Agenda packet — Glendale City Council, May 2, 2023

A G E N D A

GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
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MAY 2, 2023

REVISED
- Item 1g was added

ROLL CALL

1. CLOSED SESSION
– 1:00 PM ( To Commence at 3:00 PM
)
a.

Conference with Legal Counsel – Anticipated Litigation: Significant exposure

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litigation pursuant to paragraph subdivisions (d)(2) and (e)(2) of Section 54956.9:

Two (2) potential cases
b.

Conference with Legal Counsel - Pending Litigation: California Rifle & Pistol Association, Incorporated, et al., v. City of Glendale, et al., USDC Case No. 2:22-cv- 07346-SB-JC
c.

Conference with Legal Counsel - Pending Litigation: McKeehan v. City of Glendale, L.A.S.C. Case No. BC718377
d.

Conference with Legal Counsel - Pending Litigation: Friends of Rockhaven v. City of Glendale, L.A.S.C. Case No. 23STCP01092
e.

Public Employee Performance Evaluation: City Manager
f.

Public Employee Performance Evaluation: City Attorney
g.

Conference with Legal Counsel - Pending Litigation: Khorshidian v. City of Glendale, L.A.S.C. Superior Court Case No. 20STCV14608

2. REGULAR BUSINESS AGENDA
– 6:00 PM
Roll Call
a.

Flag Salute: Mayor Dan Brotman
b.

Invocation: Suzie Abajian, City Clerk
c.

Report of City Clerk, re: Posting of Agenda. The Agenda for the May 2, 2023 Regular Meeting of the Glendale City Council was Posted on Wednesday, April 26, 2023 on the Bulletin Board Outside City Hall.

3. PRESENTATIONS AND APPOINTMENTS
a.

Agenda Preview for the Meetings of Tuesday, May 9, 2023 b.

Proclamation Designating April 23, 2023 to April 29, 2023 as Medical Laboratory Professionals’ Week
c.

Proclamation Designating May 2023 as Older Americans Month

City Clerk, re: Minutes of the Regular City Council Meeting of April 11, 2023, Regular City Council, Special City Council, and Joint City Council and Housing Authority Meetings of April 18, 2023, and Special City Council Meeting of April 25, 2023 b.

Community Services and Parks, re:

Verdugo Workforce Development Board’s Local
Workforce Development Plan 2021-2024 Modification and its submission to the California Workforce Development Board and the State of California Employment Development Department

1. Motion to approve the Verdugo Workforce Development Board’s Local Workforce Development Plan 2021-2024 Modification; its submission to the California Workforce Development Board and the State of California Employment Development Department

2. Motion to authorize the Mayor and City Manager or a designee to execute all relevant documents with the State of California, and the United States Department of Labor for

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the plan’s approval, implementation, and use
c.

Public Works, re: Fiscal Year 2023-24 SB1 Project List for Senate Bill 1 (SB1), the Road Repair & Accountability Act of 2017

1. Resolution adopting the Fiscal Year 2023-24 SB1 Project List, the Road Repair & Accountability Act of 2017

Public Works, re:

Fiscal Year 2023 Americans with Disabilities Act (ADA) Curb Ramp Installation and Sidewalk Repair Program

1. Resolution adopting the Plans and Specification for the Fiscal Year 2023 Americans with Disabilities Act (ADA) Curb Ramp Installation and Sidewalk Repair Program, Specification No. 3913R, and Plan Nos. 1-3097, 1-3099, 2-409 and 23-19 and directing the City Clerk to advertise for bids
e.

Community Development, re: Appropriation of the California Governor’s Office of Emergency Services grant in the amount of $1.1 million for the Active Transportation, and Wildfire Prevention Infrastructure

1. Motion authorizing the City Manager or designee to execute Grant Agreement with the California Governor’s Office of Emergency Services (Cal OES) in the amount of $1,100,000

2. Resolution of Appropriation in the amount of $1,100,000 f.

City Clerk, re: Solicitation of a Legal Advertising Contract for the City of Glendale

1. Resolution Adopting Specification No. 3944 and Directing the City Clerk to Advertise for Bids

5. CITY COUNCIL/STAFF COMMENTS

6. COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes)

7. ADOPTION OF ORDINANCES
a.

City Attorney, re: AN ORDINANCE OF THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA AMENDING SECTION 2.04.080 OF THE GLENDALE MUNICIPAL CODE, 1995, PERTAINING TO THE ORDER OF BUSINESS FOR COUNCIL MEETINGS (Kassakhian, 4/18/2023)

8. ACTION ITEMS
a.

Glendale Water and Power, re:

Professional Services Agreement with Ascend
Analytics, LLC to Assist Glendale Water and Power with the Development of the City of Glendale 2024 Integrated Resource Plan (IRP)

1. Motion authorizing the City Manager, or his designee, to execute a Professional Services Agreement with Ascend Analytics, LLC (“Ascend”) to assist Glendale Water and Power (GWP) with the development of City of Glendale 2024 Integrated Resource Plan (IRP) in the not-to-exceed amount of $245,000 plus a fifteen percent (15%) contingency in the amount of $36,750
b.

Community Development, re:

Consideration of refinement of updating sign
regulation pertaining to animated (digital) signs

1. Motion to provide direction regarding code amendments to Chapter 30.33 of the Glendale Municipal Code to allow animated signs with specific criteria in limited areas c.

City Attorney, re:

Discussion of Council Districts and Directly Elected Mayor; Discussion of Potential Amendments to City Charter

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1. A Resolution of the Council of the City of Glendale, California Declaring Its Intent to Initiate Procedures for a Transition from At-Large to District-Based Council Member Elections Pursuant to Elections Code Section 10010 and Government Code Section 34886 and Proposed Amendments to the City Charter; and Approving a Tentative Timeline for Conducting Public Hearings, Formulating Proposed District Maps, Presenting a Draft Ordinance to Council for Decision, and Presenting Proposed Ballot Language for Charter Amendments to Transition to Districts and Create Position of Directly Elected Mayor

2. A Resolution of the Council of the City of Glendale, California Declaring Its Intent to Initiate Procedures for a Transition from At-Large to District-Based Council Member Elections Pursuant to Elections Code Section 10010 and Proposed Amendments to the City Charter; and Approving a Tentative Timeline for Conducting Public Hearings, Formulating Proposed District Maps, and Presenting Proposed Ballot Language for Charter Amendments to Transition to Districts and Create Position of Directly Elected Mayor

3. A Resolution of the Council of the City of Glendale, California Declaring Its Intent to Initiate Procedures for a Transition from At-Large to District-Based Council Member Elections Pursuant to Elections Code Section 10010 and Government Code Section 34886; and Approving a Tentative Timeline for Conducting Public Hearings, Formulating Proposed District Maps, and Presenting a Draft Ordinance to Council for Decision

4. Motion Directing Staff Regarding Other Proposed Amendments to the City Charter

5. Resolution of Appropriation for $55,000

9. HEARINGS

10. REPORTS - INFORMATION

11. WRITTEN COMMUNICATIONS

12. ORAL COMMUNICATIONS
Discussion is Limited to Items NOT a Part of this Agenda. Each Speaker is Allowed 5 minutes.

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
a.

Discussion of Request by Councilmember Asatryan to Agendize a Report and Discussion of Family Leave for City Employees Including Adoption, Fostering, Bonding Leave, Lactation Accommodations and Similar Categories Identified by the Human Resources Department, With a Discussion of Fiscal Impacts

1. Motion to Agendize the Item
b.

Discussion of Request by Councilmember Asatryan to Agendize a Report and Discussion of a Menstrual Leave Policy for Employees, to Include a Discussion of Fiscal Impacts, Different Models to Address Leave Days, Hybrid Leave Days/Remote Work, and Remote Work Only Alternatives, Phasing Alternatives, Wellness Programs and Analyses of Programs Offered by Other Employers

1. Motion to Agendize the Item

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14. ADJOURNMENT

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7 of 180

1 Asatryan, Devine, Kassakhian, Najarian, Brotman
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None
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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
APRIL 11, 2023
ROLL CALL- Kassakhian absent

1.CLOSED SESSION – 3:02 PM
a.Conference with Labor Negotiators. The City-designated negotiators attending the closed session are: Roubik Golanian, John Takhtalian, Gillian van Muyden, Jason Bradford, Paula Adams, Aymee Martin, Mark Young and Peter Brown.

The name of the employee organization is I.B.E.W., Local 18, Unit 40 Chief Asst. City Attorney Gillian van Muyden indicated that action is not anticipated.

Council recessed to Closed Session at 3:30 p.m.

2.REGULAR BUSINESS AGENDA – 6:01 PM
Roll Call- All Present
a.Flag Salute: Boy Scout Troop 390
b.Invocation: Suzie Abajian, City Clerk
c.Report of City Clerk, re: Posting of Agenda. The Agenda for the April 11, 2023 Regular Meeting of the Glendale City Council was Posted on Thursday, April 6, 2023 on the Bulletin Board Outside City Hall.

3.PRESENTATIONS AND APPOINTMENTS
a.Agenda Preview for the Meetings of Tuesday, April 18, 2023 Assistant City Manager John Takhtalian provided the preview. b.Proclamation Designating April 10, 2023 to April 16, 2023 as Food Waste Prevention Week
Etiene Ozorak, Integrated Waste Superintendent
Public Comment:

Joe Rasmussen
c.Appointment of Edwin Belen to the Audit Committee (Najarian, 04/04/2023) d.Appointment of Zareh Amirian to the Transportation and Parking Commission (Najarian, 04/04/2023)
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2 Asatryan, Devine, Kassakhian, Najarian, Brotman
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Asatryan, Devine, Kassakhian, Najarian, Brotman
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Asatryan, Devine, Kassakhian, Najarian, Brotman
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Asatryan, Devine, Kassakhian, Najarian, Brotman
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Asatryan, Devine, Kassakhian, Najarian, Brotman
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Absent:

Abstain:
e.Reappointment of Zaven Hanessian to the Building and Fire Board of Appeals Commission (Najarian, 04/04/2023)
f.Reappointment of Ronnie Gharibian to the Community Development Block Grant Commission (Najarian, 04/04/2023)

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, Housing Authority and Joint City Council and Housing Authority meetings of April 4, 2023 Moved: Najarian Seconded: Devine
b.Public Works, re: Professional Services Agreement for Parking Citation Processing, Delinquent Collections, and Parking Permit Services

1. Motion authorizing the City Manager or a designee to enter into and execute a Professional Services Agreement for a duration of five years with an option to extend the contract for one two-year term with Professional Account Management, LLC to provide parking citation processing, delinquent collections, and parking permit services in the amount of $1,400,000 Moved: Najarian Seconded: Devine
c.Public Works, re: Roofing Replacements and Restoration at Various City Facilities

1. Resolution 23-39 adopting Specification No. 3908 for the Roofing Replacement and Restoration at Various City Facilities and directing the City Clerk to advertise for bids
Moved: Najarian Seconded: Devine
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3 Asatryan, Devine, Kassakhian, Najarian, Brotman
None
None
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Asatryan, Devine, Kassakhian, Najarian, Brotman
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Asatryan, Devine, Kassakhian, Najarian, Brotman
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Asatryan, Devine, Kassakhian, Najarian, Brotman
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2. Resolution 23-40 of Appropriation transferring $65,000 from Building Maintenance Fund Net Position account to the Fire Station 28 Roof Renovation project account to provide adequate funding for this project
Moved: Najarian Seconded: Devine
d.Public Works, re: Flooring Installation at Various City Facilities

1. Resolution 23-41 adopting Specification No. 3943 for flooring installation at various City facilities and directing the City Clerk to advertise for bids Moved: Najarian Seconded: Devine
e.Public Works, re: Professional Services Agreement for engineering services for South Verdugo Road Pavement Rehabilitation Project

1. Motion authorizing the City Manager or a designee to enter into and execute a Professional Services Agreement with Infrastructure Engineers to provide Professional Engineering Services for the South Verdugo Road Pavement Rehabilitation Project in the amount of $408,344, plus a 10 percent contingency of $40,800
Moved: Najarian Seconded: Devine
f.Public Works, re: Professional Services Agreement for engineering services for Fiscal Year 2022-2023 Pavement Management Program Implementation Project

1. Motion authorizing the City Manager or a designee to enter into and execute a Professional Services Agreement with NV5, Inc. to provide Professional Engineering Services for the Fiscal Year 2022-2023 Pavement Management Program Implementation Project in the amount of $368,500, plus a 10 percent contingency of $36,850
Moved: Najarian Seconded: Devine
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4 Asatryan, Devine, Kassakhian, Najarian, Brotman
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Absent:

Abstain:
g.Public Works, re: Professional Services Agreement for Professional Engineering Services for Fiscal Year 2023-2024 Pavement Management Program Implementation Project

1. Motion authorizing the City Manager or a designee to enter into and execute a Professional Services Agreement with Onward Engineering to provide Professional Engineering Services for the Fiscal Year 2023-2024 Pavement Management Program Implementation Project in the amount of $587,075, plus a 10 percent contingency of $58,700
Moved: Najarian Seconded: Devine

5.CITY COUNCIL/STAFF COMMENTS
Councilmember Najarian acknowledged Malcolm Johnson, a private citizen who attends city council meetings as being a former Eagle Scout.

Councilmember Asatryan brought up the issue of the high prices that the Easter Bunny booth charges at the Americana and how it is inaccessible to many families. Since the city has an annual Easter extravaganza, she asked staff to recreate something similar to the Easter Bunny photography booth so residents can have a similar experience and create memories with their children at a lower cost.

Councilmember Kassakhian stated he read an article in the LA Times by Sammy Roth dated April 6th regarding California’s race against time to build powerlines. The article was about the sustainability vision and goals of the State that are outpacing the realities on the ground and how so much work needs to be done by the leadership up in Sacramento and other agencies to build the powerlines necessary to bring in green energy capacity that the state hopes to have by the set deadlines.

City Clerk Abajian visited the Tongva Conservancy along with other elected officials from LA County and learned about the history of the tribe and their displacement from their indigenous lands. She received a policy brief from the Tongva Conservancy and will be giving a more detailed presentation during the next Council meeting staff comments section.

The policy brief includes actions that cities can take to support the Tongva Conservancy and build a relationship with the Gabrielino Tongva Tribe. Mayor Brotman stated that Clerk Abajian should hold off on this presentation for the next Council meeting and bring it up at a later date.

Mayor Brotman reported that a speeding car hit and killed a pedestrian crossing at the intersection of Glendale Avenue and Broadway. He provided his comments and stated that this is a reminder that the City need to act on bike and pedestrian safety.

6.COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes)
Damian Sullivan
Mike Mohill
Ramella Eraghi
Michael Ayrapetyan
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5 Asatryan, Kassakhian, Najarian, Devine (pro tem)
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Brotman (recused)
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Abstain:

7.ADOPTION OF ORDINANCES

8.ACTION ITEMS

9.HEARINGS
a.Community Development, re: Public Hearing Regarding Request for Approval of a Density Bonus and Inclusionary Housing Plan, Inclusive of Discretionary Density Bonus, pursuant to State and City Density Bonus Law, to construct a new 43-unit residential housing development project, providing a total of eight affordable units reserved for Very Low-Income Households (Density Bonus Housing Plan Case No. PDBP2212648) on property addresses 424, 430, and 434 West Milford Street
Hearing opened at 10:13 p.m. and closed at 10:55 p.m.

Brotman recused himself due to a possible conflict of interest and passed the gavel to Mayor Pro Tem Devine.

Staff Comments:

Roubik Golanian, City Manager
Bradley Calvert, Director of Community Development
Presenting:

Milca Toledo, Senior Planner
Yvette Nuekian, Principal Assistant City Attorney
Public Comments:

Alen Malekian, Architect
Virgina Lee
Mike Borisov
Paul Rumohr
Grant Michals
Catherine Jurca

1. Motion to approve Density Bonus and Inclusionary Housing Plan, inclusive of discretionary density bonus
Moved: Asatryan Seconded: Najarian

2. Motion to deny Density Bonus and Inclusionary Housing Plan, inclusive of discretionary density bonus
b.Community Development, re: Public Hearing on Appeal of Historic Preservation Commission’s denial of Design Review Case No. PDR-000838- 2023 located at 1642 South Central Avenue and 1608 Gardena Avenue Hearing opened at 6:54 p.m. and closed at 9:27 p.m.
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6 Asatryan, Devine, Kassakhian, Najarian
Brotman
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Asatryan, Kassakhian, Najarian
Devine, Brotman
None
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Presenting:

Dennis Joe, Senior Planner
Staff Comments:

Bradley Calvert, Director of Community Development
Jay Platt, Principal Planner
Gillian Van Muyden, Chief Asst. City Attorney
Eric Krause, Deputy Director of Community Development
Public Comments:

Rodney Khan, Developer
Pam O’Connor
Peter Chesney, Ph.D
Aram Alajajian, Appellant
J. T. Stephens
John Sims
Mike Borisov
Nick Doom
Michael Morgan
Alex Khatchaturian
Emil Babadjians
Catherine Jurca
Ramella Eraghi
Vic Touzjian
Juan Luna
Elen Khachaturian
Franchesca Smith
Don Lambrish

1. Resolution 23-42 certifying the Final Environmental Impact Report (FEIR) for the proposed Project, adopting a Statement of Overriding Considerations (SOC) due to significant and unavoidable project impacts from (i) the demolition of the existing historic house at 1642 S. Central Avenue, and (ii) construction generated noise and vibration impacts and making findings in support thereof; and adopting a Mitigation Monitoring and Reporting Program (MMRP)
Moved: Devine Seconded: Asatryan

2. Motion approving the Project Design Review Application (DR Case No.

PDR2017612) as proposed
Moved: Najarian Seconded: Asatryan
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7 3. Motion approving the Project Design Review Application (DR Case No.

PDR2017612) with conditions

4. Motion to sustain the Historic Preservation Commission’s decision to not certify the FEIR and deny the Project Design Review Application

10.REPORTS - INFORMATION

11.WRITTEN COMMUNICATIONS

12.ORAL COMMUNICATIONS
Discussion is Limited to Items NOT a Part of this Agenda. Each Speaker is Allowed 5 minutes. 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.

Guillermo Prieto
Karen Kwak
Allen Dish
Eric Yesayan

13.NEW BUSINESS

14.ADJOURNMENT – 11:22 p.m.

Moved: Najarian Seconded: Kassakhian
Mayor of the City of Glendale
City Clerk of the City of Glendale
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1 M I N U T E S
SPECIAL MEETING: GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
APRIL 18, 2023
The Special Public Meeting of the Glendale City Council convened in the City Hall Council Chambers, in said City, at 3:41 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:

April 13, 2023
Date
A SPECIAL PUBLIC MEETING of the City Council is hereby called to meet at 3:00 PM on Tuesday, April 18, 2023, in the Council Chamber, 613 E. Broadway, 2nd Floor, Glendale, CA 91206 to consider the following item(s) of business, to wit;

1.Police Department, re: Acceptance of grant funding from the United States Department of Homeland Security 2022 Urban Area Security Initiatives (UASI) Grant Program
a.Resolution to accept grant funds in the amount of $1,246,990 and authorize the City Manager, or a designee, to execute an agreement with the City of Los Angeles for the award of funds under the FY22 UASI grant program b.Resolution to dispense with competitive bidding and authorizing the City Manager or a designee to execute an agreement with Flock Safety for the procurement of Automatic License Plate Reader Equipment in an amount not to exceed $157,000 c.Resolution to dispense with competitive bidding and authorizing the City Manager or a designee to execute necessary software agreements with Grayshift LLC to provide software licenses and upgrades for the life of the software, subject to Police Department budget availability
d.Resolution to appropriate $1,246,990 from the Urban Area Security Initiatives (UASI) Grant Program grant revenue

2.Management Services, re: Sustainability Commission 2023 Work Plan a.Motion for the City Council to approve the 2023 Sustainability Commission Work Plan

3.Fire Department, re: Fire Department Uniform Purchasing – Galls Uniforms a.Resolution to dispense with competitive bidding and authorize the Deputy Director of Finance – Purchasing to issue purchase order agreements with Galls Uniforms in the amount of $500,000 over 5 years
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 Elen Asatryan at 5:00 p.m. April 13, 2023 Glendale, CA Upon Paula Devine at 5:00 p.m. April 13, 2023 Glendale, CA Upon Ardy Kassakhian at 5:00 p.m. April 13, 2023 Glendale, CA Upon Ara Najarian at 5:00 p.m. April 13, 2023 Glendale, CA Upon Dan Brotman at 5:00 p.m. April 13, 2023 Glendale, CA 15 of 180

2 Asatryan, Devine, Kassakhian, Brotman
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Najarian
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Asatryan, Devine, Kassakhian, Brotman
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Najarian
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Asatryan, Devine, Kassakhian, Brotman
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Najarian
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Mayor Brotman called the meeting to order at 3:41 p.m.

ROLL CALL
- Absent: Najarian
- Report of the City Clerk of the City Council, re: Posting of Agenda. The Agenda for the Tuesday, April 18, 2023 Special Public Meeting of the City Council was posted on Thursday, April 13, 2023 on the Bulletin Board Outside City Hall.

1. Police Department, re: Acceptance of grant funding from the United States Department of Homeland Security 2022 Urban Area Security Initiatives (UASI) Grant Program
Staff Comment:

Roubik Golanian, City Manager
Presenting:

Alex Krikorian, Police Lieutenant
a. Resolution 23-43 to accept grant funds in the amount of $1,246,990 and authorize the City Manager, or a designee, to execute an agreement with the City of Los Angeles for the award of funds under the FY22 UASI grant program Moved: Devine Seconded: Asatryan
b.Resolution 23-44 to dispense with competitive bidding and authorizing the City Manager or a designee to execute an agreement with Flock Safety for the procurement of Automatic License Plate Reader Equipment in an amount not to exceed $157,000
Moved: Devine Seconded: Asatryan
c.Resolution 23-45 to dispense with competitive bidding and authorizing the City Manager or a designee to execute necessary software agreements with Grayshift LLC to provide software licenses and upgrades for the life of the software, subject to Police Department budget availability
Moved: Devine Seconded: Asatryan
16 of 180

3 Asatryan, Devine, Kassakhian, Brotman
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Najarian
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Absent:

Abstain:

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

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:
d.Resolution 23-46 to appropriate $1,246,990 from the Urban Area Security Initiatives (UASI) Grant Program grant revenue
Moved: Devine Seconded: Asatryan

2. Management Services, re: Sustainability Commission 2023 Work Plan Staff Comment:

Roubik Golanian, City Manager
Presenting:

David Jones, Sustainability Officer, Management Services a. Motion for the City Council to approve the 2023 Sustainability Commission Work Plan Moved: Asatryan Seconded: Devine

3. Fire Department, re: Fire Department Uniform Purchasing – Galls Uniforms Staff Comment:

Roubik Golanian, City Manager
Presenting:

Timothy Ernst, Fire Chief
a. Resolution 23-47 to dispense with competitive bidding and authorize the Deputy Director of Finance – Purchasing to issue purchase order agreements with Galls Uniforms in the amount of $500,000 over 5 years
Moved: Asatryan Seconded: Devine
ADJOURNMENT- 4:18 p.m.

Moved: Devine Seconded: Kassakhian
Mayor of the City of Glendale
City Clerk of the City of Glendale
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M I N U T E S
JOINT MEETING: GLENDALE CITY COUNCIL AND GLENDALE HOUSING

AUTHORITY COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
APRIL 18, 2023
The Joint Meeting of the Glendale City Council and Glendale Housing Authority convened in the City Hal Council Chambers, in said City, at 3:27 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:

April 13, 2023
Date
A JOINT PUBLIC MEETING of the City Council and Housing Authority is hereby called to meet at 3:00 PM on Tuesday, April 18, 2023, 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: Authorization of California Housing Finance Agency Form Standstill Agreements Containing Rental Restriction Float-Up Provisions for 515 Pioneer Drive
a.City Council Motion Authorizing the Approval of a California Housing Finance Agency Form Standstill Agreement (City Density Bonus Agreement) with Rental Restriction Float- Up Provisions for 515 Pioneer Drive; b.Housing Authority Motion Authorizing the Approval of a California Housing Finance Agency Form Standstill Agreement (HOME Agreement) with Rental Restriction Float-Up Provisions for 515 Pioneer Drive; and c.Housing Authority Motion Authorizing the Approval of a California Housing Finance Agency Form Standstill Agreement (Agreement Containing Covenants) with Rental Restriction Float-Up Provisions for 515 Pioneer Drive
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. April 13, 2023 Glendale, CA Upon Elen Asatryan at 5:00 p.m. April 13, 2023 Glendale, CA Upon Paula Devine at 5:00 p.m. April 13, 2023 Glendale, CA Upon Ardy Kassakhian at 5:00 p.m. April 13, 2023 Glendale, CA Upon Ara Najarian at 5:00 p.m. April 13, 2023 Glendale, CA Upon Laura Parazian at 5:00 p.m. April 13, 2023 Glendale, CA Upon Dan Brotman at 5:00 p.m. April 13, 2023 Glendale, CA Mayor Brotman called the meeting to order at 3:27 p.m.
18 of 180

2 ROLL CALL
- Absent: Najarian, Parazian
- Report of the City Clerk of the City Council and Housing Authority, re: Posting of Agenda. The Agenda for the Tuesday, April 18, 2023 joint public meeting of the City Council and Housing Authority was posted on Thursday, April 13, 2023 on the Bulletin Board outside City Hall.

1. Community Development, re: Authorization of California Housing Finance Agency Form Standstill Agreements Containing Rental Restriction Float- Up Provisions for 515 Pioneer Drive
Staff Comments:

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

Mike Fortney, Principal Housing Project Manager
a. City Council Motion Authorizing the Approval of a California Housing Finance Agency Form Standstill Agreement (City Density Bonus Agreement) with Rental Restriction Float- Up Provisions for 515 Pioneer Drive; Moved: Asatryan Seconded: Kassakhian
Vote as Follows
b.
b. Housing Authority Motion Authorizing the Approval of a California Housing Finance Agency Form Standstill Agreement (HOME Agreement) with Rental Restriction Float-Up Provisions for 515 Pioneer Drive; and Moved: Devine Seconded: Kassakhian
Vote as Follows
c.
c. Housing Authority Motion Authorizing the Approval of a California Housing Finance Agency Form Standstill Agreement (Agreement Containing Covenants) with Rental Restriction Float-Up Provisions for 515 Pioneer Drive
Moved: Devine Seconded: Kassakhian
Vote as Follows
Ayes:

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:

Adjinian, Asatryan, Devine, Kassakhian, Brotman
None
Najarian, Parazian
None
Ayes:

Noes:

Absent:

Abstain:

Adjinian, Asatryan, Devine, Kassakhian, Brotman
None
Najarian, Parazian
None
19 of 180

3 ADJOURNMENT – 3:40 p.m.
- City Council
Moved: Devine Seconded: Kassakhian
- Housing Authority
Moved: Kassakhian Seconded: Adjinian
Mayor of the City of Glendale
Chair of the Glendale Housing Authority
Clerk of the Glendale Housing Authority
City Clerk of the City of Glendale
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4A

A G E N D A

GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor Glendale, CA 91206
APRIL 18, 2023

ROLL CALL

1. CLOSED SESSION – 1:00 PM (To Commence at 3:00 PM)
a. Conference with Legal Counsel – Anticipated Litigation: Significant exposure litigation pursuant to paragraph subdivisions (d)(2) and (e)(2) of Section 54956.9: One (1) potential case
b. 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
c. Conference with Legal Counsel - Pending Litigation: California Rifle & Pistol Association, Incorporated, et al., v. City of Glendale, et al., USDC Case No. 2:22- cv- 07346-SB-JC
d. Conference with Legal Counsel - Anticipated Litigation: Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Government Code Section 54956.9: One (1) potential case
e. Public Employee Performance Evaluation: City Manager and City Attorney

2. REGULAR BUSINESS AGENDA – 6:00 PM
Roll Call – Absent: Najarian
a. Flag Salute: Mayor Brotman
b. Invocation: Father Movses Shannakian with St. Mary’s Armenian Apostolic Church c. Report of City Clerk, re: Posting of Agenda. The Agenda for the April 18, 2023 Regular Meeting of the Glendale City Council was Posted on Thursday, April 13, 2023 on the Bulletin Board Outside City Hall.

3. PRESENTATIONS AND APPOINTMENTS
a. Agenda Preview for the Meetings of Tuesday, April 25, 2023 A Special Meeting regarding the first budget study session will be held on April 25. The regular business meetings are cancelled and will resume on May 2, 2023. b. Proclamation designating April 2023 as Sexual Assault Awareness Month and April 26, 2023 as Denim Day
City Clerk Suzie Abajian.
c. Proclamation designating April 16th - 24th National Library Week Jane Viar and members of the Library, Arts, and Culture Trust d. Proclamation for National Volunteer Week
Police Chief Cid and Police Department volunteers
21 of 180

2 Asatryan, Brotman, Devine, Kassakhian
None
Najarian
None
Ayes:

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:

Items 3e and 3f read together.
e. Proclamation Designating April 16, 2023 to April 25, 2023 as Week of Remembrance
f. Proclamation Designating the Month of April as Genocide Awareness Month Sevana Zadorian, Arts and Culture Commission
Krikor Moloyan, Armenian Council of America
Hasmik Burushyan, ANCA Glendale
Anahid Oshagan, ANCA Western Region

4. CONSENT ITEMS
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.

Item 4b pulled for separate consideration.
a. Libraries, Arts, and Culture, re: Support for the Urban Libraries Council’s Declaration of Democracy

1. Motion to direct Library, Arts & Culture staff to sign on to the Urban Libraries Council (ULC) Declaration of Democracy
Moved: Asatryan Seconded: Devine
b. Libraries, Arts, and Culture, re: Acceptance of Targeted State Grant funds for Central Library Improvements
Public Comment:

Allen Dish

1. Motion accepting $6,095,000 in funding for Glendale Central Library Capital Outlay and Maintenance from the California State Library Targeted Grant; and authorizing the City Manager or a designee to execute all agreements, amendments, certifications, and documents necessary to accept and implement the funding Moved: Devine Seconded: Asatryan

2. Resolution 23-48 appropriating $6,095,000 in funding for Glendale Central Library Capital Outlay and Maintenance from the California State Library Targeted Grant
Moved: Devine Seconded: Asatryan
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3 5. CITY COUNCIL/STAFF COMMENTS
Councilmembers sent their condolences on the passing of Councilmember Najarian’s father, Vartkes Najarian, M.D. and the meeting was adjourned in his memory.

Councilmember Kassakhian attended several events this weekend with his colleagues. He had the honor of attending and speaking at the Sustainable Gardens Tour that happened across LA County. One of the facilities featured at the tour was Benjamin Franklin Elementary School in Glendale which is planted with native flowers and plants and has become a local attraction. He stated that this is something that we should replicate in other parts of the city and other school campuses in Glendale. Kassakhian discussed last week’s item, which was the demolition of an older home in South Glendale. He indicated that older homes that could possibly be historic in the southern part of Glendale are in greater threat of neglect and dilapidation compared to other parts of the city which will ultimately result in them becoming unsalvageable and demolished. Kassakhian stated that when the timing is right, he will ask council to have a discussion on how to set aside funds and incentivize owners to maintain older historic homes. Kassakhian also noticed that some newer mixed-use buildings in South Glendale have been vacant for several years. He spoke about providing incentives to artists and leasing out these spaces to display art. Asatryan stated her support of Kassakhian’s proposal in wanting to find ways to use the unused spaces in South Glendale and for the city to set aside funds to make this happen.

Councilmember Asatryan attended the 100th Year Anniversary of the Armenian Cinema and acknowledged Glendale staff, Glendale Arts, the Armenian Film Society, and Vigen Chaldranyan for putting up a wonderful event. In light of Sexual Awareness Month, Asatryan announced that if anyone needs from domestic violence, to call the YWCA at 888.999.7511 or 818.242.4155.

Mayor Brotman established some guidelines regarding Oral Communication. For action items, he will allow one person to cede their time to a speaker. Brotman will not allow speakers to cede their time for the three-minute or five-minute portion of the Oral Communications. Mayor Brotman attended a Cal-Cities Conference in Sacramento last week. He spoke about a presentation made by the Beverly Hills Mayor and Fire Chief on Mobile Integrated Health (MIH) Program which is a mobile urgent care program. The MIH Program can reduce the cost of EMS responses by creating small and mobile nurse-supported units that can treat non-life- threatening cases in the field. The Beverly Hills Fire Department is organizing an MIH Program Summit and inviting cities’ fire departments staff to attend. Brotman wondered if the City can replicate the MIH Program Summit. He also discussed “Project Roomkey,” which is a program funded by the state. Project Roomkey is a coordinated effort to secure old hotel and motel rooms in LA County as temporary shelters for people experiencing homelessness. He stated that Glendale staff are putting in an application to acquire funds from the state and getting assistance from other agencies on how to fill out the application. Brotman attended the Adelante Latinos Award Ceremony in conjunction with Glendale Unified School District, which recognizes and honors high achieving 8th-12th grade students. Lastly, he attended the Armenian History Month Celebration at the Glendale Central Library and acknowledged staff for a well-attended event.

6. COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes)
Karen Kwak
Cathy Jurca

7. ADOPTION OF ORDINANCES
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4 Asatryan, Brotman, Devine, Kassakhian
None
Najarian
None
Ayes:

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:

8. ACTION ITEMS
a. Libraries, Arts, and Culture, re: Purchase of Library Materials and Electronic Resources
Staff Comment:

Roubik Golanian, City Manager

1. Resolution 23-49 to dispense with competitive bidding and authorize the Deputy Director of Finance/Purchasing to execute a purchase order with Califa Group for the purchase of library materials and electronic resources for a period of five years and an amount not to exceed $1,250,000
Moved: Devine Seconded: Asatryan
b. Community Development, re: Professional Services Agreements for Building & Safety Contract Plan Check and Inspection Services
Staff Comments:

Roubik Golanian, City Manager
Bradley Calvert, Director of Community Development

1. Motion authorizing the City Manager to execute a five-year Professional Services Agreement with JAS Pacific for a not-to-exceed amount of $400,000 Moved: Devine Seconded: Asatryan

2. Motion authorizing the City Manager to execute a five-year Professional Services Agreement with VCA Code for a not-to-exceed amount of $400,000 Moved: Devine Seconded: Asatryan

3. Motion authorizing the City Manager to execute a five-year Professional Services Agreement with True North Compliance Services for a not-to-exceed amount of $400,000
Moved: Devine Seconded: Asatryan
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5 Asatryan, Brotman, Devine, Kassakhian
None
Najarian
None
Ayes:

Noes:

Absent:

Abstain:

Item 8c moved to the May 2 Meeting.
c. Community Development, re: Consideration of refinement of updating sign regulation pertaining to animated (digital) signs and non-accessory signage

1. Motion to provide direction regarding code amendments to Chapter 30.33 of the Glendale Municipal Code to allow animated signs with specific criteria in limited area;

2. Motion initiating code amendments to Chapter 30.33 of the Glendale Municipal Code to allow non-accessory signs with specific criteria in limited areas d. Management Services, re: Designation of a Voting Delegate and alternate for the Southern California Association of Governments Regional Conference and General Assembly
Staff Comments:

Roubik Golanian, City Manager
John Takhtalian, Asst. City Manager

1. Motion to Designate Council Member Asatryan as the Voting Delegate and Council Member Kassakhian as the voting alternate for the Southern California Association of Governments Regional Conference and General Assembly to be held May 4-5, 2023
Moved: Kassakhian Seconded: Devine
Item 8e moved to the May 2 Meeting.
e. City Attorney, re: Discussion of Council Districts and Directly Elected Mayor; Discussion of Potential Amendments to City Charter

6 Asatryan, Brotman, Kassakhian
Devine
Najarian
None
Ayes:

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:

Devine, Kassakhian, Brotman
Asatryan
Najarian
None
Ayes:

Noes:

Absent:

Abstain:
to Council for Decision

4. Motion Directing Staff Regarding Other Proposed Amendments to the City Charter

5. Resolution of Appropriation for $55,000
f. City Attorney, re: Revision to Council Policy Related to Councilmember Requests to Place Matters on Future Agendas

1. Intro. of Ordinance Amending Section 2.04.080 of the Glendale Municipal Code Pertaining to the Order of Business for Council Meetings Introduced by: Kassakhian
Mayor Brotman passed the gavel to Mayor Pro Tem Asatryan.

