. CA-ESFs unify a broad-spectrum of stakeholders with various capabilities, resources, and authorities to improve collaboration and coordination for a particular discipline. They also provide a framework for the state government to support regional and community stakeholder collaboration and coordination at all levels of government and across overlapping jurisdictional boundaries.

California Emergency Services Act (ESA): An Act within the California Government Code to ensure preparations within the state will be adequate to deal with natural, human-caused, or war-caused emergencies which result in conditions of disaster or in extreme peril to life, property, and the natural resources of the state, and generally to 125 of 605

75 protect the health and safety and preserve the lives and property of the people of the state.

Catastrophe: Any natural or human-caused incident, including terrorism that results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions.

Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.

Command Post: See Incident Command Post.

Command Staff: The Command Staff at the SEMS Field Level consists of the Information Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. These officers are also found at the EOC levels in SEMS and they report directly to the EOC Director and comprise the Management Staff. They may have an assistant or assistants, as needed.

Communications: Process of the transmission of information through verbal, written, or symbolic means.

Continuity of Government (COG): Activities that address the continuance of constitutional governance. COG planning aims to preserve and/or reconstitute the institution of government and ensure that a department or agency’s constitutional, legislative, and/or administrative responsibilities are maintained. This is accomplished through succession of leadership, the pre-delegation of emergency authority, and active command and control during response and recovery operations.

Continuity of Operations (COOP): Planning should be instituted, including all levels of governments, across the private sector and non-governmental organizations as appropriate, to ensure the continued performance of core capabilities and/or critical government operations during any potential incident.

Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter-agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc.

Multiagency or interagency coordination is found at all SEMS levels. 126 of 605

76 Coordination Center: Term used to describe any facility used for the coordination of agency or jurisdictional resources in support of one or more incidents.

Corrective Actions: Implementing procedures based on lessons learned from actual incidents or from training and exercises.

Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.

Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.

Demobilization: The orderly, safe, and efficient return of an incident resource to its original location and status.

Department Operations Center (DOC): An Emergency Operations Center (EOC), specific to a single department or agency where the focus is on internal agency incident management and response. They are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized agent(s) for the department or agency.

Disaster: A sudden calamitous emergency event bringing great damage, loss, or destruction.

Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Section Chief. A Division is located within the ICS organization between the Branch and resources in the Operations Section.

Documentation Unit: Functional unit within the Planning/Intelligence Section responsible for collecting, distributing, recording, and safeguarding all documents relevant to an incident or within an EOC.

Emergency: Any incident(s), whether natural or human-caused, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, federal assistance is needed to supplement state and local efforts and capabilities to save lives, protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.

Emergency Management Assistance Compact (EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster-affected state can request and receive assistance from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement. 127 of 605

77 Emergency Management Community: The stakeholders in emergency response in California including the residents of California, the private sector and federal, state, local, and tribal governments.

Emergency Operations Center (EOC): The physical location at which the coordination of information and resources to support incident management (on-scene operations) activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOC may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, county), or some combination thereof.

Emergency Operations Plan (EOP): The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards.

Emergency Response Agency: Any organization responding to an emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center.

Emergency Response Personnel: Personnel affiliated with or sponsored by emergency response agencies.

EOC Action Plan: The plan developed at SEMS EOC levels, which contains objectives, actions to be taken, assignments, and supporting information for the next operational period.

Essential Facilities: May include facilities such as law enforcement, fire, emergency operations centers, schools, medical facilities, and other resources that have a role in an effective and coordinated emergency response.

Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas.

Federal: Of or pertaining to the federal government of the United States of America.

Finance/Administration Section: The section responsible for all administrative and financial considerations surrounding an incident or EOC activation.

Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics and Finance/Administration. The same five functions are also found at all SEMS EOC Levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, (e.g., the planning function). A sixth function, Intelligence/Investigations, may be established, if required, to meet emergency management needs.

Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. See Division. 128 of 605

78 Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.

Incident: An occurrence or event, natural or human-caused, which requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war-related disasters, public health and medical emergencies, and other occurrences requiring an emergency response.

Incident Action Plan (IAP): An oral or written plan containing general objective reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. At the SEMS EOC Level, it is called the EOC Action Plan.

Incident Command: Responsible for overall management of the incident and consists of the Incident Commander, either single or unified command, and any assigned supporting staff.

Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics, and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.

Incident Command Post (ICP): The field location where the primary functions are performed. The ICP may be co-located with the incident base or other incident facilities.

Incident Command System (ICS): A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations.

Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events; or illustrates processes that specify the occurrence of an event. May be objective or subjective and is intended for both internal analysis and external (news media) application. Information is the “currency” that produces intelligence. 129 of 605

79 Intelligence: Product of an analytical process that evaluates information collected from diverse sources, integrates the relevant information into a cohesive package, and produces a conclusion or estimate. Information must be real, accurate, and verified before it becomes intelligence for planning purposes. Intelligence relates to the specific details involving the activities of an incident or EOC, and current and expected conditions, and how they affect the actions taken to achieve operational period objectives. Intelligence is primarily intended for internal use and not for public dissemination. Intelligence/Investigations: Intelligence gathered within the Intelligence/Investigations function is information that either leads to the detection, prevention, apprehension, and prosecution of criminal activities (or the individual(s) involved) including terrorist incidents or information that leads to determination of the cause of a given incident (regardless of the source) such as public health events or fires with unknown origins. This is different from the normal operational and situational intelligence gathered and reported by the Planning Section.

Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should co-locate at the JIC.

Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., federal, state, tribal, and local boundary lines) or functional (e.g., law enforcement, public health).

Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.

Local Government: According to federal code36a county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity.

Logistics: Providing resources and other services to support incident management.

Logistics Section: The section responsible for providing facilities, services, and material support for an incident or EOC activation.

Management Staff: See Command Staff.

Mitigation: Provide a critical foundation in the effort to reduce the loss of life and property from natural and/or human-caused disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities.

Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated damage. These activities or actions, in most cases, will have a long-term sustained effect.
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80 Mobilization: The process and procedures used by all organizations - federal, state, tribal, and local - for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.

Multiagency Coordination Group (MAC Group): Typically, administrators/executives, or their appointed representatives, who are authorized to commit agency resources and funds, are brought together and form MAC Groups. MAC Groups may also be known as multiagency committees, emergency management committees, or as otherwise defined. It can provide coordinated decision-making and resource allocation among cooperating agencies and may establish the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to support incident management activities.

Multiagency Coordination System(s) (MACS): Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The elements of multiagency coordination systems include facilities, equipment, personnel, procedures, and communications. Two of the most commonly used elements are EOC and MAC Groups. These systems assist agencies and organizations responding to an incident. Mutual Aid Agreements and/or Assistance Agreements: Written or oral agreements between and among agencies/organizations and/or jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during, and/or after an incident.

Mutual Aid Coordinator: An individual at the local government, Operational Area, Region or State Level that is responsible to coordinate the process of requesting, obtaining, processing, and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.

Mutual Aid Region: A mutual aid region is a subdivision of Cal OES established to assist in the coordination of mutual aid and other emergency operations within a geographical area of the state, consisting of two or more Operational Areas.

National: Of a nationwide character, including the federal, state, tribal, and local aspects of governance and policy.

National Incident Management System (NIMS): Provides a systematic, proactive approach guiding government agencies at all levels, the private sector, and non- governmental organizations to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment.

National Response Framework (NRF): A guide to how the nation conducts all-hazards incident management. Non-governmental Organization (NGO): An entity with an 131 of 605

81 association based on the interests of its members, individuals, or institutions. It is not created by a government, but it may work cooperatively with the government. Such organizations serve a public purpose, not a private benefit. Examples of NGO include faith-based charity organizations and the American Red Cross.

Officer: 1) The ICS title for the personnel responsible for the Command Staff (Management Staff at EOC) positions of Safety, Liaison, and Public Information. 2) One who holds an office or post; especially one elected or appointed to a position of authority or trust in a corporation, government, institution, etc.

Operational Area (OA): An intermediate level of the state emergency organization, consisting of a county and all other political subdivisions within the geographical boundaries of the county.

Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually last 12-24 hours.

Operations Section: The section responsible for all tactical incident operations and implementation of the Incident Action Plan. In ICS, it normally includes subordinate branches, divisions, and/or groups. At the SEMS EOC levels, the section is responsible for the coordination of operational activities. The Operations Section at an EOC contains branches, groups, or units necessary to maintain appropriate span of control.

Organization: Any association or group of persons with like objectives. Examples include, but are not limited to, governmental departments and agencies, private sector, and/or non-governmental organizations.

Planning Section: The section responsible for the collection, evaluation, and dissemination of operational information related to the incident or EOC activities and for the preparation and documentation of the IAP or EOC action plan, respectively. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident or EOC activation.

Political Subdivisions: Includes any city, city and county, county, tax or assessment district, or other legally authorized local governmental entity with jurisdictional boundaries.

Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action in an effort to ensure effective coordination during incident response. Within NIMS, preparedness focuses on the following elements: planning, procedures and protocols, training and exercises, personnel qualification and certification, and equipment certification.

Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved 132 of 605

82 surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting or disrupting illegal activity, and apprehending potential perpetrators and bringing them to justice.

Private Sector: Organizations and entities that are not part of any governmental structure. The private sector includes for-profit and not-for-profit organizations, formal and informal structures, commerce, and industry.

Protocols: Sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.

Public Information: Processes, procedures, and systems for communicating timely, accurate, and accessible information on the incident’s cause, size, and current situation; resources committed; and other matters of general interest to the public, responders, and additional stakeholders (both directly affected and indirectly affected).

Public Information Officer (PIO): A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.

Recovery: The development, coordination, and execution of service- and site- restoration plans; the reconstitution of government operations and services; individual, private–sector, non-governmental, and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post-incident reporting; and development of initiatives to mitigate the effects of future incidents.

Regional Emergency Operations Center (REOC): Facilities found at Cal OES Administrative Regions. REOC provide centralized coordination of resources among Operational Areas within their respective regions and between the Operational Areas and the State Level.

Reimbursement: Provide a mechanism to recoup funds expended for incident-specific activities.

Resource Management: Efficient emergency management and incident response requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under NIMS includes mutual aid agreements and assistance agreements; the use of special federal, state, tribal, and local teams; and resource mobilization protocols.

Resources: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is 133 of 605

83 maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.

Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of EOP and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice.

Response Personnel: Includes federal, state, territorial, tribal, sub-state regional and local governments, private sector organizations, critical infrastructure owners, and operators, NGO and all other organizations and individuals who assume an emergency management role. Also known as an Emergency Responder.

Safety Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for monitoring incident operations and advising the IC on all matters relating to operational safety, including the health and safety of emergency responder personnel. The Safety Officer may have assistants.

Section: 1) The organizational level having responsibility for a major functional area of incident or EOC Management, (e.g., Operations, Planning, Logistics, Finance/Administration) and Intelligence/Investigations (if established). The section is organizationally situated between the branch and the Incident Command. 2) A separate part or division as: a. A portion of a book, treatise, or writing. b. A subdivision of a chapter. c. A division of law.

Situation Report: Often contains confirmed or verified information regarding the specific details relating to the incident.

Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate, and maintain systems, programs, services, or projects [(as defined in California Code of Regulations (CCR) Section 2900(s)] for purposes of natural disaster assistance. This may include joint powers authority established under Section 6500 et. seq. of the California Code of Regulations.

Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) establishes the programs and processes for the federal government to provide disaster and emergency assistance to states, local governments, tribal nations, individuals, and qualified private nonprofit organizations. The provisions of the Stafford Act cover all hazards including natural disasters and terrorist events. Relevant provisions of the Stafford Act include a process for Governors to request federal disaster and 134 of 605

84 emergency assistance from the President. The President may declare a major disaster or emergency.

Standard Operating Procedure (SOP): Complete reference document or an operation manual that provides the purpose, authorities, duration, and details for the preferred method of performing a single function or several interrelated functions in a uniform manner.

Standardized Emergency Management System (SEMS): A system required by California Government Code and established by regulations for managing response to multiagency and multijurisdictional emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: Field Response, Local Government, Operational Area, Region, and State.

Standardized Emergency Management System (SEMS) Guidelines: The SEMS guidelines are intended to assist those responsible for planning, implementing, and participating in SEMS.

Standardized Emergency Management System (SEMS) Regulations: Regulations establishing the Standardized Emergency Management System (SEMS) based upon the Incident Command System (ICS) adapted from the system originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) program including those currently in use by State agencies, the Multiagency Coordination System (MACS) as developed by FIRESCOPE program, the Operational Area concept, and the Master Mutual Aid Agreement and related mutual aid systems.

Regulations are found at Title XIX. Division 2. Chapter 1, Section 2400 et. seq.

State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135 (2002).

State Operations Center (SOC): The SOC is operated by the California Governor’s Office of Emergency Services at the State Level in SEMS. It is responsible for centralized coordination of state resources in support of the three Regional Emergency Operations Centers (REOC). It is also responsible for providing updated situation reports to the Governor and Legislature.

Strategy: The general plan or direction selected to accomplish incident objectives.

System: An integrated combination of people, equipment, and processes that work in a coordinated manner to achieve a specific desired output under specific conditions.

Technical Assistance: Support provided to state, tribal, and local jurisdictions when they have the resources, but lack the complete knowledge and skills needed to perform a required activity (such as mobile-home park design or hazardous material assessments). 135 of 605

85 Technical Specialists: Personnel with special skills that can be used anywhere within the SEMS organization. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs and they are typically certified in their fields or professions.

Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws of the United States or of any state or other subdivision of the United States in which it occurs; and is intended to intimidate or coerce the civilian population, or influence or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Public Law107−296, 116 Stat. 2135 (2002).

Threat: An indication of possible violence, harm, or danger.

Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities.

Unified Command: An ICS application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.

Unit: The organizational element with functional responsibility for a specific incident planning, logistics, or finance/administration activity.

Vital Records: The essential agency records needed to meet operational responsibilities under national security emergencies or other emergency or disaster conditions (emergency operating records), or to protect the legal and financial rights of the Government and those affected by Government activities (legal and financial rights records).

Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101. 136 of 605
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: CalRecycle Beverage Container Recycling and Senate Bill 1383 Local Assistance Grants
1)Resolution of Appropriation in the amount of $338,838 for the Senate Bill 1383 Local Assistance Grant Project and CalRecycle Grant FY 2021-22 Project

COUNCIL ACTION
Item Type: Consent Calendar
Approved for July 12, 2022 calendar

EXECUTIVE SUMMARY
In Fiscal Year 2021-22, the City of Glendale received $338,838 in grant funding from the California Department of Resources Recovery and Recycling (CalRecycle) to support municipal recycling and waste reduction programs. $50,547 is for the redemption of California Refund Value (CRV) beverage containers and $288,291 is for initial implementation of California Senate Bill 1383, Short-Lived Climate Pollutants (SLCP):

Organic Waste Reductions requirements. A resolution of appropriation is needed in order to use these funds on the various recycling and waste reduction projects they were awarded for.
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COUNCIL PRIORITIES
Fiscal Responsibility: The implementation of mandates is costly and the City endeavors to use grant resources, when possible, for these compliance programs.

Sustainability: Through organics and recycling diversion, landfill capacity increases which decreases the use of natural resources and pollution.

Informed & Engaged Community: Commercial and residential collection programs and outreach help the community keep Glendale green.

RECOMMENDATION
Approve a resolution of appropriation in the amount of $338,838 for Senate Bill 1383 Local Assistance Grant Project and CalRecycle Grant FY 2021-22 Project.

BACKGROUND
Beverage Container Grant
CalRecycle provides grant payments to governmental agencies to support recycling and waste reduction programs within their jurisdictions. The beverage container grant program has been in place for several years with the goal of maximizing the redemption of California Refund Value (CRV) beverage containers. Each jurisdiction’s designated funding amount is based on population and Glendale normally receives about $50,000 per year. In recent years, the City received $50,519 for the 2020-21 beverage container grant period and $50,547 for the 2021-22 beverage container grant period. A resolution of appropriation is needed to spend the FY 2021-22 grant amount.

The Public Works Department is required to implement State regulations for diversion which include curbside recycling and organic waste diversion programs. Under the CRV program, CalRecycle assists with Statewide diversion goals through City/County payment grant programs and supplemental curbside program payments. Every jurisdiction is eligible for the annual funding to be used for beverage container recycling and clean-up activities which support curbside recycling programs, beverage container public education, community clean-up, and Mandatory Commercial Recycling which is a requirement of Assembly Bill 341.

Organics Recycling Grant
CalRecycle is administering a one-time grant payment for the initial implementation of California Senate Bill 1383, Short-Lived Climate Pollutants, (SLCP): Organic Waste Reductions requirements. This bill is intended to reduce the disposal of organic waste such as food in landfills and requires refuse haulers, such as Glendale, to implement programs to reduce and recycle organics waste. Senate Bill 1383 grant funding can be used for collection, capacity planning, edible food recovery, education, program evaluation, procurement, record keeping, outreach, and enforcement. 138 of 605
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Senate Bill 1383 became effective on January 1, 2022 which set methane emissions reduction targets for California to reduce emissions of short-lived climate pollutants (SLCP) by:
1) Reducing organic waste disposal 75% by 2025; and
2) Rescuing at least 20% of currently disposed surplus food for consumption by 2025.

ANALYSIS
Upon review of State regulations, additional community outreach, education and program implementation is needed to increase recycling, organics recycling and food recovery in Glendale to meet State mandates. State grant funding will enable the City to implement State requirements more expediently.

The beverage container grant funding has been used for recycling education programs such as Mr. Eco, who is an environmental educator that reminds students how to properly recycle through interactive songs, field trips to Discovery Science Center where students learn how recyclables are processed, recycling newsletters, vehicle signs and other outreach. Targeting students is an effective tool in promoting household recycling. New beverage container grant funding of $50,547 will continue to be used for community outreach such as specialty school recycling education programs, multi-family recycling totes, and community newsletters.

The Senate Bill 1383 organics recycling funding of $288,291 will be used to purchase organics recycling pails for kitchen scraps for four residential routes and to partially fund the replacement of organics carts for one residential route. Recycling program outreach has become more critical as the City continues to implement State mandates that require recycling and organics collection at all properties.

STAKEHOLDERS/OUTREACH
Staff has gained community input on CalRecycle programs through community webinars, community event participation, educational presentations, emails and phone calls. This feedback provides useful information for staff to create targeted outreach within the City.

FISCAL IMPACT
The Senate Bill 1383 Local Assistance Grant Project and CalRecycle Grant FY21-22 Project total grant award is $338,838, which was not included as a part of the FY 2022-23 budget. The grant funds were received and deposited in the Refuse Fund, therefore, staff is requesting an appropriation of $338,838 from the Refuse Fund Net Position to be able to spend the funds.
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Requesting Appropriation
Amount From (Account String) To (Account String) Funding Source
$288,291 GL: 27900-5300-PWD-0000 GL: 45350-5300-PWD-0020-P0000 PL: PWD00807AG
Refuse Fund
$50,547 GL: 27900-5300-PWD-0000 GL: 43110-5300-PWD-0020-P0000 PL: PWD00806AG
Refuse Fund

ENVIRONMENTAL REVIEW (CEQA/NEPA)
This item is considered a ministerial activity and therefore, not subject to CEQA review.

CAMPAIGN DISCLOSURE
N/A

ALTERNATIVES
Alternative 1: The City Council may approve a Resolution of Appropriation in the amount of $338,838 for the Senate Bill 1383 Local Assistance Grant Project and CalRecycle Grant FY21-22 Project and various recycling and waste reduction programs will proceed.

Alternative 2: The City Council may elect not to not approve the attached resolution. The City will be required to return all grant funds to CalRecycle.

Alternative 3: City Council may consider another any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Yazdan T. Emrani, P.E., Director of Public Works
Prepared by:

Regina Wheeler, Recycling Coordinator
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
None
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RESOLUTION NO. ___________

RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE

MAKING AN APPROPRIATION
BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE:

SECTION 1: That the sum of $338,838 is hereby appropriated and/or transferred from the following accounts to the following accounts:

ACCOUNTS DESCRIPTION FROM TO
27900-5300-PWD-0000-P0000
43110-5300-PWD-0020-P0000
PWD00806AG
45350-5300-PWD-0020-P0000
PWD00807AG
Net Position, Refuse Fund, Public Works
Contractual Services, Refuse Fund, Public
Works, Projects, CalRecycle Grant FY 21-22
Project
General Supplies, Refuse Fund, Public
Works, Projects, SB 1383 Local Assistance
Grant Project
$338,838
$50,547
$288,291
To appropriate funds for the CalRecycle Grant FY 21-22 Project and the Senate Bill 1383 Local Assistance Grant Project.

SECTION 3: The City Clerk shall certify to the adoption of this Resolution.

Adopted this________day of _______________, 2022.
_______________________________
Mayor
ATTEST:
06/23/2022
_____________________________________
City Clerk 338,838

STATE OF CALIFORNIA )

COUNTY OF LOS ANGELES ) SS

Ayes:

Noes:

Absent:

Abstain:
________________________________
City Clerk
/
Director of Finance / Information Technology
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Vision Zero - Introduction and Update Report

1.Motion to note and file the report regarding Vision Zero and provide direction to staff regarding next steps.

COUNCIL ACTION
Item Type: Action Item
Approved for July 12, 2022 calendar

EXECUTIVE SUMMARY
Council directed staff to begin work on developing a Vision Zero policy for the City. Vision Zero seeks to eliminate traffic related fatalities across all modes, within a specified period of time. Vision Zero also seeks to enhance coordination across the various disciplines associated with planning, designing, implementing, and enforcing transportation systems.

The policy relies on collecting data that allows for responses that are targeted and focused, while creating synergy amongst a city’s many plans and implementation strategies.

Staff is presenting this item to provide an overview of some of the strategies Glendale has already incorporated in an effort to improve mobility and safety across the city. This includes various plans that have been adopted, physical interventions and implementation that have been completed, and enforcement strategies. Staff is seeking direction as it relates to particular strategies the Council may wish to see incorporated as part of the development of a Vision Zero policy, as well as recommendations for potential technical working group participants that will shape and inform the plan. 142 of 605
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COUNCIL PRIORITIES
Mobility/Connectivity/Safety – Developing a plan that will create cohesive strategies to improve transportation safety.
Infrastructure – Enhance strategies to improve the safety of the public right-of- way for all modes of transportation.
Environmental Stewardship – Assist in creating a safe active transportation network that will encourage the use of alternative transportation systems.

RECOMMENDATION
Provide direction on potential initiatives that may be desired as part of the Vision Zero policy regarding safety and enforcement, as well as input on a technical working group that will help shape and inform the policy.

BACKGROUND
Vision Zero is a policy program that is aimed at reducing deaths and injuries from automobile collisions to zero. This includes vehicular collisions as well as those involving pedestrians and cyclists. This is achieved through a combination of policies, roadway design, and enforcement, requiring extensive collaboration and analysis to adapt and modify programs in response to trends. Vision Zero was created and adopted in Sweden in 1997 and since inception cities across the world have developed and adopted Vision Zero policies. These programs have been particularly effective in reducing collisions involving pedestrians.

The City of Glendale can implement a Vision Zero program with much of the underlying framework already built into its existing infrastructure, enforcement, and plans such as the Citywide Pedestrian Plan and the Bicycle Transportation Plan. Existing plans and programs have shown the ability to reduce collisions, injuries, and deaths. These existing initiatives will serve as a starting point for the development of Glendale’s Vision Zero policy.

Beginning in January 2009, and initiated by City Council, City staff took part in a Safe Streets Initiative Program with the ultimate goal of initiating programs that would increase safety for non-motorized transportation in Glendale. This effort included a Community Pedestrian Safety Training where participants learned about the active transportation safety needs of Glendale, as well as potential safety interventions. Following the training, members of the public and the Transportation and Parking Commissioners established a series of pedestrian safety priorities. These priorities resulted in the creation of an Action Plan to improve pedestrian and bicyclist safety, as well as updating City policies, and creating a consolidated outreach program.

In April of 2014, a follow-up training was led by the University of California Berkeley Safe Transportation Research and Education Center. The recommendations from this training included a call for a Citywide Pedestrian Plan. Understanding the urgency of pedestrian safety in the City, Council directed staff to move forward with the creation of a plan, as well as a Citywide Safe Routes to School program and a Citywide Safety Education Initiative. These programs sought to improve pedestrian safety across the city, and in 143 of 605
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particular, the most vulnerable population. These programs have produced results while also raising awareness of safe active transportation systems.

A number of programs have been implemented by the City in an effort to reduce pedestrian collisions, and have included:
Safe Routes for Seniors
Pedestrian Priority Streets Program
Arterial Traffic Calming Program
Neighborhood Traffic Calming Program
Ongoing Safe Routes to School Program Implementation
Safety Education Initiative
Innovative Enforcement Programs
Community Engagement and Activation Programs
Outreach to Low-English Proficiency Populations
Open Street Events
Festival Street Programs
While many of these programs were focused on pedestrian safety, the City also created and adopted a Bicycle Transportation Plan. This plan sought to create a network of safe bicyclist infrastructure across the city, connecting people to where they live, work, and seek entertainment. Implementation, led by the Public Works Department has occurred when opportunities are presented for roadway improvement projects. A map of the improvements can be found in Exhibit 1. Staff recently began a process to update the Bicycle Transportation Plan, which is expected to be completed in 2023.

The City has also taken steps to reduce collisions with pedestrians and cyclists by creating events for public engagement, public education, and awareness of City policies and plans.

As part of the Citywide Pedestrian Plan, walk audits were conducted to engage stakeholders in collecting objective data on the pedestrian environment. This included feedback regarding the condition and width of sidewalks, crosswalk frequency and visibility, pedestrian lighting, street trees, and to measure perceptions of safety. This information helped to inform the creation of the plan, and was also used in education campaigns.

The Safe Routes to School program has hosted interactive community events and provided education information through safety booths where parents and students were engaged in learning pedestrian and bicycle rules of the road, as well as helmet safety.

Activities included prize wheels with incentive items, interaction with costumed characters, a blender bike to demonstrate “pedal power,” and a bicycle helmet giveaway. 144 of 605
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The “Be Street Smart Glendale” campaign was an all-modes centered education and awareness campaign. Ads were placed on billboards along high-collision corridors where pedestrians, cyclists, and motorists frequently interacted with one another. Banners as well as sidewalk medallions were utilized to reach various modes to raise awareness of mobility safety. Advertising for the program was also placed in Asbarez, an Armenian- language newspaper, focused on reaching the senior Armenian community. Ads were also placed in Balita, an English-language newspaper targeted towards the Filipino community. The first “media flight” ran in October and November of 2016. During the campaign, the City recorded zero pedestrian fatalities in 2018, and zero bicycle fatalities in 2017 and 2018. There were also significant declines in the overall number of incidents during the campaign.

Additionally, the Public Works Department is currently working on preparation of a Local Roadway Safety Plan (LRSP). The LRSP is a local level, data-driven, traffic safety plan to reduce traffic accident fatalities and serious injuries on local public roads. The plan provides local agencies a framework to systemically identify, analyze, and prioritize roadway safety improvements on local roads and facilitates partnerships and collaboration with local stakeholders. The plan includes a citywide analysis of all collision types, including motor vehicle, pedestrian and bicycle collisions. The plan will provide potential systemic safety projects that target the reduction of severe crashes on public roads within the City of Glendale and will meet Caltrans requirements for submittal of Highway Safety Improvement Program (HSIP) grant applications. The LRSP is expected to be a key element of the Vision Zero Plan.

While education programs, plans, and implementation are largely led by the Community Development and Public Works Departments, enforcement is a significant factor in transportation safety and in any Vision Zero program. The Glendale Police Department (GPD) also offers a strong foundation to develop a Vision Zero program through various enforcement initiatives aimed at improving safety and reducing speed. These enforcement programs seek to reduce the number of collisions while also seeking to curb reckless driving behavior. Programs have included:
Pedestrian crosswalk enforcement operations
OTS grant funded “Primary Collision Factor” enforcement operations Billboard advertisements regarding safe behavior
Focused enforcement in areas of frequent collisions or reckless behavior Distracted driving enforcement
Joint operations with neighboring cities
GPD has scheduled a joint operation with the Burbank Police Department and air unit to target traffic related issues such as street racing, reckless driving, and speeding during 145 of 605
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evening hours. In addition to enforcement, GPD has also played a significant role in education and information. This has included appearances on television to inform viewers about pedestrian safety, as well as the release of a pedestrian safety video in February of 2022 on social media platforms. GPD is also working on training for elderly residents, school-aged residents, flyers, pamphlets, and other means to educate and inform all modes of transportation of safe behavior and habits.

ANALYSIS
Results from the city’s efforts in education, enforcement, planning, and implementation have demonstrated improvements, though more work is still needed. The total number of incidents is provided in the chart below from 2010 through available data for 2022.

Following the launch of several initiatives, pedestrian collisions declined significantly in 2016 before rising again in 2019. Since the adoption of the Bicycle Transportation Plan, incidents involving cyclists have consistently declined.

The intent of Vision Zero seeks to build on those successes, along with other adopted plans, completed implementation and enforcement actions. Vision Zero seeks to create a comprehensive approach through each discipline, using data to create a plan that focuses on areas of the greatest need based on incidents and equity, while allowing for flexibility to try new approaches and initiatives, while being able to adapt the plan as necessary. As such, the approach to create the Vision Zero policy will be led by various departments including Community Development, Innovation and Performance Office, Police, and Public Works. This will seek a holistic approach of planning and design, implementation, enforcement, and the collection of data to create measurable benchmarks.

Much like Glendale, cities across the state and region have had similar goals in reducing and eliminating transportation related injuries and deaths. The City of Fremont adopted a Vision Zero plan in 2016 and has seen a significant decline in fatalities. The traffic fatality rate of Fremont is 2.1 for every 100,000 residents annually, compared to the State of California’s rate of 9.1 for every 100,000. Some of the major accomplishments of the plan include the restriping of 40% of their streets, enhanced safety measures such as creative crosswalks, and the implementation of additional bikeways. The city also enhanced enforcement of intoxicated driving, including saturation patrols in the evening hours to reduce incidents.

While most cities in Southern California have adopted principles of a Vision Zero program, Los Angeles adopted a full policy in 2017 with the goal of eliminating traffic fatalities by 2025. The plan saw a number of upgrades and enhancements at high injury locations that saw a drastic decline in the total number of incidents. The City of Los Angeles’ program began with an initial investment of $3 million, largely focused on education, awareness, and outreach campaigns. This funding was largely used to enhance existing programs and projects.
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Los Angeles and Fremont both experienced significant declines in incidents, particularly related to pedestrian injuries and fatalities. In recent years, both cities have seen increases in pedestrian incidents, consistent with trends across the country. This can be attributed to a number of factors including changes in travel behavior during the pandemic and the rapidly increasing rate of sales of sport utility vehicles and trucks, which pose a greater risk for active modes of transportation.

The value of the Vision Zero program will ensure a better coordinated effort across the various disciplines responsible for transportation safety. It will also set goals and objectives that will use data and allow the City to respond as necessary, while coordinating and updating existing plans and policies. Additionally, staff recommends that the Council directs the inclusion of a Complete Streets program as part of the policy and that this should be pursued in the early stages of developing the Vision Zero policy.

Complete Streets is an approach to street design and implementation that accommodates all modes of transportation and users of all abilities. Much like the Vision Zero policy, incorporating Complete Streets will unlock funding opportunities that could help the City realize implementation goals in the near term. Many grant and outside funding sources require cities to have a Complete Streets program adopted.

As part of this report staff will be seeking input and feedback on the following topics:
Direction on incorporating a Complete Streets program as part of Vision Zero, Particular tactics, efforts, or strategies the Council may wish to see as part of the Vision Zero policy,
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Strategies for public engagement,
Input on representatives that will serve on the technical advisory working group, and
Key points of data that the Council may wish to see collected as part of the policy.

Following Council’s direction staff will begin assembling a technical working group that will advise on the type of interventions and programs that will be included as part of the Vision Zero policy. This will also include data, and other relevant information that should be collected to establish benchmarks of success for the program. During its development, staff will return to Council with regular updates regarding the process, providing opportunities for direction and feedback to the technical working group.

STAKEHOLDERS/OUTREACH
Stakeholder outreach will be conducted after feedback from Council regarding the composition of a technical working group.

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

ENVIRONMENTAL REVIEW (CEQA/NEPA)
Environmental review is not applicable.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES

1. Note and file the report, and provide feedback to staff regarding direction of creating a Vision Zero policy.

2. Note and file the report and not provide feedback, directing staff to not proceed with creating a Vision Zero policy.

3. Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Prepared by:

Bradley Calvert, Assistant Director of Community Development Fred Zohrehvand, Principal Mobility Planner
Ismael Carbajal Perez, Associate Mobility Planner
Approved by:

Roubik R. Golanian, P.E., City Manager
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EXHIBITS/ATTACHMENTS

1. Implemented segments of the Bicycle Transportation Plan

2. Fremont Vision Zero
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C:\inetpub\wwwroot\Glendale\temp\CC_07122021_Motion_8a1.pdf

M O T I O N
Moved by Council Member _________________________, seconded by Council Member ___________________________, that the Council hereby notes and files the Report to Council dated July 12, 2022, pertaining to Vision Zero, and directs staff regarding next steps as follows:
______________________________________________________________________ ______________________________________________________________________ Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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SCALE: 1"=2000'

EXISTING SHARROWS

CITY OF GLENDALE MASTER BIKE PLANEXISTING AND PROPOSED BIKEWAYS EXISTING BIKE LANELEGEND:FUTURE BIKE LANEFUTURE SHARROWSEXISTING COLORED BIKE LANECITY BOUNDARY 151 of 605

FREMONT
VISION
ZERO
Five Years of Progress &
A Renewed Effort Towards
“Getting to Zero”

PREPARED BY
MAY 2021
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NEWARK

FREMONT

UNION CITY

SAN JOSE

MILPITAS
680
84 238
880
262
This report is dedicated to the 29 people who lost their lives on Fremont streets and local state highways over the past five years. Their loss reminds us that every life is precious and inspires us all to continue our efforts toward the vision of zero traffic deaths.

REMEMBERING

LIVES LOST
2016–2020
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NEWARK

FREMONT

UNION CITY

SAN JOSE

MILPITAS
680
84 238
880
262
The community of Fremont, California is renowned as a safe, livable and happy city, having great neighborhoods, parks, schools, and a wonderfully diverse population, all located within the vibrant economy of Silicon Valley and as part of the cultural richness and environmental beauty of the San Francisco Bay Area. With our population of 240,000 residents, we value public safety as among our highest priorities. That is why in 2015, we embraced “Vision Zero” as a traffic safety strategy with the goal to continually improve street safety and eliminate traffic fatalities.

By boldly applying a “Safe System” approach to street design, operations and public education, over the past five years we have achieved a 45% reduction in major traffic crashes involving a fatality or severe injury. Our strong leadership in the area of traffic safety is evidenced by having an average fatality rate of 2.1 (annual traffic deaths per 100,000 population), well below the 9.1 rate for California and the 11.0 rate for the nation. We commend our Public Works and Police staff, the City organization as a whole, and the entire Fremont community for this remarkable achievement.

But there is more work to do to meet our goal of eliminating the tragedy of traffic deaths on our streets. At this time, we are renewing our commitment to Vision Zero and updating our action plan for “getting to zero” by 2025. We look forward to having you join us!

