Agenda packet, first session — Glendale City Council, June 6, 2023 (part 1 of 2)

A G E N D A

GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
Meetings are broadcast live on Glendale TV, viewable on Spectrum Cable, channel 6, and AT&T Uverse, channel 99. Meetings are also streamed live in high definition (HD) on the city's webpage, glendaleca.gov/live, on YouTube.com/myglendale, and on Apple TV, Roku, and Amazon Fire devices usinga free app called Screenweave and choosing “Glendale TV” from the menu. Meetings are also archived on the City Website for viewing anytime at glendaleca.gov/agendas. Call (818) 548-4013 for program schedules. For public comments and questions during the meeting, call (818) 937-8100. Public comments ona specific agenda item will be taken when that agenda item is discussed. If you have any question about matters on the agenda, or requests for assistance, please contact the City Clerk at (818) 548-2090 during regular business hours.

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

Broadway, RM 110, Glendale, CA 91206.

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

JUNE 6, 2023

ROLL CALL

1. CLOSED SESSION

2. REGULAR BUSINESS AGENDA – 6:00 PM
Roll Call
a. Flag Salute: Mayor Dan Brotman
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b. Invocation: Suzie Abajian, City Clerk
c. Report of City Clerk, re: Posting of Agenda. The Agenda for the June 6, 2023 Regular Meeting of the Glendale City Council was Posted on Wednesday, May 31, 2023, on the Bulletin Board Outside City Hall.

3. PRESENTATIONS AND APPOINTMENTS
a. Agenda Preview for the Meetings of Tuesday, June 13, 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 Special City Council, Regular City Council, and Joint City Council and Housing Authority Meetings of May 23, 2023 b. Public Works, re: Distributed Drywell Installation Project

1. Resolution adopting the Plans and Specification for the Distributed Drywell Installation Project, Specification No. 3920, Plan Nos. 4-646 and 118-113; and directing the City Clerk to advertise for bids
c. Glendale Water and Power, re: Professional Services Agreement with SurePower Consulting, LLC for Specialized Technical Staff Augmentation for Glendale Water and Power

1. Motion authorizing the City Manager, or his designee, to enter into a Professional Services Agreement with SurePower Consulting, LLC, for a term of three years, to provide Specialized Technical Staff Augmentation to the Glendale Water and Power Utility Business Systems Section in an amount not to exceed $496,200 per year, for a total not-to-exceed amount of $1,488,600, with an option to renew the agreement for two additional one-year terms in a not to exceed amount of $496,200 per renewal year d. Glendale Water and Power, re: Amendment to the City’s Existing Contract with OSIsoft, LLC, and Execute a New Professional Services Agreement with PowerRunner, LLC

1. Motion authorizing the City Manager, or his designee, to execute Amendment No. 5 to the City’s existing Software and License Agreement (Contract No. C105118B) with OSIsoft, LLC, to include the one-time installation and purchase of the PowerRunner Energy Platform software license in the amount of $90,000 including two years of support and maintenance in the amount of $15,880 for the first year, and $18,000 for the second year for a total not-to-exceed amount of $123,880, and authorizing further amendments thereafter, for the life of the software, if the funds for the continued maintenance, support, upgrades and licensing of the software are budgeted within the Glendale Water and Power Electric Work Revenue Fund and approved by City Council as part of the annual citywide budget process

2. Motion authorizing the City Manager, or his designee, to execute a Professional Services Agreement with PowerRunner, LLC to implement and configure the PowerRunner Energy Platform software in an amount not to exceed $64,487 e. Community Development, re: Contract Amendment with Buro Happold Consulting Engineers, Inc. in the amount of $300,000 to include Vision Zero Action Plan Development

1. Motion to authorize the City Manager to execute a contract amendment with Buro Happold Consulting Engineers, Inc. to add $300,000, for new not-to-exceed amount of 2 TYPED 6/7/2023 8:34:50 AM
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$550,000 and include Vision Zero Action Plan Development within their Scope of Work f. Fire Department, re: Fire Department annual presentation of the status of state mandated fire inspections

1. Resolution recognizing the Glendale Fire Department’s level of compliance with California Health and Safety Code Sections 13146.2 and 13146.3

5. CITY COUNCIL/STAFF COMMENTS

6. COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes)

7. ADOPTION OF ORDINANCES

8. ACTION ITEMS
a. City Clerk, re: Commission on the Status of Women 2023-2026 Strategic Plan

1. Motion to approve the 2023-2026 Strategic Plan as recommended by the Commission on the Status of Women
b. Glendale Water and Power, re: Annual Update to Glendale Water and Power’s (GWP’s) Wildfire Mitigation Plan

1. Resolution adopting Annual Update to Glendale Water and Power’s (GWP’s) Wildfire Mitigation Plan
c. Glendale Water and Power, re: Grayson Repowering Project – Balance of Site Engineer, Procure, and Construct Request for Proposals

1. Resolution dispensing with competitive bidding, and authorizing the City Manager, or his designee, to directly negotiate with ARB, Inc. (ARB) towards a contract for the Balance of Site (BOS) Engineer, Procure, and Construct (EPC) effort specific to the Grayson Repowering Project

2. Motion authorizing the City Manager, or his designee, to enter into a Professional Services Agreement (PSA) with ARB, Inc. in the not-to-exceed amount of $300,000, for preliminary engineering work relating to the Grayson Repowering Project BOS EPC

3. Resolution of appropriation

9. HEARINGS
a. Public Works, re: Restructuring and Increase of Solid Waste Collection Rates

1. Resolution for Restructuring and Increase of Solid Waste Collection Rates

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

14. ADJOURNMENT
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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
MAY 23, 2023
The Special Meeting of the Glendale City Council convened in the Council Chambers, in said City, at 9:03 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:

May 17, 2023
Date
A SPECIAL PUBLIC MEETING of the City Council is hereby called to meet at 9:00 AM on Tuesday, May 23, 2023, in the Council Chamber, 613 E. Broadway, 2nd Floor, Glendale, CA 91206 to consider the following item(s) of business, to wit;

1. Finance, re: Budget Study Session #3 -Central Support Departments (FIN, HR, CCD,

CAD, CMD, ITD, CTD)
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 9:03 a.m.

ROLL CALL
- All Present
- Report of the City Clerk of the City Council, re: Posting of Agenda. The Agenda for the Tuesday, May 16, 2023 Special Public Meeting of the City Council was posted on May 9, 2023 on the Bulletin Board Outside City Hall.

1. Finance, re: Study Session #4: Quality of Life (Community Services and Parks, Library, Arts and Culture, Community Development, and Public Works) Presenting:

Roubik Golanian, City Manager
Staff Comments:

Bradley Calvert, Director of Community Development
Onnig Bulanikian, Director of Community Services and Parks Nicole Pasini, Assistant Director of Library, Arts & Culture Jennifer Fukutomi-Jones, Principal Arts & Culture Administrator Yazdan Emrani, Director of Public Works
Tad Dombroski, Parking Manager of Public Works
Councilmember Asatryan left the chamber at 11 a.m.

ADJOURNMENT – 11:28 a.m.

Moved: Devine Seconded: Kassakhian
City Clerk of the City of Glendale Mayor of the City of Glendale Upon Elen Asatryan at 5:00 p.m. May 17, 2023 Glendale, CA Upon Paula Devine at 5:00 p.m. May 17, 2023 Glendale, CA Upon Ardy Kassakhian at 5:00 p.m. May 17, 2023 Glendale, CA Upon Ara Najarian at 5:00 p.m. May 17, 2023 Glendale, CA Upon Dan Brotman at 5:00 p.m. May 17, 2023 Glendale, CA 4 of 704
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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
MAY 23, 2023
The Joint Meeting of the Glendale City Council and Glendale Housing Authority convened in the City Hal Council Chambers, in said City, at 3:02 p.m. on the above date, pursuant to a call for such meeting signed by the City Clerk of the City Council, and on file with the City Clerk, a copy of which is as follows:

May 17, 2023
Date
A JOINT PUBLIC MEETING of the City Council and Housing Authority is hereby called to meet at 3:00 PM on Tuesday, May 23, 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 Services and Parks, re: Grant funds from the U.S. Department of Housing and Urban Development for the 2022 Continuum of Care Program; and City of Glendale’s 2023 Homeless Point-in-Time Count
a. Council Motion approving acceptance of grant funds in the amount of $2,741,171 from the Department of Housing and Urban Development (HUD) for the 2022 Continuum of Care (CoC) program; and authorizing the City Manager or a designee to execute all agreements, certifications, and documents necessary to accept and implement the funds
b. Resolution of Appropriation to appropriate grant funds in the amount of $2,741,171 received from U.S. Department of Housing and Urban Development (HUD) for the 2022 Continuum of Care (CoC) Program c. Housing Authority Motion approving acceptance of grant funds in the amount of $2,741,171 from the U.S. Department of Housing and Urban Development (HUD) for the 2022 Continuum of Care (CoC) program; and authorizing the Executive Director or a designee to execute all agreements, certifications, and documents necessary to accept and implement the funds
Written Notice of said meeting was given, which Notice consisted of a copy of the foregoing Call, and was served on each Member of the Council not joining in the Call, and upon the in said City not less than 24 hours before the time fixed in said Call for said meeting, as follows:

Upon Robert Adjinian at 5:00 p.m. May 17, 2023 Glendale, CA Upon Elen Asatryan at 5:00 p.m. May 17, 2023 Glendale, CA Upon Paula Devine at 5:00 p.m. May 17, 2023 Glendale, CA Upon Ardy Kassakhian at 5:00 p.m. May 17, 2023 Glendale, CA Upon Ara Najarian at 5:00 p.m. May 17, 2023 Glendale, CA Upon Laura Parazian at 5:00 p.m. May 17, 2023 Glendale, CA Upon Dan Brotman at 5:00 p.m. May 17, 2023 Glendale, CA Mayor Brotman called the meeting to order at 3:02 p.m.
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2 ROLL CALL
- Absent: Asatryan, Adjinian
- Report of the City Clerk of the City Council and Housing Authority, re: Posting of Agenda. The Agenda for the Tuesday, May 23, 2023 joint public meeting of the City Council and Housing Authority was posted on Thursday, May 17, 2023 on the Bulletin Board outside City Hall.

Roubik Golanian, City Manager
Presenting:

Arsine Isayan, Homeless Programs Manager
a. Council Motion approving acceptance of grant funds in the amount of $2,741,171 from the Department of Housing and Urban Development (HUD) for the 2022 Continuum of Care (CoC) program; and authorizing the City Manager or a designee to execute all agreements, certifications, and documents necessary to accept and implement the funds
Moved: Najarian Seconded: Kassakhian
Vote as Follows
a.
b. Council Resolution 23-60 of Appropriation to appropriate grant funds in the amount of $2,741,171 received from U.S. Department of Housing and Urban Development (HUD) for the 2022 Continuum of Care (CoC) Program Moved: Najarian Seconded: Kassakhian
Vote as Follows
c. Housing Authority Motion approving acceptance of grant funds in the amount of $2,741,171 from the U.S. Department of Housing and Urban Development (HUD) for the 2022 Continuum of Care (CoC) program; and authorizing the Executive Director or a designee to execute all agreements, certifications, and documents necessary to accept and implement the funds
Moved: Devine Seconded: Brotman
Vote as Follows
d.

Ayes:

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:

Brotman, Devine, Kassakhian, Parazian, Najarian
None
Adjinian, Asatryan
None 6 of 704
3 ADJOURNMENT– 4:18 p.m.
- City Council
Moved: Najarian Seconded: Kassakhian
- Housing Authority
Moved: Devine Seconded: Brotman
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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M I N U T E S

GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor Glendale, CA 91206
May 23, 2023
ROLL CALL-All Present

1. CLOSED SESSION – 4:19 p.m.
a. Conference with Legal Counsel – Anticipated Litigation: Significant exposure litigation pursuant to paragraph subdivisions (d)(2), (e)(2) and (e)(5) of Section 54956.9: One (1) potential case
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-cv07346-SB-JC c. Conference with Legal Counsel - Pending Litigation: Glenoaks Canyon Homeowners' Association v. City of Glendale, L.A.S.C. Case No. 22STCP00114 d. Conference with Legal Counsel - Pending Litigation: Los Angeles Waterkeeper v.

California State Water Resources Control Board, et al., Case No. 23STCP01492 e. Public Employment – Attorneys
City Attorney Mike Garcia indicated that action is anticipated on items 1b and 1e. Council recessed to closed session at 4:21 p.m.

2. REGULAR BUSINESS AGENDA – 6:04 PM
Roll Call- Absent: Asatryan
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 23, 2023 Regular Meeting of the Glendale City Council was Posted on Wednesday, May 17, 2023, on the Bulletin Board Outside City Hall.

3. PRESENTATIONS AND APPOINTMENTS
a. Agenda Preview for the Meetings of Tuesday, May 30, 2023 Regular meetings have been cancelled on May 30 and will resume on June 6, 2023. b. Proclamation for National Public Works Week
Yazdan Emrani, Director of Public Works
Carlos Linares, Street Superintendent
Public Comment:

Mike Mohill

Items 4b and 4c pulled for separate consideration.
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2 Devine, Kassakhian, Najarian, Brotman
None
Asatryan
None
Ayes:

Noes:

Absent:

Abstain:

Ayes:

Noes:

Absent:

Abstain:

Ayes:

Noes:

Absent:

Abstain:

Devine, Kassakhian, Najarian, Brotman
None
Asatryan
None
Devine, Kassakhian, Najarian, Brotman
None
Asatryan
None
a. City Clerk, re: Minutes of the Special City Council Meetings of May 9, May 11, and May 16, 2023 and Regular City Council Meeting of May 9, 2023 Moved: Najarian Seconded: Devine
b. Public Works, re: City of Glendale Measure R Sub-Regional Program Update Staff Comments:

Yazdan Emrani, Director of PW
Sarkis Oganesyan, Deputy Director of PW

1. Motion approving new programming and modifications to existing programming to the adopted Measure R Sub-Regional Program
Moved: Najarian Seconded: Devine
Item 4c will come back at a later date.
c. Human Resources, re: Contract Award for Workers’ Compensation Third Party Administrator Services and Bill Review for all the City’s work-related injuries Staff Comments:

Roubik Golanian, City Manager
Paula Adams, Chief Human Resources Officer
Mike Garcia, City Attorney

1. Motion Authorizing City Manager to execute a Professional Services Agreement with Adminsure Inc. to provide Third Party Administrator services and Bill Review for all the City’s work-related injuries for a period of three years with two one-year options to renew
d. City Attorney, re: City Council Regular Meeting Schedule for the 2023-24 Fiscal Year

1. Motion Establishing City Council Regular Meeting Schedule for the 2023-24 Fiscal Year and Canceling Specified City Council Meetings Moved: Devine Seconded: Asatryan
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3 Devine, Kassakhian, Najarian, Brotman
None
Asatryan
None
Ayes:

Noes:

Absent:

Abstain:

5. CITY COUNCIL/STAFF COMMENTS
Councilmember Devine commended Community Services and Parks Department for a successful Senior Street Fest and 90 Plus Celebration last weekend. In the light of May being “Mental Health Awareness” Month, she stated that the City of Glendale should make every effort to assist residents who are experiencing mental health disorders. Devine announced she is working on a program that will be presented to council, called “Friendship Bench Program,” a program that encourages and facilitates peer-to-peer conversations and support networks to promote mental health. Devine asked to adjourn the council meeting in memory of Razmik Grigorian, a former Glendale Arts and Culture Commissioner.

Councilmember Kassakhian spoke about Razmik Grigorian’s community service and offered his condolences to the family of the deceased.

Mayor Brotman attended the Bloomberg Philanthropies City Data Alliance Program in Baltimore, a collaborative initiative to promote data use at the local government level. Mayor Brotman gave a commendation to Joanne Hedge, a longtime Glendale resident, on the occasion of her eightieth birthday.

6. COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes)
Mike Mohill
Elizabeth Manasserian
Zahik Sinanyan
Edwin
Monica Campagna

7. ADOPTION OF ORDINANCES

8. ACTION ITEMS
a. Fire Department, re: Ferno Washington Ambulance Gurney Purchase Presenting:

Todd Tucker, Battalion Fire Chief

1. Resolution 23-61 to dispense with competitive bidding and authorize the Deputy Director of Finance – Purchasing to issue purchase order agreements with Ferno Washington in the amount of $84,318 over the next three years Moved: Devine Seconded: Najarian
b. Community Services and Parks, re: Emerald Isle Playground Replacement and ADA Improvements Project
Presenting:

Onnig Bulanikian, Director of Community Services and Parks Public Comment:

Ramella Eraghi
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4 Devine, Kassakhian, Najarian, Brotman
None
Asatryan
None
Ayes:

Noes:

Absent:

Abstain:

Ayes:

Noes:

Absent:

Abstain:

Ayes:

Noes:

Absent:

Abstain:

Ayes:

Noes:

Absent:

Abstain:

Devine, Kassakhian, Najarian, Brotman
None
Asatryan
None
Devine, Kassakhian, Najarian, Brotman
None
Asatryan
None
Devine, Kassakhian, Najarian, Brotman
None
Asatryan
None

1. Motion approving the design of the playground at Emerald Isle Park and authorizing the Purchasing Administrator or a designee to execute a purchase order with PlayCore Wisconsin Inc, DBA GameTime for the purchase and installation of playground equipment and required ADA site improvements at Emerald Isle Park in the amount of $786,025 plus a 10 percent contingency of $78,603, for a total amount not to exceed $864,628
Moved: Devine Seconded: Najarian

2. Resolution 23-62 of Appropriation to appropriate $489,035 from Citywide Playground Equipment Project to the Emerald Isle Playground Replacement Project to cover costs associated with the purchase and installation of playground equipment and associated site improvements at Emerald Isle Park Moved: Devine Seconded: Najarian
Motion to reconsider item 8b
Moved: Najarian Seconded: Kassakhian
c. Community Services and Parks, re: Lease Agreement between the City of Glendale and Southern California Edison Company for use of real properties for the purpose of constructing a passive park
Presenting:

Onnig Bulanikian, Director of Community Services and Parks

1. Motion authorizing the City Manager, or his designee, to negotiate and execute a Lease Agreement between the City of Glendale and Southern California Edison (SCE) for use of SCE-owned real properties with Assessor’s Parcel Numbers 5653 001-800 and 5616-003-800 for the purpose of developing a passive park Moved: Kassakhian Seconded: Devine
d. Public Works, re: City of Glendale Zero-Emission Bus Rollout Plan Presenting:

Martha D’Andrea, Transit Manager
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5 Ayes:

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:

Devine, Kassakhian, Najarian, Brotman
None
Asatryan
None
Public Comments:

Mike Borisov
Theo
Tom O'Shaughnessy

1. Resolution 23-63 approving the Glendale Zero-Emission Bus Rollout Plan that provides the roadmap to transition the Glendale Beeline fleet to a zero-emission battery-electric bus fleet
Moved: Devine Seconded: Kassakhian

9. HEARINGS

10. REPORTS - INFORMATION
a. Fire Department: Presentation of Community Emergency Preparedness Tommy Nicola, Fire Captain Paramedic
Stephen Meek

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.

Malcolm Johnson
Allen Dish
Carol B

13. NEW BUSINESS
a. Motion to enter into a retainer agreement to utilize the legal services of Jarvis Fay, LLC (Gabriel McWhirter) to assist the City Attorney and Finance Department with a matter.

Moved: Kassakhian Seconded: Najarian
b. Motion to enter into and execute a Legal Services Agreement with Brownstein Hyatt Farber Schreck, LLC (Brownstein) to represent the City as a real party in interest in the matter entitled Los Angeles Waterkeeper v. California State Water Resources Control Board; and Los Angeles Regional Water Quality Control Board, and Real Parties in Interest, Case Number 23STCP01492, the “Writ Petition.”
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6 Ayes:

Noes:

Absent:

Abstain:

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

14. ADJOURNMENT– 8:30 p.m., in memory of Razmik Grigoryan Moved: Devine Seconded: Kassakhian
Mayor of the City of Glendale
City Clerk of the City of Glendale
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Distributed Drywell Installation Project
1) Resolution adopting the Plans and Specification for the Distributed Drywell Installation Project, Specification No. 3920, Plan Nos. 4-646 and 118-113; and directing the City Clerk to advertise for bids.

COUNCIL ACTION
Item Type: Consent Calendar
Approved for June 6, 2023 calendar

EXECUTIVE SUMMARY
The plans and specification have been completed for the Distributed Drywell Installation Project. This project will install 14 drywells and bioretention basins at various locations in the Pelanconi neighborhood.

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
Environmental Stewardship: This project will install infiltration basins and drywells, helping to conserve water resources by allowing stormwater to percolate into the ground instead of flowing over the surface, recharging groundwater, reducing pollution by filtering out pollutants and contaminants from stormwater before it enters the ground and reducing flood risks.

RECOMMENDATION
That the City Council approve the Resolution to adopt the project Plans and Specification for the Distributed Drywell Installation Project, Specification No. 3920, and Plan Nos. 4-646 and 118-113.

BACKGROUND
The mission of the Safe, Clean Water Program (SCW) is to increase stormwater and urban runoff capture and to reduce stormwater and urban runoff pollution as well as providing benefits to the water supply and water quality through community investment projects.

Public Works participated in the annual Call for Projects application amongst different municipal agencies in the City of Los Angeles region for the Regional Program of the SCW, and The Distributed Drywell System Project was selected for inclusion in the ULAR Stormwater Investment Plan as a community investment project.

The Distributed Drywell System Project will help improve the water and air quality of the community and help the City comply with annual municipal separate storm sewer systems (MS4) permit requirements. This project will capture the vision and goals of the SCW, which are to, “Capture It, Clean It, Make It safe, and Make it for Everyone.” After detailed design efforts to effectively manage stormwater runoff, the plans and specification have been prepared for the Distributed Drywell Installation Project.