2. Resolution 23-50 Adopting a Revised Policy Regarding Councilmember Requests to Place Matters on Future Agendas
Moved: Kassakhian Seconded: Brotman

9. HEARINGS

10. REPORTS - INFORMATION

11. WRITTEN COMMUNICATIONS

12. ORAL COMMUNICATIONS
Discussion is Limited to Items NOT a Part of this Agenda. Each Speaker is Allowed 5 minutes. 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
a. Consideration of Motion to Rescind Motion Authorizing the Initiation of Litigation, Approved under New Business on April 4, 2023 Moved: Kassakhian Seconded: Devine
Consideration of Motion to Re- Adopt Motion Authorizing Initiation of Litigation Approved under New Business on April 4, 2023
Moved: Kassakhian Seconded: Devine
Staff Comment:

Mike Garcia, City Attorney
26 of 180

7 14. ADJOURNMENT – 7:44 p.m., in memory of Vartkes Najarian, M.D.

Moved: Devine Seconded: Asatryan
Mayor of the City of Glendale
Mayor of the City of Glendale
City Clerk of the City of Glendale
Mayor of the City of Glendale
City Clerk of the City of Glendale
27 of 180

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

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor Glendale, CA 91206
APRIL 25, 2023
The Special Meeting of the Glendale City Council convened in the Council Chambers, in said City, at 9:11 a.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:

April 20, 2023
Date
A SPECIAL PUBLIC MEETING of the City Council is hereby called to meet at 9:00 AM on Tuesday, April 25, 2023, in the Council Chamber, 613 E. Broadway, 2nd Floor, Glendale, CA 91206 to consider the following item(s) of business, to wit;

1. FY 2022-23 Budget Study Session 1 – Third Quarter Update and Proposed FY 2022-23 General Fund Budget
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:

Mayor Brotman called the meeting to order at 9:11 a.m.

ROLL CALL
-All Present
-Report of the City Clerk of the City Council, re: Posting of Agenda. The Agenda for the Tuesday, April 26, 2023 Special Public Meeting of the City Council was posted on April 20, 2023 on the Bulletin Board Outside City Hall.

1. Finance, re: Study Session #1: FY 2022-23 Workplan Update, FY 2022-23 General Fund Projection, FY 2023-24 General Fund Proposed Budget and General Fund Five Year Forecast
Staff Comments:

Roubik Golanian, City Manager
Presenting:

Adrine Isayan, Deputy Director of Finance
Jason Bradford, Director of Finance/Information Technology Public Comment:

Herbert Molano
Upon Elen Asatryan at 5:00 p.m. April 20, 2023 Glendale, CA Upon Paula Devine at 5:00 p.m. April 20, 2023 Glendale, CA Upon Ardy Kassakhian at 5:00 p.m. April 20, 2023 Glendale, CA Upon Ara Najarian at 5:00 p.m. April 20, 2023 Glendale, CA Upon Dan Brotman at 5:00 p.m. April 20, 2023 Glendale, CA 28 of 180

2 ADJOURNMENT – 10:39 a.m.

Moved: Kassakhian Seconded: Asatryan
Mayor of the City of Glendale
City Clerk of the City of Glendale
29 of 180

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Verdugo Workforce Development Board’s Local Workforce Development Plan 2021-2024 Modification and its submission to the California Workforce Development Board and the State of California Employment Development Department

1. Motion to:
a) Approve the Verdugo Workforce Development Board’s Local Workforce Development Plan 2021-2024 Modification; its submission to the California Workforce Development Board and the State of California Employment Development Department; and
b) Authorize the Mayor and City Manager or a designee to execute all relevant documents with the State of California, and the United States Department of Labor for the plan’s approval, implementation, and use.

COUNCIL ACTION
Item Type: Consent Calendar
Approved for May 2, 2023 calendar

EXECUTIVE SUMMARY
The Verdugo Workforce Development Board (VWDB) has modified its Local Workforce Development Plan 2021-2024 to address the updates and modifications of the State Workforce Plan. The plan establishes the types of workforce development activities that will be offered in the Verdugo Workforce Development Area (VWDA), including programs for unemployed job seekers and youth. The Plan also includes programs to assist local businesses to ensure they have the qualified workforce to meet their organizational needs. The VWDA consists of the cities of Burbank, Glendale and La Cañada Flintridge which is governed by a Joint Powers Agreement that creates the Verdugo Consortium.

COUNCIL PRIORITIES
NA
30 of 180

24b
4 1
4 4

RECOMMENDATION
(1) Approve the Verdugo Workforce Development Board’s Local Workforce Development Plan 2021-2024 Modification; its submission to the California Workforce Development Board and the State of California Employment Development Department; and
(2) Authorize the Mayor and City Manager to execute all relevant documents with the State of California, and the United States Department of Labor for the plan’s approval, implementation, and use.

BACKGROUND
The Verdugo Consortium is a Joint Powers Agreement (JPA) comprised of the Cities of Glendale, Burbank, and La Cañada Flintridge. The Verdugo Workforce Development Board (VWDB) is the planning and policy body for the Consortium. Its purpose is to provide employment and training programs within the three cities and to allocate and award all Workforce Innovation and Opportunity Act (WIOA) funds toward its goals.

Through the JPA, the City of Glendale (City) is given responsibility for the administration of all Consortium activities, including acting as the recipient of all WIOA funds. As the administrative entity for the Verdugo Consortium, the City and the Glendale City Council must approve any federal requirement such as local plans.

The WIOA requires that local plans be developed for the implementation of workforce development systems in alignment with state plans [(WIOA Public Law 113-128, §106 and 107; Title 20 Code of Federal Regulations (CFR) §679.200 through 679.580]. Local Workforce Boards are required under WIOA to develop their Local Workforce Development Plans (Local Plan). The current Local Workforce Development Plan completed by the Verdugo Workforce Development Board (VWDB) is for the period of 2021-2024. WIOA Regulations require that local plans be reviewed and modified every two years to ensure it is kept updated. The regulations (WIOA §108 and WSD 22-05) also require that the Local Plan and its modifications be approved by the Chief Elected Official (CEO) of the Workforce Development Area prior to submission to the Governor of California. In accordance with the JPA, the CEO is comprised of the three cities with the City of Glendale Mayor having the signature authority on behalf of the CEO.

ANALYSIS
The Local Plan provides an overview of the current economic landscape and the impact of the pandemic on Verdugo’s tri-city community. Specifically, the Plan delineates the services designed for vulnerable populations focusing on four segments required by the State: CalFRESH recipients, people with intellectual disabilities and developmental disabilities, non-custodial parents, and English Language Learners. The Plan also 31 of 180

34b
4 1
4 4
presents the innovative career pathways that have been developed, integrating English as a Second Language, basic education, technical skills, paid work experience and job placement to prepare the target populations and transition them to employment that offer competitive employments.

On February 15, 2023, the VWDB approved the Local Plan Modification following a 30- day public comment period. No comments were received, and the final version of the Local Plan Modification was signed by the VWDB Chair. On March 29, 2023, the VWDB approved submission of the Local Plan Modification for presentation, approval, and signature by the CEO.

STAKEHOLDERS/OUTREACH
The VWDB assists the most vulnerable populations. The VWDB and its partners promote WIOA services to the Verdugo region. With established partnerships with organizations in the region, the VWDB will work collaboratively to promote WIOA services to those with limited access to services and with multiple barriers, so they are connected to WIOA programs offered

FISCAL IMPACT
There is no fiscal impact associated with this report. Approval of the plan enables the VWDB and the City to continue to receive WIOA funds and continue providing the needed services to residents.

ENVIRONMENTAL REVIEW (CEQA/NEPA)
Because no possibility exists that the activity in question (approval, signing, and submission of the of the VWDB 2021-2024 Local Plan Modification) may have a significant effect on the environment, the activity is not subject to CEQA review under the commonsense exemption set forth in 14 Cal. Code Regs. § 15061(b)(3).

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: Approve the Verdugo Workforce Development Board’s Local Workforce Development Plan 2021-2024 Modification; its submission to the California Workforce Development Board and the State of California Employment Development Department; and authorize the Mayor and the City Manager to execute all relevant documents with the State of California, and the United States Department of Labor for the plan’s approval, implementation, and use.

Alternative 2: The City Council may consider any other alternative not proposed by staff. 32 of 180

44b
4 1
4 4

ADMINISTRATIVE ACTION
Prepared by:

Judith Velasco, Workforce Development Administrator
Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1: Minutes of the meeting of Verdugo Workforce Development Board Executive Committee, March 29, 2023.

Exhibit 2: Verdugo Workforce Development Board-Local Plan Modification 33 of 180

M O T I O N
Moved by Council Member , seconded by Council Member_________________ , that the Council of the City of Glendale approves the Verdugo Workforce Development Board’s Local Workforce Development Plan 2021- 2024 Modification; its submission to the California Workforce Development Board and the State of California Employment Development Department; and authorizes the Mayor and City Manager or a designee to execute all relevant documents with the State of California, and the United States Department of Labor for the plan’s approval, implementation, and use.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
34 of 180

VERDUGO WORKFORCE DEVELOPMENT BOARD

EXECUTIVE COMMITTEE MEETING MINUTES
3/29/2023
8:30 a.m. to 9:00 a.m.

VWDB Executive Committee Minutes 3/29/2023 Page 1 of 2

MEMBERS PRESENT: Ara Aslanian, Alexis Carter, Marisol Espinoza, Nick Hacopian, Teresa Sanchez
MEMBERS ABSENT: None
STAFF PRESENT: Diana Montecino, MaryAnn Pranke, Judith Velasco, Melissa Younesian
CALL TO ORDER: 8:34 am by Vice Chair Marisol Espinoza via WebEx

I. Introductions
A. Vice Chair Marisol Espinoza welcomed the Executive Committee.

II. Minutes of February 15, 2023 and March 08, 2023
A. Quorum confirmed.

B. Minutes presented and reviewed. MOTION: Nick Hacopian 2nd: Alexis Carter ACTION: APPROVED

III. Director’s Report
A. Executive Director Judith Velasco shared that the board is monitoring lay offs in the Verdugo Region. Data is being gathered from the media because several businesses have not submitted WARN notices.

1. Disney is expected to lay off 7,000 positions globally through three phases. This measure will save the company $5.5 billion.

2. Service Titan began to lay off the week of February 13.

3. Age of Learning, another large employer in Glendale, is laying off over 200 people. They began their layoffs in February and have been in communication with the Verdugo Jobs Center (VJC) prior to the layoffs. A total of 18 employees in the Verdugo Region have been identified, but the company will not provide their contact information, so VJC has provided the information resources for the company to share with the affected workers.

B. Ms. Velasco thanked the Executive Committee for attending the special meeting to approve the VJC lease. The lease is currently in the signature process.

C. Three business board members are needed to meet WIOA compliance. Business board members need to be from the Verdugo Region and be in a position of hiring authority. Board members are welcome to direct referrals to Ms. Velasco.

IV. Action Items

A. Approval to submit the Verdugo Workforce Development Board’s final Local Workforce Development Plan 2021-2024 Modification to Verdugo Consortium’s Chief Elected Official and Approval of the Los Angeles Basin Regional Planning Unit Regional Plan Modification for Board Chair signature

B. Approval of contract amendment to add funding of $133,341 to the LIFERAP agreement with Glendale Youth Alliance for a total contract amount not to exceed $408,393 and extend the contract period from June 30, 2023 to June 30, 2024

C. Approval of contract amendment to the FY 22-23 Workforce Innovation and Opportunity Act (WIOA) Out-of- School (OSY) Program with Glendale Youth Alliance (GYA) to extend the contract end date from June 30, 2023 to December 31, 2023

35 of 180

VERDUGO WORKFORCE DEVELOPMENT BOARD

EXECUTIVE COMMITTEE MEETING MINUTES
3/29/2023
8:30 a.m. to 9:00 a.m.

VWDB Executive Committee Minutes 3/29/2023 Page 2 of 2

D. Approval to accept $387,805 of State of California funds administered and awarded by the California Workforce Development Board, to implement the Regional Equity and Recovery Partnership initiative to assist underserved populations in entering or reentering the workforce and to enter into contract for stipend and work experience services as required by the grant

E. Approval to accept funding from Glendale Community College in the amount of $500,000 to implement the California Adult Education Program and enter into contract with Glendale Youth

V. Other Businesses and Announcements:

A. The next Executive Committee meeting is scheduled for Wednesday, April 26, 2023.

VI. Public Comments: None

VII. Adjournment: 8:54 am
MOTION FOR CONSENT ITEM A - E: Motion: Marisol Espinoza 2nd: Nick Hacopian

APPROVED
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Verdugo Workforce Development
Local Plan 2021 - 2024 Modification

CONTACT
Judith Velasco
Executive Director
Verdugo Workforce Development Board
Email: [email protected]
Phone: (818) 937-8031
Verdugo Workforce Development Board
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TABLE OF CONTENTS CONTENTSTABLE OF CONTENTS

I. ACRONYMS .................................................................................................................. 3 II. ALIGNMENT TO REGIONAL PLAN ................................................................................... 6 A. Local & Regional Plan Alignment ..................................................................... 6 III. WIOA CORE AND REQUIRED PARTNER COORDINATION .................................................. 7 B. Coordination with WIOA Core and Mandated Partners .................................... 7 C. Coordination of Services and Resources Identified in MOU ............................. 9 D. Co-Enrollment and Common Case Management ........................................... 10 E. Facilitate Access to Services through Technological Means .......................... 14 F. Coordination of Workforce & Education Activities with Supportive Services .. 15 G. Compliance with WIOA Section 188 and Americans with Disabilities Act ...... 15 IV. STATE STRATEGIC PARTNER COORDINATION ............................................................... 16 A. Coordination with County Health, Human Services Agencies & CalFresh ..... 16 B. Coordination with Local Child Support Agencies and Others for Non-Custodial Parents ........................................................................................................... 18 C. Coordination with Local Partnership Agreement Partners for Competitive Integrated Employment .................................................................................. 18 D. Coordination with Partners to Serve English Language Learners .................. 20 V. WIOA TITLE I COORDINATION ..................................................................................... 21 A. Professional Development in Digital Fluency ................................................. 21 B. Professional Development in Cultural Competencies ..................................... 22 C. Coordinate Workforce Activities with Rapid Response Activities .................... 23 D. Adult and Dislocated Worker Activities and Targeted Populations ................. 24 E. Youth Workforce Investment Activities ........................................................... 34 F. Entity Responsible for the Disbursal of Funds ................................................ 37 G. Selection of AJCC One-Stop Operator and Career Services Provider ........... 37 VI. STAKEHOLDER AND COMMUNITY ENGAGEMENT ........................................................... 39 A. Public Meetings and Comments ..................................................................... 39 APPENDIX 1: STAKEHOLDER AND COMMUNITY ENGAGEMENT SUMMARY ............................ 42 APPENDIX 2: PUBLIC COMMENTS .................................................................................... 44 APPENDIX 3: SIGNATURE PAGE ......................................... ERROR! BOOKMARK NOT DEFINED.

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I. ACRONYMS

ABE Adult Basic Education
AD Adults
ADA Americans with Disability Act
AJCC America's Job Center of California
AMA American Medical Assistant
ARS Armenian Relief Society
ASD Autism Spectrum Disorder
ASE Adult Secondary Education
BioTC Biocom Technician Certification
BLS Bureau of Labor Statistics
BST Business Services Team
BUSD Burbank Unified School District
CA California
CAEP California Adult Education Program
CalWORKS California Work Opportunity and Responsibility to Kids CBO Community Based Organization
CCD Customer-Centered Design
CDC Center for Disease Control
CEO Chief Elected Official/Officer
CERAP California Emergency Relief Program
CFR Code of Federal Regulations
CIE Competitive Integrated Employment
CLEO Chief Local Elected Official
CNC Computer Numerical Control
CoC Continuum of Care
CQIA Certified Quality Inspector Associate
CTE Continuing Technical Education
CWA California Workforce Association
DAS Division of Apprenticeship Standards
DEI Diversity Equity and Inclusion
DCSS Department of Child Support Services
DOL Department of Labor
DOR Department of Rehabilitation
DPSS Department of Public Social Services
DSPS Disabled Students Program and Services
E&T Employment and Training
ECE Early Childhood Education
Ed Education
EDD State of California Employment Development Department EIP Employment Incentive Program
ELL English Language Learners
EO Equal Opportunity
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ESL English as a Second Language
GCC Glendale Community College
GR General Relief
GREAT Glendale’s Resource for Employment and Training
GRIT Glendale Relationship Initiation Team
GUSD Glendale Unified School District
GYA Glendale Youth Alliance
GYEP Glendale Youth Employment Partnership
HHAP Homeless Housing Assistance Program
HR Human Resources
HUD Housing and Urban Development
ID/DD Intellectual Disabilities and Developmental Disabilities IEP Individual Employment Plan
IRC International Rescue Committee
ISD Integrated Service Delivery
ISS Individual Service Strategy
IT Information Technology
IWD Individuals with Disabilities
JPA Joint Powers Agreement
JJCP Juvenile Justice Crime Prevention
JVS Jewish Vocational Services
LA Los Angeles
LABRPU Los Angeles Basin Regional Planning Unit
LACOE Los Angeles County Office of Education
LAMC Los Angeles Mission College
LATTC Los Angeles Trade Technical College
LAVC Los Angeles Valley College
Library City of Glendale Library Arts & Culture
LIFERAP Low Income Employment and Rental Assistance Program LPA Local Partnership Agreement
MOU Memorandum of Understanding
OFE Opportunity for Excellence
OJT On-the-Job Training
OSO One-Stop Operator
OMB Office of Management and Budget
OUY Other Underserved Youth
PTSD Post-Traumatic Stress Disorder
RCA Cal-Fresh Assistance Refugee Cash Assistance
REAS Refugee Employment and Acculturation Services
RFP Request for Proposal
RIISE Regional Immediate Intervention Services for Employment SELPA Special Education Local Planning Area
SIY System Involved Youth
STEP Summer Training and Employment Program
SSA Social Security Administration
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SWP Strong Workforce Program
TANF Temporary Assistance to Needy Families
TEAM Training and Employment Program
UI Unemployment Insurance
VESL Vocational English as a Second Language
VIVID Verdugo Innovation and Vision Implementation Design Team VJC Verdugo Jobs Center
VMA Verdugo CNC Machinist Academy
VSTCC Verdugo School to Career Coalition
VWDA Verdugo Workforce Development Area
VWDB Verdugo Workforce Development Board
WARN Worker Adjustment & Retraining Notification
WDB Workforce Development Board
WSD Workforce Services Directive
WEX Work Experience
WIOA Workforce Innovation & Opportunity Act

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II. ALIGNMENT TO REGIONAL PLAN

A. Local & Regional Plan Alignment

Several virtual public meetings using webinar platforms were held for local planning throughout the Los Angeles Basin Regional Planning Unit ( LABRPU). Local workforce boards held multiple meetings in their own communities and partner locations, including several held in the Verdugo Workforce Development Area (VWDA), and hosted by the Verdugo Workforce Development Board (VWDB) and the Verdugo Jobs Center (VJC) , the local America’s Jobs Center of California (AJCC) . The VWDB sent electronic invitations for local meetings to all partners and stakeholders and encouraged their participation to provide input on issues that impact the Verdugo region as well as the Los Angeles Basin . P articipants in the VWDB meetings included our VJC partners representing education; community based organizations (CBO); Workforce Innovation and Opportunity Act (WIOA) Title II, III, and IV representatives; and business customers including those representing our target industries.

The participants explored key workforce development issues including: industry -valued credentials, career pathways, and pathways to middle-class. This allowed participants to assess workforce activities as well as Verdugo’s workforce development system overall.

Key to these discussions was the identification of challenges that job seekers and trainees faced as a result of the pandemic , including the need for supportive services to assist participants in completin g their training. Supportive services needs include housing assistance and technology such as Chromebooks, laptops and hotspots for internet connectivity. Technology allows participants to access services virtually and participate in distance learning opportunities and bridge the digital divide . This input is used to redesign services to meet the needs of participants.

Business customers provided direct input to their expectations and requirements, noting where workforce could develop services to meet their needs. Key learnings from the sessions will be used to develop new programs and serve as a guide for carrying out core programs including industry sector strategies, career pathways, youth services, earn & learn, and services to special populations. At the local level, business input is gathered through multiple means and through meetings that already exist as opposed to creating additional meetings for gathering input. The VWDB accessed information through its board meetings and industry sector strategy meetings. Worker shortages as well as the rising cost of doing business were discussed as key business concerns. Businesses were expecting to rehire all the workers they laid off when they closed for the pandemic; however, few have returned and those that returned were drawn by significant salary increases and the option to continue working from home . Other employers such as our BioScience companies continue to express concern with meeting their human capital needs. While COVID cases have significantly reduced, the demand continues for vaccines and therapeutics to continue to keep communities safe . Input gath ered at the local level was submitted for use in preparation of the LABRPU Regional Plan to ensure alignment.

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To further align VWDB local strategies to those in the Regional Plan, as well as to support regional career pathways, the VWDB is the project lead to coordinate the Communication Strategy on behalf of the LABRPU. Responsibilities include, but not limited to, identifying the appropriate marketing tools to ensure the region’s promotion of regional workforce development activities to all stakeholders. Currently the VWDB is managing the regional website: https://www.labwn.com which serves as the communication means for AJCC staff to access information on current career pathways and continue co -enrollment to maximize opportunities for their participants.

III. WIOA CORE AND REQUIRED PARTNER COORDINATION

B. Coordination with WIOA Core and Mandated Partners

The VWDB and VJC are proud of the partnerships they have developed over many years with their Core and Mandated Partners (Figure 1). Partnerships are solidified in the VJC Memorandum of Understanding (MOU). The MOU documents the services provided by each partner, including a matrix for “at -a-glance” reference by partners. In addition, a contact list is used for each partner so that staff can connect with the specific staff they can coordinate with for co-enrollment of participants as well as co-case management.

Prior to the pandemic, several partners were co -located at the VJC, including State of California Department of Rehabilitation (DOR), Glendale Community College (GCC), and State of California Employment Development Department (EDD). Due to the Shelter in Place, partners were also required to shutdown and work remotely. EDD and WIOA Title I (WIOA I) staff remained on a reduced basis. Most employees worked remotely and only skeletal staff remained to answer phones. By January 2022, WIOA I staff began returning to the VJC on a rotational basis and by June, a hybrid work policy was implemented by the City of Glendale, the VWDB’s administrative entity. This hybrid policy allows VJC WIOA I employees to work a minimum of three days in the office and maximum two days at home to ensure office coverage , as well as maximize productivity achieved by employees working from home. As needed, employees will come to the office even on days they are scheduled to work from home to see participants or assist with covering reception and the welcome desk. EDD is the only partner that has returned with full-time staff and continues operations.

Within a week of the nationwide shutdown, the VJC converted to remote services immediately revising its policies and procedures for virtual services. Even during the shutdown, participants were seen by appointment as needed in order to accommodate special needs including disabilities. EDD also maintained skeletal staff to assist with phones and inquiries. Other than special appointments, the VJC was closed to the public until it was safe to reopen based on the City of Glendale and Los Angeles County Health Officer determination . The VJC has been redesigned to ensure health and safety standards issued by the Center for Disease Control (CDC) are met.

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The VJC fully reopened on November 1, 2021 ; however, continues to encourage appointments to individuals calli ng for services and for current participants. A hybrid model continues for customer service which allows all customers to choose virtual or in - person services. While mask mandates are no longer in place in the Los Angeles Basin, most individuals continue to social distance and prefer virtual services due to continued concerns regarding COVID infection.

Although EDD is the only partner to return to onsite services, the VJC continues its partnership with its AJCC MOU partners (Figure 1) and its business partners.

Figure 1: Core and Mandated Partners
Mandatory Program Partner (s)
Adults (WIOA I) Verdugo Jobs Center/City of Glendale (one-stop/AJCC operator); Job Connect/City of Burbank
Dislocated Workers (WIOA I) Verdugo Jobs Center/City of Glendale (one-stop/AJCC operator): Job Connect/City of Burbank
Youth (WIOA I) Verdugo Jobs Center; Glendale Youth Alliance; Glendale Unified School District; Burbank Unified School District
Job Corps Los Angeles Job Corps Center
Native American Programs United American Indian Involvement, Inc.

Veterans State of California Employment Development Department Wagner-Peyser State of California Employment Development Department Adult Education & Literacy Glendale Community College
Rehabilitation Act State of California Department of Rehabilitation Senior/Older Americans Act Los Angeles County Aging & Disabilities Department Postsecondary Vocational Ed./Perkins Voc. Glendale Community College; GlendaleLEARNS/California Adult Education Program
Trade Adjustment Assistance/NAFTA/NTAAA State of California Employment Development Department Veterans/disabled veterans State of California Employment Development Department Housing and Urban Development (HUD)
Programs
City of Glendale
Unemployment Compensation State of California Employment Development Department Temporary Assistance for Needy Families Los Angeles County Department of Public Social Services Reentry, Justice Involved Friends Outside in Los Angeles County

Partnerships with GCC, EDD, DOR, GlendaleLEARNS which is the California Adult Education Program (CAEP), school districts, labor, as well as all other core partners, are all essential to customer service. Our partnership with GCC is a role model that has been featured in multiple conferences, in both the workforce and education systems. With many local workforce boards having difficulty partnering with their local community colleges, VWDB’s integrated partnership with GCC is showcased as a best practice for others to emulate.

The integration of workforce and education is demonstrated through the co-enrollment of students in VJC programs with adult education programs and/or Career Technical Education (CTE) through Strong Workforce Program (SWP) and CAEP through GlendaleLEARNS. Further, a VWDB staff member serves as the GlendaleLEARNS Coordinator for CAEP and supports the CAEP Director in this capacity. In add ition, the 44 of 180

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VWDB Executive Director serves as a member of the CAEP Consortium Board of Directors, further enhancing the integration of the two systems. Students who are English language learners (ELL) are strategically co-enrolled in ESL, CTE for technical training, CAEP for work readiness, and WIOA I for work-based learning and case management.

Strategic co-enrollment was implemented in 2015 to facilitate the intake and eligibility process for individuals with disabilities, in particul ar, individuals with Autism Spectrum Disorders (ASD). The partners developed a streamlined process with a common intake application that an individual completes and allows for co -enrollment with multiple partners. A primary case manager is assigned for a s ingle point of contact for the participant; however, the co-case management, coordination and communication occurs with partners, invisible to the participant. Continuous assessment occurs and any need that is identified, is brought to the partner team to determine which agency can provide and fund the service. The primary case manager follow s through to ensure the needed service is provided to the participant. This strategic co-enrollment ensures that the partners deliver services as a unified system, strategically assessing needs and aligning them with service strategies to meet the necessities of participants and employers that rely on the trained and prepared workforce from which to hire.

C. Coordination of Services and Resources Identified in MOU

All partner services are included in the MOU with a matrix that staff can use to easily identify services their participants need and the partner that provides them. The partner leaders meet on a monthly basis to coordinate services, establish or refine processes , and ensure that services are provided in an integrated manner. Partner staff that provide services to participants also meet monthly at a minimum with co -case managing staff meeting weekly or as needed. Partners also meet on a quarterly basis to ensure processes are implemented, updates on services are provided, and changing participant needs are identified and addressed through the workforce system.

The partners work together to address issues that may arise as they case manage participants. For example, the partners worked together on branding and developing a coordinated communication strategy to introduce potential participants and business customers to VJC services. They also developed a business survey to determine customer needs. The survey has been disseminated to business es and results will be aggregated and analyzed by the end of December 2022. Brochures and other instruments are being developed to outreach participants with systematic introduction to all services, regardless of the partner that provides the service. Another example is the partner team that was selected to train and use Customer -Centered Desi gn (CCD) to identify improvements and use the tools to develop innovative solutions. The Verdugo Innovation and Vision Implementation Design (VIVID) Team, redesigned the entire welcoming process and Universal Access services to better meet the needs of cus tomers who visit the center. CCD tools were also used to develop the VJC Strategic Co -Enrollment System.

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D. Co-Enrollment and Common Case Management

The Verdugo Strategic Co-Enrollment System and Common Case Management is based on the successful system designed and used in the Verdugo Computer Numerical Control (CNC) Machinist Academy at GCC (VMA). The VMA was founded at GCC in 2015, in partnership with the VWDB, the VJC, DOR, Lanterman Regional Center, GlendaleLEARNS and other workforce and community organizations , as well as manufacturing businesses . The VMA was designed with the assistance of local manufacturing employers to train adults with intellectual and development disabilities, targeting individuals with ASD, a s CNC Machinists. The partners developed a strategic co-enrollment system to ensure participants receive all the services they need to successfully complete the career pathway program and attain full -time permanent employment with livable wages. After four cohorts trained through the VMA, the partnership achieved an 88% entered employment rate for this underserved population.

Led by the VWDB, the partners participated in training and implementation of a CCD project which included an ethnographic study of customer segments receiving services.

Individuals with Disabilities (IWD) was a priority customer segment that was studied while they completed the application forms and the overall intake, eligibility, enrollment and assessment process. The partners also participated in the process to learn firsthand, the customer experience in the intake and enrollment process. Results of the research were used to simplify the intake process for the VMA and design a universal system that all partners can use to co-enroll participants. A common intake application packet was developed so that participants only needed to complete one set of forms, yet, could be enrolled with multiple partners including GCC’s Disabled Students Programs and Services (DSPS) to ensure t hey accessed all the services they needed. Using the strategic co -enrollment system, participants are co -enrolled with the following funding sources: WIOA Title I, WIOA Title IV, Lanterman Act, CTE, SWP, CAEP, and DSPS. Each partner provides a specific ser vice using respective funds without duplicating any services. A Student Success Team was formed to facilitate Common Case Management.

The Team met weekly at a minimum and include d all partners and instructors. Progress for each student was discussed and any identified barriers were addressed by the partner that provides and funds the service. The DSPS Career Counselor attended the VMA daily to monitor student progress in the classroom and communicate d with the instructor to identify any issues or emerging barriers. DSPS completed weekly reports and submitted them to all partners to assist with co-case management. Any issues identified, DSPS called or texted the primary Case Manager to advise of the issue for immediate resolution.

The Strategic Co -Enrollment System has been used and improved with other career pathway programs designed for target populations including the Medical Assistant Career Pathway for participants who are English Language Learners. Key features of the integrated co-enrollment system include:

1) All partners were involved in the CCD research and design of the universal integrated co-enrollment system, facilitating buy-in from all partners. 46 of 180

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2) The Student Success Team was established to meet weekly , or as needed, and monitor student progress, identify emerging barriers and identify resources to address those barriers.

3) The CAEP Coordinator, which is also a VWDB staff member, is used to facilitate partner meetings and is the central point for coordinating all partner enrollments and service provision including DSPS services, class schedules, and non -credit courses and labs. The CAEP Coordinator works directly with the GCC Division Chair and faculty to coordinate co-enrollment of career pathway students.

4) A common intake packet is used that includes streamlined application forms, release of information waiver forms, work experience payroll forms, and grievance forms. Partners use the same packet to co -enroll a participant into each of their programs.

5) The completed pack et is shared with all co -enrolling partners, including back up documentation needed by the partners to determine eligibility for their respective programs. Back up documentation may include copies of: government issued identification card and Social Securi ty card. Results of any assessments completed by any of the partners is also shared as well as completed service plans such as Individual Employment Plans (IEP).

6) A single point of contact for each participant that conducts intake, enrollment, and assessment is also the primary case manager for the participant throughout the enrollment process. Typically, this service is provided by the VJC staff person funded by WIOA Title I, for the co-enrolled students/participants.

7) For the VMA and students with disabil ities, the i n-class case management was conducted to monitor student progress daily and identify services needed, including tutors, individual aides, notetakers, and other supports. In -class Case Manager also communicate d with instructors to identify academic issues and progress.

8) A designated Job Developer that is the single point of contact for the employers is also assigned. For the VMA, this was provided by DOR in partnership with the VJC. For other career pathways suc h as the Medical Assistant program, it is provided by the VJC and works closely with the GCC Career Counselor. The Job Developer coordinates work -based learning opportunities including work experience and/or On-the-Job (OJT) that may be funded by either Title I, or CAEP.

The Job Developer also works with employers to coordinate on -site job coaching and mentoring.

9) Business engagement occurred in the VMA with a designated afternoon each week where employers host ed student site visits to their manufacturing companies. These site visits introduce d students to manufacturing environments and observed employees at work in similar jobs. This also allow ed employers to 47 of 180

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interact with the students that they w ould be hiring upon graduation. Business representatives also visited the classroom and spoke to the students to answer questions about their companies, the jobs available, and conduct interviews to fill current job openings. For other career pathways, businesses met with the VJC Job Developer, the instructors and the GCC Career Counselor to learn about the VJC and establish a referral process for interviewing students.

This innovative Verdugo Strategic Co-enrollment System (Figure 2) is recognized as a best practice that was used as a model for the Policy Guidance for Co-enrollment that led to the development of Workforce Services Directive ( WSD) 19-09. VWDB staff participated in the statewide committee to develop the WSD and led the Technical Assistance Workgroup to develop tools to assist local workforce boards in implementing strategic co-enrollment in alignment with WSD 19-09.

Since the pandemic, co-enrollment has been modified to adjust for virtual services. The pre-application policy was implemented to provide immediate and emergency services to participants. The electronic applications from the CalJOBS system as well as the electronic upload of backup documents, facilitated services; however, to maintain confidentiality, these e-documents are sometimes shared with partners in hard copy and hand delivered if secure e -systems are not available. The greatest impact to co - enrollment was the closure of partner organizations during the pandemic shutdown and the slow reopening of their services. To date, all partners have experienced high turnover and are unable to fill those positions, making it challenging to continue high levels of services with the remaining few staff members. Co-enrollment continues with CAEP and VJC; however, few occur with other partners for now.