MESSAGE FROM

CITY LEADERS
Lily Mei
Mayor
Teresa Keng
Councilmember
District 1
Rick Jones
Councilmember
District 2
Jenny Kassan
Councilmember
District 3
Yang Shao
Vice Mayor
Councilmember
District 4
Raj Salwan
Councilmember
District 5
Teresa Cox
Councilmember
District 6
Mark Danaj
City Manager
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01 INTRODUCTION
& BACKGROUND
PAGE 1

Getting to Zero in Fremont
Crash Summary
Principles & History
Vision Zero Communities
Fremont Vision Zero Origin Story

CONTENTSACKNOWLEDGEMENTS
The Fremont Vision Zero (VZ) Progress
Report and 2025 Action Plan was
prepared and guided by
City of Fremont, Public Works
Matthew Bomberg , VZ Program Leader ,
Senior Transportation Engineer
Daniel Miller, VZ Data Leader ,
Transportation Engineer
Natalie Khwaja, VZ Communications
Leader, Management Analyst II
Hans Larsen, VZ Cheerleader,
Public Works Director
Mirza Sabanovic, Transportation
Engineer
Fehr & Peers
Lee Reis, Project Manager
Carrie Modi
Melody Wu
Marta Polovin
City of Fremont, Police Department
Lieutenant Ariel Quimson, Traffic Unit
Leader
Chief Kim Petersen
Captain John Harnett
Fremont Mobility Commission
Mark Spencer, Chair
Melissa Avery, Vice Chair
Erin Vaca
Flavio Poehlmann
Ken Wu
Nissar Ahmed
Julie Huang
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11 19
02 FREMONT’S APPROACH

TO VISION ZERO

Organizational Practices
Partnerships
Using Data for High-Impact Work
Updating Plans & Community Engagement
Safety on a Shoestring
Core Staff Team
The Joy of Safe
03 ACCOMPLISHMENTS FROM

FIRST FIVE YEARS

Safe & Complete Streets
Safe Crossings
Speed Management
Brighter Street Lighting
Safe Routes to Schools & Safe Neighborhoods
Hot Spot Response
State Highways
A
A

APPENDICES
Details on Safety Projects Delivered and Funding Sources Fatal Crash Narratives: Understanding Safety Issues Is More Than Dots on a Map A Deeper Data Dive
33 41
04 DEVELOPING

A NEW ACTION PLAN
A Needs-Based Approach
People Walking & Biking Are Most Vulnerable
Major Crashes R emain Highest
on Wide, Fast Streets
Older People & Unhoused People Are
Killed & Injured Disproportionately
VISION ZERO 2025:

NEXT LEVEL ACTION PLAN
05 Get State Legislation for Safer Speeds
Continue Local Actions for Safer Streets
Encourage Support from Regional Partners
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01 157 of 605

INTRODUCTION
& BACKGROUND
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2 Fremont Vision Zero Action Plan
10 20
30 40
Number of Major Crashes
2013 2014 2015 2016 2017 2018 2019 2020
Fatal Severe
Fremont Vision Zero
was adopted
3-Year Average = 35
3-Year Average = 19
Getting to Zero in Fremont
2 4
6 8
10 12
Traﬃc Fatalies Per 100,000 (2019 Popula�on & Fatali�es, Unless Otherwise Noted) United
States
California Bay Area London Berlin OsloFremont
2013–2015
Fremont
2018–2020

11.0 9.1

5.9 3.3

2.1 1.4

1.1 0.1
Sources: Insurance Institute for Highway Safety , City of Fremont, U.S. Census, European Transport Safety Council. FleetNews. Berlin Spectator .

The City of Fremont is a mid-sized city
located in the Silicon Valley. Over the past five
years, Fremont has achieved a remarkable
45% reduction in fatalities and severe injuries
caused by traffic crashes. This significant safety
accomplishment was facilitated through hard
work, leadership, and diligent investment in
safety infrastructure and programs. Fremont's
concerted organizational focus on traffic safety
began in 2015 with the adoption of a Vision
Zero policy by the Fremont City Council.

The five-year status report presents Fremont’s Vision
Zero playbook as a model for similar cities. Fremont’s
successes (and lessons learned) may be helpful
for other cities both big and small in making safer
streets for everyone. Everyone is in this together .

The Fremont Vision Zero 2025 Action
Plan provides a next-generation plan
for getting to zero.

Average Annual
Major Crashes have
reduced by 45%
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Introduction & Background 3

FREMONT
Crash Summary
Major crashes have decreased for riskier road
environments such as in the DARK and on
ARTERIAL ROADS . They have also decreased
for Fremont’s YOUNGEST RESIDENTS . Major
crashes declined for all modes, with DRIVER -
involved crashes seeing the greatest drop.

ARTERIAL ROADS

29.0/per year 16.7/per year
45%

BICYCLISTS

4.3/per year 3.3/per year
23%
YOUTH AGE 15 OR YOUNGER

3.0/per year <1/per year
67%

DRIVERS

19.3/per year 8.3/per year
57%
DARK

14.0/per year 9.3/per year
36%
2013–2015 2018–2020

PEDESTRIANS

11.3/per year 7.7/per year
32%
Comparison between
2013–2015 & 2018–2020
1% fatal
4% severe
injury
35%
minor
injury
60%
property
damage
Crash Type Frequency
Vision Zero
aims to
prevent the
small
percentage
of fatal &
severe injury
crashes.

While reading this Report,
keep the following details in mind:
• A major crash results in a death or severe injury,
and is also called a Killed or Severely Injured (KSI)
crash. According to the California Highway Patrol,
severe injuries include broken bones, dislocated
limbs, severe lacerations, severe burns, or
unconsciousness.
• Major crashes represent just a small percentage—
approximately 5 percent—of overall crashes. Vision
Zero’s goal is to get to zero fatal and life-altering
injuries, not to eliminate all crashes. When cities
create safe streets and systems minor traffic
injuries will still occur, but people live and can walk away from the crash.
• Major crash locations include all Fremont city
streets, railroad corridors, freeway interchanges,
and State Highways with local access like State
Route (SR) 238 (Mission Blvd) and SR 262 (Mission
Blvd). Not included are I -680 and I-880 freeway
corridors, SR 84 (Niles Canyon Rd) and private
property.
• The COVID-19 pandemic changed when and how
many people traveled in 2020. While COVID-19
resulted in significantly less travel overall, there
is some evidence that less traffic led to more
speeding, and severe crashes. Indeed, nationally,
traffic deaths increased in 2020 by 8%, even as the
number of miles people drove decreased by 13%. 1
1 https://www.nsc.org/newsroom/motor-vehicle
deaths-2020-estimated-to-be-highest
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4 Fremont Vision Zero Action Plan

VISION ZERO
Principles & History
Each year approximately 40,000 people die on
our nation’s streets and highways and hundreds
of thousands more are severely injured, resulting
in tragic personal loss and deep community
impact. The effects include emotional trauma
to affected individuals, families and friends;
personal economic loss; long-term healthcare
costs; and significant taxpayer spending on
emergency response involving paramedics,
police, ambulance services, and hospitals.

Vision Zero is a fundamental
rethinking of street safety.

A Vision Zero approach holds that any loss of
life from traffic crashes is unacceptable and
preventable. A Vision Zero philosophy accepts that
humans will make mistakes and that traffic crashes
will happen, but seeks to design and operate
the transportation system so that crashes do not
result in life-altering injuries or death. This is a
fundamental shift from a traditional approach
to traffic safety that accepts loss of live as
inevitable and unpreventable. Vision Zero
requires a comprehensive approach that
seeks to achieve safe roads, safe speeds, safe
vehicles, safe road users, and post-crash care.

First created by Sweden in 1997, European Vision
Zero programs have achieved 50% reductions
in fatalities over a decade. The City of Oslo 2,
Norway reduced traffic fatalities by 68% from
2010 to 2018, and to a single fatality in 2019.

As of November 2020, the Vision Zero approach
has been adopted by about 50 American cities.

In support of the Vision Zero goal, the US Federal
Highway Administration (FHWA) recommends a
Safe System approach to transportation safety
planning, design, and implementation. This
approach is founded on the principles that humans
are vulnerable and redundancy is crucial to reach
the goal. The Safe System approach expands on
Vision Zero principles by emphasizing separating
road users in space and time and reducing the
kinetic energy of crashes to improve safety.

Traﬃc deaths are INEVITABLE
PERFECT human behavior
Prevent COLLISIONS
INDIVIDUAL responsibility
Saving lives is EXPENSIVE
Traﬃc deaths are PREVENTABLE
Integrate HUMAN FAILING in approach
Prevent FATAL AND SEVERE CRASHES
SYSTEMS approach
Saving lives is NOT EXPENSIVE

TRADITIONAL

APPROACH
Tradi�onal vs. Vision Zero Approach

VISION ZERO

APPROACH
2 Oslo, Norway's population in 2020 was approximately 698,000 according to Statistics Norway .

Source: Vision Zero Network
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Introduction & Background 5
If Hit By a Person
Driving At
Person Survives
the Collision
Results
in a Fatality
20 MPH 10%
30 MPH 40%
40 MPH 80%
Why Safe Speeds?
Safer vehicle speeds are
critical to reducing deaths
and severe injuries. Human
bodies are vulnerable.

The faster a car or truck is
traveling, the more likely a
person is to be killed. Safer
speeds also reduce the
likelihood of crashes as at
higher speeds cars require
longer distances to slow
down and drivers have a
reduced field of vision.

Source: National Highway Traffic Safety Administration, Literature Reviewed On Vehicle Travel Speeds And Pedestrian Injuries, March 2000.

The Safe System approach
aims to eliminate fatal and
severe traffic injuries. This
FHWA-led strategy
uses a holistic view of the road
system that first anticipates
human mistakes and second
keeps impact energy on the
human body at tolerable
levels. Vision Zero is one of
several initiatives in the United
States working to implement
a Safe System approach and
make this a reality.

The Safe System
Approach
Crash severity depends on the energy transfer involved in a collision.

Kinetic Energy is higher when a vehicle is heavier, and increases quadratically as a vehicle moves faster . Reducing the system kinetic energy on the roads reduces major crashes.

How does Kinetic Energy
affect Crashes?
Pull from Safe Streets Pinellas
20 MPH
30 MPH
40 MPH
Lower Speeds Increases A Driver's Field of Vision
Source: Vision Zero Network
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6 Fremont Vision Zero Action Plan

NATIONAL
Vision Zero
Communities
Vision Zero Communi�es
Portland
San Francisco
San Jose
San Diego
Boston
Somerville
New York City
Washington, D.C.

Montgomery County
Denver
Chicago
Fort Lauderdale
San Antonio
Houston
Aus�n
Columbia
Anchorage
Eugene
Bellevue
Sea�le
San Luis Obispo
Monterey
Bethlehem
Alexandria
Richmond
Cambridge
Santa Barbara Durham
Charlo�e
Macon
Minneapolis
Tempe
Watsonville
Boulder
Orlando
Harrisburg Jersey City
West Palm Beach
Philadelphia
Hillsborough County
Tampa
Laredo
Albuquerque
Fremont
Los Angeles
Sacramento
La Mesa
Source: Vision Zero Network Map, November 2020
Vision Zero Community
Source: Vision Zero Network Map, November 2020
City
VZ Action Plan
Approved Population
1 New York City Feb 2014 8,300,000
2 San Francisco Feb 2015 880,000
3 Seattle Feb 2015 750,000
4 San Jose May 2015 1,000,000
5 Los Angeles Aug 2015 4,000,000
6 Boston Dec 2015 690,000
7 Washington DC Dec 2015 710,000
8 Fremont Mar 2016 240,000
9 Austin May 2016 980,000
10 San Diego Jun 2016 1,400,000
11 San Antonio Nov 2016 1,500,000
12 Portland Dec 2016 650,000
The Vision Zero Network is a non-profit
organization that helps cities reach their
goals of Vision Zero. Founded in 2015,
with support from Kaiser Permanente, the
Network convenes leaders in the realms of
public health, transportation planning &
engineering, policy, community advocacy,
and the private sector to develop and share
promising strategies that make Vision Zero
a reality. The Network recognizes cities
that are taking demonstratable actions,
such as the adoption of an “action plan”
to advance the principles of Vision Zero to
ensure safe mobility for all. Nearly 50 cities
are recognized as Vision Zero communities.

For more information, visit:
www.visionzeronetwork.org
Vision Zero Early Adopters in the U.S.
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1997 Sweden creates Vision
Zero as national policy.
2012 Federal Highway
Administration (FHWA)
includes vision of “Toward
zero deaths and severe
injuries on the Nation’s
roadways” in its 2012
Strategic Safety Plan.
2014 New York City is the
first U.S. city to adopt a
Vision Zero Action Plan.
2016 Fremont Vision Zero
2020 Action Plan adopted
in March; City Council
reallocates budget to
prioritize safety investments.

Fremont initiates "20
projects in 20 months"
program to focus on hot
spots, pedestrian countdown
signals, brighter street
lighting, and traffic calming.

Fremont City Council
& School Board commit
to "walk and roll" safety
plans and projects at all
40 public schools; 400
projects get completed
in the next 4 years.

Introduction & Background 7

VISION ZERO
Timeline
2017 National Transportation
Safety Board (NTSB)
releases recommendations
for reducing speed-
related crashes in July.
2018 RAND Corporation
releases The Road to Zero:

A Vision for Achieving Zero
Roadway Deaths by 2050.
2019
Fremont cuts ribbon on
first permanent protected
intersection on Bike to
Work Day, with nine
more in development.
2020
Fremont launches
"Drive Slowly, Be Healthy"
speed management
program in April.
2020 Alameda CTC adopts a
Safe System strategy in the
Countywide Transportation
Plan in December .

FHWA publishes
Safe System Approach
materials in November .

Metropolitan
Transportation Commission
(MTC) adopts regional Vision
Zero policy for the Bay Area
in June.

Caltrans announces
Safe System “Pivot” for the
2020 Strategic Highway
Safety Plan , and appoints
first Chief Safety Officer.
2021 Fremont updates its
Vision Zero Action Plan
FREMONT’S

NATIONAL

RECOGNITION
Fremont has made
significant progress
towards Vision
Zero goals, and its
achievements stand
out even alongside
other major U.S. cities.

Local, regional, and
national organizations
have recognized
Fremont’s success and
asked City officials to
share approaches and
efforts behind this
accomplishment.

Vision Zero Network
Webinars, 2017 & 2019
Transportation
Research Board
Conference
Presentation, 2018
Federal Highway
Administration Case
Studies, 2018 & 2020
Institute of
Transportation
Engineers Conference
Presentations,
2019 & 2020
National Safe Routes
to School Conference
Presentation, 2019
Vision Zero for
Youth USA Leadership
Award, 2020
2015 Vision Zero
Network is founded.

Fremont City Council
initiates and adopts
Vision Zero policy.
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8 Fremont Vision Zero Action Plan

FREMONT VISION ZERO
Origin Story
The origin of Fremont’s Vision Zero program is a story of an entire organization and community embracing a mission to urgently improve traffic safety. During the three years from 2013 to 2015, Fremont experienced a concerning rise in traffic fatalities and severe injuries, particularly involving pedestrians, seniors and youth. Fremont’s Vice Mayor, Sue Lee Chan, after hearing a presentation from the Vision Zero Network, initiated a referral to the City Council in July 2015 to consider adopting a Vision Zero policy. With enthusiastic support, two months later in September 2015, a written Vision Zero policy was approved. City staff then went to work on preparing a data-driven action plan.

There was no time to wait for hiring consultants, funding new staff positions, or convening a major outreach process. Experts from the Police Department (Traffic Unit) and the Public Works Department (Traffic Engineering Section) worked to analyze past crash data and the best practices for improving traffic safety.

The Fremont Vision Zero 2020 Action Plan was created as a starting point and was unanimously approved by the City Council in March 2016. As a demonstration of an immediate commitment to the vision of zero traffic deaths, simultaneous action was taken to redirect $2.5 million in City funding, not aligned with the “safety first” policy, which allowed work to start immediately. No time to wait for the regular budget process. Public Works committed to delivering a “20 projects in 20 months” program, with a focus on pedestrian countdown signals, brighter street lighting, and safer pedestrian crossings.

The entire City organization embraced Vision Zero and
then set to engage the community as a partner.
• The City Manager’s Communications Team
highlighted Vision Zero as the headline article in
the City newsletter sent to all residents.
• “Safety” was adopted as the 2016 theme for the
City’s outreach booth at community events.
• The Police Department hosted a Vision Zero “traffic
edition” of their popular Coffee with Cops program.
• The City’s Youth Service Corps launched the annual “look for safety” program to paint LOOK markings at City crosswalks. • A local Girl Scout started up a program
to prevent distracted driving.
• Educational videos were created with a local
community college and by student interns.
• Vice Mayor Sue Lee Chan started a speaker series
to discuss Vision Zero to everyone that was
interested. She hosted a lot of meetings!
FREMONT VISION ZERO 2020 ACTION PLAN
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VISION ZERO STICKERS

COFFEE WITH COPS

VISION ZERO EVENT BOOTH

COMMUNITY MEETINGS WITH VICE MAYOR SUE LEE CHAN

YOUTH SERVICE CORPS
"LOOK FOR SAFETY" PROGRAM
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02 167 of 605
FREMONT’S APPROACH

TO VISION ZERO
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Complete Streets are designed to accommodate all
modes of travel and not just automobiles. They are
planned and operated with multiple users in mind,
including motorists, pedestrians, bicyclists, transit
users, and people of all ages and physical abilities.
12 Fremont Vision Zero Action Plan

APPROACH
Organizational Practices
Fremont’s Vision Zero success starts with an
organization that prioritizes safety and enables
quick and coordinated action. Fremont is a medium-
size city with a part-time City Council and limited
community advocacy infrastructure (as compared
to larger cities). Fremont's Vision Zero program is
primarily driven by an engaged and enlightened
staff team. The City is guided by a General Plan
that references being a "national leader" and
that establishes a goal of creating Complete
Streets. The City has both the leadership and
organizational alignment to achieve this goal.

Transportation Engineering, the City’s Pavement
Maintenance Program, and Street Maintenance are
all organized within the Public Works Department,
which reduces barriers to collaboration. Fremont
has achieved a tremendous output of safety
projects by leveraging the pavement maintenance
program for roadway restriping and by having street
maintenance crews install quick-build projects.

Recurring coordination meetings between Public
Works staff and with the Police Department ensure
clear communication and information sharing.

The City’s work to implement Vision Zero has
been guided by an empowered staff using
cutting-edge tools and best practices. The City
prioritizes staff training through both external
opportunities such as conference attendance and
internal peer learning. Public Works staff from
A quick-build
project changes
the roadway
using materials
that are easy and
inexpensive to
install, primarily
paint and plastic
bollards.

GRIMMER ELEMENTARY SCHOOL
What is a
Quick-Build
Project?
What are
Complete Streets?
a variety of groups, including Transportation,
Design, and Development, have learned from
study tours in places such as Portland, Seattle,
Austin, Minneapolis, and Chicago, as part of
attending conferences. Staff are encouraged to
be engaged, to understand the larger goals and
context of their work, and to take ownership of
projects. Engineers make use of the latest design
standards including NACTO guidance, examples
from peer cities, and lessons observed abroad.

The City and Public Works Department have
a culture that promotes acting quickly and
innovating. Staff are encouraged to act with
urgency and to collaborate directly with colleagues.

The City has made extensive use of quick-build
projects to achieve immediate safety out comes
and to test out designs. This decisiveness
stems from a risk assessment framework that
concludes the greatest risk is taking no action
in the face of significant known safety issues.
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FIRE TRUCK FIELD TEST

APPROACH
Partnerships
Partnerships have been
a hallmark of Fremont’s
Vision Zero implementation
approach.

Partnerships have included both
internal collaboration between
departments and work with
other community organizations.

Traffic enforcement officers and
transportation engineers meet
monthly to share information,
and Fremont's Police Department
provides access to crash data and
reporting of issues such as locations
of frequent near misses or reckless
driving. In the initial years of Vision
Zero implementation, Fremont’s
Police Department shifted its
traffic enforcement focus to known
high risk behaviors (speeding and
impaired driving) and increased
enforcement resources through
cross-training and providing non-
traffic officers with equipment to
do traffic enforcement on down
time. Fremont’s Police Department
also manages the City’s robust
network of red-light enforcement
cameras. Fremont's Public Works
and Police Department have also
collaborated to install infrastructure
measures to prevent dangerous
and illegal sideshow activity.

Fremont’s Fire Department has
been an important partner,
working to resolve design issues
to ensure that narrower, tighter
street designs to manage speeds do
not impede emergency response
times. The Fire Department has
worked with engineering staff to
test the ability of their equipment
to maneuver through proposed
intersection geometries. The Fire
Department has also worked
with Public Works to deploy and
implement use of an upgraded,
GPS-based Emergency Vehicle Pre-
emption system to activate traffic
signals in advance of their arrival.

The City has also sought out
partnerships with major healthcare
providers and the School District in
Fremont. Kaiser Permanente and
Washington Hospital, two major
hospitals in Downtown Fremont and
two of the City’s largest employers,
have worked with the City to install
pedestrian crossing improvements
near their campuses. Kaiser also
funded the installation of a street
banner campaign promoting Vision
Zero. The Fremont Unified School
District partnered with the City
to jointly fund the completion of
school safety assessments at all
40 schools citywide, which set
the stage for the City’s quick-build
school access safety projects.

POLICE PARTNERSHIP ,

VISION ZERO &

ENFORCEMENT
The City’s Police and Public
Works Departments have a
close working relationship
which supports Vision
Zero. The Fremont Police
Department largely conducts
high-visibility traffic stops
to provide warnings and
education, rather than issue
tickets and fines, in order to
create a visible enforcement
presence while not generating
economic hardship.

Recently, the national dialogue
around policing has brought
attention to inequalities
associated with traditional
traffic enforcement, including
biases in discretionary
enforcement1. Fremont's Police
Department has conducted
extensive community outreach
on the topic of race and
policing through its
Engage Fremont initiative .

The Engage Fremont
initiative developed ten
recommendations in the areas
of funding, transparency and
accountability, and policing and
community relations, which
Fremont's Police Department
is now working to implement.
1 As opposed to universal enforcement
through tools such as traffic cameras.

KAISER PERMANENTE

STREET BANNER PARTNERSHIP
170 of 605
14 Fremont Vision Zero Action Plan
High-Injury
Network Mapping
Fremont created a
map of high-crash
roads to focus
infrastructure
projects. This
approach ensures
projects are
targeted based
on need and not
vocal complaints.

APPROACH
Using Data for High-Impact Work
Without good
quantitative and
qualitative data,
it would be
impossible to
prioritize Fremont’s
resources effectively.

Everything from how
quickly Fremont
receives crash
information to how
City staff use that
data is important for
Vision Zero progress.

These are
some of the
key elements
for how
Fremont
uses data
effectively.

Regular &
Timely Monitoring

FREMONT

VISION ZERO

APPROACH
Crash Narratives
& Reports
High-Injury
Network Mapping
Systemic
Responses
Hot Spot
Responses
1 Staff also supplement crash data and reports with collecting and analyzing video footage, which provides insights into near misses and user behaviors and interactions.

Regular &
Timely Monitoring
Fremont
transportation
engineers often
receive crash
reports within 30
days of the crash.

Engineers in many
other cities do not
receive detailed
crash summaries
until a year or more
after crashes occur .

Crash Narratives
& Reports
Public Works staff
coordinate closely
with the Police
Department and
have access to
detailed information
about each major
crash in Fremont.

This helps staff to
target street safety
improvements to
factors causing
crashes.1
Hot Spot
Responses
Previous crashes
may be clustered
together
and indicate
opportunities for
improvements.

Fremont evaluates
historical crash
data to identify
such hot spots.

Systemic
Responses
Hot spots may share
characteristics, such
as high speed limits
and wide roadways,
with other locations
without crashes that
would benefit from
changes. Fremont
looks for these types
of factors to identify
locations where
improvements are
needed because
they are a risk for
a future crash.
171 of 605

MOBILITY ACTION PLAN OUTREACH

MOBILITY ACTION PLAN TASK FORCE
The City’s Vision Zero Plan is generally high level, with a focus on types of projects and actions that will be impactful to eliminate major crashes. Fremont has a number of other plans, including a Mobility Action Plan
, Bicycle Master Plan , Pedestrian Master
Plan , and Safe Routes to Schools Plans , that provide location- specific recommendations and identify priority projects. Fremont has developed or updated all of these plans since its Vision Zero policy was adopted in 2015, and all of them are infused with an emphasis on safety and Vision Zero principles. Each of these plans was developed in consultation with the community.

The Mobility Action Plan featured one of the most extensive community engagement efforts that the City has ever undertaken, including collaboration with a Mobility Task Force comprised of community members that guided the process. An "Open City Hall" survey received responses from more than 2,600 people. Numerous "pop-up" events and meetings were held to target participation from seniors, youth, and community leaders. The Mobility Action Plan identifies safety as a top priority and includes a finding that the community’s top safety interest was more enforcement. An outgrowth of the Mobility Action Plan was the formation of a permanent Mobility Commission, which has reviewed and helped to shape the Vision Zero 2025 Action Plan.

APPROACH
Updating Plans
& Community
Engagement

FREM ONT PLA NS
City of Fremont
Adopted by City Council July 10, 2018
Bicycle Master Plan
Prepared by
Alta Planning
+ Design | i
City of Fremont

PEDESTRIAN MASTER PLAN
Adopted by City Council December 13, 2016
March 2019
Fremont
Mobility Action Plan
172 of 605

CROSSWALKS ARE QUICKLY ENHANCED

USING LOW-COST MATERIALS

FREMONT MAINTENACE CREWS ARE TRAINED TO INSTALL

QUICK-BUILD & LOW-COST SAFETY PROJECTS

EDUCATIONAL VIDEOS ARE CREATED BY COMMUNITY

COLLEGE PARTNERS OR STUDENT INTERNS
16 Fremont Vision Zero Action Plan
Fremont’s Vision Zero success has
generally been achieved with no new
City funding commitments and no new
dedicated staff positions. The City initiated
its Vision Zero program by reallocating
existing funding resources away from
projects that did not serve Vision Zero
goals and reshuffling existing staff
assignments. Early projects focused on
making creative use of existing resources
and programs (such as strategic use of the
pavement program to target safety priority
areas), low-cost improvements (such as
quick-build project implementation using
City crews), and other creative methods
to finance projects (such as the City’s LED
street light conversion project, which was
paid for by debt financing against future
energy savings). The City has also made
use of student interns for data collection
and analysis, video production, and design
drafting.

In more recent years, the City has received
an infusion of grant funding that has
made it possible to construct higher
cost projects such as new traffic signal
installations, raised cycletracks, and
protected intersections. The City’s Vision
Zero commitment, data-driven approach
to safety, and track record of success with
respect to reducing major crashes have
helped the City to successfully attract grant
funds. New funding for transportation
safety projects was also made possible
due to voter approval of Measure BB
Transportation Sales Tax Program in
2014 (managed by the Alameda County
Transportation Commission) and the State
approved gas tax increase in 2017.

APPROACH
Safety on a
Shoestring
Link to video
173 of 605
Fremont’s Approach to Vision Zero 17
The guiding stars of Fremont’s Vision Zero
program are a lean but comprehensive,
five-person staff team that work in concert
to plan and implement safety projects and
initiatives. This team includes five leaders
with the following responsibilities:

APPROACH
Core Staff Team
Fremont has been named the “Happiest City in
America” three years in a row 3, and the City strives
to bring fun and happiness to even the serious work
of eliminating severe traffic crashes. Examples of
this approach are numerous. At community outreach
events, City staff have given away Vision Zero stickers and kites and dressed up in safety themed costumes;
in 2016, Fremont partnered with the California
Office of Traffic Safety (OTS) to participate in their
“pedestrians don’t have armor” safety campaign.

Staff have created educational videos explaining how
to use newer infrastructure treatments, featuring
characters as Safety Sheila and Mobility Matt.

Traffic safety education banners were created
with an original, fun and contemporary “text and
emoji” messaging style, which was conceived and
developed by City staff. In Spring 2020, as part
of a speed management campaign at the start of
the Covid-19 pandemic, City staff collaborated
with Mobility Commissioners to create a “Drive
Slowly, Be Healthy” video set to the tune of Bobby
McFerrin’s classic song “Don’t Worry, Be Happy.”

APPROACH
The Joy of Safe
3 WalletHub.

TOP , LEFT TO RIGHT: OTS PARTNERSHIP , "DRIVE SLOWLY" VIDEO BOTTOM: KAISER PERMANENTE STREET BANNER PARTNERSHIP
Speeding isn't
worth it!
The individuals that have served in these starring
roles over the past five-years have included:
• Program Manager/Transportation Engineer
“Safety Sheila” Marquises, “Mobility Matt” Bomberg,
Senior Transportation Engineers
• Police Department Traffic Unit
Lt Mike Tegner, Lt Mark Dang, Lt Ariel Quimson
• Crash Data “Data Daniel” Miller,
Transportation Engineer
• Communications
Alina Kwak, Management Analyst (City
Manager’s Office) ; Natalie Khwaja,
Management Analyst II (Public Works)
• Executive Support Hans Larsen, Public Works Director
Other key support members and significant
contributors on the Vision Zero team for project
delivery include:
• Public Works Street Maintenance Section
for quick-build project delivery:

Jeff Edwards, Jason Bonilla
• Public Works Engineering Division for project
delivery by construction contract or private
development: Kandee Bahmani, City Engineer ; Noe
Veloso, Assistant City Engineer (previously Principal
Transportation Engineer) ; Ed Nakayama, Senior Civil
Engineer (Pavement Maintenance Program Manager) .

Crash Data
collection & analytics
Police
Department
Traffic Unit
Executive
Support
Program Manager/
Transportation Engineer 2
Communications
2 The lead transportation engineer serves as the
overall Vision Zero program manager . None of these
individuals work full-time on Vision Zero.

SAFER

VEHICLES
Link to video
174 of 605
03 175 of 605

ACCOMPLISHMENTS

FROM THE FIRST FIVE YEARS
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20 Fremont Vision Zero Action Plan

ACCOMPLISHMENTS
Safe & Complete Streets
Since adopting Vision Zero in 2015 , Fremont has
worked to systematically re-engineer its streets to
be “safe and complete streets” that promote safer
speeds and increase safety for motorists and also
provide safe and comfortable facilities for people
walking, biking, and taking transit. Fremont uses
a variety of design tools to create safer streets.

Historically many Fremont streets were built with
wide 12-14 foot travel lanes, which is a design
standard that promotes high speeds and is more
appropriate for traveling at freeway speeds. Since
2015, Fremont has adopted a 10 foot travel lane
standard, which encourages slower speeds by
creating a feeling of greater enclosure and friction
for drivers. Narrower lanes also free up roadway
width for enhanced bike facilities, including
buffered and protected lanes. Fremont has
restriped 40 miles ( 47% of its arterial roadways)
as safe and complete streets since 2015.

At intersections, street designs have focused on
tighter radii which shorten crossing distances for
bicyclists and pedestrians and force drivers to take
turns at slower speeds. Fremont has implemented
protected intersections, which eliminate weaving
maneuvers between bicyclists and vehicles, improve
sight lines, and further reduce crossing distances
for pedestrians. Intersection improvements have
been implemented as both quick-build projects and
as full reconstruction with modified and upgraded
traffic signal systems as part of major capital and
grant-funded projects. Five intersections have
been rebuilt as protected intersections, with
five more in construction, and more than 30
quick-build bulbouts have been installed.

FACTOR: STREET DESIGN
Vision Zero recognizes that people make mistakes. Impairment, speeding, distracted driving, aggressive driving—these are behaviors to be discouraged, and Vision Zero lays out a coordinated set of actions to deter them.

But we must also design streets that enable and encourage safe behaviors.

Streets should discourage dangerous driving by design. The safest streets slow down traffic, provide separation between modes, and provide visual cues that make it clear that people using different modes share the space. These streets keep all people safer—even when they make mistakes.

At the other end of the spectrum, wide streets with four or more lanes of fast- moving traffic, unprotected pedestrian crossings and bike lanes, and longer distances between signals are the places where deadly crashes happen most often. While mistakes can occur anywhere, these streets are where those mistakes more often can have lethal consequences. In Portland, over half of deadly crashes occur on just 8% of our streets. The maps on pages 17–20 show where these are located. Fixing them is a central element of Portland’s Vision Zero strategy.

WIDE STREET

FAST MOVING TRAFFIC

UNPROTECTED CROSSINGS

UNPROTECTED BIKE LANES

NO STREET LIGHTING

ANATOMY OF A DANGEROUS STREET
Safe street design is context dependent. This sketch identifies select attributes and is for illustrative purposes only. 57%

OF DEADLY

CRASHES ARE ON
8%

OF PORTLAND

STREETS

LONG DISTANCE BETWEEN SIGNALS
11 What are
Buffered
Bike Lanes? Buffered bike lanes are separated from vehicle traffic by striping or parked cars.

These facilities can increase safety by decreasing opportunities for crashes with over-taking vehicles, and reducing the risk of dooring.

Source: City of Portland Vision Zero Action Plan, December 2016. 177 of 605
Accomplishments from the First Five Years 21
Walnut Avenue Bikeway

COMPLETE STREETS PROJECT

In 2020, the City of Fremont completed
construction on the Walnut Avenue Bikeway, a

1.2-mile safe and complete street capital project.

Walnut Avenue features raised separated
bikeways, four protected intersections, bus
boarding areas, and upgraded traffic signal
infrastructure. The Walnut Avenue Bikeway serves
the Fremont BART Station, Kaiser and Washington
Hospitals, civic destinations, local businesses, and
housing. Designed with feedback from students
and faculty at the California School for the Blind,
the Walnut Avenue Bikeway is a national model
for street design that serves people of all ages
and abilities walking, biking, and using transit.

Washington Boulevard

SAFETY IMPROVEMENT PROJECT
In response to several major crashes, including
one pedestrian fatality, the City of Fremont
implemented the Washington Boulevard Safety
Improvement Project. The project includes an
improved pedestrian crossing at Washington
Boulevard and Olive Avenue featuring a bulbout,
pedestrian refuge median island, and rectangular
rapid flashing beacons. The project also
narrowed general travel lanes to reduce vehicle
speeding and provide a buffered bike lane, and
installed multiple radar speed feedback signs.

People for Bikes
America’s Best New Bikeways,
Rank #6, 2020

PROJECT SPOTLIGHTS

CIVIC CENTER DRIVE & WALNUT AVENUE WASHINGTON BOULEVARD & OLIVE AVENUE FACTOR: STREET DESIGN
Vision Zero recognizes that people make mistakes. Impairment, speeding, distracted driving, aggressive driving—these are behaviors to be discouraged, and Vision Zero lays out a coordinated set of actions to deter them.

But we must also design streets that enable and encourage safe behaviors.

WIDE STREET

FAST MOVING TRAFFIC

UNPROTECTED CROSSINGS

UNPROTECTED BIKE LANES

NO STREET LIGHTING

ANATOMY OF A DANGEROUS STREET
Safe street design is context dependent. This sketch identifies select attributes and is for illustrative purposes only. 57%

OF DEADLY

CRASHES ARE ON
8%

OF PORTLAND

STREETS

LONG DISTANCE BETWEEN SIGNALS
11 Bulbouts provide
protected space
for pedestrians in
roads before they
enter a crosswalk,
increasing
pedestrian
visibility and
slowing drivers.

Protected Intersections
improve safety for everyone
by reducing crossing
distances for pedestrians
and bicyclists, and slowing
turning automobile speeds.

They provide dedicated space
for each road user to travel
through the intersection.

What are
Bulbouts?
What are
Protected
Intersections
Streetsblog SF
Eyes on the Street: Fremont Finishes
Best Bikeway in the Bay Area, June 2020
178 of 605
22 Fremont Vision Zero Action Plan

ACCOMPLISHMENTS
Safe Crossings
Fremont’s early Vision Zero data analysis
showed that crashes involving pedestrians
accounted for more than 30 percent of major
crashes, with most crashes happening while
the pedestrian was crossing a street. Fremont’s
efforts to improve safety of crossings have
included installing pedestrian countdown
signals at all signalized intersections citywide
(see opposite page) and installing a suite
of short-term and long-term treatments at
uncontrolled crossings of major streets.

Fremont had approximately 40 crosswalks
on multi-lane, higher speed roadways that
are uncontrolled, meaning that there is no
signal and that motorists must yield to crossing
pedestrians. Fremont has sought to enhance
these uncontrolled crosswalks with both short-
and long-term measures to improve yielding
compliance. Short-term measures have included
high visibility crosswalk striping, advance yield
signage and markings, and striping and channelizer
posts between travel lanes. Long-term measures
to enhance crossings have included installing
rectangular rapid flashing beacons, pedestrian
signals, median refuge islands, and bulbouts. These
measures are all proven by national research to
reduce crash frequency.

14 crossings in Fremont have now been upgraded
with flashing beacons or pedestrian signals.

Mowry Avenue at Waterside Circle

SAFETY IMPROVEMENT PROJECT
To improve pedestrian crossing safety at the
uncontrolled crosswalk at Mowry Avenue and
Waterside Circle, Fremont implemented narrowed
travel lanes, yield markers, buffered bike lanes,
and channelizers between lanes approaching
the crosswalk. Since this intervention, the City
has returned to install a pedestrian HAWK
signal, providing traffic control for the crossing.

Even with this more permanent solution, the
channelizers and narrower lanes are still in
place to provide traffic calming effects.

Quick-Build Crosswalk Improvements

SYSTEMIC RESPONSE

Fremont has installed signage and vertical
posts at 20 locations citywide to improve driver
yielding at uncontrolled crosswalks. This quick-
build improvement combination reminds drivers
to yield while emphasizing existing lane markings.