The project locations are as follows:
• Highland Avenue at Arden Avenue
• Highland Avenue at Burchett Street
• Highland Avenue at Patterson Avenue
• Highland Avenue at Omar Street
• Highland Avenue at Dale Avenue
• Arden Avenue at Estelle Avenue
• Patterson Avenue at Estelle Avenue
• Omar Street at Grant Avenue
• Dale Avenue at Grant Avenue
• Grange Street at Estelle Avenue
• San Fernando Road at Grange Street
The scope of work includes the following:
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• Installation of 14 drywells; and
• Installation of approximately 400 square feet of bioretention area.

ANALYSIS
The environmental benefits to the community stakeholders because of this project will include the following:

Stormwater Management: This project will help manage stormwater runoff by allowing it to percolate into the ground instead of flowing over the surface, which can help reduce the risk of flooding in the project neighborhood.

Groundwater Recharge: This project will allow stormwater to percolate into the ground, recharging groundwater, which can help replenish aquifers and improve the groundwater levels.

Pollution Reduction: This project will help reduce the pollution by filtering out pollutants and contaminants from stormwater runoff before it enters the groundwater supply or existing storm drain systems.

To successfully implement the project design and to ensure competitive bids, the City will advertise the project on multiple plan holders’ web sites who publish project bidding documents and distribute the information to their extensive network of contractor, and construction industry contacts.

The project will also be advertised in a local newspaper, the Glendale Independent, prior to bid opening, as well as on Bidnetdirect, which is a web enabled data service to the public sector, for the dissemination of the building and construction project proposals to their large number of member contractors and consultants.

Finally, the project bidding documents will also be posted on the City’s website.

The construction of this project is anticipated to begin in October 2023 and is scheduled for completion by February 2024.

STAKEHOLDERS/OUTREACH
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, highlights the project phase, 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 engineer’s estimate for the construction of this project is between $1,800,000 and $2,000,000. Funding for this project has been budgeted from the Measure W Fund (2260).

ENVIRONMENTAL REVIEW
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The project is categorically exempt from environmental review because of CEQA Guidelines §§ 15301.

CAMPAIGN DISCLOSURE
Not Applicable

ALTERNATIVES
Alternative 1: Approve the Resolution adopting the project Plans and Specification for the Distributed Drywell Installation Project and direct the City Clerk to advertise for bids.

Alternative 2: Do not approve the Resolution adopting the project Plans and Specification for the Distributed Drywell Installation Project. Doing so, however, will halt the construction of the project and use of Measure W funds, and the City will need to implement other effective stormwater management practices for this area.

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

ADMINISTRATIVE ACTION
Prepared by:

Marc David, Project Manager
Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1: Project Location Map
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RESOLUTION NO. __________

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

ADOPTING THE PLANS AND SPECIFICATION FOR THE DISTRIBUTED DRYWELL PROJECT, SPECIFICATION NO. 3920, PLAN NOS. 4-646 AND 118-113; 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 Distributed Drywell Project including the various documents incorporated therein, are hereby approved, adopted, designated, and shall hereafter be known as Specification No. 3920, Plan Nos. 4-646 and 118-113.

SECTION 2. The City Clerk is hereby directed to advertise for bids for the work, equipment and materials described in these Plans and Specifications 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:

Absent:

Abstain: ___________________________
City Clerk
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OMAR ST BEKINS WY

PIONEER DR

DORAN ST

FAIRMONT AV

GRANGE ST

ESTELLE

DALE AVEGRANT AVE

PATTERSON CHESTER FAIRCOURT LN

NORTON AVE PELANCONI AVE ALMA ST

DRYDEN ST

ARDEN AVE

BURCHETT ST

PATTERSON AVE ST GREYDALE AVE
CA-134 (VENTURA FWY)

HIGHLAND AVE

VERDUGO WASH KELLOGG AVE

SAN FERNANDO RD

GLENOAKS BLVD
AVE

CONCORD ST

PALM DR

FREEWAY

DRYWELL LOCATION

DISTRIBUTED DRYWELL INSTALLATION PROJECT

PROJECT LOCATION MAP

NOT TO SCALE
LEGEND:

BIOSWALE LOCATION
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Professional Services Agreement with SurePower Consulting, LLC for Specialized Technical Staff Augmentation for Glendale Water and Power.

1. Motion authorizing the City Manager, or his designee, to enter into a Professional Services Agreement with SurePower Consulting, LLC, for a term of three years, to provide Specialized Technical Staff Augmentation to the Glendale Water and Power Utility Business Systems Section in an amount not to exceed $496,200 per year, for a total not-to-exceed amount of $1,488,600, with an option to renew the agreement for two additional oneyear terms in a not to exceed amount of $496,200 per renewal year.

COUNCIL ACTION
Item Type: Consent
Approved for June 6, 2023 calendar

EXECUTIVE SUMMARY
Specialized Technical Staff Augmentation has been a necessary component of the Glendale Water & Power (GWP) Utility Modernization Program since 2012. The staff augmentation will provide the technical expertise GWP needs to maintain and support software integrations on the Enterprise Service Bus, programming and software upgrades for an internal supported application that uses older technology, cyber security, and support and maintenance of an internal data warehouse. GWP does not currently have the required expertise, specialized skills, and experience needed for the ongoing technical support nor does the City have specific job titles.

GWP issued a Request for Proposals (RFP) to review and evaluate vendor effectiveness in providing specialized technical staff augmentation, and determined that SurePower Consulting, LLC (SurePower) met all the requirements. The contract with SurePower will cost $496,200 per year, for three years, for a total not-to-exceed amount of $1,488,600 with the option for two additional one-year terms at $496,200 per year. 20 of 704
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COUNCIL PRIORITIES
Infrastructure: The specialized staff augmentation will provide the technical experience GWP needs to maintain multiple software integrations, applications, and data that provide and maintain efficient and reliable utility services to GWP operations and utility customers.

RECOMMENDATION
Authorize the City Manager to execute a three-year Professional Services Agreement with SurePower to provide specialized staff augmentation to the GWP Utility Business Systems Support Section. The PSA will be in an amount not to exceed $496,200 per year, for a three-year term for a total not-to-exceed amount of $1,488,600; and to execute amendments renewing the PSA for up to two optional one-year terms; each of the renewal terms will be in an amount not to exceed $496,200 per year.

BACKGROUND
As part of the ongoing Glendale modernization efforts and continued maintenance and support of the new systems, GWP is in need of continued specialized Information Technology (IT) professional support. The City does not currently have the personnel with the required expertise, specialized skills, and experience needed for the following positions:
• Integration Architect to provide ongoing technical support for the TIBCO Enterprise Service Bus (ESB) which currently supports 55 custom integrations with mutliple operational and enterprise utility applications. • Software Application Developer to support, maintain, upgrade, and provide new development for the internal homegrown Electric and Water mapping site which is an integral part of the electric and water operations. • Cyber Security Analyst with specialized skills and experience in cybersecurity support and assessment.
• Personnel to provide ongoing support and mainteance of an internal data warehouse.

In January 2018, following a competitive RFP process, GWP hired SurePower Consulting, LLC to provide specialized staff augmentation support. After extending the contract for two additional years, the contract is set to expire on June 30, 2023. During this period, SurePower has provided valuable support in integration architecture, application development, data warehouse support and security consulting assessment.

In February of 2023, GWP issued an RFP for Specialized Technical Staff Augmentation to review and evaluate vendor effectiveness in providing three Full-Time Equivalent (FTE) supplemental staffing from 2023 to 2026 to augment existing staff to provide the consulting services in integration architecture, software development, data warehouse, security, and other services and support. GWP sought a proposer with proven experience in the municipal utility business and technical aspects of providing qualified resources to supplement existing staff.
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The core technology support required may include, but is not limited to, the following:

Function Activity
Application Analyst Application Support for Utility Enterprise and ICS Systems including AMI
Security Analyst Cyber security, Threat Detection,
Penetration Testing, Assessment, and
Incident Response
Data Analyst Reporting, Querying, ETL, PL/SQL,
Crystal Enterprise, and Data Warehouse
administration and support
Systems Analyst / Engineer VMware, Network, Domain, active directory, and server administration and
support
Integration Architect TIBCO Enterprise Service Bus, internal and external integrations using HAWK,
EMS, REST API, SOAP: Java Script
Application Development Pl/SQL Server, ColdFusion, Java Script, HTML, IIS, Administration
The RFP was emailed to five prospective Specialized Technical Staff Augmentation vendors and was posted on the City’s website. GWP received inquiries from 13 prospective vendors from the City’s website RFP Bid Page and answered 50 additional questions from prospective proposers. Out of a total of 13 prospective vendors, only the following three submitted proposals:

1. Judge Technical Services Inc.

2. AllStem Connections Inc.

3. SurePower Consulting, LLC.

ANALYSIS
GWP has sought to engage a proposer with the knowledge, expertise, and experience to provide specialized technical staff augmentation with five years of experience working with a municipal utility. The RFP selection committee comprised of GWP personnel from Business System Support, Electric Engineering, and Customer Service, evaluated the proposals. The evaluation committee reviewed and rated each proposers using the following weight, score, and ranking matrix with the following results:
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Total Ranking Judge AllStem SurePower
Factor Weight Score Score Score

1. Qualifications and experience 25% 13.38 7.13 17.38

2. Reasonableness and quality of
proposal 20% 13.17 11.50 13.00

3. Proposed methodology/approach 20% 13.40 10.60 12.20

4. Proposal Cost 20% 12.67 10.00 13.00

5. Ability to meet proposed
schedule 15% 11.00 6.00 16.00
Total 100% 63.61 45.23 71.58
Estimated annual cost comparison is as follows:

Cost Comparison
Judge Tech
Services Inc.

AllStem
Connections
Inc.

SurePower
Consulting,
LLC Fiscal Year
Annual Cost Annual Cost Annual Cost
FY 2023-2024 $ 485,000 $ 391,069 $ 496,200
FY 2024-2025 $ 485,000 $ 391,069 $ 496,200
FY 2025-2026 $ 485,000 $ 391,069 $ 496,200
Total Annual Cost $1,455,000 $1,173,207 $1,488,600
Upon review of the proposals, the RFP selection committee recommended the selection of SurePower to provide Specialized Technical Staff Augmentation services for GWP.

Although AllStem’s annual costs are less than the other two proposers’ rates, the specialized expertise for the resources that AllStem proposed did not meet GWP’s requirements and lacked the necessary experience with the technology GWP requires to support the TIBCO ESB, Coldfusion and Dreamweaver to support our internal Electric and Water Mapping site and Data Warehouse expertise. Judge Technical Inc. was a contender, and their hourly rates and experience were comparable to SurePower with only a 2.3% difference in cost. However, SurePower has proven their experience serving GWP’s needs for many years and will be ready to begin on July 1, 2023. Judge Technical Inc. would take several months of onboarding to get up to speed.

SurePower was incorporated in 2008 as a professional services and staff augmentation firm specifically focused on the technologies, security, and related disciplines associated with utility modernization. Over the past 15 years, SurePower has been a Tier-1 provider of specialized talent and subject matter expertise in the utility spectrum.

SurePower has assigned over 800 consultants to over 120 municipalities and utility organizations, including Pacific Gas and Electric, LADWP, GWP, and the City of Glendale’s Information Technology Department.
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SurePower has provided eleven years of successful well qualified staffing resources to GWP with the technical expertise and experience specific to the utility organization and has demonstrated its ability and commitment to continue to meet GWP’s expectations.

GWP implemented technology and systems that have significantly transformed the utility and its personnel, creating a positive impact on utility operations and customer satisfaction. As a result, GWP modernized its grid technology by integrating Advanced Metering Infrastructure (AMI), outage management system, distribution monitoring, industrial control systems, enterprise data management systems and various customer engagement programs to support present-day interaction with its water and power customers. The professional services to provide GWP with Specialized Technical Staff Augmentation will provide the needed technical skills to maintain reliability, stability, security, and support the implementation and integrations of new technology for GWP and its customers.

Project
Description:

Specialized Technical Staff Augmentation for GWP
RFP
Approved:

Dorine Martirosian, Principal Assistant City Attorney
Craig Kuennen, Assistant General Manager - Business Services Advertisement
Method:

City Website RFP Bid Page and direct email to five vendors RFP Issued: February 22,2023
RFP Due Date: March 24, 2023
Company
Name(s) and
Proposal
Amount(s):

Judge Tech
Services Inc
AllStem
Connections
Inc.

SurePower
Consulting,
LLC Services/Hours
Annual Cost Annual Cost Annual Cost
FY 2023-2024 $ 485,000 $ 391,069 $ 496,200
FY 2024-2025 $ 485,000 $ 391,069 $ 496,200
FY 2025-2026 $ 485,000 $ 391,069 $ 496,200
Total Annual
Cost $1,455,000 $1,173,207 $1,488,600
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Selection
Criteria
(If SS, list
applicable
Provision):

CRITERIA COMPONENT WEIGHT
Proposer's qualifications and experience 25%
Reasonableness and quality of the proposal 20%
Proposed methodology/Approach 20%
Proposal Cost 20%
Ability to meet proposed schedule and budget estimates 15% Consultant(s): SurePower Consulting, LLC
New / Existing
Consultant(s):

Existing
Procurement
Method (RFP /
SS):

RFP
Contract
Term:

Three years with the option for two additional one-year terms Project
Begins:

July 1, 2023
Project Ends: June 30, 2026
Change Orders (When Applicable)
Company
name:

Original
Approved
Contract
Amount:

Approved
Contingency:

Change Order
History:

This Change
Order
(Increase):

New Contract
Total (If
Approved):

STAKEHOLDERS/OUTREACH
Not Applicable.
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FISCAL IMPACT
The proposed cost for professional services to be rendered by the consultant is for a total not-to-exceed amount of $496,200 per year for three years totaling to $1,488,600, with the option for two additional one-year terms, at $496,200 per year, starting FY 23-

24. Funding for the agreement is being proposed as a part of the Glendale Water and Power Department’s FY 23-24 budget.

Existing Appropriation
Amount Account String Funding Source
$468,000 78% GL:43110-5820-GWP-4521-P0000 Electric Works Revenue Fund $132,000 22% GL:43110-5920-GWP-4521-P0000 Water Works Revenue Fund Funding for future (renewal) years will be requested as a part of the annual citywide budget process.

ENVIRONMENTAL REVIEW
This item is considered a ministerial activity and is not a project for the purposes of California Environmental Quality Act (CEQA) and therefore is not subject to CEQA review.

CAMPAIGN DISCLOSURE
The names and business addresses of the members of the board of directors, the chairperson, CEO, COO, CFO, Subcontractors and any person or entity with more than 10% interest in the company proposed for contract in this Agenda Item Report are attached in Exhibit 1, in accordance with the City, in accordance with the City Campaign Finance Ordinance No. 5744.

ALTERNATIVES
Alternative 1: Approve the staff recommendation and authorize the City Manager, or his designee, to enter into a PSA with SurePower Consulting, LLC to continue providing GWP with specialized technical staff augmentation.

Alternative 2: Not authorize the PSA which will cause GWP to not have continuous support of its enterprise service bus, data warehouse, and electric and water mapping application.

Alternative 3: Consider any other alternative not currently proposed by staff. 26 of 704
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ADMINISTRATIVE ACTION
Prepared by:

Scott Mellon, GWP Assistant General Manager – Power Management Michelle Nall, Utility Business System Support Administrator Approved by:

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

EXHIBITS / ATTACHMENTS
Exhibit 1: Campaign Finance Disclosure for SurePower Consulting, LLC 27 of 704

M O T I O N
Moved by Council Member ________________________________, seconded by Council Member __________________________________, that the Council of the City of Glendale finds that SurePower Consulting, LLC (SurePower) is the most qualified proposer to perform the required services to assist the Glendale Water & Power Department (GWP) by providing specialized technical staff augmentation to GWP’s Utility Business Systems Section as set forth in the Report dated June 6, 2023 by the General Manager of GWP.

The City Council hereby authorizes the City Manager, or his designee, to execute a Professional Services Agreement (PSA) with SurePower for a term of three years in an amount not to exceed $496,200 per year for a total not-to-exceed amount of $1,488,600, with an option to renew the PSA for two additional one-year terms in the not to exceed amount of $496,200 per renewal year. The three-year PSA and optional renewal terms shall be subject to approval by the City Attorney.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Amendment to the City’s Existing Contract with OSIsoft, LLC, and Execute a New Professional Services Agreement with PowerRunner, LLC.

COUNCIL ACTION
Item Type: Consent
Approved for June 6, 2023 calendar

EXECUTIVE SUMMARY
The OSIsoft Process Information (PI) Historian has been a necessary software component of the GWP Utility Modernization and electric reliability and infrastructure program since 2011. In 2020, GWP expanded the program, under the terms of an Enterprise Program Agreement to have the ability to collect multiple data points from multiple sources and aggregate them under one system to provide real-time integrated analytics for day-to-day operations and monitoring of GWP’s Field equipment, systems, and assets.

The PowerRunner Energy Platform (PREP) software is designed to integrate and work with the OSIsoft PI Historian software and provide scalable operational data solution with real-time situational awareness through Advanced Meter Infrastructure (AMI)-grid analytics. By combining AMI, Supervisory Control and Data Acquisition (SCADA), 31 of 704 2 d 4
Geographic Information System (GIS), and Customer Information System (CIS), data and running analytics on the PowerRunner platform, GWP will have near real time operational data which will allow the utility to ensure system reliability and assist the engineering team with current and historical analytics on feeder and transformer loads based on meter data.

COUNCIL PRIORITIES
Infrastructure: The PowerRunner Energy Platform software will integrate with the existing (PI) Historian software to assist the GWP Electrical Engineering Department in identifying potential issues with distribution feeders and transformers and assist GWP in monitoring and management mission critical systems by providing reliable power to all residential and commercial customers.

RECOMMENDATION
Authorize the City Manager to execute Amendment No. 5 to the existing Software and License Agreement with OSIsoft LLC to implement PowerRunner Energy Platform software and support for the remainder of the contract, for a total amount not to exceed $123,880, as well as a Professional Service Agreement with PowerRunner, LLC for software implementation and configuration services in the not-to-exceed amount of $64,487.

BACKGROUND
GWP received a grant from the Department of Energy (DOE) in 2009 to implement a Smart Grid Solution. One component of the grant was to demonstrate improvements in the electric system reliability through the application of new technologies and intelligent devise. As part of GWP’s Smart Grid deployment, GWP implemented a PI Historian System. “A PI Historian System” is a data infrastructure and software suite for collecting, storing, and organizing operational data from plants, processes, and operational systems. The PI System delivers that data to users, including Electric and Water Operations; Power Dispatch; Engineering; Energy Trading; Customer Service; Maintenance, and Executive Management so they can analyze, visualize, and share it.

Users retrieve data from the PI Server and can display it on real-time dashboards using PI System visualization and reporting tools. This facilitated GWP’s ability to extend the life of expensive, long-lead-time equipment like substation transformers and underground cables. Customer outages will also be reduced by providing real-time and historical system visibility of distribution feeders.

The original implementation of the PI Historian System was only collecting SCADA data but was limited in its analytic capability due to a cap in number of integrations and data collecting points (tags). In May of 2020, GWP entered into an Enterprise Program Agreement (EPA) with OSIsoft, LLC granting GWP unlimited number of data source integration and tags. Since its implementation, GWP has integrated multiple data sources including AMI, SCADA, GIS, and CIS, with multiple data points. With the integration of the AMI electric meters, GWP is collecting and storing residential hourly and commercial 15-minute data on multiple meter data channels for all 92,000 electric meters including KWH, KW, Kvar, Volts, exceptions, and events, into the PI historian.

Today’s PI Historian environment consists of a full functioning production and test 32 of 704 3 d 4
environment, with multiple data archives, visual applications, notifications, analytics, and monitoring services and contains 933,000 individual AMI data tags and 5,000 SCADA tags. To extract the full benefit of hosting AMI, GIS, CIS and SCADA data under a centralized system, GWP needs the capability to perform highly resource-intensive analytics using tags across all PI data archives. Unfortunately, the existing PI Historian System does not support this feature. OSIsoft’s solution is their partnership with PowerRunner, LLC.

ANALYSIS
PowerRunner, a leader in energy analytics software provider, partnered with OSIsoft to deliver a proven and scalable operational data solution to provide utilities with real-time situational awareness through AMI-grid analytics. PowerRunner on the PI System solution is designed as a fully integrated operational data solution with highly configurable analytics that enable business users to configure and reconfigure solutions to meet the changing requirements of an industry in transition. By combining AMI, GIS, CIS and SCADA data and running analytics on the PowerRunner Energy Platform (PREP), GWP will have near real-time operational data which will allow the utility to ensure system reliability.

GWP staff has researched and confirmed that PowerRunner is the only company which provides this software. PowerRunner is a proprietary software and provides a sole source affidavit. GWP is proposing a full implementation and the Statement of Work (SOW) includes design, installation, configuration, testing, data analysis, training, and documentation. PowerRunner on PI solution will provide GWP with an operational analytics platform with granular temporal and spatial analysis of AMI and SCADA data to create a bottom-up vs. top-down view of distribution system load, generation, and net-load across all metered and unmetered (virtual) system assets. It will include the following:
• Transformer Load Management Analysis - The aggregation of downstream meter net-load to all transformers in the Trial data set. • Distribution load and generation aggregation by system asset - The aggregations of net load at any metered or unmetered point or asset across the distribution system.
• Distribution Energy Resource (DER), Electric Vehicle (EV) and customer program segmentation - Every aggregation can then be further segmented by additional attributes, such as rate class or program ID to analyze the growing impact of consumer behavior on the distribution system. • Coincident and non-coincident peak analysis – Annual and seasonal analysis of each asset’s contribution to the system peak (coincident) and each asset’s unique peak-load analysis (non-coincident).

PowerRunner extends the value of PI by joining time-series data from AMI, SCADA and other operational data sources with commercial data such as customer attributes, rates and system network relationships to enable distribution grid analytics from the meter to the substation.

This implementation will change operations in GWP’s Electrical Engineering Department. Electrical Engineers have been present in ongoing meetings, presentations, and 33 of 704 4 d 4
live demos of the product.

STAKEHOLDERS/OUTREACH
Not Applicable.

FISCAL IMPACT
The total not-to-exceed amount of the proposed amendment to the existing agreement with OSIsoft, LLC to purchase PowerRunner Energy Platform software license in the amount of $90,000 including two years of support and maintenance in the amount of $15,880 for the first year, and $18,000 for the second year for a total not-to-exceed amount of $123,880. The Professional Service Agreement with PowerRunner, LLC to assist in the implementation of the software is $64,487.