Based on the feedback from partners and stakeholders who participated in the community forums and meetings for the Local Plan Modification in 2019 , the same strategic co - enrollment system was adopted to serve other special populations and assist in ensuring access to all services needed as well as program retention. A version of this system was adopted for ELL customers and for individuals who are homeless. Comprehensive career pathways are used in Verdugo to develop technical skills; address education gaps by integrating ESL, Adult Basic Education (ABE) and/or Adult Secondary Education (ASE); integrate work-based learning such as work experience (WEX) or OJT; and connect to employers. They are designed to serve underserved populations including low income, low levels of education, veterans, homeless, ELL, non-custodial parents, justice involved, and individuals with disabilities (Figure 3).

The Verdugo Comprehensive Career Pathways Model (Figure 3) shows how adult education including ASE, ABE and English as a Second Language (ESL) are integrated into Pathways either as a bridge program to prepare trainees prior to entering technical training and/or integrated into the technical training curriculum. An industry -valued credential is earned upon completion and as a prerequisite to beginning paid work-based learning. Work-based learning as a paid internship or externship is offered to support trainees while they complete their education and training and transition into the work environment. Whether the final goal is higher education or permanent full -time 48 of 180

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employment, Comprehensive Career Pathways prepares and supports both career directions, including continuing employment while completing higher education.

Figure 2:

Verdugo Strategic Co-Enrollment System: Verdugo CNC Machinist Academy

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Figure 3: Verdugo Comprehensive Career Pathways Model

E. Facilitate Access to Services through Technological Means

The VWDB and VJC continuously seek to identify Opportunities for Excellence (OFE) and develop innovative programs and services to meet the needs of participants and business customers. VWDB and VJC staff have never been more challenged than the most recent emergency event as a result of the COVID-19 pandemic. The VJC converted all services to a virtual platform in a week to continue providing services during California (CA) Governor Newsom’s Shelter in Place Executive Order. Not only did the VJC staff convert services and required forms to a virtual format, but also became digital literacy instructors to their participants to walk them through accessing services from their technology devices. Providing technology support became a daily task for staff as they assisted participants in troubleshooting any problems they were experiencing with their devices.

The VJC staff not only rose to the challenge but without hesitation, provided immediate intervention and developed innovative approaches to providing services under the most difficult times.

Innovative approaches developed by VJC staff inc lude the complete reimagining of the intake process to expedite the determination of eligibility, enrollment into career services, and issuance of supportive services. VJC immediately converted to an online application process, adopting a pre -application strategy to expedite eligibility determination, implementing Adobe-Sign for electronic signatures, and adopting the system capability for participants to upload identification and other backup documentation in a secure manner to process enrollments. In addition, VJC expanded its Continuity Policy, approved by the VWDB, to include reimbursements for living expenses during emergency events, as allowed under WIOA, including: rent or mortgage, utilities, car payments, medical expenses, and the purchase of technology and hotspots to access workforce and education services. Supportive services have been a welcome relief for workers affected 50 of 180

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by the pandemic, in particular, those who experienced extensive delays in the issuance of unemployment insurance benefits.

To increase the access to virtual services, the CAEP Coordinator, which is a VWDB staff member, negotiated with the City of Glendale Library Arts & Culture (Library) to purchase Chromebooks, laptops and hotspots using CAEP fun ds, and have them available for students and participants to check out and access services including distance learning.

While VJC can provide for technology using supportive services, the technology can be immediately available for use should funds not be available for supportive services. These VJC innovations are driven by customer -focused staff anticipating the needs of participants and implementing immediate changes to processes, policies, and procedures to address those needs.

F. Coordination of Workforce & Education Activities with Supportive Services

The workforce and education system are integrated in Glendale and is recognized as role model in both, the workforce and education systems. The GlendaleLEARNS Coordinator, funded by CAEP, is a VWDB staff member who reports to the GlendaleLEARNS Director who is also the Dean of Community and Continuing Education for GCC . The GlendaleLEARNS Coordinator also reports to the VWDB Executive Director. The GlendaleLEARNS Coordinator works to coordinate adult education partners, coordinates and facilitates monthly CAEP Consortium meetings, coordinates CAEP career pathways, ensures co-enrollment of students with WIOA I and WIOA participants with education.

The VJC and GCC partner to provide participants with education and skills training while VJC focuses on work-based learning, job placement assistance, and supportive services.

Supportive services have never been more important for students, as a result of the COVID-19 pandemic and most recently, the uncertain economy with rising inflation. The VJC targeted ESL classes to visit on the virtual platform and reach out to students for assistance. Students were co -enrolled in WIOA I for career services, training services , and supportive services. Receiving supportive services made it possible for participants to continue their skills and/or educational courses, including ESL, which will provide greater opportunities for employment once the State reopens its businesses.

G. Compliance with WIOA Section 188 and Americans with Disabilities Act

The VWDB and VJC ensure compliance with WIOA Section 188 and Americans with Disabilities Act (ADA), including WSD 17-01. Requirements are included in MOU, on all published materials, and all contracts executed on behalf of the VWDB. The One -Stop Operator (OSO) ensures that all partners are kept updated on Equal Opportunity (EO) Issues and ADA. Annual trainings are held that focus on Diversity, Equity and Inclusion which includes EO and ADA provided by the City of Glendal e, through the LABRPU professional development funds, and for special projects.

To ensure that VWDB and VJC are fully in compliance, internal monitoring is conducted on an annual basis by administrative staff and externally by EDD . The last external 51 of 180

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monitoring was conducted in 202 1 and, according to the monitoring report received in February 2022, EDD found that the VJC and its affiliate site, Burbank Job Connect, were fully in compliance. In addition, all partners and staff were l ast trained on June 2, 2021.

Compliance is also reviewed every three years through AJCC Baseline Certification.

More importantly than compliance, is implementing strategies including the Verdugo Comprehensive Career Pathways Model (Figure 3) which addresses the multiple barriers that underserved populations, including adults with disabilities, face in seeking career and employment opportunities. Derived from the VMA, t he Model was designed to address the diverse Verdugo community and build equity through education and employment that drive career ladders towards competitive wages.

IV. STATE STRATEGIC PARTNER COORDINATION

A. Coordination with County Health, Human Services Agencies & CalFresh

The VWDB has historically focused on providing services to low -income participants including those receiving public assistance such as California Work Opportunity and Responsibility to Kids (CalWORKs) and CalFresh, along with its partners and programs available at the VJC. The Los Angeles Cou nty Department of Public Social Services (DPSS) representative for CalFresh and Temporary Assistance for Needy Families (TANF) attends all partner and leadership meetings to ensure services are coordinated with all VJC partners. DPSS has conducted training for all partners and services on its programs and eligibility requirements for its programs to increase access to participants that may be potentially eligible for these services.

The VWDB and the VJC rely on the co-enrollment process and the MOUs to jointly serve participants in a seamless and integrated manner and share information across partners.

Challenges remain in access to information systems for real -time information to better serve participants. Further, the VJC Common Intake Application includes information gathered to determine eligibility for CalFresh. While DPSS has not adopted the Common Intake Application, the information allows partners to identify applicants who may be eligible and should be referred to CalFresh. The partners continue to share hard copies or electronic encrypted transfer of information including the completed intake packets and back up documentation to facilitate co -enrollments. All release authorizations and confidentiality agreements are on file for participants and pa rtners before information is shared. The impact of the pandemic has slowed co-enrollments from occurring; however, the infrastructure is in place to fully resume as needed to provide full wrap -around services to participants.

To further demonstrate the partnership for providing services to CalWORKS, the VJC is under contract with Los Angeles County Office of Education (LACOE) to provide assessments to CalWORKS recipients, most of which are also receiving CalFRESH.

Information on VJC services are introduced for interested individuals and referred to VJC staff for enrollment into WIOA services.
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All career services and career pathway programs are customized or designed to address the barriers of CalFresh recipients. Currently, CalFresh Employment & Training (E&T) services are only available through DPSS and not service providers. Recipients volunteer for E&T, unless they receive General Relief because these recipients are required to participate in E&T. DPSS expects to procure this service in the futu re so that other organizations throughout the region will be able to provide E&T and receive the 50% reimbursement for costs incurred. Working with partners and WDBs across the region, VWDB expects an expansion on career pathways linked to employment designed to meet the needs of this target population. VWDB will integrate needed services within the pathways including ESL, ABE and ASE, work readiness and retention, and earn and learn opportunities (i.e. WEX, OJT).

Adult education partner, GCC, is recognized as serving the highest number of CalWORKs participants in CA, providing ABE/ASE as well as parent education; ESL; and non-credit career courses such as Account Clerk, Microsoft Office, Medical Front Office or Dental Front Office. Most of these students are also receiving CalFresh services. Dedicated GCC career counselors provide support services to the CalWORKs participants and assist them in enrolling in non-credit courses and transitioning them to higher education at the credit courses available at th e GCC Verdugo Campus. Participants are also referred to VJC case managers who are co -located at the Garfield Campus for co -enrollment into Title I, IV and CAEP for earn and learn work-based learning opportunities such as WEX and OJT. VJC Case Managers also provide job placement and retention services. GCC career counselors set appointments for participants to meet with VJC case managers on campus or virtually to facilitate co-enrollments.

In addition to the CalWORKS students, the VJC also works with the G CC Fresh Start program which provides career technical education to CalFresh recipients referred by DPSS. The VJC co-enrolls these participants and provides supportive services, paid WEX to practice their new skills and connect them to employers, as well a s job placement assistance for those not immediately hired upon completion of WEX.

The VWDB partners with Los Angeles County Department of Economic Opportunit y to serve participants that are homeless through the VJC’s Regional Immediate Intervention Services for Employment (RIISE) and often, these participants are also recipients of CalFresh. Using County Measure H funds, the VJC provides work readiness and WEX to individuals who are homeless. As one of three Continuum of Care (CoC) Cities in LA County, Glendale provides comprehensive housing and support services to individuals and families who are homeless. The CoC and CBOs, such as Asencia, provide referrals to RIISE to prepare and transition participants to full-time permanent employment earning self-sustaining wages. CoC and CBO referrals ensure that participants are food secure, housing secure, and are ready for employment. Many participants are receiving CalFresh and other public assistance during this transitional period until they attain/r etain employment. In keeping with other successful VWDB programs, a dedicated RIISE Case Manager is assigned as the single point of contact for referring agencies as well as participants.
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B. Coordination with Local Child Support Agencies and Others for Non-Custodial Parents

The VJC partners meet with the Los Angeles County Department of Child Support Services ( DCSS) as often as possible throughout the year. DCSS is invited to all meetings; however, due to limited staffing, they are not always able to particip ate.

However, all partners have been trained by DCSS on their services and tools available to assist non -custodial participants. Participants that are identified as non -custodial, are referred to DCSS if they are not on their caseload already. DCSS provid es updated information and resources as needed by VJC partners.

The VJC primarily relies on its partnership with GCC for outreaching non -custodial parents through its Parent Education classes. Non-custodial parents are often mandated by the court to participate in parent education courses to regain custody of their children.

GCC provides these classes as one of their Student Success Programs on their adult education campus. The VJC conducts orientations at many of the classes available at the Garfield campus and the Parent Education course is one that receives an orientation with almost every new cohort. Interested individuals are identified during the orientation and immediately connected with the Case Manager conducting the orientation for further assessment and enrollment.

Because non-custodial parents often must demonstrate they have employment in order to begin to regain custody of their children, career pathways with integrated work -based learning are a critical service. VJC partners work together t o provide services to priority populations including non-custodial parents. Co-located partners at the VJC include: EDD providing Title III services; DOR; GCC/GlendaleLEARNS providing adult education; and Glendale Youth Alliance (GYA) providing services to youth and young adults, including teen parents. All Basic and Individualized Career Services are provided as well as training, WEX, OJT; job placement; and retention services.

C. Coordination with Local Partnership Agreement Partners for Competitive Integrated Employment

The VWDB has focused on serving individuals with Intellectual Disabilities and Developmental Disabilities ( ID/DD) since 2015 . While the VWDB and the VJC have served people with disabilities for many years, the strategic focus on ID/DD began in 2015 with the examination of the demographic data, the increasing rates of ASD, and the partners’ commitment to develop career pathways for this underserved population. The partners, including VWDB, VJC, GCC and its DSPS Counselors, DOR, Lanterman Regional Center, GlendaleLEARNS and Foothill Special Education Local Planning Area (SELPA), among others, worked together to develop and implement the Verdugo CNC Machinist Academy . Since its inception, the partners launched a Customer -Centered Design project that resulted in the universal strategic co -enrollment system to co -enroll all individuals with disabilities using a single process and common intake application packet. The co -enrollment system is the foundation for the integrated approach to delivering services as a partner team. All VMA students are co -enrolled in multiple 54 of 180

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programs with multiple funding sources to ensure all services and supports are provided as needed, allowing for the braiding of resources while avoiding duplication.

The partnership continues to work together to expand career pathways to individuals with ID/DD and have piloted Information Technology/Cybersecurity. Other career pathways underway include: Certified Quality Inspector Associate (CQIA), Biomanufacturing technician in the food manufacturing sector, and Biotechnology Technician. The VJC and its partners will continue to expand services and ensure student success while creating additional Competitive Integrated Employment ( CIE) opportunities. CIE is not a new concept to the VWDB and its partners. The partners made a conscious and unanimous decision that no participant would ever be placed at subminimum wages. The VJC has never placed any participant, including those with disabilities, in a job earning below the minimum wage at the time of placement. For example, the starting wage for VMA was $16 per hour at implementation of the Academy, and after the first promotion they earn more than $20 per hour and as high as $40 per hour. Coordination for the post-pandemic resumption of the VMA is expected to begin in the Spring 2023.

The VWDB and DOR celebrate a highly integrated and successful partnership as demonstrated through its projects. Prior to the pandemic, DOR was co-located at the VJC allowing daily access to staff for c ommon case management. While the VJC is fully reopened, DOR has not returned as a co-located partner; however, staff continue to work together to serve participants. To further dem onstrate the integrated partnership with DOR, Local Partnership Agreements ( LPA) have been developed with the three school districts within the three cities of the Verdugo Consortium: Burbank, Glendale and La Cañada Flintridge Unified School Districts. The VWDB is included in all three LPAs as a key community partner.

The purpose of the LPAs is to foster preparation for and achievement of CIE for youth and young adults (ages 14 through 22) with disabilities including individuals with ID/DD.

Through person -centered planning and streamlining the provisions of services, the collaboration will increase communication between partners, remove barriers, avoid duplication of services, and increase overall employment outcomes for this population, in alignment with the VWDBs current programs including its strategic co-enrollment system for participants with ID/DD. The LPA’s have been signed by the core partners and delineate the VWDB as a key partner along with VJC as the local AJCC, its youth provider GYA, and its youth task force Verdugo School to Career Coalition (VSTCC).

The VWDB’s commitment to serving individuals with ID/DD is not only based on its Vison, Mission, and Values and dedication to serving individuals with disabilities, but also due to the numb er of ID/DD in Verdugo that need assistance. Based on VJC experience in working with this underserved population, many do not enter the workforce because of the lack of services and opportunities available for this customer segment. Data include unemployment rates that indicate that these individuals are not accessing workforce development services to meet their needs, making them a priority of service for the VWDB.

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People with disabilities, including those with ID/DD, have been the most impacted population from the pandemic shut down. Needed therapies and services were decreased or ceased altogether. Many, due to the ir disabilities, are not candidates for the vaccine and not able to participate in many services. Others recognize their vulnerabilities, regardless of vaccination, and are concerned with COVID infection causing them to participate in virtual services only, limiting thei r training opportunities. Further, this hesitancy also impacts their ability to enter the workforce. As the COVID cases continue to decline, increasing number of people with disabilities are beginning to return to the workforce. As these numbers continue t o increase, the VJC partners will continue to assess and develop career pathways that build upon their talents so they can return to the workforce.

D. Coordination with Partners to Serve English Language Learners

The VWDB and VJC, rely on their partners to outreach, recruit and serve ELL and meet their needs to achieve their career and educational goals. ELL partners include GCC, GlendaleLEARNS, I nternational Rescue committee (IRC) , Armenian Relief Society (ARS), and Jewish Vocational Services (JVS) SoCal. As a member of GlendaleLEARNS, the VWDB coordinates with the IRC office where new immigrants, asylees and refugees are referred upon entry into the country. The goal is to outreach these individuals and connect them with adult education at GCC including ESL. In addition to ESL, they receive citizenship and acculturation workshops as well as counseling, legal, and financial services at IRC. The VWDB enrolls the student into CAEP which funds the ESL classes and works with IRC to co-enroll job seeking students into WIOA I and transitioning them to career pathways and additional courses at GCC. According to IRC, the new immigrants, refugees and asylees require immediate coordinated services to address their unique needs a nd transition to employment for self -sufficiency and overall sustainability.

Immigrants, asylees and refugees are also connected with ARS which also provides basic ESL, citizenship and acculturation courses, job readiness, and assistance with applying for and processing citizenship or permanent residence status. Job readiness and acculturation workshops at ARS are CAEP funded and students are enrolled in GlendaleLEARNS. Workshops are offered in multiple languages and integrate basic ESL to begin the acculturation process. The GlendaleLEARNS Coordinator refers all students that have identified wanting or needing employment to the VJC Case Manager for outreach and co -enrollment. The Coordinator also shares copies of CAEP enrollment forms with the VJC Case Manager to facilitate co -enrollment with WIOA I and provide services to this priority population.

Another GlendaleLEARNS partner is JVS SoCal which is the Refugee Employment and Acculturation Services (REAS) provider in the Los Angeles Basin. The REAS program, is designed to assist refugees to attain self -sufficiency by providing culturally and linguistically sensitive employment and specialized services in an effort to assist them through the initial adjustment period following arrival into the United States. Services under this program are available to refugees who are aided through the CalWORKs, 56 of 180

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Medical Assistance, Cal-Fresh Assistance Refugee Cash Assistance (RCA), or General Relief (GR) programs. Services are also provided to refugees not aided through a public assistance program, as well as non -citizens who are victims of human trafficking, domestic violence, and other serious crimes. Refugees are eligible for REAS services for the first five years after entry into the United States. Refugees are referred to JVS SoCal by DPSS for services and the current influx of refugees and asylees provides a pipeline of ELL that need ESL and workforce services.

To address the multiple barriers that people who are ELL face, the partners have designed customized career pathways to transition these participants to employment that offer competitive wages. The Medical Assistant career pathway was designed as a nine- month program that offers dual credentials for front office and back office medical assistant. The curricula integrates contextual ESL, including medical terminology to fully prepare students for their new occupations. The VJC has added WEX to complete the career pathway and graduates from the program will enter paid WEX as an externship for up to 216 hours. Due to the pandemic, GCC was forced to close its campus; however, within one week, it resumed courses through distance learning. The Medical Assistant program resumed all courses, including ESL on a virtual platform. Co-enrollment into WIOA I also provided students with supportive services that assisted in continuing their training during the most difficult time. The partners will continue to design and implement career pathways that are customized to the needs of ELL participants , in alignment with the ELL Career Pathways model (Figure 3).

V. WIOA TITLE I COORDINATION

A. Professional Development in Digital Fluency

Professional development in digital fluency occurs throughout the year with trainings provided by the City of Glendale and support from the City’s Information Technology (IT) Department. The Help Desk is available during work hours for staff to access individual technical assistance as needed to support digital fluency. Trainings on CalJOBS are offered by EDD throughout the year as well as trainings on Econovue are also offered throughout the year.

The VWDB and VJC staff converted all programs, services, a nd functions to a virtual format in one week as staff were required to Shelter in Place and work remotely from home, in compliance with the Governor’s Executive Order. A skeletal staff remained at VJC to answer calls and provide in-person services for special needs customers such as those with disabilities. This required staff to learn how to use virtual platforms such as Zoom, WebEx, Adobe Connect, and Microsoft Teams. While the City provides training on WebEx and Microsoft Teams, staff used YouTube videos, instructions and videos provided by the platforms to quickly be able to use the technology that partners are using.

All staff received virtual training and instructions on accessing their work desktop remotely as well as “shared files” on the intranet.

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Trainings were also provided for using Docu -Sign and CalJOBS Pre -Application. The VWDB MIS Analyst will often receive training from EDD and in turn, train staff on the use of the software applications and platforms. While training typically occu rred in-person, they are no w provided through virtual platforms. In addition, to being trained, VJC staff also trained participants on using virtual platforms, Docu -Sign, Adobe/pdf files and completing electronic forms. This required extensive staff time to walk individuals through the applications in order to ensure they were able to access services as the training was conducted by phone.

While the VJC is fully operational and all staff have returned to the office, at minimum, three times per week, virtu al services continue. Customers continue to prefer virtual services over in -person. This requires staff to continue to train new participants on the virtual platforms and provide the digital literacy training needed to access services. Staff also continue to provide IT support to troubleshoot any issues that participants face when using the systems to access services.

The VJC partners identify staff trainings on an annual basis and coordinate them throughout the year using funds allocated to the LABRPU for professional development.

Trainings are usually added throughout the year in order to meet identified needs. As new software applications and platforms are introduced to improve virtual services, staff will continue to be trained to address these changes.

B. Professional Development in Cultural Competencies

The VWDB and VJC staff participate in multiple trainings throughout the year to continuously develop cultural competencies. Due to the diversity of its community, as well as its focus on targeting underserved populations, maintaining and refining its cultural competencies is key to providing legendary services to all participants regardless of challenges they may face. This dedication is exemplified with its programs and services designed for participants with ID/DD, being the first local workforce board in California to implement career pathways for these participants and lead to competitive wages that support independence while capitalizing on their talents. The VJC’s expertise in serving ID/DD has been recognized and has provided training and technical assistance to other partners and local workforce boards. Staff continue to participate annually in trainings offered through The Help Group which focuses on serving and educating individuals with ID/DD, in particular those with ASD.

As a community that has a high population of immigrants, asylees and refugees, cultural competence is critical to serving these participants. The VJC hires employees from the community t o ensure they reflect the participants they serve, including bilingual capabilities in languages such as Armenian, Farsi, Russian, Tagalog and Spanish. Staff participate in trainings offered by California Workforce Association (CWA) and EDD on serving ELL, as well as trainings from our partners IRC, that provide annual trainings on serving immigrants, asylees and refugees. With many of the immigrants in the Verdugo community coming from war-torn countries, expertise is needed to serve trauma-exposed populations. Given the diversity of the VJC staff and their cultural backgrounds, many 58 of 180

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have experienced trauma from their birth countries, they are most prepared to provide the support the participants need to assist them in their transition to their new country and enter the work environment. As trainings are implemented for staff to strengthen their skills in serving trauma exposed individuals, leadership honors the staff’s background in this professional development area. Similar to its commitment to serving pe ople with disabilities, VJC partners, including GCC, work together to design career pathways for ELL such as the Medical Assistant Career Pathway which integrates ESL and paid externships to facilitate the transition to permanent full-time employment.

In addition to Verdugo immigrants, c ultural competency to serve trauma exposed individuals is also needed in serving victims of domestic violence; veterans, in particular, women with Post Traumatic Stress Disorders (PTSD); LGBTQ; and even ID/DD who have endured years of bullying and physical and mental abuse. This trauma was discovered in the Emotional Intelligence course offered to participants where our participants with ASD described in detail the horrific bullying and abuse they endured growing up. The competence to provide counseling and support while supporting their recovery and perseverance as survivors , is a skill and talent that is gained through experience and practice in addition to classroom training.

In alignment with cultural competence, staff have participated in trainings to design programs to increase equity across diverse populations including underserved populations and people of color. This allows the VWDB and VJC to capitalize on its expertise of building career pathways for ELL and ID/DD customized to provide the support needed to ensure equity so they can achieve success in a rigorous program and curriculum needed to prepare them to be competitive on the job. Infusing ABE, ASE and Vocational English as a Second Language (VESL) into curricula for career pathways, as well as common case management, support provided in the classroom, and the provision of supportive services, are examples of how gaps are addressed to increase equity. This supports participants to successfully complete their career pathway and attain jobs in the same manner that a student without barriers can achieve the same. Staff have participated in cultural competence and equity-focused workshops, including Diversity, Equity and Inclusion (DEI) provided by CAEP and the California Workforce Association.

Furthermore, the VWDB is currently coordinating continued training in DEI with the other six local workforce boards as goals established for the Slingshot 3.0 grant.

C. Coordinate Workforce Activities with Rapid Response Activities

The VJC offers a comprehensive set of services for businesses. Business services include Rapid Response services for those organizations that are faced with the difficult decision to lay off employees due to downsizing or closures. As members of the VJC Business Services Team ( BST), Rapid Response staff track indicators of potential reductions, at risk business, and notifications submitted to VJC and/or EDD, including those submitted to meet the Worker Retraining and Notification (WARN) Act. Staff also use resources such as Econovue and connections with Economic Development Departments for the Cities of Burbank and Glendale to identify potentially “at risk” 59 of 180

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companies. These at risk companies are then targeted for business outreach that occurs daily, for support and resource referrals.

The goal of Rapid Response services is to outreach business and provide intervention services to avert any potential layoff or closure. The VJC BST partners with the City of Glendale’s Economic Development , Police and Public Works Departments, and a member from the City Council to form the Glendale Relationship Initiation Team (GRIT).

The GRIT visits selected businesses to discuss their needs and identify solutions. The GRIT member that can address the solu tion with the business continues providing the targeted service until the need is met. As members of GRIT, staff have easy access to all support services available to assist business turnarounds. For those organizations that must proceed with layoff, a ful l array of services are available including orientations to affected workers, counseling and guidance to affected workers and management, and transition services to VJC services or alternative employment. The shutdown as a result of the pandemic devastated many organizations, in particular, small businesses that were forced to shut down or significantly reduce personnel. Rapid Response services were converted to a virtual platform and staff proactively outreach ed to business and their affected wo rkers. During the pandemic, staff outreached 186 businesses and 6, 612 affected workers.

The decline in COVID cases led to the reopening and resumption of businesses and many returned to work; however, many workers did not return due to concerns over COVI D infection as well as the benefits they received staying at home. Many businesses closed permanently due to the duration of the shutdown and others were not able to rehire enough workers to reopen or reopen fully. As a result, Rapid Response services continued to be provided even when businesses were beginning to reopen. Layoffs have significantly declined since the reopening of businesses; however, the VWDB continues to monitor the labor market very closely. The uncertain economy and rising cost of doing business is leading to hiring freezes and slowdowns to prepare for potentially worsening conditions. While some companies declined as a result of the shutdown, other businesses such as big tech, thrived. However, most recently, big tech companies have anno unced layoffs to trim the extra staff hired during the shutdown expansions. The impact to other related businesses is yet to be determined and the VWDB is preparing for any layoffs that may occur in the Verdugo region.

Rapid Response staff coordinate serv ices with statewide rapid response activities by participating in quarterly meetings held. Staff have hosted the in -person meetings in the past and will continue to support the meetings in the future. The meetings now occur virtually and staff continue to participate to network with other service providers and to understand the statewide activities including layoffs that occur in an industry that impacts business throughout the state such as the airline industry.

D. Adult and Dislocated Worker Activities and Targeted Populations

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to residents of Burbank as well as residents in the surrounding area who may find the affiliate site a more convenient location. A s an affiliate site, it is co-located in the public library and offers Universal Access Services, Rapid Response and Business Services. It is electronically connected to all the public libraries in the City of Burbank, increasing access to services throughout the community. Job Connect also serves as an on ramp to the VJC for comprehensive services, training and career pathways. VJC staff are outstationed at Job Connect for training enrollments and for the convenience of customers. Prior to the pandemic, the VJC was outstationed at Job Connect at least once per month; however, with all services converted to electronic means during the pandemic shutdown, co-location temporarily ceased. While VJC can be available to resume co - location, most job seekers continue to prefer virtual services . Therefore, most training enrollments continue to occur electronically. The partnership with the City of Burbank and Job Connect is demonstrated through the Annual Veteran’s Job Fair which is held every March. The event includes the VWDB and VJC staff as well as EDD to coordinate and host the job fair which typically brings together more than 75 hiri ng employers and 200 job seekers.

In addition to Job Connect, the VJC staff are outstationed at GCC and Burbank Adult School to outreach students who need assistance. Due to the pandemic, the VJC has established a virtual system to connect with students and provide them with orientations to the services available including all virtual services. The VJC is developing customized workshops for special populations to increase outreach to individuals such as those receiving public assistance such as Greater Avenues for Independence (GAIN) and General Relief Opportunity for Work ( GROW). Offering workshops to assist with resume writing and interviewing skills for example, introduces the VJC services to these special populations and encourages them to access additional services by enrolling in the program. This may also increase referrals from partn ers and othe r agencies once they become more familiar with VJC offerings. These virtual workshops can also be used with graduates from career pathways such as GCC’s American Medical Assistant (AMA) program, to prepare them for their job search.

Through its comprehensive VJC, the VWDB provides the education and training necessary to create the competitive human capital required for business sustained growth and industry leadership. Based on its experience and business acumen, services are strategically developed to support the local business’ visionary leadership, as well as the intelligent risk -taking needed to compete in the global marketplace today. The BioTechnology Technician Industry -Valued Credential (BioTC) project led by Grifols Biologicals, includes six additional BioScience companies, and is another example of how the VWDB and VJC support business. The six additional businesses include Gilead, Amgen, Takeda, Kite, Prolacta and Neutrogena, all who worked with Grifols and the rest of the te am to develop the assessment instrument that is used to measure the competencies achieved by students graduating from any BioScience CTE program in the LA Basin. Moreover, these companies are at the forefront of developing vaccines and therapeutics to address the COVID-19 virus, making this project one of the most critical in workforce development today. Graduates who pass the assessment with a 70% score 61 of 180

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or higher, earn a digital credential to confirm their competencies. All graduate who earn a credential, are guaranteed an interview by at least one of the seven companies.

The VJC is also partnering with Biocom Institute, a BioScience industry association, to connect recipients of the credential to the hundreds of members who are seeking BioTechnology Tech nicians. Using a web -based portal, the VJC, in partnership with Biocom, will match students with member companies, creating a centralized pool of qualified, credentialed candidates for hiring employers.

The BioTC Collaborative has achieved several goals including the overall goal to launch the first ever regional industry -valued credential in BioPharma/BioScience. Led by the President of Grifols and coordinated by the VWDB, the following accomplishments have been achieved to date:

▪ The BioTC Collaborative was established and includes the following partners: Grifols (Team Leader), VWDB (Project and Team Coordinator), Los Angeles Mission College (LAMC) serving as the hub for proctoring the assessment, Los Angeles Valley College (LAVC) supporting the hub, Biocom as the industry association with more than 300 BioScience employer members seeking qualified workers, and the VJC assisting with matching the credentialed job seekers with the employers. Partnerships were developed with the add itional Bioscience companies that assisted with the development of the instrument and continue to provide input into the credentialing process: Amgen, Takeda, Gilead, Kite, Neutrogena and Prolacta.

▪ Monthly BioTC Collaborative meetings continue to be held to coordinate and implement the project. Meetings are led by Grifols and facilitated and coordinated by VWDB. Attendance is tracked for each meeting and minutes are documented.

▪ The BioTC assessment instrument was developed to measure skills sets and knowledge of students graduating from Biotechnology, Biomanufacturing, or related BioScience CTE programs. Students earning a passing score of 70% are issued the BioTC. Assessment instrument was designed in partnership with the seven companies to confirm the credential was industry recognized and valued.

▪ The Assessment Process was documented to be used as a guide by the team to implement the process. The document can also be used to replicate a credentialing process for other industries.

▪ The LAMC was established as the “hub” to administer the assessment to BioTC candidates. LAMC uses Proctorio to monitor the students during the virtual assessment and ensure integrity of the process. Student identification is checked prior to the start of t he assessment and Proctorio allows the LAMC to monitor students if they leave their seat or try to use notes. Using the Learning Management System, Canvas, LAMC generates the BioTC, a digital badge, to students who earn a score of 70% or higher on the assessment.

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▪ Biocom launched its Career Portal for job seekers and its employer member base to use and find qualified employees. Students that have earned the BioTC are referred to VJC for job matching. The VJC meets with each student and enters their resume into the career portal. Their resumes are flagged to show employers they have earned the credential and can prioritize these job seekers for interviews and hiring. The VJC serves as the central contact point for employers, coordinating interviews, coordinating on -the-job training opportunities as needed, and facilitating job placements.

▪ A college forum was held and attended by more than 30 BioScience instructors and staff. The forum provided a walk -through of the assessment instrument and credentialing process so they would be ready to refer their students to BioTC once they graduated from their respective programs. The referral process was also presented and the online registration link was provided.

▪ A full array of outreach and communication assets have been developed and have been disseminated electronically to instructors, businesses and other partners.

These assets include: employer brochure, job seeker brochure, Body of Knowledge, Assessment Instrument sample, and social media postings.

▪ A Code of Ethical Conduct was developed to promote the integrity of the assessment process and professional behavior of those students earning the credential. All students must digitally sign the Code of Ethical Conduct at the time they register for the BioTC assessment.

▪ A BioTC website framework has been designed. The domain has been purchased and the website currently houses the registration landing page where students register for the assessment. The website is being built and is expected to be live by March 31, 2023.

▪ Assessment BETA Test was completed in October 2021. Seven students participated in the BETA Test and all earned their credential. Adjustments and improvements were made to the assessment process based on the BETA Test, in preparation for the future assessments to be conducted.
▪ A soft launch was implemented on November 18, 2021 with a total of 10 students registered for the assessment.

▪ A second college forum was held to update all BioScience instructors on the full launch of the assessment in January 2022.

▪ A focus group with the students completing the BETA test was coordinated by a sub- team of the BioTC Collaborative and held on December 15, 2021. The focus group allowed the sub-team to gather input on the students’ experience going through the assessment process. Results were used to refine the process by adding additional information on the registrati on page and in the instructions given prior to administering the assessment.
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▪ A ribbon cutting ceremony was held on March 7, 2022 at the Grifols facility and a press release was issued. This allowed the team to celebrate the herculean accomplishment for the region.

▪ The BioTC Collaborative provided technical assistance to instructors from community colleges with BioScience programs who want to align their curricula to meet the employer requirements and assist in preparing their students for the assessment:

Citrus and Los Angeles Trade Technical College (LATTC). The Collaborative has also provided technical assistance to four community colleges that are in the process of developing BioScience programs: Cerritos, Glendale, Compton, and Rio Hondo.

▪ The BioTC Collaborative coordinated and held a Business Forum on April 6, 2022 in order to update the business partners on the BioTC project and review the process for accessing the qualified pool of credentialed job candidates. Four BioTC business partners attended: Gilead, Amgen, Takeda, Prolacta; as well as two new business partners: Provivi and Thermo Fisher Scientific.