It also eliminates multiple threat crash risks by
physically prohibiting lane changing maneuvers
by motorists in advance of a crosswalk.

PROJECT SPOTLIGHTS

QUICK-BUILD
179 of 605
Accomplishments from the First Five Years 23
High-Intensity Activated Crosswalk (HAWK) Signals,
also known as a pedestrian hybrid beacons or pedestrian signals, are flashing lights that are activated by a
pedestrian pushing a button or some other form of
detection. HAWK signals are used at unsignalized
intersections or mid-block crosswalks to notify oncoming motorists to stop with a series of red and yellow lights.

What are
HAWK Signals?

PROJECT SPOTLIGHT
Pedestrian Countdown Signals

SYSTEMIC RESPONSE

Pedestrians are over-represented in crashes in
Fremont. In its initial Vision Zero data analysis,
Fremont identified a prevalence of crashes in which
pedestrians were crossing against traffic at signalized intersections; reviewing crash reports revealed that
many of these involved pedestrians getting stuck in
wide intersections after misjudging how long they had
to cross. Pedestrian countdown signals improve safety
by clearly communicating how much time remains to
cross a street, which greatly reduces the chance that
someone will be stranded in a high-speed roadway.

Prior to its Vision Zero adoption, Fremont had only
40 intersections with pedestrian countdown signals.

Fremont installed pedestrian countdown signals
at all 220 signalized intersections, including on all
Caltrans-owned facilities, and pedestrian crashes
are down 32% compared to before Vision Zero.

Rectangular Rapid Flashing Beacons
(RRFBs) are pedestrian-activated flashing
lights with additional signage to alert
motorists of a pedestrian crossing. RRFBs
improve safety by increasing the visibility of
marked crosswalks and provide motorists a
cue to slow down and yield to pedestrians.

What are
RRFBs?
What are Multiple
Threat Crashes?
Multiple threat crashes involve one vehicle attempting to pass another vehicle that has yielded to a pedestrian, and then hitting the pedestrian because the first vehicle has obstructed the sight line. 180 of 605
24 Fremont Vision Zero Action Plan

ACCOMPLISHMENTS
Speed
Management
There are clear relationships between
excessive speed, reduced perception-
reaction time, and increased crash
severity. In Fremont, 70 percent of
major crashes happened on streets
with a speed limit of 40 mph or
higher before Vision Zero. Because of
this, speed management has been an
overarching theme of Fremont’s Vision
Zero work. After engineering streets for
safer speeds, the City re-surveys streets
to see if the implemented projects
resulted in lower operating speeds.

Since 2015, Fremont has lowered the
posted speed limit on more than 50
street segments. Fremont has also
worked with its Police Department on
targeted speeding enforcement and
has installed 45 speed feedback signs.

Crashes involving unsafe speed
dropped by 44 percent compared
to the years before Vision Zero
adoption.

Map showing lowered speed
limits and speed feedback signs
NEWARK

SAN JOSE

MILPITAS

FREMONTUNION CITY
Fremont Bl
Fremont Bl
Mission Bl
Paseo Padre Pkwy
Paseo Padre Pkwy
Mission Bl
Warm Springs Bl
Osgood Bl
Cushing Pkwy
Grimmer Blvd
Auto Mall Pkwy
Blacow Rd
Thornton Av Mowry Av
Peralta Blvd
Stevenson Av
262
680
880
238
2015–2020
Reducing
Speed Limits
40 MPH
35 MPH
30 MPH
25 MPH

SPEED FEEDBACK SIGN
181 of 605
Accomplishments from the First Five Years 25

ACCOMPLISHMENTS
Brighter
Street Lighting
The 2020 Action Plan identified that approximately
50 percent of the City’s fatal and severe injury
crashes occurred in the early or late evening
period between 6:00 p.m. and 10:00 p.m. In
response to this data, the City accelerated an
environmental sustainability initiative to upgrade
street lighting to achieve immediate safety benefits.

The new streetlight fixtures use half as much
energy and are twice as bright. In residential
areas, the City used a warmer tone of white
light, consistent with the American Medical
Association’s recommendation to minimize
blue light. The public responded positively to
the conversions and expressed a greater sense
of safety from the increased illumination.

Following the approval of a Vision Zero Action Plan,
the City decided to rapidly convert the rest of the
streetlights over several months in 2016 rather than
multiple phases over several years by issuing bonds.

The City determined that fatal and severe
injury crashes in dark conditions declined by
approximately 23 percent between the three
years prior to implementation (2013-2015) and
three years directly following the completion of the
upgrades (2016-2018).

BEFORE
AFTER
The City converted
approximately 16,000
streetlights from the
standard “yellow” sodium
vapor lights to brighter
“white”LED lights.
182 of 605
26 Fremont Vision Zero Action Plan

ACCOMPLISHMENTS
Safe Routes to Schools
& Safe Neighborhoods
Fremont has been a national leader in school
area safety improvements. The City and
Fremont Unified School District jointly funded
and participated in school site assessments
at all 40 public schools citywide, in which City
engineers, school principals and parents, and
traffic enforcement officers met to observe
school circulation patterns and infrastructure
conditions. These assessments were conducted
over a two-year period and resulted in school
area safety improvement plans for every school.

Based on the assessments, the City undertook
a three-year effort to implement the short-term
improvements at every school through work
orders installed by the Public Work's Street
Maintenance Division. These improvements totaled
approximately 400 items and included new all-way
stops, upgraded (high visibility) crosswalks, parking
restrictions, enhanced warning signage, and “paint
and plastic” bulbouts, among other improvements.

From 2013-2015, Fremont, tragically, saw nine
major crashes involving youth 15 years of age
or younger . This number dropped to just one
in the period from 2018-2020, which is still
one more than there should be in Fremont.

These successes earned Fremont national
recognition as the third ever recipient of the
Vision Zero for Youth Award, presented by the
National Center for Safe Routes to Schools.

While much of the City’s efforts around Vision
Zero have been focused on higher speed
roadways, the City has also undertaken measures
to ensure safe speeds in neighborhoods, as
part of a balanced program. These efforts have
included increasing the number of speed lumps
from 200 to 250 citywide (with a focus on
school areas) and a citywide “Drive Slowly,
Be Healthy” yard sign campaign to promote a
20 mph advisory speed on all residential streets.

OLIVEIRA ELEMENTARY SCHOOL

INTERNATIONAL WALK AND ROLL TO SCHOOL DAY
"DRIVE SLOWLY , BE HEALTHY"

YARD SIGN CAMPAIGN
183 of 605

WEIBEL ELEMENTARY SCHOOL

PASEO PADRE PARKWAY & ONONDAGA DRIVE

SCHOOL YIELD MARKERS

BASIS INDEPENDENT SCHOOL

LIBERTY STREET & SUNDALE DRIVE

PAINT & PLASTIC BULBOUTS
184 of 605

PROJECT SPOTLIGHT
28 Fremont Vision Zero Action Plan

CIVIC CENTER DRIVE & BART WAY

CIVIC CENTER DRIVE
Civic Center Drive

Completed in Fall 2015, Civic Center Drive
improvements consisted of a road diet which
reduced the roadway from four travel lanes
to two, narrowed intersection crossings, and
added rapid flashing beacons at uncontrolled
crosswalks. By reducing the number of lanes
that pedestrians must cross and eliminating
“multiple threat” crashes, the lane reduction
or “road diet” has significantly improved
pedestrian safety. In 2019 and 2020, protected
intersections were installed at Civic Center
Drive & BART Way and Civic Center Drive &
Walnut Avenue, respectively. From 2013-2015,
there were three major crashes along Civic
Center Drive. Since the road diet, there have
been no major crashes on Civic Center Drive
and speed surveys have resulted in a reduction
of the posted speed limit from 30 to 25 mph.
185 of 605
Accomplishments from the First Five Years 29
186 of 605
30 Fremont Vision Zero Action Plan

BEFORE AFTER
In addition to implementing systemic improvements to prevent future crashes, staff looked for potential improvements in response to crash hot spots. These include short-term quick-build projects, and longer- term road redesigns.

ACCOMPLISHMENTS
Hot Spot Response
Grimmer Curve
Grimmer Boulevard has a large high speed curve
that was a hot spot for major crashes prior to
2016, including three in the period from 2013-2015
and some in which vehicles ran off the roadway. The
location was regularly featured in local media as a
collision hot spot. The City had tried "traditional"
traffic engineering solutions such as curve warning
flashing beacons and high friction surface treatment
pavement, but they did not correct the issue.

Following a particularly scary crash in which a
vehicle ended up in a backyard swimming pool,
neighboring residents demanded a protective
barrier and suggested rebuilding fences as concrete
walls. The City, after evaluating options, elected to
restripe the roadway with narrower, 10' travel lanes
and a buffered bike lane, and installed a k-rail in
the bike buffer. The improvements ran contrary
to a traditional traffic engineering approach,
which would generally recommend wide lanes and
shoulder to provide a generous clear recovery zone
for errant vehicles. The narrowed lanes and k-rail
provided the community with the desired crash
barrier and forced drivers to negotiate the curve
at slower, safer speeds due to the more confined
space and friction with adjacent vehicles. As a co-
benefit, the improvements also create Fremont's
first protected bike lane. There have been no major
crashes since these improvements were installed
in 2016. The success of the Grimmer Curve
provided staff with an object lesson in the power
of a Vision Zero street design approach that has
been applied to improve safety at other locations.

PROJECT SPOTLIGHT
187 of 605

PROJECT SPOTLIGHT
Accomplishments from the First Five Years 31

SIDESHOW PREVENTION MEASURE
Sideshow Response
The City has experienced recurring issues with sideshows in isolated industrial cul-de-sac locations. Sideshows
are illegal gatherings in which people congregate and
perform automobile stunts such as donuts or jumping
out of moving vehicles. Responding to sideshow
activity became a significant public safety issue and
staffing resource issue for the City's Police Department.

Gatherings reached sizes of 100 to 200 cars and 300
spectators and became violent in some instances.

The City's Police and Public Works Departments
collaborated to develop infrastructure measures to
physically prohibit large gatherings and reckless driving maneuvers in these locations. Transportation Engineering and Street Maintenance collaborated to design and
install large traffic circles in the interior of the cul- de-sacs using plastic curbing and vertical posts.

EXAMPLE BAY AREA SIDESHOW
Source: YouTube
188 of 605
32 Fremont Vision Zero Action Plan

ACCOMPLISHMENTS
State
Highways
The state highway system poses a major
challenge for safety, with multiple surface
streets designed for automobile speed and
throughput and interstate freeways cutting
across Fremont. While the City of Fremont
does not control the facilities on the state
highway system, Caltrans has a Complete
Streets policy and supports Vision Zero
goals. The City can work with Caltrans to
promote rapid safety fixes to crash hot spots
along Mission Boulevard, design bicycle
and pedestrian overcrossings over major
barriers, and advance projects to modernize
freeway interchanges. Additionally,
Fremont has secured relinquishment
of a section of State Route 84
(which includes portions of Thornton
Avenue, Fremont Boulevard, Peralta
Avenue, and Mowry Avenue) following a
multi-year process that included securing
state legislative approvals. Portions of
former State Route 84 will undergo
undergo redesign as part of the Centerville
Complete Streets project beginning in 2022.

Centerville Complete Streets Project

The City received a federal grant to transform
portions of former State Route 84 (SR 84) in
the Centerville area from a high speed street
that promotes regional vehicle throughput to
a complete street that serves local access and
supports local businesses. The City is engaged in
a community outreach and visioning process to
determine the ultimate design of the Fremont
Boulevard portion of former SR 84. As part of
this process, the City has implemented a pilot
roadway design, which features the removal
of a vehicle travel lane in order to add on-
street parking and outdoor dining parklet
spaces to support local businesses as well
as bikeway facilities. The pilot project was
accelerated to be implemented in 2020 as a
COVID-19 response measure. The pilot is being
evaluated and will inform the ultimate design
of comprehensive streetscape improvements.

CENTERVILLE PARKLET

PROJECT SPOTLIGHT
189 of 605
Accomplishments from the First Five Years 33
I-880 GREEN BIKE LANES
I-880 Green Bike Lanes Project

After a sequence of severe crashes and one
fatality at the interchanges of I-880 and Auto
Mall Parkway and Fremont Boulevard, the City of
Fremont designed and implemented a striping
project that reconfigured bicycle/vehicle merging,
added bike lane buffers with vertical protection,
and added green paint in conflict zones near
on- and off-ramps. Because of the innovative
design, the City of Fremont pursued a long design
decision and maintenance agreement process
with Caltrans in order to deliver the project.

PROJECT SPOTLIGHT
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04 191 of 605

DEVELOPING

A NEW ACTION PLAN
192 of 605
By People Major Crashes Percentage Fatalities Percentage Age Under 16 1 2% 0 0%
16 to 29 14 23% 4 27%
30 to 49 13 21% 1 7%
50 to 64 14 23% 4 27%
65 and over 19 31% 6 40%
Gender Male 41 67% 13 87%
Female 20 33% 2 13%
Involves Unhoused Party 6 10% 3 20%
By Crash Type Major Crashes Percentage Fatalities Percentage Light Day 28 48% 5 33%
Dark 30 52% 10 67%
Mode Pedestrian 23 40% 9 60%
Bicycle 10 17% 2 13%
Motorcycle 8 14% 2 13%
Vehicle 17 29% 2 13%
Speed Limit 25 mph 6 10% 1 7%
30-35 mph 20 34% 5 33%
40 mph or more 32 55% 9 60%
Lanes Two 8 14% 1 7%
Three to four 34 59% 8 53%
Five or more 16 28% 6 40%
Involves DUI Party 8 14% 5 33%
State Highway Facility 8 14% 4 27%
Source: City of Fremont Collision Database; Transportation Injury Mapping System (TIMS), Safe Transportation Research and Education Center, University of California, Berkeley.

Major Crashes (2018–2020)
36 Fremont Vision Zero Action Plan
A Needs-Based Approach
The City of Fremont looked at major crashes over the past three years to develop an action plan that will move the City towards its goals of zero fatal and severe crashes.

How should Fremont
focus its Vision Zero
efforts going forward?
There were 58 major crashes, with 61 people who
were severely injured or killed in those crashes.
193 of 605
1 California Household Travel Survey (2012)
Major Crashes (2018–2020)
Developing A New Action Plan 37

KEY TAKEAWAY
People Walking
& Biking Are
Most Vulnerable

KEY TAKEAWAY
Major Crashes
Remain Highest on
Wide, Fast Streets
As major crashes have declined , they continue
to impact people on foot and on bicycle
disproportionately compared to how people travel
in Fremont. Major crashes involving pedestrians
and bicyclists represent 40 percent and 17 percent
of all major crashes, which is substantially more
than the share of all trips made using these modes
(5 percent and less than one percent, respectively 1).

The City will continue t o look for ways to protect
its most vulnerable residents and visitors.

Major crashes are primarily on wider, faster
arterial streets. Continued progress towards
zero deaths and severe injuries will require
continued work on these streets to reduce
both the number and severity of crashes.

The primary factors of major crashes in recent
years are varied, and no single factor dominates.

Drivers violating a pedestrian’s right-of-way, drivers
violating another driver’s right-of-way, drivers
violating traffic signals and signs, drivers under the
influence, and pedestrians violating a rule of the
road are all common factors in major crashes.

Strategies that focus on safe speeds will reduce
major crashes regardless of the collision
factor by giving people more time to react
before a crash occurs and reducing kinetic
energy transfer in the event of a crash.

CHANGING ROADS
Change, especially on the roads where people
walk, bike, and drive every day, can be difficult.

New road designs can make people
nervous, and new expectations for driving
speeds may involve changing habits.

Fremont thinks that these changes are
worthwhile to reach zero deaths and severe
injuries on our roads. Certainly one major
lesson from the COVID-19 pandemic is
that big shifts in behavior and design can
be critical to reducing harm to people.

PEDESTRIANS REPRESENT
40%

OF CRASHES
5%

SHARE OF ALL TRIPS
BUT

BICYCLISTS REPRESENT
17%

OF CRASHES
<1%

SHARE OF ALL TRIPS
BUT
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38 Fremont Vision Zero Action Plan

KEY TAKEAWAY
Older People &
Unhoused People Are
Killed & Injured Disproportionately
Major crashes do not affect everyone in Fremont
equally. Pedestrians and people who are older are
overrepresented in fatalities and severe injuries
in Fremont. More people who are homeless have
also been involved in major crashes. Infrastructure,
education, and other outreach efforts could be
targeted towards one or more of these groups,
some of which are highlighted in this section.

Fatal and Severe Injury Rates for
People 65 and Older Have Not
Decreased as Quickly
People who are older are more likely to be severely
injured or killed if they are involved in a crash. In
Fremont, the number of seniors in major crashes
each year is lower since the City's Vision Zero
program was initiated, but has not decreased
as quickly as other age groups. Seniors were
killed or severely injured in over 30% of major
crashes since 2018 while representing 12% of
Fremont’s population. Fremont will be focusing
work in areas and on projects that support
safety for older people traveling in the City.

Major Crashes involving People
Who Are Homeless Have Increased
Eliminating deaths and severe injuries on
the road also requires thinking about people
experiencing homelessness. Since 2018, there
have been four pedestrian crashes, one bicyclist
crash, and one vehicle crash involving people
who were homeless, compared to no crashes
between 2013-2015. 2 At the same time, the
number of homeless people increased to 608
in 2019, which is up 27% since 2017. 3 Fremont
provides a winter shelter, mobile shower and
laundry unit. In August 2020, Fremont opened
the first Housing Navigation Center in southern
Alameda County, and a multi-departmental team
is currently working on a safe parking strategy
for individuals living in RVs. Improving safety for
people who are homeless involves more than traffic
safety, and needs everyone working together .
2 Noted as “transient” in crash reports.
3 Applied Survey Research, 2019, Alameda EveryOne
Home Homeless Count & Survey, Watsonville, CA.

Fremont-focused Summary of the Survey, 2019.

Mapping major crashes in
Fremont before (2013–2015)
and after (2018–2020)
Vision Zero highlights the
City's many successes,
together with continuing
opportunities and emerging
hot spots.

CHANGING & CONTINUED

HOT SPOTS
The maps on pages 38 and 39 show:

Previous hot spots including Civic Center Drive, Grimmer Curve, and the Ardenwood Area has been reduced or eliminated.

SR 262 is an emerging hot spot.

Most crashes are on or near major arterials.
262
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CRASH MEMORIAL GHOST BIKE MEMORIAL
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Paso Padre Pkwy
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Fatal & Severe
Injury Collisions
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2013–2015
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Severe Injury (83)
Hotspots
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NEWARK

FREMONT

UNION CITY
Fremont Bl
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Mission Bl
Warm Springs Bl
Osgood Bl
Blacow Rd
Thornton Av
Mowry Av
Stevenson Av
Decoto Rd
262
680
84 880
238
Grimmer Bl
Paso Padre Pkwy
Driscoll Rd
A�er
2018–2020
Fatal (15)
Severe Injury (43)
Hotspot
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05 199 of 605
VISION ZERO 2025:

NEXT LEVEL ACTION PLAN
200 of 605

VISION ZERO FOR YOUTH AWARD PRESENTATION

WALNUT AVENUE PROTECTED BIKE LANE WALK AND ROLL TO SCHOOL DAY EVENT

MOWRY AVENUE & STIVERS STREET
201 of 605
Vision Zero 2025: Next Level Action Plan 45

NEXT LEVEL ACTION PLAN
Ten Actions
Get State Legislation
for Safer Speeds

1. Enable Speed Safety Cameras

2. Allow Lower Speed Limits
Continue Local Actions
for Safer Streets

3. Manage Speeds with Signal Timing & Speed Feedback

4. Enhance Pedestrian Crosswalks

5. Improve Intersection Safety for Everyone

6. Restripe Major Streets to be “Safe & Complete Streets”

7. Build Better Bikeways
Encourage Support
from Regional Partners

8. Make State Highways & Interchanges Safer

9. Promote Safer Vehicles & Drivers

10. Foster a Bay Area Culture of Safety & Equity
202 of 605
46 Fremont Vision Zero Action Plan

NEXT LEVEL ACTION PLAN
Get State Legislation
for Safer Speeds

1. Enable Speed Safety Cameras

WHAT Speed safety cameras, also known as
automated speed enforcement (ASE) is a technique
for ensuring compliance with posted speed limits
that is legal in 150 communities across 16 states
and the District of Columbia as of 2019. 1 Currently,
ASE is prohibited by state law in California. Fremont
can advocate for state legislative change to allow
local communities to decide for themselves if they
wish to use this important speed management tool.

WHY Studies show that speed safety cameras
reduce both vehicle speeds and crashes. Because
speed is a major factor in crash severity, ASE
may be a critical tool for California cities, as
noted by the California Zero Fatalities Task
Force.2 Speed safety cameras can ensure
enforcement is more consistently and equitably
applied with less potential for human bias, and
their use has low rates of repeat offenders. 3
Speed safety cameras also provide the ability
to continuously enforce speed limits even if law
enforcement is not present, and can reduce
distraction and congestion from traffic stops.

HOW Several bills have been proposed in the
legislature in recent years to legalize speed
safety cameras in California. Fremont will
work with its local state legislators to support
efforts to enable speed safety cameras.

Montgomery County, Maryland

SPEED SAFETY CAMERA

Montgomery County introduced speed safety
cameras in 2007, and early research found
that over 60 percent of residents supported
the program after it started. The speed safety
cameras reduced the chances of fatal and
severe injuries in crashes by 19 percent.

The county also designated corridors where
cameras would be moved so that people did
not slow for only one location, and found that
fatal and severe injuries in crashes reduced by
an additional 30 percent on these corridors.
1 https://www.iihs.org/topics/speed
2 CalSTA. CalSTA Report of Findings: AB 2363 Zero Traffic Fatalities Task Force. January 2020. 3 City and County of San Francisco. Automated Speed Enforcement Implementation: Survey Findings and Lessons Learned From Around the Country . 2015.

CASE STUDY
Sources: Evaluation of Automated Speed Enforcement in
Montgomery County, Maryland. 2008; Speed cameras reduce injury crashes in Maryland county, IIHS study shows. 2015. 203 of 605

Vision Zero 2025: Next Level Action Plan 47

2. Allow Lower Speed Limits

WHAT In California, state law requires that
speed limits be set based on the 85th percentile
speed that drivers are measured to travel at,
with limited exceptions. The law states that
posted speed limits that do not correspond to a
current survey of vehicle operating speeds are not
enforceable. The use of the 85th percentile rule
means that the fastest 15 percent of drivers form
the basis for the posted speed limit, regardless
of safety implications. Today, Fremont does not
have authority to change how speed limits are
set beyond these parameters without action from
the state legislature. Fremont can advocate for
state legislative change that allows local control in
how speed limits are set, including use of national
and international best practice approaches.

WHY A growing body of research has documented
that there is no engineering or scientific basis
for the use of the 85th percentile rule. 4 The use
of the 85th percentile rule does not consider
context-appropriate speeds for local roads,
does not account for the presence of people
walking and biking, and can lead to increasing
speed limits over time. 5 A variety of best
practices internationally and around the U.S.
point to setting speed limits based on roadway
type (e.g. arterial versus local) and maximum
speed limits in urbanized areas. Alternative
speed limit setting methods are supported by
the National Transportation Safety Board and
California’s Zero Traffic Fatalities Task Force.6
4 National Traffic Safety Board. Reducing Speeding-Related Crashes Involving Passenger Vehicles. July 2017.
5 Ibid.
6 CalSTA. CalSTA Report of Findings: AB 2363 Zero
Traffic Fatalities Task Force. January 2020.

Photo Source: Andy Shupe
HOW With this action item, Fremont will
support legislative efforts to remove the 85th
percentile rule requirement from state law.

This would provide Fremont with the ability
to set context-sensitive speed limits, such as
limiting all speed limits on urban arterials to
35 mph and all neighborhood streets to 20 mph.
204 of 605
48 Fremont Vision Zero Action Plan

NEXT LEVEL ACTION PLAN
Continue Local Actions
for Safer Streets

3. Manage Speeds with Signal Timing
& Speed Feedback

WHAT Managing speeds also means designing
and operating safe streets. Since Vision Zero
was adopted in 2015, Fremont has redesigned
many streets for slower, safer speeds, which
allowed Fremont to lower posted speed limits on
many of those streets. This action would include
additional strategies such as changing signal
timing and additional speed feedback signs.

WHY All elements of the road, including
signals, should reinforce expectations for safer
speeds. Limited enforcement resources mean
that the City must use a variety of strategies to
ensure adherence to posted speed limits.

HOW Fremont will time the traffic signals along
corridors with existing coordinated traffic signals
so that the signal progression speed favors drivers
who are traveling at a safe speed. Drivers adhering
to the speed limit would get a “green wave” while
drivers who speed would hit more red lights.

Speed feedback signs will be used to emphasize
the expected speed, particularly in areas with
sensitive land uses (e.g. schools), crash hot spots,
and long distances between traffic signals, and
to collect data to target signal coordination.

4. Enhance Pedestrian Crosswalks

WHAT Fremont can use a variety of tools to
enhance safety for people crossing the street.

Some of the common tools include reducing
crossing distances with median refuges and
bulbouts, introducing traffic signals, pedestrian
signals, or flashing beacons, and installing lighting
to improve pedestrian visibility. Fremont already
uses each of those tools and will continue
to invest in those crosswalk upgrades at all
uncontrolled pedestrian crosswalks citywide. In
the near-term, commercial districts, uncontrolled
crossings of major arterials, and locations with
frequent crashes after dark are priorities.

WHY While major crashes involving pedestrians
have declined, recent crash data suggest that
additional focus is needed on pedestrian safety:
9 of the 15 traffic fatalities between 2018 and
2020 involved a pedestrian, with eight of those
nine occurring after dark. More than a quarter
of all pedestrian major crashes since Vision Zero
adoption were at uncontrolled, marked crosswalks
on high speed arterials. Pedestrian crashes at
midblock and other non-crosswalk locations
in commercial districts emerged as a common
crash profile in recent years. Crashes after dark
have declined overall, however no reduction
was noted for bicyclists and pedestrians.

HOW The City will use a full toolbox of crosswalk
enhancements at unsignalized, mid-block, and
signalized locations. The City will continue to
upgrade uncontrolled crosswalks with flashing
beacons or pedestrian signals. The City will
seek to add enhanced, midblock crossings in
densifying areas and commercial districts, where
increased pedestrian activity may warrant more
crossing opportunities. The City will also work to
ensure that all uncontrolled pedestrian crossing
locations meet basic safety lighting standards.

These crossing do not have traffic
signals that require vehicles to
stop, so motorists must yield to
pedestrians.

What are Uncontrolled Crossings?

EXAMPLE UNCONTROLLED CROSSING
205 of 605

Vision Zero 2025: Next Level Action Plan 49

5. Improve Intersection Safety
for Everyone

WHAT Continue improving intersection
safety through signal investments and safer
intersection designs, including reducing crossing
distances, slower turning speeds, protected
intersection designs, and roundabouts.

WHY Complex interactions occur at intersections
between drivers, pedestrians, bicyclists, and transit
vehicles as they make decisions about whether
to turn or proceed straight and how to interact
with each other . Not surprisingly, more than half
of major crashes since Fremont adopted Vision
Zero occurred at intersections. Many of Fremont’s
signalized intersections are designed to allow
higher speeds, such as with right-turn slip lanes
or large curb radii; require drivers to mix with
bicyclists and pedestrians as they make turns; and
do not meet current standards for the number,
size, and placement of traffic signal heads.

HOW Fremont will work to modify older traffic
signals to upgrade these to current safety
standards and, as appropriate, can install new
protected intersections. Protected intersections
improve safety for everyone: reduce crossing
distances for pedestrians, reduce the speeds of
turning automobiles, and provide better sightlines
between drivers and bicyclists. Adjusting traffic
signal phasing and timing can also improve safety
at many existing signalized intersections and can
include new protected turn phases and leading
pedestrian intervals. As funds permit, Fremont
will install new traffic signals at uncontrolled
intersections that meet signal warrants7, which will
provide the highest level of control of conflicting
movements and make the intersection safer for
everyone. Fremont will also consider installing
roundabouts, which provide many similar benefits
to protected intersections, where appropriate.

Roundabouts are large circular islands,
placed in the middle of an intersection,
which direct flow in a continuous circular
direction around the intersection.

Roundabouts can reduce the number of
conflict points, compared to an uncontrolled
intersection, and decrease vehicle speeds
due to intersection geometry.

Leading Pedestrian Intervals (LPIs) improve
pedestrian visibility and safety by providing
time for people on foot to start crossing the
street before automobiles have a green light.

Protected Turn Phases improve safety by
giving vehicles dedicated time to turn and
reducing the number of conflicts. People
making turns in automobiles without
protected turns often have to look for
oncoming vehicles and people on foot,
which is more likely to result in a crash.
7 These warrants are defined in the the California
Manual of Uniform Traffic Design (MUTCD)
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50 Fremont Vision Zero Action Plan

6. Restripe Major Streets to be
“Safe & Complete Streets”

WHAT Continue restriping major streets to narrow
lanes, provide bicycle facilities, upgrade crosswalks,
and implement road diets, as appropriate.

WHY More than 80 percent of severe injury
and fatal crashes in Fremont happen on arterial
roadways. Fremont has restriped more than
40 miles of roadways as “safe and complete
streets” since 2015. This represents 47 percent
of arterial roadway mileage. During this period
of time, major crashes with unsafe speed as a
primary crash factor dropped by 44 percent.

HOW Fremont will continue to leverage
its pavement maintenance program to
expand this treatment on a systemic
basis to all arterial roadways.

7. Build Better Bikeways

WHAT Continue installing additional protected
intersections and separated bikeway facilities as
recommended in Fremont’s Bicycle Master Plan.

WHY Since Vision Zero adoption, 8 of the 11
major crashes involving bicyclists occurred at
signalized intersections or on higher speed streets
that had striped bike lanes but no separated
bikeway. Separated bikeways protect people on
bicycles from moving traffic through vertical posts
or curbs, improving safety for vulnerable road
users and reducing the stress of riding a bicycle.

HOW Fremont has installed more than 15 miles of
separated bikeways and five protected intersections
since 2015, and will continue to expand these
treatments to additional locations. In addition,
Fremont will continue to advance projects to construct
new regional trails and bridges to provide bikeway
connections across major barriers, such as highways.

Separated Bikeways
provide physical barriers
and buffer space between
people on bicycles and
people in cars. The
separation is provided by
materials such as flexible
posts, or concrete curb.

What are
Separated
Bikeways?

EXAMPLE SEPARATED BIKEWAY
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Vision Zero 2025: Next Level Action Plan 51

NEXT LEVEL ACTION PLAN
Encourage Support
from Regional Partners

8. Make State Highways
& Interchanges Safer

WHAT Work with Caltrans to advance safety improvement
projects on and across the state highway system. Mission Boulevard (SR 262 and SR 238) is part of the state
highway systems, and the many interchanges along I-880
and I-680 create safety challenges on City streets.

WHY Four of the 15 fatalities in Fremont between 2018 and 2020 happened on Mission Boulevard (SR 262 and SR 238). The state highway system provides important connections in Fremont, but can be a barrier to safe and comfortable walking and biking.

Additionally, the I-680 off-ramp at Mission Boulevard has had multiple truck overturning incidents, presenting an injury and potential hazardous material risk. Caltrans has had a Complete Streets policy since 2008, emphasized the design flexibility for multimodal design in its standards, and endorsed the Safe System Approach through its 2020 Strategic Highway Safety Plan.

HOW Fremont will work with Caltrans to design and install safety fixes at crash hot spots along Mission Boulevard. In addition, Fremont will work to advance projects to modernize freeway interchange locations, such as I-880/Decoto, I-680/ Mission, and I-680/Washington with designs that promote safe, comfortable access across the freeway for bikes and pedestrians. Fremont will work with the Alameda County
Transportation Commission (Alameda CTC) to advance the SR 262 Cross Connector project, which will provide a comprehensive, longer term solution to safety issues along this section of Mission Boulevard by separating local and regional traffic.

REGIONAL PROJECTS
State Route 262 Cross Connector
(Alameda CTC lead)
Status: Preliminary Engineering
Grade-separated connector between 880
and 680 with managed lanes removes
regional traffic from local streets
I-880/Decoto
Interchange Modernization
Status: Preliminary Engineering
Transit priority treatments and separated
bike/ped facilities through interchange in
Decoto Transbay corridor
I-680/Mission (SR 238)
Interchange Modernization
Status: Preliminary Engineering
Modified interchange design to address
truck overturning issues, provide
separated and continuous bike/ped
facilities, and manage ramp meter traffic
I-680/Washington
Interchange Modernization
Status: Preliminary Engineering
Modified interchange design, provide
separated and continuous bike/ped
facilities and manage ramp meter traffic
I-880/Innovation District Bridge
Status: Final Design
New bicycle and pedestrian bridge over
a major freeway barrier between Tesla,
Warm Springs BART and Innovation
District, and Bay Trail
I-880/Pacific Commons Bridge
Status: Preliminary Engineering
New bicycle and pedestrian bridge over a
major freeway barrier connecting to Pacific
Commons Shopping and Job Center
I-680/Sabercat Bridge
Status: Preliminary Engineering
New bicycle and pedestrian bridge over a
major freeway barrier connecting future
Irvington BART Station to Sabercat Trail,
Mission San Jose District, and Ohlone
College
PROPOSED 880/INNOVATION DISTRICT

BICYCLE/PEDESTRIAN BRIDGE
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52 Fremont Vision Zero Action Plan

9. Promote Safer
Vehicles & Drivers

WHAT Promote the use of crash and
injury prevention vehicle technology among
individuals and fleet owners in the Fremont
community, including pedestrian and bicycle
detection, crash avoidance, truck side guards,
and vehicles that are designed for better crash
outcomes with pedestrians and bicyclists.

Work to ensure that drivers are educated and
mindful of the laws and rules of the road, the
rights of all road users including bicyclists and
pedestrians, how to travel safely under dangerous
conditions (dark, rain, etc.), and how to use
new types of infrastructure treatments.

WHY Fremont’s review of crash data and
narratives suggest that some major crashes are
result of human error, so there is a lack of clear
engineering countermeasures. Many newer
vehicles have sophisticated safety technology built-
in, such as pedestrian detection with crash warning
and automatic braking that can assist drivers in
complex decision making, helping to prevent
crashes that result from human error . In addition,
vehicle designs that are intended for better
outcomes for vulnerable road users can reduce
crash severity when crashes do happen. Fremont
is also home to leading autonomous vehicle
companies such as Tesla and Pony.ai, and is excited
that this innovative technology is developed locally.

In addition, Fremont recognizes a particular need
to provide motorists with education and training
regarding safe driving behavior, as motor vehicles,
due to their size and speed, are the most likely
to cause severe or fatal traffic crashes (all major
crashes in Fremont from 2018-2020 involved
a motor vehicle, and 43 percent involved two
motor vehicles and no bicyclists or pedestrians).

RESOURCES
National Highway Traffic Safety
Administration (NHTSA) Ratings
The NHTSA provides searchable vehicle safety ratings to help consumers make smart decisions about safety when
purchasing a vehicle.

MyCarDoesWhat.org
The MyCarDoesWhat.org website helps to educate drivers
on new vehicle safety technologies designed to prevent
crashes, with information provided by the University of Iowa and the National Safety Council.

HOW Major auto manufacturers in the U.S. have
voluntarily agreed to implement advanced safety
features in new vehicles starting with Model Year
2022. Fremont can accelerate their uptake within
the community by educating individuals and fleet
owners as to the benefits of these technologies.

Fremont can also work with regional partners to
ensure that drivers education at the state level is
responsive to the needs of Vision Zero cities, to
safety data, and incorporates best practices. In
addition, Fremont can supplement state level driver
training and education with additional information
distributed through City communications and at
highly visited community centers and destinations.

VEHICLE HEIGHT , SPEED & MASS INFLUENCES

THE CHANCE OF A PEDESTRIAN FATALITY
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Vision Zero 2025: Next Level Action Plan 53

10. Foster a Bay Area
Culture of Safety & Equity

WHAT Work locally and regionally to advance
a culture of safety and equity in transportation.

WHY The transportation system is funded
and managed by many agencies, so promoting
safety requires all of them to work together .