Funding associated with this amendment is available in the current Fiscal Year (FY) 22-23 budget and proposed funding associated with the professional services and support in FY 23-24 and future funding for the cost of continued maintenance, support, upgrades, and licensing for the life of the product will be requested as a part of the annual budget process.

License, professional services, and maintenance:

Existing Appropriation
OSIsoft, LLC for License and One-year Maintenance:

Amount Accounting String Funding Source
$ 105,880 GL: 43110-5820-GWP-4521-P0000 Electric Works Revenue Fund PowerRunner, LLC for Professional Services:

Amount Accounting String Funding Source
$ 64,487 GL: 43110-5820-GWP-4521-P0000 Electric Works Revenue Fund OSIsoft, LLC for the Second Year Maintenance:

Requested Appropriation
Funding for FY 23-24 is outlined below:

Amount Accounting String Funding Source
$ 18,000 GL: 43110-5820-GWP-4521-P0000 Electric Works Revenue Fund 34 of 704
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ENVIRONMENTAL REVIEW
This item is considered a ministerial activity and is not a project for the purposes of California Environmental Quality Act (CEQA) and therefore is not subject to CEQA review.

CAMPAIGN DISCLOSURE
The names and business addresses of the members of the board of directors, the chairperson, CEO, COO, CFO, Subcontractors and any person or entity with more than 10% interest in the company proposed for contract in this Agenda Item Report are listed in Exhibit 1(OSIsoft, LLC) and Exhibit 2 (PowerRunner, LLC), in accordance with the City, in accordance with the City Campaign Finance Ordinance No. 5744.

ALTERNATIVES
Alternative 1: Approve the amendment to OSIsoft, LLC Contract to provide licensing and support for PowerRunner Software, and execute a Professional Services Agreement with PowerRunner, LLC for implementation and configuration services
.

Alternative 2: Do not authorize the herein recommended Amendment No. 5 with OSIsoft and PSA with PowerRunner which will cause GWP to not have the ability to run detailed grid analytics using meter data on their operations, critical systems, and assets.

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

ADMINISTRATIVE ACTION
Prepared by:

Scott Mellon, Assistant General Manager - Power Management Michelle Nall, Utility Business Systems Support Administrator Approved by:

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

EXHIBITS / ATTACHMENTS
Exhibit 1: Campaign Finance Disclosure Form for OSIsoft, LLC Exhibit 2: Campaign Finance Disclosure Form for PowerRunner, LLC 35 of 704

M O T I O N
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 enter into Amendment No. 5 to the existing Software and License Agreement (Agreement) with OSIsoft, LLC (Contract No. C105118B) with the City of Glendale to include the one-time installation and purchase of the PowerRunner Energy Platform (PREP) software in the amount of $90,000 including two years of support and maintenance in the amount of $15,880 for the first year and $18,000 for the second year for a total not-to-exceed amount of $123,880 as described in the Report dated June 6, 2023 by the General Manager of Glendale Water & Power Department (GWP). Council also authorizes further amendments thereafter, for the life of the software, if the funds for the continued maintenance, support, upgrades and licensing of the software are budgeted within the GWP Electric Work Revenue Fund and approved by the City Council as part of the annual citywide budget process. The City Manager, or his designee, is authorized to execute said Amendment No. 5 and subsequent amendments subject to approval by the City Attorney.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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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 hereby authorizes the City Manager, or his designee, to enter into a Professional Services Agreement (PSA) with PowerRunner, LLC to implement and configure the PowerRunner Energy Platform (PREP) software in an amount not to exceed $64,487 as described in the Report Dated June 6, 2023 by the General Manager of Glendale Water & Power Department. The City Manager, or his designee, is authorized to execute said PSA subject to approval by the City Attorney.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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City of Glendale EXHIBIT 1

DISCLOSURE - CAMPAIGN FINANCE ORDINANCE
The City Council adopted Ordinance No. 5744, “Campaign Finance Ordinance,” which became effective on September 9, 2011, and amended it with Ordinance No. 5768, which became effective on March 15, 2012 (“the Ordinance”). The Ordinance prohibits: (1) A contractor* (including a subcontractor**)― who has a contract with the City of Glendale (“City”), Economic Development Department (“EDD”), or the Housing Authority of the City of Glendale (“HA”) and that contract is subject to approval by the City Council, EDD, or HA― from making a contribution to a City Council member, EDD member, HA member, City Clerk, or City Treasurer; and (2) Council members, EDD members, and HA members from voting on matters concerning a contract with a person who has provided a campaign contribution.

The Ordinance applies to a contractor whose contract requires the City Council’s, EDD's, or HA’s approval. A contract with the City, EDD, or HA is known as a “City Contract.” The Ordinance also applies to a subcontractor who has a subcontract through a City Contract. The Ordinance excludes a competitively bid contract awarded to the lowest responsible bidder.

To assist members of the City Council, EDD, and HA before they vote on a matter regarding a City Contract, the Ordinance requires City staff to prepare this report which discloses certain information about: the contractor receiving the City Contract, and the subcontractor(s) working under the City Contract.

A contractor must provide the information listed below when: A subcontractor must provide the information listed below when:
• • The subcontract through a City Contract has a total anticipated or actual value of $25,000 or more; or
The City Contract has a total anticipated or actual value of $50,000 or more; or contract awarded to the lowest responsible bidder.
• A combination or series of City Contracts have a value of $50,000 or more. • A combination or series of subcontracts, for the same or different projects, have an aggregate value of $25,000 or
more. Information that must be disclosed: ● Name of the person, entity, or organization (i.e., the Contractor or Subcontractor) ● Name of the Chief Executive Officer/President
● Chief Operating Officer
● Chief Financial Officer
● Chairperson
● All members of the Board of Directors
● All persons who own more than 10% of the person, entity, or organization ● Name of any campaign committee owned or controlled by the person, entity, or organization Please complete the following disclosure form:

Contractor(s)*:

Name Address
OSIsoft, LLC 1600 Alvarado Street, San Leandro, CA 94577 Full Name Title
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors
Business Address City State
London
London
Zip
Peter Herwick
Caspar Herzberg
N/A
Home Office London, UK NW15DH
30 Cannon Street
https://www.aveva.com/en/about/about-aveva/leadership/
Home Office
London, UK EC4M6AH
Brian DiBenedetto 03055
See Website
Milford NH
https://www.aveva.com/en/about/about-aveva/board-of-directors/ Fully owned by Schneider Electric www.se.com More than 10% interest owner 35 rue Joseph Monier Rueil Malmaison France 92500 * “Contractor” is the person, entity, or organization that is the party, or prospective party, to the contract with the City, EDD, or HA or any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address. 38 of 704
Subcontractor(s)**:

Full Name
Name Address
City
N/A
Title Business Address State Zip
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors
More than 10% interest owner
** “Subcontractor” is the person, entity, or organization that has entered into a contract for the performance of all or a portion of the work undertaken under an agreement with an architect, design professional, engineer, or general or prime contract, usually by a general or prime contractor. Subcontractor includes any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address.

Campaign Committee owned or controlled by: N/A
Title Business Address City State Zip

CERTIFICATION
On behalf of the above-named Contractor Subcontractor:
• I acknowledge that I have a continuing obligation to update this disclosure form if I substitute― or if I select additional― architects, design professionals, contractors, or subcontractors within ten (10) days of the selection or change; and • I hereby certify that:

I have identified all persons for which the Ordinance requires disclosure; The information in this disclosure form (and any attachment to this form) is true, accurate, correct, and complete; and I have been legally authorized to submit this disclosure form.

In total, this disclosure form (including attachments) is pages. 4 May 2023 San Leandro, Executed on:

Signature:
, 20 , at: , California.

Glen McFarlane Print Full Name:
1600 Alvarado Street, San Leandro, CA 94577
510-877-4472
Address:

Phone Number: E-mail Address: [email protected]
Rev. 6/7/12 J:\FILES\DOCFILES\ORD\CAMPAIGN CONTRIBUTION\DISCLOSURE FORM – CONTRACTOR – 6-7-12.doc 39 of 704
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4e

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE SPECIAL CITY COUNCIL

AGENDA ITEM
Report: Contract Amendment with Buro Happold Consulting Engineers, Inc. in the amount of $300,000 to include Vision Zero Action Plan Development

1. Motion to authorize the City Manager to execute a contract amendment with Buro Happold Consulting Engineers, Inc. to add $300,000, for new not-to-exceed amount of $550,000 and include Vision Zero Action Plan Development within their Scope of Work.

COUNCIL ACTION
Item Type: Consent Item
Approved for June 6, 2023 calendar

EXECUTIVE SUMMARY
Council directed staff to begin work on developing a Vision Zero policy for the City.

Vision Zero seeks to eliminate traffic related fatalities across all modes by 2030. Vision Zero also seeks to enhance coordination across the various disciplines associated with planning, designing, implementing, and enforcing transportation systems. The policy relies on collecting data that allows for responses that are targeted and focused, while creating synergy amongst a City’s many plans and implementation strategies. Council’s motion to amend this contract will move this project to the next phase of the Action Plan. 42 of 704
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COUNCIL PRIORITIES
- Mobility/Connectivity/Safety – Developing a plan that will create cohesive strategies to improve transportation safety.
- Infrastructure – Enhance strategies to improve the safety of the public right-of way for all modes of transportation.
- Environmental Stewardship – Assist in creating a safe active transportation network that will encourage the use of alternative transportation systems.

RECOMMENDATION
Authorize the amendment to the existing Buro Happold contract for Updating the Citywide Bicycle Transportation Plan to add funds and also include the development of the Citywide Vision Zero Action Plan.

BACKGROUND
Vision Zero Action Plan
At the July 12, 2022 and October 18, 2022 City Council meetings, the Council provided staff direction on the creation of a Vision Zero Action Plan. The goal of Vision Zero Action Plan is to achieve zero pedestrian deaths in the City of Glendale by 2030. Vision Zero challenges the traditional approach to traffic safety by recognizing that traffic collisions aren’t random and unavoidable. With the right approach, they are predictable and preventable. The City’s Vision Zero Plan will describe a systemic approach that will make streets safer through proactive, low-cost measures, preventing fatal collisions on the road. The Vision Zero Action Plan will include detailed recommendations on how to implement strategies to create safer streets for all road users.

The City has begun developing Vision Zero policy guidelines with much of the underlying framework being derived from existing infrastructure, enforcement, and plans, such as the Citywide Pedestrian Plan, Citywide Safety Plan, and Bicycle Transportation Plan. The City has also taken steps to reduce collisions with pedestrians and cyclists by creating events for public engagement, public education, and awareness of City policies and plans.

Utilizing a comprehensive and coherent approach that encompasses aspects of Engineering, Education and Enforcement will serve as the primary drivers for Glendale’s Vision Zero Action Plan. This will be achieved through an initial implementation following the completion of the plan and yearly audits to evaluate the impacts of the engineering, education, and enforcement.
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ANALYSIS
A $250,000 contract with Buro Happold was authorized February 15, 2022 to update the Citywide Bicycle Transportation Plan. As the Bicycle Transportation Plan and Vision Zero Action Plan are intimately intertwined, staff sees an opportunity for efficiency and cohesion to continue work with the consultant who has already developed a comprehensive knowledge of the City’s goals, infrastructure, and established stakeholder involvement.

Buro Happold was the top finalist for the Request for Proposals that was completed for the Bicycle Transportation Plan update. Their strong qualifications which were presented at the time of that award of contract remain true: Buro Happold Consulting Engineers, Inc. is a global, integrated, multidisciplinary consulting engineering firm that offers a complete range of services for the built environment, from individual buildings to campuses, and from neighborhoods to regional plans. Buro Happold is engaged in both the built and natural environments, tackling complex design and implementation issues relating to buildings, neighborhoods, cities, and institutions. The firm’s portfolio included developing plans for performance and design guidelines, project design, development and management, research, analyses, strategies, frameworks, plans and designs, visualizations, workshops and facilitation in regions across the country, including New York, Los Angeles, San Jose, Glendale, Colma, Cupertino, and Halfmoon Bay.

The Buro Happold Consulting Engineers, Inc. team is enhanced by Toole Design, which is the nation’s leading planning, engineering, Katherine Padilla & Associates (KPA), Inc., a full-service communications firm specializing in strategic community outreach and public information campaigns and MIG, Inc., specializing in compliance and documentation pursuant to California Environmental Quality Act (CEQA) and National Environmental Policy Act (NEPA), a multi-disciplinary firm that provides planning, design, and communications and technology services to public and private agencies throughout California and the United States.

Staff developed the Draft Scope of Work for the Citywide Vision Zero Action Plan (Exhibit 1).

STAKEHOLDERS/OUTREACH
The revised scope of work will include extensive stakeholder outreach as part of developing the Vision Zero Action Plan.

FISCAL IMPACT
During the December 13, 2022 City Council meeting, TDA grant funds had been requested in the amount of $125,000 to conduct a Citywide Pedestrian and Bicycle Count. Those funds are being repurposed to be included in this contract amendment.

As similar information will be derived from the consultant’s research in the development of the Action Plan, the funding was determined by staff and Metro to be best utilized for this purpose. Should another count be deemed necessary in the future, TDA funds will once again be requested.
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Funding for this contract amendment is within the FY 22-23 budget. No additional appropriation is requested at this time. The funding for FY 22-23 is outlined below:

Existing Appropriation
Amount Account String Funding Source
$125,000 51000-4090-CDD-0020-P0000
PL: CDD00943AG
TDA Funds
$100,000 GL: 43110-2220-PWD-0020-P0000
PL: PWD00843AN
Measure M Funds
$75,000 GL: 43110-2220-PWD-0020-P0000
PL: 52103
Measure M Funds

ENVIRONMENTAL REVIEW (CEQA/NEPA)
The authorization to enter into a contract amendment to increase the contract amount and add additional scope of work to develop the Citywide Vision Zero Action Plan (Project) is exempt from any further CEQA review pursuant to Section 15061(b)(3) of Title 14 of the California Code of Regulations (CEQA Guidelines), (the common sense exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment and where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA). In addition, the Project is exempt pursuant to Sections 15060(c)(3) and 15378(b)(4), as it is not a project under the Guidelines because it constitutes a governmental fiscal activity that does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. Future environmental review will be conducted on the Citywide Vision Zero Action Plan once the Plan is developed and before the plan is adopted and/or carried out.

CAMPAIGN DISCLOSURE
In accordance with the City Campaign Finance Ordinance, Exhibit 2 shows the names and business addresses of the members of the board of directors, the chairperson, CEO, COO, CFO, Subcontractors and any person or entity with 10% interest or more in the company proposed for contract in this Agenda Item Report.

ALTERNATIVES
Alternative 1: Adopt a Motion authorizing a $300,000 contract amendment with Buro Happold Consulting Engineers, Inc. to increase their contract maximum from $250,000 to $550,000 to develop the Vision Zero Action Plan.

Alternative 2: Do not adopt the motion to authorize amending the contract. This will result in the loss of $125,000 in TDA grant funds and a delay in the initiation of the 45 of 704
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Vision Zero Action Plan.

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

ADMINISTRATIVE ACTION
Prepared by:

Fred Zohrehvand, Principal Planner
Tamar Sadd, Principal Administrative Officer
Approved by:

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

EXHIBITS/ATTACHMENTS

1. DRAFT Scope of Work: Citywide Vision Zero Action Plan

2. Campaign Disclosure Form
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MOTION
Moved by Council Member ____________________________, seconded by Council Member ___________________________, that the City Manager, or designee, is hereby authorized to execute an amendment to the professional services agreement with Buro Happold Consulting Engineers, Inc. to increase the contract amount by $300,000 (for a new total not-to-exceed amount of $550,000) and to amend the scope of work to include development of the Citywide Vision Zero Action Plan, as outlined in the June 6, 2023, staff report from the Director of Community Development. Said agreement shall be subject to approval as to form by the City Attorney.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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1 Vision Zero Action Plan
Scope of Work
Project Goals
The purpose of this scope of work is to develop a Vision Zero Action Plan for the City of Glendale. The goal of Vision Zero’s is to achieve zero pedestrian deaths in the city of Glendale by 2030 from the completion of this plan. Vision Zero challenges the traditional approach to traffic safety by recognizing that traffic collisions aren’t random and unavoidable. With the right approach, they are predictable and preventable. Vision Zero describes a systemic approach that aims to make streets forgiving with proactive, low-cost measures, preventing fatal collisions on the road. The City is aiming for details recommendations on how to implement Vision Zero strategies to create safer streets for all road users, preventing fatalities and serious injuries. These recommendation needs to be aligned with SCAG’s regional transportation safety goals described in Connect SoCal, the 2020-2045 Regional Transportation Plan, and Sustainable Communities.

City is looking, a comprehensive approach that encompasses aspects of Engineering, Education and Enforcement that will serve as the primary drivers for Glendale Vision Zero Action Plan. For this project to be successful, the city is seeking a qualified consultant that will not only deliver on the requirements outlined below but also bring industry experience and innovative approaches to achieving zero pedestrian deaths in the City of Glendale. The City hopes to achieve this goal with initial implementation beginning upon completion of this plan and yearly audits to evaluate the impacts of engineering, education and enforcement.

The overall objective of the Vision Zero includes:
• Identified areas of projects to improve pedestrian safety and connectivity • Policy Changes to create street design and operations standard and project delivery process that makes Glendale safer for pedestrians
• Strengthen recommended Policies and programs identified in the recently adopted Citywide Pedestrian plan
• Improve pedestrian safety and both encourage and enforce safe driving behavior • Improving pedestrian safety improvements in the city area, specifically where age for population disproportionately impacted by collisions
• Provide a vision and guidance for city on the how a safe multi- modal transportation in Glendale can be applied showcasing urban design enhancements for pedestrian and bicycle safety
• Reducing citywide traffic death by 25% by 2025, prioritizing pedestrian deaths involving older adults and children
• Eliminating traffic deaths citywide by 2030
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2 SCOPE OF WORK
The Scope of Work includes several tasks required to provide a Citywide Vision Zero Action Plan document. The Consultant shall propose a detailed Work Plan to successfully complete all work needed. This may include detailing specific tasks beyond those described, as well as innovative work items to support the Plan. At a minimum, the Consultant shall provide planning services, pedestrians safety educational plan, street safety design standard, data collection, data and feasibility analysis, outreach services, public presentation support, report writing, graphic design and GIS.

Task 1: Project Management
The City will be the lead agency for the Project and the designated City Project Manager shall coordinate project management through the Community Development Department’s Mobility Division. The Consultant will be expected to interface both locally with City staff and other affected agencies as necessary.

1.1 – Project Schedule
• Within two (2) weeks of Notice to Proceed (NTP), the Consultant will draft a detailed baseline project schedule. The schedule will indicate the timeline for completing project milestones, major activities, and task deliverables. The baseline schedule will be finalized at the kick-off meeting. During the Project, the Consultant will update the schedule as needed and identify changes at Project Development Team (PDT) meetings and monthly progress reports. The City has established a tentative 10-month schedule to complete the Project.

1.2-Project Kick-Off Meeting
• The Consultant will schedule and conduct a Project Kick-Off Meeting within two (2) weeks of Notice-to-Proceed (NTP) to discuss Project details, establish goals, review the Project schedule and coordinate efforts. City staff will work with the Consultant to develop a list of key stakeholders that will make up the Project Development Team (PDT) prior to the Project Kick-Off Meeting. Once the stakeholders are identified, the Consultant will contact all members of the PDT to coordinate the scheduled meeting date, location, and time. A meeting notice, agenda, and meeting minutes (noting all action items) will be prepared by the Consultant for the Kick-Off Meeting.

1.3-PDT
• The Consultant will coordinate and attend PDT meetings with City staff and stakeholder representatives, as necessary. Meeting summaries will be prepared by the Consultant at each meeting and distributed to the Project Manager and other attendees at each meeting. An Action Item list and a status of project deliverables will be updated on an ongoing basis and be made available at each PDT meeting.
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3 • We propose the following agendas for each meeting, but are open to adjusting these based on City feedback and how the project unfolds:

1. Introduction to Vision Zero, project scope of work, engagement strategy, lessons learned from other VZ cities

2. Review existing conditions analysis: plan and policy review, crash analysis, HIN

3. Input session on draft action recommendations
• Based on the diversity of this group and our past experience with similar committees, we recommend these meetings be held virtually to increase attendance by giving the group members greater meeting flexibility.

1.4 Regular Project Management Meetings
Regular project management meetings between prime consultant and city project manager.

Task 1 Deliverables
• Project Schedule
• Attendance, agendas, and action items for 6 PDT and PMT meetings Task 2: Data Collection and Existing Conditions Report
Task 2 will assess the existing safety conditions in Glendale, including the policies and programs influencing safety outcomes. This task will build the framework for the actions and strategies identified in the Plan and include a focus on disparate impacts.