▪ A total of eight assessments have been held since December 2021 with a total of 75 registrations from students. However, only 61 completed the a ssessments and of these, 50 students earned a passing score and the BioTC. A total of 46 are full-time, permanently employed in training related occupations. Credentialed students who do not become employed are typically moving on to higher education and a re not yet looking for employment. Other credentialed students who are in the labor force and not yet employed are receiving assistance from VJC. Those students who did not earn their credential are provided with counseling services and refreshers so they can register and try again. Each student is allowed a maximum of three attempts to earn the BioTC.

The VWDB identified five industries as its primary focus: Retail, Healthcare, Professional and Business Services (entertainment and digital media sectors), Information (communication and social media), and Manufacturing. The Manufacturing industry includes the BioScience sector, and is the foundation for the ind ustry sector strategies and career pathways developed by the VWDB and VJC. Industry sector strategies and comprehensive career pathwa ys are designed to meet the needs of Verdugo’s target populations including ELL, individuals with low level of education an d literacy skills, low income, people with disabilities, and veterans. By integrating education in technical training along with work-based learning, the comprehensive strategy addresses the key barriers that these individuals face when entering the workfo rce. Other industry sector strategies and comprehensive career pathways under development include:

Pre-Apprenticeship Project in Early Childhood Education (ECE): While Education is not one of the VWDB industries of focus, participant need drives this project. Participants training and looking for work continue to find quality childcare as one of the greatest barriers to employment and the VWDB is committed to addressing this challenge. The VWDB partner ed with three employers: Pacific Health Clinics , Famili es Forward and Bright Minds , and developed a pre -apprenticeship approved by the Division of 64 of 180

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Apprenticeship Standards (DAS). T argeting ELL and low income parents in the Head Start system, the pre-apprenticeship will generate new teacher aides for their head start and childcare programs. Los Angeles Mission College will provide the virtual technical training where the students will earn six units. Students will begin their paid work -based learning while attending classes and graduates will be hired by the three employers. The VWDB will continue to expand its employer base for this project to continue its pre - apprenticeship expansion. The first cohort will begin on February 6, 2023 and complete on June 2, 2023.

Pre-Apprenticeship in Food Manufacturing: Food manufacturing is a sector within BioScience and continues to be a growth sector in the Los Angeles Basin. During the pandemic shutdown, food manufacturing increased to ensure that all warehouses including Costco and Smart & Final were well stocked with food items and all hospitals and nursing facilities received prepared meals on time. Food manufacturers in Glendale were producing 5,000 meals per day to keep all residents fed during the shutdown. A pre- apprenticeship program for Data and Operations Mana ger has been developed in partnership with RxResearch and other food manufacturers in the Verdugo Region. A combination of classroom and work -based learning of 150 hours will prepare these participants to be hired by the companies. This program has been designed for ELL, low income, and people with disabilities. Pre-apprenticeship is expected to launch July 1, 2023.

VJC Basic and Individualized Career Services

The VJC Basic and Individualized Career Services are designed to address the barriers that Verdugo’s target populations must overcome to successfully enter the workforce. To understand the most current challenges and barriers, the VWDB includes a discussion of current issues with partners and key stakeholders as part of its planning process. For this Local Plan Modification, the VWDB conducted and participated in public meetings beginning in October through December 2022 to gather input from the community regarding the needs of job seekers and employers that may seek workforce development services. This input is used to identify strategies, programs and services including industry sector strategies and career pathways that meet those identified needs. A summary of identified barriers and needs are depicted in Figure 4, Verdugo Community Challenges and Needs.

The challenges currently faced by job seekers are related to current economic conditions including the high inflation rate (7.1% in November according to Bureau of Labor Statistics), and the COVID-19 pandemic which continues to affect job seek ers returning to training and the work environment. Job seekers continue to seek distance learning which limits their ability for hands -on labs. Job seekers are also preferring remote work or a hybrid model; however, manufacturing jobs which offer the more competitive salaries, also require hands -on full -time work in the facility. This dichotomy has made it more challenging for manufacturing employers to find and hire qualified candidates , and more challenging for job seekers to find higher paying jobs only working remotely. Further, programs such as Welfare to Work are not requiring recipients to participate in job 65 of 180

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programs in order to receive their benefits, providing less motivation for recipients to participate in work programs.

Figure 4: Verdugo Community Challenges and Needs
Challenges & Barriers
▪ Lack of Technology: Hotspots
▪ Financial challenges due to inflation
▪ Fear of Public Transportation
▪ Unstable Lives/Changing Schedules
▪ Loss of Shelter/Homes
▪ Mental Health & Well Being Issues
▪ Fear of Going Back to Work/College
▪ Lack Work Experience
▪ Not Able to Establish Partnership with Students
for Encouragement In-Person
▪ Language barriers
▪ Adults without diplomas/HSE
▪ Uncertain economic environment
▪ Uncertain educational levels resulting from
lockdowns
▪ Continued pandemic cases and deaths
▪ Mismatch between skills of unemployed and
skills in demand

▪ Housing
▪ Lack of support systems
▪ Access to nutrient dense food
▪ Limited access to healthcare
▪ Technology access
▪ Limited childcare/ECE slots in Glendale
▪ Limited access to infant care
▪ Mental health of parents and childcare
▪ Parenting skills
▪ Transportation
▪ Job seekers are seeking new careers and do
not want to return to previous occupation
▪ Increase in retirees returning to the labor force
to address increasing costs of living and face
barriers due to their age
▪ Lack of technological skills for job seekers
returning to work after almost three years of
unemployment

Needs
▪ Supportive services that assist with living expenses, cost of gas/transportation, technology for distance learning
▪ Paid work-based learning to provide income during training ▪ Comprehensive career pathways that address educational and work experience needs ▪ Bridge programs that address educational gaps
▪ Hybrid opportunities for education and training: in-person and distance learning ▪ Continue co-enrollment with partners to access funding to meet student needs ▪ Continue building partnerships with emphasis on K -12 counse lors to assist with referrals to adult education and workforce development
▪ Address mental health needs that are keeping individuals from returning to education and the workforce ▪ Reimagine workforce services to address job seeker demands for jobs: close to home, remote work, flexible hours, competitive wages.

The VJC Basic and Individualized Career Services (Figure 5) are extensive; however, the unique feature is the partnerships which are well integrated, and co -enrollment across partners, including non -WIOA funded partners, is a daily occurrence as opposed to an afterthought. We are one of two Workforce Boards in th e state that enroll students who are funded with CAEP Grant funds into CalJOBS and co -enroll into WIOA as well.

However, we are the only Workforce Board to enroll CAEP students into CalJOBS and provide services funded by CAEP and then co -enroll into WIOA as needed. This best practice is exemplified through our Verdugo CNC Machinist Academy.

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Figure 5: Verdugo Jobs Center Basic and Individual Career Services Basic Career Services Individual Career Services
▪ Outreach, intake, orientation
▪ Determination of eligibility for all AJCC
programs
▪ Initial assessment of skills, aptitudes, abilities
▪ Labor Exchange Services
▪ Referrals to other programs & Services in the
community
▪ Assistance in establishing eligibility for non -
WIOA programs
▪ Labor Market Information
▪ Information on program cost
▪ Information on Supportive Services
▪ Unemployment insurance benefit information
▪ Virtual job seeker services: resume builder,
interviewing, cover letter (CalJOBS)
▪ Comprehensive, specialized, diagnostic , objective
assessments & in-depth interviewing
▪ Service/career plan development
▪ Group counseling
▪ Individual counseling
▪ Career planning
▪ Career exploration
▪ Short-term prevocational services
▪ Internships/ Work experience (WEX)
▪ Financial literacy
▪ Out-of-area job search
▪ Contextualized English language acquisition
▪ Citizenship (CAEP)
▪ Immigration/cultural workshops (CAEP)
▪ Work readiness workshops
▪ Guest speakers: employers

The CNC Machinist Academy was created in partnership with GCC, Department of Rehabilitation, and industry partners from the manufacturing industry. It is the first sector pathway designed for people with aut ism, providing training as CNC Machinists, and creating opportunities for them to enter manufacturing jobs with middle-skill and mid-level wages. These participants were assessed and enrolled in Career Training under WIOA by our VJC staff. VJC also enrolled the students into CAEP in CalJOBS to provide work readiness and basic education (technical math), and the Department of Reha bilitation enrolled the students under WIOA Title IV for job placement assistance. Students were also enrolled into WIOA Title I for OJT and retention services. Lanterman Regional Center provided in-class support to students who needed the intensive service in order to access the curricula, build friendships with other students, and ensure their success in the classroom. Therefore, these participants were enrolled in CAEP, WIOA Title I, WIOA Title IV, and Lanterman Act without duplication or supplanting of services, demonstrating the integration of services and braiding of resources. All partners worked together to provide a full-service package with wrap -around services, including co -case management, in a seamless manner. This level of partnering coordinati on comes through years of working together to ensure the seamless approach to providing exceptional services to customers.

The VJC was the first career services provider in California to be awarded funds by the Social Security Administration (SSA) and ope rate the Employment Network. Under this grant, the VJC provides and coordinates services to Social Security disability beneficiaries. This allows the VJC to provide these non -WIOA supplemental services to participants with disabilities. The VJC relies on WIOA and non-WIOA funds to service its targeted populations.

Our VJC BST was developed with our EDD partner to increase job opportunities for our participants as well as to serve the business community. The BST coordinates and implements more than 60 hi ring events annually, participates in or hosts job fairs on a quarterly basis, staffs open positions for employers, and provides labor market 67 of 180

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information in addition to other business services. All services are available virtually; however, in-person services continue to increase.

In 2016, the BST was recognized by the US Census for providing them with more qualified candidates than any other workforce development agency in California and this recognition continues each year. The BST was established under the Integrated Service Delivery (ISD) framework; however, the success of the team is due to the partnership developed over years of working together. With almost half of the VWDB staff having nine years’ seniority or more, this consistency in staffing allows for successful partnerships to be developed and maintained. The BST is in the process of expanding by adding additional MOU partners to the team and enhancing its business services strategy to address current challenges including the impact of the pandemic.

The VJC has also developed and maintained strong partnerships with our K-12 education partners. This partnership is now integrated with our Verdugo School to Career Coalition (VSTCC) for a focused effort on transitioning high school students to higher education or career pathways. Sever al goals and objectives define the VSTCC’s efforts, including:
development of dual-enrollment plans between the local community college and the two school districts in the VWDA; skill competency mapping for target occupations; and industry definition of hi gh-growth career pathways such as Digital Media and Digital Manufacturing. Industry partners in Digital Media included: Warner Bros Entertainment, Inc., Nickelodeon, Cartoon Network Studios, The Motion Picture Editors Guild, and The Art Director’s Guild.

Integrated Career Pathways is a success model for the VWDB and VJC that has been featured in several conferences. Integrated Career Pathways begin with the employer partnership to identify human capital needs. Skills and competencies are defined in partnership with our community college partner and the technical training is designed with the employers. Because of the VWDB target populations , VESL, ABE and ASE are infused in the technical training curriculum. Technical training includes certificated programs for immediate employment preparation as well as stackable credentialed programs for advanced training or higher education. The industry -valued credential is developed and incorporated for graduates to ensure skills and competencies have been achieved.

Work-based learning is also incorporated for students to apply their newly acquired skills in the workforce environment, while continuing to develop those skills with training and guidance from the employer. Work-based learning is paid time to allow students to begin earning as soon as possible, contributing to program retention and success. Transition assistance and support is provided to enter permanent full -time employment and continues to ensure job retention and higher education goals are achieved. Case management and supportive services are provided throughout the enrollment to assist with retention and transitions. This strategy is based on the model implemented for the CNC Machinist Academy which combines adult education with technical training, work - based learning and job placement to complete the career pathway. The design of the pathway and the target population assists the VJC in identifying the partners that need to 68 of 180

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be brought in for co-enrollment of participants enrolled in the career pathway. This model was used to design and develop the Verdugo Comprehensive Career Pathways infrastructure (Figure 3).

The VWDB is a recognized force in the sector initiatives and career pathways of the VWDA; however, this recognition is due to the delivery of services from the VJC staff who have the expertise to carry out the vision and leadership of the VWDB. The professionalism of VJC staff has never been more challenged than the most recent emergency event as a result of the COVID-19 pandemic. The VJC converted all services to a virtual platform in a week to continue providing services during the Governor’s Shelter in Place Order. Not only did the VJC staff convert services and required forms to a virtual format, but also became digital literacy instructors to t heir participants to walk them through accessing services from their technology devices. Providing technology support became a daily task for staff as they assisted participants in troubleshooting any problems they were experiencing with their devices. The VJC staff not only rose to the challenge but without hesitation, provided immediate intervention and developed innovative approaches to providing services under the most difficult times.

Since its reopening in November 2021, the VJC also redesigned its intake process for walk-ins to more effectively capture information immediately from visitors. New clients that walk in, are asked to either scan a QR code at the entrance and complete a “contact form” or they can use a PC at the front to complete the form. The initial assessment is completed to determine any urgent needs to address or appropriate internal or external referrals provided. For those that would like to meet with a Career Counselor or interested in enrollment, are assigned to a case manager. While clients are advised that it may take 3-5 days for connection and appointment, it is typically accomplished the same day. The contact form is used to determine the appropriate case manager to assign. The case manager immediately sends a welcome email and instructions for determining eligibility including the backup documentation needed and starts the conversation of their needs to determine services needed. While some clients do complete the intake process using 100% virtual and love it, some use a hybrid approach where they see the case manager in person for counseling services, but all documents are completed and submitted online. For walk-ins that need immediate attention or a high priority population such as veterans or people with disabilities, case managers are available to see them immediately to address needs and many use virtual services for follow up. All walk-ins, however, use the QR code and complete the contact form to provide the staff with hard data on the number and types of walk-in customers, their initial needs and other pertinent data points for tracking and reporting. 69 of 180

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In addition, VJC expanded its Continuity Policy, approved by the VWDB, to include reimbursements for living expenses during emergency events, as allowed under WIOA, including: rent or mortgage, utilities, car payments, medical expenses, and the purchase of technology and hotspots to access workforce and education services. Supportive services were a welcome relief for workers affected by the pandemic, in particular, those who experienced extensive delays in the issuance of unemployment insurance benefits.

These VJC innovations are driven by customer -focused staff anticipating the needs of participants and implementing immediate changes to processes, policies, and procedures to address those needs.

E. Youth Workforce Investment Activities

The VWDB assumes the role of a catalyst to increase partnerships between our youth workforce development activities with the business community and ensure we create the competitive workforce of the future. Youth service offerings (Figure 5) parallel those for adults in that they also focus on education and training to build a competitive workforce and are funded through WIOA as well as non -WIOA sources. The immediate goals for youth (ages 14 to 24) customers are to provide services that will assist them in completing their education and earn their diploma, whether it is remaining in school or returning to school. Services to transition youth to higher education is also a goal. For the older youth, the goal may be employment. Work experience is a primary ser vice for our youth customers who have little to no work history. WEX provides 200 hours of paid work experience with a local employer to build a work history and introduce them to the world of work.

Figure 5: VJC Service Offerings: Youth Customers
Work Preparation Training Earn & Learn &
Employment Assistance
▪ Career Assessment
▪ Career Exploration
▪ Job Readiness Workshops
▪ Mentoring
▪ Counseling
▪ Supportive Services
▪ Life Skills
▪ Financial Literacy
▪ Customer Service Training
▪ Vocational Education
▪ WASC Accredited Degree
▪ Vocational Training
▪ Diploma and Equivalency
preparation
▪ Digital Literacy and Fluency
▪ Paid Work Experience
▪ On-the-Job Training
▪ Job Placement Assistance

Youth workforce development activities (Figure 5) continue to be expanded to bring innovative services to our young customers. Youth services are designed to meet the needs of our youth with multiple barriers including: foster, adjudicated, pregnant or parenting, homeless, disconnected, low -income and yo uth with disabilities. As services continue to be provided virtually, youth are trained by their Case Managers on completing the electronic forms and using virtual platforms to access services including work readiness training. Interviews for WEX are condu cted virtually by employers and youth must be fluent in the various platforms to be able to participate in the interviews. Trainings are offered by Case Managers on an individual basis and in small groups as distance 70 of 180

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learning. While virtual services are still being offered, GYA is now able to meet in person and provide one-on-one assistance to better serve the needs of the youth.

The VWDB and its youth service provider, GYA, have developed strong partnerships with local school districts to ensure at -risk youth are identified and services are provided before they become disconnected. For example, youth staff provide transition assistance for students referred to GCC for credit recovery to ensure they enroll. Glendale Unified School District ( GUSD) refers the students to GCC and GCC receives the referral information. Prior to the pandemic, youth staff were outstationed at GCC once per week to introduce youth to WEX which is a motivator for completing their studies towards a diploma or equivalent. While youth staff were not co -located during the shutdown, GCC is now opening up their campus again and GYA will soon be back onsite to outreach to students on the Garfield adult education campus. Key to reaching Disconnected Youth is our partnerships with GCC as well as other partners including: GUSD; Burbank Unified School District ( BUSD); Burbank Adult School; the Cities of Burbank, Glendale and La Cañada Flintridge, and local homeless & foster care agencies.

The VWDB’s Youth Program has been designed to meet th e needs and expectations of youth and young adults. Once participants are assessed and Individual Service Strategies (ISS) are developed, participants enter preparation which may include leadership, entrepreneurship, hospitality, and work readiness. Partic ipants may enter a career pathway, CTE, or diploma or High School Equivalence (HiSET) preparation, as identified in their ISS. Young adults are co-enrolled into WIOA Adult program as appropriate. WEX is provided either concurrently or following training. A ll youth receive intens ive case management and supportive services based on need. Specific initiatives have been designed that incorporate the youth services and add innovative strategies as follows:

1) The Employment Incentive Program (EIP): The EIP serves Disconnected Youth ages 18-24. Youth are placed primarily in private businesses to gain the skills and experience needed to climb the career ladder within a company. The program pays for the initial 200 hours of work as an incentive for the employer to hire the youth.

2) Training and Employment Program (TEAM): The TEAM program is designed for young adults to gain leadership experience and learn to meet workplace expectations to prepare for the real world. Youth ages 14-21 gain the skills and experience needed to obtain permanent employment and/or continue post - secondary education. Funding is provided by WIOA In School Youth.

3) Innovative WEX: Two programs are offered that increase the number of youth we are able to serv e because the programs are self -sustaining and therefore, do not require WIOA funding . Glendale Youth Employment Partnership (GYEP): The GYEP consists of supervised teams of youth ages 14 to 24 that perform hillside brush clearance on private properties for a fee. Teams are comprised of both male and female youth, promoting non-traditional occupations. Glendale’s Resource for Employment and Training (GREAT): Youth can also be placed in GREAT career exploration jobs where the wages are paid by the business that hires them. The goal 71 of 180

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of the program is to allow employers to invest in their future workforce while providing youth opportunities with work experience to obtain permanent employment.

4) WEX for Youth with Disabilities: Another innovative WEX program is the Student Training and Employment Program (STEP). The STEP project provide s job preparation training, including job exploration, workplace readiness skills training, and work-based learning experiences through summer work experience, to students with disabilities. The overall goal of STEP is to increase services provided to students with disabilities.

5) LA County Youth@Work: The LA County Youth@Work program, otherwise known as the Summer Youth Employment Program, employs approximately 150 youth each year between the ages of 14 and 24. The Youth@Work program brings together five funding sources to serve special populations consisting of: CalWORKS youth, youth in foster care; youth involved in Juvenile Justice Crime Prevention (JJCP), which includes probation youth at the juvenile halls; System Involved Youth (SIY); and Other Underserved Youth (OUY).

6) Dignity Health – the Cultural Trauma and Mental Health Resiliency Project :

GYA, in partnership GUSD, was awarded a grant through Dignity Health to provide mental health first aid training and suicide prevention training to individuals that work directly with youth. During the past three years, through this grant, over 500 community members received training including teachers, school staff, nonprofit organizations, and other community members. All GYA staff (100%) participated in the trainings as well and are now prepared to meet the needs of our youth in the most desperate of cases, including trauma-exposed youth.

7) Kaiser Permanente Intense Case Management: GYA received grant funding from Kaiser Permanente Foundation in Los Angeles to e valuate the mental, emotional , and physical well-being of clients served and refer them to appropriate services.

Due to the increased number of homeless youth and the lack of services in our community, GYA applied for two grants to serve homeless youth with transitional housing.

8) Homeless Housing Assistance Program (HHAP) : The H HAP program allows GYA to offer much needed hotel vouchers to the youth participants that are homeless or on the verge of homelessness. GYA will provide a m inimum of one night to 30 nights of hotel stay as a means of providing emergency housing while they work closely with the youth participant to find employment and connect them to the needed services to transition to permanent housing.

9) United Way Emergency Shelter and Food Program : This program expands the number of nights a homeless youth can stay in a hotel/motel by allowing each youth to stay up to 60 nights while they work closely with the youth to find permanent housing, employment and other resources.

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10) Low Income Employment and Rental Assistance Program (LIFERAP) :

LIFERAP provides housing and employment assistance to low income families for a 12-month period. The program will operate in three phases serving a total of 100 families. Each family will receive 12 months of rent subsidy, case management and wrap around services , while they work towards their individualized set goals to improve their quality of life.

11) California Emergency Relief Aid Program (CERAP): – GYA staff held 1,80 0 appointments assisting families affected by Covid 19 to apply for rent and utility assistance relief through the State’s Housing Is Key website . The a verage assistance received per family thus far has been $16,500.

F. Entity Responsible for the Disbursal of Funds

The Verdugo Consortium, consisting of the cities of Burbank, Glendale, and La Cañada Flintridge, was formed under a joint powers agreement (JPA). The JPA, signed by the three cities, appoints the City of Glendale as the administrative entity for the Consortium.

As the administrative entity, the City of Glendale, on behalf of the Consortium and VWDB, is responsible for the dispersal of grant funds.

The VWDB and all staff follow the Purchasing Policy 3 -11: Procedures, PCards, Contracts and PSAs set forth by the City of Glendale, as the administrative entity. The Purchasing Policy and its procedures follow all Office of Management and Budget (OMB) regulations as well as Uniform Guidance and Code of Federal Regulations (CFR) related to micro -purchases, small purchases, and competi tive procurement requirements. As such, the policy is also in alignment with WIOA procurement regulations set forth by EDD and the Department of Labor (DOL). While OMB allows for small purchases, the City requires that all contracts up to $49,999 be signed by the Director of the Community Services & Parks Department, all contracts $50,000 to $149,000 are signed by the City Manager, and contracts over the $ 150,000 threshold require City Council approval. A stringent Request for Proposal (RFP) process is used to ensure open and competitive bids, as required based on the service being procured and the funding amount to be awarded. To ensure objectivity, a panel of reviewers is used when selecting our youth vendor that typically includes VWDB members and may inc lude external reviewers as well.

All RFP’s are approved by the VWDB for release in a public meeting and are published widely to ensure an open and competitive process. The RFP documents are reviewed and approved by the City Attorney prior to their releas e to ensure compliance with all applicable federal, state and local regulations. The evaluation process and rating or scoring rubric for the bids, as well as the grievance procedure, is delineated in the RFP for transparency. All documents are filed and available for review during monitorings and audits.

G. Selection of AJCC One-Stop Operator and Career Services Provider

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1) Selection of AJCC One-Stop Operator: The VWDB releases the RFP for the OSO services every three years. The OSO contract delineates the role and responsibilities as outlined in the EDD Workforce Services Directive (WSD 16 -14). In accordance to WSD 16-14, the contract describes the OSO’s responsibility for coordinating service delivery among all AJCC partners and service providers within the VWDA. By having the OSO act as the local service delivery coordinator, the VWDB can focus on strategic planning, oversight, policy development and creating partnerships at the local and regional level. The contract also describes the role of the OSO as follows:

a) Coordinating the service delivery of required AJCC partners and service providers. b) Ensuring the implementation of partner responsibilities and contributions agreed upon in Memorandums of Understanding - Phase I and Phase II. c) Reporting to the VWDB on operations, performance, and continuous improvement recommendations.
d) Implementing policies established by the VWDB.
e) Adhering to all applicable federal and state guidance.

The OSO selection process is conducted through an open and competitive RFP process. All procurement regulations and requirements are maintained during this process including the City of Glendale’s Procurement Policy, EDD Directive (WSD 12- 10) and the Office of Management and Budget’s Uniform Guidance (§200.318 - 200.326) and Code of Federal Regulations (2 CFR 200).

2) Selection of Career Services Provider:

The VWDB conducts a thorough analysis every three years to determine if it should procure its Adult and Dislocated Worker career services provider or submit an application to the Governor for approval to continue as the career services provider. As with al l decision-making for the Verdugo workforce development system, the VWDB uses data and analysis as the basis for determining w hether to continue as the career services provider or procure the service in an open and competitive bid process.

The VWDB examines two areas:

a) Efficiency: The possibility that there may be cost savings if a competitive bidder can provide services at a lower cost.

b) Firewall: Using a service provider increases the firewall between VWDB and Operations. This increases transparency and integrity.

Based on these two areas, the VWDB examines data and information to determine the cost effectiveness of providing its own career services or procuring the service. In its research, the VWDB determined that the support from the City of Glendale for indirect 74 of 180

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costs including Human Resources (HR), IT Support, staff training, and many other functions, makes it difficult for another provider to compete with a lower bid.

As the administrative entity, the City of Glendale has proven procedures that maintain the firewall between the VWDB and operations. The City of Glendale has direct access to financials system and follows stringent separation of duties responsibilities to ensure integrity. The City conducts annual internal and external audits in addition to the VWDB monitorings to ensure firewalls are maintained. The VWDB also has a comprehensive Conflict of Interest Policy in place that has been reviewed by legal counsel to ensure compliance with all applicable regulations and requirements.

In addition to the two areas, the VWDB also considers the VJC’s history of performance excellence and recognition of innovative programs prior to making its decision. The final documents reviewed are the letters of support from participants, busine sses, partners, and elected officials that support the application.

The VWDB dedicates an entire public meeting or schedules a special public meeting to review and analyze data and information. All areas are fully examined with multiple factors considered, supported by data, prior to making the decision. Following this process ensures that the VWDB will be confident in its decision and application that is submitted to the Governor for approval.

VI. STAKEHOLDER AND COMMUNITY ENGAGEMENT

A. Public Meetings and Comments

The VWDB gathered input from customers, partners and stakehold ers through public meetings and incorporated input into the Local Plan. The summary of community engagement is included in Appendix 1. Due to the challenges faced with the prolonged and continuing pandemic, stakeholders and partners continue to prefer virtual meetings.

Virtual meetings also allow for stakehold ers and partner staff to participate as they continue to work remotely.

Partners continue to work with skeletal staff, making it difficult to participate in additional meetings. Therefore, the VWDB capitalized on already scheduled public meetings rather than creating new ones. The VWDB presented and gathered input at the following public meetings: VWDB monthly Executive Committee Meeting and Quarterly VWDB Meeting, AJCC MOU Quarterly Partner meeting, the BioTechnology Credential Team monthly meeting, and the CAEP monthly meetings . Other community meetings used to gather input: the City of Glendale’s C oC planning meeting for serving the homeless population in the City and the ECE business and industry planning meeting. Individual meetings with representatives from business , participants, and labor unions were also held to ensure feedback was gathered regarding their workforce and member needs. The VWDB was able to gather input from a wide range of stakeholders during these meeting.

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The draft Local Plan was also released for public review and comment for 30 days. The electronic document was emailed to all partners, VWDB member, and other key stakeholders. The document was posted on the VWDB website, City websites, GlendaleLEARNS website, as well as partner websites. Presentations were also conducted in scheduled public meetings to gather additional feedback as well as any expressed concerns or disagreements. For example, a presentation was conducted at the VWDB’s Executive Committee Monthly Meeting to walk through the Local and Regional Plan elements and gather feedback. A walk -through presentation was also conducted at the monthly GlendaleLEARNS public meeti ng which includes education, workforce and community services partners. A summary of the feedback received from stakeholders is provided in Appendix 2: Public Comments.

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APPENDIX
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APPENDIX 1: STAKEHOLDER AND COMMUNITY ENGAGEMENT SUMMARY

ATTACHMENT 2

Stakeholder and Community Engagement Summary
Verdugo Workforce Development Board

The development of comprehensive Local and Regional Plans entails building broad and inclusive partnerships with regional and local entities in a variety of sec tors. This includes engaging with employers, labor organizations, and community -based organizations, as well as WIOA core, required, and strategic program partners. This will ensure the inclusion of person - centered approaches to addressing multifaceted ba rriers to employment by utilizing input from the communities themselves.

Stakeholders participating in the planning processes should include, but are not limited to, employers, labor organizations, education partners, human services and housing partners, a s well as community -based organizations that provide services to target populations such as:
justice-involved, English language learners, refugees, immigrants, youth, older adults, veterans, people with disabilities, and any other entities supporting histo rically unserved or underserved communities.

Using the template below, Regional Planning Units and Local Workforce Development Boards should provide a detailed description of how meaningful stakeholder involvement and community engagement was achieved when developing the Regional and Local Plans. This summary should be included as an attachment to both the Regional and Local Plans.

Mode of Outreach Target of Outreach Summary of
Attendance Comments
▪ Email distribution lists
▪ Public notice
▪ Website posting

▪ Community partners
▪ AJCC partners
▪ Education partners
▪ Labor
representatives
▪ Business
representatives

▪ 10/12/22: 4 Business
representatives; 2
Economic Development
partners; 1 Labor
representative; 1
Education representative
Total stakeholder
attendees: 8; Total in
attendance: 17

▪ Dedicated quarterly
Workforce Development
Board public meeting to
solicit input to Local and
Regional Plan and walk-
through economic
landscape and jobs report.

Minutes, agendas, and
PowerPoint slides are
available.

▪ Email distribution lists
▪ Public notice
▪ Website posting
▪ All AJCC Partners ▪ 12/7/22: 9 partners
attended.

▪ Dedicated Quarterly AJCC
Partner public meeting to
solicit input for Local and
Regional Plans. Meeting
Minutes, PowerPoint
Slides, and Attendance
sheet available.

▪ Email

▪ ECE employers

▪ 10/27/22: 31 employer
representatives; 6 non-
profit organizations;
VWDB
▪ Environmental scan of
Glendale community,
identification of community
and childcare needs.
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Mode of Outreach Target of Outreach Summary of
Attendance Comments
Agenda and copy of Chat
available.
▪ Email distribution lists
▪ Website posting

▪ Adult education
partners
▪ AJCC partners

▪ 10/20/2022: Total
attendees: 12
▪ 11/17/2022: Total
attendees: 9

▪ Dedicated monthly
meeting for Adult
Education Consortium,
GlendaleLEARNS, to
solicit input on Local and
Regional Plans, from adult
education, higher
education, and community
partners. Meetings are
public and minutes,
agenda, slide presentation
are available.
▪ Email distribution list ▪ Business partners
▪ Education partners
▪ Workforce partners
▪ 10/13/22: 3 community
colleges; VWDB; Total
attendees: 4;
▪ 11/10/22: 2 business
representatives; 3
college representatives
and VWDB for total of 6
attendees
▪ Dedicated monthly
BioScience Team meeting
to discuss Local and
Regional Plans andsolicit
input relative to
BioScience industry
needs. Agenda, minutes
available.

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APPENDIX 2: PUBLIC COMMENTS

Local Board Record of Comments

Local Plan Section Comment/Response

No Public Comments
Received

No Public Comments Received

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APPENDIX 3: SIGNATURE PAGE

SIGNATURE PAGE
Instructions
The Local Board chairperson and local CEO must sign and date this form. Include the original signatures with the request.

By signing below, the local CEO and Local Board chair concur with the Local Workforce Development Plan Modification.

Local Workforce Development Board
Chair
Local Chief Elected Official
Signature Signature
Name Name
Chair
Title Title
Date Date
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Fiscal Year 2023-24 SB1 Project List for Senate Bill 1 (SB1), the Road Repair & Accountability Act of 2017
1) Resolution adopting the Fiscal Year 2023-24 SB1 Project List, the Road Repair & Accountability Act of 2017

COUNCIL ACTION
Item Type: Consent Item
Approved for 5/2/2023 calendar

EXECUTIVE SUMMARY
For the City of Glendale to be eligible for Fiscal Year 2023-24 SB1 program funds, and per the Streets and Highways Code Section 2034, the City must adopt the list of projects funded by SB1 via a resolution and submit the adopted list to the California Transportation Commission (CTC) on or before July 1, 2023.

The intent of this item is for the City Council to approve the Fiscal Year 2023-24 SB1 Project List as outlined in this report.
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COUNCIL PRIORITIES
Infrastructure: The project listed will improve the City’s roadways and supporting infrastructure for essential road maintenance and rehabilitation projects.

Mobility/Connectivity/Safety: This project will replace damaged sidewalks, construct new ADA compliant curb ramps where none existed and will reconstruct existing curb ramps to comply with the latest ADA requirements. This will significantly improve pedestrian access and safety in the project neighborhood.

RECOMMENDATION
That the City Council approve a Resolution adopting the Fiscal Year 2023-24 SB1 Project List that consists of the Pavement Management Plan Implementation Phase 2 Project.

BACKGROUND
The City currently receives transportation funding from the State of California typically in the form of grants, or direct allocation of the Motor Vehicle Fuel Tax (Gas Tax), through the Highway Users Tax Account (HUTA). HUTA funds are used primarily for pavement rehabilitation.

SB1 created a new funding opportunity known as the Road Maintenance and Rehabilitation Account (RMRA). The bill directs the RMRA funds to be split 50/50 between the State and cities/counties to address the backlog of maintenance on State and local roadway systems as well as the improvement of California’s trade corridors, transit, and active transportation facilities.

On November 1, 2017, SB1 increased several fuel and vehicle license fees in California, including the gasoline excise tax by 12 cents per gallon and the diesel excise tax by 20 cents per gallon. A separate price-based gasoline excise tax was reset to 17.3 cents per gallon, while the state sales tax on diesel for transportation funding increased from 1.75% to 5.75%. An additional vehicle registration fee ranging from $25 to $175 is levied annually based on the value of the vehicle, and a $100 transportation fee is levied on zero-emissions vehicles beginning in 2020. Furthermore, starting 2020, these taxes and fees began increasing with the California Consumer Price Index.

Eligible Uses
Funds made available by the RMRA Program can be used to satisfy State or Federal grant matching requirements, or in furthering projects that include, but are not limited to:
•Road maintenance and rehabilitation;
•Safety projects;
•Railroad grade separations;
•Active transportation purposes in conjunction with any other allowable project; and
•Traffic control devices.
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In March 2021, the California Transportation Commission (CTC) released updated 2021 RMRA annual reporting guidelines. Per Streets and Highways Code Section 2034, cities must adopt their SB1 project lists via resolution, and not through the adopted citywide budget.