In addition, many impactful safety education
campaigns can be implemented at a regional
scale, such as working with media outlets. Many
equity issues that result in disproportionate
safety impacts are regional problems that
require regional solutions (such as housing
shortages and homelessness). There is a
commitment to Vision Zero throughout the
region, including MTC's adoption of a Vision
Zero policy, and work to address inequality is
also underway at all levels throughout the Bay
Area. Fremont is well-positioned to participate
in regional efforts in this area. Fremont is a
self-declared compassionate city, is home to
the Family Resource Center which provides
services to a variety of communities of concern,
and has engaged in a genuine community
dialogue around issues of race and policing
HOW Fremont can work with partners
around the region, including Metropolitan
Transportation Commission (MTC), Alameda
County Transportation Commission (CTC),
other Vision Zero cities, community groups,
public health groups, and others to promote
a culture of safety. Fremont can share its
expertise and data to assist in the development
and implementation of safety campaigns
and encourage additional funding for safety
improvements. Areas of emphasis could include
educating the public on high-risk behaviors and
humanizing the issue of safety by working with
the families of victims to highlight their stories. In
addition, Fremont can work to ensure that actions
to improve safety benefit all, including groups
that are disproportionately impacted by safety
outcomes or have been historically marginalized.

Elderly people, people who are homeless, lower
income people, and people speaking other
languages should be authentically included and
engaged as part of all Vision Zero efforts.

SAFER VEHICLES
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A
211 of 605

APPENDICES
212 of 605
Project Name Project Description Project Cost Funding Sources Citywide LED Street
Light Upgrade
This project replaced over 14,000 high-
pressure sodium (HPS) streetlights
with LED streetlights. The purpose of
the project was to improve roadway
visibility, reduce energy consumption,
and reduce ongoing maintenance costs.

The project was completed in 2015.

Initial upfront cost
of $6,316,000,
with an immediate
PG&E rebate of
$635,000 for a
total upfront cost
of $5,681,000.

Debt-financed via
bond issuance,
repaid with
savings in energy
costs over the life
of the project.

Anticipated
annual savings of
$904,000 mean
that the project
may break even
a little more than
6 years after
installation.

Civic Center
Drive Crosswalk
Improvements
The project consisted of installation of new
midblock crossing improvements including
bulbouts and RRFBs. The improvements
were implemented in 2015 (Washington
Hospital) and 2017 (Kaiser Permanente). N/A
Privately funded
and implemented
in partnership
with Washington
Hospital
and Kaiser
Permanente.

Grimmer Curve
High Friction
Pavement &
K-Rail Projects
This project overlaid a curved roadway
portion of Grimmer Boulevard with a
High Friction Surface Treatment (HFST)
as well as installed K-Rail and collapsible
delineators within the bike buffer in order
to address a number of vehicle crashes
onto adjacent residential properties as
a result of roll-over or run-off-the-road
collisions. The HFST was completed in
2015 and the K-Rail was installed in 2016.
$145,000 State Gas
Tax funds
A2 Fremont Vision Zero Action Plan
Details on Safety Projects Delivered
& Funding Sources
This section presents all safety projects delivered in Fremont from 2015 through Spring 2021, plus projects that are planned for delivery through 2022. 213 of 605
2016 Cape
& Slurry
This project included modifications
to roadway striping as part of routine
pavement preventative maintenance
in accordance with Safe and Complete
Street design practices. Specific
treatments implemented included
narrower vehicular lanes, buffered bike
lanes, enhanced crosswalks, and bulb
out treatments at intersections. The
project covered 20 centerline miles in
total that included segments of major
arterials including Washington Boulevard,
Paseo Padre Parkway, South Grimmer
Boulevard, and Civic Center Drive. The
project was completed in 2016.
$1,712,000
Measure B
and State Gas
Tax funds
Citywide Pedestrian
Countdown Signals
This project upgraded existing pedestrian
signal heads to new countdown
pedestrian signal heads at all 220 City
and Caltrans signalized intersections
within the City of Fremont. The purpose
of the project was to increase awareness
for pedestrians by displaying the
amount of time remaining to clear the
crosswalk at a signalized intersection.

The project was completed in 2017.
$166,000 State Gas
Tax funds
Project Name Project Description Project Cost Funding Sources Appendix A3
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2016 Pavement
Rehabilitation –
Speed Lump
Installations
This project included the installation of
21 speed lumps at various residential
roadways that met the City’s adopted
warrants for excessive speeding and
criteria for speed lump installation.

Locations included an emphasis on
school zones. All installations were
accomplished as part of the City’s annual
pavement rehabilitation project and
were completed by January 2018.
$85,000 for
speed lumps Measure BB funds
2017 Pavement
Rehabilitation –
Speed Lump
Installations
This project included the installation of
69 speed lumps at various residential
roadways that met the City’s adopted
warrants for excessive speeding and
criteria for speed lump installation.

Locations included an emphasis on
school zones. All installations were
accomplished as part of the City’s
annual pavement rehabilitation project
and were completed by July 2018.
$383,000 for
speed lumps City General Funds
2017 Cape
& Slurry
This project included modifications
to roadway striping as part of routine
pavement preventative maintenance in
accordance with Safe and Complete Street
design practices. Specific treatments
implemented included narrower vehicular
lanes, buffered bike lanes, enhanced
crosswalks, and bulb out treatments at
intersections. The project covered 40
centerline miles in total that included
segments of major arterials including
Fremont Boulevard, Mowry Avenue,
Washington Boulevard, Paseo Padre
Parkway, Mission Boulevard, East
Warren Avenue, and Peralta Boulevard.

The project was completed in 2018.
$3,822,000
Measure
B, Vehicle
Registration
Fee, and City
General Funds
Project Name Project Description Project Cost Funding Sources A4 Fremont Vision Zero Action Plan
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2018 Cape
& Slurry
This project included modifications
to roadway striping as part of routine
pavement preventative maintenance in
accordance with Safe and Complete Street
design practices. Specific treatments
implemented included narrower vehicular
lanes, buffered bike lanes, enhanced
crosswalks, and bulb out treatments at
intersections. The project covered 28
centerline miles in total that included
segments of major arterials including
Washington Boulevard, Paseo Padre
Parkway, Central Avenue, Stevenson
Boulevard, East Warren Avenue,
South Grimmer Boulevard, Grimmer
Boulevard, and Auto Mall Parkway.

The project was completed in 2019.
$3,707,000
Measure B,
Measure BB,
SB1, State Gas
Tax, Vehicle
Registration
Fee, and City
General Funds
Year 1 Bikeway
Improvements
This project installed enhanced bikeway
striping on 9 miles of Vision Zero Safety
Priority streets including the Driscoll
Road, Grimmer Boulevard, Paseo
Padre Parkway, Stevenson Boulevard,
and Walnut Avenue corridors. The
project was completed in 2019.
$1,018,000
TDA, Measure
B and Measure
BB funds
Pedestrian Crossing
Enhancements,
Phase I
This project installed a Rectangular Rapid
Flashing Beacon (RRFB) at E Warren
Avenue & Bradley Street and a Pedestrian
Hybrid Beacon (PHB) on Mowry Avenue
& Waterside Circle. The purpose of the
project was to increase driver awareness
of crossing pedestrians. The project
was completed in Spring 2019.
$342,000
Transportation
Development
Act (TDA) and
SB1 funds
Pedestrian Crossing
Enhancements,
Phase II
This project installed a Pedestrian Hybrid
Beacon (PHB) on Fremont Boulevard
at Norris Road and Rectangular Rapid
Flashing Beacons (RRFB) on Paseo
Padre Parkway at Surry Place, Fremont
Boulevard at Margery Drive, Driscoll Road
at Joyce Avenue, Driscoll Road between
Chiltern Drive and Amapola Drive, and
Paseo Padre Parkway at Baylis Street. The
project was completed in Fall 2019.
$850,000 TDA, Measure B,
and SB1 funds
Project Name Project Description Project Cost Funding Sources Appendix A5
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Radar Feedback
Sign Installations
Prior to 2020
In 2018, the City procured 4 Radar
Speed Feedback (RSF) signs in its
efforts to manage speeds at known
speeding locations. Over the next
year, an additional 15 RFS signs
were procured and installed.
$88,000
California OTS
Grant, Federal
HSIP grant,
Stratford School
development,
and the City’s
General Fund
School Area Safety
Improvements
This project installed quick build
improvements including new and
enhanced crosswalk striping, advance yield
signage and markings, parking restrictions
to improve sight distance, “paint and
plastic” bulbouts, and new stop signs, as
identified in school safety assessments.

Over 400 discrete improvements were
installed at all schools citywide over
a three-year period from 2018-2020.

Project installation was completed
by Street Maintenance Division.
$100,000 in
materials
State Gas
Tax funds
Washington
Boulevard
HSIP Project
This project installed new roadway
striping, buffered bike lanes, and radar
feedback signs along Washington
Boulevard from Fremont Roberts Avenue
to Meredith Drive. The project also
included a Rectangular Rapid Flashing
Beacon (RRFB) on Washington Boulevard
and Olive Avenue with a median refuge
median island and curb bulb-out. The
project was completed in early 2020.
$499,000
Federal
Highway Safety
Improvement
Program (HSIP)
and Measure
B funds
2019 Engineering
& Traffic Survey
& Speed Limit
Signage Changes
Following roadway striping redesign to
implement "safe and complete street
design standards", this project performed
a mid-cycle Engineering and Traffic Survey
(E&TS) along 86 segments of safety
priority street corridors to determine
whether changes in speed limits were
justified due to the new roadway
configurations/characteristics. The
project was completed in March 2020.

Subsequently, posted speed limits were
lowered on 40 street segments citywide.
$74,000 State Gas
Tax funds
Project Name Project Description Project Cost Funding Sources A6 Fremont Vision Zero Action Plan
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2019 Cape
& Slurry
This project included modifications
to roadway striping as part of routine
pavement preventative maintenance
in accordance with Safe and Complete
Street design practices. Specific
treatments implemented included
narrower vehicular lanes, buffered bike
lanes, enhanced crosswalks, and bulb
out treatments at intersections. The
project covered 27 centerline miles in
total that included segments of major
arterials including Mowry Avenue, Paseo
Padre Parkway, and Auto Mall Parkway.

The project was completed in 2020.
$3,800,100
City General
Funds and State
Gas Tax funds
BART Way
Multimodal
Improvements
The project consisted of streetscape
improvements along BART Way, which
serves as a gateway street between the
Fremont BART Station and Downtown, as
well as intersection improvements at BART
Way/Civic Center Drive. Improvements
included widened sidewalks, pedestrian
scale lighting, street trees, a landscaped
median, a raised cycletrack, a protected
intersection with a new traffic signal
system, and pedestrian wayfinding
signage and access improvements
through an adjacent shopping center .

The project was completed in 2019.
$4,512,000
Federal Grant,
City General
Funds, State
Gas Tax funds,
Measure B,
Measure BB
and TIF funds
Walnut Avenue
Protected Bikeway
The project consisted of a 1.2 mile
raised cycletrack and 4 new protected
intersections in the Walnut Avenue
Corridor, which provides access from
the Fremont BART Station to Downtown
destinations including high density
housing, shopping centers, hospitals,
and civic destinations. The project
featured upgraded traffic signal systems,
raised bus loading islands, new paving,
a midblock crossing enhanced with
an RRFB, and emergency vehicle pre-
emption. The project was completed in
2020 and has won national recognition
from People for Bikes and CalBike as one
of the nation's best bikeway facilities.
$6,000,000 Measure BB grant
Project Name Project Description Project Cost Funding Sources Appendix A7
218 of 605
2020 Cape
& Slurry
This project included modifications
to roadway striping as part of routine
pavement preventative maintenance in
accordance with Safe and Complete Street
design practices. Specific treatments
implemented included narrower vehicular
lanes, buffered bike lanes, enhanced
crosswalks, and bulb out treatments at
intersections. The project covered 28
centerline miles in total that included
segments of major arterials including
Mowry Avenue, Mission Boulevard,
Warm Springs Boulevard, East Warren
Avenue, and Grimmer Boulevard. The
project was completed in 2020.
$4,285,000
Measure B,
Measure
BB, Vehicle
Registration Fee,
City General
Funds, State Gas
Tax, and TIF
Blacow Road/
Gatewood Street &
Grimmer Boulevard/
Seneca Park Avenue
Traffic Signals
This project installed traffic signals
at Blacow Road & Gatewood Street
and Grimmer Boulevard & Seneca
Park Avenue. The project was
completed in Summer 2020. $1,553,000
Fremont’s Traffic
Impact Fees
(TIF), Measure
BB, Measure
B, Vehicle
Registration Fees,
and SB1 funds
Year 2 Bikeway
Improvements
Project consists of conversion of 10
miles of buffered bike lanes to separated
bike lanes via the installation of flexible
bollards. The project improvements
were in various corridors including
Paseo Padre Parkway, Walnut Avenue,
Stevenson Boulevard, Driscoll Road,
Grimmer Boulevard, and Scott Creek Road.

The project was completed in 2021.
$700,000
TDA,
Transportation
Fund for Clean
Air, Measure BB,
and TIF funds
Year 3 Bikeway
Improvements
The project consists of upgraded bikeway
striping at various locations citywide
including Paseo Padre Parkway, Kato Road,
and numerous streets in the City Center
and Warm Springs/South Fremont areas.

The project is currently in design and is
estimated to be completed in 2021.

Approximately
$550,000
Measure BB
and TIF funds
Project Name Project Description Project Cost Funding Sources A8 Fremont Vision Zero Action Plan
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Pedestrian
Crossing
Yield Marker
Improvements
This project installed yield markers at
uncontrolled crosswalks along high speed,
multilane crossings of major arterial
roadways. Select locations also included
installation of gore striping and channelizer
posts between travel lanes to prevent
vehicles from making unsafe passing/
lane changing maneuvers at crosswalks.

Improvements were installed at 21
locations and installation was completed
by Street Maintenance Division.
<$10,000 City General Funds
Ardenwood
Office Park Area
Improvements
The City is working with private developers
in the Ardenwood Office Park Area to
install new traffic signals (designed as
protected intersections) at Paseo Padre
Parkway/Kaiser Drive and Paseo Padre
Parkway/Dumbarton Circle as well as
restriping Campus Court, Kaiser Drive,
and Dumbarton Circle with buffered and
separated bike lanes. The project will
serve commuters to an existing major job
center that is planned to further densify
and provide workplaces thousands of
additional employees. Improvements are
being implemented as a series of discrete
projects, some of which are already
installed and others of which are in design.

N/A
Private
Development
Funds
Warm Springs
District South
Grimmer Boulevard
Protected Bikeway
& Intersections
The City is working with private developers
in the Warm Springs/South Fremont Area
to construct a two-way protected bikeway
along South Grimmer and protected
intersections at South Grimmer Boulevard/
Wisdom Way, South Grimmer Boulevard/
Lopes Court, and South Grimmer
Boulevard/Warm Springs Boulevard. This
densifying areas is adjacent to the Warm
Springs/South Fremont BART Station and a
new community with 4,000 housing units.

The project is currently in construction in
2021.

N/A
Private
Development
Funds
Project Name Project Description Project Cost Funding Sources Appendix A9
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Pedestrian Crossing
Enhancements,
Phase III
This project installed Rectangular Rapid
Flashing Beacons (RRFB) at Washington
Boulevard & Jerome Avenue and Central
Avenue & Joseph Street. The project
includes pedestrian refuge islands.

The project is in construction and
will be completed in Spring 2021.

Approximately
$407,000
TDA, Measure BB,
and SB1 funds
2020 Citywide
Radar Feedback Sign
Installation Project
After successful deployments of the
initial 17 Radar Speed Feedback (RSF)
signs, the City procured an additional
30 signs which will make a total of
47 signs that will be installed and
operational by the Summer of 2021.
$150,000
Measure BB
and the City
General Funds
Niles Boulevard
& Rancho
Arroyo Parkway
Safe & Complete
Street
This project consists of the installation
of a new traffic signal at Niles/Rock,
flashing pedestrian crossing beacons
at Niles/El Portal and Niles/Rancho
Arroyo intersections, closing a sidewalk
gap along Rancho Arroyo Parkway, and
repaving and restriping Niles Boulevard
with buffered bike lanes from the Niles
Bridge to Hillview Drive. The project
is currently under construction and
will be completed in Fall 2021.

Approximately
$2,300,000
Measure B,
Measure BB,
TIF , Vehicle
Registration
Fee, and State
Gas Tax funds
Fremont Boulevard/
Stevenson Boulevard
& Fremont Boulevard/
Mowry Avenue
Intersection
Improvements
This project consists of modernization
of the traffic signals and intersection
design for overall safety along Fremont
Boulevard at Mowry Avenue and
Stevenson Boulevard, in the Central
Fremont area. Project includes removing
the existing high-speed, right-turn lanes
at the intersections and replacing them
with new protected refuge islands for
pedestrians and bicyclists. The traffic
signal system will be replaced with modern
equipment to enhance efficiency for
all travel modes and with prioritization
capabilities for emergency vehicles and
transit. The project is in construction
and will be completed in Fall 2021.

Approximately
$3,500,000
Federal HSIP
grant, TIF ,
and State Gas
Tax funds
Project Name Project Description Project Cost Funding Sources A10 Fremont Vision Zero Action Plan
221 of 605
Fremont Boulevard/
Country Way
Intersection
Improvements
The Fremont/Country Intersection
Improvements project will construct a
protected intersection to improve safety
for all roadway users by slowing turning
vehicles, eliminating weaving maneuvers
between bikes and turning vehicles,
and shortening crossing distances. The
project is located adjacent to Washington
High School and to a heavy pedestrian
activity area in Downtown Fremont. The
project is anticipated to be designed
and constructed in 2021-2022.
$1,348,000
Alameda CTC
Safe Routes to
School "Mini
Grant" funds,
TDA, Measure BB,
and TIF funds
Centerville
Complete Streets
The Centerville Complete Streets project
will improve Fremont Boulevard (Alder
Avenue to Eggers Drive), Thornton
Avenue and Peralta Boulevard by repaving
steets and installing complete streets
treatments to enhance safety for all
users. The project site is located in the
heart of the Centerville commercial
district and within close proximity to
numerous schools, businesses, AC Transit
bus lines, and the Centerville Altamont
Corridor Express (ACE)/Amtrak train
station. Many of the area roadways are
in poor condition and were developed
to old state highway standards (former
State Route 84) focused on vehicle traffic
with wide lanes and intersections. The
City implemented a pilot design in 2021
including a road diet, adding on-street
parking, adding parklet spaces to support
local businesses, and adding buffered
and protected bike lanes. Full streetscape
construction is anticipated in 2022.
$8,693,000
City General
Funds, CMAQ, and
STP Federal grants
Pedestrian Crossing
Enhancements,
Phase IV
This project includes Rectangular Rapid
Flashing Beacons (RRFB) at Paseo Padre
Parkway & Dorne Place, Paseo Padre
Parkway & Mento Drive, Mission Boulevard
& Ohlone College, Walnut Avenue &
Godfrey Drive, and Washington Boulevard
& Bryant Street. The project is in design
and is estimated to be completed in 2022.

Approximately
$450,000 To be determined
Project Name Project Description Project Cost Funding Sources Appendix A11
222 of 605
Project Name Project Description Project Cost Funding Sources Safe & Smart
Corridor Project
This project includes the installation
of traffic signal cabinets, traffic signal
controllers, vehicle detection cameras,
video analytics cameras, connected
vehicle communication, adaptive signal
control, and smart lighting systems
along a 10-mile stretch of Fremont
Boulevard. The project will also upgrade
approximately 7.5 miles of existing traffic
signal communication network with fiber
optic cable and networking switches on
segments of Fremont Boulevard, Paseo
Padre Parkway, and Thornton Avenue.

The project will be completed in 2022.

Approximately
$8,000,000 Measure BB funds
Washington
Boulevard/Osgood
Road Intersection
Improvements
The Washington/Osgood Intersection
Improvements project will construct a
protected intersection to improve safety
for all roadway users by slowing turning
vehicles, eliminating weaving maneuvers
between bikes and turning vehicles,
and shortening crossing distances. The
project is located on the edge of the
Irvington commercial district, adjacent
to the future Irvington BART station,
and will form a part of the future East
Bay Greenway. The project is in design
with construction anticipated in 2022.
$1,350,000
Redevelopment
and State Gas
Tax funds
Walnut Avenue/
Liberty Street
Intersection
Improvements
The Walnut/Liberty Intersection
Improvements project will construct a
protected intersection to improve safety
for all roadway users by slowing turning
vehicles, eliminating weaving maneuvers
between bikes and turning vehicles, and
shortening crossing distances. The project
includes an upgraded traffic signal system
and a raised bus loading island. One
corner is being completed by an adjacent
private development. The project is
located in Downtown Fremont and will
extend the Walnut Avenue Protected
Bikeway. The project is in design with
construction anticipated for 2022.
$1,831,000
Safe Routes to
BART Grant Funds,
TIF , Measure BB,
and developer
improvements
A12 Fremont Vision Zero Action Plan
223 of 605
# Project Description
1 Pledging to “Don’t Drive Distracted” Girl Scouts Volunteer, Preetha Vellayapan, created a website promoting safe driving behavior , obtained hundreds of pledges , and earned a Girl Scout “Gold” Award 2 “Look for Safety” Education Campaign Fremont Youth Service Corps installed “Look” messages at over 40 crosswalks 3 Reducing “High” Speed Limits
Albrae Street – Stewart Avenue to Christy Street
Ardenwood Boulevard – Union City Limit to Newark City Limit Auto Mall Parkway – Boyce Road to I-880
Cushing Parkway – South end of causeway to Fremont Boulevard Dumbarton Circle – Paseo Padre Parkway to Kaiser Way
Gateway Boulevard – Fremont Boulevard to Lakeview Boulevard Milmont Drive – Page Avenue to City Limits
Old Warm Springs Boulevard – Fremont Boulevard to Grimmer Boulevard Paseo Padre Parkway – Thornton Avenue to Peralta Boulevard Warm Springs Boulevard – Grimmer Boulevard to Warren Avenue Warm Springs Boulevard – Warren Avenue to City Limits 4 Countdown Pedestrian Signals Increased installation from 50 locations to all 220 traffic signal locations Citywide 5 More Buffered Bike Lanes 20 miles of streets with buffered bike lanes on Washington Boulevard, Paseo Padre Parkway, Grimmer Boulevard, and Warm Springs Boulevard 6 Green Bike Lanes "Conflict zones" installed at Walnut Avenue/Civic Center Drive, Stevenson Boulevard/ Civic Center Drive, Warm Springs Boulevard/BART, and Washington Boulevard/Paseo Padre Parkway 7 Neighborhood Traffic Calming Speed lumps installed on Second Street, Parkside Drive, Butano Park Drive, Farwell Drive, Palm Avenue, and Alder Avenue 8 Brighter Lighting on Fremont Boulevard Increased lighting levels on 250 street lights from Irvington to Centerville 9 LED Streetlight Conversion Converted 14,279 lights from “yellow” sodium lights to “white” LED lights 10 Grimmer Boulevard Curve Installed concrete safety barrier to protect sidewalk, bikeway and backyards 11 Turn Restrictions Washington Boulevard/Starr Street/Mission Boulevard 12 Turn Restrictions Palm Avenue/Via San Dimas/Mission Boulevard (near I-680) 13 Turn Restrictions Canyon Heights/Old Canyon Road/ Niles Canyon Road 14 Morrison Canyon Road Partial one-way street conversion 15 New Traffic Signal Fremont Boulevard/Old Warm Springs Boulevard 16 Enhanced Crosswalks Fremont Boulevard/Bonde Way
17 Enhanced Crosswalks Mowry Avenue/Waterside Circle
18 Enhanced Crosswalks Washington Boulevard/Olive Avenue 19 Enhanced Crosswalks Warren Avenue/Bradley Street
20+ Neighborhood Speed Lumps 14 planned locations
More Speed Limit Reductions Paseo Padre Parkway
More Enhanced Bikeways
More Enhanced Crosswalks
Make Freeway Interchanges Safer for Pedestrian & Bicyclists I-680/Washington Boulevard, I-880/Fremont Boulevard Planning for the Next 20 Projects!
Appendix A13
Fremont initiated its Vision Zero implementation with a program of projects that it referred to as "20 projects in 20 months". The following is a list of the projects that comprised this program.
224 of 605
A14 Fremont Vision Zero Action Plan
2018
On 2/5 at 6:56 pm (dark), a 18-year old male pedestrian crossing Blacow Road (4-lane, 40 mph, major street) at Gatewood Street was killed when hit by a vehicle traveling eastbound and driven by a 48-year old female. Pedestrian was walking across the roadway looking down at his cellphone and wearing headphones.

Pedestrian did not see or hear a witness honking to warn him of the oncoming vehicle.

On 7/8 at 10:38 am, a 89-year old male pedestrian crossing Decoto Road (5-lane, 40 mph, major street) near Mount Palomar Court was killed when hit by a vehicle traveling westbound and driven by a 25-year old male. The pedestrian was crossing the roadway after disembarking from the AC transit bus. This collision occurred due to a multiple threat scenario when the vehicle closest to the pedestrian blocks the view of the driver in the adjacent lane.

On 12/11 at 3:51 am (dark), a 56-year old transient male pedestrian crossing Paseo Padre Parkway (4-lane, 45 mph, major street) near Waugh Place was killed when hit by a vehicle traveling northbound an driven by a 67-year old male
On 12/18 at 10:05 pm (dark), a 33-year old male pedestrian crossing Fremont Boulevard (4-lane, 35 mph, major street) at Clough Avenue was killed when hit by a vehicle traveling northbound and driven by a 53-year old female.
2019
On 3/7 at 7:32 pm (dark), a 67-year old male pedestrian crossing Mission Boulevard (6-lane, 45 mph, state route) at Warm Springs Boulevard was killed when hit by a vehicle making a right turn from southbound Warm Springs Blvd and driven by a 60-year old male. Video was captured of the incident and showed an un-involved vehicle making a right turn nearly missing the pedestrian before the trailing vehicle struck the pedestrian.

On 3/17 at 6:17 pm, a 69-year old female passenger of a motor vehicle on westbound Central Avenue (4-lane, 35 mph, major street) at Central Cove Court was killed when the 69-year old male driver was hit by a vehicle traveling eastbound and driven by a 47-year old intoxicated male. The driver lost control of the vehicle and crossed over the raised median into oncoming traffic. The party at fault ran from the scene but was located shortly in a nearby backyard.

On 6/19 at 5:25 am (dusk), a 28-year old male motorcyclist riding on westbound Mission Boulevard (6-lane, 45 mph, state route) at Brown Road was killed when hit by a vehicle making a left turn from eastbound Mission Boulevard and driven by a 27-year old intoxicated male.

Understanding Safety Issues
Is More Than Dots on a Map

FATAL CRASH NARRATIVES
This section describes each fatal crash that occurred on Fremont city streets between 2018 and 2020.
225 of 605
Appendix A15
On 8/18 at 11:50 pm (dark), a 53-year old male transient pedestrian crossing Paseo Padre Pkwy (6-lane, 35 mph, major street) near Capitol Avenue was killed when hit by a vehicle traveling northbound on Paseo Padre Parkway and driven by an 18-year old female. Pedestrian was walking during the “Don’t Walk” phase.

On 8/28 at 5:11 am, a 28-year old male bicyclist on northbound Boyce Road (4-lane, 45 mph, major street) near Stewart Avenue was killed when hit by a vehicle traveling northbound on Boyce Road and driven by a 25-year old male. The vehicle veered from the travel lane into the bike lane.

On 11/6 at 6:47 pm (dark), a 29-year old male motorcyclist riding on eastbound Stevenson Boulevard (6-lane, 40 mph, major street) at Liberty Street was killed when hit by a vehicle making a left turn from westbound Stevenson and driven by a 42-year old male. Witness statements and video evidence showed that the motorcyclist ran the red light.

On 11/29 at 8:29 pm (dark), a 72-year old female pedestrian crossing Niles Boulevard (4-lane, 35 mph, major street) at Rock Avenue was killed when hit by a vehicle traveling northbound and driven by an unknown motorist.
2020
On 3/19 at 5:49 am (dark), a 73-year old male pedestrian crossing Mission Boulevard (6-lane, 45 mph, state route) at Warm Springs Blvd was killed when hit by a vehicle traveling eastbound and driven by a 29-year old male. Video footage captured that pedestrian was nearly hit by a vehicle in the westbound direction immediately before this collision. The pedestrian was crossing during the “Don’t Walk” phase.

On 7/9 at 9:26 am, a 89-year old male bicyclist riding on northbound Fremont Boulevard (4-lane, 35 mph, major street) near Monroe Avenue was killed when riding into a construction trench. The officer documented that the traffic control was in accordance with the encroachment permit issued by the City of Fremont. The bicyclist passed away on 7/21 due to injuries sustained during the incident.

On 8/23 at 6:25 pm (dark), a 59-year old intoxicated male motorist driving on eastbound Mill Creek Road (1-lane, 25 mph, minor street) near Mission Boulevard was killed when he ran off the road. Driver was found after rolling down the hillside approximately 28 hours after the collision and tested positive for drugs and alcohol.

On 10/17 at 10:28 pm (dark), a 54-year old transient male pedestrian crossing Mission Boulevard (4- lane, 40 mph, state route) at Ondina Drive was killed when hit by a vehicle driven by a 36-year old male.

Based on two independent witnesses, the pedestrian was crossing during the “Don’t Walk” phase. 226 of 605
A16 Fremont Vision Zero Action Plan
Number of Major Crashes
2013 2014 2015 2016 2017 2018 2019 2020
Fatal Severe
3-Year Average = 35
3-Year Average = 19
10 15
5 20
25 30
35 40
Average Annual Major Crashes
have Reduced By 45%
A Deeper Data Dive
This section summarizes major crashes and associated roadway characteristics based on data from the City of Fremont's collision database, supplemented with information on crash locations from the Transportation Injury mapping System (TIMS) maintained by UC Berkeley's Safe Transportation Research and Education Center (SafeTREC). 227 of 605
Year 2013 2014 2015 2016 2017 2018 2019 2020
Vehicle 20 23 15 15 18 7 12 6
Bicycle 6 3 4 4 1 3 3 4
Pedestrian 9 8 17 8 7 7 10 6
Appendix A17
10 15
5 20
25 30
35 40
Number of Major Crashes
By Year & Mode
2013 2014 2015 2016 2017 2018 2019 2020
Pedestrian
Bicycle
Vehicle
9 6
20 8
3 23
8 4
15 10
3 12
7 1
18 7
3 7
6 4
6 17
4 15
Major Crashes have Dropped For All Travel Modes ,
with the Greatest Reduction For Vehicle Crashes .
228 of 605
1 Broadside - One driver crashes into the side of the other driver's vehicle at an angle. 2 Sideswipe - One driver crashes into the side of the other driver's vehicle traveling in the same or opposite directions.

A18 Fremont Vision Zero Action Plan
Crashes for Vulnerable Road Users at Intersections
have Decreased the Most
2 4
6 8
10 12
Intersec�on
Pedestrian Bicycle Vehicle
Before
2013-2015
A�er
2018-2020
Non-Intersec�on Intersec�on Non-Intersec�on Intersec�on Non-Intersec�on Crashes per Year
Pedestrian Intersection
Crashes Decreased by 25%
Bicycle Intersection
Crashes Decreased by 50%
Before
2013-2015
A�er
2018-2020
2 4
6 8
10 12
Crashes per Year
Vehicle/
Pedestrian
Hit Object Broadside 1 Rear End Head-On Sideswipe 2 Other Overturned Some Crash Types
have Decreased by 50% or More
57% Decrease
67% Decrease
29% Decrease
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Appendix A19
Major Crashes Post-Vision Zero (2018–2020)
are Primarily on High-Speed Roadways
25 MPH 30-35 MPH 40-45 MPH
5 10
15 20
25 30
35 Fatal Severe
Number of Major Crashes
Major Crashes have Decreased the Most
on Wide, Fast Streets
5 10
15 20
25 30
35 Crashes per Year
Arterial + Parkway Collector Residen�al
Before
2013-2015
A�er
2018-2020
Collisions on
Arterials & Parkways
Decreased by 43%
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1 Crossing Not in Crosswalk - This category includes people crossing on a leg of an intersection that does not have a crosswalk. 2 Crossing in Crosswalk at Intersection - This category includes people crossing against a red light, as long as they are within a crosswalk. 3 Crossing in Crosswalk Not at Intersection - This category covers mid-block crosswalks 4 Not in Road - This category includes people on sidewalks, including at driveways.

A20 Fremont Vision Zero Action Plan
Major Crashes with People Crossing Outside of Crosswalks have Decreased over 60%
Crossing
Not in Crosswalk 1
Not in Road 4 In Road,
Including Shoulder
Crossing in Crosswalk
at Intersec�on 2
Crossing in Crosswalk
Not at Intersec�on 3
1 2
3 4
5 6
Crashes per Year Before
2013-2015
A�er
2018-2020
63% Decrease
Mid-block Crashes
have Decreased
by 67%
Crashes in Daylight & at Night
have Both Decreased
Daylight Dark with
Street Lights
Dusk-Dawn
2 6
10 14
18 16
12 8
4 20
Crashes per Year Before
2013-2015
A�er
2018-2020
Dark Street Lights
Not Func�oning
Dark with
No Street Lights
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Definitions
1 Pedestrian Violation This violation category covers pedestrians not following a rule of the road. A common citation is for a pedestrian crossing outside of a crosswalk and not yielding to vehicles. It also includes pedestrians crossing improperly during the flashing “DON’T WALK” or red phase of a signal, pedestrians suddenly leaving the curb, and pedestrians walking in the roadway on the right-hand side of the road.
2 Pedestrian Right of
Way Violation
This violation category covers drivers violating a pedestrian’s right-of-way. A common citation is for drivers not yielding at a crosswalk. It also includes drivers not yielding to a pedestrian on a sidewalk, such as at a driveway. 3 Vehicle Right of
Way Violation
This violation category generally covers a party (of any mode) not yielding to the driver’s right -of-way or the driver observing his or her right -of-way improperly, depending on which party is listed at fault. A common citation under this category is for drivers who do not yield to oncoming traffic during a left turn or U-turn. Other citations include not yielding properly at a stop sign, and not yielding when entering a road from a property. This also covers not yielding to pedestrians for right turns on red. While the title specifies automobile, a vehicle hitting a person on a bicycle can also be cited under this category.
4 Traffic Signals & Signs This violation category covers drivers not observing the rules of a particular signal or sign. Common citations under the category involve a vehicle not stopping at the limit line or stop bar at a signal or stop sign, respectively, or the crosswalk if neither is present. This includes running red lights. If a vehicle stops but then does not yield properly to another vehicle in the intersection, it is included under the Automobile Right of Way Violation category. 5 Improper Turning This violation category primarily covers turns at intersections and turning off of a road, plus proper signaling during lane changes. common citation under this category is for drivers who move left or right on a roadway when it is not safe or without signaling. It also covers drivers making an illegal U-turn, turning from a lane that does not allow turns, or making a turn that is signed as prohibited.

Appendix A21
Major Crashes have Decreased Across Most
Primary Collision Factors
Primary Collision Factors
Pedestrian Viola�on 1
Driving Under the Inﬂuence
Unsafe Speed
Pedestrian Right of Way Viola�on 2
Unknown
Vehicle Right of Way Viola�on 3
Traﬃc Signals & Signs 4
Improper Turning 5
Wrong Side of Road
Other
1 2 3 4 5 6 7
Before
2013-2015
A�er
2018-2020
Number of Major Crashes
Pedestrian Violations
have Decreased by 50%
Unsafe Speeds have
Decreased by 42%
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A22 Fremont Vision Zero Action Plan
Fatal and Severe Injury Rates for People
65 and Older have Not Decreased
80%
70%
60%
50%
40%
30%
20%
10%
<15Age
Percentage of Crashes
15-64 65+
Fremont, 2013-2018
Before
2013-2015
A�er
2018-2020
Fremont Popula�on
2013-2018 American
Community Survey
Only One Major
Crash Since 2016
Gender Split for Fatal & Severe Injuries
is Mostly the Same
Female Male
80%
70%
60%
50%
40%
30%
20%
10%
Percentage of Crashes
Before
2013-2015
A�er
2018-2020
Fremont, 2013-2018
Fremont Popula�on
2013-2018 American
Community Survey
233 of 605
Appendix A23
Impacts of Fatal and Severe Injuries by Race
Consistent Over Time for Many Groups
80%
70%
60%
50%
40%
30%
20%
10%
Asian Black Hispanic
Percentage of Crashes Before
2013-2015
A�er
2018-2020
Fremont Popula�on
2013-2018 American
Community Survey
White Other Not Stated
Fremont,
2013-2018
7% Decrease as
Proportion of Crashes
6% Decrease as
Proportion of Crashes
Note: Data Limited by CHP Categories
234 of 605

SAFER VEHICLES
Department of Public Works,
Transportation Engineering
39550 Liberty Street, P .O. Box 5006
Fremont, CA 94537-5006
510-494-4745
www.fremont.gov/VisionZero2020 www.fehrandpeers.com

PREPARED BY
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8b

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Memorandum of Understanding Between the City of Glendale and Glendale Management Association on Behalf of Fire Sworn Managers

2. Resolution approving and adopting Classification Titles and Compensation for Employees Covered by the Glendale Management Association Memorandum of Understanding and GMA-Exempt Classifications.