Task 2.1 –Ongoing and Adopted Planning & Mobility Plans • The Consultant will review all current and previous planning and mobility documents adopted by the City relating to bicycle and pedestrian travel and streetscapes. These documents will include, but will not be limited to, the current Glendale Bicycle Transportation Plan (BTP), adopted August 2012 and in progress Updating BTP, the Citywide Pedestrian Plan, the Citywide Safety Education Initiative (SEI) and Glendale Non-Infrastructure Safe Routes to School Program (NI-SRTS), Glendale– Burbank Regional Streetcar Feasibility Study, West Glendale Sustainable Transportation and Land Use Study, the North Hollywood-Pasadena Bus Rapid Transit (BRT), the Verdugo Wash Visioning, Circulation Element, Downtown Specific Plan, Glendale Beeline Service stations, City of Glendale Transportation Center 1st/Last Mile Regional Improvements Projects Phase I and II. Strategic Plans and regional and national studies conducted by other agencies such as Caltrans, SCAG, LA Metro, NACTO, FHWA, AASHTO, or other entities that include the City of Glendale in their jurisdiction will also be reviewed.
• The City is currently updating Circulation, Land Use and Housing Elements of the General Plan. Vision Zero Action Plan will be a cohesive part of these updates and shall be informed and coordinated by these updates.
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4 Task 2.2 – Existing Network and crash data Analysis
Perform an existing conditions analysis to inform Vision Zero strategies, including the following components:
• Obtain data from the Transportation Injury Mapping System (TIMS), the Statewide Integrated Traffic Records System (SWITRS)
• Identify patterns in contributing factors to fatal and high injury crashes across the city, such as emphasis areas, roadway characteristics, and vehicular movements, to inform citywide Vision Zero strategies.
• Summarize contributing roadway characteristics in a way that will allow the City to proactively and systematically identify and address areas across the road network that are potentially problematic.
• Identify high injury corridors and intersections (also looking at the Glendale pedestrian plan high collision corridors)
Task 2 Deliverables
• Consolidated GIS data file(s)
• Network assessment map and methodology description
• Crash Data Analysis and High Injury Network Technical Memo Pedestrian, Bicycle, Traffic Counts and Speed Profiles
• City will provide citywide Pedestrian and bicycle counts. The City of Glendale adopted the pedestrian count methodology recommended by the Los Angeles County Metropolitan Transportation Authority (Metro) and the Southern California Association of Governments (SCAG). SCAG’s Bicycle and Pedestrian Count Manual presents a bicycle and pedestrian count protocol for the region as well as guidance for choosing count technologies.
• City will provide 24-hour bi-directional volume tube counts along with speed profiles at one hundred (100) street segments throughout the City for one (1) weekday (Tuesday, Wednesday, or Thursday) and one (1) Saturday. Locations of the street segments will be provided by City staff.
• City will provide will provide intersection turning movement counts for vehicles, bicycles, and pedestrians for one-hundred (100) intersections for one (1) weekday (Tuesday, Wednesday, or Thursday) for six (6) hours and one (1) Saturday for four (4) hours. Assume each location will require one (1) person to count. Intersection locations will be provided by City staff.
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5 Existing Infrastructure Assessment
• Consultant will perform an assessment of existing pedestrian and bicycle infrastructure on all streets throughout the City of Glendale.

Task 3- Community Outreach
Note: All meetings will be publicly noticed to ensure maximum attendance and awareness. All public notices will be in all four of the City’s Limited English Proficiency Languages (LEP) per Title VI of the Civil Rights Act and the California Fair Employment and Housing Act (FEHA):

English, Spanish, Armenian, Korean, and Tagalog. Reasonable accommodation will be made for LEP populations and individuals with disabilities per the Americans with Disabilities Act (ADA) and Section 504 of the Rehabilitation Act of 1973

3.1 Outreach Plan
• Consultant shall submit a detailed work plan to complete outreach and education for the Project based on their technical experience and expertise. • The Consultant will be asked to conduct extensive public outreach efforts for the Project.

Public input and community outreach will be an integral part of the Project and the Consultant will be responsible for communicating with a variety of audiences during the public outreach process, including, but not limited to, residents, interest groups, non-profit groups, senior citizens, people with disabilities, neighborhood groups, Parent Teacher Associations (PTAs), students, and other stakeholders. The City will provide a list of stakeholder groups for outreach.

3.2 Public Outreach
• Consultant will provide translation services for four (4) languages for any written materials that are produced as part of the community outreach effort, including public notices, meeting materials, and online website content. Consultant will coordinate and assist the City on public noticing.
• The Consultant will implement and maintain a Project website or online tool with the assistance of the City for the duration of the Project as one of the many ways that members of the public will be able to learn about the Project and be able to participate and provide input. Online tools will be compatible with multiple internet browsers, including mobile phones, and will be made available in the four (4) languages the City has identified as spoken by Glendale’s Limited English Proficiency (LEP) population. Opportunities to access the online outreach tool will be made available in publicly accessible places, such as public computers at the City’s libraries, and these access opportunities will be advertised alongside the website itself. The website will provide timely information on opportunities to attend community workshops and to provide comment as well as view past presentations 52 of 704
6 on the Plan. The online outreach tools will provide user-friendly methods to display drafts of the document, presentation materials, and visual aids and exhibits.

1. Identification community goals & priorities
• Online feedback tools/project site
o Consultant to provide content and branding, graphic identity, and content.

Toole to build and host. The project site will be updated through the life of the project. QRs codes will be provided on all communications to encourage frequent visits.
o Walk Audits to help engage community in the Existing Infrastructure Assessment Task. Five walk audits to key destinations would be developed and conducted in person – one in each district. Online walk audits to be developed by Toole for those who wish to participate at their convenience. Photos strongly encouraged along with comments. The purpose is to introduce the project, gain input on goals and priorities and confirm assessment results from a community perspective, and get feedback of possible ideas for improvements. Consultant to organize and help staff with one Consultant staff person each walk audit, accompanied by two-three additional team members.
• Promotions:
o Consultant to provide press release, social media, and eblasts to promote awareness, participation.
o Consultant shall reach out and notify community-based (CBO) and neighborhood organizations, businesses, and civic groups and asks for their help in inviting participation through their social networks.

2. Draft plan concepts phase
• Online Survey:
o With team and city collaboration, KPA shall develop a survey showing Draft Goals and Draft Concepts for feedback.
• Promotions
o KPA shall promote input and participation using the media outreach described above, press release, social media, eblasts and outreach to CBOs, Neighborhood Organizations, Business and Civic Groups.
• Pop Up Events
o In conjunction with three (3) citywide festivals, KPA to staff a booth displaying draft goals and concepts for “dot voting” to gain input from the largest numbers of community members possible, and from people from all walks of life and ages.
o KPA shall promote input and participation using the Media Outreach described above, press release, social media, eblasts and outreach to CBOs, Neighborhood Organizations, Business and Civic Groups. The eblast will promote Come Visit our Booth at (Exciting City event) and provide your input! 53 of 704
7 3. Implementation plan phase
• Tactical Urban Events – the city will select five demonstrations –one in each council district – to show temporary installations. In collaboration with staff, Consultant to be responsible for outreach and coordination and staff with one Consultant staff on day of, to be accompanied by additional project team members. • Promotion
o Promotion as described in previous phases will be provided. The community will be invited to attend and participate. Displays of other implementation possibilities will provided and the community will be encouraged to provide their feedback online and in person.

4. Final plan phase
• The Plan will be available online for review and comment for 45 days. The community will be invited to offer their comments.
• The City will send e-mail blasts through the Citywide system, create press releases, and use existing social media platforms such as Facebook and Twitter. • The Consultant will prepare and distribute print mediums, newspaper advertisements, posters, brochures, flyers, and other marketing collateral materials to spread awareness of the project and notify members of the public on ways they can participate in the planning process. The Consultant and the City will work with non-profit and advocacy groups to reach various religious groups, seniors, disabled people, students, LEP populations, low-income communities, etc. The City and the Consultant will also work with the Business Associations, Glendale Chamber of Commerce, Go Glendale, target dissemination of project information to major employment centers.

Task 3.3- Planning Commission, Transportation and Parking Commission, City Council Meetings and the City Council.
• It is anticipated at minimum 6 update presentations before the final adopting of the plan by the City council.

Task 3.4- Vision Zero Public Engagement Toolkit
• Engaging the public around Vision Zero is really about educating the public about what Vision Zero is, how traffic violence affects their community and neighbors, and what they personally can do to improve safety and contribute to a more livable and equitable city. Successful Vision Zero efforts hinge on culture change at all levels and culture change comes about from awareness. Toole Design believes education should be centered around heightened awareness and personal responsibility and not victim blaming. • Our team will prepare a Vision Zero public engagement toolkit for ongoing use by City staff and Vision Zero partners that include sample outreach materials (infographics, fact sheets, presentation slides, talking points, and a glossary of key terms) and an outline for 54 of 704
8 an ideal public education process, including timeline and remote/ virtual engagement opportunities, to inform the public about Vision Zero. For efficiency, we will approach project engagement and the creation of engagement collateral with the mindset of their continued use by the City and its community partners. Toward the end of the project, we will take stock of engagement materials that have been produced to date, update where necessary, and develop additional materials, as well as a plan for continued public engagement and education.
• It is our assumption that the public engagement toolkit will be the primary product used to communicate the findings, actions, and safety messaging identified in this project to a public audience.

Task 4 Deliverables
• Outreach Session
• Print mediums, advertisements, posters and other material in English, Armenian and Spanish
• Vision Zero Public Engagement Toolkit
Task 4- Enforcement
Task 4.1 Strategies and Regulations
Vehicular crashes are often the result of driver unsafe behavior. Enforcement of traffic laws can mitigate unsafe driver behavior before they impact pedestrians in the city’s communities. The consultant will provide strategies as how the traffic enforcement should be bolstered by the new technology and regulations, such as new speed enforcement regulation, to prevent pedestrian collisions and correct unsafe driving habits.

The consultant will develop a guideline as how Glendale Police should also be bolstered by new speed enforcement legislation such as reducing driving speeds, strengthen laws related to moving violations and enforce legislation that reduces pedestrian injuries.

Task 3 Deliverables
• Memo on enforcement initiatives, considerations, and regulations Task 5: Education

5.1 Education Initiatives
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9 While engineering focuses on potential human error of existing drivers and enforcement hopes to rectify bad driver behavior, education of the vision zero initiative will be essential to ensuring members of the community have a successful interaction with both. The consultant needs to develop education initiatives that focusses on area more disproportionately impacted by collision; those who interact with roadways and intersections such as drivers and pedestrians and those who will eventually become part of the pedestrian population. The City of Glendale is looking for unique and interactive education methods that seek to reach various age groups and modes of transportation that includes both a physical and digital presence including:
• Supportive background on which education initiatives are most effective for Vision Zero and which population responds better to what outreach method. • Non-digital Education initiatives: Be able to provide educational methods such as community events unique to Glendale, able to convey vision zero to a non-digital audience and various community organizations.
• Digital education initiatives: Demonstrate a good social media presence to spread awareness through the most vulnerable population, K-12. • Education initiatives: Glendale has a diverse population with multiple languages.

Education initiatives should be translated in Spanish and Armenian and implemented throughout vision zero.

Task 5 Deliverables
• Memo outlining educational initiatives, including target populations, funding opportunities and key messages
Task 6: Vision Zero Action Plan
The Vision Zero Action Plan will outline long-term goals, short-term action items, project prioritization, partnership opportunities, staffing resources needed for implementation, and indicators to track success.

Task 6.1: Develop Goals and Actions
Central to the Vision Zero Action Plan will be a focused framework of goals and actions that all stakeholders understand and endorse, and that is measurable over time. It is also important to identify which partners will help lead and support these actions, and to engage these partners throughout the process. Establishing a framework of goals will lay the foundation for performance measures developed in Task 6.3 and will also serve to align the Vision Zero Action Plan with existing City goals and priorities, legislated targets, best practices (e.g., standards set by the Vision Zero Network), and the findings from the data analysis and outreach tasks. 56 of 704
10 Task 6.2: Prioritization
The Consultant will provide prioritization frameworks for both location-based and non-locationbased actions. For location-based actions, prioritization will consider the High Injury/Risk Networks developed in Task 7 and will consider equity either to directly inform the prioritization, or as an overlay/callout. This will result in an ordered list of the high priority streets and intersections. Non-location-based actions (such as policy changes, practices, and legislation) will be prioritized into time bands (e.g., near-term, medium-term, and long-term).

The methodology will be refined based on feedback from the City and PDT.

Task 6.3: Performance Measures
The consultant will work with City staff to develop a performance measure framework to evaluate short- and long-term safety performance. The performance measure framework will allow consistent and objective tracking of safety and safety-related actions within the city and will strive toward a balance of accountability and flexibility. Consultant will also create key performance indicators to track and assess progress toward the goals established in Task 6.1 for the Vision Zero Action Plan.

The performance measures framework will identify the data required for tracking, the current source of that data, and key partners for each measure. Long-term performance indicators will be identified that highlight where new data collected by the City related to crash characteristics or evaluations could provide a more rigorous measurement of transportation safety performance across the City’s transportation system. These near-term and long-term performance measures, their methodologies, and required data inputs and sources will be documented in a technical memorandum.

Task 6.4 Vision Zero Action Plan
Actions must be achievable, measurable, and have broad support from stakeholders. For this task the consultant will develop a comprehensive list of Vision Zero actions focused on infrastructure, maintenance, education, enforcement, policy and legislation, data, and institutional changes. The consultant will prepare an implementation matrix for updates to existing policies, programs, and standards as well as the newly proposed goals and actions through this plan. The implementation matrix will identify possible barriers to implementation (including but not limited to funding, legislation, and staffing) and included to the extent informed by City staff, cost estimates and realistic timeframes, metrics of success, and the role of lead implementing departments/agencies.

Where a potential funding strategy exists, this information will also be included. Criteria established in Task 3 will be used to prioritize and categorize actions into realistic implementation timeframes.

Task 6 Deliverables:
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11 • Technical memorandum on performance measures
• Project dashboard
• Draft and Final Vision Zero Action Plan
Task 7: High Injury Network Investigations
Based on the findings of Tasks 2, the Consultant will develop a High Injury Network Action Strategy to address location-specific safety issues on high-injury corridors that are grounded in a data-and public-informed process.

Task 7.1: HIN corridor analysis
In this Task consultant will use the information derived from Task 2 and focused engagement conducted along the HIN to hone in on location-specific issues contributing to safety risk at up to ten (10) locations (e.g., intersections, short 1-2 block segments) In order to more accurately identify appropriate safety countermeasures in Task 7.2, our team will supplement quantitative and qualitative data with both remote assessment and in-person field evaluation, the latter of which could be coupled with site visits). Findings from our analysis will be compiled in a twopage summary using non-jargon language and photographs and graphics to clearly convey information.

Task 7.2: HIN Corridor countermeasures
Using information derived from Task 7.1 our team, in coordination with City staff, will recommend and prioritize contextual site-specific countermeasures along selected High Injury Segments to improve safety. Countermeasures may include lower-cost systemic solutions and longer-term more capital-intensive solutions. Countermeasure information can also be added to the summary sheets produced in Task 7.1.

Consultant understand that the safety projects identified by the broader Vision Zero Action Plan, and more specifically through the HIN Strategy will serve as a supplement to the City’s Local Road Safety Plan as permitted in the HSIP Cycle 11. Consultant work with the City to ensure all recommendations meet Caltrans’s funding requirements.

Task 7 Deliverables:
• Two-page summaries for up to 10 locations
• List of HIN corridor recommended countermeasures
• HIN Corridors Analysis
Task 8: GIS Dashboard
To successfully disseminate information to the public and inform agency decision-making, the dashboard needs to be grounded in accurate data and have a user-friendly interface. The Consultant will create an interactive online dashboard that illustrates key trends, patterns, and takeaways from crash data. The dashboard will be designed such that City staff with familiarity 58 of 704
12 with ArcGIS can update crash data annually. The Vision Zero dashboard is intended to depict crash and injury summary information only and will not enable functionality that allows reporting out for Vision Zero action completion and/or progress, or other non-spatial summary statistics.
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City of Glendale

Contractor(s)*:

Name Address
Buro Happold Consulting Engineers, Inc 800 Wilshire Blvd., 16th Floor, Los Angeles, CA 90017 Full Name
David Herd
Jennifer Price
Title
Chairperson
Business Address
800 Wilshire Blvd., 16th Floor
City
Los Angeles
Los Angeles
State
CA
CA
Zip
90017
Chief Executive Officer / President 800 Wilshire Blvd., 16th Floor 90017 None Chief Operating Officer
Open-Hire Pending
David Herd, Jennifer Price, Oliver Plunkett
Happold Holdings, NA, Inc
Chief Financial Officer
Board of Directors
More than 10% interest owner
800 Wilshire Blvd., 16th Floor
800 Wilshire Blvd., 16th Floor
800 Wilshire Blvd., 16th Floor
Los Angeles
Los Angeles
Los Angeles
CA
CA
CA
90017
90017
90017
* “Contractor” is the person, entity, or organization that is the party, or prospective party, to the contract with the City, EDD, or HA or any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address. 60 of 704
Subcontractor(s)**:

Full Name
Name Address
Title Business Address City State Zip
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors
More than 10% interest owner
** “Subcontractor” is the person, entity, or organization that has entered into a contract for the performance of all or a portion of the work undertaken under an agreement with an architect, design professional, engineer, or general or prime contract, usually by a general or prime contractor. Subcontractor includes any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address.

Campaign Committee owned or controlled by: None
Title Business Address City State Zip

CERTIFICATION
On behalf of the above-named X Contractor Subcontractor:
• I acknowledge that I have a continuing obligation to update this disclosure form if I substitute― or if I select additional― architects, design professionals, contractors, or subcontractors within ten (10) days of the selection or change; and • I hereby certify that:

I have identified all persons for which the Ordinance requires disclosure; The information in this disclosure form (and any attachment to this form) is true, accurate, correct, and complete; and I have been legally authorized to submit this disclosure form.

In total, this disclosure form (including attachments) is 2 pages.

Executed on: May 17 Los Angeles
Signature:
, 20 23 , at: , California.

Print Full Name: Joyce Engebretsen, Corporate Secretary 800 Wilshire Blvd., 16th Floor, Los Angeles, CA 90017 Address:

Phone Number: (310) 945-4800 E-mail Address: [email protected] Rev. 6/7/12 J:\FILES\DOCFILES\ORD\CAMPAIGN CONTRIBUTION\DISCLOSURE FORM – CONTRACTOR – 6-7-12.doc 61 of 704
City of Glendale

Contractor(s)*:

Name Address
Full Name Title Business Address City State Zip
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors
More than 10% interest owner
* “Contractor” is the person, entity, or organization that is the party, or prospective party, to the contract with the City, EDD, or HA or any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address. 62 of 704
Subcontractor(s)**:

Name Address
Toole Design Group, LLC 8484 Georgia Avenue, Suite 800, Silver Spring, MD 20910 Full Name Title Business Address City State Zip
Chairperson
Jennifer Toole
Roswell Eldridge
Lakshya Sobti
Chief Executive Officer / President 8484 Georgia Avenue, Suite 800 Silver Spring Silver Spring
Silver Spring
MD
MD
MD
20910
20910
20910
Chief Operating Officer
Chief Financial Officer
Board of Directors
8484 Georgia Avenue, Suite 800
8484 Georgia Avenue, Suite 800
More than 10% interest owner
** “Subcontractor” is the person, entity, or organization that has entered into a contract for the performance of all or a portion of the work undertaken under an agreement with an architect, design professional, engineer, or general or prime contract, usually by a general or prime contractor. Subcontractor includes any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address.

Campaign Committee owned or controlled by: N/A
Title Business Address City State Zip

CERTIFICATION
On behalf of the above-named Contractor X Subcontractor:
• I acknowledge that I have a continuing obligation to update this disclosure form if I substitute― or if I select additional― architects, design professionals, contractors, or subcontractors within ten (10) days of the selection or change; and • I hereby certify that:

I have identified all persons for which the Ordinance requires disclosure; The information in this disclosure form (and any attachment to this form) is true, accurate, correct, and complete; and I have been legally authorized to submit this disclosure form.

In total, this disclosure form (including attachments) is 2 pages.

Executed on: May 19, 2023 , at: Silver Spring, Maryland Signature:
, 2023 , California.

Roswell Eldridge Print Full Name:
8484 Georgia Avenue, Suite 800, Silver Spring, MD 20910 Address:
301.927.1900 [email protected]
E-mail Address:

Phone Number:

Rev. 6/7/12 J:\FILES\DOCFILES\ORD\CAMPAIGN CONTRIBUTION\DISCLOSURE FORM – CONTRACTOR – 6-7-12.doc 63 of 704
RFPCampaignFinanceDisclosu
Final Audit Report 2023-05-19
Created:

By:
2023-05-18
Danielle Vagts ([email protected])
Status: Signed
Transaction ID: CBJCHBCAABAAci5O05e6hElga4AeJwx7qcBmrn9Y5m0e "RFPCampaignFinanceDisclosu" History
Document created by Danielle Vagts ([email protected]) 2023-05-18 - 9:56:47 PM GMT
Document emailed to RJ Eldridge ([email protected]) for signature 2023-05-18 - 9:57:19 PM GMT
Document e-signed by RJ Eldridge ([email protected]) E-signature obtained using URL retrieved through the Adobe Acrobat Sign API Signature Date: 2023-05-19 - 1:47:53 PM GMT - Time Source: server Agreement completed.
2023-05-19 - 1:47:53 PM GMT
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City of Glendale

Contractor(s)*:

Name Address
Katherine Padilla & Associates, Inc. 26756 Banbury Dr., Valley Center, CA 92082 Full Name Title Business Address City State Zip
Chairperson
Katherine Padilla Otanez Chief Executive Officer / President Same as above Chief Operating Officer
Chief Financial Officer
Board of Directors
More than 10% interest owner
** “Subcontractor” is the person, entity, or organization that has entered into a contract for the performance of all or a portion of the work undertaken under an agreement with an architect, design professional, engineer, or general or prime contract, usually by a general or prime contractor. Subcontractor includes any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address.

Campaign Committee owned or controlled by:

Title Business Address City State Zip

CERTIFICATION
On behalf of the above-named Contractor x Subcontractor:
• I acknowledge that I have a continuing obligation to update this disclosure form if I substitute― or if I select additional― architects, design professionals, contractors, or subcontractors within ten (10) days of the selection or change; and • I hereby certify that:

I have identified all persons for which the Ordinance requires disclosure; The information in this disclosure form (and any attachment to this form) is true, accurate, correct, and complete; and I have been legally authorized to submit this disclosure form.

In total, this disclosure form (including attachments) is March 18 , 2023
2 pages.
, at: Valley Center, California.

Katherine Padilla Otañez
Executed on:

Signature:

Address:

Print Full Name:
26756 Banbury Dr., Valley Center, CA 92082
626-818-3324 [email protected] Phone Number: E-mail Address:

Rev. 6/7/12 J:\FILES\DOCFILES\ORD\CAMPAIGN CONTRIBUTION\DISCLOSURE FORM – CONTRACTOR – 6-7-12.doc 66 of 704
4f

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Fire Department annual presentation of the status of state mandated fire inspections

1. Resolution recognizing the Glendale Fire Department’s level of compliance with California Health and Safety Code Sections 13146.2 and 13146.3

COUNCIL ACTION
Item Type: Action Item
Approved for 06/06/2023 calendar

EXECUTIVE SUMMARY
Under California state law, the Fire Department must report annually its performance as it relates to conducting fire and life safety inspections on specified occupancies.