ANALYSIS
The cities’ “Maintenance Of Effort” (MOE) spending, i.e., use of general funds for streets and roads, must be at or above the average level for fiscal years 2009-10, 2010-11, and 2011-12. To receive an allocation or apportionment, the City shall annually expend from its general fund for street, road, and highway purposes an amount not less than this average. The City of Glendale’s average MOE for these three years is $8,563,286, with the estimated SB1 funds to be received for the fiscal year 2023-24 being $4,844,054.

A new Caltrans Audit Office will have jurisdiction to ensure cities are operating efficiently, effectively, economically, and in compliance with all applicable federal and state requirements.

Effective Dates of RMRA Revenue Mechanisms:

Revenue Mechanisms Effective Date First Inflation
Adjustment
12 cent/gallon increase to the Excise Tax November 1, 2017 July 20, 2020 20 cent/gallon increase to the Diesel Tax November 1, 2017 July 20, 2020 4 cent/gallon increase to Diesel Sales Tax November 1, 2017 N/A Transportation improvement fee collected with
vehicle registration fee based on the market
value of vehicle.
•$25 for vehicles less than $5,000 in value;
•$50 for $5,000-$24,999;
•$100 for $25,000-$34,999;
•$150 for $35,000-59,999; and
•$175 for vehicles $60,000 or more in value.

Spring 2018 July 1, 2020
$100 Vehicle Registration Fee for all zero-
emission vehicles model year 2020 and later. July 1, 2020 January 1, 2021 The City receives their apportionments of RMRA funds monthly.

As required in the RMRA reporting guidelines, the projects listed below must also be submitted to the CTC.

In Fiscal Year 2023-24, the City will use RMRA funds for the following projects:

1. Pavement Management Plan Implementation Phase 2 Project (new project):
a. Project Title: Pavement Management Plan Implementation Phase 2 Project 84 of 180

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b. Project Description: Pavement Rehabilitation of Various City Streets Based on the Pavement Management Program Report. This is the Second year of a 5-Year Capital Improvement Program to Maintain Glendale Current Pavement Condition Index at 72 based on the 2021 Pavement Management Program Report. c. Location: Various Streets Within Maintenance District 12 d. Estimated Project Schedule:
•Design completion (Construction Documents) March 2024
•Advertise projects for bids April 2024
•Bid opening May 2024
•Award construction contracts July 2024
•Start construction of projects September 2024
•Complete construction of projects March 2025
e. Estimated Project Useful Life: 15 years minimum and up to 20 years for the street resurfacing and 5 years minimum and up to 10 years for the street slurry sealing.
f.Active Transportation Elements: This project will include installation of bump outs, upgrading ADA curb ramps, installation of high visibility crosswalks, and signing and striping improvements to improve pedestrian safety.

STAKEHOLDERS/OUTREACH
City of Glendale residents and businesses impacted by Public Works projects are contacted and notified throughout the various stages of the project. At the beginning stages of the project, staff develop the project dedicated website and host them on the City website. Project specific webpages provide detailed project information as well as the relevant project contacts for additional information requests. The webpages are updated monthly and as necessary as the project moves through the various project phases.

Additionally, as part of our public outreach efforts, community meetings are scheduled to share and discuss project details with property owners, businesses, and occupants within a 500-foot radius of the project vicinity and along the project corridor, as applicable. During the meetings, the participants are informed of the project details, construction schedule, future City and contractor notifications, and the impacts of the construction work on their neighborhood. Participants can ask questions and provide comments to staff. After the community meeting, staff reviews and incorporates public comments as practical in the final design.

After successful advertise and award of a project to a responsive and responsible bidder by the City, a Director’s Letter is sent by the Director of Public Works to the impacted addresses notifying them of the upcoming project and timeline. Finally, two separate construction notifications are distributed by the general contractor contracted for the project to the immediate project locations impacted during the various phases of 85 of 180

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construction; one at two weeks and another three days prior to the commencement of the work. Finally, electronic changeable message boards and physical projects signs are deployed strategically throughout the project to further inform the public about construction impacts such as planned closures and expected delays, as well as detailed construction phase schedules.

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

ENVIRONMENTAL REVIEW (CEQA/NEPA)
Not Applicable

CAMPAIGN DISCLOSURE
Not Applicable

ALTERNATIVES
Alternative 1: Approve the Resolution adopting the Fiscal Year 2023-24 SB1 Project List that consists of the Pavement Management Plan Implementation Phase 2 Project.

Alternative 2: Do not approve the Resolution adopting the Fiscal Year 2023-24 SB1 Project List. Doing so will require the City to look for other funding sources for constructing the projects on the SB1 Project List.

Alternative 3: Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Prepared by:

Armen Avazian, P.E., Principal Civil Engineer
Approved by:

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

EXHIBITS/ATTACHMENTS
None
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RESOLUTION NO._______
RESOLUTION ADOPTING A LIST OF PROJECTS FOR FISCAL YEAR 2023-24

FUNDED BY
SB 1: THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017
WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and Signed into law by the Governor in April 2017 to address the significant multi-modal transportation funding shortfalls statewide; and
WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of our City of Glendale are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and WHEREAS, the City of Glendale must adopt by resolution a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and
WHEREAS, the City of Glendale, will receive an estimated $4,844,054 in RMRA funding in Fiscal Year 2023-24 from SB 1; and
WHEREAS, this is the Fourth year in which the City of Glendale is receiving SB 1 funding and will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, repairing and replacing aging bridges, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and
WHEREAS, the City of Glendale has undergone a robust public process to ensure public input into our community’s transportation priorities/the project list; and WHEREAS, the City of Glendale used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the communities’ priorities for transportation investment; and
WHEREAS, the funding from SB 1 will help the City of Glendale to maintain and rehabilitate streets, roads, bridges, and add active transportation infrastructure throughout the City this year and multiple similar projects into the future; and WHEREAS, the 2018 California Statewide Local Streets and Roads Needs Assessment found that the City of Glendale streets and roads are in a “good” condition 87 of 180

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6 and this revenue will help us increase the overall quality of our road system and over the next decade will bring our streets and roads into an “excellent” condition; and

WHEREAS, the SB 1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety, investing in complete streets infrastructure, and using cutting-edge technology, materials and practices, will have significant positive co-benefits statewide.

NOW, THEREFORE IT IS HEREBY RESOLVED, ORDERED AND FOUND by the City Council of the City of Glendale, State of California, as follows:

1. The foregoing recitals are true and correct.

2. The following list of newly proposed projects will be funded in-part or solely with fiscal year 2023-24 Road Maintenance and Rehabilitation Account revenues:

Project Title: Pavement Management Plan Implementation Phase 2 Project
Project
Description:

Pavement Rehabilitation of Various City Streets Based on the Pavement Management Program Report. This is the Second
year of a 5-Year Capital Improvement Program to Maintain Glendale Current Pavement Condition Index at 72 based on the 2021 Pavement Management Program Report.

Project Location: Various Streets Within Maintenance Districts 12.

Estimated Project
Schedule
Engineering: Start 07/2023; End 03/2024
Construction: Start 09/2024; End 03/2025
Estimated Useful
Project Life:
15 years minimum and up to 20 years for the street
resurfacing and 5 years minimum and up to 10 years for the street slurry sealing.

ADOPTED by the City Council of the City of Glendale, State of California this 9th day of May , 2023:

ATTEST:

Mayor, City of Glendale
City Clerk
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6 STATE OF CALIFORNIA )

COUNTY OF LOS ANGELES )

CITY OF GLENDALE )
I, Suzie Abajian, Ph.D., 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 _________________, 2023, the same was adopted by the following vote:

Ayes:

Noes:

Absent:

Abstain:
___________________________
City Clerk
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Fiscal Year 2023 Americans with Disabilities Act (ADA) Curb Ramp Installation and Sidewalk Repair Program
1) Resolution adopting the Plans and Specification for the Fiscal Year 2023 Americans with Disabilities Act (ADA) Curb Ramp Installation and Sidewalk Repair Program, Specification No. 3913R, and Plan Nos. 1-3097, 1-3099, 2-409 and 23-19 and directing the City Clerk to advertise for bids.

COUNCIL ACTION
Item Type: Consent Calendar
Approved for May 2, 2023 calendar

EXECUTIVE SUMMARY
The plans and specification have been completed for the Fiscal Year 2023 ADA Curb Ramp Installation and Sidewalk Repair Program. This project will repair damaged sidewalk and other infrastructure, improving safety and accessibility.

The intent of this item is for the City Council to adopt the project plans and specification and authorize the City Clerk to advertise for bids.
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COUNCIL PRIORITIES
Infrastructure: This project will significantly improve the condition of sidewalks in the City’s Maintenance Districts 4, 5, and 7 and improve access and safety for pedestrians; the condition of the pavement at Fire Station 23 Parking lot will be improved with new ADA compliant curb ramps and new signing and striping; and new permeable concrete pavement will be installed in Alley No. 28S.

Mobility/Connectivity/Safety: This project will replace damaged sidewalks, construct new ADA compliant curb ramps where none existed and reconstruct existing curb ramps to comply with the latest ADA requirements. This will significantly improve pedestrian access and safety in the project neighborhood.

Environmental Stewardship: This project will remove existing impermeable surface in Alley No 28S and replace it with permeable concrete pavement which will help with stormwater infiltration efforts, recharge the ground aquifers, and reduce the heat island effect.

RECOMMENDATION
That the City Council approve a Resolution to adopt the project Plans and Specification for the Fiscal Year 2023 Americans with Disabilities Act (ADA) Curb Ramp Installation and Sidewalk Repair Program, and direct the City Clerk to advertise for bids.

BACKGROUND
As part of the Public Works Department ongoing efforts to improve the condition of the City’s streets, sidewalks, alleys, and parking lots, the plans and specification have been prepared for the Fiscal Year 2023 ADA Curb Ramp Installation and Sidewalk Repair Program. The project consists of four major components as follows:
1) Sidewalk repairs and ADA Improvements located at the various areas of the Maintenance District 4, 5, and 7, and intersections of Lexington Drive at Kenwood Street and Howard Street. The scope of the work are as follows:
•Selective removal, repair, and reconstruction of damaged curbs, gutters, sidewalks, driveways, cross gutters, and alley aprons;
•Selective removal, repair, and reconstruction of damaged asphalt and Portland cement concrete pavements;
•Installation of new ADA compliant curb ramps where none existed; and •Modification and reconstruction of existing ramps to meet current ADA standards. 2) Street pavement repairs at the following locations:
•Country Club Drive between Valene Drive and Beaudry Boulevard •San Gabriel Avenue between Country Club Drive and Beaudry Boulevard •Kirkby Road between North Verdugo Road and Easterly terminus •Glenoaks Boulevard west side of the intersection at Chevy Chase Drive •Madison Way between South Glendale Avenue and easterly terminus •Roads End Drive between South Glendale Avenue and Madison Way 91 of 180

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•Mission Road between South Glendale Avenue and easterly terminus •Colby Drive between Heminger Street and Roads End Drive •Alley 74 between West Palmer Avenue and East Chevy Chase Drive •Alley 41 between West Cypress Street and Magnolia Avenue •Alley 39 between West Eulalia Street and West Laurel Street •Alley 38 between West Cerritos Avenue and West Eulalia Street •Alley 02 between East Harvard Street and East Broadway 3) Permeable Alley Pavement Installation at the Alley 28S, located northwest of the Glendale Avenue and Acacia Avenue. The scope of the work for this location includes removal of existing deteriorated asphalt pavement and replacement with a permeable concrete gutter and new asphalt concrete pavement. This will provide a new service life for the alley segment and incorporate stormwater infiltration improvements to capture and treat stormwater runoff and replenish the underground aquifers.
4) Parking Lot Reconstruction for the Fire Station No. 23 and Chevy Chase Library, located at 3301 Chevy Chase Drive. The scope of work for this location are as follows:
•Selective removal, repair, and reconstruction of damaged curbs, gutters, sidewalks, and driveways;
•Selective removal, repair, and reconstruction of damaged asphalt and Portland cement concrete pavement;
•Installation of new ADA compliant curb, ramps;
•Installation of new parking lot striping, pavement marking, and signage.

ANALYSIS
On October 25, 2022, the City Council approved the Plans and Specification for the Fiscal Year 2023 Americans with Disabilities Act (ADA) Curb Ramp Installation and Sidewalk Repair Program, Specification No. 3913, and directed the City Clerk to advertise for bids.

On November 16, 2022, the City received two bids for the project, and after a thorough review, staff found that both the bids were considerably higher than the Engineer’s estimate of $1,650,000.

On January 10, 2023, City Council rejected all bids received for the project and authorized the Director of Public works to negotiate with the two bidders. After conducting an initial negotiation meeting with both bidders, only one bidder submitted a revised bid. After reviewing the revised bid, staff determined it was not in the best interest of the City to proceed with this bidder.

Subsequently, staff determined that two small scale but high priority improvements for the Alley 28S and Chevy Chase Library-Fire Station 23 Parking Lot could be combined with the scope of the original project to take advantage of the economies of scale that 92 of 180

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would otherwise garner a much higher bid if bid out separately. This would save on administrative and implementation costs of bidding out and managing two minor projects separately.

With the additional scope of work and increase to labor and material costs due to inflation, the Engineer’s Estimate for this revised project is $3,000,000.

Furthermore, staff has budgeted approximately 5 percent of the construction amount, or $150,000 for staff who will provide construction management and engineering support services such as project management, project engineering, and construction inspection.

The cost for this work is typically 10% of the construction amount, but there are adequate resources and staffing to complete this work in-house and realize the cost savings.

STAKEHOLDERS/OUTREACH
The project benefits to the community include the following:
•Improved safety for all users;
•Improved Accessibility and walkability throughout the project neighborhoods. •More walking to improve public health;
•Reduced fuel consumption and vehicle emissions; and,
•Greenhouse gas reduction and improved air quality.

Furthermore, outreach on this project continues to occur through a dedicated website for the project. The website page introduces the public to the project and to the project team, explains the scope of work and project locations, and provides the public with staff contact information for questions, discussion and/or input.

FISCAL IMPACT
There is no fiscal impact associated with this report. The Engineers estimate for the construction of this project is $3,000,000. Funding for this project has been budgeted from the Measure S CIP Fund (4011), State Gas Tax Fund (4020), and Measure W Fund (2260).

CAMPAIGN DISCLOSURE
Not Applicable.

ENVIRONMENTAL REVIEW (CEQA/NEPA)
The Project is categorically exempt from environmental review because of CEQA Guidelines §§ 15301.

ALTERNATIVES
Alternative 1: Approve the Resolution adopting the project Plans and Specification for the Fiscal Year 2023 ADA Curb Ramp Installation and Sidewalk Repair Program and directing the City Clerk to advertise for bids. 93 of 180

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Alternative 2: Do not adopt the Resolution adopting the project Plans and Specification for the Fiscal Year 2023 ADA Curb Ramp Installation and Sidewalk Repair Program. Doing so, the project will not be constructed, the condition of the city’s sidewalks and streets, Parking Lot 23 and in Alley 28S will not be improved.

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

ADMINISTRATIVE ACTION
Prepared by:

Rustom Tavitian, P.E., Civil Engineer I
Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1: Project Location Map for Fiscal Year 2023 ADA Curb Ramp Installation and Sidewalk Repair Program
Exhibit 2: Project Location Map for Permeable Pavement Installation at Alley 28S Project
Exhibit 3: Project Location Map for Fire Station 23 and Chevy Chase Library Parking Lot Reconstruction Project
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RESOLUTION NO. __________

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA

ADOPTING THE PLANS AND SPECIFICATION FOR THE AMERICANS WITH

DISABILITIES ACT (ADA) CURB RAMP INSTALLATION AND SIDEWALK REPAIR PROGRAM, SPECIFICATION NO. 3913R, PLAN NOS. 1-3097, 1-3099, 2-409, AND 23-19; AND DIRECTING THE CITY CLERK TO ADVERTISE FOR BIDS.

BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE:

SECTION 1.The Plans and Specification on file in the City Clerk’s office for the ADA Curb Ramp Installation and Sidewalk Repair Program, including the various documents incorporated therein, are hereby approved, adopted, designated, and shall hereafter be known as Specification No. 3913R, Plan Nos. 1-3097, 1-3099, 2-409, and 23-19.

SECTION 2.The City Clerk is hereby directed to advertise for bids for the work, equipment and materials described in these Plans and Specification adopted by this Resolution.

Adopted this _____ day of ____________, 2023.
____________________________
Mayor, City of Glendale
ATTEST:
__________________________
City Clerk

STATE OF CALIFORNIA )

COUNTY OF LOS ANGELES )

CITY OF GLENDALE )
I, Suzie Abajian, Ph.D., 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 _________________, 2023, the same was adopted by the following vote:

Ayes:

Noes:
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Absent:

Abstain: ___________________________
City Clerk
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GLENCREST TER