COUNCIL ACTION
Item Type: Action Item
Approved for July 12, 2022 calendar

EXECUTIVE SUMMARY
Starting in April 2022, the City and Glendale Management Association (GMA) - Fire Sworn Managers have been engaged in labor negotiations with the goal of coming to agreement on a successor Memorandum of Understanding (MOU). This unit covers sworn fire managers holding the ranks of Fire Battalion Chief, Deputy Fire Chief, and Assistant Fire Chief (vacant). MOU agreements govern the wages, hours, terms and conditions of employment. The previous MOU between the City and GMA Fire Sworn Managers expired on June 30, 2022.

Staff believes the proposed MOU agreement provides an appropriate balance of maintaining a fair and competitive compensation structure while addressing the fiscal limitations of the post-pandemic era.
236 of 605
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3 4
4 4

COUNCIL PRIORITIES
The proposed MOU agreement is consistent with the City Council’s priority of Fiscal Responsibility. The resulting multi-year agreement provides a fair and reasonable compensation package for affected employees while being fiscally responsible.

RECOMMENDATION
That the attached Resolutions and Memorandum of Understanding between the City of Glendale and Glendale Management Association (GMA) - Fire Sworn Managers be approved as submitted. Additionally, that the attached Resolutions relating to the compensation of affected employees be approved as submitted.

BACKGROUND
Starting in April 2022, the City and Glendale Management Association (GMA) - Fire Sworn Managers have been engaged in labor negotiations with the goal of coming to agreement on a successor Memorandum of Understanding (MOU). This unit covers sworn fire managers holding the ranks of Fire Battalion Chief, Deputy Fire Chief, and Assistant Fire Chief (vacant). The previous MOU between the City and GMA Fire Sworn Managers expired on June 30, 2022.

While the Fire and Police sworn managers are part of the broader Glendale Management Association (GMA) bargaining unit, specific items relating to compensation and benefits involving the sworn safety managers are typically negotiated separately.

Over the course of the last three months, the parties met, engaged in good faith dialogue, and exchanged various proposals. The GMA Fire Sworn Managers’ priorities included modest, but reasonable compensation adjustments over multiple years, with the goal to maintain a competitive salary structure, and prevent compaction between the Fire Battalion Chief position and its subordinate position of Fire Captain, which is part of the Glendale Fire Fighters’ Association. The City’s priorities focused in general on economic stability, based on multi-year financial forecasts.

With the expiration of the previous MOU agreement as of June 30, 2022, the City and GMA Fire Sworn Managers, after having met and conferred, have reached a tentative agreement on a new multi-year MOU. The tentative agreement resulted in a three-year MOU effective July 1, 2022 through June 30, 2025.

The tentative agreement is comprised of a three-year package that includes a cost-of- living adjustment of 4% in the first year, offset by a 3.5% increase in PERS cost-sharing; no cost-of-living adjustment in the second year; and a 1% cost-of-living adjustment in the third year. An additional salary step would be included within the existing salary range for classifications covered by this bargaining group in year three of the Agreement. This additional salary step is 5.5% above the current step 6. With this additional salary step, the current step 1 will be eliminated, thus maintaining the six salary steps within the respective ranges. As is the current policy, employees will advance through the salary steps at the rate of one step per year, based on their annual job performance evaluation.

Thus, employees will advance gradually to the new sixth step over time. 237 of 605
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The proposed City/GMA MOU affecting the Fire Sworn Managers is provided as an attachment, which also includes non-economic items and “clean-up” language.

The tentative agreement between the City and GMA Fire Sworn Managers was put forth to the membership for a ratification vote and was unanimously approved. Staff similarly recommends City Council adoption of the proposed three-year MOU. The above changes will take effect upon adoption of the MOU for the July 28, 2022 pay date.

Included in this staff report is a Classification and Compensation Resolution which effectuates the proposed agreed-upon compensation adjustments for GMA Sworn Fire Managers represented employees.

ANALYSIS
The proposed MOU between the City and GMA Fire Managers is provided as an attachment (Exhibit 1). The document highlights the changes that have been agreed to and the modifications being made to the expiring MOU.

The terms set forth in the proposed MOU were unanimously ratified by the GMA Sworn Fire Managers.

Staff similarly recommends City Council adoption of the proposed three-year MOU. If approved, the economic terms of the proposed MOU will take effect upon adoption for the July 28, 2022 pay date.

STAKEHOLDERS/OUTREACH
N/A

FISCAL IMPACT
The primary costs of this proposed three-year agreement, as set forth in these Resolutions, are related to compensation adjustments in the first and third years of the contract (offset by an increase in cost-sharing in the first year), as well as an additional salary step in the third year of the agreement. The year one costs can be absorbed in the Department’s current budget. Future year costs will be incorporated into FY 2023/2024 and FY 2024/2025 budget. The breakdown in costs in total compensation and benefits over the course of the three years of this proposed MOU agreement is listed below:

2022/2023 $ 56,940
2023/2024 $ 59,636
2024/2025 $240,429
Total $357,005
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3 4
4 4

ENVIRONMENTAL REVIEW (CEQA/NEPA)
N/A

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: Approve Resolution as submitted.

Alternative 2: Not approve Resolution as submitted.

Alternative 3: The City Council may consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Aymee Martin, Interim Director of Human Resources
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
1) Text of proposed Memorandum of Understanding between the City of Glendale and Glendale Management Association (GMA) – Three-year agreement commencing July 1, 2022 through June 30, 2025.

2) Exhibit A – Classification and Compensation Resolution, which contains salary range amounts for classifications covered by the GMA bargaining group. 239 of 605
RESOLUTION NO.______

A RESOLUTION OF THE CITY OF GLENDALE APPROVING

AND ADOPTING A THREE YEAR MEMORANDUM

OF UNDERSTANDING BETWEEN THE CITY OF GLENDALE AND

THE GLENDALE MANAGEMENT ASSOCIATION (GMA)

ON BEHALF OF SWORN FIRE MANAGERS
COMMENCING ON JULY 1, 2022 AND TERMINATING AFTER JUNE 30, 2025.

WHEREAS, the City of Glendale (hereinafter referred to as "City") and the Glendale Management Association (hereinafter referred to as "Association”), on behalf of sworn fire managers, have met and conferred over wages, hours, terms and conditions of employment pursuant to Government Code 3500, as amended; and WHEREAS, the City and the Association have agreed to the terms of a Memorandum of Understanding for a period of three years, covering sworn managers of the Glendale Fire Department commencing on July 1, 2022 and terminating after June 30, 2025.

NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE:

Section 1. The City does hereby approve, ratify, and authorize the implementation of each economic and non-economic benefit and right set forth in the Memorandum of Understanding between the City and Association, attached hereto and incorporated herein by this reference as Exhibit "1", and said economic and non- economic benefits and rights shall be implemented to the extent the City may legally do so in accordance with the time constraints of said Memorandum of Understanding. The Director of Human Resources is authorized to make minor clerical and other minor 240 of 605
language clarifications to the MOU so long as such changes do not in any manner change the economic or non-economic benefits and rights of the parties.

Section 2. The City Council further authorizes the City Manager and Director of Human Resources to negotiate and implement amendments to this Memorandum of Understanding affecting wages, hours, terms and conditions of employment subject to prior approval by the City Council.

Section 3. Any provision set forth in said Memorandum of Understanding which is inconsistent with any provision of the Municipal Code shall prevail and supersede the inconsistent provisions of the code.

Adopted this 12th day of July 2022.
_____________________________
Mayor
_____________________________________
City Clerk

STATE OF CALIFORNIA )
)

COUNTY OF LOS ANGELES )
I, Aram Adjemian, City Clerk of the City of Glendale, certify that the foregoing resolution was adopted by the Council of the City of Glendale, California, at a regular meeting held on the _________________ day of _________________________, 2022, and that the same was adopted by the following vote:

Ayes:

Noes:

Absent:
___________________________
City Clerk
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1 GMA/GMA EXEMPT
RESOLUTION NO. _________________

A RESOLUTION OF THE CITY OF GLENDALE PROVIDING FOR THE

ESTABLISHMENT OF CLASSIFICATION TITLES AND COMPENSATION

FOR EMPLOYEES OF THE CITY OF GLENDALE COVERED BY THE

GLENDALE MANAGEMENT ASSOCIATION MEMORANDUM OF

UNDERSTANDING, INCLUDING EMPLOYEE RELATIONS EXEMPT

CLASSIFICATIONS

WHEREAS, the City of Glendale (hereinafter referred to
as “City”) has established a system of classification for all positions within the City service with descriptive occupational titles used to identify and distinguish positions from one another based on job duties, essential functions, knowledge, skills, abilities and minimum requirements; and
WHEREAS, it is in the City’s best interest to
periodically add and delete classification titles to ensure that the City’s classification plan and organizational structure is contemporary and best meets the needs of its operating
departments; and
WHEREAS, the City has established a system of
compensation for the classification titles listed herein, based on collective bargaining agreements, resolutions and agreements as approved and adopted by the City Council.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF GLENDALE:

Section 1. The classification titles hereinafter
designated in this resolution, except insofar as they are 242 of 605
2 specifically provided for in The Charter of the City of Glendale, are hereby created.

Section 2. As to the persons in the various
classification titles herein mentioned subsequent to the effective date of this resolution, the increases or decreases in rates of compensation set forth herein shall be effective on the date as set forth in Section 8 of this resolution.

Section 3. The following schedule of compensation
rates, attached hereto and incorporated herein as Exhibit "A" and labeled "Salary Range Amounts”, shows standard salary range numbers, the salary steps designated by number, and unless otherwise specified, the full-time monthly rates (in dollars) for all classification titles.

Section 4. The salary range numbers assigned to each
classification are set forth alphabetically in Sections 4.1 through 4.3, inclusive, of this resolution.

SECTION 4.1 Mid-Management - Supervisor
Salary
Range Job Description
2500 * ACCOUNTANT III
2501 * ACCOUNTING SUPERVISOR
2502 * ACCOUNTS PAYABLE SUPERVISOR
2672 * AMBULANCE OPERATOR COORD
2508 * BILLING & COLL ADMIN SUPVR
2509 * BROADCAST COORDINATOR
2510 * BROADCAST MANAGER
2512 * BUILDING INSPECTION SUPERVISOR
243 of 605
3 2513 * BUSINESS TRANSFRM MANAGER
2514 * BUYER SUPERVISOR
2516 * CIVIL ENGINEER II
2517 * COMMUNITY DEVELOPMENT SUPVR
2518 * COMMUNITY FOREST SUPERVISOR
2519 * COMMUNITY SERVICES MANAGER
2520 * COMMUNITY SERVICES SUPERVISOR
2521 * CONSTRUCTION SUPERVISOR
2698 * CRIMINALIST III
2699 * CRIMINALIST IV
2700 * CRIMINALIST V
2523 * CUSTODIAL SUPERVISOR
2524 * CUSTOMER SVC COLLECTION SUPVR
2525 * CUSTOMER SVC FIELD SUPERVISOR
2527 * CUSTOMER SVC OPS SUPERVISOR
2528 * CUSTOMER SVC OPS SUPVR STENO
2529 * CUSTOMER SVC UTILITY SUPVR
2695 * DEPARTMENTAL APPLICATIONS MANAGER
2532 * DEPUTY CITY CLERK
2533 * DEPUTY CITY TREASURER
2534 * DNA LABORATORY SUPERVISOR
2536 * ELECTRICAL ENGINEER II
2537 * ELECTRICAL LINE MECH SUPVR II
2538 * ELECTRICAL MECHANIC SUPVR II
2539 * ELECTRICAL SYS DISPATCH SUPVR
2540 * ELECTRICAL TEST SUPERVISOR
2701 * EMERGENCY MEDICAL SERVICES NURSE SPECIALIST
2543 * ENVIRONMENTAL AFFAIRS MANAGER
2544 * ENVIRONMENTAL MANAGEMENT COORD
2545 * ENVIRONMENTAL PROGRAM SPEC
2546 * EQUIPMENT MAINTENANCE SUPVR
2710 * EXECUTIVE ASSISTANT
244 of 605
4 2547 * EXECUTIVE ASST TO CITY COUNCIL
2548 * FACILITIES MAINT SUPERVISOR
2550 * FIRE COMM SUPERVISOR
2551 * FIRE PREVENTION COORDINATOR
2553 * FIRE PROTECTION ENGINEER II
2554 * FIRE PROTECTION SPECIALIST II
2555 * FORENSIC SUPERVISOR
2694 * GIS MANAGER
2558 * HAZARDOUS MATERIALS SUPERVISOR
2702 * HOMELESS PROGRAMS MANAGER
2560 * HOMELESS PROGRAMS SUPERVISOR
2689 * HOUSING APPLICATIONS MANAGER
2570 * INTEGRATED WASTE SUPERVISOR
2706 * INVESTIGATIVE ANALYST
2680 * IT APPLICATIONS MANAGER
2573 * IT INFRASTRUCTURE MANAGER
2696 * IT PROJECTS MANAGER
2574 * LEGAL SERVICES SUPERVISOR
2575 * LIBRARY ARTS & CULTURE SUPVR
2576 * LIBRARY CIRCULATION SUPERVISOR
2577 * LINE CLEARANCE FOREST SUPVR II
2579 * NEIGHBORHOOD SVCS SUPERVISOR
2697 * NETWORK MANAGER
2580 * NETWORK SPECIALIST SUPERVISOR
2581 * OFFICE SERVICES SUPERVISOR
2582 * OFFICE SERVICES SUPVR STENO
2583 * PARK SERVICES MANAGER
2584 * PARKING MANAGER
2585 * PAYROLL SUPERVISOR
2586 * PC SPECIALIST SUPERVISOR
2588 * POWER LINE SUPERVISOR II
2589 * POWER PLANT INST & CNTRL SUPVR
245 of 605
5 2590 * POWER PLANT MAINTENANCE SUPVR
2591 * POWER PLANT MECHANIC SUPVR
2592 * POWER PLANT OPERATIONS SUPVR
2593 * POWER PLANT SHIFT SUPERVISOR
2677 * PRINCIPAL FIRE/ENV SFTY SPEC
2683 * PRINCIPAL POWER SYSTEM OPER
2595 * PROGRAM SUPERVISOR
2598 * PUBLIC BENEFITS CHRG MKTNG MGR
2600 * RECYCLING COORDINATOR
2603 * SECRETARY TO CITY MANAGER
2604 * SECRETARY TO CITY MANAGER STNO
2612 * SR CODE COMPLIANCE INSPECTOR
2613 * SR COMMUNITY SERVICES SUPVR
2614 * SR CRIME ANALYST
2615 * SR ENVIRONMENTAL PROGRAM SPEC
2616 * SR FACILITIES MAINT SUPERVISOR
2618 * SR GRAPHICS ILLUSTRATOR
2623 * SR INTEGRATED WASTE SUPERVISOR
2626 * SR LIBRARY ARTS & CLTR SUPVR
2627 * SR NEIGHBORHOOD SERVICES SUPVR
2628 * SR PARK SERVICES MANAGER
2629 * SR PC SPECIALIST SUPERVISOR
2630 * SR POWER PLANT SHIFT SUPVR
2635 * SR STREET MAINTENANCE SUPVR
2636 * SR UTILITY ACCOUNTANT
2606 * SHOP SUPERINTENDENT
2639 * STATION ELECTR/OPER SUPVR II
2640 * STATION ELECTRICIAN SUPVR II
2641 * STORES SUPERVISOR
2642 * STREET MAINTENANCE SUPERVISOR
2643 * SUPERVISING ELECTR ENGRG ASSOC
2644 * SURVEY SUPERVISOR
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6 2645 * SURVEY SUPERVISOR (LICENSED)
2649 * TELECOMMUNICATIONS SUPERVISOR
2650 * TRAFFIC & PARKING SUPERVISOR
2654 * UNDRGR DISTR CONST SUPVR II
2656 * URBAN FORESTER
2657 * UTILITY BUSINESS SYS SUPPT MGR
2705 * UTILITY OPERATIONS SUPERVISOR
2660 * WASTEWATER MAINT SUPVR
2661 * WATER ENGINEERING SUPERVISOR
2662 * WATER FACILITIES SUPERVISOR
2663 * WATER QUALITY MANAGER
2664 * WATER QUALITY SUPERVISOR
2665 * WATER SYSTEM OPERATIONS SUPVR
2666 * WATER SYSTEM SUPERVISOR II
2668 * WIRELESS SYSTEMS MANAGER
2669 * WIRELESS SYSTEMS SUPERVISOR
2704 * WORKFORCE DEVELOPMENT MANAGER
2703 * WORKFORCE DEVELOPMENT SUPERVISOR
2681 * YOUTH SERVICES SUPERVISOR
SECTION 4.2. Mid-Management-Technical-Professional
Salary
Range Job Description
2503 * ADMINISTRATIVE ANALYST
2504 * ADMINISTRATIVE OFFICER CDD
2505 * ASST PUBLIC INFO OFFICER
2506 * ASST TRANSIT MANAGER
2507 * BENEFITS COORDINATOR
2511 * BUDGET ANALYST
2515 * CASE WORKER II
2522 * CRIME ANALYST
247 of 605
7 2530 * DEPARTMENTAL HR OFFICER
2531 * DEPUTY CITY ATTORNEY
2675 * DEVELOPMENT OFFICER
2685 * EMPLOYEE HEALTH COORD
2535 * ECONOMIC DEVELOPMENT COORD
2542 * ENERGY MARKETER TRADER
2549 * FACILITIES SVCS COORDINATOR
2686 * FINANCIAL APPLICATIONS ANALYST
2552 * FIRE PREVENTION SUPERVISOR
2556 * GIS ANALYST
2557 * GIS PROJECT MANAGER
2559 * HOMELESS PROGRAMS COORDINATOR
2561 * HOUSING ANALYST
2562 * HOUSING COORDINATOR
2069 * HOUSING PROJECT MANAGER
2564 * HOUSING SYSTEMS ANALYST
2565 * HUMAN RESOURCES ANALYST
2566 * HUMAN RESOURCES ANALYST II
2567 * HUMAN RESOURCES COMPLIANCE OFC
2568 * INFO SERVICES PROJECT MANAGER
2679 * INNOVATION PROJECT MANAGER
2569 * INTEGRATED WASTE PLANNER
2571 * INTERNAL AUDITOR
2572 * IT APPLICATIONS ANALYST
2676 * LEGAL FELLOW
2578 * MECHANICAL ENGINEER II
2707 * NETWORK ENGINEER II
2682 * PARALEGAL
2709 * PARK PLANNER
2587 * PLANNER
2594 * POWER SYSTEMS ANALYST
2596 * PROJECT MANAGER
248 of 605
8 2597 * PUBLIC BENEFITS CHRG COORD
2599 * PUBLIC SAFETY BUSINESS SPEC
2673 * PUBLIC WORKS MGMT ANALYST
2688 * PURCHASING COORDINATOR
2684 * RECORDS ADMINISTRATION ANALYST
2601 * REVENUE ANALYST
2678 * RISK & INS SERVICES ANALYST
2602 * SAFETY SERVICES SPECIALIST
2605 * SECURITY SYSTEMS MANAGER
2607 * SR ADMINISTRATIVE ANALYST
2608 * SR ADMINISTRATIVE OFFICER
2610 * SR BUILDING CODE SPECIALIST
2611 * SR BUYER
2687 * SR FINANCIAL APPLICATIONS ANALYST
2617 * SR GIS PROJECT MANAGER
2619 * SR HOUSING ADVISOR
2620 * SR HOUSING ANALYST
2621 * SR HOUSING COORDINATOR
2622 * SR INSPECTOR
2624 * SR INTERNAL AUDITOR
2625 * SR INVESTIGATOR
2708 * SR IT APPLICATIONS ANALYST
2631 * SR PROJECT MANAGER
2690 * SR PUBLIC SAFETY BUSINESS SPECIALIST
2674 * SR PUBLIC WORKS MGMT ANALYST
2632 * SR REVENUE ANAYLST
2633 * SR SAFETY SERVICES SPECIALIST
2634 * SR SECURITY SYSTEMS MANAGER
2637 * SR UTILITY FINANCIAL ANALYST
2638 * SR WORKERS COMP ANALYST
2646 * SYSTEMS ANALYST
2691 * SYSTEMS ENGINEER I
249 of 605
9 2692 * SYSTEMS ENGINEER II
2693 * SYSTEMS ENGINEER III
2647 * SYSTEMS PROGRAMMER
2648 * TECHNICAL STAFF ANALYST
2651 * TRAFFIC ENGINEER II
2652 * TRANSIT ANALYST
2653 * TRANSP & PARKING SVCS SUPVR
2655 * URBAN DESIGNER
2658 * UTILITY FINANCIAL ANALYST
2659 * UTILITY SAFETY OFFICER
2670 * WORKERS COMP ADJUSTOR II
2671 * WORKERS COMP ANALYST
SECTION 4.3 Management
Salary
Range Job Description
2000 * ACCOUNTING MANAGER
2001 * ASST CHIEF INFORMATION OFFICER
2002 * ASST CITY ATTORNEY
2003 * ASST CITY CLERK
2004 * ASST CITY ENGINEER
2005 * ASST CITY TREASURER
2157 * ASST DIR OF CMTY DEVELOPMENT
2006 * ASST DIR OF CMTY SVCS & PARKS
2007 * ASST DIR OF FINANCE
2009 * ASST DIR OF HUMAN RESOURCES
2151 * ASST DIR OF LIB ARTS & CLTR
2011 * ASST DIR OF PUBLIC WORKS
2167 * ASST DIR OF PUBLIC WORKS/CITY ENGINEER
6000 * ASST FIRE CHIEF
6003 * ASST FIRE CHIEF 40 HR
250 of 605
10 2012 * ASST FIRE MARSHAL
2013 * ASST GENERAL MANAGER
2014 * ASST GM UTILITY/FINANCE/RISK
2015 * ASST INTEGRATED WASTE ADMIN
7000 * ASST POLICE CHIEF
2016 * ASST PW MAINT SVCS ADMIN
2017 * ASST TO CITY MANAGER
2018 * ASST TRAFFIC & TRANSP ADMIN
2019 * BENEFITS MANAGER
2020 * BUDGET MANAGER
2021 * BUILDING OFFICIAL
2023 * BUSINESS TRANSFRM & MKTG ADMIN
2024 * CHIEF ASST CITY ATTORNEY
2025 * CHIEF ASST GNRL MGR ELECTRIC
2152 * CHIEF ASST GNRL MGR ELEC & PWR
2153 * CHIEF ASST GNRL MGR WATER
2165 * CHIEF INFORMATION TECHNOLOGY ARCHITECT
2026 * CITY ENGINEER
2027 * CLAIMS & LITIG SUPPORT SUPVR
2174 * COMMUNICATIONS MANAGER
2173 * COMMUNICATIONS OFFICER
2028 * COMMUNICATIONS SYSTEM ADMIN
2029 * COMMUNITY RELATIONS COORD
2030 * COMMUNITY SERVICES ADMIN
2031 * CONSTRUCTION SERVICES MANAGER
2032 * CUSTOMER SVCS ADMINISTRATOR
2526 * CUSTOMER SVC OPS MANAGER
2172 * CYBERSECURITY MANAGER
2033 * DEPUTY BUILDING OFFICIAL
2034 * DEPUTY CHIEF INFO OFFICER
2035 * DEPUTY DIR OF CMTY DEVELOPMENT
2154 * DEPUTY DIR OF CMTY SVCS & PRKS
251 of 605
11 2036 * DEPUTY DIR OF FINANCE
2170 * DEPUTY DIR OF FIRE ADMINISTRATION
2037 * DEPUTY DIR OF HOUSING
2038 * DEPUTY DIR OF HUMAN RESOURCES
2039 * DEPUTY DIR OF LIB ARTS & CLTR
2045 * DEPUTY DIR OF PLNG&NBRHD SVCS
2040 * DEPUTY DIR OF PUBLIC WORKS
2041 * DEPUTY DIR OF PW/ADMIN & ENVIR
2042 * DEPUTY DIR OF PW/CITY ENGINEER
2043 * DEPUTY DIR OF PW/FIELD SVCS
2044 * DEPUTY DIR OF PW/MAINT SVCS
6001 * DEPUTY FIRE CHIEF
6004 * DEPUTY FIRE CHIEF 40 HR
2046 * DEPUTY GENERAL MANAGER GWP
2047 * ECONOMIC DEVELOPMENT MANAGER
2051 * ELECTRICAL SVCS ADMINISTRATOR
2048 * ELECTRICAL SUPERINTENDENT
2049 * ELECTRICAL SUPT-CONST-TRANS&DI
2050 * ELECTRICAL SUPT-SUBMETER&COMM
2052 * EMERGENCY SERVICES COORDINATOR
2053 * ENERGY TRADING MANAGER
2054 * ENVIRONMENTAL PROGRAM ADMIN
2055 * EXECUTIVE ADMIN/VERDUGO FIRE
2056 * EXECUTIVE ANALYST
2057 * FACILITIES MAINT SUPERINTNDNT
2058 * FACILITIES MANAGEMENT ADMIN
2059 * FINANCE ADMINISTRATOR
2060 * FINANCIAL APPLICATIONS ADMIN
2061 * FINANCIAL APPLICATIONS MANAGER
6002 * FIRE BATTALION CHIEF
6005 * FIRE BATTALION CHIEF 40 HR
2063 * FIRE MARSHAL
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12 2064 * FISCAL OPERATIONS MANAGER
2065 * FLEET MANAGER
2066 * GENERAL COUNSEL
2067 * GRAPHICS ADMINISTRATOR
2068 * GWP OPERATIONAL SUPPT SVCS MGR
2563 * HOUSING SUPERVISOR
2070 * HUMAN RESOURCES ADMINISTRATOR
2072 * INTEGRATED RESOURCE PLAN ADMIN
2073 * INTEGRATED WASTE ADMINISTRATOR
2074 * INTERNAL AUDIT MANAGER
2162 * INTEGRATED WASTE SUPERINTENDENT
2075 * JAIL ADMINISTRATOR
2155 * LAB DIRECTOR
2076 * LIBRARY ARTS & CULTURE ADM MGR
2077 * LIBRARY ARTS & CULTURE ADMIN
2078 * MECH MAINT & WAREHOUSE ADMIN
2079 * MECHANICAL MAINT SUPERINTENDENT
2080 * NEIGHBORHOOD SVCS ADMIN
2081 * PARKS SERVICES ADMINISTRATOR
2082 * PERMIT SERVICES ADMINISTRATOR
2083 * PLAN CHECK SPECIALIST
2084 * PLANNING ADMINISTRATOR
2085 * POLICE BUDGET & PROPERTY ADMIN
7001 * POLICE CAPTAIN
2086 * POLICE CIVILIAN DIV COMMANDER
2088 * POLICE COMM ADMINISTRATOR
2087 * POLICE COMM & TECHNOLOGY ADMIN
7002 * POLICE LIEUTENANT
2090 * POLICE RECORDS ADMINISTRATOR
2091 * POWER CONTRACTS MANAGER
2092 * POWER MANAGEMENT ADMINISTRATOR
2093 * POWER PLANNING MANAGER
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13 2094 * POWER PLANT SUPERINTENDENT
2095 * POWER SYSTEMS SUPERINTENDENT
2096 * PRINCIPAL ACCOUNTANT
2097 * PRINCIPAL ADMIN OFFICER CDD
2098 * PRINCIPAL ASST CITY ATTORNEY
2099 * PRINCIPAL BUILDING CODE SPEC
2100 * PRINCIPAL CIVIL ENGINEER
2101 * PRINCIPAL DEVELOPMENT OFFICER
2102 * PRINCIPAL ECONOMIC DEV OFFICER
2103 * PRINCIPAL ELECTRICAL ENGINEER
2160 * PRINCIPAL HOUSING ADVISOR
2104 * PRINCIPAL HOUSING COORDINATOR
2105 * PRINCIPAL HOUSING PROJECT MGR
2106 * PRINCIPAL HOUSING SUPERVISOR
2107 * PRINCIPAL INSPECTION SUPVR
2108 * PRINCIPAL INTERNAL AUDITOR
2109 * PRINCIPAL LIB ART & CLTR ADMIN
2110 * PRINCIPAL MECHANICAL ENGINEER
2111 * PRINCIPAL NBRHD SERVICES SUPVR
2112 * PRINCIPAL PLANNER
2163 * PRINCIPAL TRAFFIC ENGINEER
2113 * PRINCIPAL URBAN DESIGNER
2114 * PRINCIPAL UTILITY FIN ANALYST
2115 * PROJECT MGMT ADMINISTRATOR
2116 * PUBLIC INFORMATION OFFICER
2117 * PUBLIC SAFETY BUSINESS ADMIN
2118 * PUBLIC SAFETY BUSINESS COORD
2119 * PUBLIC WORKS ADMINISTRATOR
2120 * PUBLIC WORKS MANAGER
2121 * PURCHASING ADMINISTRATOR
2122 * REVENUE MANAGER
2123 * RISK & INSURANCE SERVICES MGR
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14 2124 * SAFETY ADMINISTRATOR
2125 * SR ASSISTANT CITY ATTORNEY
2609 * SR BUDGET ANALSYT
2126 * SR CIVIL ENGINEER
2127 * SR COMMUNITY DEVELOPMENT SUPVR
2128 * SR DEVELOPMENT OFFICER
2129 * SR ECONOMIC DEV COORDINATOR
2130 * SR ELECTRICAL ENGINEER
2131 * SR EXECUTIVE ANALYST
2132 * SR HOUSING PROJECT MANAGER
2161 * SR HOUSING SUPERVISOR
2133 * SR HUMAN RESOURCES ANALYST
2134 * SR INTEGRATED WASTE PLANNER
2135 * SR MECHANICAL ENGINEER
2136 * SR PLANNER
2137 * SR PUBLIC WORKS MANAGER
2164 * SR TRAFFIC ENGINEER
2138 * SR URBAN DESIGNER
2139 * STREET SUPERINTENDENT
2166 * SUSTAINABILITY OFFICER
2140 * TRAFFIC & TRANSPORTATION ADMIN
2141 * TRAFFIC & TRANSPORTATION ENGR
2142 * TRANSIT MANAGER
2168 * UTILITY BUSINESS SYSTEMS SUPPORT ADMINISTRATOR
2143 * UTILITY FINANCE MANAGER
2159 * UTILITY MANAGER
2144 * UTILITY RISK MANAGER
2156 * VERDUGO FIRE MANAGER
2145 * WASTEWATER MAINT SUPT
2146 * WATER ENGINEERING MANAGER
2147 * WATER SERVICES ADMINISTRATOR
2148 * WATER SUPERINTENDENT
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15 2149 * WORKERS COMP ADMINISTRATOR
2150 * WORKFORCE DEVELOPMENT ADMIN
2158 * YOUTH SERVICES MANAGER
* Exempt from Fair Labor Standards Act
Section 5. The base salaries stated herein include
the employees’ portion of the contributions made to the PERS retirement system and a portion of the employer’s portion of the contributions made to the PERS retirement system. These contributions are up to eight percent (8%) of the base salaries for non-Safety employees and nine percent (9%) of the base salaries for Fire and Police Safety employees. Additionally, employees pay a portion of the employer’s contributions made to the PERS retirement system as provided for in the respective Memorandum of Understanding. The City does not reimburse employees for their PERS contributions, therefore their effective salaries are reduced by this amount from the amounts stated in this resolution.

Section 6. The provisions of this resolution so far as
they are substantially the same as the provisions of previous classification/compensation resolutions and/or ordinances, and any amendment thereto, must be construed as continuations thereof and not as original enactments.

Section 7. It is hereby declared to be the intention
of the Council that the sections, paragraphs, lines, sentences, clauses and phrases of this resolution are severable, and if any 256 of 605
16 phrase, clause, sentence, line, paragraph or section of this resolution shall be declared unconstitutional by the valid judgment or decree of a court of competent jurisdiction, such unconstitutionality shall not affect any of the remaining phrases, clauses, sentences, lines, paragraphs and sections of this resolution.

SECTION 8. EFFECTIVE DATE. This Resolution shall take effect and be in full force as of the pay period beginning July 3, 2022.
(a) In addition to the compensation rates set
forth herein, effective the pay period that includes July 12, 2022, the Sworn Fire Manager classifications listed in Section 4 shall be eligible to receive a four percent
(4.00%) wage increase to the wages previously in effect.

This wage increase shall be offset by a 3.5% increase in PERS cost-sharing, bringing the total cost-share of the PERS employer contribution for the Sworn Fire Managers to 7.5%. (b)In addition to the compensation rates set
forth herein, effective the commencement of the first pay period that includes July 1, 2023, all General Manager Non- Safety Sworn classifications listed in Section 4 shall be eligible to receive a one and one-quarter percent (1.25%) wage increase to the wages previously in effect.
(c)In addition to the compensation rates set
forth herein, effective the commencement of the first pay 257 of 605
17 period that includes July 1, 2024, all Sworn Fire Manager classifications listed in Section 4 shall be eligible to receive a one percent (1.00%) wage increase to the wages previously in effect.
(d) In addition to the compensation rates set
forth herein, effective the commencement of the first pay period that includes July 1, 2024, all Sworn Fire Manager classifications listed in Section 4 shall have an additional salary step added to the salary ranges, which shall be in the amount of five and one-half percent (5.50%) above the existing Step 6 of the same salary ranges. With the
addition of the salary step, the current step 1 shall be eliminated, thus maintaining six salary steps within the range.

Adopted this 12th day of July 2022.
_______________________
Mayor
ATTEST:
258 of 605
18 ______________________________
City Clerk

STATE OF CALIFORNIA )
) ss:

COUNTY OF LOS ANGELES )
I, Aram Adjemian, City Clerk of the City of Glendale,
certify that the foregoing resolution was adopted by the Council of the City of Glendale, California, at a regular meeting held on the 12th day of July 2022, and that the same was passed by the following vote:

Ayes:

Noes:

Absent:

Abstain:
____________________________
City Clerk

GMA Resolution (GMAF) July 2022
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police
Managers
EXHIBIT “1”

CITY OF GLENDALE
AND

GLENDALE MANAGEMENT ASSOCIATION

MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024 General Managers
July 1, 2022 – June 30, 2025 Sworn Fire Managers
July 1, 2019 – June 30, 2022 Sworn Police Managers
260 of 605
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Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police
Managers

TABLE OF CONTENTS
ARTICLE ONE - Parties to Memorandum of Understanding ...........................................................1 ARTICLE TWO - Salaries and Compensation ...................................................................................7 ARTICLE THREE - Work Periods, Schedules and Overtime............................................................35 ARTICLE FOUR - Fringe Benefits....................................................................................................47 ARTICLE FIVE - Leave Policy ..........................................................................................................64 ARTICLE SIX - Working Conditions ................................................................................................82 ARTICLE SEVEN - Discipline and Grievance Procedure .................................................................87 ARTICLE EIGHT - General Provisions .............................................................................................90 PARTIES TO THE AGREEMENT ......................................................................................................93 APPENDIX "A" ...............................................................................................................................96 APPENDIX "B" .............................................................................................................................106 INDEX..........................................................................................................................................108 261 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE ONE
1 ARTICLE ONE
I. PARTIES TO MEMORANDUM OF UNDERSTANDING (All Managers) This Memorandum of Understanding (herein referred to as MOU or Agreement, interchangeably) has been prepared pursuant to the terms of the City of Glendale Employee Relations ordinance, as amended, which is hereby incorporated by reference. This Agreement has been executed by representatives of the City of Glendale (hereinafter referred to as "City") on behalf of the City Manager and by representatives of the Glendale Management Association (hereinafter referred to as "Association") pursuant to Government Code 3500, as amended, et seq., and hereby satisfies the City's duty to meet and confer with the Association during the life of this agreement.

II. GENDER (All Managers)
The terms "they" and "their" may be used in this agreement as substitutes for the terms "his", "hers", "his/her", "he", "she", or other terms which would indicate masculine or feminine gender.