Acknowledgement of this report by City Council in the form of a resolution is required under Senate Bill 1205.
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COUNCIL PRIORITIES
Not applicable..

RECOMMENDATION
That the City Council approve the attached resolution recognizing the Glendale Fire Department’s level of compliance with California Health and Safety Code Sections 13146.2 and 13146.3.

BACKGROUND
California Senate Bill 1205 (SB 1205) was signed into law on September 27, 2018, after the tragic Ghost Ship Fire (December 2016) brought national attention to California and put a spotlight on fire safety laws as well as the performance of fire inspections. This law amends preceding law such that an annual report on state mandated inspections is now required to be submitted to the governing body of each jurisdiction having authority for inspections. The report must be acknowledged in a resolution or similar formal document. State mandated inspections were enacted by the California Health & Safety Code Sections 13146.2 and 13146.3 and requires all fire departments that provide fire protection services to perform annual inspections in every building used as a public or private school, hotel, motel, lodging house, apartment house, and certain residential care facilities for compliance with building standards. The California Health & Safety Code Sections 13146.2 and 13146.3 did not require fire departments to report or demonstrate compliance as SB 1205 does. The Fire Department is dedicated to protecting life and property through the highest level of service to the community. One to provide essential risk reduction service is through inspections. While there are no penalties identified in the law, adoption of the resolution will establish the City of Glendale’s compliance with the new California health and safety code mandates.

ANALYSIS
Public and private schools are generally classified as Educational Group E occupancies.

They are schools used by more than six persons at any one time, for educational purposes through the 12th grade. Within the City of Glendale, there are 50 Group E occupancies, buildings, structures, and facilities. During calendar year 2022, the Glendale Fire Department has completed 100% of the annual inspections for Group E occupancies, buildings, structures and/or facilities. Hotels, motels, apartments (three units or more), residential care facilities and other residential occupancies that contain sleeping units are generally classified as Residential Group R occupancies. Within the City of Glendale there are 4030 Group R (and their associated sub-categories) occupancies. During calendar year 2022, the Glendale Fire Department has completed 100% of the annual inspections of Group R occupancies, buildings, structures and/or facilities. 68 of 704
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STAKEHOLDERS/OUTREACH
Not applicable.

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

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

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: Approve the attached resolution to accept the report as submitted by the Fire Department regarding the annual inspection of certain occupancies required by the State of California Health and Safety Code.

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

Council approval of resolution is required in order to ensure compliance with Senate Bill 1205.

ADMINISTRATIVE ACTION
Prepared by:

Jovan Diaz, Acting Fire Marshal
Approved by:

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

EXHIBITS / ATTACHMENTS
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1 CC_06062023_Resolution_4F1.pdf
RESOLUTION NO.____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

GLENDALE, CALIFORNIA ACKNOWLEDGING RECEIPT OF A

REPORT MADE BY THE FIRE CHIEF OF THE GLENDALE FIRE

DEPARTMENT REGARDING THE INSPECTION OF CERTAIN

OCCUPANCIES REQUIRED TO PERFORM ANNUAL

INSPECTIONS IN SUCH OCCUPANCIES PURSUANT TO
SECTIONS 13146.2 AND 13146.3 OF THE CALIFORNIA HEALTH
AND SAFETY CODE.

WHEREAS, California Health & Safety Code Section 13146.4 was added in 2018, and became effective on September 27, 2018; and
WHEREAS, California Health & Safety Code Sections 13146.2 and 13146.3 requires all fire departments, including the Glendale Fire Department, that provide fire protection services to perform annual inspections in every building used as a public or private school, hotel, motel, lodging house, apartment house, and certain residential care facilities for compliance with building standards, as provided; and
WHEREAS, California Health & Safety Code Section 13146.2 requires all fire departments, including the Glendale Fire Department, that provide fire protection services to report annually to its administering authority on its compliance with Sections 13146.2 and 13146.3; and
WHEREAS, the City Council of the City of Glendale intends this Resolution to fulfill the requirements of the California Health & Safety Code regarding acknowledgment of the Glendale Fire Department’s compliance with California Health and Sections 13146.2 and 13146.3.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF GLENDALE:

That the City Coucil expressly acknowledges the measure of compliance of the Glendale Fire Department with California Health and Safety Code Sections 13146.2 and 13146.3 in the area encompassed by the City of Glendale, as follows:

A. EDUCATIONAL GROUP E OCCUPANCIES:

Educational Group E occupancies are generally those public and private schools, used by 70 of 704
2 CC_06062023_Resolution_4F1.pdf
more than six persons at any one time for educational purposes through the 12th grade. Within the City of Glendale, there lie 50 Group E occupancies, buildings, structures and/or facilities.

During calendar year 2022, the Glendale Fire Department completed the annual inspection of 50 Group E occupancies, buildings, structures and/or facilities. This is a compliance rate of 100% for this reporting period.

Additional items of note regarding this compliance rate can be found in the accompanying staff report for this resolution.

B. RESIDENTIAL GROUP R OCCUPANCIES:

Residential Group R occupancies, for the purposes of this resolution, are generally those occupancies containing sleeping units, and include hotels, motels, apartments (three units or more), etc. as well as other residential occupancies (including a number of residential care facilities). These residential care facilities have a number of different sub-classifications, and they may contain residents or clients that have a range of needs, including those related to custodial care, mobility impairments, cognitive disabilities, etc. The residents may also be non-ambulatory or bedridden. Within the City of Glendale, there lie 4030 Group R (and their associated subcategories) occupancies of this nature. During calendar year 2022, the Glendale Fire Department completed 100% of the annual inspections of Group R occupancies, buildings, structures and/or facilities.

Additional items of note regarding this compliance rate can be found in the accompanying staff report for this resolution.

Adopted this _____________ day of __________________________, 2023 ___________________________________
Mayor
ATTEST:
_______________________________
City Clerk
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3 CC_06062023_Resolution_4F1.pdf

STATE OF CALIFORNIA )
) SS

COUNTY OF LOS ANGELES )
I, Dr. Suzie Abajian, City Clerk of the City of Glendale, do 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, by the following vote:

Ayes:

Noes:

Absent:

Abstain:
_______________________________
City Clerk
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8a

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Commission on the Status of Women 2023-2026 Strategic Plan

1. Motion to approve the 2023-2026 Strategic Plan as recommended by the Commission on the Status of Women

COUNCIL ACTION
Item Type: Action Item
Approved for June 6, 2023 calendar

EXECUTIVE SUMMARY
This report provides City Council with the 2023-2026 Strategic Plan of the Commission on the Status of Women which includes new strategic aims. This report also requests City Council to approve the 2023-2026 Strategic Plan as recommended by the Commission on the Status of Women.
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COUNCIL PRIORITIES
There are no council priorities associated with this report.

RECOMMENDATION
Staff respectfully recommends that Council review and approve the 2023-2026 Strategic Plan of the Commission on the Status of Women, as prepared and recommended by the Commission on the Status of Women.

BACKGROUND
Since 2009, the Commission on the Status of Women (CSW) has had a strategic plan to guide its goals for a set period of time. The latest strategic plan for the CSW, approved by City Council in 2019, spanned a four-year period. This document was composed collaboratively by strategic planning consultants, City staff and CSW Commissioners.

In 2022, a Strategic Development Ad Hoc Committee was formed to review the CSW strategic plan which was set to expire at the end of 2022 and work with staff to identify future strategic priorities and goals in drafting a new strategic plan. The Ad Hoc Committee met at the end of 2022 to draft a new plan and met a second time at the beginning of 2023 to significantly revise the draft strategic plan. At the February 13, 2023 meeting, the CSW recommended a final version of the 2023-2026 Strategic Plan for City Council approval. The strategic priorities and goals of the 2023-2026 Strategic Plan are similar to the 2019-2022 Plan but have been retooled and realigned.

ANALYSIS
The 2023-2026 Strategic Plan, which is included as Exhibit 1 of this report, contains the following strategic priorities and goals.

Strategic Priority 1: Evaluate and Assess
Goals:
● Assess the status of women and girls in Glendale, including publishing an updated Report on the Status of Women and Girls based on publicly available data on the local, state, and national levels
● Evaluate and identify gaps in existing services/resources for women and girls in the community
● Solicit community feedback to identify the issues and needs confronting women and girls in Glendale
Strategic Priority 2: Policy Development, Advocacy and Advising Goals:
● Recommend to City Council legislation and policies relevant to the status of women and girls in Glendale
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● Advise on and advocate for women’s and girls’ issues in the community as appropriate
Strategic Priority 3: Education, Awareness and Outreach Goals:
● Increase the level of knowledge in the community regarding women's and girls’ issues
● Maximize awareness of Glendale’s services and resources available to women and girls
● Foster partnerships and establish alliances with community organizations to further the Commission’s mission to support women and girls in Glendale ● Acknowledge and participate in observance of global, national and local dates and months established to recognize women’s achievements and raise awareness of issues related to the needs of women and girls, such as International Women’s Day and Domestic Violence Awareness Month

STAKEHOLDERS/OUTREACH
There are no stakeholders associated with this report.

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

ENVIRONMENTAL REVIEW (CEQA/NEPA)
This item is not subject to CEQA/NEPA review.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: The City Council may approve the CSW 2023-2026 Strategic Plan as presented.

Alternative 2: The City Council may recommend further changes before approving the CSW 2023-2026 Strategic Plan.

Alternative 3: The City Council may choose to not adopt the CSW 2023-2026 Strategic Plan.

Alternative 4: The City Council may consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Prepared by:

Renia Shahnazarian, Administrative Associate
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Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1: Commission on the Status of Women 2023-2026 Strategic Plan 76 of 704
Cc_06062023_Motion_8a1.Pdf
MOTION
Moved by Council Member ____________________________, seconded by Council Member ___________________________, that the City Council approves the Commission on the Status of Women 2023-2026 Strategic Plan as more fully described in the June 6, 2023 staff report.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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8b

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Annual Update to Glendale Water and Power’s (GWP’s) Wildfire Mitigation Plan.

1. Resolution adopting Annual Update to Glendale Water and Power’s (GWP’s) Wildfire Mitigation Plan.

COUNCIL ACTION
Item Type: Action Item
Approved for June 6, 2023 calendar

EXECUTIVE SUMMARY
The City of Glendale and Glendale Water & Power Department (“GWP”) recognize the potential loss of property and human life posed by wildfires is a growing concern. GWP has developed, implemented, and maintained a formal Wildfire Mitigation Plan (“WMP” or “Plan”) since 2019, as required by Senate Bill (SB) 901. The objective of GWP’s Wildfire Mitigation Plan is to engineer, construct, maintain, and operate the GWP electric transmission and distribution system in a manner intended to minimize the risk of catastrophic wildfire caused by electrical lines and equipment.

GWP’s Wildfire Mitigation Plan describes solutions to mitigate the risk of wildfires ignited by its electrical assets. The plan focuses on two elements - ignition and spread - which together lead to a wildfire. GWP's efforts prioritize mitigating electrical assets that could ignite a wildfire in high-wildfire danger service areas of the City of Glendale. The plan aims to reduce the likelihood of ignition by adopting a risk-based methodology to prioritize mitigation of electrical assets and equipment that could ignite a wildfire. It also details various potential solutions, such as enhanced vegetation management practices, expanded asset inspections, fast-acting automatic protection schemes, and more, to reduce the risk of igniting or spreading wildfires. Overall, the plan aims to comply with SB 901 and other related mandates and minimize the risk of igniting and spreading wildfires.

The City’s Wildfire Mitigation Committee, comprised of representatives from different City departments, meets quarterly, or as deemed necessary by the Committee, to measure the effectiveness of the program and to discuss additional implementation strategies to further enhance the program’s success. The Wildfire Mitigation Plan updates included herein are the result of the evolving strategies the City is implementing to reduce the risk of wildfires within the City of Glendale. 98 of 704
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COUNCIL PRIORITIES
Infrastructure: GWP’s Wildfire Mitigation Plan applies engineering and operational solutions to harden its electric distribution infrastructure and reduce the risk of wildfires.

RECOMMENDATION
Adopt the annual update to GWP’s Wildfire Mitigation Plan.

BACKGROUND
California Senate Bill 102, SB 901, and Assembly Bill (AB) 111 require electric utilities to maintain a formal Wildfire Mitigation Plan (“WMP” or “Plan”) that includes the utility’s strategies and plans to mitigate against catastrophic wildfires. SB 901 requires publicly owned utilities, including GWP, to (1) prepare such a plan, (2) have the plan reviewed by a qualified independent evaluator to assess comprehensiveness, (3) present the plan in a noticed public meeting, (4) have the plan adopted, and (5) update the plan annually thereafter.

GWP’s Plan considers and includes all required and necessary elements of SB 901 including, but not limited to, an accounting of responsibilities of persons responsible for executing the plan, a description of preventive strategies and programs to minimize the risk of its electrical equipment causing catastrophic wildfires, protocols for de-energizing portions of the electrical distribution system, and its plans for vegetation management.

Highlights from the Plan:

1. The California Public Utility Commission (CPUC) wildfire threat maps were developed by CalFire to assess wildfire threat areas throughout California. 62% of the City of Glendale is within an elevated or extreme wildfire zone.

2. Glendale Fire Department’s Vegetation Management Program (VMP) was developed to ensure buildings and structures maintain an adequate defensible space between structures and plans, brush or trees that could catch the structure on fire. Proper application of the VMP reduces the rate and intensity of fires if they were to ignite, which minimizes the risk of catastrophic wildfire spreading within the City.

3. The VMP aims to limit the rate and intensity of the spread, so GWP can focus its efforts on limiting ignitions where the VMP does not reach. This approach means GWP can focus its efforts on 0.47% of the City where GWP’s electrical assets exist (versus 62% as identified by the CPUC) to minimize ignition source where a fire would be more likely to spread if it were to ignite.

4. GWP’s wildfire mitigation efforts, pursuant to its Plan, will apply the most appropriate engineering and operational solutions depending upon the specific risks in each area: a solution that works well in one area may not be the correct solution elsewhere, so an engineering analysis will be applied to each area to ensure the most effective mitigation measures are applied. 99 of 704
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5. Per SB 901, a third-party independent evaluator is needed every three years for the comprehensive review of the Plan. This year, staff updated this Plan comprehensively and contracted with Guidehouse Consulting, Inc., to review and assess the comprehensiveness of the Plan and incorporated the recommendations from the assessments in finalizing the Plan. The Guidehouse report confirms that GWP’s Plan meets all regulatory requirements.

6. On April 12, 2023, the City’s Wildfire Mitigation Committee Members, comprised of representatives from different City departments, had a meeting and prepared the 2023 annual update to the plan for City Council review and adoption.

ANALYSIS
The 2023 annual update to the Wildfire Mitigation Plan includes projects completed to mitigate the risk of wildfire, general statistics about GWP’s service territory, and updates to the following sections:

Objectives
• Program objective details and considerations including trends associated with global warming and climate change.
• Implementation of infrared and LIDAR imaging for the inspection of power facilities and vegetation management.
• Additional power line clearance tree trimming measures to clear vegetation from the communication level to the top of the pole.
• Outline strategies to engineer, construct, and operate the electric transmission and distribution system in a manner to minimize the risk of catastrophic wildfire caused by electrical lines and equipment.
• Improving the resiliency of GWP’s energy generation and delivery infrastructure.

Preventive Strategies and Programs
• Enhanced vegetation management practices.
• Expanded asset inspections.
• Fast-acting automatic protection schemes.
• Use of non-wood poles; Conduct advanced (radiographic) pole inspections. • Increased wind loading calculation for poles in threat areas to increase integrity. • Wider spacing on cross-arms; Modified construction standards in the Fire Treat Zone.
• Stronger, composite material cross arms. Cross-arms made of stronger, composite material.

Operational Practices
• GWP prioritizes its capital investments in system hardening, operations, and maintenance (O&M) of the equipment. Ongoing inspection programs are in place to identify the facilities that are due for replacement. • The plan to increase generation reliability by implementing more distributed generation by installing photovoltaic panels and battery storage on city-owned properties.
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STAKEHOLDERS/OUTREACH
Not applicable.

FISCAL IMPACT
The proposed Wildfire Mitigation Plan has a fiscal impact on GWP Capital Improvement Plan (CIP) budget for FY 2023-24. Funding is available in the Electric Depreciation Fund to cover an anticipated $50,000 in expenditures for the system hardening in FY 2023-2024. In addition, operational funds are allocated for the inspection program and tree trimming to increase the reliability.

Funds for the proposed plan have been included in the proposed budget for FY 2023-24 in the following account and amount:

Requesting Appropriation
Amount Account String Funding Source
$ 50,000 GL: 53300-5830-GWP-0020
PL: GWP00653AA
Electric Depreciation Fund
$2,800,000 GL: 43110-5820-GWP-4660
Tree Trimming Contract
#C106241A
Electric Revenue Fund
$1,000,000 GL: 43110-5830-GWP-0020
PL: GWP00643AA
Electric Depreciation Fund

ENVIRONMENTAL REVIEW
This item is considered a ministerial activity and is not a project for the purposes of California Environmental Quality Act (CEQA) and therefore, not subject to CEQA review.

CAMPAIGN DISCLOSURE
Not applicable.

ALTERNATIVES
Alternative 1: Adopt the herein presented updated Wildfire Mitigation Plan, hereinafter known, and referred to as GWP’s Wildfire Mitigation Plan - Updated 2023.

Alternative 2: Not authorize the requested action herein which will place the City in violation of SB 901.

Alternative 3: Consider any other alternative not proposed by staff. 101 of 704
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ADMINISTRATIVE ACTION
Prepared by:

Daniel Scorza, P.E., Chief Assistant General Manager - Electric Approved by:

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

EXHIBITS / ATTACHMENTS
Exhibit 1: Wildfire Mitigation Plan – Updated June 2023 Exhibit 2: Guidehouse Consulting, Inc.’s Evaluation
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EXHIBIT 1
City of Glendale
Glendale Water & Power
Wildfire Mitigation Plan
Updated June 2023
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Table of Contents

1. Document Information ............................................................................................................ 1

2. Change Management .............................................................................................................. 2

3. Utility Overview and Context ................................................................................................. 3

4. Executive Summary ................................................................................................................ 5 Methodology for calculating high-wildfire danger areas in the City of Glendale................... 5 Appropriate Mitigating Effort.................................................................................................. 6

5. Definitions............................................................................................................................... 8

6. Overview ............................................................................................................................... 10 Legislative and Regulatory Context....................................................................................... 10 Compliance ............................................................................................................................ 10 Plan Structure......................................................................................................................... 11

7. Stakeholders .......................................................................................................................... 12 City Council........................................................................................................................... 12 City Manager ......................................................................................................................... 12 General Manager.................................................................................................................... 12 Chief Assistant General Manager/Assistant General Manager ............................................. 12 Electrical Services Administrator .......................................................................................... 13 Electrical Superintendent....................................................................................................... 13 Assistant General Manager – Power Management................................................................ 13 GWP Legislative Analyst ...................................................................................................... 14 Public Benefits Charge Marketing Manager.......................................................................... 14 Independent Third-Party Evaluator........................................................................................ 14 Wildfire Mitigation Committee ............................................................................................. 14 Utility Governance Structure................................................................................................. 16

8. Objectives of Wildfire Mitigation Plan................................................................................. 17 Primary Objective................................................................................................................. 17 Secondary objectives ............................................................................................................. 17

9. Preventative Strategies and Programs.................................................................................... 19 Capital Projects...................................................................................................................... 19 Operations & Maintenance (O&M) Efforts........................................................................... 22 Wildfire Mitigation Budget Measure..................................................................................... 23 Operational Practices as Preventive Measures ...................................................................... 23 186 of 704

10. Metrics ................................................................................................................................. 24

11. Metrics Feedback................................................................................................................. 27

12. Operational Practices........................................................................................................... 28 Citywide............................................................................................................................... 28 GWP..................................................................................................................................... 28 Energy Supply and Procurement Contingencies.................................................................. 30

13. Customer Outreach .............................................................................................................. 32 Prevention and Strategy....................................................................................................... 32 De-Energization (Public Safety Shutoff Event)................................................................... 32

14. Vegetation Management...................................................................................................... 34

15. System Inspections .............................................................................................................. 35

16. Wildfire Risks and Drivers .................................................................................................. 36 Figure 1. California Wildfires Attributed to Electric Utilities (2012-2016)...................... 37 Figure 2. GWP Equipment Failure (2012-2022) ............................................................... 38

17. Wildfire Zones..................................................................................................................... 39 Figure 3. GWP Assets Currently Mitigated vs. Requiring Additional Mitigation ............ 40 Figure 4. GWP Assets Currently Mitigated vs. Requiring Additional Mitigation ............ 41

18. Enterprise-Wide Risks ........................................................................................................ 42 GWP – Water Division....................................................................................................... 42 Glendale Information Services ........................................................................................... 42 Glendale Police Department ............................................................................................... 43 Glendale Fire Department................................................................................................... 45

19. Restoration.......................................................................................................................... 46

20. Plan Maintenance and Inspection Effectiveness................................................................. 47 Exhibit A. City of Glendale Fire Threat Map.................................................................... 48 Exhibit B. Vegetation Management Program (VMP)........................................................ 49 Exhibit C. General Statistics from CalFire ........................................................................ 51

21. GWP Accomplishments during calendar year 2021........................................................... 52

22. GWP Accomplishments during calendar year 2022........................................................... 53

23. Third-Party Independent Assessment ................................................................................. 54 Exhibit D............................................................................................................................. 54 187 of 704
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2. Change Management
Version
0 0.1
Description of Change
Initial version
Date
01/15/2019
Includes Dan Scorza comments; 02/20/2019
language from Water, GPD, ISD;
addition of Committee; add Draft
watermark; add Executive Summary
Incorporate feedback from March
27, 2019 review meeting, April 25,
2019 meeting with Jeremy Cawn,

0.2 05/30/2019
07/03/2019
10/02/2019
emailed feedback from Committee, 10/18/2019
Gordon Arnold updates for ISD

0.3 0.4

1.0 Incorporate feedback from
Navigant, Atineh (public outreach)
Updates for VMP, incorporate
feedback from Navigant
Updates to add Navigant report and 11/27/2019
minor changes per Navigant; accept
all changes and finalize report
11/05/2019
11/20/2019
Updated Updates to pages 4,16,17, 20,26, 30, 02/17/2021 2021 31and 40
Updated Added new sections with general 06/09/2022
2022 information about GWP and basic
statistics on pgs. 3 through 7.