BEAUDRY BLVD

CANADA BLVD
CLUB

SAN GABRIEL AV

HERMOSITA DR

SANTA ROSA AV

SANTA MARIA AV

SOMBRA DR

OPECHEE WY

CAPISTRANO AV

HERMOSITA DR

CAMULOS AV

EL RITO AV

MENLO DR
RD

CANYON RD

GLEN DR

RISA DR
BROOK

CORO TER

CATHAY ST

HILLSIDE DR

VERDUGO KNOLL PL

LOMA VISTA DR

TAMBOR DR

SHERER LN

VIRDEN DR

HILLFAIR DR

CRESTSHIRE DR

CM SAN RAFAEL

CL CANTA

CL LA COSTA

CL SIRENA

CL FORTUNA

CL SUENOS

CL LA PRIMAVERA

CL DEL SOL

CMTO DE LA NARCISACMTO DE LA PLAYA

CMTO DEL CIELOMONTANA

CMTO DE LA VALLE

CMTO DE LA ESTRELLACMTO DE LA LUNA

CMTO DEL PILAR

CL SIMPATICO

CL BELLA

CL SONRISA

CM SAN RAFAEL

CL CONTENTO

CL DEL PACIFICOCL AZUL

CL ALLEGRE

CL AMABLE

KNOLL PL

FLINTRIDGE DR

EMERALD ISLE DR

LINDA VISTA RD

FIGUEROA ST

LINDA VISTA RDBUCKINGHAM RD

ARUNDLE PL

KENNINGTON DR

CASCADIA DR

GLENFLOW CT

VALLE VISTA DRHOLLISTER TER

MOUNT CARMEL DR

E GLENOAKS BLVD

SUNSHINE DR

TRAFALGER DR

CATALINA DR

ESMERALDA DR

PUEBLA DR

E CALIFORNIA AV

ZERR CT

SINCLAIR AV

BARRINGTON WY

GLENMORE BLVD

CORWIN AV

ACADEMY PLKIMLIN DR

LILAC LNELEANORE DR

LILAC LN

EDEN AV

HARVEY DR

HILL DR

OAK VISTA DR

SOLWAY ST

PENNERTON DR GARDNER PL

E GLENOAKS BLVD

PERSKIN CIR

HAVERKAMP DR

FERGUS DR

GARDNER LNSTORY PL

ARCADE PL

DELCOURT PL

SUNCOURT TER

BRADEN DR

GARDNER PL

ARCH PL

HOLLISTER TERHOLLISTER TER

SCHOLL DRELVINA DRWALTONIA DR

GLEN IVY DR

BLACKMORE DR

TRYON PL

EDWARDS PL

SLEEPY HOLLOW TER

BAILEY PL

BYWOOD DR
HARLOW
DR

SLEEPY HOLLOW DR

VALLE VISTA DR

SLEEPY HOLLOW PL
PL

CORLINGTON RDWYNDALE PL

ASHBURTON PL

DEVONSHIRE LNCOUTIN LN GLENOAKS CANYON DR

ORCHARD AV

HARVEY DR

VALLEJO DR

HOLLY DR

WILSON TERR

CALIFORNIA AV

E HARVARD STCAMPUS ST

CARR DR

MAYNARD ST

SINCLAIR AV

LUKENS PL

WILSON AV

N VERDUGO RD

CARLTON DR

OLIVE ST

CARLA DR

MILDRED DRFAY DR

GLENMORE BLVD

MOUNTAIN ST

FOXKIRK RD

PARCHER PL

SOLWAY ST

EASTEDGE DR
CHEVY

ARUNDLE PL

ANNITA DR

SHERIDAN RD

BELLEAU RD

THURLENE RD

BOUQUETE ST

CORNWALL DR

HOLLYWELL PL

ST GREGORY RD

EDGEWICK RD

PADDINGTON RD

GOLF CLUB DR

CHEVY KNOLL DR

GOLF CLUB DR

PARWAY DR

GRACELAND WY

CHEVY OAKS CR

RIDGE DR

CHEVY OAKS

HAWKDEN CT

PENHILL CT

NORSSALL CT

BARMORE CT

FAIRCLIFF CT

MAYGREEN CTALLER CT

GLENFLOW CT

CAPROCK CT

EDMONTON RD

LAIRD DR

CHANCERY LN

OLYMPIC DR

KENNINGTON DR

GREENWICH RD

CHEVY CHASE DR

GRACELAND WY

STUART WK

SOMERSET RD
MARTIN

LARKSTONE LN

OUTLOOK LN

ST ANDREWS DRRAMSAY DR

BARNETT DR

CASCADIA DRLEITH RDDRURY LN

CHEVY CHASE DR

GLENOAKS BLVD

MARENGO DR

THORNWOOD ST

FALLEN LEAF PL

HOLLYBURNE CT

PHEASANT ST

DRAGONFLY ST

FOX GLOVE ST

FIGUEROA ST

CORNWALL DR

TYRRELL PL

DUNSMERE RDCHARING CROSS RD

SUSSEX CT

COVENTRY PL

LINDA VISTA RD

BALEGH PL

FULLBROKE RD

BUCKINGHAM RD

BUCKINGHAM PL

KAREN LYNN DR

SAN AUGUSTINE DR

NORHAM PL

FULLMOON DR

ST ELIZABETH RD

FIGUEROA ST

CHEVY CHASE

WELSH WY

ERIN CT

DUBLIN DR

ERIN WY

SHANNON WY

SHERWOOD

LENORE DR

CRAIL WY

CM SAN RAFAEL

PASEO DE CIMA

FLINTRIDGE DR

ASHINGTON DR

BALMAIN WY

EMERALD ISLE
RD

GRANGEMOUNT RD

CHADNEY DR

KINGRIDGE WY

KIRKHAM DR

HAMPSTEAD RD

DELISLE CT

EASTGATE PL

FLORENA CTALLENJAY PL

CARRIE LN

POSITAS RD

BAGDAD PL

EL ARBOLITA DR

PAULA PL

WILLOW DR

ATWATER

LOCKWOOD RDMARCIA RD
RD

AMARILLO DR

RAFAEL TER

BAY BERRY DR

SPARR BLVD

OAKWOOD

RUSTIC LN

VERDUGO RD

ALPHA RD

LOS ENCINOS AV

VISTA DEL VERDEPASA

MIRA VISTA DR

BOUGE DR

GLORIETTA AV

SANTA BARBARA AV

RAMONA AV

GLORIETTA AV

DON CARLOS AV

WESTON PL

DEL VALLE AVBLANCHARD DR

VERDUGO

ARMOUR PL

LA VISTA

OPECHEE WY

HERMOSITA DR

RISA PLRISA DR

FERN LN

CONCITA ST

RISA DRCALAFIA ST

BARA RD

BONITA DR

JUNE LN

OPECHEE WY

SYLVAN LN

EL RITO AV

CAPISTRANO AVE

SELVAS PL

ANDENES DR

DESCANSO

FREEMONT PL

OPECHEE WY

SAN LUIS REY DR

SUNSHINE CT

COLINA DR

BONITA DR

COLINA DR

CAMULOS AV

BONITA DR

ROSITA DR HAVEN ST

HILLSIDE DR

WABASSO WY

SIERRA PL

HILLSIDE DR

POLARIS DR

HILLSIDE DR

BRANTA DR

FERNBROOK PL

HIAWATHA DR

COLINA DR

ESSEX LN

SANDRINGHAM DR

NIODRARA DR

OAKMONT TER

SAMARKAND PLTAMERLANE DR

VERDUGO KNOLL DR

OAK KNOLL

CRESTMONT CT

SHERER LN

ARVIN DR

KIRKBY RD

VERDUGO VISTA DR

VERDUGO LOMA DRTHE MIDWAY

ALCALDE WYALCALDE DR
PL
TER
CT

OAKGLEN
AV

OAKGLEN
DR DR
PL
DR

SLEEPYHOLLOW

EDWARDS

VALLE VISTA
DR
CA-2
(GLENDALE

COUNTRY CLUB DR
DRIVE

SAN GABRIEL

CANADA BLVD

SINCLAIR AV

WOODBURY RD

N VERDUGO RD

LAS FLORES DR

IMPERIAL DR

N VERDUGO RD

VERDUGO CIRCLE DR

SINCLAIR AV

N CHEVY CHASE DR

WOODBURY RD

HERBERT AV

CORWIN AV

ATKINS DR

TRENTON AV

RICHARD AV LEERIDGE TERLYNGLEN DR

AVONGLEN TER

MERRILL AV

E GLENOAKS BLVD

LORINDA DR

MILLAR DR

LUTON DRCANYON DR

LA LOMA RD

RICHARD PL

SYLVANOAK DR

GLENVISTA DR

BRIARWOOD LN

AVONOAK TER

PRINCIPIA DR

FURMAN PL

GLADYS DR

AVONOAK TER

SWARTHMORE DR

SWEETBRIAR DR

INA DRLURING DR

GLAN AV

ATKINS DRGLENANDALE TER

CANADA BLVD

N VERDUGO RD

DELMONTE DR

MOUNTAIN ST

ALAMO DR

LAS FLORES DR

PRINCES DR

AROBLES DR

MORENO DR

OROSCO DRPUEBLA DR

MAJESTIC WY

ROYAL BLVD

TOLEDO DR

TORRES DR

GREENBRIAR RD

LA ZANJA DR

DON JOSE DR

HILLCROFT RD

MOUNTAIN ST

VERDUGO CIRCLE DR
4 5

KIRKBY RD

TOWNE ST
LN
RD
EXHIBIT 1: PROJECT LOCATION MAP
FISCAL YEAR 2023 ADA CURB RAMP INSTALLATION

AND SIDEWALK REPAIR PROGRAM

MAINTENANCE

DISTRICT BOUNDARY

NOT TO SCALE

PUBLIC WORKS DEPARTMENT

ENGINEERING DIVISION

PROJECT LOCATION

PROJECT LOCATION
(ADA and Sidewalk Repair)
LEGEND

CONCRETE PAVEMENT
REPAIR

CITY BOUNDARY
PAGE 1 OF 3
97 of 180

OPECHEE WY

CAPISTRANO AV

HERMOSITA DR

CAMULOS AV

EL RITO AV

RISA DR
BROOK

CORO TER

CATHAY ST

VERDUGO KNOLL PL

MOUNT CARMEL DR

E GLENOAKS BLVD

SUNSHINE DR

BALMORAL DR

TRAFALGER DRDOVERWOOD DR

MOUNTBATTEN DR

KILDONAN DR

WOLVERTON RD

BRAMFORD DR

KILMARY LN

STEWARTON WY

PENSHORE TER

WHITEHAVEN TER

MOORSIDE DR

BRIARRIDGE

KIRKTON PL

PEBBLESHIRE RD

CHUDLEIGH LN

CATALINA DR

ESMERALDA DR

PUEBLA DRRIDGEVIEW DR

WOODHOLLY DEERMONT RD

CIELITO DR

RAMS HORN

STARVALE RD

RIMCREST DR

CANYONWOOD DR

RIMCREST DR

CANYONWOOD

OAK LNASPEN

WONDERVIEW DR

MAGINN DR

CARDIGAN AV

MAGINN DR

NESMUTH RD

DOROTHY DR

VALLEY VIEW RD

MERRIMAN PL

PALM DR

DRYDEN ST

E CALIFORNIA AV

ZERR CT

SINCLAIR AV

E CALIFORNIA AV

N EVERETT ST

N KENWOOD ST

E CALIFORNIA AV

SALEM ST

W CALIFORNIA AV

MYRTLE ST

N BRAND BLVD

GLENMORE BLVD

CORWIN AV

ACADEMY PLKIMLIN DR

ELEANORE DR

LILAC LN

EDEN AV

HARVEY DR

HILL DR

OAK VISTA DR

ORCHARD AV

HARVEY DR

VALLEJO DR

HOLLY DR

WILSON TERR

CALIFORNIA AV

N CHEVY CHASE DR

STANLEY AV

CARLA DR

MILDRED DRFAY DR

GLENMORE BLVD

MOUNTAIN ST

FOXKIRK RD

PARCHER PL

SOLWAY ST

EASTEDGE DR

RIDGE DR

HAWKDEN CT

PENHILL CT

NORSSALL CT

POSITAS RD

VIA SALDIVAR

WESTON PL

DEL VALLE AVBLANCHARD DR

VERDUGO

ARMOUR PL

LA VISTA

OPECHEE WY

HERMOSITA DR

RISA PLRISA DR

FERN LN

CONCITA ST

RISA DRCALAFIA ST

BARA RD

BONITA DR

JUNE LN

OPECHEE WY

SYLVAN LN

EL RITO AV

CAPISTRANO AVE

SELVAS PL

ANDENES DR

DESCANSO

FREEMONT PL

OPECHEE WY

SAN LUIS REY DR

SUNSHINE CT

COLINA DR

BONITA DR

COLINA DR

CAMULOS AV

BONITA DR

ROSITA DR HAVEN ST

HILLSIDE DR

WABASSO WY

SIERRA PL

HILLSIDE DR

POLARIS DR

HILLSIDE DR

BRANTA DR

FERNBROOK PL

HIAWATHA DR

COLINA DR

ESSEX LN

SANDRINGHAM DR

NIODRARA DR

OAKMONT TER

SAMARKAND PLTAMERLANE DR

VERDUGO KNOLL DR

OAK KNOLL

CRESTMONT CT

SHERER LN

ARVIN DR

KIRKBY RD

VERDUGO VISTA DR

VERDUGO LOMA DRTHE MIDWAYMELWOOD DR

CIELITO DR
DR

RASICRIDGE RD

HEATHER RIDGE DR

ALCALDE WYALCALDE DR

ROYAL BLVD

THORNCREST

OLD PHILLIPS RD

IVY BRIDGE RD

GREENBRIAR

COLUMBUS AV

MERRIMAN PL

CUMBERLAND RD

LAWSON PL

CUMBERLAND TER

LARCO WY

ARBOR DR

KEMPTON RD

BROCKMONT
DR

PARK RIDGE DR

GLEN AIRE DR

VIEW CREST RD

W STOCKER ST

NOLAN AV

GANGI LN

MAGINN PL

N MARYLAND AV

BENOWE SCOTIA DR
RD RD
PL
TER
CT
DR
CT
TER
CT

CANADA BLVD
8 SINCLAIR AV

WOODBURY RD

GALLER PL

N VERDUGO RD

BONNYBROOK

LAS FLORES DR

IMPERIAL DR

N VERDUGO RD

N CAMPBELL ST

DWIGHT DR

CUMBERLAND RD

CARMEN DR

DEL REY DR

VERDUGO CIRCLE DR

E GLENOAKS BLVD

E DRYDEN ST
FOX PL
BALBOA

N CAMPBELL

N ISABEL ST

N HOWARD ST

N LOUISE ST

N BRAND BLVD

SHERMAN LN

LORAINE ST

E FAIRVIEW AV

VIOLA AV

N COLUMBUS AV

PARKWOOD LN

N COLUMBUS AV

W DRYDEN ST

N BELMONT ST

SINCLAIR AV

N CHEVY CHASE DR

N ADAMS ST
McHENRY RD

PIEDMONT AV

NARANJAI DRNARANJAI DR

E DORAN ST
E. LEXINGTON DRN. GLENDALE AV

BALBOA AV

N GENEVA ST
N. EVERETT ST

GLENVIA ST

E DORAN ST

N GENEVA ST

N HOWARD ST

N ISABEL ST

N JACKSON ST

E LEXINGTON DRW LEXINGTON DR

W MILFORD ST

W DORAN ST

PIONEER DR

GROVE PLWOODBURY RD

HERBERT AV

CORWIN AV

ATKINS DR

TRENTON AV

RICHARD AV LEERIDGE TERLYNGLEN DR

AVONGLEN TER

MAURITA PL

MERRILL AV

E GLENOAKS BLVD

LORINDA DR

MILLAR DR

LUTON DRCANYON DR

LA LOMA RD

RICHARD PL

SYLVANOAK DR

GLENVISTA DR

BRIARWOOD LN

AVONOAK TER

PRINCIPIA DR

FURMAN PL

GLADYS DR

AVONOAK TER

SWARTHMORE DR

SWEETBRIAR DR

INA DRLURING DR

GLAN AV

ATKINS DRGLENANDALE TER

CANADA BLVD

N VERDUGO RD

DELMONTE DR

MOUNTAIN ST

ALAMO DR

LAS FLORES DR

PRINCES DR

AROBLES DR

MORENO DR

OROSCO DRPUEBLA DRMISTY ISLE DR

REMAH VISTA DR

MELWOOD DR

IMPERIAL DR

MAJESTIC WY

ROYAL BLVD

OAKENGATE DR

MELWOOD DR HARRINGTON RD

BOHLIG RD

HOWARD ST

ROSS ST

TOLEDO DR

TORRES DR

GREENBRIAR RD

LA ZANJA DR

LORETO DR

SINALOA DR

ROSEMOUNT RD

CORDOVA AV

CEDAR RD
RD

CAVANAGH

CAVANAGH RD

N JACKSON ST

MONCADO DR

DON JOSE DR

HILLCROFT RD

MOUNTAIN ST

E STOCKER ST

CORTEZ DR

VISCANO DR

ROSSMOYNE AV

CORDOVA AV

N CEDAR STN EVERETT ST

N HOWARD STN JACKSON STN ISABEL ST

VERDUGO CIRCLE DR

N ADAMS ST

PORTOLA AV

CORDOVA AV

CORONADO DRMONTEREY RD

N GLENDALE AV

E GLENOAKS BLVD

CABRILLO DR

MONTEREY RD

JACKSON PL

GOODE AV

SANCHEZ DR

MARYLAND PL

PARKWOOD DR

KENNETH RD

CEDAR HILL RD

DARRELL DR

HAZBETH LN

VALLEY VIEW RD

SPENCER ST

MOUNTAIN STN CENTRAL AV

DWIGHT DR

LOUISE TER

GLENMONT DR

N MARYLAND AV

N LOUISE ST

CAMPBELL ST

RANDOLPH ST

LORAINE ST

MELROSE AV

W FAIRVIEW AV

CAMERON

SAN RAFAEL AV
TER
PL
AV

N COLUMBUS AV

N CENTRAL AV

W STOCKER ST
9 7
ST

N GENEVA ST

KIRKBY RD

TOWNE ST
LN
RD

MAINTENANCE

DISTRICT BOUNDARY

NOT TO SCALE

PUBLIC WORKS DEPARTMENT

ENGINEERING DIVISION

PROJECT LOCATION

PROJECT LOCATION
(ADA and Sidewalk Repair)
LEGEND

CONCRETE PAVEMENT
REPAIR

CITY BOUNDARY
PAGE 2 OF 3

PROJECT LOCATION
EXHIBIT 1: PROJECT LOCATION MAP
FISCAL YEAR 2023 ADA CURB RAMP INSTALLATION

AND SIDEWALK REPAIR PROGRAM
98 of 180

SANTA FE RAILROAD
S. GLENDALE AV

SAN FERNANDO RD

ROSSLYN ST

DOLORES ST

CARMEL ST

FORREST AV

E EULALIA ST

E CERRITOS AV

S BRAND BLVD

GARDENA AV

S CENTRAL AV

W CYPRESS ST

MAGNOLIA AV

S MARYLAND AVE CYPRESS ST

W LOS FELIZ RD
E LAUREL STS. BRAND BLVD

S GLENDALE AV

E CYPRESS ST

HAGUE CT
S. CENTRAL AV

MARIPOSA ST

E PALMER AV

W PALMER AV MAGNOLIA AV

E PALMER AV

E CHEVY CHASE DR

PEPPER WY

E GARFIELD AV

E ACACIA AVE ACACIA AV

E GARFIELD AV

E WINDSOR RD

W WINDSOR RDS CENTRAL AV

W GARFIELD AV

W ACACIA AV

W WINDSOR RD

SAN FERNANDO RD

W GARFIELD AV

S COLUMBUS AV

CATHEDRAL DR

MARIPOSA ST

W CERRITOS AV

MIRA LOMA AV

E LOS FELIZ RD
W. LAUREL ST
W. EULALIA ST

W CERRITOS AV

W CYPRESS ST

MAGNOLIA AV

W PALMER AV

EL BONITO AV

RAILROAD

FERNANDO CT

LOS ANGELES ST

GARDENA AV

RAILROAD

S ORANGE ST

MADISON WY

HEMINGER ST

ROADS END

MISSION RD

COLBY DR

W CHEVY CHASE DR

W GARFIELD AV

W WINDSOR RD

FLORENCE PL

VIRGINIA PL

S MARYLAND AV

PRINCETON ST

TOPOCK ST

VASSAR AV
ST
ST

W PALMER AV

E GARFIELD AV
ALLEY 39
ALLEY 41
ALLEY 79

CITY OF GLENDALE

CITY OF LOS ANGELES

MISSION RD
ALLEY 38
ALLEY 74

E HARVARD ST

E BROADWAY

E WILSON AV

E CALIFORNIA AVN ADAMS STS ADAMS ST

FRANKLIN CT

S EVERETT STN EVERETT ST

S CEDAR ST

S BELMONT STN BELMONT ST

S CEDAR ST N CEDAR ST

S GLENDALE AV

N EVERETT ST

E WILSON AV

N CHEVY CHASE DR

STANLEY AV

CARLTON DR

OLIVE ST

ORANGE GROVE AV

N BELMONT ST
McHENRY RD
ALLEY 02

MOUNT CARMEL DR

E GLENOAKS BLVD

SINCLAIR AV

GLENMORE BLVD

CORWIN AV

ACADEMY PLKIMLIN DR

ELEANORE DR

EDEN AV

HARVEY DR

HILL DR

OAK VISTA DR

ORCHARD AV

HARVEY DR

VALLEJO DR

HOLLY DR

WILSON TERR

CALIFORNIA AV

SINCLAIR AVSINCLAIR AV

N CHEVY CHASE DR

HERBERT AV

CORWIN AV

ATKINS DR

TRENTON AV

RICHARD AV LEERIDGE TERLYNGLEN DR

AVONGLEN TER

MERRILL AV

E GLENOAKS BLVD

MILLAR DR

AVONOAK TER

ATKINS DRGLENANDALE TER

STEPHENS CIR

DEER CREEK LNPETERS CIR

GLENCREST TER

GLENCREST DR

BEAUDRY SAN GABRIEL AVSHADY GLEN

LEE CIR

DAILY CIR

BARNES CIR

DORA VERDUGO DR

GREENMONT DR

STARVIEW DR

VALANE DR

BEAUDRY BLVD

CANADA BLVD
CLUB

SAN GABRIEL AV

HERMOSITA DR

SANTA ROSA AV

SANTA MARIA AV

VERDUGO RD

EL VISTA CT

EL TOVAR DRMENLO DR

EL ARBOLITA

N VERDUGO RD

MENLO DR
RD

CANYON RD

DOWNING AV

LA CRESCENTA AV

GLENCOE WY

VICKERS DR

CASTERA AV

SPARR BLVD

MENLO DR
DR
MAR
DEL

HARMON PL

BAGDAD PL

EL ARBOLITA DR

EL ARBOLITA

ATWATER

LOCKWOOD RDMARCIA RD

AMARILLO DR

RAFAEL TER

BAY BERRY DR

SPARR BLVD

OAKWOOD

VERDUGO RD

OAKGLEN

OAKGLEN
N
DR
DR
BLVD
VISTA

COUNTRY CLUB DR
DRIVE

SAN GABRIEL

COUNTRY CLUB DR

VERDUGO KNOLL PL

LOMA VISTA DR

TAMBOR DR

CMTO DE LA NARCISA

SHERER LN

ARVIN DR

KIRKBY RD

VERDUGO VISTA DR

VERDUGO LOMA DRTHE MIDWAY

CANADA BLVD

N VERDUGO RDKIRKBY RD

TOWNE ST

NOT TO SCALE

PUBLIC WORKS DEPARTMENT

ENGINEERING DIVISION
LEGEND
PAGE 3 OF 3

MAINTENANCE

DISTRICT BOUNDARY

PROJECT LOCATION
(ADA and Sidewalk Repair)

CONCRETE PAVEMENT
REPAIR

CITY BOUNDARY
EXHIBIT 1: PROJECT LOCATION MAP
FISCAL YEAR 2023 ADA CURB RAMP INSTALLATION

AND SIDEWALK REPAIR PROGRAM
99 of 180

100 of 180

101 of 180

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Appropriation of the California Governor’s Office of Emergency Services grant in the amount of $1.1 million for the Active Transportation, and Wildfire Prevention Infrastructure

1. Motion authorizing the City Manager or designee to execute Grant Agreement with the California Governor’s Office of Emergency Services (Cal OES) in the amount of $1,100,000.

2. Resolution of Appropriation in the amount of $1,100,000.

COUNCIL ACTION
Item Type: Consent Item
Approved for May 2, 2023 calendar

EXECUTIVE SUMMARY
Through Assembly Bill 178, the Budget Act of 2022, Assemblymember Laura Friedman requested $1.1 million for the Active Transportation and Wildfire Prevention Infrastructure. The funding included $100,000 for the Glendale Fire Department’s Wildfire Hazard Mitigation, and $1,000,000 for the environmental review of the proposed Verdugo Wash Project.
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24e
4 1
7 0

COUNCIL PRIORITIES
Environmental Stewardship: Both projects, wildfire hazard mitigation and the Verdugo Wash’s environmental review, provide for positive environmental stewardship.

RECOMMENDATION
Authorize the City Manager or designee to execute the agreement with the California Governor’s Office of Emergency Services (Cal OES).

BACKGROUND
Through AB 178, the Budget Act of 2022, Assemblymember Laura Friedman requested $1.1 million for the Active Transportation and Wildfire Prevention Infrastructure. This funding will be utilized by both the Glendale Fire Department for wildfire hazard mitigation, and the Community Development Department to further study and conduct the environmental review of the proposed Verdugo Wash project.

ANALYSIS
Specific grant funding such as this generous funding by the State allows the City to strategically advance important initiatives such as fire safety and active transportation in Glendale.

The Glendale Fire Department will utilize this funding for wildlife hazard mitigation, specifically hazard fuel reduction. With 60% of the City located in the Very High Fire Hazard Severity Zone, wildfire preparation is an urgent need for mitigating risk to ensure the safety of lives and property. Efforts will focus on fuel reduction, vegetation management, and other hazard mitigation activities.

The Community Development Department will utilize their portion of the funding to further study the Verdugo Wash, both the active transportation components of the project as well as the requisite environmental studies to ensure a safe and actively utilized corridor and amenity in the City.

STAKEHOLDERS/OUTREACH
No additional outreach is proposed regarding acceptance of this grant. However, as the Verdugo Wash progresses, community input will be solicited.

FISCAL IMPACT
The Cal OES Grant was not included as part of the FY 2022-23 budget. The grant amount totals $1,100,000 and will help cover the cost of wildfire hazard mitigation and the environmental studies associated with the Verdugo Wash. Staff requests an appropriation of $1,100,000 from grant revenue. The appropriation request is outlined on the following page:
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34e
4 1
7 0
Requesting Appropriation
Amount From (Account
String)
To (Account
String)
Funding Source
$1,000,000 32610-2160-CDD-
0020-P0000-
CDD00993AG
43110-2160-CDD-
0020-P0000-
CDD00993AG
Grant Fund
$100,000 32610-2650-GFD-
0020-P0000
GFD00992AG
43110-2650-GFD-
0020-P0000
GFD00992AG
Fire Grant Fund

ENVIRONMENTAL REVIEW (CEQA/NEPA)
This item will fund an environmental review, so any subsequent environmental impacts discovered will be brought forward with a future report.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: Authorize the City Manager to execute Grant Agreement with the Cal OES, and approve the resolution of appropriation of $1,100,000 in grant funds. This will provide funding for wildfire hazard mitigation and the environmental review of the Verdugo Wash.

Alternative 2: Do not approve the Grant Agreement with the Cal OES, or the appropriation of $1,100,000 in grant funds. This will result in the General Fund having to absorb the costs of these projects, if approved by City Council.

Alternative 3: Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Prepared by:

Tamar Sadd, Principal Administrative Officer

Approved by:

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

EXHIBITS/ATTACHMENTS
None.
104 of 180

MOTION
Moved by Council Member , seconded by Council Member , that the Council of the City of Glendale hereby authorizes the City Manager or his designee to execute the Grant Agreement with the California Governor’s Office of Emergency Services in relation to a grant in the amount of $1,100,000 for the Active Transportation and Wildfire Prevention Infrastructure as outlined in the Report to Council dated May 2, 2023.

Vote as Follows:

Ayes:

Noes:

Absent:

Abstain:
105 of 180

106 of 180

107 of 180

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Solicitation of a Legal Advertising Contract for the City of Glendale

1. Resolution Adopting Specification No. 3944 and Directing the City Clerk to Advertise for Bids

COUNCIL ACTION
Item Type: Consent Calendar
Approved for May 2, 2023 calendar

EXECUTIVE SUMMARY
In accordance with the City’s Charter, legal advertising for the City of Glendale shall be performed through publication in one or more newspapers of general circulation within the City’s jurisdiction. Accordingly, the City Council is required to annually approve the specifications related to the solicitation of a legal advertising contract and direct the City Clerk to advertise for bids.

COUNCIL PRIORITIES
Not Applicable.

RECOMMENDATION
City Council adopt Specification No. 3944 and direct the City Clerk to advertise for bids.

ANALYSIS
In accordance with Article VI, Section 11 of the Glendale City Charter, 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 purpose of this report is to seek both approval of the Specifications as well as approval to solicit for bids.

FISCAL IMPACT
The City Clerk’s advertising account is directly influenced by the number of hearings being advertised for City Council, various other boards and commissions, and the publication of ordinance summaries on an annual basis. The proposed legal advertising contract is anticipated to not exceed $60,000, which is requested as part of the proposed FY 2023-24 budget. As such, no new appropriation is being requested at this time.
108 of 180

24f
4 1
9 1
The proposed FY 2023-24 budget is outlined below:

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: Adopt a resolution approving Specification No. 3944 and direct the City Clerk to advertise for bids.

Alternative 2: Adopt an amended resolution approving Specification No. 3944 and direct the City Clerk to advertise for bids.

Alternative 3: No other alternative exists because there is a legal requirement for legal advertising. Failure to adequately advertise would result in a violation of public noticing laws.

ADMINISTRATIVE ACTION
Prepared by:

Karen Cortes, Senior Office Services Specialist
Approved by:

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

EXHIBITS/ATTACHMENTS

1. Legal Advertising Bid
109 of 180

RESOLUTION NO.

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA, ADOPTING CITY CLERK SPECIFICATIONS NO. 3944 FOR

LEGAL ADVERTISING SERVICES PURSUANT TO GLENDALE CHARTER ARTICLE VI, SECTION 11 AND DIRECTING THE CITY CLERK TO ADVERTISE FOR BIDS

BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE;

SECTION 1. The specifications, on file in the Office of the City Clerk, for Legal Advertising services including the various documents incorporated therein, are hereby approved, adopted, designated, and shall hereafter be known as Specification No. 3944.

SECTION 2. The City Clerk is hereby directed to advertise for bids for the services and materials described in Specifications No.3944 adopted by this Resolution.

Adopted this day of , 2023.

Mayor of the City of Glendale

ATTEST:

City Clerk of the City of Glendale

STATE OF CALIFORNIA )

COUNTY OF LOS ANGELES )

CITY OF GLENDALE )

I, Suzie Abajian Ph.D., City Clerk of the City of Glendale, do hereby certify that the foregoing Resolution No. was duly adopted by the Council of the City of Glendale, California, at a regular meeting held on the day of , 2023 and that the same was adopted by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

City Clerk
110 of 180

SPECIFICATIONS NO. 3944
FOR

LEGAL ADVERTISING
IN THE

CITY OF GLENDALE, CALIFORNIA
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2 NOTICE CALLING FOR BIDS
Sealed bids will be received at the office of the City Clerk of the City of Glendale until 2:00 p.m. on Wednesday, May 17, 2023 for:

THE LEGAL ADVERTISING WITHIN THE GEOGRAPHICAL AREA

OF THE CITY OF GLENDALE, FOR THE CITY OF GLENDALE
Bids will be opened publicly at or about 2:00 P.M. of said day in the Council Chambers of the City Hall, in the City of Glendale, California.

The work shall be done in accordance with Specification No. 3944 on file in the office of the City Clerk of the City of Glendale, where they may be examined copies obtained.

Bids shall be made in duplicate on the proposal form obtainable at the Office of the City Clerk.

Bidders are hereby notified that in accordance with the provisions of the Labor Code of the State of California, the Council of the City of Glendale has ascertained and determined by Resolution No. as amended, the general prevailing rate of per diem wages and the general prevailing rate for legal holiday and overtime work for each craft or type of worker needed in the execution of contracts with the City of Glendale. Said Resolution is on file in the office of the City Clerk and is incorporated herein and made a part hereof the same as though fully set forth herein.

The City of Glendale reserves the right to reject any and all bids and to waive any informalities or technical defects as the best interests of the City may require.

Suzie Abajian, City Clerk
City of Glendale
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3 INSTRUCTIONS AND INFORMATION FOR BIDDERS
A. INTENT OF SPECIFICATIONS
It is the intent of these specifications to provide for complete legal advertising for the entire period covered by the contract and within the geographical area of the City of Glendale, with the express exception that legal advertising relating to charter amendments is hereby excluded.

The total bid shall be itemized in accordance with the Proposal Schedule. Each item of the Proposal Schedule must be filled in and completed or the bid will be considered incomplete and subject, at the City’s option, to rejection. On the Proposed Schedule, Item 1 (price per lineal inch for the first insertion), and Item 1a (price per lineal inch for each subsequent insertion) only will be used to evaluate the bid for the purpose of awarding the contract. Items 2, 2a, 3 and 3a shall be binding upon the bidder, but shall not be used in determining the lowest responsible bidder.

Any contract entered into with the City under Specification No. 3944 shall include all the services provided therein and be let to the lowest responsible bidder.

Billing shall be made monthly to the Director of Finance based on the submission of invoices.

B. FORM OF PROPOSAL AND SIGNATURE
The proposal must be made on the form provided for that purpose, enclosed in a sealed envelope bearing the title of the work and specifications number, and addressed to the City Clerk, 613 E. Broadway, Room 110, Glendale, California, 91206-4393. If the bid is made by an individual, it must be signed by the full name of the bidder, whose address must be given; if it is made by a firm, it must be signed with the firm name by a member of the firm, and the name and full address of each member must be given; and if it is made by a corporation, it must be signed by the proper office in the corporate name, and the corporate seal must be attached to such signature. No other proposals will be considered.

C. PROPOSALS
Blank spaces in the proposal must be properly filled in and the phraseology of the proposal form must not be changed. Any unauthorized conditions, limitations, or provisos attached to a proposal may render it informal and cause its rejection. Alterations by erasure or interlineation must be explained or noted in the proposal over the signature of the bidder. Bidders are invited to be present at the opening of proposals. A corporation submitting a proposal may be required, before the contract is finally awarded, to furnish a certificate as to its corporate existence, satisfactory evidence as to the officer or officers authorized to execute the contract on behalf of the corporation. All proposals shall be made in duplicate on the proposal form obtainable at the office of the City Clerk of the City of Glendale.

D. EXAMINATION OF SPECIFICATION
The bidder must make a careful examination of all the Specification and must fully inform himself/herself to the character of work required. The City will, in no case, be responsible for any unanticipated cost that may be suffered the contractor as a result of the contractor’s failure to fully inform himself/herself in regard to all conditions pertaining to the work. 113 of 180

4 E. QUALIFICATIONS OF BIDDER
The bidder must satisfy the City of his/her ability to furnish the materials and to perform the work contemplated.
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5 PROPOSAL FOR:

LEGAL ADVERTISING

WITHIN THE GEOGRAPHICAL AREA OF THE

CITY OF GLENDALE
UNDER
SPECIFICATION NO. 3944
Date_______________________________
To the Honorable Mayor and City Council
Glendale, California
Ladies and Gentlemen:

In compliance with the advertisement calling therefore, the undersigned hereby proposed and agrees to:

Do the Legal Advertising within the Geographic Area of the City of Glendale, in accordance with Specification No. 3944 of the City of Glendale and the Proposal Schedule which follows, to enter into and execute a contract at the prices set forth in said Proposal Schedule.

The bid price shall include all sales, use or other taxes applicable to the items bid upon. 115 of 180

6 PROPOSAL SCHEDULE
(Bidder shall fill in the price bid in the appropriate column.) Item No.

1. Price per lineal inch for 1st insertion.
__________
1a. Price per lineal inch for each subsequent insertion. __________

2. Price per page for additional copies in quantities of 100. __________
2a. Price per page or additional copies for second and subsequent hundreds. __________

3. Price per page for additional copies printed on Hammermill ledger bond or equivalent twenty-four pound stock, in quantities of 50 __________
3a. Price per page for second and subsequent fifties.
__________
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7 If awarded the contract, the undersigned hereby agrees to sign said contract within fourteen (14) days after the award of said contract.

The undersigned has examined and judged at his/her own responsibility the type of legal advertising proposed and is familiar with the specifications.

The undersigned has carefully checked all of the above figures and understands that said City will not be responsible for any error or omission on the part of the undersigned in preparing this bid, nor will said City release the undersigned on account of said error or omission. (Bidder shall sign in appropriate blanks)
INDIVIDUAL Name of Company_______________________________________________ Signature of Individual____________________________________________ Address_______________________________________________________ ________________________________________Phone________________ City State Zip Code
PARTNERS Name of Partnership_____________________________________________ Signature of Member Signing_______________________________________ Address_______________________________________________________ ________________________________________Phone________________ City State Zip Code

CORPORATION Name of
Corporation_____________________________________________ Signature of Officer______________________________________________ Title_____________________________________________(Corporate Seal) Address_______________________________________________________ ________________________________________Phone________________ City State Zip Code
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8 DETAILED SPECIFICATION

1. DEFINITIONS
The word “advertising” as used in these specifications, shall mean, and include all legal advertising in the City of Glendale, except for publication of Charter amendments, which may be required by law to be published in a legal newspaper or in a newspaper of general circulation.

The word “contractor” as used in these specifications, shall mean the successful bidder.

2. REQUIREMENT OF CIRCULATION
All advertising shall be published in a newspaper of general circulation which is published and circulated in the geographical area of the City of Glendale, and in all other respects shall comply with the requirements of law applicable to legal newspapers and newspapers of general circulation.

3. PROOFING MATERIAL
Proofs of all matter to be published under these Specifications shall be first carefully read with the copy and corrected, and two (2) revised proof sheets of the corrected matter shall be delivered to the City Clerk or other officer, board, commission or department of said City ordering such advertising, with the original copy thereof, in time to permit the reading of such proof before such advertising is published, and upon return of one of said proof sheets to the contractor all corrections noted thereon shall be made before such advertising is published, without additional charge. No charge shall be made or allowed for republication of a matter occasioned by any error on the part of the contractor notwithstanding the proof thereof may have been read by any officer or employee of the City, or for the republication of any subsequent matter or publication in connection with the same proceeding which may have been occasioned by any such error on the part of the contractor under the conditions aforesaid.

4. DATES OF PUBLICATION
All advertising shall be published on the dates and at the times directed by said City or the officer, board, commission, or department thereof ordering such advertising. Affidavits, showing the publication of advertising shall be made in duplicate and delivered by the contractor without charge to the officer, board, commission, or department ordering the same not later than two (2) days after the completion of such advertising.
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9 5. PLACING AND HEADING ADVERTISING
All advertising shall be grouped under the heading “Public Notices,” which heading shall be placed above all columns in which such advertising is displayed, and no other matter shall be allowed to intervene or appear between the parts of such legal advertising or between the heading above referred to and the printed matter following the same.

6. SUPPLEMENTARY MATERIAL TO BE FURNISHED
The contractor shall furnish to the officers, board, commission or department of the City ordering advertising hereunder thirty (30) printed copies of each advertisement, the same to be printed on newsprint paper six inches by nine inches (6” x 9”) in size and delivered to the said officer, board, commission or department ordering the advertising not later than noon of the day immediately succeeding the first publications of such advertising, unless such officer, board, commission or department shall specify a lesser number of such copies. Each separate advertisement shall be separately printed without being combined with any other advertisement or printed matter.

7. SIZE OF TYPE FOR PRINTING
All advertising shall be printed in type not larger than six (6) points, set at least eleven (11) lines to the lineal inch of the column, and the columns shall not be less than one and one-half (1-1/2) inches wide.

8. PRICE STATEMENT
Bidders shall, in their respective bids, give the name of the newspaper in which it is proposed to publish advertising and state the price per lineal inch of column not less than one and one-half (1-1/2) inches in width for which such advertising will be published. Each bidder shall also state a price for the first insertion thereof and the price for each subsequent insertion of the same advertisement. The price so stated shall include the furnishing of twenty-five (25) printed copies of all advertising as above mentioned.

9. NEWSPAPERS AND ARCHIVE ACCESS TO BE PROVIDED
a. The contractor shall deliver, without extra charge therefore, not less than thirty (30) nor more than forty (40) copies of each issue of said paper, with inserts, published during the period covered by the contract, as needed as determined by the City Clerk. b. 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.
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10 10. ADDITIONAL COPIES OF ADVERTISING TO BE FURNISHED Each bidder shall also submit a bid for furnishing additional copies of all such advertising in quantities of not less than one hundred (100) copies as desired by the City. Said bid is binding upon the bidder but shall not be evaluated for the purpose of awarding the contract. Said copies are to be in addition to the thirty (30) printed copies above mentioned and shall be printed on newsprint paper six inches by nine inches (6” x 9”) in size. Bids for such copies shall state the price per page per hundred (100) copies. Also, each bidder shall submit a bid for furnishing additional copies of all such advertising in quantities of fifty (50) copies printed on Hammermill Ledger Bond, or equivalent, twenty-four (24) pound stock. No bid will be considered which does not state the price for furnishing such copies. The City is not obliged to have said copies printed but reserves the right to do so by giving notice to the contractor at any time before the contractor has completed the advertising, or before the type for the same has been distributed or destroyed.

11. EXECUTION OF CONTRACT
The contract shall be executed by the successful bidder within fourteen (14) days from the date of the awarding thereof, and when so executed shall cover the period of July 1, 2023, to midnight, June 30, 2024. The City, at its own option, reserves the right to extend the contract on a month-to-month basis thereafter, in accordance with the terms to be agreed upon between the parties.

A breach of any one of the conditions or terms of this specification or of the contract when so executed shall be sufficient cause for the Council of the City of Glendale to terminate such contract and readvertise for bids.
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Page 1 of 3 ends

ORDINANCE NO. ________

AN ORDINANCE OF THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA AMENDING SECTION 2.04.080 OF THE GLENDALE MUNICIPAL CODE, 1995,

PERTAINING TO THE ORDER OF BUSINESS FOR COUNCIL MEETINGS BE IT ORDAINED BY THE COUNCIL OF THE GLENDALE CITY:

SECTION 1: Section 2.04.080 of the Glendale Municipal Code, 1995, entitled Order of Business, is hereby amended to read:
“2.04.080 Order of Business.

A. Business shall be taken up for consideration and disposition in the following order:

Order of business:

1. Closed session — one p.m. (1:00 P.M.);

2. Regular business agenda — six p.m. (6:00 P.M.):
a. Flag salute;
b. Invocation;
c. Report of the City Clerk regarding the Posting of the Agenda

3. Presentations and appointments;

4. Consent items;

5. City Council/Staff comments;

6. Community Event Announcements (3 Minutes);

7. Adoption of ordinances;

8. Action items;

9. Hearings;

10.Reports — for information;

11.Written communications;
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Page 2 of 3 ends

12.Discussion of Councilmember Future Agenda Requests

13.Oral Communications (5 Minutes);

14.New Business;

15.Adjournment.

B. The foregoing order of business may be altered in any instance at the discretion of the Mayor.”
SECTION 2: The City Clerk shall certify to the adoption of this Ordinance and shall cause the same to be published in accordance with law.

Adopted by the Council of the City of Glendale, California this ____ day of May, 2023.

_____________________________
Mayor
ATTEST:
______________________________
City Clerk
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Page 3 of 3 ends

STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS.

CITY OF GLENDALE )
I, Suzie Abajian, Ph.D., City Clerk of the City of Glendale, certify that the foregoing Ordinance No. was passed by the Council of the City of Glendale, California, at a regular meeting held on the ________ day of May, 2023, and that the same was passed by the following vote:

Ayes:

Noes:

Absent:

Abstain:
_________________________________
City Clerk
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Revision to Council Policy Related to Councilmember Requests to Place Matters on Future Agendas

1. Intro. of Ordinance Amending Section 2.04.080 of the Glendale Municipal Code Pertaining to the Order of Business for Council Meetings

2. Resolution Adopting a Revised Policy Regarding Councilmember Requests to Place Matters on Future Agendas

COUNCIL ACTION
Item Type: Action Item
Approved for April 18, 2023 calendar

EXECUTIVE SUMMARY
The Council requested an item to revise the policy for placing councilmember requests to place matter on future agendas.
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COUNCIL PRIORITIES
N/A.

RECOMMENDATION
That the Council introduce the proposed ordinance and adopt the propose resolution to modify the process regarding councilmember requests to place matters on future agendas.

BACKGROUND
At its special meeting on March 21, 2023, the Council discussed various governance issues. The Council discussed the policy for placing matters on future agendas. The Council agreed in principle on a revision to the current policy. Rather than a matter being placed on a future agenda if it receives a concurrence from a second councilmember, the Council agreed in principle to a policy that would require that item to be placed on the subsequent regular meeting agenda for Council to discuss whether staff should prepare a report on the item. If the item receives approval of three councilmembers, then staff would be directed to prepare a report on the item.

ANALYSIS
The proposed actions include a proposed resolution revising the Council policy to require a matter requested by an individual councilmember to be agendized at the subsequent regular meeting under “New Business” or a proposed new agenda category – “Discussion of Councilmember Future Agenda Requests.” Staff will not prepare a report, but the Council will discuss whether to direct staff to prepare a report and agendize the matter for a future discussion. With three affirmative Council votes, the matter will be placed on a future agenda. An ordinance amending Section 2.04.080 of the Glendale Municipal Code to add the new agenda category to the Council’s Order of Business is also proposed.

STAKEHOLDERS/OUTREACH
N/A.

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

ENVIRONMENTAL REVIEW (CEQA/NEPA)
This is an administrative item only which is not a “project” under CEQA.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES

1.The Council can introduce the proposed Ordinance and adopt the proposed Resolution to revise the policy regarding placing councilmember requests on future agendas.
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2.The Council can choose not to introduce the Ordinance or adopt the Resolution.

3.The Council can choose an alternative not identified by staff.

ADMINISTRATIVE ACTION
Prepared by:

Michael J. Garcia, City Attorney
Approved by:

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

EXHIBITS/ATTACHMENTS
N/A.
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Professional Services Agreement with Ascend Analytics, LLC to Assist Glendale Water and Power with the Development of the City of Glendale 2024 Integrated Resource Plan (IRP).

COUNCIL ACTION
Item Type: Action
Approved for May 2, 2023 Calendar

EXECUTIVE SUMMARY
Senate Bill (SB) 350 requires the governing body of a Publicly Owned Utility (POU) with an annual electrical average load exceeding 700 GWh, such as GWP, to adopt an IRP and provide updates at least once every five years to ensure the utility achieves specified requirements. SB 350 requirements are further defined in the California Energy Commission’s (CEC) POU IRP Submission and Review Guidelines and prescribe the format and content of the IRP for entities within CEC’s jurisdiction.

GWP issued a Request for Proposal (RFP) soliciting proposals from consulting firms to assist with the development of City of Glendale’s IRP for a planning horizon starting 2024 through 2045. Based on the results of a competitive selection process, staff recommend Ascend Analytics, LLC to facilitate and lead public stakeholder engagement events, perform data modeling, and drafting of the IRP report consistent with CEC’s IRP guidelines.
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COUNCIL PRIORITIES
Environmental Stewardship: GWP’s objective in developing and updating the IRP is to address its planning needs to meet power reliability requirements with the cleanest resource portfolio possible while also keeping the rates low. Secondary but equally important is to comply with California’s greenhouse gas (GHG) and renewable requirements. The IRP will provide a pathway to achieve the State’s SB 100 Renewables Portfolio Standard (RPS) requirement to serve 60% of retail load with renewable energy, by 2030. Furthermore, the IRP will address SB 1020 requirements, that add interim targets to the policy framework originally established in SB 100 to require renewable energy and zero-carbon resources to supply 90% of all retail electricity sales by 2035 and 95% of all retail electricity sales by 2040.

The IRP will also incorporate the City of Glendale’s intent to achieve 100% clean, renewable, or non-carbon-emitting energy excluding renewable biofuels not already permitted or approved, by no later than 2035, as set forth in a Resolution adopted by City Council on August 16, 2022.

RECOMMENDATION
Authorize the City Manager to execute a Professional Services Agreement with Ascend Analytics, LLC to assist GWP with the development of the City of Glendale’s 2024 IRP in the not-to-exceed amount of $245,000 plus a fifteen percent contingency in the amount of $36,750, for a contract grand total of $281,750.

BACKGROUND
Integrated Resource Plans, or IRPs, are electricity system planning document that describe how utilities plan to meet their energy and capacity resource needs, policy goals, physical and operational constraints, and other utility priorities (such as reducing rate impacts on customer bills). IRP is required to comply with SB 350, which was signed into law in 2015. SB 350 established a requirement for the governing bodies of a POU with an annual electrical average load exceeding 700 GWh, such as GWP, to adopt an IRP by January 1, 2019; and provide updates at least once every five years to ensure the utility achieves specified requirements. SB 350 requirements are further defined in the California Energy Commission’s (CEC) POU IRP Submission and Review Guidelines and prescribe the format and content of the IRP for entities within CEC’s jurisdiction.

In compliance with statutory requirements and to meet the CEC deadline of January 1, 2019, the City Council adopted an initial IRP in December 2018. The City Council further directed staff to update the initial IRP and present a revised IRP with a recommended portfolio based upon the results of the 2018 Clean Energy RFP. The updated IRP was adopted by the City Council in July 2019 and submitted to CEC on July 29, 2019. On February 24, 2020, the CEC adopted a resolution finding GWP’s Integrated Resource Plan consistent with Public Utilities Code (PUC) Section 9621.

The next cycle of CEC’s five-year IRP filing deadline is January 1, 2024. 128 of 180

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ANALYSIS
The IRP is GWP’s energy roadmap that aids in identifying challenges and highlights opportunities to ensure low-cost, reliable, and environmentally responsible energy is supplied to City of Glendale customers through 2045. GWP has sought to engage a consultant with the knowledge, experience, and analytic tools required to assist in the development of Glendale’s 2024 IRP. Along with technical services, the consultant is required to lead and facilitate public stakeholder engagements, including townhall meetings and technical advisory working groups. This is to ensure the community’s priorities and concerns regarding power resources are considered as we develop candidate supply portfolios, in a transparent and data-driven manner.

On February 1, 2023, GWP issued a RFP for the following services:

1. Perform expansion and procurement cost modeling on up to five power resource portfolios/scenarios across the planning period, which consider the following:

A. Demand and Energy Forecast
B. Diversified Procurement Portfolio (both for Fuel Source and Location) C. Energy Efficiency and Demand Response Resources
D. Energy Storage
E. Transportation Electrification
F. Reserve Requirements
G. Greenhouse Gas
H. Transmission and Distribution System
I. Disadvantaged Communities
J. Ratepayer impacts

2. Conduct related consulting services, including:

A. Evaluation of GWP Reserve Requirement needs in a world of increasingly high levels of intermittent renewable resources.

B. Renewable Energy Delivery versus Non-Delivery (RECs) given GWP’s limited transmission capacity.

C. Energy storage assessment including behind-the-meter, as well as within the distribution system managed by GWP.

3. Communicate Results
A. Preparation of a detailed and comprehensive written project report.

B. Presentations & Stakeholder Engagement - for consultant to coordinate and act as liaison for the stakeholder engagement meetings.

4. Optional Tasks
A. Cost-effectiveness review of GWP Energy Efficiency (EE) programs B. Scoping of EE program acceleration
C. Scoping of Demand Response (DR) program acceleration D. Time of Use (TOU) rate impacts
E. Transportation Electrification impacts
F. Distribution System integration planning
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Proposal Selection and Evaluation
GWP received proposals from the following five firms:
oAlliance for Cooperative Energy Services (ACES) LLC (proposal withdrawn) oAscend Analytics, LLC
oBlack and Veatch
oEnergy and Environmental Economics, Inc. (E3)
oSiemens Industry Inc. (Siemens)
GWP staff conducted a competitive selection process with the four remaining respondents, and proposals were rated based on criteria that include qualification and experience, project approach and stakeholder engagement, data modeling, contract terms, and cost effectiveness.

Interviews were conducted with each proposer seeking additional details in project team qualifications, fee structure, long term load forecasting methodology, stakeholder engagement strategy, capacity expansion and procurement cost modeling, and included/excluded deliverables. These interviews also provided each proposer an opportunity to further clarify any of their strengths or proposed costs. The additional clarification from the interviews was considered in the final scoring.

The table below illustrates the rating for proposers based on the selection criteria:

Table I
Note: ACES withdrew their IRP proposal prior to evaluation and selection process.