III. RECOGNITION (All Managers)
A. GMA - Recognized Employee Organization
Pursuant to the provisions of the Employee Relations Ordinance of the City of Glendale, as amended, the City recognizes the Glendale Management Association as the exclusive recognized employee organization on behalf of all full-time salaried management and mid-management employees of the City of Glendale.

B. Exclusions
Those classifications and positions excluded include employees designated as confidential or executive.

C. Classifications Recognized
Specific classifications recognized by the City of Glendale being represented by the Glendale Management Association are listed in Appendix "A" of this agreement.

D. Categories for Purposes of This Agreement
For purposes of clarity, this agreement will state “All Managers”, “General Managers”, “Sworn Fire Managers”, and “Sworn Police Managers” as applicable to various sections of this agreement. “All Managers” is inclusive of “General Managers”, “Sworn Fire Managers” and “Sworn Police Managers”.
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE ONE
2 IV. ASSOCIATION AND EMPLOYEE RIGHTS AND RESPONSIBILITIES (All Managers) A. Association and Employee Rights
The City and the Association shall comply with the provisions of the Meyers-Milias-Brown Act (MMBA) or any subsequent State law governing meet and confer rights of employee organizations. The parties further agree that during the term of this Memorandum of Understanding, each party shall retain those rights respectively vested by local, state and federal law which cannot otherwise be waived by this agreement.

B. Payroll Distribution

1. Payroll is distributed on a bi-weekly basis, with the distribution of paychecks occurring every other Thursday. Under the bi-weekly distribution, the pay period shall occur every two weeks, commencing the first (1 st) Sunday and concluding on the second (2nd) Saturday of the pay period, with payroll distribution occurring the second (2 nd) Thursday following the close of the pay period.

C. Payroll Deduction
The City shall, during the term of this Agreement, deduct monies for membership dues on a paycheck basis from all Managers whose classification and position are recognized to be represented by the Association and who voluntarily authorize the deduction in writing.

D. Indemnification – Transmittal of Funds
The Association agrees to hold the City harmless and indemnify the City against any claim, causes of action, or lawsuits arising out of the deduction or transmittal of such funds to the Association, except the failure of the City to transmit monies legally deducted from employees pursuant to this article to the Association.

E. Payroll Direct Deposit Program
All Managers are required to participate in the City’s payroll direct deposit program.

F. Association Representation Responsibilities
The Association agrees and shall assume its responsibilities as recognized designated representative to represent all Managers without discrimination, interference, restraint, or coercion and to comply with exclusive representation responsibilities as set forth in the City's Employee Relations Ordinance as amended.

G. Association Release Time - Meeting and Conferring
The Association negotiating committee shall be allowed release time as approved by 263 of 605
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE ONE
3 management in order to prepare for meet and confer sessions required for subsequent new Memoranda of Understanding. Unless otherwise agreed to by both parties, the negotiating teams for the Association and City shall not exceed six (6) members each.

H. Release Time - Board of Director Meeting
The Association’s Board of Directors or their designated alternate shall be granted release time from their assigned duties to attend regular or special called Board meetings of the Association. Whenever elections are held, the Association shall provide to the City a list of names and classifications of all officers and Board Members and a tentative schedule of all planned Board of Director’s Meetings for the calendar year.

I. Release Time - Representation/Business/Recreational Issues Release time from their assigned duties for on-duty Association Officers, Board of Directors or other unit employees for all other representation and business and/or social/ recreational issues may be granted by the City with prior notification to a supervisor.

J. Association Office Space

1. The City agrees to provide an office space which is available and not needed for City functions and activities for the Association. The location and size of such office space shall continue to be designated by the City and may be changed by the City upon prior notification to the Association.

2. The Association, therefore, agrees that the City maintains the right of access without notice under emergency conditions as set forth in Article Eight of the Memorandum of Understanding between the parties and has the right to periodically inspect this space for maintenance of condition provided that a 24 hour prior notice is given to the President or Vice President and the Association has the opportunity to have a representative in attendance during inspection.

K. Revocation
City reserves the right to revoke Association's use of any facility, space, or equipment for any reason upon prior notification of sixty (60) days to Association. In the event of an emergency, as set forth in Article Eight, the notification provision is waived.

L. Indemnification – Facilities

1. In lieu of charging a rental fee, the Association agrees to hold the City harmless and indemnify the City against any claim, causes of action, or lawsuits arising out of any Association's use, placement, installation, operation, goods, services, or device or any publication of libelous matter on Association bulletin board or any use, placement, installation of any equipment, furniture, floor covering, records, or other personal property not owned by the City.
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE ONE
4 2. Association further agrees to reimburse the City for any costs of repair to any building space or structure provided to them by the City under the terms of this agreement resulting from the deliberate, malicious, or negligent act of any of its unit employees related to the Association use of such facilities.

M. Limitations
The Association, its officers, representatives, and/or members shall conduct Association business, including employee relations matters, as set forth in this Agreement, or with the approval of management.

V. MANAGEMENT RIGHTS AND RESPONSIBILITIES (All Managers) A. Management Rights
The City continues to reserve and retain solely and exclusively all rights of management, including those City rights set forth in the City's Employee Relations Ordinance as amended, and including but not limited to, the following rights:

1. To assign work to and schedule employees in accordance with requirements as determined by the City as to work hours and changes to work hours; work schedules, including call back, stand-by, and overtime; and to make assignments to administrative or operational schedules for Sworn Fire Managers; and general assignments, as the work demands, except as otherwise listed by this agreement.

2. To lay off employees of the City from duties because of lack of work or funds, or under conditions where continued work would be ineffective or non-productive or not cost effective as determined by the City.

3. To establish and modify goals and objectives related to productivity and performance programs and standards, including, but not limited to, quality and quantity, and require compliance thereto.

4. To direct, supervise, recruit, select, hire, evaluate, promote, transfer, discipline, discharge, terminate, suspend, demote, reprimand, reduce or withhold salary increases and benefits, and otherwise discipline employees for cause.

5. To determine qualifications, skills, abilities, knowledge, selection procedures and standards, job classifications, and to reallocate and reclassify employees.

6. To hire, transfer intra-or inter-division, promote, reduce in rank, demote, reallocate, and terminate employees and take other personnel action for non-disciplinary reasons in accordance with this Agreement and Civil Service Rules and Regulations.

7. To determine policies, procedures, and standards for selection, training, and promotion of employees.
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE ONE
5 8. To establish employee performance standards, including quality, and quantity standards, and to require compliance therewith.

9. To maintain order and efficiency in its facilities and operations.

10. To establish, implement, and/or modify rules and regulations, policies and procedures related to productivity, performance, efficiency, standards of ethics, conduct, safety, health, and order in the City and to require compliance therewith.

11. To restrict the activity of an employee organization on City property and facilities and on City time except as set forth in this agreement.

12. To determine the issues of public policy and the overall goals and objectives of the City's departments and to take necessary action to achieve the goals and objectives of the City's departments.

13. To require the performance of other services not specifically stated herein in the event of emergency or disaster as deemed necessary by the City.

14. To take any and all necessary steps and actions to carry out the service requirements and to determine the issues of public policy and the overall mission of the City and the mission of the Agency in emergencies or any other time deemed necessary by the City not specified above.

B. Impact of Management Rights
The City agrees to meet and confer with the Association, except in emergencies as defined elsewhere in this Agreement, over the exercise of a management right which directly impacts upon the wages, hours, and terms and conditions of employment of unit employees, unless remedies for the impact and consequences of the exercise of a management right upon unit employees are provided for in this Agreement, Civil Service Rules and Regulations, or Departmental Rules and Regulations.

VI. NO STRIKE/JOB ACTION PROVISION (All Managers)
The Association acknowledges the no strike/job action provisions and penalties in the City's Employee Relations Ordinance.

A. Employee Conduct
Any employee who participates in any conduct prohibited in Employee Relations Ordinance shall be considered an unauthorized absence and shall be subject to discharge or other disciplinary action by the City.

B. Association Responsibilities
If the Association performs all of the responsibilities in good faith set forth in the 266 of 605
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE ONE
6 Employee Relations Ordinance, its officers, agents, and representatives shall not be liable for damages for prohibited conduct performed by employees who are covered by this Agreement.

VII. BI-MONTHLY MEETING – CITY/GMA (All Managers)
The City Manager or his/her designee and the Director of Human Resources shall meet bi-monthly with representatives of the Association appointed by the Association's president. The purpose of said meeting is to discuss employee relations matters.
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July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
7 ARTICLE TWO

SALARIES AND COMPENSATION
I. SALARY SCHEDULES
All Salary Schedules for General Managers, Sworn Fire Managers, and for Sworn Police Managers are set forth in this Article pursuant to their respective terms.

A. General Managers

1. Cost of Living Adjustments
a. Effective the pay period beginning October 10, 2021, unit employees defined as General Managers shall receive a one-half percent (0.5%) increase to the base salary.
b. Effective the pay period that includes July 1, 2022, unit employees defined as General Managers shall receive a two-percent (2.0%) increase to the base salary. c. Effective the pay period that includes July 1, 2023, unit employees defined as General Managers shall receive a one and one-quarter percent (1.25%) increase to the base salary.

2. Reduction of Employee Cost-Sharing of PERS Employer Contributions a. Effective the first day of the pay period that includes February 1, 2022, the employer PERS contribution rate for unit employees defined as General Managers shall decrease by one percent (1.0%) for a total unit employee contribution of three percent (3.0%).
b. Effective the first day of the pay period that includes July 1, 2023, the employer PERS contribution rate for unit employees defined as General Managers shall decrease by one and one-quarter percent (1.25%) for a total unit employee contribution of one and three-quarters percent (1.75%).

B. Sworn Fire Managers

1. Effective the pay period that includes July 12, 2022, all Sworn Fire Managers in the classifications of Assistant Fire Chief, Deputy Fire Chief and Fire Battalion Chief shall receive a four percent (4.0%) salary adjustment above their classifications’ current assigned salary range.

2. For the fiscal year beginning July 1, 2023 through June 30, 2024, there will be no cost of living salary adjustment.
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
8 3. Effective the commencement of the first pay period that includes July 1, 2024, Sworn Fire Managers in the classifications of Assistant Fire Chief, Deputy Fire Chief and Fire Battalion Chief shall receive a one percent (1.0%) salary adjustment above their classification’s current assigned base salary.

4. Effective with the pay period which includes July 1, 2024, a new Step 6 (which is five and one half percent (5.5%) above the current Step 5) will be added to the salary schedule for the Sworn Fire Manager classifications of Assistant Fire Chief, Deputy Fire Chief and Fire Battalion Chief. Sworn Fire Managers will become eligible for advancement to Step 6 if they have been at Step 5 for at least one (1) year and have received a “successfully meets standard” or above performance evaluation.

5. For historical context, Eeffective the August 28, 2018, adoption of the MOU between the City and Sworn Fire Managers (August 28, 2018) and the pay period which includes August 28, 2018, Emergency Medical Services (EMS) pay ($1,084.56 annually) and Uniform pay ($1,000 annually) shall be incorporated into the base salaries for the Sworn Fire Manager classifications of Assistant Fire Chief, Deputy Fire Chief and Fire Battalion Chief. Additionally, effective the adoption of the MOU between the City and Sworn Fire Managers (August 28, 2018) and the pay period which includes August 28, 2018, Holiday In-Lieu pay (4.93%) or Administrative Assignment pay (13%) shall also be incorporated into the base salaries for the Sworn Fire Manager classifications of Assistant Fire Chief, Deputy Fire Chief and Fire Battalion Chief, depending upon the assignment.

2. Effective with the pay period which includes July 1, 2019, a new Step 6 (which is five and one half percent (5.5%) above the current Step 5) will be added to the salary schedule for the Sworn Fire Manager classifications of Assistant Fire Chief, Deputy Fire Chief and Fire Battalion Chief. Sworn Fire Managers will become eligible for advancement to Step 6 if they have been at Step 5 for at least one (1) year and have received a “successfully meets standard” or above performance evaluation.

C. Sworn Police Managers

1. Effective the pay period beginning September 29, 2019, all Sworn Police Managers in the classifications of Police Lieutenant, Police Captain and Assistant Police Chief shall receive a one and one-half percent (1.5%) salary adjustment above their classifications’ current assigned salary range.

2. For the fiscal year beginning July 1, 2020 through June 30, 2021, there will be no cost of living salary adjustment.

3. Effective the commencement of the first pay period that includes July 1, 2021, all Sworn Police Managers in the classifications of Police Lieutenant, Police Captain and Assistant Police Chief shall receive a three percent (3.0%) salary adjustment above their classification’s current assigned base salary.
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
9 4. Effective the commencement of the first pay period that includes July 1, 2021, one salary step (Step 6) will be added to the existing salary range for all Sworn Police Managers in the classifications of Police Lieutenant, Police Captain and Assistant Police Chief. The new salary step (Step 6) shall be five percent (5%) above Step 5. Unit employees are required to have served or serve a minimum of twelve months at Step 5 (with a minimum “Successfully Meets” evaluation rating) prior to advancement to Step 6.

II. SALARY MARKET ADJUSTMENTS
A. General Managers
The City agrees to survey ten (10) GMA-represented General Manager classifications as selected by the GMA in each year of this agreement.

B. Sworn Fire Managers
No market adjustment proposed.

C. Sworn Police Managers
No market adjustment proposed.

III. GAIN SHARE
During the term of this agreement, the City may provide a one-time, non-PERSable “gain-share” bonus payment between half (0.5%) and one (1.0%) percent of base salary to all unit employees.

Said payment will be conditioned upon each year’s year end fiscal year budget financial results, at the discretion of the City Manager.

IV. DEFERRED COMPENSATION (All Managers)
A. 457 Deferred Compensation Program
The City administers a 457 deferred compensation program for all Managers, which enables the employee to set aside salaried funds up to the maximum dollar figure allowed under federal law.

B. 401(a) Defined Contribution Plan
The City administers a 401(a) Defined Contribution Plan for all Managers. Each employee may irrevocably elect to participate or not participate in this plan, on a one-time basis only. Each employee who elects to participate shall mandatorily contribute either three and a half percent (3.5%) of their base salary for Management level employees or two percent (2.0%) of their base salary for Mid-Management employees to this plan.

C. Deferred Compensation Included in Employee Base Salary 270 of 605
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July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
10 Any deferred compensation paid by the City either in the form of a 457(c) or 401(a) plan shall be included in the employee’s base salary. It is understood and agreed that this City- paid deferred compensation shall be included in all salary and compensation comparisons.

V. STEP ADVANCEMENT IN RATE OF COMPENSATION (All Managers) A. Salary Steps Advancement

1.Step 1 - shall be entry step for new Managers in all classifications in this unit.

2.Step 2 - A Manager who receives an evaluation that successfully meets standards or is exemplary should receive this step after the completion of six (6) months of service in Step 1 in the same classification.

3.Step 3 - A Manager who receives an evaluation that successfully meets standards or is exemplary should receive this step after the completion of one (1) year of service in Step 2 in the same classification.

4.Step 4 - A Manager who receives an evaluation that successfully meets standards or is exemplary should receive this step after the completion of one (1) year of service in Step 3 in the same classification.

5.Step 5 - A Manager who receives an evaluation that successfully meets standards or is exemplary should receive this step after the completion of one (1) year of service in Step 4 in the same classification.

6.Step 6 - A Manager who receives an evaluation that successfully meets standards or is exemplary should receive this step after the completion of one (1) year of service in Step 5 in the same classification. (General Managers and Fire Sworn Managers only, until the commencement of the first pay period that includes July 1, 2021, when a sixth (6th) salary step will be added to the Sworn Police Manager classifications.)

7.Step 7 - A Manager who receives an evaluation that successfully meets standards or is exemplary should receive this step after the completion of one (1) year of service in Step 6 in the same classification. (General Managers only).

8.Step 8 - A Manager who receives an evaluation that successfully meets standards or is exemplary should receive this step after the completion of one (1) year of service in Step 7 in the same classification. (General Managers only).

9.Does Not Meet Standards Evaluation - A Manager who receives an evaluation that does not meet standards shall not be advanced to the next step until they receive an evaluation that successfully meets standards or is exemplary. All Managers so affected shall be reevaluated within six (6) months. Any employee denied a step increase shall be notified in writing of reasons for denial. 271 of 605
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Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
11 10.Right to Hire and Appoint Above Step 1 - The City reserves the right to hire and appoint a new or promoted employee at a salary step above Step 1.

B. Effective Date of Step Increases and Extra Compensation All step increases and extra compensation shall be made effective at the start of the next regular pay period.

C. Right to Raise Salaries, Other Compensation and Benefits The City reserves the right to raise salaries, other compensation, and benefits during the term of this agreement. The City will meet and consult with the Association prior to implementing increased compensation and benefits.

D. Y-Rating

1. When a personnel action, such as a demotion due to layoff, reallocation, or reclassification, or job rehabilitation results in the lowering of the incumbent Manager’s salary range, the affected incumbent Manager's salary may be "Y-rated" by the City.

2. "Y-rated" shall mean the maintenance of the incumbent Manager's salary rate at the level effective the day preceding the effective date of the personnel action in lieu of placing the Manager in a lower salary range.

3. The Manager's base salary shall remain at the same level until the salary range of the new classification equals or exceeds the Y-rated salary.

4. Those Managers on job rehabilitation shall be Y-rated upon written agreement and mutual consent between the affected Manager and the City.

E. Base Salary
Base salary shall mean only the assigned salary to any unit classification exclusive of any other type of form or compensation.

F. Extra Pay / Compensation
Extra pay shall be defined as compensation above the Manager’s base salary for special assignments, differentials, and bonuses.

VI. MERIT BONUS PAY (All Managers)
A. Definition
Merit Bonus Pay (MBP) is defined as a management tool to encourage and reward excellence among Management and Mid-Management unit employees. This program is 272 of 605
Glendale Management
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Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
12 specifically designed to recognize outstanding performance without employee expectation of continual receipt of an award. This bonus pay is not intended to be a compensation benefit, nor an automatic right.

B. Compensation
The amount of MBP awarded to a Manager shall be a range of one (1%) to five (5%) percent of his/her base annual salary less appropriate taxes.

C. Procedure
The department head, with the approval of the City Manager, grants Merit Bonus Pay to eligible unit employees, utilizing form CM-29.

D. Limitations

1. Merit Bonus Pay awards are one-time payments which may be awarded at any time during the fiscal year.

2. The number of eligible Managers receiving Merit Bonus Pay may not exceed twenty percent (20%) of the total number of eligible Managers citywide.

3. As a general rule, MBP may not be awarded to an individual or a team within two consecutive years. However, consecutive year awards may be made in exceptional circumstances to an individual whose efforts have resulted in exceptional achievement of significant importance to the City while at the same time maintaining an overall outstanding performance level, or in the case of a team award, to a team that achieves outstanding results on a new project separate and apart from the project for which it received the previous year’s award. Such candidates for consecutive year awards shall be evaluated on a case by case basis.

4. Because of its desired impact as a management tool, it is the intent that the awarding of MBP be kept confidential between the City Manager, the Department head, the MBP recipient(s) and any other appropriate individuals involved in the process.

VII. ACTING ASSIGNMENT (All Managers)
A. Eligibility
On occasion, the City Manager may grant a Manager an acting or interim assignment for a vacant Executive, Management or Mid-Management position. Such assignments will be designated at the discretion of the City Manager during circumstances where a rare or unusual need of continuity of leadership is specifically warranted.

B. Fulfill Responsibilities of Vacant Position
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Glendale Management
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Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
13 Acting assignments may be made only to fulfill the responsibilities of the vacant position until such time as an appointment is made, until such time as the incumbent has returned to duty, or as otherwise determined by the City Manager.

C. Assignment Limitations
Acting assignments are limited to one (1) move-up per vacancy. Vacant positions created by acting assignments shall not be deemed vacancies for the purposes of this provision.

Additional move-ups may be approved for acting assignment, depending upon business necessity, as determined by management.

D. Compensation
Upon assignment of an acting appointment, an employee will begin to earn a salary which is equal to Step 1 of the salary range of the position assigned to, but shall receive at least a salary five percent (5%) above the current base salary of the employee's permanent position, unless the five percent (5%) exceeds the top step of the acting assignment classification. In this event the acting assignment salary range shall be top step of the acting assignment classification.

E. Time Accrues Towards Salary Step Increases
While working in an acting capacity, an employee will continue to accrue time toward salary step increases in their permanent position.

VIII. LIMITATION ON EXTRA PAY ASSIGNMENTS (All Managers) Assignments to extra pay positions are temporary, not a separate classification, and do not have Civil Service status and are not subject to Civil Service selection procedures, appeals, or seniority.

Assignments are not a property right.

IX. UNIFORM AND EQUIPMENT MAINTENANCE ALLOWANCE
A. General Managers
General Managers in the classifications of Police Records Administrator, Police Communications Administrator, Criminalist III (only when assigned to the Forensic Services unit) and Wireless Systems Supervisor shall receive a uniform allowance of four hundred twenty-nine dollars ($429) per year. Unit employees in the classification of Jail Administrator shall receive a uniform allowance of six hundred fifty dollars ($650) per year. General Managers in the classifications of Fire Marshal, Assistant Fire Marshal, Fire Prevention Supervisor, Fire Prevention Coordinator, Fire Protection Engineer II, Fire Protection Specialist II, Environmental Management Coordinator, Principal Fire Environmental Safety Specialist, Ambulance Operator Coordinator, and Executive Administrator/Verdugo Fire Communications shall receive a uniform allowance of seven hundred fifty four dollars ($754) per year.
274 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
14 Uniform allowance shall be paid as earned and pro-rated into each semi-monthly paycheck.

B. Sworn Police Managers

1. Unit employees in the classifications of Assistant Police Chief, Police Captain and Police Lieutenant shall receive a uniform cleaning and replacement allowance of one thousand four hundred dollars ($1,400) per year.

2. Uniform allowance shall be paid as earned and pro-rated into each semi- monthly paycheck.

C. Safety Boot Issuance (General Managers)

1. General Managers in the field operation classifications designated in Sections D-2 and D-3 below shall be provided one pair of work boots meeting all existing safety standards, as defined by either ANSI or ASTM, of the City’s choice as set forth below:

2. General Managers in the classifications listed below shall be provided boots on an annual basis:

Community Forest Supervisor
Electrical Line Mechanic Supervisor II
Electrical Mechanic Supervisor II
Electrical Operations Supervisor
Electrical Superintendent
Electrical Test Supervisor
Equipment Maintenance Supervisor
Facilities Maintenance Supervisor
Integrated Waste Supervisor
Park Services Manager
Power Plant Instrumentation and Control Supervisor
Power Plant Maintenance Supervisor
Power Plant Mechanic Supervisor
Power Plant Operations Supervisor
Power Plant Shift Supervisor
Power Plant Superintendent
Safety Administrator
Safety Services Specialist
Sr. Safety Services Specialist
Sr. Power Plant Shift Supervisor
Station Electrician/Operator Supervisor II
Stores Supervisor
Street Maintenance Supervisor
Street Superintendent
275 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
15 Survey Supervisor
Telecommunications Supervisor
Traffic & Parking Supervisor
Underground Distribution Construction Supervisor II
Urban Forester
Utility Safety Officer
Wastewater Maintenance Superintendent
Water Facilities Supervisor
Water Quality Manager
Water Quality Supervisor
Water Superintendent
Water System Operations Supervisor
Water System Supervisor II
Water System Supervisor III

3. General Managers in the classifications listed below shall be provided boots every two years:

Assistant Fire Marshal
Building Inspection Supervisor
Building Official
Civil Engineer II
Construction Services Manager
Customer Service Field Supervisor
Deputy Building Official
Deputy Director of Community Services & Parks
Deputy Director Housing
Deputy Director - Planning
Deputy Director of Public Works/City Engineer
Electrical Engineer II
Electrical System Dispatch Supervisor
Environmental Management Coordinator
Facilities Management Administrator
Facilities Services Coordinator
Fire Marshal
Fire Prevention Coordinator
Fire Protection Engineer II
Fire Protection Specialist II
Fire Prevention Supervisor
Fleet Manager
GIS Analyst (Assigned to Public Works Engineering)
Hazardous Materials Supervisor
Housing Project Manager
Information Services Project Manager (assigned as Network Project Manager) Integrated Waste Superintendent
Mechanical Maintenance Superintendent
276 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
16 Park Services Administrator
Parking Manager
Planner
Principal Building Code Specialist
Principal Civil Engineer
Principal Development Officer
Principal Electrical Engineer
Principal Fire Environmental Safety Specialist
Principal Neighborhood Services Supervisor
Principal Planner
Principal Power Systems Operator
Principal Traffic Engineer
Principal Urban Designer
Project Manager
Sr. Building Code Specialist
Sr. Civil Engineer
Sr. Code Compliance Inspector
Sr. Development Officer
Sr. Electrical Engineer
Sr. Environmental Program Specialist
Sr. Housing Project Manager
Sr. Park Services Manager
Sr. Planner
Sr. Project Manager
Sr. Street Maintenance Supervisor
Sr. Traffic Engineer
Sr. Urban Designer
Sr. Traffic Engineer
Telecommunications Supervisor
Traffic Engineer II
Urban Designer

4. The allowable expenditure for safety footwear for the classifications set forth above shall not exceed one hundred and seventy-five dollars ($175) inclusive of taxes.

5. Should excessive wear or damage as a result of work-related use of safety boots cause the need for premature replacement of said boots, management may authorize their replacement.

X. GENERAL MANAGER’S SPECIAL PAY
A. Water Supervisor Stand-By

1.Stand-by Pay
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Glendale Management
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Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
17 a. General Managers in the classifications of Water System Supervisor II and Water Facilities Supervisor shall receive an assignment extra pay of six hundred fifty ($650) per month above the base salary, when assigned to stand-by assignment.

Unit employees assigned to stand-by assignment, when called in to work, shall receive a minimum of two (2) hours of overtime, commencing from the time of the call and ending at the time of the return home from the call, and shall continue receiving the full monthly assignment pay of $650 per month. Two (2) work time hours of overtime will also be granted for each remote response to alarms using the SCADA system by unit employees on stand-by assignment and shall continue receiving the full monthly assignment pay of $650 per month.

Multiple alarm responses within the same two (2) hour period will not trigger additional hours of overtime.
b. Effective the pay period including July 1, 2020, the Water Supervisor stand-by assignment pay shall be increased to eight hundred dollars ($800) per month.

2.Duration of Assignment
The City will limit the stand-by assignment to a one-week duration per month for each unit employee assigned unless extenuating circumstances dictate the need for additional assignments.

B. Water Safety Supervisor Pay

1.Water Safety Assignment
The Manager of the Glendale Water & Power, Water Section, so designated by GWP management as the “Water Safety Supervisor,” shall receive an assignment pay equivalent to the fourth step of the City’s Safety Administrator classification.

C. Water Section License Incentive Program

1. General Managers in the classifications of Water System Supervisor II, Water System Supervisor III, Water Facilities Supervisor, Water Quality Supervisor and Water Quality Manager shall receive incentive pay as follows:
a. Eight and a half percent (8.5%) extra pay for obtaining the Level 4 Distribution License (D4).
b. Eleven and a half percent (11.5%) extra pay for obtaining the Level 5 Distribution License (D5).
c. An additional two percent (2.0%) extra pay for obtaining a Level 3 Treatment license (T3) or higher, in addition to the above Distribution licenses listed in part a and b.
d. The above incentive pay is non-cumulative.
278 of 605
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Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
18 2. General Managers in the classifications of Water Systems Operations Supervisor and Water Superintendent that obtain the State of California Department of Water Resources Control Board Level 5 Distribution (D5) and the Level 2 Treatment (T2) licenses shall receive extra pay in the amount of eleven and one-half percent (11.5%) above their base salary, except as set forth below.
a. General Managers in the classification of Water Systems Operations Supervisor shall receive extra pay in the amount of thirteen and a half percent (13.5%) for obtaining the Level 5 Distribution (D5) and Level 3 Treatment (T3) license. b. General Managers in the classification of Water Superintendent shall receive extra pay in the amount of fourteen and a half percent (14.5%) for obtaining the Level 5 Distribution (D5) and Level 4 Treatment (T4) license. c. An additional one a one-half percent (1.5%) extra pay for obtaining a Treatment license higher than listed in part a and b.

3. General Managers in the classifications of Civil Engineer II, Senior Civil Engineer, Principal Civil Engineer, Water Services Administrator, Assistant General Manager and Chief Assistant General Manager that pass the State of California Department of Water Resources Control Board Level 3 Distribution (D3) licensing examination shall receive extra pay in the amount of eight percent (8%) above their base salary.

4. The City shall reimburse unit employees described above for the cost of the examination and renewal fees.

5. Unit employees in the Water Quality group shall receive two percent (2%) of base pay for a Cross-Connection Control Specialist Certification

6. Unit employees in the Water System Supervisory Series shall receive two percent (2%) of base pay for obtaining and maintaining a Class A California Driver’s license.

D. Longevity Pay – Electrical Line Mechanic Supervisory Series General Managers in the classifications of Electrical Line Mechanic Supervisor II, Electrical Superintendent/Transmission & Distribution and Electrical Superintendent shall receive the following:
Four percent (4%) of base salary – after working for the City between five (5) years and the end of the employee’s ninth (9th) year of employment with the City. Nine percent (9%) of base salary – after working for the City for ten (10) years or more.

E. Electrical Operations Cross-Training Switching Pay
279 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
19 General Managers in the classifications of Electrical Test Supervisor and Station Electrician/Operator Supervisor II shall receive extra pay of three percent (3%) above their base salary for obtaining cross-training to operate and switch electrical substations. This extra pay shall only apply following the completion of the cross-training program.

F. Assignment Pay – Electrical Division 12kV Rubber Gloving

1.Compensation Upon Completion of Training Program
Unit employees in the classification of Electrical Line Mechanic Supervisor II, Electrical Superintendent / Transmission / Distribution, Electrical Superintendent / Substations, Metering & Communications, and Station Electrician/Operator Supervisor II shall receive an extra assignment pay of six percent (6%) above their current base salary following the completion of a formalized training program on maintenance and construction work on energized 12kV power lines using insulate / isolate procedures with rubber gloves. The assignment pay set forth above shall apply for all normal work hours and hours of overtime worked.

G. Assignment Pay – Fiber Optic Cable Splicing

1.Compensation Upon Completion of Training Program
Unit employees in the classifications of Electrical Line Mechanic Supervisor II, Station Electrician/Operator Supervisor II, Electrical Test Supervisor, Electrical Superintendent/Construction, Transmission & Distribution, Electrical Superintendent/Substations, Metering & Communications and Electrical Superintendent shall receive an extra assignment pay of one and three-quarters percent (1.75%) above their current base salary following the completion of a formalized training program on splicing and maintenance of City-owned fiber optic cable.

H. Station Electrician/Operator Supervisor II – Base Wage Differential The base salary for the classification of Station Electrician/Operator Supervisor II shall maintain a differential of no more than six percent (6%) of the base salary of the corresponding classification of Electrical Line Mechanic Supervisor II.

I. Forty-Two Hour Work Week – Assignment Pay – GWP Power Plant

1.Assignment
Unit employees in the classifications of Power Plant Shift Supervisor, Sr. Power Plant Shift Supervisor and Power Plant Operations Supervisor may be assigned to a schedule which averages forty two (42) working hours per week; in which event the work time so scheduled shall be considered the regular employment work schedule. 280 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
20 2.Compensation – Holiday In Lieu Pay
During such time as an employee is scheduled to work a forty two (42) hour work week assignment as provided in this section, the employee shall receive a thirteen percent (13%) assignment pay above the base salary rate otherwise applicable to the classification as sole and entire compensation paid for the extra two (2) hours of overtime worked in each workweek and for compensation in lieu of the Holiday sections of this Memorandum of Understanding.

J. Shift Pay – GWP Power Plant
Unit Employees in the classifications of Power Plant Shift Supervisor and Sr. Power Plant Shift Supervisor in the GWP Power Plant who are assigned to certain shifts shall receive extra pay as follows:
a.Evening Shifts: Unit employees who are assigned to work any hours that begin on or after 3:00pm but before 12:00am shall receive ninety cents ($0.90) per hour extra above their base hourly rate for each hour worked within this time period. b. Effective the pay period that includes July 1, 2020, the compensation for Evening Shift pay shall increase to one dollar and twenty-five cents ($1.25) per hour. c.Night Shifts: Unit employees who are assigned to work any hours that begin on or after 12:00 am but before 8:00am shall receive one dollar ($1.00) per hour extra above their base hourly rate for each hour worked within this time period. d. Effective the pay period that includes July 1, 2020, the Night Shift pay shall increase to one dollar and fifty cents ($1.50) per hour.

K. Public Works Department - Storm Water Pollution Prevention Plan (SWPPP) Certification Pay
Unit employees in the classifications of Civil Engineer II, Senior Civil Engineer and Principal Civil Engineer who review Storm Water Pollution Prevention Plans for development projects and hold a certification as a Qualified SWPPP Developer from the State of California Department of Water Resources Control Board shall receive extra pay in the amount of four percent (4%) above their base salary.

L. Environmental – Underground Storage Tank (UST) Inspector Certification Pay

1. Unit employees in the classification of Principal Fire/Environmental Safety Specialist who perform Underground Storage Tank (UST) inspector duties and obtain and maintain an Underground Storage Tank Inspector certification issued by the International Code Council (ICC) shall receive a certification pay of one hundred dollars ($100) per month above their base salary. 281 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
21 2. Effective the pay period beginning October 10, 2021, the above certification pay shall increase to two hundred dollars ($200) per month above the base salary.

Additionally, effective the pay period beginning October 10, 2021, the classification of Assistant Fire Marshal shall be eligible for the above certification pay.

M. Public Works Integrated Waste Truck Mechanical Maintenance Assignment Unit employees in the classification of Equipment Maintenance Supervisor, who are assigned to the Public Works Mechanical Maintenance Division and perform maintenance on Integrated Waste trucks, shall receive extra compensation in the amount of one hundred twenty-five dollars ($125) per month above their base salary. The trucks being maintained under this provision include all Integrated Waste packer units (front-loaders, rear loaders, automated side loaders and manual side loaders). This extra compensation shall be paid only during those periods or portions thereof when such unit employees are actually assigned to the Public Works Mechanical Maintenance Division and perform maintenance on the refuse vehicles described in above, on a regular basis.

N. Public Works Wastewater/California Water Environment Association (CWEA) Certification
Effective the pay period that begins October 10, 2021, unit employees of the Public Works Department/Wastewater Section, in the classifications of Wastewater Supervisor and Wastewater Superintendent who hold a Collection System Maintenance certification issued by the California Water Environment Association (CWEA), shall receive incentive pay for obtaining certification as follows:

1. One percent (1%) extra pay for obtaining the Collection System Maintenance Level I certificate.

2. Two percent (2%) extra pay for obtaining the Collection System Maintenance Level II certificate.

3. Three percent (3%) extra pay for obtaining the Collection System Maintenance Level III certificate.

4. Four percent (4%) extra pay for obtaining the Collection System Maintenance Level IV certificate.

5. The above incentive pay is non-cumulative.

6. The City shall pay the costs for the above Waste Water Maintenance Section unit employees’ examination and renewal fees, and provide continuous education opportunities for employees to maintain the “contact hour” requirements.
282 of 605
Glendale Management
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Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
22 O. Certified Safety Professional Pay
Effective the pay period that begins October 10, 2021, unit employees in the classifications of Utility Safety Officer and Safety Administrator who hold a certification as a “Certified Safety Professional” issued by the Board of Certified Safety Professionals shall receive extra pay in the amount of five percent (5%) above their base salary.

XI. SWORN FIRE MANAGER’S SPECIAL PAY
A. Fire Department Educational Incentive Program
Sworn Fire Managers in the classifications of Assistant Fire Chief, Deputy Fire Chief and Fire Battalion Chief shall receive additional compensation above the base salary for possession of one of the following educational degrees or certificates, as follows:

1.Associate Degree, 60 Units or Fire Officer Certification a. Sworn Fire Managers who possess an Associate of Arts (A.A.) or Associate of Science (A.S.) degree from an accredited college, or complete sixty (60) units of college accredited courses, or receive certification as a Fire Officer by the California Fire Marshal’s Fire Service Training and Education Service, shall receive two-hundred dollars ($200) per month of extra compensation above their base salary.

2.Bachelor’s Degree
a. Sworn Fire Managers, who possess a Bachelor of Arts (B.A.) or Bachelor of Science (B.S.) degree from an accredited college, shall receive two hundred fifty dollars ($250) per month of extra compensation above their base salary.

3.Master’s Degree
a. Sworn Fire Managers who possess a Master of Arts (M.A.), Master of Science (M.S.) or higher level degree from an accredited college, shall receive three hundred dollars ($300) per month of extra compensation above their base salary.