Updated pages. 9, 17, 20, 28
Updated Comprehensive updates made to the 04/12/2023
2023 document.

Updates to table of contents & pages
3,4,5,6,7,16,17,18,20,21,22,23,24,25
26,30, 32,34,35,38,40,46,52,53

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3. Utility Overview and Context
Glendale Water &
[POU] Power
GWP Service Territory Size [30.58] square miles
Owned Assets
Number of Customers
Served
☑Transmission ☑Distribution ☑Generation
[89712] customer accounts
Population Within Service [199357] people
Territory
Number of Accounts
[85.19] % Residential;
[0.02] % Government;
Share of Total Load (MWh)
[37.95] % Residential;
[0.93] % Government; Customer Class Makeup [0] % Agricultural; [0] % Agricultural; [14.57] % Small/Medium Business;
[0.22] % Commercial/Industrial
[0] % Agriculture
[31.30] % Small/Medium Business;
[29.82]% Commercial/Industrial
[1.49] % Barren/Other
[0] % Conifer Forest
[0] % Conifer Woodland
[0.03] % Desert
[0.14] % Hardwood Forest
[2.98] % Hardwood Woodland
[0.86] % Herbaceous
[35.95] % Shrub
GWP Service Territory
Location/Topography1
[58.29] % Urban
[0.26]% Water
GWP Service Territory
Wildland Urban Interface
Percent of Service
[40.81] % Wildland Urban Interface;2
[7.76] % Wildland Urban Intermix;
Tier 2: [48.09] %
Territory in CPUC High Fire Tier 3: [13.60 ]%
1 This data is based on the California Department of Forestry and Fire Protection, California Multi‐Source Vegetation Layer Map, depicting WHR13 Types (Wildlife Habitat Relationship classes grouped into 13 major land cover types) available at: https://www.arcgis.com/home/item.html?id=b7ec5d68d8114b1fb2bfbf4665989eb3. 2 This data is based on the definitions and maps maintained by the United States Department of Agriculture, https://www.fs.usda.gov/Internet/FSE_DOCUMENTS/fsbdev3_053107.pdf and https://www.fs.fed.us/nrs/pubs/rmap/rmap_nrs8.pdf

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Threat Districts (based on
total area)
Please refer the link below to California, Burbank Airport https://wrcc.dri.edu/Climate/comp_table_show.php?stype=wind_dir_avg Wind is Southerly, except in January, when fire danger is low, it is ESE Prevailing Wind Directions
& Speeds by Season
Miles of In Service Territory Outside Service Territory Overhead Dist.: [0] miles
Overhead Trans.: [0] miles
Underground: [0] miles
Owned/Controlled Lines*
Underground and/or
Overhead
Overhead Dist.: [247.31] miles
Overhead Trans. [28.13] miles
Underground : [283.8] miles
Overhead Distribution Lines as % of Total Distribution System (Inside and Outside Service Territory)
Percent of Tier 2: [21.73] %, 53.75 miles
Tier 3: [5.54]%, 13.71 miles
Overhead Transmission Lines as % of Total Transmission System (Inside and Outside Service Territory)
Tier 2: [19.54] %, 5.57 miles
Owned/Controlled Lines*
in CPUC High Fire Threat
Districts
Tier 3: [5.72] %, 1.63 miles
In Service Territory
Wooden: [14,660]
Outside Service Territory
Wooden: [0] Number of Owned Poles** Steel: [146] Steel: [0] Composite: [0] Total 14,806 Composite: [0]
Have GWP customers ever ☐ Yes ☑ No
lost service due to an IOU
PSPS event?
Have GWP Customers ever ☐ Yes ☑ No
been notified of a
potential loss of service to
due to a forecasted IOU
PSPS event?
☑ Yes ☐ No
There is a protocol to pre‐emptively shut off the power to Bel Aire – Montrose Transmission line during elevated fire danger weather, but it does not result in loss of power of any customers. The elevated fire Has GWP developed danger is based on the Red Flag Warning by the National Weather Service protocols to pre‐emptively (NWS).
shut off electricity in
response to elevated
wildfire risks?
Below is the data related to pre‐emptive shut‐offs for calendar year 2021:

Number of shut‐off events: [7] on 1/14, 1/21, 10/13, 10/14, 11/22, 11/24 Customer Accounts that lost service for >10 minutes: [0] Zero For prior response, average duration before service restored: [0] Zero Note: No customers lost power during pre‐emptive shutoffs, the transmission line that was shut off does not have any direct customer feed, it provided system redundancy and rigidity.

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4. Executive Summaryꢀꢀ
The City of Glendale and the Glendale Water and Power (GWP) Department recognize that the potential loss of property and human life posed by wildfires is a growing concern. On September 21, 2018, the state of California passed Senate Bill 901 (SB 901) to provide guidance to electrical utilities in mitigating the risk of wildfires ignited by the utilities’ electrical assets, and to mandate electric utilities develop a plan to mitigate against wildfires. This plan establishes methods and procedures aligned with GO – 95, that are used to construct, maintain, and operate GWP’s electrical lines and equipment to minimize the risk of wildfire posed by its infrastructure.

This plan in accordance with California Public Utilities Code (CPUC) Section 8387 subpart (b) will require each local publicly owned electric utility and electrical corporative to prepare and present a wildfire mitigation plan (WMP) to its governing board addressing the elements listed in subpart (b) (2). This plan will also cover measures of effectiveness to inform future improvements to specific programs and strategies.

GWP’s Wildfire Mitigation Plan (Plan) details its two-pronged approach to mitigate wildfires, in which a “wildfire” requires two elements: ignition and spread.

WILDFIRE = IGNITION x SPREAD
If only one of these two elements is present, a wildfire does not result. Both ignition (a spark or other source of the initial fire) and spread (the fire is free-burning) must be present in order for a wildfire to occur.

GWP’s wildfire mitigation efforts focus on 1) limiting the likelihood of ignition of localized fires from its assets and equipment, and 2) limiting the spread of localized fires into a wildfire. It is impossible to eliminate wildfires, but by reducing the likelihood of igniting fires and by containing any fires that do start, GWP’s approach can significantly mitigate the risk of igniting and spreading wildfires while complying with SB 901 and other, related mandates.

To minimize the likelihood of ignition, GWP has adopted a risk-based methodology to prioritize mitigation of electrical assets that could ignite a wildfire in high-wildfire danger service areas of the City of Glendale.

Methodology for calculating high‐wildfire danger areas in the City of Glendaleꢀꢀ Identify the areas of the City of Glendale that are at highest risk of igniting and spreading wildfires.
 GWP has elected to use Cal Fire’s Fire Threat maps, which show that approximately 62% of the City’s total area is at an elevated risk of wildfires. The Glendale Fire Department has conducted its own wildfire risk assessment that validates the Cal Fire Threat maps.

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 Of the areas identified on these Fire Threat maps that are at an elevated risk of wildfires (namely, Tier 2 and Tier 3 zones), eliminate all areas where GWP has no electrical assets that could potentially ignite a wildfire. Where there are no GWP electrical assets, no GWP-initiated ignition is possible and no further wildfire mitigation is prioritized at this time.
 Of the areas that remain, eliminate the areas where electrical assets reside within 100 feet of a private structure. The City of Glendale’s Fire Department’s robust Vegetation Management Program (VMP) requires homeowners to clear or manage hazardous vegetation within 100 feet of structures, reducing the intensity and rate of spread of wildfires. Where the VMP limits the rate and intensity of spread, no further wildfire mitigation is currently proposed.
 By applying this methodology, GWP has developed a distilled map of the locations of GWP electrical assets requiring further mitigation. The land area under these electrical assets comprises approximately 0.47% of the City’s total area. In terms of circuit miles, there are 9.55 miles of high voltage overhead conductors in Tier 2 area and 3.37 miles of conductors in Tier 3 area. The total liable overhead circuit length is 12.92 miles. Compared to the total GWP high voltage circuit miles, the liable miles comprise 4.6 %.

Appropriate Mitigating Effortꢀꢀ
Determine the appropriate mitigating effort(s) at each of these remaining assets to reduce the risk of igniting or spreading wildfires, which may include one or more of the following potential solutions:
 Enhanced vegetation management practices.
 Expanded asset inspections
 Fast-acting automatic protection schemes.
 Use of non-wood poles; Conduct advanced (radiographic) pole inspections.  Increased wind loading calculation for poles in threat areas to increase integrity.  Wider spacing on cross-arms; Modified construction standards in the Fire Treat Zone.  Stronger, composite material cross arms. Cross-arms made of stronger, composite material.
 The use of vibration dampers to reduce conductor abrasion and fatigue from vibration caused by wind. Vibration dampers are usually attached to the conductor near insulators.
 Application of fire-resistant wraps to prevent wood poles.  Applying new mitigation technologies to reduce the potential for the wildfire ignitions. Such as, fire monitoring cameras to be installed, SCADA enabled reclosers, advanced sensors/protection system.
 Replacing mineral oil filled transformers with less flammable new ester fluid transformers.
 Increased use for covered conductor to reduce contact from objects and wire-to-wire ignitions.

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 Conductor-spacing devices to minimize the likelihood of wire slapping.  Insulated “tree wire”.
 24/7 monitoring of weather station data and HD cameras.  Move overhead conductors and assets underground. Moving forward with our program to install 1107 feet of underground distribution lines in High Fire Threat Districts (Tier 2 & Tier 3)—and hardening additional miles with covered conductor or line removal using a risk-ranked approach to prioritize work  Modify recloser settings during high-risk periods to minimize the likelihood of inadvertently reclosing in a high-wildfire risk area. Block reclosing and increase relay sensitivity on all feeder lines in the Tier 2 and Tier 3 HFTD (High fire threat district) during RFW (Red flag warnings) events.
 Proactive de-energization during high-wildfire risk periods.  Animal intrusion covers
 Replacing expulsion fuses with Fuse Saver, use concealed Lighting Arrestors.  Visual inspection and infrared thermography of distribution substations.  Utilization of Public Safety Power Shutoff (PSPS) protocols as a safety of last resort that results in more targeted and smaller PSPS events.

The specific mitigating measure will depend upon the specific situation. GWP staff will evaluate each GWP asset (or logical group of assets) requiring further mitigation and evaluate all solutions based upon criteria like up-front and life-cycle costs, effectiveness in reducing risk, longevity, impact to reliability and serviceability, and alignment with long-term utility and City goals and priorities.

GWP metrics will evaluate the effectiveness of this Plan and of its wildfire mitigation, making adjustments to priorities and funding as appropriate to ensure continued successful mitigation.

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5. Definitions
Catastrophic Fire See also Wildfire. A wildland or wildland urban interface fire with a fast moving front, extending over a large area (300+ acres) and/or highly destructive to lives, property or natural resources.3 Refuse, grass, weeds, shrubs, trees, or other vegetation which are in such condition and location, or by the unique characteristics of a species, as to provide a ready fuel supply to augment the spread or intensity of a fire.4
Publicly-Owned Utilities are subject to local public control and regulation. POUs are organized in various forms including municipal districts, city departments, irrigation districts, or rural cooperatives.

Municipal districts may include territories outside city limits or may not even serve the entire city. Cooperatives are owned by the customers they serve usually in rural areas. There are more than 40 POUs in the state that account for approximately a quarter of electricity supply in California. Most POUs are smaller than IOUs in the electricity sales and the number of customer accounts.5 The National Weather Service issues Red Flag Warnings to alert fire departments of the onset, or possible onset, of critical weather and dry conditions that could lead to rapid or dramatic increases in wildfire activity.6
Hazardous Vegetation
POU
Red Flag Warning
Wildfire See also Catastrophic Fire. Any free-burning vegetative fire that initiates from an unplanned ignition, whether natural or humancaused, where the management objective is full suppression.7 GWP considers both ignition and spread as required elements of a Wildfire.

VMP The City of Glendale’s Vegetation Management Program was developed to ensure there is adequate defensible space in the wildland-urban interface areas between the open space and homes in its hillside and canyon communities. Activities include annual inspections and review/permitting of landscape and fuel modification plans for properties in the High Fire Hazard Area.8
Wildland Uncultivated land, other than fallow, neglected or maintained for such purposes as wood or range-forage production, wildlife, recreation, protective watershed cover, or wilderness.

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Uncontrolled Fire The term “uncontrolled fire,” as used in this division, means any fire which threatens to destroy life, property, or resources and either: (1) is unattended by any person; (2) is attended by persons unable to prevent its unrestricted spread; or (3) is burning with such velocity or intensity that it could not be readily controlled with those ordinary tools available to private persons at the fire scene.
3 California Office of Emergency Services. https://www.caloes.ca.gov/FireRescueSite/Documents/20040405-BRCFinal%20Report%20-%20Part%205%20of%205.pdf 4 Glendale Building and Safety Code (Sec. 4906.1.2). https://www.glendaleca.gov/home/showdocument?id=35639 5California Energy Commission. https://ww2.energy.ca.gov/pou_reporting/background/difference_pou_iou.html 6 California Department of Forestry and Fire Protection. https://www.fire.ca.gov/programs/communications/redflag-warnings-fire-weather-watches/ 7 California State Hazard Mitigation Plan. https://www.caloes.ca.gov/HazardMitigationSite/Documents/011- 2018%20SHMP_FINAL_Ch%208.pdf
8 City of Glendale Fire Department. https://www.glendaleca.gov/government/departments/fire-department/fireprevention-environmental-management/vegetation-management-and-weed-abatement

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6. Overview
The City of Glendale’s Water & Power department (GWP) has developed this wildfire mitigation plan (Plan) to protect City customers, employees, wildlife and assets against the potential dangers and costs of damage incurred as a result of wildfires inadvertently ignited by GWP electrical assets or equipment. Also, to protect the above-mentioned entities from a wildfire started by a source other than GWP electrical equipment, for example, a campfire. As requirements change and condition reassessments are performed, this Plan will be updated to fully comply with updated needs.

Legislative and Regulatory Context
Senate Bill (SB) 1028, which passed into law in 2016, SB 901, which passed into law in 2018, and Assembly Bill (AB) 1054, which passed into law in 2019, intend to strengthen wildfire mitigation through oversight of public utilities under the jurisdiction of the California Public Utilities Commission (CPUC). Although the City of Glendale does not fall under the authority of the CPUC, it is likely that the requirements proposed by these Senate bills will eventually apply to the City.
 Per SB 901, all Publicly-Owned Utilities (POUs) are required to adopt a Wildfire Mitigation Plan (WMP), which shall be reviewed by an independent third-party evaluator.
 Per Assembly Bill (AB) 2911, GWP may access property as necessary, regardless of land ownership or express permission, to prune trees to maintain clearances pursuant to Section 4293 of CA Public Resources Code.
 Per AB 1054, POUs must annually submit a WMP to the California Wildfire Safety Advisory Board, which will review the Plan and provide recommendations on mitigating wildfire risk.

This document outlines the City’s approach to comply with state law, as well as Public Utilities Code (PUC) section 8387 for POUs to have a wildfire mitigation in place and update the plan annually.

In addition, the CPUC has published several General Orders (GOs) for overhead line design, construction, maintenance, and inspections, the application of which is intended to ensure adequate electrical service and to secure safety to persons engaged in the construction, maintenance, operation, or use of overhead lines and to the public in general. GWP shall meet or exceed the recommendations and requirements within these GOs, including GO 95 and GO 165.

Compliance
The GWP General Manager or his delegate shall support and administer this Plan to include monitoring and auditing the implementation of the Plan. The Plan shall be updated, reviewed, and approved by the General Manager of GWP on an annual basis, or as required by law. This periodic review shall ensure that the Plan is updated to comply with all state regulations and City regulations and requirements. The General Manager may elect to summarize and review the Plan with the City Manager and/or present updates to the GWP Commission and/or City Council to obtain required approvals.

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Plan Structure
As prescribed by the Plan, GWP staff shall construct, maintain, and operate its electrical system assets to minimize the likelihood of catastrophic wildfires posed by the electrical system and equipment. The Plan is comprised of the following elements:
 Stakeholders. City personnel and contractors who are responsible for maintaining, updating, approving, and executing this Plan.
 Objectives. Frame the Plan’s objectives and the risk-based approach. See Section J for additional details on the approach.
 Preventative Strategies and Programs. To accomplish these Objectives, GWP shall pursue the following preventative strategies and programs.

Capital Projects. GWP staff shall tailor its resource plans to upgrade, enhance, and reinforce its electrical infrastructure.

Operations & Maintenance (O&M) Efforts. Staff shall also initiate contracts to address on-going, non-capital priorities, including vegetation management, system inspections, and maintenance and support of this Plan.

Wildfire Mitigation Budget Measures. Staff shall also allocate and initiate the approval of the budget for Capital projects and Maintenance work.

Operational Practices. GWP shall continue to de-energize transmission lines and distribution feeders, disable reclosers, and take any other operational steps necessary to ensure public safety during high-risk scenarios.  Metrics. To ensure the protocols and steps taken in this Plan are effective, GWP shall establish metrics that measure and quantify the elements of this Plan.  Metrics Feedback. GWP shall evaluate the Plan’s performance and adjust this Plan to ensure these goals are achieved.
 Operational Practices. Operational practices shall aim to mitigate the risk of causing catastrophic wildfires.
 Customer Outreach. GWP shall develop a process that ensures customers are informed and aware of the potential for emergency power cutoffs.  Vegetation Management. Tree trimming and related mitigating actions are intended to prevent inadvertent vegetation contacts to conductors and to minimize the spread of fires.  System Inspections. Periodic and on-going inspections of GWP equipment and infrastructure helps identify failing equipment that can lead to fire ignition.  Wildfire Risks and Drivers. Describe wildfire risks to the electric utility and drivers of those risks.
 Wildfire Zones. GWP has leveraged the tiered zones developed and mapped by the California Department of Forestry and Fire Protection (Cal Fire) to identify electric utility dangers that have historically caused the most wildfire damage, as measured in acres.  Enterprise-Wide Risks. Wildfires pose a risk not only to the energy delivery function of the electric utility, but also to the energy supply function, the water utility, and to various City functions, including Police, Fire, and Public Works.  Restoration. Continuing its current practice, in the event of customer outages, GWP shall restore customers as safely and as quickly as possible.

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7. Stakeholders
This Plan is subject to direct oversight by the City of Glendale City Council, it is prioritized at the direction of the General Manager, and it is maintained, updated, and implemented by GWP personnel.

City Council
As the governing board overseeing GWP’s operation, Glendale’s elected, 5-member City Council approves funding and directs the City Manager, or her designee, to implement the key elements of this Plan. SB 901 requires the governing board (i.e., the Glendale City Council) to determine whether any portion of the geographical area where the utility’s overhead electrical lines and equipment are located has a significant risk of catastrophic wildfire resulting from those electrical lines and equipment. If so, GWP must, at an interval determined by City Council, present to City Council for approval those wildfire mitigation measures the utility intends to undertake to minimize the risk of its overhead electrical lines and equipment causing a catastrophic wildfire.

City Manager
The City Manager serves as the chief executive overseeing City-wide operations, including GWP, Fire, Police, Public Works, Parks, Libraries, and other departments. The City Manager delegates oversight and tactical implementation of this Plan to the General Manager of GWP, and maintains responsibility for promoting City-wide resources to implement and support this Plan as approved by City Council.

General Manager
The GWP General Manager maintains responsibility for, and provides management commitment to, the execution of this Plan, including coordination with other department heads, with tactical and day-to-day implementation responsibilities delegated to the roles below. The General Manager shall support the Plan’s implementation as developed by GWP management and staff.

Chief Assistant General Manager/Assistant General Manager The GWP Electric division shall:
 Facilitate coordination between the General Manager and other GWP Electric functions.  Coordinate activities between Electric Engineering and Electric Construction and Operations sections.
 Coordinate directly with the Glendale Fire Department and other City Departments, as necessary, during emergency situations, including during activation of the City’s Emergency Operations Center (EOC) and in implementation of the Citywide Emergency Response Plans.
 Justify and request sufficient funding to support this Plan.  Commit management support for the Plan.

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Electrical Services Administrator
The GWP Electric Engineering section shall:
 Hold primary responsibility for maintenance of this Plan, which includes the periodic review and substantive updates. Make appropriate updates to this Plan as Cal Fire modifies the zone boundaries or makes other fundamental changes that impact this Plan.  Coordinate with Electric Construction and Operations to provide input to the capital and O&M budgeting process in support of this Plan, including capital funds to fortify infrastructure and O&M funds for inspections and vegetation management.  Track GWP assets within the physical boundaries of the Cal Fire zones and their respective mitigation solution(s), as applicable.
 Design and engineer enhancements to GWP equipment and infrastructure with the intent of preventing and mitigating the start and spread of wildfires by GWP assets.  Coordinate with Dispatch to develop and document specific operational practices to be implemented during pre-determined “high wildfire danger” periods.  Develop switching procedures and other mitigating steps on an operational basis with the aim of keeping customers energized.
 Delegate implementation of these responsibilities as appropriate.

Electrical Superintendent
The GWP Electric Construction and Operations section shall:
 Coordinate vegetation management activities in accordance with this Plan and California regulatory requirements, including oversight of contractors and the vegetation management budget.
 Coordinate with Electric Engineering to provide input to the capital and O&M budgeting process in support of this Plan, including capital funds to fortify infrastructure and O&M funds for inspections and vegetation management.
 Implement the infrastructure upgrades and enhancements as engineered by Electric Engineering in support of this Plan.
 Delegate implementation of these responsibilities as appropriate.