Ascend Analytics, LLC ranked the highest based on overall score, as summarized in Table I.

Project Approach and Methodology
Ascend will use PowerSIMM for all modeling aspects of the IRP. The analytical approach includes 1) setting up the base model (GWP load forecast and existing resources); 2) modeling constraints, future scenarios, and candidate resources under Capacity Expansion process; 3) Reliability Modeling (i.e. Loss of Load Probability, Loss of Load Expectation analysis, and Effective Load Carrying Capacity calculation); and 4) Production Cost Modeling with portfolio cost, RPS position, market interactions and carbon emissions.
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Ascend Analytics, LLC (Ascend) has previously provided consulting and modeling services including assisting with the previous IRP and other clean energy studies.

Additionally, GWP has licensed PowerSimm and Glendale’s system is already configured in the software, thus streamlining development of the base model for initiation of the effort. Having access to the modeling tool also provides staff flexibility and the ability to add more scenarios for evaluation, if necessary.

Milestones:

RFP Issuance 1-Feb-23 (Completed)
Proposal Submission Deadline 1-Mar-23 (Completed)
Awarding of IRP Consulting Contract by City Council 2-May-23 Final IRP Draft Due 15-Oct-23
Adoption of IRP by City Council Dec-23
CEC Filing Deadline 1-Jan-24
Project Description: City of Glendale, Water & Power (GWP) 2024 Integrated Resource Plan (IRP)
Procurement Method (RFP / SS): Request for Proposal
Advertisement Method: City of Glendale Website
RFP Issued: 2/1/2023
RFP Due Date: 3/1/2023
Company Name(s) and Proposal
Amount(s):
•Ascend Analytics LLC ($245,000)
•Black and Veatch ($355,000)
•Energy and Environmental Economics, Inc.
($389,730)
•Siemens Industry Inc. ($424,000)
•Alliance for Cooperative Energy Services
(ACES) LLC (withdrawn)
Note: Proposal amount covers Base Tasks 1-3;
incremental cost for Task 4 Optional Tasks
excluded
Selection Criteria
(If SS, list applicable Provision):

Project Team Qualification and Experience,
Project Approach and Stakeholder Engagement,
Load Forecast and Resource Modeling
Methodology, Contract Terms, and Cost
Effectiveness
Recommended Company or
Consultant:

Ascend Analytics, LLC
Contract Term: Upon completion of work
Project Begins: Upon execution of Agreement
Project Ends: Upon receipt of deliverables
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CONTRACT DASHBOARDS
Not Applicable.

STAKEHOLDERS/OUTREACH
Seeking stakeholder information should be an open, fair, and accessible process by which individuals, groups, and organizations representing a reasonable cross section of the Glendale community can provide contributions towards the development of scenarios for the IRP. To further this idea, Ascend is subcontracting the stakeholder engagement effort to Strategen Consulting (Strategen), a California based firm with expertise in multi- stakeholder engagements promoting clean energy futures.

Included in Ascend’s proposed project approach and cost is for Strategen to guide a detailed stakeholder engagement effort, including four Stakeholder Technical Advisory Group (STAG) meetings, and two collaborative working sessions represented by residential, commercial, and industrial customers, environmental advocacy groups, and business and community membership organizations. The goal is to increase transparency in the IRP analysis effort, allow members to be directly engaged in providing inputs, and solicit feedback from community on results of the modeling effort.

From these engagements, two independent portfolio scenarios will be created, integrated, and analyzed as part of the IRP development process. Stakeholders will be regularly updated, preliminary results will be jointly reviewed, and results will be shared prior to the City Council and GWP Commission presentations. Additional stakeholder meetings can be scheduled, if necessary, at additional costs.

FISCAL IMPACT
The total not-to-exceed amount for the agreement is $245,000 plus a fifteen percent (15%) contingency in the amount of $36,750, for a grand total amount of $281,750. The IRP development will cross over Fiscal Year 2023-24. Funding associated with this agreement for the current fiscal year is available in the FY 2022-23 budget. Funding for Fiscal Year 2023-24 has been requested as part of the GWP proposed budget for Power Management Cost Center (4680). The City Council approved funding is outlined below:

Existing Appropriation
Amount Account String Funding Source
$281,750 GL:43110-5820-GWP-4680-P0000 Electric Works Revenue Fund

ENVIRONMENTAL REVIEW
Not Applicable. The action herein is not a project and as such the California Environmental Quality Act (CEQA) is not applicable.

CAMPAIGN DISCLOSURE
In accordance with the City Campaign Finance Ordinance No. 5744, the following are the names and business addresses of the members of the board of directors, the chairperson, CEO, COO, CEO, subcontractors, and any person or entity with more than ten percent interest in the company proposed for contract in this agenda item report:
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Officers of Ascend Analytics, LLC
Full Name Title Business Address City State Zip
Gary Dorris CEO 1877 Broadway, Suite 706 Boulder CO 80302 Ownership Interest in more than ten percent (10%) in Ascend Analytics, LLC Full Name Title Business Address City State Zip
Sean
Burrows CFO 222 E. Main Street, Suite
201 Bozeman MT 59715
Vena
Kostroun
VP
Development
440 Grand Avenue, Suite
420 Oakland CA 94610

ALTERNATIVES
Alternative 1: Authorize the City Manager to execute a Professional Services Agreement with Ascend to assist GWP with the development of City of Glendale 2024 IRP in the not-to-exceed amount of $245,000 plus a fifteen percent contingency in the amount of $36,750.

Alternative 2: Not authorize the City Manager to execute a Professional Services Agreement with Ascend to assist GWP with the development of City of Glendale 2024 IRP. Doing so will delay and impede the development and filing of the City of Glendale 2024 IRP as required by SB350.

Alternative 3: Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Prepared by:

Scott Mellon, Assistant General Manager - Power Management Approved by:

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

EXHIBITS / ATTACHMENTS
Not Applicable.
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M O T I O N
Moved by Council Member ________________________________, seconded by Council Member __________________________________, that the Council of the City of Glendale finds that Ascend Analytics, LLC (Ascend) is the most qualified proposer to perform the required services to assist the Glendale Water & Power Department with the development of the City of Glendale 2024 Integrated Resource Plan as set forth in the Report dated May 2, 2023 by the General Manager of the Glendale Water & Power Department.

The City Council hereby authorizes the City Manager, or his designee, to execute a Professional Services Agreement with Ascend, subject to approval by the City Attorney, in the not-to-exceed amount of $245,000 plus a fifteen percent (15%) contingency in the amount of $36,750.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Consideration of refinement of updating sign regulation pertaining to animated (digital) signs.

1. Motion to provide direction regarding code amendments to Chapter 30.33 of the Glendale Municipal Code to allow animated signs with specific criteria in limited areas.

COUNCIL ACTION
Item Type: Action Item
Approved for May 2, 2023 calendar

EXECUTIVE SUMMARY
Council requested information about animated signs (also known more commonly as “digital” signs). Staff presented a report on August 24, 2021 (Exhibit 1), after which Council provided direction to prepare Code amendments with standards for digital signs in all C3 (Commercial Service) zoned properties. However, before embarking on a Citywide Code amendment for digital signs staff is seeking additional direction due to the fact that the C3 zone covers such a large portion of the City’s major corridors and is adjacent to single and multi-family neighborhoods.

COUNCIL PRIORITIES
N/A.

RECOMMENDATION
That the City Council provide additional or more specific direction regarding potential amendments to the Glendale Municipal Code (GMC), Chapter 30.33 – Signs, related to expanding allowances for animated (digital) signs with limitations/criteria.

BACKGROUND
The August 24, 2021 staff report (Exhibit 1) summarized current zoning rules limiting animated signs within the City and described where animated signs are allowed as exceptions.
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In sum, Chapter 30.33 of the GMC (the Sign Code) prohibits animated signs – signs “designed and constructed to give a message through a sequence of progressive changes of parts by either action or motion, flashing or color changes requiring electrical or manual energy” with some exceptions. GMC § 30.33.020 (Definition of “Animated sign”). Animated signs are interpreted to include any digital/electronic/LED sign that flashes, blinks, scrolls or moves or changes in any other form.

Animated signs may be allowed as exceptions as follows:
•as Creative Signs in the Downtown Specific Plan (DSP) and the Commercial Retail (CR) Zone – Montrose Shopping Park, and
•within the Advertising Signage Overlay Zone (ASOZ), limited to the Galleria and Town Center (Americana) districts based on specific commercial size characteristics, location and other qualifications.

The report also summarized the rules pertaining to animated/digital signs from a variety of cities and found most neighboring or comparable jurisdictions also prohibit animated/digital signs with limited exceptions, similar to Glendale.

ANALYSIS
Options
C3 (Commercial Service) Zoning District
Council could restate its original direction to amend the Zoning Code to allow animated/digital signage for all properties in the C3 Zone. While this option would not allow digital signage in all commercial zones, the C3 district covers a large portion of the City’s major corridors and is adjacent to single and multi-family neighborhoods. C3 is found along Brand Boulevard (north and south of Glenoaks Boulevard), Broadway, Central Avenue, Colorado Street, Glendale Avenue, San Fernando Road, Los Feliz, Ocean View, Verdugo Road and Verdugo Boulevard, and portions of Victory Boulevard.

Exhibit 2 to this report highlights these zones and the nearby impacted residential zones.

Given the proximity of residential uses and the potential impact digital signs may have on adjacent residential areas, staff is providing additional information to Council to allow it to assess alternatives to an across-the-board allowance of digital signage in the C3 zone.

Corridor test case(s)
The Council could narrow the expansion of the use of digital signs to a more focused geographic area and apply a similar approach to that used for the Advertising Signage Overly Zone (ASOZ). Staff suggests potentially implementing a digital sign pilot program in certain City gateway commercial corridors such as South Central Avenue because of proximity and access to the City’s regional core commercial center. 136 of 180

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This option would involve creating an overlay zone that identifies the purpose and general criteria of how and where animated/digital signage would be allowed, along with a zone map amendment to identify the overlay zone boundaries. Like the ASOZ, the overlay zone could include a “sunset clause” which could eliminate the zone after a certain period of time, require signage amortization (likely 10 years), and would allow for review of any impacts of approved digital signage, including visual and aesthetic impacts. Careful consideration of a “sunset clause” would also include the potential to extend the life of the overlay zone, as well as a timeframe to amortize any digital sign installed as allowed by the overlay zone.

This test case option would allow for animated/digital signs in a more visible setting along a commercial corridor beyond the more limited context of the existing ASOZ covering the Glendale Galleria and Americana, and would provide an opportunity to assess any impacts in a broader setting. This option would have to identify specific site and sign criteria to differentiate it from the existing ASOZ, which currently limits animated/digital signs facing the public right-of-way, and is available only to a minimum sized commercial property under a single ownership.

For either alternative, staff is seeking input from the City Council regarding elements such as size and location. This could include an overall square footage of the sign as it relates to the corresponding business or use, and the overall height of the sign, in order to minimize visual impacts and safety concerns. Furthermore, Council should provide direction regarding items such as hours of operation (in order to minimize evening disruptions), illumination standards (including colors and rate of movement), and methods of enforcement.

Next Steps
If the Council directs staff to amend the Zoning Code, and once the parameters of the amendment are defined, staff will undertake any analysis required by CEQA. Once CEQA review is completed, the Planning Commission will review the Code amendments for consistency with the General Plan, and provide a recommendation to the City Council.

A Council decision to amend the Zoning Code requires a four-fifths vote. Additionally, staff anticipates a period of public engagement and education if the Council decides to move forward with either or the two alternatives discussed above.

STAKEHOLDERS/OUTREACH
Not applicable at this time.

FISCAL IMPACT
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If Council provides specific direction regarding initiation of amendments to the GMC to expand allowance of animated signs, potential costs to the City would depend on the preparation of the appropriate CEQA document, hiring of technical expertise related to drafting illumination specifics, and additional enforcement calls and potential contracting with a third party to verify compliance with illumination standards. The request to appropriate funds for the cost for the appropriate CEQA document (such as an EIR) would come back to Council prior to preparation of amendments to the GMC.

ENVIRONMENTAL REVIEW
Any amendments to the Zoning Code related to the allowance of digital signage would require an analysis of potential significant impacts such as those related to aesthetics, including new sources of light and glare and potential affects to day or nighttime views.

After undergoing appropriate environmental review, such amendments would need to be reviewed by the Planning Commission and then brought to Council for adoption by a four- fifths vote.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: Provide feedback and specific direction with respect to allowing animated (digital) signs throughout the C3 (Commercial Service) Zoning district Citywide and direct staff to prepare amendments to the Zoning Code.

Alternative 2: Decline to direct staff to amend the Zoning Code to allow animated (digital) signs throughout the C3 (Commercial Service) Zoning district Citywide, and provide alternative direction with respect to allowing animated (digital) signs by means of an overlay zone, including which overlay zones or areas should be included.

Alternative 3: Council may choose any other alternative not recommended by staff.

ADMINISTRATIVE ACTION
Prepared by:

Kristen Asp, AICP, Principal Planner
Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1: August 24, 2021 Staff Report re Animate Signs; 138 of 180

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Exhibit 2: Illustration of C3 Zones.
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MOTION
Moved by Council Member ________________________, seconded by Council Member _________________________, that the Council hereby provides the following additional specific direction regarding its previous initiation of the preparation of amendments to Chapter 30.33 (Signs) of the Zoning Code to allow animated (digital) signs in a limited area, with specific sign criteria, including, but not limited to, illumination standards, sign-type, height and size, limited hours of operation, and other appropriate time, place and manner restrictions:
______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ________.

Vote as Follows:

Ayes:

Noes:

Absent:

Abstain:
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Consideration of updating sign regulations pertaining to animated (digital) signs

1. Motion to note and file report;

2. Motion to initiate code amendment to Chapter 30.33 of the Glendale Municipal Code to allow animated signs with specific sign criteria.

COUNCIL ACTION
Item Type: Action Item
Approved for August 24, 2021 Calendar

ADMINISTRATIVE ACTION
Submitted by:

Philip S. Lanzafame, Director of Community Development
Prepared by:

Kristen Asp, AICP, Principal Planner
Yvette Neukian, Senior Assistant City Attorney
Reviewed by:

Michele Flynn, Director of Finance
Michael J. Garcia, City Attorney
Bradley Calvert, AICP, Assistant Director of Community Development Approved by:

Roubik R. Golanian, P.E., City Manager
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RECOMMENDATION
Staff recommends that Council review this report and either note and file it or provide direction regarding potential amendments to the Glendale Municipal Code (GMC), Chapter 30.33 – Signs, related to expanding allowances for animated (digital) signs with limitations/criteria.

BACKGROUND/ANALYSIS
Council requested information about animated signs (also known more commonly as “digital” signs) and how they are regulated by the Zoning Code in order to evaluate potential GMC amendments permitting such signs with certain limitations.

The purpose and intent of sign regulations, generally, are to preserve and protect property values, create a more attractive business climate, enhance and protect the physical appearance of the community, preserve the scenic and natural beauty of designated areas, provide a more enjoyable and pleasing community, and encourage the most appropriate use of land. Sign regulations are also intended to reduce advertising obstructions that may contribute to traffic accidents, reduce hazards that may be caused by signs overhanging or projecting over public rights-of-way, provide more open space and curb the deterioration of a community environment.

Zoning Rules
Currently, Chapter 30.33 of the GMC (the Sign Code) prohibits animated signs – signs “designed and constructed to give a message through a sequence of progressive changes of parts by either action or motion, flashing or color changes requiring electrical or manual energy” with some exceptions. GMC § 30.33.020 (Definition of “Animated sign”). Animated signs are interpreted to include any digital/electronic/LED sign, whether it is static, flashing, scrolling or colorful. Typically, animated (digital) signs are generally considered more distracting than other types of signs and because of this are generally prohibited. Some exceptions include “public service” signs, such as time and temperature units and/or barber poles, or price signs at gas stations. Additional exceptions include signs allowed in the Downtown Specific Plan (DSP) and Commercial Retail (CR) zoning districts called Creative Signs and signs approved under the City’s established Advertising Signage Overlay Zone, discussed below.

Exceptions: Creative Signs and ASOZ (Advertising Signage Overlay Zone) The purpose of the Creative Sign provision is to encourage and allow developers and businesses to propose highly inventive, sculptural signs expressive of art and entertainment uses that are otherwise prohibited by the Zoning Code. Creative Signs are allowed through the design review process in the DSP and CR – Montrose Shopping Park Zones only, and not anywhere else in the City. Creative sign applications in the CR zone are reviewed by the Design Review Board, and in the DSP 142 of 180

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by the City Council or the Director of Community Development. GMC § 30.33.225(D) and 30.47.030(D). Creative signs must further the goal of being “creatively designed signs that make a positive visual contribution to the property, the zone, and the overall image of the city, while mitigating the impacts of large or unusually designed signs”.

GMC § 30.33.225(A)(2). Examples of approved creative signs include: the Laemmle Theater, King Taco, the former Five Star Cinema, and the Harrison. Animated (digital) signs could be allowed through the creative sign process, but to date have only been permitted for the former Five Star Cinemas.

The ASOZ was established in 2010 (and amended in 2013) and is generally limited to the Galleria and Town Center (Americana) districts of the DSP with the intent to, among other things, promote economic development and ensure an attractive business climate for the commercial heart of the downtown area. GMC § 30.26.010 (ASOZ “Description and purpose”). The reason the ASOZ area is generally limited to the Galleria and the Americana is because these two areas are the commercial heart of the City with the most concentration of retail, restaurant and theater uses appropriate for animated signage – which is consistent with other regional centers that typically allow such signs, such as the Grove, LA Live and the Sunset Strip.

The ASOZ allows non-accessory signs (otherwise prohibited Citywide) whereby advertisement is unrelated to the primary use of the premises or site where it is located and also allows animated signs (otherwise prohibited Citywide). While ensuring regulations are in place to limit visual clutter, glare and other negative impacts often associated with signage, the ASOZ is a legislative recognition that it is appropriate in certain locations in Glendale to allow animated signage and non-accessory signs “to create a lively, visually exciting environment for the commercial heart of the city.” G.M.C. §30.26.010. Thus, even though they are permitted in an ASOZ, animated signs approved as part of the ASOZ must only be wall signs, not change images more frequently than each eight (8) seconds, with a transition period of one (1) second or less, not have sound effects of projecting elements, be installed parallel to the face of the building on which attached, and have certain maximum brightness levels to not exceed ambient light levels (Director of Community Development has the authority to require a lighting study, field measurements or other satisfactory method to verify compliance with this requirement). GMC § 30.26.060(D).

Animated Sign Regulations from other Cities
Staff consulted with Planning and City Attorney staff from a wide variety of cities (discussed in detail below) to ascertain the approaches of neighboring jurisdictions toward allowance of animated/digital signs. None of the cities that staff surveyed allow animated/digital signs in any area of the City outside of those approved in connection 143 of 180

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with an analogous creative sign/advertising overlay zone exception similar to Glendale’s process.

City of Burbank
Burbank prohibits “Self-illuminating and Electronic Signs,” which includes electronic message boards; television screens; plasma screens; digital screens; flat screens; light emitting diode screens; video boards; other types of electric and electronic display boards and screens; and holographic displays. Their code also prohibits “Animated” signs, which includes signs, or portions thereof, that blink, flash, or emit a varying intensity of color or light.

City of Santa Monica
Animated signs in Santa Monica are prohibited with the exception of roadway/traffic safety and on primary and secondary school property for school purposes. However, Santa Monica makes allowances for Santa Monica Place Mall, similar to the ASOZ Glendale Galleria and Americana districts allowing digital and off-site (unrelated advertisement) signs.

City of Culver City
Culver City prohibits digital signs, but allows a sign to be electronic only if the sign displays public information such as time and temperature information. Culver City uses a Master Sign Program process as a tool to consider deviations from sign regulations, however this has not been used to allow digital signs.

City of Pasadena
Pasadena prohibits animated signs, but allows for displays such as time and temperature information and public service signs and unique/creative signs allowed through the approval of a Master Sign Plan. A Master Sign Plan review is similar to Glendale’s creative sign process.

City of Los Angeles
Los Angeles allows for digital signs, both for on-site and off-site signs, but restricts digital off-site signs to sign districts similar to Glendale’s ASOZ. Los Angeles is currently in the process of a comprehensive reorganization and modernization of the City’s sign regulations. This includes proposals to limit the location of on-site digital signs to sign districts and establish illumination and digital message standards, such as brightness limitations above ambient lighting, limiting sign area, limits to commercial uses in commercial zones, distancing and minimum frontage requirements, and operational limitations.
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City of West Hollywood
West Hollywood also prohibits animated signs, but allows for displays such as time and temperature information. Animated signs are classified under their restricted sign section which acknowledge animated and electronic graphic signs are generally inconsistent with their sign code, but may be allowed under certain circumstances through a sign approval program that offers incentives to encourage well designed, creative signs. Animated signs may be considered when they meet the creative sign criteria (similar to Glendale’s) and are reviewed through a creative sign review process.

To date, West Hollywood has not approved a digital creative sign.

West Hollywood has a different set of policies for billboards along the Sunset Strip which is globally recognized for its vibrant combination of signs, entertainment, and nightlife. It is a one-of-a-kind built environment that celebrates the City’s creative identity and provides a larger cultural value. The Strip has the densest concentration of off-site signage (billboards and tall wall signs) on the West Coast. It is a unique destination, vibrant during both day and night, and is a major economic engine for West Hollywood, with a long tradition of innovative and memorable signage.

Potential options for addressing animated signs
The Council can continue to ban animated or digital signage Citywide (with exceptions noted above via a creative sign or ASOZ) or consider expanding the use of digital signage subject to limitations/restrictions designed to limit negative impacts. Council could: a) permit digital signs citywide; b) explore expanding digital signage usage only to commercial or noncommercial uses, or by specific types of land uses; and/or c) limit digital signage to specific zones. Any of the following options to expand digital signage would include specific sign criteria related to animation, and could include any number of combinations to limit specific sign types. Any regulation allowing digital signage would need to be content-neutral and reasonably fit with the City’s interest in mitigating any visual/aesthetic impacts or promoting road safety.

Citywide
The option to fully expand animated signs Citywide would make all uses, zones and sign types available for animation. This option would result in the most visual clutter, even with content-neutral limitations. Sign types would include wall, ground, high-rise, marquee and projecting, which are found predominately in commercial and mixed use zoned areas. Full expansion would also permit political and real estate signs to be animated which are more commonly found in residential zones.

Because Citywide allowance of animated signs would likely result in a significant proliferation of such signs, if this option is chosen, Planning staff highly recommends 145 of 180

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that Council simultaneously enact content-neutral limits on such as sign type (e.g. wall, ground, or a combination, etc.), area, location and set specific standards for illumination/brightness (including testing standards), color(s), duration of message, and operation hours. As long as the restrictions relate to time, place or manner (i.e., type, size and overall “look” of the sign) and are not content-based, Council may impose such restrictions without concerns related to violation of First Amendment speech proscriptions. Facially content-based regulations are automatically “subject to strict scrutiny1 regardless of the government’s benign motive, content-neutral justification, or lack of ‘animus toward the ideas contained’ in the regulated speech.” Reed v. Town of Gilbert, Arizona, 135 S.Ct. 2218, 2228 (2015) (quoting Cincinnati v. Discovery Network, Inc., 507 U.S. 410, 429 (1993)). Even where a regulation does not address content on its face, it will be considered content based if it cannot be “justified without reference to the content of the regulated speech.” Id. at 2227 (quoting Ward v. Rock Against Racism, 491 U.S. 781, 791 (1989)). A regulation is content based if it was “adopted by the government ‘because of disagreement with the message [the speech] conveys.’” Id. (alteration in original) (quoting Ward, 491 U.S. at 791). Examples of content-based regulations struck down by courts include regulations subjecting temporary directional signs to stricter or different standards than political signs (Reed, 135 S.Ct. 2218 (2015)), and regulations preferring signs of new businesses and special events, disfavoring other business and all noncommercial speech (www.RicardoPacheco.com v. City of Baldwin Park 2017 U.S.Dist.LEXIS 107256, at *15-16 (C.D.Cal. July 10, 2017, No. 2:16- cv-09167-CAS(GJSx))).

By Land Use
This option would expand digital signage only to certain land uses, regardless of zone.

Limitations could be to only allow digital signage for commercial-type business such as:
retail, office and service uses. Alternatively, consideration could be given to expand digital signage for noncommercial uses such as charitable, civic, non-profit organizations, including places of worship. Again, both of these options would only apply to the land use. For example, in the case of noncommercial uses it would mean various non-profits such as volunteer organizations and places of worship in residential zones (single and multi-family) would be allowed digital signage. One major difficulty with this type of limitation would be that the Zoning Code Land Use table does not differentiate land uses based on whether the use is commercial or not, and some uses with the same land use designation may be commercial or alternatively noncommercial 1 For a sign regulation to survive under the “strict scrutiny” test, it must further a compelling government interest and be narrowly tailored to achieve that end. Content-based and speaker-based sign regulations that are aimed only at commercial speech (speech that proposes a commercial transaction) are subject to “heightened scrutiny” (reach no further than necessary to accomplish the given objective). Sorrell v. IMS Health Inc., 564 U.S. 552 (2011).
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(i.e., a gym could be for profit or operated by a non-profit). Moreover, the distinction based on land use would only dictate “who” is allowed a digital sign—it would not dictate whether the sign (the message being conveyed) is commercial (intended to induce a commercial transaction) or noncommercial (e.g. expresses a political or ideological message). Commercial and/or noncommercial “land uses” permitted to have digital signs could engage in either commercial or noncommercial speech. Specific content- neutral limitations on digital signage discussed above could apply.

However, important legal considerations must also be weighed in any decision to restrict digital signs based on land use. Initially, it may be difficult to draft such rules to comply with First Amendment jurisprudence which prohibits or disfavors giving preference to commercial speech over non-commercial speech (e.g., allowing only commercial speakers such as on-site store signs to be digital and prohibiting non- commercial political signs the same privilege).2 Metromedia, Inc. v. City of San Diego, 453 U.S. 490 (1981). Moreover, under the Supreme Court’s decision in Reed, basing the allowance of digital signage on the land use would very often distinguish between sets of speakers by allowing some uses to have digital signs and precluding other commercial or non-commercial uses from utilizing the same type of signage. This type of speaker discrimination is often held by the courts to be akin to content-based discrimination, subject such regulations to strict scrutiny which are rarely upheld. For these reasons, staff recommends avoiding basing distinctions for animated signage based on land use.

By Zoning District
Instead of using land use as a factor to determine where digital signs would be allowed, the Council could consider expanding animated signs based on zone. Specific zones could be included, or excluded. Clear candidates would be commercial and mixed use zones, thereby prohibiting digital signs within residential neighborhoods and special purpose districts (see Exhibit 1 for sections of Glendale’s Zoning Map). Special Purpose Districts include the Commercial Equestrian (CE), Cemetery (CEM), Medical Service (MS) – Glendale Adventist Hospital and surrounding area, and Special Recreation (SR) zones. Additionally, for purposes of this discussion, Industrial (IND and T districts) and Industrial Mixed Use (IMU, IMU-R, including SFMU district) Zones are not being considered for expanding animated signage.
2 Adding a “message substitution clause” may avoid claims that an ordinance favors commercial signs over noncommercial messages. A substitution clause provides that for every commercial sign allowed, any noncommercial message could be legally substituted. The GMC sign ordinance contains a substitution clause currently.
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Commercial and mixed use zoning districts are located throughout the City primarily along corridors adjacent to single and multi-family neighborhoods. Commercial and mixed use zoning districts could be limited further by prohibiting digital signs in smaller commercial districts, such as C1 (Neighborhood Commercial), CR (Commercial Retail), and CPD (Commercial Planned Development) Zones. These zones are typically small shopping centers providing convenience goods and services to the surrounding residential neighborhood, examples include Kenneth Village, Adams Square, and Montrose Shopping Park areas. Additional zones to consider digital signage limits could include the CA (Commercial Auto) and CH (Commercial Hillside) zoning districts which include the Brand Boulevard of Cars and Foothill Boulevard. This would focus expanding animated (digital) signage to the C2 (Community Commercial), C3 (Commercial Service) and DSP zoning districts. These zoning district locations are found along Brand Boulevard (north and south of Glenoaks Boulevard), Broadway, Central Avenue, Colorado Street, Glendale Avenue, Glenoaks Boulevard, Honolulu and Pacific Avenue, Los Feliz, Verdugo, and portions of Victory Boulevard (see Exhibit 1 for reference).

As with the previous options discussed above, specific digital sign criteria could be applied with this option. A small potential legal risk in restricting digital signs to certain commercial zones is that, although within the zone itself commercial and non- commercial speech would be subject to the same regulations, a legal challenge may contend that the effect of a regulation only allowing digital signs in certain commercial zones would be to favor commercial speech, since the majority of uses in such commercial zones would participate in commercial speech. Staff is fairly confident, however, that restrictions based on zone would survive legal challenge, as commercial and non-commercial digital signs alike would be permitted in the zone with the same rules and restrictions and regulations based on zone have been held to be a valid time, place and manner regulation. The City’s justification for allowing digital signs only in certain zones would relate to its interest in aesthetics and traffic safety (keeping digital signs from proliferating in smaller neighborhood commercial zones and residential neighborhoods).

Luminance and operational standards
Regardless of the options presented above to expand the use of digital signage if the Council so desires, the City has the ability to regulate, in a number of ways, the time, place, and manner of digital signage. As mentioned previously, the City of Los Angeles is in the process of comprehensive revisions to their sign regulations. L.A. has draft illumination standards that include limits on brightness, lumen output and LED beam spread to limit nuisance concerns related to light trespass and glare. In addition, any digital displays must: have a minimum message duration of 8 seconds per message; use instant or fading transition techniques between messages; a sensor to automatically 148 of 180

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adjust display brightness with changes to ambient lighting; and limit hours of digital displays between 7 am and 12 am. Illumination testing is also proposed. Testing standards related to digital signs requires testing by the applicant demonstrating compliance with illumination standards be provided to a Building and Safety-approved testing agency prior to operation of any digital sign and again 12 months after the sign has been operational. Additional permissible limitations include: limitations related to color (black and white only), graphics/numbers/letters limitations, size, placement and/or any other limitations related to the appearance of the sign.

Code Enforcement Considerations
Allowing digital signs with certain time, place and manner limits will likely raise enforcement issues, depending on the type of restrictions enacted. For example, illumination standards and standards regulating the time interval between change of message may make identification of violations difficult to document and cite due to the technical nature of the regulations. Moreover, the allowance of digital signs, even if only in certain specific zones, will most certainly lead to additional applications for such signs, and will thus likely lead to an increase of the workload of Planners and Building and Safety staff charged with reviewing sign permit applications, particularly if such signs carry an array of standards to be met. Moreover, Neighborhood Services inspectors will likely see an increase in workload to enforce the new digital sign regulations.

Next Steps & CEQA (California Environmental Quality Act) Review Any amendments to the Zoning Code related to the allowance of digital signage would require an analysis of potential significant impacts such as those related to aesthetics, including new sources of light and glare and potential affects to day or nighttime views.

After undergoing appropriate environmental review, such amendments would need to be reviewed by the Planning Commission and then brought to Council for adoption by a four-fifths vote.

FISCAL IMPACT
If Council initiates amendments to the GMC to expand allowance of animated signs, potential costs to the City would depend on the preparation of the appropriate CEQA document, any technical expertise related to drafting illumination specifics, additional enforcement calls and potential contracting with a third party to verify compliance with any illumination standards.

ALTERNATIVES
Alternative 1: The City Council may elect to note and file this report. 149 of 180

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Alternative 2: The City Council may receive this report regarding potential amendments to the GMC to allow animated (digital) signs, provide direction to staff and initiate such amendments.

Alternative 3: The Council may consider any other alternative not presented by staff.

CAMPAIGN DISCLOSURE
Not applicable.

EXHIBITS

1. Zoning Map Sections
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Discussion of Council Districts and Directly Elected Mayor; Discussion of Potential Amendments to City Charter

4. Motion Directing Staff Regarding Other Proposed Amendments to the City Charter

5. Resolution of Appropriation for $55,000

COUNCIL ACTION
Item Type: Action Item
Approved for May 2, 2023 calendar

EXECUTIVE SUMMARY
This report provides a discussion of a transition to councilmember districts and a directly 152 of 180

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elected mayor. The Council may initiate a transition from the City’s at-large election system for the election of councilmembers to a district-based system, with or without a directly elected mayor. The Council may initiate the transition by way of (i) a charter amendment and district formation process, (ii) a transition from 5 at-large seats to 5 council districts without a directly elected mayor or charter amendment process, utilizing a procedure authorized by the California Government Code, (ii) or some combination of both procedures as explained further in this Report.

COUNCIL PRIORITIES
N/A.

RECOMMENDATION
That the Council consider adoption of one of the proposed resolutions declaring its intent to transition from at-large councilmember elections to district-based councilmember elections, provide direction on preparation of charter amendments for the creation of a directly elected mayor position and modification of the number of Council seats, and other potential charter amendments as may be desired. It is further recommended that if the Council adopts a statement of intent that it also approve the resolution of appropriation for $55,000 to fund the retention of the City’s demographer, National Demographics Corporation.

BACKGROUND
The City Council requested a report for the Council to discuss a transition to Council districts and a directly elected Mayor.

Council Districts
Under Article IV, Section 1 of Charter of the City of Glendale (“Charter”), Glendale’s councilmembers are elected at large. Elections of councilmembers are staggered in even numbered years to coincide with the date of the statewide primary. The City previously explored transitioning to districts in 2014-15. The City placed a Charter amendment on the ballot in 2015 to permit the City to transition to Council districts, subject to future voter approval of the districts. That Charter amendment – Measure D – did not pass. In addition, the Council received a report in August 2021 but took no action.

Around the same time the City considered Council districts in 2014-15, Glendale Community College (GCC) and Glendale Unified School District (GUSD) transitioned to trustee areas. The GCC Board voted June 16, 2015 to change the at-large method of electing board members to a by-area election and adopted a trustee area map. On May 24, 2016, the GUSD Board of Education moved from an at-large method of electing board members to by-area elections, approving a trustee areas map providing for the district boundaries. Both GCC’s and GUSD’s trustee area elections first became effective during the April 2017 elections.
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ANALYSIS
“At Large” v. “District Based” Councilmember Elections
Under California law, a district-based election is a “method of electing members to the governing body of a political subdivision in which the candidate must reside within an election district that is divisible part of the political subdivision and is elected only by the voters residing within that district.” Gov’t Code § 14026(a). By contrast, an at-large method includes:
•One in which the voters of the entire jurisdiction elect members to the governing body (Glendale’s current system).
•One in which the candidates are required to reside within given areas of the jurisdiction and the voters of the entire jurisdiction elect the members to the governing body (sometimes referred to as a “ward” system). •One that combines at large elections with district-based elections.

Gov’t Code § 14026(a).

In recent years, many cities have transitioned from at-large elections to district-based elections, often as a result of challenges associated with the California Voter Rights Act.