B. Fire Department Chief Officer Certification & Command Pay

1.California Incident Command Strike Team Leader Certification a. Sworn Fire Managers in the classifications of Assistant Fire Chief, Deputy Fire Chief and Fire Battalion Chief, who attain a California Incident Command Strike Team Leader certification shall receive two hundred fifty dollars ($250) per month extra compensation above their base salary.
283 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
23 2.Chief Officer/National Fire Academy Executive Fire Officer Certifications a. Sworn Fire Managers in the classifications of Assistant Fire Chief, Deputy Fire Chief and Fire Battalion Chief, who achieve and maintain either the State of California Chief Officer certification or National Fire Academy Executive Fire Officer certification, shall receive five hundred dollars ($500) per month of extra compensation above their base salary.

C. Paramedic Continuing Education Pay

1.Compensation
Sworn Fire Managers in the classification of Deputy Fire Chief and Fire Battalion Chief, in possession of a Paramedic license shall be compensated for the required twenty- four (24) hours of off-duty continuing education each calendar year by means of receiving two (2) hours of overtime compensation per month at time and one-half (1- 1/2) of top step (Step Six) of the Firefighter classification.

2.Limitations
Paramedic continuing education classes, as set forth in “1” above, shall only be those authorized by the Los Angeles County Department of Health Services. Sworn Fire Managers shall attend these classes on their own time (not work time), providing their own transportation and covering all related costs. Specific Paramedic-related classes presented on-duty, as authorized by the Glendale Fire Department’s EMS battalion chief, shall not count toward the required twenty-four (24) hours of paramedic continuing education.

D. Cell Phone Stipend

1. Sworn Fire Managers in the classifications of Assistant Fire Chief, Deputy Fire Chief and Fire Battalion Chief who agree to receive work-related email on their personal phone devices shall receive a monthly stipend in the amount of one- hundred dollars ($100) per month.

XII. SWORN POLICE MANAGER’S SPECIAL PAY
A. Firearm Proficiency Pay
Sworn Police Managers in the classifications of Assistant Police Chief, Police Captain and Police Lieutenant shall receive additional compensation above the base salary each month for marksmanship as follows:

Standard Compensation Per Month
Marksman $ 0.00 per month
Sharpshooter $12.00 per month
Expert $18.00 per month
284 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
24 Master $30.00 per month
B. Limitations

1. Employees shall receive this extra compensation only for the twelve month (12) period immediately following the demonstration of proficiency as herein provided to the satisfaction of the Police Chief and the certification of such proficiency to the Director of Human Resources.

2. The Police Chief shall determine the firearms qualifying procedure; the firearms course and the required minimum point qualification for both combat and target courses. The determination of the Police Chief on all scoring is final and conclusive.

3. The Police Chief may excuse employees from the firearms proficiency requirements and without loss of firearms proficiency pay if there is sufficient information to warrant a waiver of participation.

C. Post Educational Incentive Program
Sworn Police Managers in the classifications of Assistant Police Chief, Police Captain and Police Lieutenant shall receive additional compensation above the base salary for possession of one of the following certificates awarded by the Peace Officer Standards and Training (POST). Such compensation shall commence on the pay period following the employee meeting the eligibility requirements for the POST certificate as follows:

D. Future Increases
Sworn Police Managers in the classifications of Assistant Police Chief, Police Captain and Police Lieutenant shall receive POST Certificate compensation adjustments equal to each and every future adjustment to the Police Sergeant POST Certificate extra pay.

E. Education Pay

CLASSIFICATION CERTIFICATE MONTHLY CONTRIBUTION
Intermediate $1,350
Police Lieutenant
Advanced $1,375
Supervisor $1,425
Police Lieutenant / Police Captain / Assistant Police Chief Management $1,625
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Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
25 1.Assistant Police Chief / Captain Classification
a. Sworn Police Managers in the classifications of Assistant Police Chief and Police Captain who have successfully completed the FBI Academy, Command College, Supervisory/Leadership Institute, Los Angeles Police Department Leadership Program (formerly West Point Leadership Program) or Executive Developments shall receive additional compensation above the base salary as set forth below. b.Compensation
Education pay for unit employees in the classifications of Assistant Police Chief and Police Captain, as set forth in any of the above POST-certified educational programs shall be four hundred dollars ($400) per month above the base salary.

Such unit employees who have successfully completed two (2) or more of the above educational programs shall receive six hundred dollars ($600) per month above the base salary. Unit employees who have successfully completed only one (1) of the above educational programs shall continue to receive four hundred dollars ($400) per month above the base salary.

2.Police Lieutenant Classification
a. Sworn Police Managers in the classification of Police Lieutenant who have successfully completed the FBI Academy, Command College, Supervisory/Leadership Institute, Los Angeles Police Department Leadership Program (formerly West Point Leadership Program) or Executive Development shall receive additional compensation above the base salary as set forth below. b. Compensation
1) Education pay for unit employees in the classification of Police Lieutenant, as set forth in any of the above POST-certified educational programs shall be three hundred twenty-five dollars ($325) per month above the base salary.

Such unit employees who have successfully completed two (2) or more of the above educational programs shall receive four hundred seventy-five dollars ($475) per month above the base salary. Unit employees who have successfully completed only one (1) of the above educational programs shall continue to receive three hundred twenty-five dollars ($325) per month above the base salary.

F. Mandatory Weekend / Holiday Staff Duty Pay – Police Captains

1. Police Sworn Managers in the classifications of Assistant Police Chief and Police Captain shall receive three hundred fifty dollars ($350) per month above the base salary when assigned by the Police Chief to Mandatory Weekend/Holiday Staff Duty.

2.Limitations
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Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
26 This extra compensation shall be paid only when Police Sworn Managers in the classifications of Assistant Police Chief and Police Captain are actually assigned to the Mandatory Weekend/Holiday Staff Duty. Said assignments and any changes and/or revocations of said assignments shall be determined solely at the discretion of the Police Chief. Should a unit employee be unable to perform this function due to a non- job-related illness or injury for a period of twenty-one (21) calendar days or more, this assignment compensation shall be suspended for all scheduled work days not worked in excess of the first twenty-one (21) calendar days and until the day he/she returns to this full duty assignment.

G. On-Call Duty Pay – Police Lieutenants

1. Police Sworn Managers in the classification of Police Lieutenant shall receive two hundred fifty dollars ($250) per month above the base salary when assigned by the Police Chief to on-call responsibilities.

2.Limitations
This extra compensation shall be paid only when Police Sworn Managers in the classification of Police Lieutenant are in assignments which require their response to work-related duties during non-work hours. Said assignments and any changes and/or revocations of said assignments shall be determined solely at the discretion of the Police Chief. If an On-Call Police Lieutenant is recalled to work, there will be no Emergency Recall overtime paid; however, if a Police Lieutenant not On-Call is recalled to work, Emergency Recall overtime would be paid, as per Article Three, Section VI-E. Should a unit employee be unable to perform this function due to a non- job-related illness or injury for a period of twenty-one (21) calendar days or more, this assignment compensation shall be suspended for all scheduled work days not worked in excess of the first twenty-one (21) calendar days and until the day he/she returns to this full duty assignment.

H. SWAT Commander Assignment

1. Police Sworn Managers in the classification of Police Lieutenant assigned to SWAT shall receive four (4) hours of compensatory time per month. The compensatory time granted for this assignment is non-cumulative and shall not exceed four hours, should a Police Lieutenant be assigned to more than one of the above assignments.

2.Limitations
This extra compensation shall be paid only when Police Sworn Managers in the classification of Police Lieutenant are actually assigned to SWAT. Said assignments and any changes and/or revocations of said assignments shall be determined solely at the discretion of the Police Chief. Should a unit employee be unable to perform this function due to a non-job-related illness or injury for a period of twenty-one (21) calendar days or more, this assignment compensation shall be suspended for all 287 of 605
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
27 scheduled work days not worked in excess of the first twenty-one (21) calendar days and until the day he/she returns to this full duty assignment.

I. Deputy Police Chief Assignment

1. The Police Chief may assign or rotate employees in the classification of Police Captain to the non-Civil Service position of Deputy Police Chief. The Police Chief shall be solely responsible for the selection and appointment of these positions based on the needs of the organization. Appointments made under this provision are subject to review and are revocable at any time by the Police Chief based on the needs of the organization. The Deputy Police Chief designation is a temporary assignment, not a separate job classification; it does not have Civil Service status and is not subject to Civil Service selection procedures, appeals or seniority; appointments to Deputy Police Chief is not a property right and may be revoked by the Police Chief at any time.

2. Police Captains assigned to the Deputy Police Chief position shall receive extra compensation in an amount of three percent (3%) to five percent (5%) per month above their base salary. The amount of extra compensation for the Deputy Police Chief shall be determined by the Police Chief in his/her sole discretion.

J. Longevity Compensation

1. Compensation
Unit employees in the Sworn Police Manager classifications shall receive additional monthly compensation at the rates and for the service periods as a sworn peace officer as set forth in the table below.
a. Effective the pay period beginning September 29, 2019:
% of Payment Years of Sworn Service
2% of base salary Beginning year 20
b. Effective the commencement of the pay period that includes July 1, 2020, the cumulative total percentages for Longevity Compensation shall be:
% of Payment Years of Sworn Service
2% of base salary Beginning year 10
4% of base salary Beginning year 20
c. Effective the commencement of the pay period that includes July 1, 2021, the cumulative total percentages for Longevity Compensation shall be:
% of Payment Years of Sworn Service
4% of base salary Beginning year 10
8% of base salary Beginning year 20
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July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
28 d. Unit employees shall be responsible for notifying the Professional Standards Bureau of their eligibility to receive longevity compensation. Compensation will be effective the commencement of the pay period in which the notification is received or the date of eligibility, whichever is the latter.

XIII. RETIREMENT
A. PERS (All Managers)
The City provides all Managers retirement coverage through the Public Employees' Retirement System (PERS). The City of Glendale recognized two categories of coverage through PERS: Miscellaneous for General Managers and Safety for Sworn Fire Managers and Sworn Police Managers.

B. Employer PERS Contribution Rate (All Managers)
The employer PERS contribution rate is established and adjusted annually for the employer by PERS Board of Administration. The City shall be solely responsible for payment of the employer contribution rate established by PERS, except as set forth in the respective employee cost-sharing provisions in Sections “F” and “J”.

C. Employee PERS Contribution Rate (All Managers)

1. It is understood that the employee contribution rate is added to salaries by the City and shall be included in all salary and compensation comparisons.

2. Should Federal and State laws and regulations require the withholding of personal income taxes, the City will withhold such income taxes which are applicable.

3. The City has adopted the CalPERS resolution in accordance with IRS code secion 414(h)2 to ensure that the employee contribution is made on a pre-tax basis.

4. AB 340 (the California Public Employees’ Pension Reform Act of 2013,) as it may from time to time exist, shall in its entirety be given full force and effect during and after the adoption of this agreement. Any provision in this agreement which contradict any provision of AB 340 shall be deemed null and void, with the contrary AB 340 provision(s) being given full force and effect. Therefore, no provision of AB 340 shall be deemed to impair any provision of this agreement or any MOU, Agreement, Rule or Regulation predating this agreement.
“New members” as defined by AB 340 on and after January 1, 2013, shall individually pay an initial Member CALPERS contribution rate of fifty percent (50%) of the normal cost rate for the Defined Benefit Plan effective July 1, 2013 in which said new member is enrolled, rounded to the nearest quarter of one percent (1%), or the current 289 of 605
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
29 contribution rate of similarly situated employees, whichever is greater. (AB 340 – Government code section 7522.30)
“New members” as defined by AB 340 on and after January 1, 2013, shall be enrolled in the AB 340 7522.20(a) provided for retirement formula (2.5% at 67 – miscellaneous; 2.7% at 57 – sworn safety) (Government Code section 7522.20(a).

Final pensionable compensation (as defined for new members in Government Code section 7522.34) shall be determined by reference to the highest average annual pensionable compensation earned during a period of thirty six (36) consecutive months (Government Code section 7522.32(a)).

Miscellaneous PERS Formula
Employment Start Date Category PERS Formula
Hired before 01/01/11 Classic Member* 2.5% @55
Hired between 01/01/11 and
12/31/12
Classic Member*
(2nd Tier)

2.0% @55
Hired on or after 01/01/13 New Member 2.5% @67
Sworn Safety Police PERS Formula
Employment Start Date Category PERS Formula
Hired before 01/01/12 Classic Member* 3.0% @50
Hired between 01/01/12 and
12/31/12
Classic Member*
(2nd Tier)

3.0% @55
Hired on or after 01/01/13 New Member 2.7% @57
Sworn Safety Fire PERS Formula
Employment Start Date Category PERS Formula
Hired before 01/01/11 Classic Member* 3.0% @50
Hired between 01/01/11 and
12/31/12
Classic Member*
(2nd Tier)

3.0% @55
Hired on or after 01/01/13 New Member 2.7% @57
*Classic members are those hired before 01/01/2013 under CalPERS or do not fit the definition of new member.

D. Additional Retirement Benefits (All Managers)

1. Survivors Continuance

2. One year highest compensation

3. Post retirement survivors allowance to continue after re-marriage

4. Military buy back

5. 1959 Survivor’s Benefit – Level Four
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
30 6. Unused Sick Leave Credits (Gov’t. Code 20965)
E. General Managers

1. General Managers (Miscellaneous employees) contribute seven percent (7%) of their salary exclusive of overtime and reimbursement compensation. This employee contribution rate is governed by State legislation.

2. Effective upon the implementation of the PERS 2.5% at 55 retirement enhancement, the employee contribution rate shall increase to eight percent (8%) of their salary.

3. The employee contribution rate applies to: Holiday Cashout, Foreign Language Interpreter Pay and Uniform Allowance, or other special pays as defined by PERS, where applicable.

4. “2% at 55” formula effective October 1, 1994.

5. “2.5% at 55” Formula effective December 1, 2005 (single highest year).

6. “2% at 55” formula with the highest three average years, as adopted by the City effective January 1, 2011 for all new unit employees hired on or after January 1, 2011.

For new unit employees hired under the 2% at 55 formula, the employee contribution rate shall be seven percent (7%) of their salary.

7. Retirement Optional Settlement 2 Death Benefit (Govt. Code Section 21548) to be adopted by the City effective July 1, 2007.

F. PERS Cost Sharing (General Managers)

1. Effective July 1, 2011, General Managers agree to contribute 3.0% of their salary to the employer PERS contribution rate.

2. Effective July 1, 2016, General Managers agree to contribute 4.0% of their salary to the employer PERS contribution rate.

3. As set forth in Article Two, Section I-A-2, effective the first day of the pay period that includes February 1, 2022, the General Manager contribution to the employer PERS contribution rate shall decrease by one percent (1.0%) for a total employee contribution of three percent (3.0%).

4. As set forth in Article Two, Section I-A-2, effective the first day of the pay period that includes July 1, 2023, the General Manager contribution to the employer PERS contribution rate shall decrease by one and one-quarter percent (1.25%) for a total employee contribution of one and three-quarters percent (1.75%). 291 of 605
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July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
31 5. Employer PERS Contribution Rate: For the purposes of this section, “employer PERS contribution rate” means the percentage rate established annually by PERS as the employer cost for retirement benefits.

6. Salary and Extra Pay: For the purposes of this section, “salary” means those categories of salary and PERS reportable extra pay.

7. Employee Contribution to Employer Contribution Rate – Pre-Tax: The City has retained specialized legal counsel in order to render a written opinion as to whether or not said employee contributions to the employer-side contribution requirement can be considered on a “pre-tax” basis. If the rendered legal opinion is, in the opinion of the Office of the City Attorney, supportive of City treatment of said contributions as “pre-tax”, the City shall undertake the steps, including adoption of appropriate City Council resolution(s), necessary to allow the Payroll Section to treat these distributions as “pre-tax”. However, it is expressly agreed to and understood by the parties that the City itself has no authority or jurisdiction by which to bind the IRS, the Franchise Tax Board, or any other agency to a determination that said contributions are indeed “pre-tax”. Thus, the parties agree and acknowledge that the City shall have no liability to any individual employee, should a taxing agency or other administrative body reject treatment of said contributions as being “pre-tax”.

G. “Favored Nations” Clause (General Managers)
Should the GCEA or IBEW bargaining units negotiate any further retirement enhancements, the City will meet and confer with the GMA to discuss providing the same or equivalent retirement options for GMA general manager employees. Further, if the GCEA or IBEW bargaining units negotiate a lesser increase in retirement cost sharing than the amount set forth in Section (F)(1) and (F)(2) above, that lesser cost savings shall concurrently be provided to GMA general manager employees.

H. Sworn Fire Managers

1. Sworn Fire Managers (Safety employees) contribute 9.0% of their salary, exclusive of overtime and reimbursement compensation. This employee contribution rate is governed by State legislation.

2. The employee contribution rate applies to: Fire Command Pays, Fire Department Education Pay, Fire Department Administrative Assignment Pay, Fire Department Holiday-in-lieu Pay, Holiday Cashout, Foreign Language Interpreter Pay and Uniform Allowance, or other special pays as defined by PERS, where applicable.

3. “3% at 50” formula, effective June 30, 2001.

4. “3% at 55” formula as adopted by the City effective January 1, 2011 for all new unit employees hired on or after January 1, 2011.

5. “3% at 55” (with highest three average years) formula as adopted by the City 292 of 605
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
32 effective January 1, 2014 for all new unit employees hired on or after January 1, 2014.

6. Retirement Option Settlement 2 Death Benefit (Govt. Code 21548) effective September 1, 2002.

I. Sworn Police Managers

1. Sworn Police Managers (Safety employees) contribute nine percent (9%) of their salary, exclusive of overtime and reimbursement compensation. This employee contribution rate is governed by State legislation.

2. The employee contribution rate applies to: Police Command Pay, Firearm Proficiency Pay, POST Education Pay, Police Mandatory Weekend/Holiday Staff Duty Pay, Police Holiday Cashout, Foreign Language Interpreter Pay, Longevity Pay and Uniform Allowance, or other special pays as defined by PERS, where applicable.

3. “3% at 50” formula, effective June 30, 2001.

4. “3% at 55” formula (with highest three average years), as adopted by the City effective January 1, 2012 for all new unit employees hired on or after January 1, 2012.

5. Retirement Option Settlement 2 Death Benefit (Govt. Code 21548) Effective no later than January 1, 2005.

J. PERS Cost-Sharing – Sworn Police Managers

1. In the event that the employer Public Employees’ Retirement System (PERS) contribution rate established (by PERS) for the category of public safety Police employees of the City of Glendale exceeds 4% of salary, the City and unit employees agree that the City and the unit public safety Police employees shall pay equal amounts (50/50) of any employer PERS contribution rate in excess of 4% of salary.

2. The maximum amount a unit employee will pay is not to exceed one and a half (1.5%) of base salary annually during the life of the benefit.

3. Effective August 1, 2011, the maximum amount a unit employee will pay is not to exceed three and a half percent (3.5%) of “PERSable” salary annually during the life of the benefit.

4. Examples
The following examples illustrate this agreement between the City and GMA Sworn Police Managers (as of 8/1/11):
a.Employee Contribution Example
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
33 EMPLOYER PERS

CONTRIBUTION RATE
CITY
PAYS

EMPLOYEES
PAY

1.0% 1.0% 0.0%

2.0% 2.0% 0.0%

3.0% 3.0% 0.0%

4.0% 4.0% 0.0%
PAY 50/50 IN EXCESS OF 4%

5.0% 4.5% 0.5%

6.0% 5.0% 1.0%

7.0% 5.5% 1.5%

8.0% 6.0% 2.0%

10.0% 7.0% 3.0%

20.0% 16.5% 3.5%

30.0% 26.5% 3.5%

40.0% 36.5% 3.5%
(Maximum amount of 3.5% to be paid by unit employees annually) K. PERS Cost-Sharing – Sworn Fire Managers

1. Effective January 1, 2011, in the event that the employer Public Employees’ Retirement System (PERS) contribution rate established (by PERS) for the category of public safety Fire employees of the City of Glendale exceeds 4% of salary, the City and unit employees agree that the City and the unit public safety Fire employees shall pay equal amounts (50/50) of any employer PERS contribution rate in excess of 4% of salary for the life of the benefit.

2. Effective January 1, 2011, the unit employee will pay 2.0% of “PERSable” salary for the PERS cost-sharing.

3. Effective January 1, 2013, the unit employee will pay 2.25% of “PERSable” salary for the PERS cost-sharing.

4. Effective January 1, 2014, the unit employee will pay 3.0% of “PERSable” salary for the PERS cost-sharing.

5. Effective January 1, 2015, the unit employee will pay 3.5% of “PERSable” salary for the PERS cost-sharing.

6. Effective August 16, 2016, the unit employee will pay 4.0% of “PERSable” salary for the PERS cost-sharing.

6.7. Effective the pay period that includes July 12, 2022, the unit employee will pay an additional 3.5%, for a total of 7.5% of “PERSable” salary for the PERS cost-sharing.

Examples
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July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE TWO
34 The following examples illustrate this agreement between the City and GMA Sworn Fire Managers effective August 16, 2016:
a. Employee Contribution Example

EMPLOYER PERS

CONTRIBUTION RATE
CITY
PAYS

EMPLOYEES
PAY

1.0% 1.0% 0.0%

2.0% 2.0% 0.0%

3.0% 3.0% 0.0%

4.0% 4.0% 0.0%
PAY 50/50 IN EXCESS OF 4%

5.0% 4.5% 0.5%

6.0% 5.0% 1.0%

7.0% 5.5% 1.5%

8.0% 6.0% 2.0%

10.0% 8.0% 4.0%

20.0% 18.0% 4.0%

30.0% 28.0% 4.0%

40.0% 38.0% 4.0%
(Maximum amount of 4.0% to be paid by unit employees annually during the life of the benefit.

L. PERS Cost-Sharing Limitations
The employee contribution shall not exceed fifty percent (50%) of the full PERS rate (employee share plus employer share), regardless of the negotiated PERS cost-sharing.

The employee contribution, however, shall not fall below ten percent (10%) (employee share plus employer share).

295 of 605
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July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
35 ARTICLE THREE

WORK PERIODS, SCHEDULES AND OVERTIME
I. FLSA EXEMPT (All Managers)
Managers in management and mid-management classifications are exempt under the Fair Labor Standards Act (FLSA), and are therefore not eligible for overtime. Certain management and mid- management classifications may receive overtime on an exception basis, under limited circumstances, as recommended by the department head and approved by the City Manager.

II. TIME NOT CONSIDERED AS WORK TIME
A. Meal Time (All Managers)

1.One Hour Meal Break
Except for some field and 24 hour operations, as specified by the City, the normal unpaid meal break shall be one hour in length – the purpose being to allow employees the opportunity to rest from work duties, exercise, socialize with co-workers and avail themselves of noon-time informational and training programs.

2.Half-Hour Meal Break Exception
Employees normally assigned a one-hour meal break may request and be granted permission to have a one-half (1/2) hour meal break under certain conditions as follows:
a. Service to the public, accomplishment of the City's operational mission and the staffing and work needs of the employees, co-workers and supervisor will take precedence over any one-half (1/2) hour lunch requests. b. All such requests when granted shall be considered temporary in nature and subject to revocation by the supervisor at any time.

3. Employee personal obligations may be considered in one-half (1/2) hour meal break requests; however, in granting such requests, first consideration will be given to those employees who have urgent personal emergency concerns such as serious documentable dependent care problems or ridesharing obligations.

B. General Managers

1.Activities Not Considered Time Worked
The following activities shall not be considered time worked, except as provided for in this agreement.
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July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
36 a. Meal breaks.
b. Leave of absence taken without pay.
c. Travel time to work and returning home in either personal or City vehicle. d. Time in off-duty training assignments (homework, study time, meal time, sleep time, etc.)
e. Off-duty travel to training sites and returning home, except as provided elsewhere in this agreement.
f. Off-duty time spent on court stand-by time, except as provided elsewhere in this agreement.
g. Any time not authorized as work time.
h. Any time spent in and related to pursuit of a formal education degree. i. Any time spent by employees in accomplishing voluntary or mandatory Employee Assistance Rehabilitation Program (EAP).

C. Sworn Fire Managers

1.Activities Not Considered Time Worked
The following activities shall not be considered time worked, except as provided for in this agreement.
a. Meal breaks.
b. Leave of absence taken without pay.
c. Travel time to work and returning home in either personal or City vehicle. d. Time in off-duty training assignments (homework, study time, meal time, sleep time, etc.)
e. Off-duty travel to training sites and returning home, except as provided elsewhere provided in this agreement.
f. Off-duty time spent on court stand-by time, except as provided elsewhere provided in this agreement.
g. Any time not authorized as work time.
h. Any time spent in and related to pursuit of a formal education degree. 297 of 605
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
37 i. Any time spent by employees in accomplishing voluntary or mandatory Employee Assistance Rehabilitation Program (EAP).

D.Sworn Police Managers

1.Activities Not Considered Time Worked
The following activities shall not be considered time worked, except as provided for in this agreement.
a. Leave of absence taken without pay.
b. Travel time to work and returning home in either personal or City vehicle. c. Time in off-duty training assignments (homework, study time, meal time, sleep time, etc.)
d. Off-duty travel to training sites and returning home, except as set forth in this article.
e. Off-duty time spent on court stand-by time, except as set forth in this article. f. Any time not authorized as work time.
g. Any time spent in and related to pursuit of a formal education degree. h. Any time spent by employees in accomplishing voluntary or mandatory Employee Assistance Rehabilitation Program (EAP).

III. BREAKS – REST PERIODS
A. Benefit - Not Right (All Managers)
Break-rest periods are a benefit and not a right, and time must be earned as any other benefit and is computed at the rate of fifteen minutes per four hours worked, or major fraction thereof. Rest periods are scheduled or rescheduled by management as job requirements dictate.

IV. WORK SCHEDULES
A. City Work Schedules (General Managers and Sworn Police Managers) City work schedules shall be as herein defined except as otherwise provided for:
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
38 1.5/40 Work Schedule
The 5/40 schedule shall consist of a forty (40) hour work week schedule consisting of five (5) eight (8) hour paid work days in a seven (7) consecutive calendar day period exclusive of any meal periods assigned by management.

2.9/80 Work Schedule
The 9/80 work schedule shall consist of an eighty (80) hour work two week schedule consisting of eight (8) nine (9) hour days and one eight (8) hour working day in an eighty (80) work hour work period in fourteen (14) consecutive calendar days. This schedule shall be divided into two forty (40) work hour work periods segments exclusive of any meal periods as assigned by management.

3.4/40 Work Schedule (General Managers)
The 4/40 work schedule shall consist of a forty (40) hour work week schedule consisting of four (4) ten (10) paid work hour days in a seven consecutive calendar day period exclusive of any meal periods assigned by management.

4.4/40 Work Schedule (Sworn Police Managers)
The 4/40 work schedule shall consist of a forty (40) hour work week schedule consisting of four (4) ten (10) paid work hour days in a seven consecutive calendar day period inclusive of any meal periods assigned by management.

B. City Work Schedules (Sworn Fire Managers)
Sworn Fire Managers have the option of the following work schedules.

1.24-Hour Shift Schedule
Sworn Fire Managers assigned to work the twenty four (24) hour work shift shall begin at 0730 0700 hours and terminate work at 0730 0700hours the following day.

2.40-Hour Work Week Schedule
Sworn Fire Managers assigned to work the forty (40) hour work week shall be assigned daily starting and terminating work time approved by Fire Management.

3.Re-opener Clause – Change of Work Hours
The City and GMA agree to promptly meet and confer should any changes occur to the Operations (24-hour) work schedule as a result of a future collective bargaining agreement with the underlying bargaining unit (GFFA) during the term of this agreement.
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
39 4.4/40 Work Schedule
The 4/40 work schedule shall consist of a forty (40) hour work week schedule consisting of four (4) ten (10) paid work hour days in a seven consecutive calendar day period exclusive of any meal periods assigned by management. Coordination of the work week schedule of all unit employees working the 4/40 work schedule shall be between the unit employees and the Fire Chief or his/her designee.

5.9/80 Work Schedule
The 9/80 work schedule shall consist of an eighty (80) hour work two week schedule consisting of eight (8) nine (9) hour days and one eight (8) hour working day in an eighty (80) work hour work period in fourteen (14) consecutive calendar days. This schedule shall be divided into two forty (40) work hour work periods segments exclusive of any meal periods as assigned by management.

C. Telecommuting (All Managers)
City employees may be eligible to participate in Telecommuting as part of their work schedule upon meeting the requirements of the City's Telecommuting Policy as set forth in the Administrative Policy Manual and approved by Management.

D. Flexible Work Schedules (All Managers)
The City and the employee association agree to comply with the provisions of the letter of agreement (Appendix D) regarding flexible work schedules and the various options addressed therein. The intent of this letter is to provide for a collaborative and cooperative approach in addressing work schedules, with the appropriate balance between service to the public, departmental operations, commitment to the environment and the needs and concerns of Managers.

V. TIME WORK INCREMENTS (All Managers)
A. Increments - Less Than One Hour
All authorized time worked which is beyond the Manager's work shift schedule which is less than one-hour increments shall be compensated in the following manner:

Time Time Worked
0-3 minutes -0-
4-8 minutes 0.1 hour
9-15 minutes 0.2 hour
16-20 minutes 0.3 hour
21-26 minutes 0.4 hour
27-33 minutes 0.5 hour
34-38 minutes 0.6 hour
39-45 minutes 0.7 hour
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July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
40 46-50 minutes 0.8 hour
51-57 minutes 0.9 hour
57-60 minutes 1.0 hour
B. Increments Over One Hour
Any time work increments which are over one hour shall be compensated in the same procedure as mentioned herein.

VI. OVERTIME DEFINITIONS
Management and Mid-management employees covered by this Memorandum of Understanding are exempt under the Fair Labor Standards Act. However, in those instances where employees are eligible for overtime, the following shall define overtime.

A. Regular Overtime (General Managers and Sworn Police Managers) Overtime for Managers on the 5/40 work week schedule is time worked in excess of eight (8) paid hours in a work day except as set forth in this agreement.

Overtime for Managers on a 9/80 work schedule is time worked in excess of nine (9) paid hours in a work day except for any scheduled eight (8) paid hour work day as set forth in this agreement.

Overtime for Managers on a 4/40 work week schedule is time worked in excess of ten (10) paid hours in a work day except as set forth in this agreement.

B. Time Worked - Flexible Work Schedules (All Managers) Overtime for all Managers who work flexible (staggered) work schedules by mutual agreement between supervisor and Managers shall be paid overtime only for hours worked in excess of forty (40) hours per work week.

C. Court Time (All Managers)
Court time is work time required of a Manager to attend court in response to a "go" subpoena, a coroner's inquest, or a hearing or trial in a civil or criminal case, at a time other than the employee's assigned work shift schedule, for the purpose of testifying as to knowledge acquired or claimed to have been acquired by such employee in the course of employment with the City. Travel time to work and returning home shall not be counted as time worked except as provided for Sworn Police Managers.

D. Overtime (Sworn Fire Managers)

1.Operations Assignment
301 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
41 Overtime for Sworn Fire Managers on a 56-hour work schedule is time worked in excess of 204 hours in a 27-day work period. Work time shall include all paid leave hours.

2.Administrative Assignment
Overtime for Sworn Fire Managers on a 5/40, 9/80 or 4/40 Administrative Assignment work schedule is time worked in excess of eight (8), nine (9) or ten (10) paid hours, respectively, in a workday, when specifically assigned to either an Operations Assignment or Emergency Response callout. Work time shall include all paid leave hours.

E. Overtime (Sworn Police Managers)

1.Police Lieutenant Overtime
Police Lieutenant overtime is limited to Emergency Recall work, SWAT Commander On-Call Compensatory Time hours or reimbursed overtime. Police Lieutenants agree to adjust their daily and weekly work schedules to accommodate all other work demands, to include court appearances.

2.Emergency Recall Work
Emergency recall work is performed by a unit employee who is ordered to duty when:
a. When such order occurs after going off duty; and it is deemed necessary or advisable to properly handle an emergency incident(s); or b. To maintain necessary staffing levels; or
c. Unit employee is ordered to duty from emergency standby.

3.Emergency Recall Minimum Hours
Unit employees recalled to work on an emergency recall basis shall be granted a minimum of four (4) hours of overtime.

4.Emergency Recall Travel Time
Travel time to work shall be counted as work time. Total work time for travel time to work for emergency recall purposes shall not exceed one hour per incident. Travel time returning home shall not be considered work time.

5.Reimbursed Overtime
302 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
42 The Police Chief shall have the discretion to approve overtime for Police Lieutenants for overtime assignments that are grant-funded or reimbursed by non-City funds.

Grant-funded overtime may be approved if permitted by the terms of the grant.

VII. OVERTIME COMPENSATION RATE
A. Regular Overtime Payment (All Managers)

1. For those Managers eligible for overtime, overtime shall be paid in cash or compensatory time at one and one-half (1½) times the employee's regular hourly rate of pay.

B. Stand-By Assignment - Glendale Water & Power and Police Department / IT (General Managers)
303 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
43 1.Payment
Glendale Water & Power General Managers assigned to off duty stand-by assignment, excluding Water Section employees assigned to Water Stand-By duty, shall be paid an assignment extra pay equal to 35% of their hourly rate of pay for each hour on stand-by during the hours between the end of the normal field work schedule and the start of the next normal field work schedule.

2.Water Assignment Pay
Glendale Water & Power General Managers in the classification of Water System Supervisor II shall not be entitled to stand-by pay as defined in this section. In lieu of stand-by pay, Water System Supervisor II shall receive an assignment pay, as defined in Article Two.

3.Police Department Assignment/ISD Employees
Unit employees (General Managers) of the Information Services Department (ISD), when assigned to the Police Department Information Technology Division, shall be eligible for standby pay at the rate of 15% of the hourly rate for each hour on stand- by. Such employees shall remain eligible for management or mid-management leave.

C. Stand-by Assignment Limitations

1.Limitations
Eligible General Managers shall receive stand-by pay only for those hours on stand- by assignment duty and shall not receive stand-by pay for any overtime worked during those assigned stand-by hours.

2. Non-Work Time
It is understood that such time on stand-by assignment is non-work time for the purposes of determining overtime compensation.

3. Full and Entire Compensation
Except as otherwise provided for in this article, this compensation shall represent full and entire compensation for stand-by assignment.

D. Sunday Overtime - Glendale Water & Power Department – Electrical and Water Division Field Operations

1. General Managers of Glendale Water & Power Department – Electrical and Water Division field operations in the classifications of Electrical Line Mechanic Supervisor II, Electrical Mechanic Supervisor II, Station Electrician/Operator Supervisor II, Underground Distribution Construction Supervisor II, Electrical Test Supervisor, 304 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
44 Electrical Superintendent/Transmission & Distribution, Electrical Superintendent, Water Quality Manager, Water Quality Supervisor, Water System Operations Supervisor, Water System Supervisor II, Water System Supervisor III and Water Facilities Supervisor shall be compensated at double (2 times) the employees’ regular hourly rate of pay for all overtime work assigned, both scheduled and unscheduled on Sundays. This double time overtime applies only during the hours assigned between 12:00 a.m. and 11:59 p.m. on Sundays. Any portion of a work assignment falling outside of these hours shall revert to either straight time pay or time and one- half pay, as provided by this agreement.

2. Unit employees while on standby assignment, and then assigned to work Sunday overtime, cease receiving standby pay upon assignment to this overtime assignment.

3. This double time payment shall only apply to overtime work and shall not apply to work and crews which are normally scheduled to work on Sundays.

E. Unscheduled Overtime in Excess of Twelve Continuous Hours – Glendale Water & Power – Electrical Division Field Operations

1. General Managers of Glendale Water & Power Department – Electrical Division field operations in the classifications of Electrical Line Mechanic Supervisor II, Electrical Mechanic Supervisor II, Station Electrician/Operator Supervisor II, Underground Distribution Construction Supervisor II, Electrical Test Supervisor, Electrical Superitendent/Transmission & Distribution and Electrical Superintendent shall be compensated at double (2 times) the employees’ regular hourly rate of pay for any unscheduled overtime, after having worked in excess of twelve (12) continuous hours, until such time that the employee is relieved from duty.

F. Continuous Overtime

1. Unit employees called back to work six (6) or more hours prior to the start of their regular work shift, who work continuously through the start of the regular work shift, shall continue to receive overtime at the rate earned prior to the commencement of the regular work shift (double-time if between 12:00 am and 8:00 am), as set forth in #2 above, into the regular work shift. The unit employee shall continue to receive the double-time pay until relieved of duty for a rest period of six (6) continuous hours.