Assistant General Manager – Power Management
The GWP Power Marketing and Dispatch sections shall:
 Coordinate and procure replacement energy in response to planned and unplanned outages of the critical transmission corridors that provide up to approximately 200 MW of incoming energy to the City of Glendale to meet load.  Declare and initiate rolling blackouts to customers as a preemptive action to minimize the likelihood of sparking wildfires, or as a response to the loss of energy supply that results in an imbalance between energy supply and load.
 Coordinate with Electric Engineering to develop and document specific operational practices to be implemented during pre-determined “high wildfire danger” periods.  Delegate implementation of these responsibilities as appropriate.

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GWP Legislative Analyst
The function of the GWP Legislative Analyst can be filled at any level and shall:
 Monitor legislative developments and requirements at the local, state, and federal level.  Communicate these requirements to GWP Stakeholders and the Wildfire Mitigation Committee.
 Facilitate coordination among City department representatives in the support and implementation of this Plan.

Public Benefits Charge Marketing Manager
The Marketing, Communications, and Outreach office of GWP shall:
 Execute education and outreach on wildfire prevention and strategy.  Execute communication and collaboration with customers.  Coordinate all outgoing alerts and messages to residential and business customers.  Develop and broadcast messages as necessary via social media, the City’s website, and the Reverse 911 calling system.
 Conduct media outreach.
 Coordinate messaging with GWP employees.
 Coordinate with GWP’s Customer Service Call Center.
 Coordinate with the City’s Public Information Office (PIO), Glendale Police Department PIO, and Glendale Fire Department PIO.
 Maintain a website devoted to wildfire and tree safety and public safety shut offs.  Develop, distribute, and maintain all collateral items related to wildfire and tree safety and public safety shut offs.

Independent Third‐Party Evaluator
As mandated by SB 901, this Plan shall be reviewed by an approved, independent, third-party evaluator to review and assess the comprehensiveness of, and GWP’s compliance with, this Plan.

The evaluator will also conduct a safety culture assessment of GWP. GWP shall engage the independent contractor annually, or as required by law, once the list of approved, qualified evaluators is released by the Office of Planning and Research’s Commission on Catastrophic Wildfire Cost and Recovery.

The specific requirements for the independent third-party evaluator are mandated by SB-901.

Wildfire Mitigation Committee
To maximize the effectiveness of this Plan, representatives from multiple, key City departments meet quarterly, or as deemed necessary by the Committee, to review the performance of this Plan, discuss new and existing legislative requirements related to wildfire mitigation, validate the risk-based approach, and review and update this Plan in response to the Plan’s performance and regulatory updates.

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Attendees at these meetings may vary; representatives, or their delegates, from the following areas comprise the core of the cross-functional Committee:
 GWP Electric Engineering
 GWP Legislative Analyst
 GWP Electric Operations & Construction
 GWP System Dispatch
 GWP Mapping & Records
 GWP Marketing & Communications
 GWP Water
 City of Glendale Fire Department
 City of Glendale Legal Department
 City of Glendale Public Works Maintenance Services (Forestry) GWP staff acknowledge staffing deficiencies where additional, permanent (or long-term contracted9) staff is necessary to implement and maintain the elements of this Plan.

The staffing deficiencies reflect permanent increases in workload, including:
 Increased oversight of crews responsible for clearing trees and hazardous vegetation.

There are currently two FTEs allocated to monitoring, overseeing, and directing contracted tree-trimming crews. Additional staff time is required to accommodate the increased level of tree-trimming activities and the added responsibility of clearing hazardous vegetation throughout Tier 2 and Tier 3 zones.  Additional engineering resources to investigate, detail, engineer, and design the replacement of equipment consistent with this Plan. Replacement of overhead conductors, splices, transformers, capacitor banks, and other equipment will require engineering expertise above and beyond the current workload, as the existing assets would remain in use until replaced during life-cycle replacement.  Additional field and real-time personnel will be needed to implement, maintain, and use the new equipment, products, and solutions that are implemented as mitigating measures.

These crews are already fully subscribed and lack the capacity for permanent increases in work throughput.
 Maintaining, troubleshooting, and monitoring real-time weather or fire-detection equipment and data and systems.
9 Contracted resources may be utilized to supplement GWP efforts – for example, to identify hazardous vegetation clearing needs.

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Utility Governance Structureꢀꢀ

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8. Objectives of Wildfire Mitigation Plan
Primary Objective
The primary objective of this plan is to reduce and eliminate the probability of GWP’s Electric infrastructure as a contributing factor for the ignition of wildfire(s). Since the adoption of SB 901 (Dodd) in 2018, GWP has been continuously evaluating and updating its WMP to effectively address the provisions set by the plan and to be consistent with state, and local laws and regulations. GWP understands the threat wildfires impose to the electric grid and is effectively Working on making cost-effective inspection and maintenance programs to improve the resiliency of the grid. The provisions set forth below detail the preventative strategies GWP is perusing to limit potential fire ignition during elevated weather conditions.

The goal of this Plan is to establish a framework to:

Engineer, construct, maintain, and operate the GWP electric transmission and distribution system in a manner intended to minimize the risk of catastrophic wildfire caused by electrical lines and equipment.

Secondary objectives
 Improving the resiliency of GWP’s energy delivery infrastructure. GWP aims to continually assess new industry practices and technologies designed to reduce the likelihood of a disruption in service and improve the restoration of service. Due to global warming and gradual climate change, there is a prognostication of an increase in wind speeds. High wind and gust speeds can inflict significant damage to GWP’s overhead power infrastructure. To mitigate this rise in wind speed, GWP is conducting more stringent pole inspections, including invasive testing. Also, GWP contracted with a company that utilizes drones for the inspection of power facilities and vegetation management, using infrared and LIDAR imaging. Higher winds imply that a wider zone of vegetation clearing is required to diminish the possibility of trees, tree limbs and other vegetation debris contacting overhead equipment.

GWP is taking extra measures and trims the vegetation from the communication level to the top of the pole.
 Climate related increase in temperature results in higher peak power consumption. This elevated peak loading of infrastructure can lead to overloaded lines and transformers, which in turn may become a source of fire. GWP is replacing transformers that are close to their 90% loading limits.
 Improving the resiliency of GWP’s energy generation and delivery infrastructure in case of a wildfire that has not been ignited by GWP assets. Wildfires can be started by various sources, not just electrical equipment. For example, improperly controlled camp fires, lightning, overheated construction machinery coming into contact with dry brush, etc. To assess the treat of wildfire to GWP Transmission and Distribution network, various scenarios are reviewed by GWP Wildfire Mitigation Committee considering different geographic points of origin of ignition and the direction of the prevailing winds.

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 Implementing Enhanced Powerline Safety Settings (EPSS) to reduce ignitions by adjusting the sensitivity of our equipment to automatically turn off power faster if the system detects a problem. Public Safety Power Shutoffs (PSPS) and EPSS have significant safety and wildfire risk benefits. It is intended to reduce the PSPS and EPSS customer impacts through the implementation of updated, data driven PSPS protocols as well as optimizing EPSS settings to reduce outage potential and having resources available to reduce the time and impact of outages.
 In addition, to mitigate against PSPS impacts, GWP will be continuing to install sectionalization devices/reclosers as well as performing system hardening work and operating temporary distribution.
 Additionally, GWP Wildfire Mitigation Plan is intended to improve the situational awareness by refining our models, such as weather models, continuing to install weather cameras and high-definition cameras that provide data that we can both use and share with first responders and local governments.

To reduce the risk of spread of wildfire, the Glendale Fire Department will be using multiple cameras and weather stations at strategic locations to monitor conditions and take immediate action. Cameras are found at:

Mt. Lukens 1&2
https://alertca.live/cam-console/2181
Verdugo Peak 1&2
https://alertca.live/cam-console/2477
Mt. Lee North
https://alertca.live/cam-console/2176
Weather Stations area located at:
https://www.weather.gov/lox/fwmV3
 Measuring the effectiveness of the mitigating measures described in the Plan. Where a particular action, program, or protocol is determined to be unnecessary or ineffective, GWP will aim to assess whether a modification or replacement is merited. This Plan will also help determine whether more cost-effective measures could produce the same, or better, results.  Complying with all local, state, and federal regulations related to wildfire mitigation.

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9. Preventative Strategies and Programs
GWP recognizes and acknowledges the impact of dynamic climate change in California. Direct impacts include altered weather patterns, extended summers, and dryer seasons that increase the risk of uncontrolled wildfires, especially during windy periods (e.g., Santa Ana winds).

California wildfires have been getting more intense, more destructive, and more deadly in recent years, where 2018 was the deadliest and most destructive wildfire season in California on record. 14 of the 20 largest wildfires since 1932 have occurred in the last 20 years: the size, number, and devastating impacts of wildfires are expected to continue to increase. In developing and implementing this Plan in light of these facts, GWP intends to use proven technology, work practices, and programs to enhance the performance and safety of its equipment and infrastructure to minimize the risk of causing or spreading wildfires. To accomplish this, GWP shall prioritize its:
 Capital investments in system hardening.
 Operations and maintenance (O&M) expenditures on vegetation management, system inspections, and equipment maintenance.
 Wildfire Mitigation Budget Measure and allocation of funds to initiate the mitigation efforts.
 Operational practices on disabling reclosers, proactive de-energization, and public outreach, as well as leveraging City programs that are consistent with this Plan (e.g., VMP).

Capital Projects
GWP’s capital funding includes plans to upgrade, enhance, and reinforce its electrical infrastructure to minimize the risk of its electrical system causing or spreading catastrophic wildfires. Mitigation efforts will be grouped into manageable, logical, geographically co-located collections of assets to be mitigated as a project for ease of management. Specific mitigating activities associated with wildfire mitigation will be evaluated based upon the following criteria (additional criteria may be added, as appropriate):
 Existing Mitigation. The City of Glendale, including GWP and the Glendale Fire Department, has already implemented wildfire mitigation steps throughout many parts of the City. For a given set of assets, if existing mitigation measures already provide a sufficient level of protection against ignition or spread, then other assets without existing mitigation would be addressed first.
 Time Commitment. Some mitigation projects can be completed quickly, while other projects require a significant investment of time, perhaps due to licensing or permitting issues.
 Cost. Total investment (and on-going operating and maintenance costs) to mitigate each project will be considered, as different solutions can have different costs for a relatively equivalent outcome. For example, moving assets underground often has the highest cost, so if a lower-cost alternative can provide an equivalent level of mitigation, then selecting a higher-cost solution must provide significant advantages in some other criterion.

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Engineering Studies will refine the mitigation plan. The most appropriate engineering solution will be determined by conducting studies that incorporate all the above elements (existing mitigation, timeframe, and cost to implement and maintain) to the specific engineering challenges and issues that must be overcome. Depending upon the outcome of these detailed engineering studies to determine corrective actions, mitigating activities may include:
 Installation of insulated overhead conductors (i.e., “tree wire”) in those areas where conductor contacts are likely to initiate a wildfire; as of May 2023, tree wires are purchased, and plans are being developed to convert a small stretch of overhead conductors that have been identified as requiring this mitigation. Increasing the spacing between conductors, as clearance requirements and easements allow, can also reduce the likelihood of palm fronds creating shorts across conductors, which could spark a wildfire.  Leveraging conductor-spacing devices to minimize the likelihood of “wire slapping.”  Where appropriate, converting existing overhead transmission and distribution assets to underground assets (e.g., conductors and transformers). Most new installations are underground, unless doing so would be cost-prohibitive or is otherwise infeasible.

Undergrounding will also allow for the spreading of costs over a longer period of time and will allow us to significantly reduce ongoing programs and the associated costs, such as vegetation management, in areas that have been undergrounded removing the need to inspect, trim and cut trees.
 Replacing wood poles, which can topple and ignite new fires in high-wind conditions, with sturdier poles, reducing the likelihood of downed poles igniting wildfires and speeding customer restoration. This may include the use of steel poles, where applicable.  Using stronger, composite materials for crossarms, e.g., fiberglass.  Replacement of insulators to reduce the likelihood of overhead conductors becoming detached and contacting vegetation or other flammable materials.  Identification, and replacement, of splices, clamps, and connectors on overhead conductors, where stress from heat or general use can cause downed conductors to come in contact with vegetation or other flammable materials.
 Continue current practice of replacing overhead distribution transformers that are over 40 years old. Studies have confirmed that transformers over 40 years old have a higher likelihood of failure, which could result in sparking or explosions that could initiate a wildfire.
 Replacing overloaded transformers that do not meet loading criteria to prevent transformer failure
 Improving transformer resiliency to reduce the likelihood of transformer failures (which can trigger transformer fires) and to protect transformers against the heat of a wildfire (which can also trigger transformer fires). This may include investigating more robust materials and supplies (e.g., FR3 transformer oil).
 GWP’s engineering redesigned the capacitor bank installation standards. Capacitor bank neutral that is grounded at the base of the pole can facilitate high fault currents (and the

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potential for fire). According to the new standard capacitor bank neutral is no longer grounded.
 Installing fault indicators for detecting faults on electric lines or equipment. Remote fault indicators can provide line current measurement at device  Implementing fast-acting, automatic protection schemes to detect broken conductors and de-energize before the conductor touches the ground.
 Installing remotely operable SCADA sectionalizing/reclosing devices and manually operated sectionalizing/reclosing devices on the distribution system can support GWP’s ability to segment the distribution circuits close to designated meteorology shutoff polygons to reduce the customer impact and scope of PSPS events which are used as a last resort to avoid ignition risks
 Replacing non-exempt equipment with exempt equipment in HFTD areas and HFRAs to reduce fire risk by reducing the frequency of all types of ignition events since the exempt equipment is considered “non-expulsion” and does not generate arcs/sparks during normal operation. Accordingly. Replacing distribution fuses with non-expulsive fuses to prevent inadvertent sparking as fuses blow.
 Conducting engineering studies to identify ideal locations for lightning arresters, devices designed to protect equipment from the damaging effects of lightning. GWP has already installed throughout GWP’s electric system, but these locations will be reevaluated for effectiveness.
 Installing weather station data equipment and HD camera footage to be monitored 24/7.  Installing advanced monitoring methods such as Distribution Fault Anticipation (DFA), Early Fault Detection (EFD) and Brocken Conductor detection (BCD)technologies on circuits feeding into High Fire Threat District (HFTD) areas or High Fire Risk Areas (HFRAs). These technologies measure different electrical parameters over the distribution circuits and along with analytical methods may be able to detect issues and fire risks resulting from non-equipment failure type outage (where no problems are found) early in their degradation mode. One sensor per circuit will be installed at initiating substation in the HFRA and HFTD areas.
 Installing line sensor devices on circuits feeding into HFTD areas or HFRA to cover mainline and major tap lines in areas meeting minimum load requirements and within cellular coverage areas to provide visibility
Based upon these, and similar, criteria, each project will be evaluated for the best-fit solution, funded through the annual budgeting process, and implemented based upon priority. These efforts are intended to reduce the likelihood of GWP equipment igniting a wildfire.

GWP intends to also ensure rapid and safe restoration by improving the resiliency of its infrastructure against wildfire damage. For example, in those areas especially prone to wildfires, GWP will identify wood poles that could be replaced with non-flammable (e.g., steel or concrete) and/or taller poles. This type of action would not necessarily prevent wildfires, but it would speed restoration after a wildfire. These activities will be on-going and are subject to adjustment, depending upon the results of GWP’s investigations and studies.

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Operations & Maintenance (O&M) Efforts
Prioritization of wildfire mitigation efforts includes tailoring GWP’s O&M resources to meet or exceed state utility standards to minimize the risks posed by vegetation and equipment failure.

Funding shall be allocated through the annual budgeting process and is subject to management and City Council approval.
 Vegetation Management – Reduction of Ignition. GWP’s existing vegetation management program is on a two-year cycle, ensuring that all trees under power lines have been trimmed at least bi-annually. Vegetation management practices is expanded to exceed minimum clearance requirements (as described in GO 95) by trimming trees down to the telecommunications layer and to clear hazardous vegetation in both Tier 2 and Tier 3 zones.

GWP’s more aggressive tree-trimming policy may also include trimming or removing trees that could fall onto overhead power lines from above.
 Vegetation Management Program (VMP) – Limiting the Spread of Wildfires. Reducing the risk of spreading wildfires posed by hazardous vegetation near structures is achieved, in large measure, by leveraging the City of Glendale Fire Department’s Hazardous Vegetation Management Program (VMP); the VMP reduces the risk of a home igniting from a nearby wildfire by controlling hazardous vegetation within 100 feet of the home.  Inspections. Expanding asset inspections and refining its master plan to address end-of-life infrastructure management. In January of 2021.GWP issued a Request for Proposals (RFP) to solicit proposals from qualified engineering firms to conduct a complete assessment of all overhead and underground assets. In May of 2021, Council awarded a three-year contract to an Engineering firm to provide Transmission & Distribution System inspection. This assessment includes pole inspections, vault inspections, and inspections of all assets connected to (or within) these assets, including (but not limited to) transformers, crossarms, insulators, conductors, cables, landings, capacitor banks, voltage regulators, and all other attachments. This program, consistent with GO 165, shall assess the condition of GWP assets and provide a mechanism to prioritize repair and replacement. Maintaining robust infrastructure will minimize the likelihood of downed power lines or failed equipment that can spark and ignite wildfires.
 Reclosers. Modifying recloser settings during high-risk periods to minimize the likelihood of inadvertently reclosing in a high-wildfire risk area.  Equipment Failure. According to information collected by GWP staff, over 40% of equipment failures in recent GWP history were transformer failures and overhead conductor failures. GWP has instituted an on-going process to replace aged transformers, which are more likely to fail by tracking characteristics like age, installation date, manufacturer, loading factor, and size for each transformer. Currently, transformers with more than 40 service years are prioritized for replacement. The failure of overhead conductors can ignite a fire if the line is still energized when it touches the ground; GWP is investigating technological solutions to de-energize a falling conductor before it touches the ground. The probability of overhead conductor failure has been reduced. 

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Wildfire Mitigation Budget Measureꢀꢀ
FY 2023-2024 FY 2021-2022 FY 2022-2023
Budget Budget Project # Project Description Proposed
Budget
GWP00653AA
GWP00642AA
GWP00652AA
GWP00656AA
Wildfire Mitigation $50,000 $200,000 $50,000
Pole Replacement $175,000
$3,000,000
$30,000
$300,000
$7,000,000
$150,000
$300,000
$7,000,000
$50,000
4kV/12kV Feeder Upgrade
Distribution Expansion
Transmission & Distribution
Inspection Program GWP00643AA
43110 Contract
$1,000,000
$2,500,000
$6,755,000
$1,000,000
$2,800,000
$11,450,000
$1,000,000
$2,800,000
$11,200,000
Tree Trimming Contract
Total
General Project Description
GWP00653AA System hardening and installation of composite poles and tree wires GWP00642AA Pole replacement project within the entire city including Tier 2 and Tier 3 GWP00652AA Rebuilding power poles for 12 kV Operation within the entire city including Tier 2 & Tier 3. In 12kV operation, the conductors are spread apart, and the risk of fire is lower GWP00656AA Converting Overhead to Underground and extending distribution lines for new services GWP00643AA Inspection of electrical facilities Incl. Power Poles, Vaults, Pull boxes & Street lights 43110 Contract Vegetation management in accordance with WMP &California regulatory requirements Operational Practices as Preventive Measures
 Operational practices on disabling reclosers, proactive de-energization, and public outreach, as well as leveraging City programs that are consistent with this Plan (e.g., VMP).

Situational practices by the deployment of high-definition cameras to provide visual coverage of high-risk areas.

To reduce the risk of spread of wildfire, the Glendale Fire Department uses multiple cameras and weather stations at strategic locations to monitor conditions and take immediate action.

Cameras are found at:

Mt. Lukens 1&2, https://alertca.live/cam-console/2181
Verdugo Peak 1&2, https://alertca.live/cam-console/2477 Mt. Lee North https://alertca.live/cam-console/2176
Weather Stations area located at: https://www.weather.gov/lox/fwmV3

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10. Metrics
To evaluate the effectiveness of these mitigation measures, GWP intends to:
 Evaluate and measure the effectiveness of this Plan by monitoring and tracking verifiable metrics.
 Establish a baseline by inspecting the condition of its transmission and distribution assets, including poles, switches, reclosers, vaults, and transformers. Based upon these inspection results, submit annual budget requests to repair or replace equipment in a subpar condition. Continue periodic inspections consistent with GO 165.  Incorporate lessons learned and institutional intelligence specific to GWP to revise this Plan.

Tracking of the initial set of metrics commenced in January 2021. New metrics are tracked, to provide actionable data and feedback. These metrics are intended to provide a quantitative assessment of the effectiveness of the Plan over time. The metrics themselves are not as important as the trends that are quantified in the metrics; accordingly, GWP intends to prioritize its limited resources by minimizing the time spent on gathering metrics in favor of implementing mitigating measures.

As the Plan matures and its effectiveness is measured over time, the metrics will be modified and adjusted, just as the Plan itself will be modified and adjusted based upon performance, successes, and failures.

The formal list of metrics shall demonstrate results and measure the effectiveness of GWP’s wildfire mitigation and will include the following:
 After any relay event, where GWP’s protective relays automatically de-energize a feeder or transmission line, the following information will be collected during the post-mortem:
 Did the outage ignite a fire? (yes/no)
 If the outage ignited a fire, were first responders notified? (yes/no)  If the outage ignited a fire, how large was the fire? < 1 acre, 1-50 acres, 50-300 acres, or > 300 acres
 If the outage ignited a fire, how many structures were impacted? 1, 2-10, 10-50, or > 50  Number of trees trimmed by GWP.
 Number of poles replaced in Tier 2/3.
 Number of transformers replaced in Tier 2/3.
 Feet/miles of transmission/distribution lines moved underground in Tier 2/3.  Feet/miles of tree wire installed in Tier 2/3.
 Number of standard (expulsive) fuses replaced by non-expulsive fuses.  Glendale Fire Department average time to respond to fire incidents.

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Following is the current metric set to track the number of poles, transformers and tree wires that are replaced in Tier 2 and Tier 3 within a given time period.