A list of the district v. at-large status of California cities of approximately 100,000 residents and larger is attached as Exhibit 1.

Pros and Cons of District Based Elections
There are a variety of pros and cons to transitioning to district-based elections, including:

Pros
• Each geographic area of the city is represented by a councilmember that lives in and can represent the interests of the area. For example, in Glendale, it has been pointed that individuals who live south of the 134 freeway are rarely elected to Council.
• It will likely reduce the cost to run for City Council since citywide campaigning is not required and there are fewer voters to have to contact. • Each resident will have a specific Council member to contact for assistance. • Voters’ choice may be simplified with fewer candidates in each race and with only one decision to make, compared to having to select 2 or 3 councilmembers in an election.
• Minority candidates may have a better opportunity to be elected with districts.

Cons
• Councilmembers representing only a single district may be more parochial in 154 of 180

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their viewpoints when considering matters before Council and be less concerned with citywide impacts.
• Districts can create more intra-city council conflict as each member tries to maximize resources for his or her particular district.
• Seats in a district will only be up for election every four years, as opposed to every two years in the citywide process due to staggered terms, meaning voters in the current system have the opportunity to vote for council candidates every two years.
• District lines will have to be reviewed and redrawn after each census.

Directly Elected Mayor
The Council also requested that this Report discuss the matter of there being a directly elected mayor in the City of Glendale.

Under the City Charter, the Council chooses one of its members as the Mayor. Article VI, Sec. 5 further provides:

The mayor shall preside over the sessions of the council, shall sign official documents when the signature of the council or mayor is required by law, and he [or she] shall act as the official head of the city on public and ceremonial occasions. He [or she] shall have power to administer oaths and affirmations.

Under the state law applicable to general law cities, a city council may submit to the voters of a city at a general or special election the question of whether to thereafter elect a mayor and four councilmembers. Voters may also decide whether a directly elected mayor serves two-year or four-year terms. Under other provisions of the Government Code, the legislative body may submit to the registered voters an ordinance providing for the election of four, six or eight districts, with an elective mayor.

Under state law and many city charters, a directly elected mayor (as opposed to a mayor in a “strong mayor” form of government) is a member of the city council and has all the powers and duties of a member of the city council. Elective mayors’ duties under state law include the signing of written contracts and conveyances. Other duties often assigned to directly elected mayors may include to be the official spokesperson for the City and the Council, to have certain emergency powers, and other duties that may be designated in a city charter or by ordinance.

Procedural Issues
Method of Implementation: Council Ordinance, Charter Amendment, or Combination of the Two
If the Council desires to pursue a transition to Council districts, it must decide whether 155 of 180

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to seek voter approval of an amendment to the Charter, to pursue mechanisms under state law that would permit a transition without amending the Charter or a combination of the two. As noted above, the City’s at-large election system is set forth in the Charter. Generally, the Charter controls over conflicting state laws in matters of municipal affairs including local elections and the method of electing councilmembers.

However, there is also recent state law that can be interpreted to allow cities, including charter cities, to transition to district-based elections without voter approval.

Specifically, effective January 1, 2020, Government Code Section 34886 (hereafter “Section 34886”) authorizes transition to districts as follows:
“Notwithstanding [Government Code] Section 34871 [dealing with submission of district transitions to voter approval] or any other law, the legislative body of a city may adopt an ordinance that requires the members of the legislative body to be elected by district or by district with an elective mayor, as described in subdivisions (a) and (c) of Section 34871, without being required to submit the ordinance to the voters for approval.”
Although this state law is relatively new, it is the assessment of the City Attorney and the City’s outside election law counsel that Section 34886 and Elections Code 10010 – which sets forth the process for transitioning to district-based elections – is properly interpreted to authorize the City to transition to 5 Council districts without an amendment to the City Charter. Many jurisdictions with electoral systems set forth in city or county charters have transitioned utilizing the process authorized under Section 34886.

Three potential options are presented for Council consideration at this time, while other options may be available.
•The Council may adopt a resolution declaring a statement of intent that utilizes the Section 34886 process and charter amendments to transition to districts, modify the number of Council seats, create the office of directly elected mayor (and establish duties thereof), and make other amendments to the Charter necessary to make the charter internally consistent with the new provisions of a directly elected mayor, council districts and a modified number of council seats.

The process would establish five council districts through the Section 34886 process which would be superseded by the charter amendments if approved by the voters in March 2024, with the first elections under the new system to take place in June 2026. This would create a default district system in the event voters did not approve the proposed charter amendments. •The Council may adopt a resolution declaring a statement of intent that utilizes the charter amendment process to transition to districts, modify the number of Council seats, create an office of directly elected mayor (and establish duties thereof), and make other amendments to the Charter necessary to make the charter internally consistent with the new provisions of a directly elected mayor, 156 of 180

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council districts and a modified number of council seats. The City would engage in the public hearing and public outreach process required by law, select proposed maps, and place the charter amendments and maps on the ballot for the March 2024 election, with the first elections under the new system to take place in June 2026
•The Council may adopt a resolution declaring a statement of intent that utilizes the Section 34886 process alone to transition to districts. This process would be limited to transitioning to 5 Council districts, with a directly elected Mayor position requiring a separate charter amendment to create such a position as well as modify the Charter to incorporate amendments necessary to make it internally consistent (such as required number of votes on items). Councilmember elections under a Section 34886 transition could take effect as early as March 2024 as they would not require a separate charter amendment.

Process and Timeline
In accordance with Government Code Section 10010, each proposed resolution declaring Council’s intent to transition to Council districts includes an estimated timeline for making the transition. The timelines are estimates only and can be revised by action of the Council. The timelines estimate adoption of district plans and/or completion of proposed Charter amendments by August 2023, although the Council will have additional time to complete the process in time to put potential charter amendment measures on the ballot by December 2023 in time for the March 2024 election. The process would include the following components among others:
•Retention of a Demographer/Districting Consultant: If the Council adopts a statement of intent, the City will need to retain an experienced demographer to analyze the City’s census data and draft maps that comply with federal and state law. The City Manager and City Attorney intend to retain National Demographics Corporation for this purpose (NDC). NDC is a Glendale-based business with substantial experience helping local governments with districting, redistricting, and voting rights act liability analysis since 1979, and has completed over 450 districting and redistricting projects. NDC did the districting work for over 85% of the cities that have moved to some form of by-district elections since adoption of the California Voting Rights Act in 2002 and, in the 2021/2022 redistricting cycle, NDC assisted 215 counties, cities, school districts and special districts with their redistricting work. Clients include Glendale Unified School District , Glendale Community College District, the City of Burbank, and Burbank Unified School District. The proposed cost of NDC’s scope of work is $55,000 which includes preparation of proposed maps, attendance at the public hearings and workshops, preparation of districting website, and public mapping tool, as well as coordination with the County registrar once the map is approved. Staff is requesting a budget appropriation of $55,000 to enter into a contract with NDC. •Public Hearing Process: If transitioning to districts, state law will require that the 157 of 180

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City have a minimum of four public hearings. Two public hearings would have to occur prior to the drafting/drawings of proposed district maps, either in conjunction with regular or special meetings of the Council. The purpose of the pre-drawing public hearings is to explain the process and timeline to the public, as well as solicit input and answer questions regarding the criteria that will be used to craft the district maps. Also, the public can use these hearings to provide input on which neighborhoods and “communities of interest” (discussed further below) should be preserved into single districts. The other two hearings would occur after the drafting of the proposed maps and the maps would have to be published at least 7 days prior to the hearings.

Criterion for Districts
Under the Fair and Inclusive Redistricting for Municipalities and Political Subdivisions (FAIR MAPS) Act adopted by the Legislature, effective January 1, 2020, cities and other political subdivisions must follow specified criteria in establishing district-based elections when transitioning to districts or in any redistricting process.

These include:
•The districts must comply with the United States and California Constitutions, as well as the federal Voting Rights Act;
•The districts shall be substantially equal in population, as required by the United States Constitution, with population equality determined based on the total population of residents of the City as determined by the most recent federal census (incarcerated persons are not counted towards a city population unless an incarcerated person’s last known place of residence is assigned to a census block in the City); and
•The council districts shall not favor or discriminate against a political party.

In addition, the FAIR MAPS Act (Elec. Code §21621(c)) requires cities to adopt district boundaries using the following criteria in the following order of priority:
•To the extent practicable, council districts must be geographically contiguous and areas that meet only at the points of adjoining corners are not contiguous;
•To the extent practicable, the geographic integrity of any local neighborhood or local community of interest shall be respected in a manner that minimizes its division. A “community of interest” is a population that shares common social or economic interests that should be included within a single district for purposes of its fair and effective representation. Communities of interest do not include political parties, incumbents or candidates; •Districts should be easily identifiable and understandable by residents. To 158 of 180

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the extent practicable, council districts shall be bounded by natural and artificial barriers, by streets, or boundaries of the city; and •To the extent practicable, and where it does not conflict with the preceding criteria, the districts shall be geographically compact in a manner that nearby areas are not bypassed for more distant populations.

It is important to note that the above “priority” criteria do not apply to charter cities, but only if the charter city has adopted “comprehensive or exclusive” redistricting criteria in its city charter. “Comprehensive or exclusive criteria” means that the charter excludes consideration of criteria other than those identified in the charter or that the charter provides two or more traditional criteria for redistricting other than the requirement that the districts be equal in population. Elec. Code §21621(e). The City does not have districting criteria in the Charter since Glendale is an at-large jurisdiction. Thus, the City would likely have to comply with the above criteria in its first districting process as it would not have the opportunity to amend its charter prior to embarking on a process this year.

Additional Charter Issues Related to District-Based Elections & Directly Elected Mayor; Other Potential Charter Amendments
If the Council proceeds with an option that modifies the number of Council seats, such a transition will likely conflict with other operative provisions of the Charter.

For example, Article VI, Section 3 of the Charter provides the 3 members of the Council constitute a quorum of the Council and that certain actions of the Council (approval of budgets, ordinances, appropriations and franchises) require 3 votes.

With a larger Council, these provisions would need to be amended or else would be wholly inconsistent with the purpose for which they were enacted – to require a majority of the councilmembers to convene and approve certain matters.

Similarly, the provision of the Charter that requires 4/5 vote of the Council to adopt zoning legislation could technically be applied to a larger Council but may be inconsistent with the purpose for which it was enacted. Other provisions invoke the three-councilmember majority rule as well.

Additionally, if Council proceeds with an option to have a directly elected mayor, such changes would be new, important components to the City governance structure. Charter amendments would be need to help define the role of a directly elected mayor for the City’s residents and avoid confusion in the future.

Additionally, while state law allows a transition to either 5, 7 or 9 districts (or 4, 6, or 8 with a directly elected mayor), as a charter city, the City can devise a system that best fits its needs if it sets forth the system in the Charter via a charter amendment approved by the voters. For example, pursuant to its charter, Pasadena has seven council districts and a directly elected mayor (8 voting members). Pasadena’s Mayor participates and votes as a councilmember and the Charter provides that 5 affirmative votes of the Council are necessary to take any action. Staff seeks direction on options related to the directly-elected mayor 159 of 180

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and number of Council districts. Staff can return with additional research of examples of duties of the directly-elected mayor if Council provides direction to proceed.

Finally, staff seeks input from Council whether it desires any other charter amendments outside the council-mayor governance issues addressed in this Report. If Council is amenable, staff would like to propose charter amendments to streamline the procurement process related to competitive bidding. Staff would provide further information in a subsequent report, but the essence of the amendment would be to authorize flexible types of competitive bidding processes beyond what is expressly authorized in the current Charter.

STAKEHOLDERS/OUTREACH
Not applicable at this time. If the Council adopts a statement of intent, the City will engage in extensive public outreach as part of the district formation process. Elections Code Section 10010 encourages public agencies to “conduct outreach to the public, including to the non-English-speaking communities, to explain the districting process and to encourage public participation.” The City’s demographer will provide software tools to allow residents the ability review the City-drafted proposals, to propose modifications or to draw their own proposed maps for City consideration. In addition to the four required public hearings, most cities have additional public meetings/workshops to allow members of the public and stakeholders to provide input on what districts should look like. Given the amount of work involved in a short amount of time as well as the importance of having a team with significant public outreach and project management experience in the districting process, staff recommends retention of a consultant with such expertise to assist in the process. Most cities engaged in the district transition process utilize an outreach consultant with specific expertise in the district process. Staff is in the process of reviewing proposals from qualified outreach consultants for future selection.

FISCAL IMPACT
The contract with NDC will cost $55,000, which was not included as a part of the FY 2022-23 budget. Therefore, staff is requesting an appropriation of $55,000 from the City’s General Fund (fund balance). The appropriation request is outlined below:

Requesting Appropriation
Amount From (Account
String)
To (Account String) Funding Source
$55,000 25300-1010-000 43110-1010-CAD-
1000-P0000
General Fund
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ENVIRONMENTAL REVIEW (CEQA/NEPA)
This activity involves organizational and administrative activities of the government related to election procedures and eligibility requirements, and such internal procedural and eligibility changes have no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment. As such, this action is not a "project" subject to the requirements of the California Environmental Quality Act (CEQA) 14 Cal. Code Regs§ 15378.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES

1. The Council may adopt a resolution declaring its intent to transition to council districts utilizing the Section 34886 process (adoption of an ordinance) and a directly elected mayor utilizing a charter amendment process. The Council may adopt a resolution of appropriation for $55,000 to retain a demographer. The Council may provide additional direction on potential charter amendments.

2. The Council may adopt a resolution declaring its intent to transition to council districts and a directly elected mayor utilizing the charter amendment process alone. The Council may adopt a resolution of appropriation for $55,000 to retain a demographer. The Council may provide additional direction on potential charter amendments.

3. The Council may adopt a resolution declaring its intent to transition to five council districts using the Section 34886 process (ordinance) alone. The Council may adopt a resolution of appropriation for $55,000 to retain a demographer. The Council may provide additional direction on potential charter amendments.

4. The Council may select another alternative not identified by staff.

ADMINISTRATIVE ACTION
Prepared by:

Michael J. Garcia, City Attorney
Approved by:

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

EXHIBITS/ATTACHMENTS

1. California Cities – At Large v. Council Districts
161 of 180

1 RESOLUTION NO.

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE,

CALIFORNIA DECLARING ITS INTENT TO INITIATE PROCEDURES

FOR A TRANSITION FROM AT-LARGE TO DISTRICT-BASED

COUNCIL MEMBER ELECTIONS PURSUANT TO ELECTIONS CODE
SECTION 10010, GOVERNMENT CODE SECTION 34886 AND
PROPOSED AMENDMENTS TO THE CITY CHARTER; AND

APPROVING A TENTATIVE TIMELINE FOR CONDUCTING PUBLIC

HEARINGS, FORMULATING PROPOSED DISTRICT MAPS,

PRESENTING A DRAFT ORDINANCE TO COUNCIL FOR DECISION,

AND PRESENTING PROPOSED BALLOT LANGUAGE FOR

CHARTER AMENDMENTS TO COUNCIL FOR CONSIDERATION

FOR PLACEMENT ON THE BALLOT
WHEREAS, pursuant to Article IV, Section 1 of the City Charter, the five (5) members of the Council of the City of Glendale are currently elected through at-large elections, that is, each member is elected through a city-wide vote; and WHEREAS, the California Legislature amended Elections Code Section 10010 and enacted Government Code Section 34886 to provide a method whereby a jurisdiction can expeditiously transition to a district-based election system under circumstance specified therein; and
WHEREAS, prior to the City Council's consideration of an ordinance to establish district boundaries for a district-based electoral system and holding a public hearing on that proposed ordinance, California Elections Code Section 10010 requires all of the following:

1. Prior to drawing a draft map or maps of the proposed boundaries of the districts, the City shall hold at least two (2) public hearings over a period of no more than thirty (30) days, at which the public will be invited to provide input regarding the composition of the districts.

2. After all draft maps are drawn, City shall publish and make available for release at least one draft map and, if members of the City Council will be elected in their districts at different times to provide for staggered terms of office, the potential sequence of the elections shall also be published.

3. The City Council shall also hold at least two (2) additional hearings over a period of no more than forty-five (45) days, at which the public shall be invited to provide input regarding the content of the draft map or maps and the proposed sequence of elections, if applicable.

2 WHEREAS, the City will retain an experienced, qualified demographer to assist the City in the development of a proposal for a district-based electoral system; and WHEREAS, in conjunction with a plan to transition from districts, the Council desires to consider changes to the City’s governance structure to include a directly elected mayor and consideration of transitioning from 5 council seats to ____ seats; WHEREAS, the Council desires to submit proposed amendments to the City Charter to the voters, which amendments would create the position of directly elected mayor, modify the number of Council seats to ______, and make other changes to the Charter necessary to make the Charter internally consistent with a modified governance structure.

NOW, THEREFORE, BE IT RESOLVED that the Council of the City of Glendale, California declares, directs and orders as follows:

1. The Council hereby resolves to consider adoption of an ordinance, as authorized by Government Code Section 34886 and consistent with Elections Code Section 10010, to transition to a district-based election system for use in the City's General Municipal Election for City Council members beginning in March 2026.

2. The Council hereby resolves to consider adoption of ballot measure(s) that would amend the City Charter to modify the governance structure to transition from at-large Council seats to Council districts, create the position of directly elected mayor (including establishment of the duties thereof, modify the number of Council seats from 5 seats to _______ seats and make other amendments to the Charter to make it internally inconsistent with a modified governance structure.

3. Working with the retained demographer and other relevant consultants, staff is directed to publicize and post information regarding the proposed transition to a district-based election system, including options that include a modified number of Council seats, including relevant maps, notices, agendas and other information and to establish a means of communication to receive comments and answer questions from the public.

4. The Council hereby approves the tentative timeline as set forth in Exhibit A, attached to and made a part of this resolution, for conducting public hearings to solicit and receive public input and testimony on proposed district-based electoral maps and for the City Council’s evaluation, possible refinement and ultimate adoption of a district- based election system for election of City Council members.

5. The timeline contained in Exhibit A may be adjusted by the Council in future consent calendars as the Council and City Attorney deem necessary or appropriate to enhance the process of receiving public input and Council consideration of districting options, provided that such adjustments shall not prevent the City from complying with the general time frames specified by Elections Code Section 10010 for public hearings, or such other timeframes as may be convenient and appropriate. 163 of 180

3 Adopted this _________ day of May, 2023.

Mayor
Attest:
_________________________
City Clerk

STATE OF CALIFORNIA )

COUNTY OF LOS ANGELES )
ss. CITY OF GLENDALE )
I, Suzie Abajajian, Ph.D., City Clerk of the City of Glendale, California do hereby certify that the foregoing Resolution was duly and regularly passed and adopted by a vote of the Council of the City of Glendale at its regular meeting held on the _ day of May, 2023, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_________________
City Clerk
164 of 180

4 EXHIBIT A
TENTATIVE TIMELINE: CONSIDERATION AND IMPLEMENTATION OF "DISTRICT- BASED” ELECTION SYSTEM
TENT. DATE EVENT COMMENT
May 2, 2023 Resolution of Intention
May 2, 2023 – June 27,
2023
Public Outreach &
Workshops
Re: Process & Participation
No Maps Yet Drawn
June 2023 Two Public Hearings Re: Composition of Districts No Maps Yet Drawn
July 19, 2023 Publish Draft Maps and
Potential Sequence of
Elections
At least 7 Days Before
Public Hearings re Content
of Maps
July - August 2023 Two Public Hearings Re: Content of Draft Maps and Sequencing of Elections
August 22, 2023 Publish Amended Draft
Maps and potential
sequence of Elections and
Election Sequence
7 Days Before Introduction
of Districting Ordinance
August 29, 2023 Hold Public Hearing
Select Map
Introduce Ordinance
Establishing By-district
Elections, Including District
Boundaries & Sequence
September 12, 2023 2nd Reading and Adoption
of Ordinance Establishing
By-District Elections;
Adoption of Resolutions
Placing Charter
Amendments on the Ballot
to Modify Governance
Structure Including
Directly Elected Mayor
and Modification of
Number of Council Seats
March 2024 Election on Charter
Amendments
165 of 180

5 June 2026 Elections in Three New
Districts in Accordance
With Ordinance if
Charter Amendments
Not Approved in March
2024
June 2026 Elections in Majority of
New Council Districts
and Directly Elected
Mayor if Charter
Amendments Approved
in March 2024
March 2028 Elections in Three New
Districts in Accordance
With Ordinance if
Charter Amendment Not
Approved
March 2028 Elections in Remainder of
New Council Districts if
Charter Amendments
Approved in March 2024
166 of 180

1 RESOLUTION NO.

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE,

CALIFORNIA DECLARING ITS INTENT TO INITIATE PROCEDURES

FOR A TRANSITION FROM AT-LARGE TO DISTRICT-BASED

COUNCIL MEMBER ELECTIONS PURSUANT TO ELECTIONS CODE
SECTION 10010 AND GOVERNMENT CODE SECTION 34886; AND

APPROVING A TENTATIVE TIMELINE FOR CONDUCTING PUBLIC

HEARINGS, FORMULATING PROPOSED DISTRICT MAPS, AND

PRESENTING A DRAFT ORDINANCE TO COUNCIL FOR DECISION
WHEREAS, pursuant to Article IV, Section 1 of the City Charter, the five (5) members of the Council of the City of Glendale are currently elected through at-large elections, that is, each member is elected through a city-wide vote; and WHEREAS, the California Legislature amended Elections Code Section 10010 and enacted Government Code Section 34886 to provide a method whereby a jurisdiction can expeditiously transition to a district-based election system under circumstance specified therein; and
WHEREAS, prior to the City Council's consideration of an ordinance to establish district boundaries for a district-based electoral system and holding a public hearing on that proposed ordinance, California Elections Code Section 10010 requires all of the following:

4. The first version of a draft map shall be published at least seven (7) days before consideration at a hearing. If a draft map is revised at or following a hearing, it shall be published and made available to the public for at least seven (7) days before being adopted; and
WHEREAS, the City will retain an experienced, qualified demographer to assist the City in the development of a proposal for a district-based electoral system.

NOW, THEREFORE, BE IT RESOLVED that the Council of the City of Glendale, California declares, directs and orders as follows:
167 of 180

2 1. The Council hereby resolves to consider adoption of an ordinance, as authorized by Government Code Section 34886 and consistent with Elections Code Section 10010, to transition to a district-based election system for use in the City's General Municipal Election for City Council members beginning in March 2026.

2. Working with the retained demographer and other relevant consultants, staff is directed to publicize and post information regarding the proposed transition to a district-based election system, including relevant maps, notices, agendas and other information and to establish a means of communication to receive comments and answer questions from the public.

3. The Council hereby approves the tentative timeline as set forth in Exhibit A, attached to and made a part of this resolution, for conducting public hearings to solicit and receive public input and testimony on proposed district-based electoral maps and for the City Council’s evaluation, possible refinement and ultimate adoption of a district- based election system for election of City Council members.

4. The timeline contained in Exhibit A may be adjusted by the Council in future consent calendars as the Council and City Attorney deem necessary or appropriate to enhance the process of receiving public input and Council consideration of districting options, provided that such adjustments shall not prevent the City from complying with the general time frames specified by Elections Code Section 10010 for public hearings, or such other timeframes as may be convenient and appropriate.

Adopted this _________ day of May, 2023.

Mayor
Attest:
_________________________
City Clerk
168 of 180

3 STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss.

CITY OF GLENDALE )
I, Suzie Abajajian, Ph.D., City Clerk of the City of Glendale, California do hereby certify that the foregoing Resolution was duly and regularly passed and adopted by a vote of the Council of the City of Glendale at its regular meeting held on the _ day of May, 2023, by the following vote:

Ayes:

Noes:

Absent:

Abstain:
____________________
City Clerk
169 of 180

4 EXHIBIT A
TENTATIVE TIMELINE: CONSIDERATION AND IMPLEMENTATION OF "DISTRICT- BASED” ELECTION SYSTEM
TENT. DATE EVENT COMMENT
May 2, 2023 Resolution of Intention
May 2, 2023 – June 27,
2023
Public Outreach &
Workshops
Re: Process & Participation
No Maps Yet Drawn
June 2023 Two Public Hearings Re: Composition of Districts No Maps Yet Drawn
July 19, 2023 Publish Draft Maps and
Potential Sequence of
Elections
At least 7 Days Before
Public Hearings re Content
of Maps
July - August 2023 Two Public Hearings Re: Content of Draft Maps and Sequencing of Elections
August 22, 2023 Publish Amended Draft
Maps and potential
sequence of Elections and
Election Sequence
7 Days Before Introduction
of Districting Ordinance
August 29, 2023 Hold Public Hearing
Select Map
Introduce Ordinance
Establishing By-district
Elections, Including District
Boundaries & Sequence
September 12, 2023 2nd Reading and Adoption
of Ordinance Establishing
By-District Elections
June 2026 Elections in Three New
Districts in Accordance With
Ordinance
March 2028 Elections in Two New
Districts in Accordance
With Ordinance
170 of 180

1 RESOLUTION NO.

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE,

CALIFORNIA DECLARING ITS INTENT TO INITIATE PROCEDURES

FOR A TRANSITION FROM AT-LARGE TO DISTRICT-BASED COUNCIL

MEMBER ELECTIONS PURSUANT TO ELECTIONS CODE SECTION
10010 AND PROPOSED AMENDMENTS TO THE CITY CHARTER; AND

APPROVING A TENTATIVE TIMELINE FOR CONDUCTING PUBLIC

HEARINGS, FORMULATING PROPOSED DISTRICT MAPS,

PRESENTING PROPOSED BALLOT LANGUAUGE FOR CHARTER

AMENDMENTS TO COUNCIL FOR CONSIDERATION FOR

PLACEMENT ON THE BALLOT
WHEREAS, pursuant to Article IV, Section 1 of the City Charter, the five (5) members of the Council of the City of Glendale are currently elected through at-large elections, that is, each member is elected through a city-wide vote; and WHEREAS, the California Legislature amended Elections Code Section 10010 and enacted Government Code Section 34886 to provide a method whereby a jurisdiction can expeditiously transition to a district-based election system under circumstance specified therein; and
WHEREAS, prior to the City Council's consideration of an ordinance to establish district boundaries for a district-based electoral system and holding a public hearing on that proposed ordinance, California Elections Code Section 10010 requires all of the following:

2 WHEREAS, in conjunction with a plan to transition from districts, the Council desires to consider changes to the City’s governance structure to include a directly elected mayor and consideration of transitioning from 5 council seats to ____ seats; WHEREAS, the Council desires to submit proposed amendments to the City Charter to the voters, which amendments would create the position of directly elected mayor, modify the number of Council seats to ______, and make other changes to the Charter necessary to make the Charter internally consistent with a modified governance structure.

NOW, THEREFORE, BE IT RESOLVED that the Council of the City of Glendale, California declares, directs and orders as follows:

1. The Council hereby resolves to consider adoption of ballot measure(s) that would amend the City Charter to modify the governance structure to include transition from at-large Council seats to Council districts, creation of the position of directly elected mayor (including establishment of duties thereof), modify the number of Council seats from 5 seats to _______ seats, and make other amendments to the Charter to make it internally inconsistent with a modified governance structure.

2. Working with the retained demographer and other relevant consultants, staff is directed to publicize and post information regarding the proposed transition to a district- based election system, including options that include a modified number of Council seats, including relevant maps, notices, agendas and other information and to establish a means of communication to receive comments and answer questions from the public.

3. The Council hereby approves the tentative timeline as set forth in Exhibit A, attached to and made a part of this resolution, for conducting public hearings to solicit and receive public input and testimony on proposed district-based electoral maps and for the City Council’s evaluation, possible refinement and ultimate adoption of a district-based election system for election of City Council members.

Adopted this _________ day of May, 2023.

Mayor
Attest:

City Clerk
172 of 180

3 STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss.

Ayes:

Noes:

Absent:

Abstain:
____________________
City Clerk
173 of 180

4 EXHIBIT A
TENTATIVE TIMELINE: CONSIDERATION AND IMPLEMENTATION OF "DISTRICT- BASED” ELECTION SYSTEM
TENT. DATE EVENT COMMENT
May 2, 2023 Resolution of Intention
May 2, 2023 – June 27,
2023
Public Outreach &
Workshops
Re: Process & Participation
No Maps Yet Drawn
June 2023 Two Public Hearings Re: Composition of Districts No Maps Yet Drawn
July 19, 2023 Publish Draft Maps and
Potential Sequence of
Elections
At least 7 Days Before
Public Hearings re Content
of Maps
July – August 2023 Two Public Hearings Re: Content of Draft Maps and Sequencing of Elections
August 22, 2023 Publish Amended Draft
Maps and potential
sequence of Elections and
Election Sequence
7 Days Before Introduction
of Districting Ordinance
August 29, 2023 Hold Public Hearing; Select
Map; Adopt Resolutions
Placing Charter
Amendments on the Ballot
to Modify Governance
Structure Including
Establishment of By-District
Elections, Including District
Boundaries & Sequence,
Directly Elected Mayor and
Modification of Number of
Council Seats
March 2024 Election on Charter
Amendments and Districts
June 2026 Elections for Directly
Elected Mayor and Majority
of New Council Seats
March 2028 Elections in Remainder of
New Council Districts
174 of 180

5 175 of 180

M O T I O N
Moved by Council Member _________________________, seconded by Council Member ___________________________, that regarding the Report to Council dated May 2, 2023, regarding potential amendments to the City Charter, the Council directs as follows:

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
176 of 180

177 of 180

*Commenced Process to Transition to Districts by 2024
**Completed Process to Transition to Districts by 2024
Exhibit 1
Cities Larger Than 96,000 Pop.

Council Districts v. At Large
Directly Elected vs. Appointed Mayor
City Pop. County Council Districts or At Large Elected or Appointed Mayor Los Angeles 3,966,936 Los Angeles Council Districts Elected Mayor San Diego 1,409,573 San Diego Council Districts Elected Mayor San Jose 1,027,690 Santa Clara Council Districts Elected Mayor San Francisco 874,961 San Francisco Council Districts Elected Mayor Fresno 525,010 Fresno Council Districts Elected Mayor
Sacramento 500,930 Sacramento Council Districts Elected Mayor Long Beach 466,776 Los Angeles Council Districts Elected Mayor Oakland 425,097 Alameda Council Districts Elected Mayor Bakersfield 377,917 Kern Council Districts Elected Mayor Anaheim 349,964 Orange Council Districts Elected Mayor
Santa Ana 332,794 Orange Council Wards Elected Mayor
Riverside 326,414 Riverside Council Districts Elected Mayor Stockton 309,228 San Joaquin Council Districts Elected Mayor Irvine 273,157 Orange At-Large* Elected Mayor
Chula Vista 268,920 San Diego Council Districts Elected Mayor Fremont 235,740 Alameda Council Districts Elected Mayor San
Bernardino 216,089 San Bernardino Council Districts Elected Mayor Santa Clarita 213,411 Los Angeles At-Large* Appointed Mayor Modesto 212, 616 Stanislaus Council Districts Elected Mayor Fontana 210,759 San Bernardino Council Districts Elected Mayor Oxnard 208,154 San Bernardino Council Districts Elected Mayor Moreno Valley 207,289 Riverside Council Districts Elected Mayor 178 of 180

*Commenced Process to Transition to Districts by 2024
**Completed Process to Transition to Districts by 2024
Huntington
Beach 200,259 Orange At-Large Appointed Mayor
Santa Rosa 179,701 Sonoma Council Districts Appointed Mayor Ontario 176,760 San Bernardino At-Large** Elected Mayor Rancho
Cucamonga 176,379 San Bernardino Council Districts Elected Mayor Oceanside 175,622 San Diego Council Districts Elected Mayor Garden Grove 173,258 Orange Council Districts Elected Mayor Elk Grove 170,825 Sacramento Council Districts Elected Mayor Corona 166,972 Riverside Council Districts Appointed Mayor Hayward 159,293 Alameda At-Large Elected Mayor
Lancaster 159,028 Los Angeles At-Large Elected Mayor
Palmdale 156,293 Los Angeles Council Districts Elected Mayor Salinas 156,143 Monterey Council Districts Elected Mayor Sunnyvale 152,770 Santa Clara Council Districts Elected Mayor Pomona 152,209 Los Angeles Council Districts Elected Mayor Escondido 151,300 San Diego Council Districts Elected Mayor Torrance 145,492 Los Angeles Council Districts Elected Mayor Pasadena 141,258 Los Angeles Council Districts Elected Mayor Orange 139,887 Orange Council Districts Elected Mayor
Fullerton 139,611 Orange Council Districts Appointed Mayor Roseville 135,637 Placer Council Districts Appointed Mayor Visalia 132,104 Tulare Council Districts Appointed Mayor Concord 129,183 Contra Costa Council Districts Appointed Mayor Thousand Oaks 127,873 Ventura At-Large* Appointed Mayor Santa Clara 127,721 Santa Clara Council Districts Elected Mayor Simi Valley 125,842 Ventura Council Districts Elected Mayor Victorville 121,902 San Bernardino Council Districts Appointed Mayor Berkeley 121,485 Alameda Council Districts Elected Mayor 179 of 180

*Commenced Process to Transition to Districts by 2024
**Completed Process to Transition to Districts by 2024
Vallejo 121,267 Solano Council Districts Elected Mayor
El Monte 115,517 Los Angeles Council Districts Elected Mayor Fairfield 115,282 Solano Council Districts Elected Mayor Carlsbad 114,253 San Diego Council Districts Elected Mayor Temecula 113,381 Riverside Council Districts Appointed Mayor Costa Mesa 113,159 Orange Council Districts Elected Mayor Murrieta 112,941 Riverside Council Districts Appointed Mayor Downey 112,322 Los Angeles Council Districts Appointed Mayor Antioch 111,200 Contra Costa Council Districts Elected Mayor San
Buenaventura
(Ventura) 109,910 Ventura Council Districts Appointed Mayor Richmond 109,884 Contra Costa Council Districts Elected Mayor Inglewood 109,613 Los Angeles Council Districts Elected Mayor Clovis 109,160 Fresno At-Large Appointed Mayor
Daly City 106,677 San Mateo At-Large Appointed Mayor
West Covina 106,589 Los Angeles Council Districts Appointed Mayor Santa Maria 106,224 Santa Barbara Council Districts Elected Mayor Jurupa Valley 105,653 Riverside Council Districts Appointed Mayor Norwalk 105,304 Los Angeles At-Large Appointed Mayor
San Mateo 104,333 San Mateo Districts Appointed Mayor
Burbank 103,703 Los Angeles At-Large* Appointed Mayor
El Cajon 103,186 San Diego Council Districts Elected Mayor Rialto 103,045 San Bernardino At-Large Elected Mayor
Vista 100,686 San Diego Council Districts Elected Mayor Vacaville 98,875 Solano Council Districts Elected Mayor Compton 96,803 Los Angeles Council Districts Elected Mayor 180 of 180

Glendale City CouncilMay 2, 2023

Glendale City Council
May 2, 2023