2. The unit employee on a rest period shall be paid at straight time for the duration of their regular work shift. If the rest period occurs outside of the regular work shift, there shall be no compensation.

3. Should the unit employee be called back to work less than six (6) hours following the commencement of the rest period, over time pay at the double-time rate shall resume when the work commences.

4. An appropriate rest area on City facilities will be provided for the rest period. 305 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
45 VIII. OVERTIME "COMPENSATORY TIME" ACCUMULATED AND PAYMENT A. Eligibility (All Managers)
Unit employees may choose, in lieu of overtime payment, to have overtime hours worked converted to a compensatory time bank.

B. Conversion (All Managers)
Overtime designated for compensatory time may be converted and banked at the rate of straight time, one and one half time, double time, double time and one half or half time at the mutual agreement between Management and the employee.

Example: Overtime Worked Comp. Time Conversion
Half-Time 1 hour 0.5 hours
Straight Time 1 hour 1.0 hours
One & One-half 1 hour 1.5 hours
Double Time 1 hour 2.0 hours
Double Time & One-half 1 hour 2.5 hours
C. Maximum Accumulation
Compensatory hours may be accumulated as follows unless otherwise set forth in this agreement:

1.General Managers
May accumulate up to a total of 94 compensatory hours.

2.Sworn Fire Managers
May accumulate up to a total of 72 hours compensatory hours.

3.Sworn Police Managers
May accumulate up to a total of 144 hours compensatory hours. Effective the pay period beginning September 29, 2019, the maximum accumulation is 40 hours.

D. Use of Compensatory Time (All Managers)
Accumulated compensatory time may be utilized as paid leave on a straight time hour for hour basis at the mutual convenience of management and employee. All compensatory time utilized as paid leave by an employee shall be debited from their accrued compensatory time bank.
306 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
46 E. Pay Out - Compensatory Time

1.Excess Compensatory Time – Transfer to RHSP (All Managers) All Managers must transfer unused accumulated compensatory time over the limits set forth in Section VIII-C at the employee’s current hourly rate of pay including extra pays that are normally subject to overtime, to the employee’s RHSP account. This transfer will be made in the pay period following the accrual exceeding the maximum hours.
a. All Sworn Police Managers with a minimum of 600 hours in their sick leave bank may, on an annual basis, transfer up to 96 hours of sick leave into their comp time bank as outlined in Section V of Article Five.

2.Compensatory Time at Termination (All Managers)
All accumulated compensatory time which has not been utilized prior to a Manager's employment termination from the City shall be deposited into the employee’s RHSP account at the employee's current hourly rate of pay.

3.Compensatory Time - Change in Classification (General Managers and Sworn Fire Managers)
Any General Manager or Sworn Fire Manager who changes classification which results in a difference in the rate of pay, and who has accumulated any hours of compensatory time shall have all their accumulated compensatory hours paid off at their current hourly rate of pay.

4.Compensatory Time – Change in Classification – (Sworn Police Managers) Sworn Police Managers who change classification which results in a difference in the rate of pay shall either:
a. Have all of their accumulated compensatory time paid off at their current classification regular rate of pay including extra pays; or b. Convert all of their accumulated compensatory time at their current classification regular rate of pay, and transfer full dollar value on a pro-rated equivalent basis to their new classification compensation time bank.
c. For example: if a Police Lieutenant is promoted to Police Captain and has one hundred (100) hours at forty dollars ($40.00) per hour, the City would either pay the Police Lieutenant four thousand dollars ($4,000); or the newly promoted Police Captain, who is now making fifty dollars ($50.00) per hour would have their new comp time bank converted to eighty (80) hours.
307 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE THREE
47 IX. EMERGENCY OVERTIME REQUIREMENT (All Managers)
The City reserves the right to require all Managers to work overtime in an emergency as set forth in Article Eight. In such instances when external funding is available from emergency agencies, overtime compensation may be provided to all Managers.
308 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
48 ARTICLE FOUR

FRINGE BENEFITS
I. FRINGE BENEFITS ADMINISTRATION PROVISION (All Managers) A. Administration

1. The City reserves the right to select, administer, or fund any fringe benefits programs involving insurance that now exist or may exist in the future.

B. Selection and Funding

1. In the administration of fringe benefits programs involving insurance, the City shall have the right to select any insurance carrier, self-insure, or other method of providing coverage to fund the benefits provided, as long as the benefits of the plan are substantially the same.

2. The City may choose to exercise its right to select the insurance carrier and select Medicare as the City’s Retirement Insurance Carrier for eligible Managers and retirees. In such case, employees and retirees will be required to enroll in Medicare to be eligible to participate in other City medical plans.

3. The City shall pay all of its portion of the medical insurance premium for any portion of the month worked by a terminating employee regardless of how many days the terminating employee works in their last month of employment.

C. Changes
The City shall meet with the Association prior to any change of insurance carrier or method of funding coverage for any fringe benefits listed in this article.

D. Limitations – Leave of Absence Without Pay

1. The City shall not pay any costs for any fringe benefits provided in this agreement for any person who is on leave of absence without pay for more than fifty percent (50%) of the payroll period unless the affected employee is qualified under the Family and Medical Leave Act (FMLA) Policy.

2. The employee shall be notified and billed for the monthly insurance premium by the City.

3. For an employee qualified under the City's Family and Medical Leave Act (FMLA) Policy, the City shall continue to pay the City's portion of the medical insurance premiums as set forth in this article of this agreement, not to exceed that required by law.
309 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
49 E. Employee Changes in Benefit Coverage
Where optional choice of fringe benefit plans and/or insurance carriers is available to employees, changes in benefit plans and/or insurance carriers may only be made during the open enrollment period established by the City.

II. MEDICAL INSURANCE (All Managers)
A. Medical Insurance Premium Decreases – Effective Upon “Un-blending” of Medical Insurance Effective June 1, 2016
Effective upon the “un-blending” of medical insurance coverage for active employees and retirees, which took effect June 1, 2016, each unit employee shall receive 100% of the medical premium decrease/savings applied as a reduction to the employees’ monthly medical insurance premiums.

B. Medical Insurance - 50/50 Split - Effective June 1, 2021 Effective June 1, 2021, the City shall pay fifty percent (50%) of any medical insurance premium increase, with the employee paying the remaining fifty percent (50%) of any increase that is effective June 1, 2021. Should the medical insurance premium decrease, the City and employee shall receive premium reductions in the same 50/50 proportion.

The medical insurance rates for all GMA unit employees (General Managers and Fire Sworn Managers) effective June 1, 2021 are as follows:

Prudent Buyer PPO Indemnity Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $133.55 $483.57
b. Employee plus one dependent $346.84 $1,232.34
c. Employee plus two or more dependents $490.70 $1,748.79 California Care HMO Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $228.28 $493.06
b. Employee plus one dependent $483.31 $1,031.51
c. Employee plus two or more dependents $688.71 $1,475.17

310 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
50 Kaiser Traditional High Option Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $92.18 $509.52
b. Employee plus one dependent $184.57 $1,018.81
c. Employee plus two or more dependents $260.96 $1,441.83

Kaiser Deductible Low Option Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $51.72 $449.11
b. Employee plus one dependent $103.45 $898.20
c. Employee plus two or more dependents $146.38 $1,270.96 Anthem High Deductible Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $89.22 $323.07
b. Employee plus one dependent $190.16 $675.65
c. Employee plus two or more dependents $271.01 $965.86 The medical insurance rates for Police Sworn Managers effective June 1, 2021 are as follows:

Prudent Buyer PPO Indemnity Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $18.22 $598.90
b. Employee plus one dependent $46.84 $1,532.34
c. Employee plus two or more dependents $190.70 $2,048.79 California Care HMO Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $59.85 $661.49
b. Employee plus one dependent $183.31 $1,331.51
c. Employee plus two or more dependents $388.71 $1,775.17

311 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
51 Kaiser Traditional High Option Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $38.24 $563.46
b. Employee plus one dependent $76.46 $1,126.92
c. Employee plus two or more dependents $108.22 $1,594.57

Kaiser Deductible Low Option Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $31.80 $469.03
b. Employee plus one dependent $63.61 $938.04
c. Employee plus two or more dependents $90.01 $1,327.33 Anthem High Deductible Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $12.17 $400.12
b. Employee plus one dependent $25.68 $840.13
c. Employee plus two or more dependents $105.32 $1,131.55 C. Medical Insurance - 50/50 Split - Effective June 1, 2022 Effective June 1, 2022, the City shall pay fifty percent (50%) of any medical insurance premium increase, with the employee paying the remaining fifty percent (50%) of any increase that is effective June 1, 2022. Should the medical insurance premium decrease, the City and employee shall receive premium reductions in the same 50/50 proportion.

D. Medical Insurance - 50/50 Split - Effective June 1, 2023 Effective June 1, 2023, the City shall pay fifty percent (50%) of any medical insurance premium increase, with the employee paying the remaining fifty percent (50%) of any increase that is effective June 1, 2023. Should the medical insurance premium decrease, the City and employee shall receive premium reductions in the same 50/50 proportion.

E. Medical Insurance - 50/50 Split - Effective June 1, 2024 Effective June 1, 2024, the City shall pay fifty percent (50%) of any medical insurance premium increase, with the employee paying the remaining fifty percent (50%) of any 312 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
52 increase that is effective June 1, 2024. Should the medical insurance premium decrease, the City and employee shall receive premium reductions in the same 50/50 proportion.

F. Medical Insurance – Claims Experience/Un-blending of Rates Effective upon the “un-blending” of medical insurance coverage for active employees and retirees, which took effect June 1, 2016, the City and Association agree that all subsequent medical insurance premium rate renewals will be established according to the claims experience of only active City employees. Accordingly, prospective retirees’ medical insurance premium rates will remain “un-blended” from the active City employees’ rates and determined according to the claims experience of only City retirees.

G. Medical Insurance Plan Improvements – Meet and Confer The City and Association agree to meet and confer over the payment of any premium cost increases due to new medical plan improvements and/or plan design changes in the medical insurance plan, for benefits provided solely for employees represented by the Glendale Management Association, and not provided for any of the existing non- management bargaining units (GCEA, IBEW, GPOA and GFFA).

H. Medical Insurance - Indemnity Plan Coverage

1.Plan Premium Rate
The indemnity plan premium includes the rate charged for medical insurance coverage and is based on (a) the plan's group experience including mental health care; (b) cost of administering the claims; (c) excess claims stop loss insurance; and (d) cost of Prescription Drug Card Program.

2.Coverage
The indemnity plan coverage shall include the following coverage:
a. One common plan;
b. Out of pocket stop loss per individual $2,000/$4,000; c. Deductible In-Network: $200 per individual not to exceed aggregate total of $400 per employee and dependents; Deductible Out-of-Network: $400 per individual not to exceed aggregate total of $800 per employee and dependents; d. No deductible is applied to special accident benefits; e. No Pre-authorization for hospitalization and outpatient services, other than some specialized services.
313 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
53 f. 1.) All charges other than an office visit in the designated PPO Network shall be covered at 80% subject to the annual deductible.

2.) All office visits are $10 and are not subject to a deductible.

3.) All charges outside designated PPO Network shall be covered at 60% of reasonable and customary charges subject to the annual deductible. g. Maternity benefits for employees and dependent spouses; h. Mental and nervous (mental health care) benefits shall be included in the indemnity insurance plan and paid the same as other illnesses. i. Home health care plan;
j. Preferred Provider Option (PPO);
k. Medical case management;
l. Nursery care for newborn infants;
m. Prescription Drug Card Program (ten dollars ($10.00) co-pay for generic drug prescriptions and twenty dollars ($20.00) co-pay for non-generic drug prescriptions); no deductible.

I. HMO Medical Plans - Inpatient and Outpatient Psychological Services (Mental Health Care) Benefits
Provided per the terms and conditions of the medical health care plans.

J. Medical Insurance – Indemnity/HMO Plan Benefits Booklet The specific details of the indemnity and HMO plan medical insurance benefits are set forth in the Medical Insurance Plan Benefits Booklet available in the City's Human Resources Department. All benefit descriptions included herein are subject to the individual insurance carriers’ benefit provisions as described in the respective Explanation of Benefits (EOB) for each carrier.

K. Paid Industrial Leave - Medical Insurance Premium
All Managers on paid industrial leave absent from duty because of injury or illness arising out of and in the course of employment shall have the City paid portion of their monthly insurance premium paid. This paid premium shall continue for a period up to 2080 work hours and exhaustion of all City-paid leave benefits.

L. Meet and Confer - Medical Premium Increases
314 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
54 The City agrees to meet and confer over the increase of medical premiums with the understanding that premium increases on either the indemnity or pre-paid (HMO) plans can be modified through benefit modification agreed to by the City and Association.

III. MEDICAL INSURANCE - RETIRED EMPLOYEES
A. Retiree Health Savings Plan (RHSP) (All Managers)

1.Purpose
a. The Retiree Health Savings Plan (RHSP) enables retiring unit employees the opportunity to convert unused accumulated sick leave hours to pre-tax monies to be used for the retirees’ medical insurance costs during their retirement. b. Retiring unit employees may also participate in the PERS Sick Leave Credit program for unused sick leave, as set forth in Govt. Code 20965. Said retiring employees who choose the option of converting unused sick leave to service credit may not receive double credit for the same allotment of unused sick leave hours at retirement.

For Example:

If a unit employee has 2,000 hours upon retirement, he or she may choose any one of these three options:

1. Convert 2,000 hours to the RHSP program;

2. Convert 2,000 hours to the PERS Sick Leave Credit program; or

3. A combination of the above two options with the understanding that hours may only be used once.

2.Sick Leave Conversion Rate
Retiring City employees may have each eligible hour of accrued unused sick leave hours converted at the rate of thirty-three dollars ($33.00) per hour which will be placed in each employee’s individual Retired Health Savings Plan (RHSP) effective the employee’s official date of retirement.

3.Future Increases in Sick Leave Conversion Rate
The City shall pay a sick leave conversion rate equal to three dollars ($3.00) per hour more than the highest retiree hourly conversion rate paid to any other recognized employee organization.

4.Eligibility Limitations
a. Managers who retire from the City of Glendale (regardless of length of service) 315 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
55 or terminate employment after fifteen (15) years or more of service shall be eligible to participate in the Retiree Health Savings Plan (RHSP) and have their sick leave hour conversion amounts deposited into said RHSP account. b. Managers must have their unused accumulated vacation leave paid at the current base rate of pay to the employee’s RHSP account upon retirement subject to IRS regulations. Any accumulated compensatory leave shall be paid at the currently hourly regular rate of pay including extra pays.
c. Active Managers must transfer unused accumulated compensatory time in excess of the limit set forth in this agreement at the current regular rate of pay, including extra pays that are normally subject to overtime, to the employee’s RHSP account, subject to IRS regulations. The transfer will be made the pay period following the pay period in which accrual exceeds the maximum hours, per this agreement.
d. The employee is responsible for paying any post retirement RHSP service fees and holds the City harmless for any taxes incurred from their utilization of the RHSP.

5.All RHSP Exhausted – May Choose to Personally Maintain Medical Plan When all RHSP funds have been exhausted, retired eligible employees may elect to pay personally the full monthly medical premium to continue on the City’s medical plan or terminate the medical plan coverage.

B. RHSP Seniority Contributions (General Managers)
The City shall contribute to all General Managers’ RHSP account the amount of one- hundred fifty dollars ($150) per month.

C. RHSP Contributions – (Sworn Fire Managers)
The City shall contribute to all sworn Fire Managers in the classifications of Assistant Fire Chief, Deputy Fire Chief, and Fire Battalion Chief, the following amounts toward their RHSP account:
a. 56-Hour Schedule: three-hundred fifty dollars ($350) per month b. 40-Hour Schedule: four-hundred fifty dollars ($450) per month D. RHSP Contributions – (Sworn Police Managers)
The City shall contribute to all full-time, sworn Police Managers in the classifications of Assistant Police Chief, Police Captain and Police Lieutenant, three hundred seventy-five dollars ($375) per month.

IV. MEDICARE (All Managers)
316 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
56 A. Retired Employees - Eligible for Medicare
Retired Managers and/or their qualified dependents that are eligible to be covered by Medicare under Subchapter XVIII of Title 42 of the United States Code (relative to Health Insurance for the Aged) are deemed to be within the Modified and Supplemental group insurance coverage.

B. Retired Employees - Medicare

1. The retired Manager and/or qualified dependent entitled to receive City paid Part "A" Medicare shall enroll in Part "A" (Hospital) Medicare upon becoming eligible for Medicare coverage.

2. Retired Managers and/or their qualified dependents who are not entitled to receive City paid Part “A” Medicare benefits may be required to enroll in Part “A” (Hospital) Medicare benefits as a condition of participating in the City’s retired employee medical insurance plans.

3. These retired City employees shall have their Part “A” Medicare benefits paid for by the City when they are participating in the City’s medical insurance plan and shall continue to pay the City Medical insurance premiums, and Part “B” Medical as designated by the City.

4. Effective October 6, 2015, retired City employees who are not eligible for free Medicare Part A coverage shall be eligible for reimbursement from the City for the Part A costs regardless of what plan is selected, including non-City plans.

5. Eligible retired City employees and their qualified dependents who fail to enroll in Part “A” Medicare benefits may be barred from participation in Retired Employee medical Insurance plans. This Medicare enrollment requirement may be modified or rescinded by the City at any time.

6. Retired City employees participating in the City’s medical insurance plan shall enroll in Part “B” Medical.

7. Retired employees who reach age 65 must enroll in both Medicare Parts “A” and “B” within their eligibility period. Failure to reenroll will result in an increase in the retiree’s medical rates as set forth by the insurance carriers to be effective after the 1st of the month following the eligibility period.

V. DENTAL INSURANCE CARRIER AND PLAN DESIGN (All Managers) A. Dental Insurance Plan

1.Dental Carrier
317 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
57 Three plans are available from Guardian Insurance: PPO – High Option; PPO – Mid- Level “Buy-Up”; and DMO.

2.PPO – High Option Dental Plan
The City shall pay the full premium for the PPO dental plan per month per employee for a dental plan for employees and their qualified dependents.

3.PPO – Mid-Level “Buy-Up” Dental Plan
For the PPO Mid-Level “Buy-Up” plan, the City shall pay the amount of the premium that is provided to unit employees participating in the DMO plan for employees and their qualified dependents. Employees will pay the difference from the DMO dental rates accordingly.

4.DMO - Dental Plan
The City shall pay the full premium for the DMO dental plan per month per employee for a dental plan for employees and their qualified dependents.

B. Premium Increases
Any premium increases on the PPO-High Option Plan or DMO dental plans that occur during the term of this agreement shall be paid by the City.

C. Dental Plan Enrollment Limitations
The following limitations apply to the respective dental plans:

1.City of Glendale Guardian PPO-High Option Plan
Employees covered under the City of Glendale indemnity medical plan may enroll in either of the two PPO Plans or the DMO Dental Plan during open enrollment only.

2.DMO & PPO Mid-Level “Buy-Up” Dental Plan
a. Managers covered under the HMO medical plan are restricted to dental coverage under the DMO dental plan or to “buy-up” to the PPO-Mid-Level Plan. b. Dependents not enrolled in the HMO medical plan shall not be eligible for the coverage in DMO dental plan or the PPO-Mid-Level “Buy-Up” Plan.

3. Managers waiving Medical Insurance may participate in all Dental Insurance Plans.

D. Retired Employees – Dental Plans
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July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
58 1. Retirees shall be permitted to participate in the City’s dental plans as set forth below.
a. The premiums will be fully paid by the retired employee. b. Retired employees in the Indemnity Medical Plan may elect to participate in either the PPO Dental Plan or the HMO Dental Plan.
c. Retired employees in the HMO Medical Plan may enroll only in the HMO Dental Plan.
d. The City reserves the right to form a “Retiree” group within the Dental Program for rate-setting purposes.

VI. VISION/OPTICAL INSURANCE - ASSOCIATION PLAN (All Managers) A. Vision Insurance
Group vision insurance shall be provided to all Managers and their dependents, governed solely by contracts of insurance approved by Council and purchased by the City. The vision plan provides for an examination, frames and lenses (or contact lenses) every twelve (12) months, with a ten-dollar ($10) co-payment.

B. Premium Payments
The City shall pay the entire cost of the premium.

VII. LONG-TERM DISABILITY (LTD) INSURANCE (All Managers) A. LTD Insurance
Long-term disability (LTD) insurance shall be provided to all Managers. The plan provides a 66 2/3% of the employee’s base salary ($15,000 monthly maximum) to normal retirement as defined by the plan or forty-eight months, whichever is longer, with an elimination period of sixty (60) days.

B. Premium Payments
The City shall pay the entire cost of the premium.

VIII. LIFE INSURANCE (All Managers)
A. Life Insurance
Life Insurance shall be provided to all Managers, with a paid term life insurance policy which equals one hundred thirty-three percent (133%) of the employee’s annual base 319 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
59 salary rounded to the nearest thousand, up to a maximum of two-hundred fifty-thousand dollars ($250,000).

B. Premium Payments
The City shall pay the entire cost of the premium.

C. Voluntary Life Insurance
All Managers may voluntarily purchase life insurance coverage in addition to that provided in Section VIII A and B above and/or voluntarily purchase life insurance coverage for spouse and dependents.

IX. DECEASED MANAGERS – CONTINUATION OF MEDICAL INSURANCE (All Managers) Upon the death of an active Manager insured under the City’s medical insurance plans, the City will continue to pay the entire cost of the medical insurance premium for the employee’s dependents covered at the time of death, for a period of two (2) years from the date of death, subject to the terms and conditions of the deceased employee’s insurance plan.

X. DECEASED SWORN FIRE MANAGERS and SWORN POLICE MANAGERS (SAFETY EMPLOYEES) -

WIDOWS/WIDOWER AND DEPENDENT BENEFITS
A. Medical and Dental Insurance Benefits
The City shall provide insurance or funds equal to the City's contribution for active sworn safety management unit employees for medical and dental insurance for the qualified spouse and/or qualified dependents, as currently covered by the City's medical and dental insurance plans, of any Sworn Fire Manager and Sworn Police Manager who dies while on active duty from injuries incurred while performing his or her job duties or who dies as a direct cause of such injuries. The maximum amount of the subsidy shall not exceed the City's contribution for such insurance provided to active employees covered by this Memorandum of Understanding.

B. Eligibility

1. Only a spouse and/or dependents of Sworn Fire Managers and Sworn Police Managers covered as qualified dependents under an employee's Medical and Dental Insurance plans, at the time of death, shall be eligible for the insurance or subsidy.

2. Upon application by a spouse and/or dependents for this benefit, the Director of Human Resources shall make a determination of eligibility. Such determination shall be final and binding and not subject to further appeal.

3. Unborn children of the deceased Sworn Fire Manager and Sworn Police Manager will be eligible for dependent status upon birth.
320 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
60 C. Limitations

1. Qualified spouses and dependents will receive benefits or payments not to exceed those benefits for which they otherwise would be independently qualified. (For example, spouse alone is eligible for the employee only benefits contribution. Spouse plus one dependent is eligible for the employee plus one benefit contribution and spouse plus two dependents is eligible for family benefit contribution).

2. The qualified spouses and/or dependents as described are subject to all terms, conditions and limitations set forth in this Memorandum of Understanding, and the City's medical and dental insurance plans.

3. a. Should qualified spouses and/or dependents lose eligibility to participate in the City's plans, the City may elect, at its choosing, to purchase similar insurance or substitute a cash payment not to exceed the City's portion of the active employee's contribution to which the qualified spouse and/or dependents are eligible to receive.
b. If the City does not provide a replacement insurance policy, the City may elect to reimburse the qualified spouse and/or dependents for other insurance purchased up to the maximum benefit said spouse and/or dependents are eligible to receive. c. When a qualified spouse and/or dependents are covered by medical and dental insurance policies provided by a subsequent employer, the qualified spouse and/or dependents shall receive a supplemental reimbursement not to exceed the difference between that portion of premiums paid for by the subsequent employer and the total premiums for such insurance. The amount of each supplemental reimbursement shall not exceed the maximum benefit the spouse and/or dependents are eligible to receive.
d. The City shall have the right to request documentation and proof of payment of any reimbursed insurance premiums.

4. The benefits or subsidy to the spouse shall cease upon attaining the age of 65.

5. These provisions and benefits are not applicable to members who were not on duty at the time of injury, which resulted in their deaths.

D. Funeral Expenses
The City shall expend a sum not to exceed seven thousand five hundred dollars ($7,500) for funeral expenses to the heirs of any Sworn Fire Manager and Sworn Police Manager covered by this Memorandum of Understanding who dies while on active duty from injuries incurred while performing his or her job or who dies as a direct cause of such injuries. This benefit is not applicable to members who were not on duty at the time of injury, which resulted in their death. This amount includes the amount of five thousand 321 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
61 dollars ($5,000) already available for this purpose in accordance with California State Labor Code Section 4701.

E. PERS Medical Option – Govt. Code 22820
In addition to the above, California Government Code 22820 (AB 215) enables the participation in medical insurance plans available through the Public Employees’ Medical & Hospital Care Act (PEMCHA) for the surviving spouse or other eligible family members of eligible Sworn Fire and Police employees whose death occurred as a result of injury or disease arising out of or in the course of his or her official duties.

XI. SAFETY ITEMS (All Managers)
All Managers shall comply with all applicable safety requirements as informed by management.

Disciplinary action shall be taken for non-compliance with these safety requirements.

XII. MEAL REIMBURSEMENT (All Managers)
A. All Managers shall receive meal reimbursement on a daily basis in accordance with the California Per Diem rates, exclusive of alcoholic beverages for City approved travel, pursuant to City policy.

B. General Managers eligible for overtime shall receive a per diem rate of thirteen dollars ($13.00), which will be included on the employee’s paycheck (subject to IRS deductions) as set forth below:

1. Emergency Call Back: In excess of four (4) hours and with less than two (2) hours notice, meal reimbursement shall be provided, and also for each time period in excess of four (4) hours worked thereafter.

2. Early Call-In: Meal reimbursement shall be provided if an employee is called in early with less than two (2) hours advance notice.

3. Extended Shift: Meal reimbursement shall be provided for an employee who works in excess of three (3) hours prior to or past the normal expiration time of the shift and for each four (4) hour time period following the normal expiration of the regularly scheduled shift worked thereafter.

XIII. MANDATORY STATION MEAL (“MESS”) PARTICIPATION (SWORN FIRE MANAGERS) Unit employees in the classification of Fire Battalion Chief assigned to the Operations Section shall be required to participate in station meals (“mess”) unless religious, dietary, medical considerations, or other good causes as determined by the Fire Chief preclude them from participating.

XIV. EDUCATIONAL REIMBURSEMENT (All Managers)
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July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
62 A. Eligibility
When any Manager enrolls in a lower and/or upper division or graduate level university course or other course of college level, which course of study is directly related to such employee's work and has received prior approval of the department head, payment of one-half of the tuition and one-half of the cost of required course books for same may be made to the employee upon successful completion of said course.

B. Limitations

1. The aggregate total a Manager may be reimbursed by the City for their educational courses may not exceed twenty thousand ($20,000) per each five (5) years of their full-time salaried employment with the City. Beginning with the first day of employment, employees are eligible to receive this benefit for each five (5) year cycle (1-5, 6-10, 11-15, 16-20, etc.)

2. This benefit is non-accumulative and must be used within each 5 year cycle.

3. The payment of the reimbursement may not exceed ten thousand dollars ($10,000) per year.

C. Repayment to City if Terminated Within the Year of Study In the event such reimbursed employee leaves the employment of the City for any reason, except layoff, within a period of one year following the completion of such course of study, the amount paid by the City for such tuition and books shall be repaid to the City by having the Director of Finance deduct same from the severance pay or last salary paycheck of such employee.

XV. MANAGEMENT PROFESSIONAL DEVELOPMENT/PHYSICAL FITNESS MEMBERSHIP (All Managers)
The City shall compensate all unit employees (General and Sworn Managers) the amount of four hundred fifty dollars ($450) per fiscal year for the cost of membership for themselves and their families in a physical fitness facility or program, a wellness program, the employee’s membership in the Glendale Chamber of Commerce, the employee’s membership in a Glendale civic organization, for annual physical examinations, stress EKG examinations, related physical fitness exercise equipment, fitness related safety equipment, and/or activities relating to professional development, including job-related training programs, seminars, and conference registration. The $450 payment shall be paid to all active unit employees on the first pay period of June within each year of the term of the MOU.

XVI. MILEAGE REIMBURSEMENT PLAN (All Managers)
A. Formula
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Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
63 The following plan is the mileage reimbursement for City employees using personal vehicles for authorized City business approved by management.

1.Reimbursement Rate
The mileage reimbursement shall be based on the standard Internal Revenue Service (IRS) reimbursement rate. Mileage records shall be maintained on forms approved by management.

2.Limitations
a. Mileage reimbursement should not be interpreted as being the rate of reimbursement received for travel as set forth in the City's Administrative Policy Manual.
b. Any Manager using their own personal vehicle for City business and who receives a mileage reimbursement or monthly auto allowance must maintain a valid California driver’s license and automobile insurance on the vehicle they use for City business and must show proof of such upon request of supervision or management.

B. Monthly Auto Allowance

1. The Director of Finance shall pay a monthly automobile allowance to certain Managers in amounts authorized by the City Manager. The amount of the automobile allowance for selected Managers is set forth and determined by the City Manager.

2. This allowance will cease when any Manager receiving an auto allowance is assigned a City vehicle to conduct his/her City business.

XVII. EMPLOYEE DRIVER'S LICENSE REQUIREMENTS (All Managers) A. Driver's License Requirements
All Managers who are in a classification which requires the possession and maintenance of a valid California driver's license and/or are required to drive a vehicle for the City are required to inform their department management on the first working day after official notification of a conviction which results in a restriction, suspension, or revocation of their said driver's license.

B. Vehicle Code Violations
Any Manager covered in "A" above shall be required, when convicted of driving under the influence of alcohol or drugs, to meet at least once with the City employees' assistance counselor for substance abuse counseling.
324 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FOUR
64 C. Consequence of Non-compliance
Failure by all Managers to comply with any of the provisions set forth in this Section (XVII, A, B) shall be grounds for disciplinary action up to and including removal.

XVIII. AIR QUALITY MANAGEMENT DISTRICT (AQMD) REGULATIONS (All Managers) It is acknowledged that both parties understand that the City must comply with the regulations issued by the Air Quality Management District (AQMD). It is further understood the City must meet and confer with the GMA before implementing any necessary changes to meet these regulations.

XIX. PARKING (All Managers)
Free parking is provided for employees as available. Parking permits are required of unit employees who wish to park in City lots.

XX. MISUSE OF BENEFITS (All Managers)
All Managers who fraudulently gain or fraudulently attempt to gain for themselves or others by deception, omission, or fraud the benefits of the City's Workers' Compensation, retirement, medical, dental, or psychological insurance policies or any other benefit which they would not otherwise be entitled to shall be subject to: a) denial of requested benefits; and/or b) disciplinary action up to and including removal.
325 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FIVE
65 ARTICLE FIVE

LEAVE POLICY
I. HOLIDAYS
A. Holiday Leave Hours (All Managers)
(1) Each January 1st, full-time unit employees, excluding unit employees who receive holiday-in-lieu pay, upon becoming eligible are eligible for up to one hundred and twenty-four (124) hours of paid holiday leave per calendar year to be used for eleven (11) City designated holidays as they occur and unallocated Holiday hours as further defined in this article.

B. City Designated Holidays (All Managers)
The following are the City’s designated holidays:
New Year's Day (first day of January)
Martin Luther King, Jr. (third Monday of January)
Washington's Birthday (third Monday in February)
Memorial Day (last Monday in May)
Juneteenth Day (nineteenth day of June)
Independence Day (fourth day of July)
Labor Day (first Monday in September)
Veteran's Day (eleventh day of November)
Thanksgiving Day (fourth Thursday in November)
Friday following Thanksgiving Day
Christmas Day (twenty-fifth day of December)
C. Use of Designated Holidays Leave Hours (All Managers) For the designated holidays, holiday leave shall be utilized in amounts equal to the employee’s normal scheduled work shift on those days when the employee would have worked.

D. Remaining Holiday Leave Hours (All Managers)
Any remaining holiday leave hours not used for these designated City holidays shall be used in a manner consistent with the unallocated leave policy as set forth in this article.

E. Christmas/New Year’s Day - Public Works Integrated Waste and Mechanical Maintenance Divisions (General Managers)
326 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FIVE
66 Management and Mid-Management employees in the Integrated Waste and Mechanical Maintenance sections shall not work on Christmas or New Year’s Day when their staffs do not work.

F. Holiday In-Lieu Pay (Sworn Fire Managers)
Sworn Fire Managers assigned to work the fifty-six (56) hour Fire Operations schedule are not eligible for holiday time off. Sworn Fire Managers working the fifty-six (56) hour work schedule are compensated with twelve/twelfths (12/12) of one day per calendar month paid on a straight base fifty six (56) hour rate, in lieu of holiday time off. For this provision, a day shall be deemed to be a period of twelve (12) hours. Effective the adoption of the MOU between the City and Sworn Fire managers (August 28, 2018) and the pay period which includes August 28, 2018, Holiday In-Lieu pay shall be incorporated into the base salary.

G. Mandatory Holidays (Sworn Police Managers)
All Sworn Police Managers, except Patrol and Traffic, when required to work on a mandatory holiday, shall be compensated at straight time. Affected Sworn Police Manager’s holiday time bank shall not be debited when required to work a mandatory holiday. The mandatory holidays are as follows: 1) January 1 (New Year’s Day; 2) Third Monday of January (MLK Day); 3) Last Monday in May (Memorial Day); 4) July 4 (Independence Day); 5) First Monday in September (Labor Day); 6) Fourth Thursday in November (Thanksgiving Day); and 7) December 25 (Christmas Day).

H. Unallocated Holiday Leave Utilization (All Managers)

1. Holiday leave time not expended for the ten city designated holidays shall be unallocated holiday leave. Unallocated leave shall be approved at such time as is mutually agreeable to the employee and the employee's department head. Leave payment shall be charged against employee available holiday leave hours accrued.

2. A newly hired salaried Manager must be employed by the City sixty (60) calendar days in a calendar year before becoming eligible for holiday leave other than on a designated holiday.

3. Managers who terminate their employment with the City may utilize any holidays up to their last day of employment with the City.

4. Any Manager using so much holiday leave that insufficient leave remains to cover the ten city designated holidays shall be required to utilize vacation, compensatory time or unpaid leave of absence to cover the designated holiday.

I. Holiday Cash-Out
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Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

ARTICLE FIVE
67 When management is unable to allow Managers to take their holiday leave because of operational necessity or other related reasons before December 31 of each calendar year, the City shall pay:

1. General Managers up to eighteen (18) hours of unused holiday leave.

2. Police Managers (General) and Sworn Fire Managers, up to thirty-two (32) hours of unused holiday leave.

3. Sworn Police Managers may cash out up to sixty (60) hours of unused holiday leave.

4. This payment shall be made on the second pay date of January of the following calendar year.

J. Holiday Occurrence on Saturday or Sunday (All Managers)

1.Friday Holiday
The Friday immediately preceding any regular holiday that falls on a Saturday shall be deemed to be a holiday.

2.Monday Holiday
The Monday immediately following any regular holiday that falls on a Sunday shall be deemed to be a holiday.

K. Holiday Scheduling (All Managers)
The City reserves the right to require employees to work on designated holidays.

L. Twenty-Fourth of December

1.City Offices Open (All Managers)
a. When December 24th occurs on a Monday through Thursday, when City offices are scheduled to be opened, all City offices including Libraries, shall close at 12:00 p.m.
b. All Managers eligible for this leave shall work one-half (1/2) of their normally scheduled work shift on this day.
c. That part of December 24th from 12:00 p.m. to 6:00 p.m. shall be and is hereby designated a holiday.
d. Integrated Waste Section employees whose 9/80 day off falls on a day other than a Friday and whose normal day off falls on December 24th shall be eligible for four and a half (4 1/2) hours of compensatory time to be taken at another time mutually agreed to by the employee and management.
328 of 605
Glendale Management
Association Memorandum of
Understanding
July 1, 2021 – June 30, 2024 – General Managers
July 1, 2022 – June 30, 2025 – Sworn Fire Managers
July 1, 2019 – June 30, 2022 – Sworn Police Managers

Glendale City CouncilJuly 12, 2022

Glendale City Council
July 12, 2022