Wildfire Mitigation Summary
From 01/01/2021 To 03/18/2023
Transformers Replaced - Source GIS
Tier Overhead Underground Pad mount
2 3
8 1
9 11
1 12
0 0
Totals 0
Tree Wire Installed - Source GIS
Tier Feet OH Feet UG Feet Total
2 223.15 0 223.15
Totals 223.15 0 223.15
Poles Replaced - Source GIS
Tier
2 3
Count
17 13
Totals 30
In addition, staff established a metric to track the number of facilities that are inspected within a given time period.

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GWP funding and capital improvement priorities will be adjusted, based upon the results of these inspections, to replace and harden equipment and assets that are flagged as requiring replacement.

Sample of Pole Inspection Report by Date
Sample of Vault Inspection Report by Date
Sample of Pullbox Inspection Report by Date

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11. Metrics Feedback
As GWP monitors and evaluates the metrics described in the previous section, it should also adjust this Plan to ensure these goals are achieved. During the annual review of this Plan, the following general questions should be reviewed with respect to the existing metrics:
 Metric Not Met. If a metric was not met, determine the cause. Review the metric for appropriateness – is the metric too strict, given GWP’s resources? Are additional resources required to improve the metric performance? Will additional resources have an impact on performance, or is the return on investment minimal?  Metric Significantly Exceeded. If a metric was significantly exceeded, review the metric for appropriateness. It is possible that the metric is too easily achieved, making the metric meaningless.
 New or Obsolete Metrics. Review any proposed new metrics and determine whether existing metrics are obsolete. Experience, legislative drivers, and management priorities can trigger the development of new metrics and the retirement of obsolete metrics.  Adjustments Based Upon Metrics. Based upon performance against these metrics, this Plan should be updated to adjust priorities and goals. For example, once a known issue has been mitigated, it should transition from “active construction” to “active monitoring.”

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12. Operational Practices
The City of Glendale’s operational practices are coordinated across Departments and implemented independently by each Department.

Citywide
The City of Glendale’s Emergency Response Plan10 addresses the City’s planned response to extraordinary emergency situations associated with natural disasters, technological incidents, and national security emergencies. The Plan does not address normal, day-to-day emergencies or the well-established and routine procedures used in coping with such emergencies. Instead, the operational concepts reflected in the Plan focus on potential large-scale disasters which can generate unique situations requiring unusual emergency responses.

The City’s Hazard Mitigation Plan11 provides a set of action items that, if implemented, can help reduce the risk from hazards through education and outreach programs, the development of partnerships, and the implementation of preventive activities (such as land use programs) that restrict and control development in areas subject to damage from natural hazards.

City of Glendale personnel involved in emergency response and emergency management functions are provided ongoing training, including local workshops, SEMS12 training, NIMS13 training, and other special programs throughout the year. Key management and emergency personnel also attend the California Specialized Training Institute to receive in-depth training in related emergency management topics.

GWP
Engineering and field personnel will periodically review operational practices to identify preventative strategies and enhanced operational procedures to minimize and mitigate the risk of causing and/or spreading catastrophic wildfires, both during periods of high danger as well as during normal operating conditions.

The Principal Power System Operator oversees the real-time System Dispatch function and provides on-going, topical training to all Power System Operators (PSO’s). At least two PSO’s staff a Dispatch desk 24/7 to monitor and control GWP’s electric grid while dispatching field crews to investigate and resolve problems, or to schedule work, on GWP electrical infrastructure. 10 https://www.glendaleca.gov/government/departments/fire-department/other/emergency-preparednessresponse/city-emergency-plans 11 https://www.glendaleca.gov/Home/ShowDocument?id=48978 12 Standardized Emergency Management System, which unifies all elements of California’s emergency management community into a single, integrated system with standardized key elements. See https://www.caloes.ca.gov/cal-oesdivisions/planning-preparedness/standardized-emergency-management-system for more information. 13 The Federal Emergency Management Agency’s (FEMA’s) National Incident Management System, which guides all levels of government, nongovernmental organizations (NGO), and the private sector to work together to prevent, protect against, mitigate, respond to, and recover from incidents. See https://www.fema.gov/national-incidentmanagement-system for more information.

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The Substation Operations Training Program includes training on system protection and trouble response; topics include discussions on preemptive de-energization, rolling blackouts, and automatic system protection schemes. This training is provided to all new PSO’s, as well as to seasoned PSO’s on an annual basis.

Operationally, the PSO retains the authority and obligation to de-energize electrical equipment, sub-transmission lines, and/or distribution feeders in the event of a high wildfire danger. The decision to preemptively de-energize GWP equipment is described further in GWP Standard Operating Procedure SOP-021 and is based upon multiple factors, including Red Flag Warnings, system conditions, and other operational considerations. The PSO considers several factors before de-energizing overhead lines during periods of extreme wildfire danger:
 Hospitals
 Elder care facilities
 Communications equipment (e.g., cell phone towers, pole-mounted cell sites)  City of Glendale Public Works facilities (e.g., sewer)  First responder facilities, including police, fire, and local government facilities  Community information facilities (e.g., radio equipment).  GWP Water Division and Crescenta Valley Water District systems, which maintain water quality, water supply, and water pressure to residents and to the Glendale Fire Department for fighting fires.

De-energization is always the PSO’s option of last resort, given the potential impacts of deenergization as described below (e.g., traffic signals, air conditioning during high temperatures, lack of electricity to water facilities to fight fires, etc.). In the event preemptive de-energization is initiated, every attempt to minimize the number of affected customers is made by sectionalizing only the effected feeders or transmission lines.

Per SOP-021, it is GWP’s policy to preemptively de-energize overhead transmission and distribution lines and to disable automatic reclosers in the Tier 2 or Tier 3 zones during periods of extreme wildfire danger, or at other times as deemed necessary by GWP, with the intent of reducing the risk of igniting a wildfire from energized equipment.

During these periods of extreme wildfire danger, if a protective scheme (e.g., relay or recloser) automatically de-energizes a feeder, GWP crews will physically patrol a feeder to identify and clear the cause of the protective action before any attempts are made to re-energize the circuit.

The benefits of preemptive de-energization are offset by the challenges and potential dangers of widespread and extended power outages during periods of high temperatures. As discussed in

18. Enterprise-Wide Risks, the supply of safe drinking water, water for firefighting, infrastructure used for public safety, and the overall impacts of power outages could all potentially be compromised. Therefore, the decision to de-energize customers must be the solution of last resort after all wildfire mitigation efforts have been exhausted.

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Thus far, GWP has never de-energized a feeder that would result in customer outage.

Glendale reacts proactively whenever there is a Red Flag warning issued for the area by the National Weather Service, and de-energizes the Glendale’s 34.5 kV “Bel Aire-Montrose transmission line. Also, before the line is re-energized, a lineman patrols to confirm that the line is intact and that there is no debris lodged across the insulators or the lines. Overwhelming majority of the area serviced by GWP is classified as ‘Urban’, with clear access by the city Fire Department, therefore the possibility of wildfire is very low, but there is a single subtransmission line mentioned in the above paragraph “Bel Aire-Montrose line” that runs across an uninhabited hilly terrain covered with brush; it has limited vehicular access. This is an area of elevated fire risk. For that reason, GWP de-energizes this transmission line (without loss of customer load) each time the National Weather Service issues a Red Flag Alert.

The PSOs conduct and complete annual and periodic training on their job responsibilities, processes, procedures, and practices. This training includes their authority to de-energize customers as needed to prevent potential ignitions during extreme fire conditions, as well as during periods where there is insufficient energy supply to meet load requirements. SOP-021 is also covered in this training, including notification requirements before initiating planned deenergization of customers. System conditions can change rapidly, so in an emergency, the PSO may opt to de-energize first, then conduct the required notifications. GWP will make a case-bycase decision to shut off power based on the following factors:
 Red Flag Warnings issued by the National Weather Service for wildfire weather zones that contain GWP circuits.
 Real-time input from fire experts and vegetation experts.  Input from local and state fire authorities regarding the potential consequences of wildfires in GWP territories.
 Alternative ways to reroute power to affected areas.
 operational considerations to minimize potential wildfire ignitions, including the blocking of reclosers on the identified circuit(s).
 On-going fire activity throughout GWP territory.
 Potential impacts to communities and customers.

While the PSOs determine whether and when de-energization is necessary, the field crews work in tandem with the PSOs to conduct field switching (as necessary, and as directed by the PSOs), patrol de-energized lines prior to re-energization, and repair damage to equipment and lines discovered during patrols. This is consistent with their usual duties and is folded into their standard job responsibilities and practices.

Energy Supply and Procurement Contingencies
Should the Los Angeles Department of Water & Power (LADWP), Southern California Edison (SCE), or other utilities elect to de-energize major transmission corridors during periods of

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extreme fire danger (which usually correlate with periods of high electrical loads), the City will be forced to procure replacement energy from alternate energy sources to meet load.

Given GWP’s load and contingency obligations during periods of peak load, the loss of a major transmission line could result in the loss of 100 MW or more of imported energy. Options to replace this energy are limited to local generation capability (e.g., Grayson) or purchases of energy that rely upon LADWP transmission. Most GWP transmission is closely tied to LADWP transmission, meaning the loss of GWP transmission likely includes the loss of LADWP transmission, further straining the local transmission grid. When GWP’s transmission capacity is curtailed during periods of high load, LADWP is unlikely to have excess transmission capacity to sell to GWP, at any price; even if GWP could find an energy provider, it would be unlikely to be delivered to the Glendale (69 kV) side of the Air Way receiving station.

The next option would be to generate the energy locally (e.g., Grayson). The proposed repowered Grayson power plant must be sufficient to accommodate the loss of 100 MW of transmission import capability, which reflects the amount of transmission capacity that would be lost if the Pacific Direct Current Intertie (PDCI) transmission line were to be de-energized.

However, should this local generation not be available when needed (for example, if the repower were to not occur), GWP would have insufficient capability to meet its load and contingency obligations while the PDCI were de-energized.

In the event GWP is unable to procure energy delivered to the Air Way receiving station or to generate the replacement energy locally, it would be forced to initiate rolling blackouts to balance its load with delivered energy. These rollouts would continue until the lost transmission capability is restored. In other words, preemptive de-energization of transmission lines, initiated by a party other than GWP, could result in rolling blackouts within the City of Glendale. In the scenario where an outside agency’s actions caused a lack of energy supply to the City of Glendale, advanced notification to customers would likely not be possible given that the energy shortage would occur with no more than a few hours’ notice, though “best efforts” would be initiated to provide notice when possible.

GWP has acquired a new Outage Management System (OMS) by DataVoice International Inc., which allows efficient and quick notification to our customers of impending power outage, whether than outage is due to generation shortage or due to PSPS.

GWP Dispatch maintains a rolling blackout schedule that is initiated at the direction of the Integrated Resource Planning Administrator or delegate.

To increase our generation reliability, GWP is planning more distributed generation in the city, namely by installing photovoltaic panels and battery storage. One of the projects involves placement of solar panels on city-owned properties, such as roof-tops and parking structures that are owned by the city of Glendale. Another project is considering the placement of 25 MW of battery storage at possibility Montrose Substation. In the future, GWP plans to install 50 MW of battery storage at the Utility Operations Center yard (UOC), close to GWP’s power generation.

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13. Customer Outreach
Prevention and Strategy
GWP will maintain a multi-level outreach and education strategy to create public awareness of fire threats, fire prevention, and support during a wildfire or a de-energizing event. GWP will work with the public, community leaders, and other agencies to collaboratively discuss firesafety processes regarding public safety. These collaborations will provide forums for public education and opportunities to exchange improvement ideas and practices. Provide fire-safety and emergency preparedness communications such as general market TV, streaming radio, outof-home (bulletins/posters/transit), digital ads, etc.

GWP partners with first responders, health care facilities, and operators of telecommunications infrastructures. GWP, in coordination with the Glendale Fire Department, proactively alerts customers on the Life Support list it maintains. GWP maintains a Public Safety Power Shutoff webpage for its website at https://www.glendaleca.gov/wildfiremitigation to provide information on power shut offs and fire mitigation plans, and a link to this page from the main GWP website will also be added. This webpage will be used to ask customers to update their GWP account information and emergency contact preferences, and to provide a link to both the login page to GWP account information and to the Everbridge Emergency Contact Information webpage.

GWP will develop informational brochures on wildfire mitigation safety and what to do when a de-energizing event is called, referencing the website in all collateral items produced and distributed. On the dedicated Public Safety Wildfire Mitigation webpage, customers will be able to find the following information:
 GWP’s adopted Wildfire Mitigation Plan;
 Information on how GWP mitigates wildfire risk;
 Emergency preparedness tips and guide;
 Information on what not to do during Red Flag Warnings (e.g., BBQs, smoking outdoors, throwing ashes out, etc.);
 Links to any additional resources;
 Links to GWP Account Information & Everbridge Emergency Notification sign-ups;  Frequently-Asked Questions (FAQs) on the power shut-off process.

De‐Energization (Public Safety Shutoff Event)
During an extreme weather event, GWP will actively provide customer outreach and support through a targeted communications strategy, with the goal of providing as much advance notice as possible. GWP will inform its customers of expected severe weather conditions and directly notify affected customers through established points of contacts such as email, phone, text, and/or push notifications. GWP will also alert customers through its social media platforms, alert the media, work with the City’s Fire and Police PIO offices and websites, and post rolling

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messages on local television (GTV6) and on the City’s and GWP’s websites. GWP can initiate automated pre-recorded phone calls to customers in the impacted areas, advising when the outages are called and directing customers to the dedicated GWP website for up-to-date information. Pre-recorded IVR (Interactive Voice Response) messages will have real-time recorded information informing customers that may be impacted. GWP will also post messages on its website and through its Mobile App, social media platforms, changeable and movable road signs and In-Home Digital Display program for targeted push messaging. Messaging will increase in urgency as the certainty of a Public Safety Power Shutoff approaches. Finally, in addition to alerting its customers, GWP will also notify, as a priority, first responders’ PIO offices, health care facilities’ communication offices, and the offices of the building engineers, the Chief Executive Officer (CEO), and operators of telecommunications infrastructure.

For customers on Life Support, GWP, if notified, will contact these customers through phone calls. Two phone attempts will be made, and an email will be sent if there is an email address on file. If no response is received, GWP will dispatch a field crew to contact the Life Support customer. GWP will also keep local news and radio outlets informed.

Timing of notifications
When GWP determines a preemptive de-energization is required, either because another entity’s actions suddenly limits GWP’s energy supply (e.g., Southern California Edison initiates a Public Safety Power Shutoff – PSPS – on a transmission line that impacts GWP’s incoming transmission capacity) or due to the PSO’s system assessment, GWP will provide advance notifications in three phases:

1. Advanced notification (when possible)
 48 hours before electricity is turned off
 24 hours before electricity is turned off

2. Shutoff notification just before electricity is turned off

3. Notifications during the event
Post event notifications will be provided to notify customers that power has been restored.

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14. Vegetation Management
As described in this Plan, the majority of acreage burned by wildfires triggered by electric utilities was determined to be due to vegetation contacts and equipment failure. GWP oversees a contracted arborist that implements GWP’s vegetation management program intended to mitigate the risk posed by vegetation contacts. This program is consistent with General Order (GO) 95 – Rules for Overhead Electric Line Construction, including the clearance requirements described in Section III – Requirements for All Lines, Rule 35 Vegetation Management.

GWP staffs Line Clearance Forestry Supervisors who spend most of their time in the field, overseeing the contractor and monitoring vegetation under GWP transmission and distribution lines. These Supervisors are typically certified arborists who identify all trees that need trimming, direct the contractor to specific trees and/or areas that require trimming, and then confirm afterward that the identified trees have been trimmed to GWP standards.

Although the highest wildfire risk is presented in the Tier 2 and Tier 3 zones of the City, the Supervisors monitor the entire City for dangers posed by vegetation under GWP lines.

In fiscal year 2022-2023, GWP had budgeted approximately $2,500,000 to fund a contractor to conduct tree-trimming activities. For the fiscal year 2022-2023, GWP has increased its treetrimming budget by approximately $300,000 for enhanced tree-trimming activities; these enhancements may include larger clearances, expansion of tree-trimming to nearby trees not directly under power lines, and other clearing of hazardous vegetation near power lines.

As part of its risk assessment to prioritize mitigation efforts, GWP has engaged the City of Glendale’s Fire Department to leverage its Vegetation Management Program (VMP). The VMP was developed to ensure there is adequate defensible space around buildings in the wildlandurban interface. Activities include annual inspections and review/permitting of landscape and fuel modification plans for properties in the high wildfire hazard area. Property owners are required to maintain a 100-foot radius of defensible space (i.e., remove hazardous vegetation) around all property structures, including homes, backhouses, sheds, etc. The majority of GWP’s electrical assets also reside within this 100-foot radius, so even if a localized fire were ignited by failed GWP equipment, the likelihood of this fire igniting nearby buildings would be reduced.

Therefore, GWP can focus its resources on mitigating electrical assets that are outside of the zones covered by the VMP. The VMP facilitates GWP’s ability to focus on mitigation of electrical assets on a subset of its assets, potentially improving the success and rate of its mitigation efforts.

GWP maintains an electronic tree database that tracks the inspection, trimming, and auditing activity, by containing an inventory number of trees. An inventory tree is one that could encroach the minimum required clearance or otherwise impact the electrical facilities within twoyears of the inspection date. Check with John if in some places it is annually

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Vegetation management in GWP service area is performed by the same Electrical Line Mechanics that are involved in the installation and maintenance of power lines and all other overhead equipment; it usually takes place under the watchful eye of GWP’s Electrical Line Mechanic Supervisor II. Vegetation management has been expanded to exceed minimum clearance requirements as described in GO 95, by trimming trees down to the telecommunications level. Fiscal year 2022-23, we spent $ 0.78 million on vegetation management.

15. System Inspections
As described in this Plan, the majority of acreage burned by wildfires triggered by electric utilities was determined to be due to vegetation contacts and equipment failure. GWP leverages GO 165 requirements as a “best practice” to provide guidance on system inspections that are intended to identify failing equipment that may ignite a fire.

As part of its Master Plan, GWP conducts a system inventory that includes a system-wide inspection of its poles, streetlights, vaults, and all equipment and assets connected to, or contained within, these assets. GWP funding and capital improvement priorities will be adjusted, based upon the results of these inspections, to replace and harden equipment and assets that are flagged as requiring replacement. This system-wide inspection program commenced in November of 2022, by a qualified, contracted engineering firm that will formally inspect and assess of all overhead and underground assets. As assets are inspected, GWP will remediate based upon these inspection results and will issue work orders to address any problems that were observed: replace poles, repair equipment, etc. The completed inspection report will establish a baseline condition assessment of system assets; this program will establish the new inspection program going forward, and GWP staff will conduct all subsequent assessments as part of an ongoing inspection program, consistent with the requirements of GO 95 and GO 165.

In fiscal year 2022-2023, GWP budgeted $1M per year for the contracted engineering firm to inspect the electrical facilities.

GWP has dedicated staff who are responsible for the preventative and routine inspections, construction, installation, maintenance, and repair of all transmission and distribution assets. For the fiscal year 2022-2023, GWP has budgeted capital and O&M funds related to wildfire mitigation, including system hardening, substation and distribution automation, and vegetation management.

The City of Glendale’s VMP, managed by the Glendale Fire Department, includes annual inspections of properties in the high fire hazard areas of the City to ensure compliance with its defensible space standards (see Exhibit B).

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16. Wildfire Risks and Drivers
The City of Glendale’s wildfire risk is driven by controllable and uncontrollable factors. The City’s topography consists of both a highly-developed urban center and mountainous open spaces with frequently dry vegetation; this diversity adds complexity to GWP’s wildfire mitigation efforts and requires a surgical approach to tailored mitigation efforts in each area of the City. Climate change exacerbates the already hot, dry weather common to Glendale, as well as the seasonal winds, as discussed in Section 9. Preventative Strategies and Programs, and is assumed to only exacerbate GWP’s wildfire risk going forward, namely with respect to making dry fuel available for ignition and for spread. This Plan focuses on preventing wildfires from being caused by inadvertent vegetation contacts with, or failures of, GWP electric utility equipment. Prevention of wildfires ignited by other causes (e.g., intentionally-set fires, accidental human-caused fires, etc.) are not considered.

GWP aims to reduce the risk of starting and spreading wildfires, acknowledging that it is not feasible to achieve zero risk. To that end, GWP has adopted a risk-based approach to prioritize capital improvements, Operations and Maintenance (O&M) work, and changes to operating procedures to achieve the objective stated in Section 8 of this Plan.

This prioritization leverages historical data that measures the relative size (in this case, measured in acreage of burned land) of California wildfires and that describes the causes of the wildfires.

Historical data confirms that the majority of acreage burned was due to vegetation contacts and equipment failure.

To quantify the size (in acreage) of historical fires, 2016-2021 wildfire statistics from Cal Fire14 indicate:
 44% of the acres burned were due to fires initiated by vegetation contacts – i.e., trees touching power lines, causing sparks and starting fires. Plentiful brush and undergrowth can also facilitate rapid expansion of wildfires once the initial spark is provided.  The majority of the acreage burned due to vegetation contacts occurred in 2018, which skews the acreage burned due to vegetation contacts. 41% of the total acres burned were caused by equipment failure – i.e., failed hardware that possibly sparked or exploded and started fires.
 The majority of the acreage burned due to equipment failure occurred in 2016, which skews the acreage burned due to equipment failure. 14% of the total acres burned were caused by lines down – i.e., energized power lines that touched the ground and started fires. Equipment and hardware failures are discussed in more detail below. 14 “2016 Wildfire Activity Statistics,” “2017 Wildfire Activity Statistics,” “2018 Wildfire Activity Statistics,” “2019 Wildfire Activity Statistics,” “2020 Wildfire Activity Statistics,” Historical Wildfire Activity Statistics (Redbooks), http://www.fire.ca.gov/fire_protection/fire_protection_fire_info_redbooks. (Accessed September 21, 2018)

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 The acreage burned due to animals (e.g., squirrels shorting lines and starting a fire) and line slap (transmission lines touching during high winds) was negligible.

The chart below summarizes this data.

Figure 1.ꢀꢀCalifornia Wildfires: Number of Acres Burned by Cause (2016‐2021) 250000
200000
150000
100000
50000
0 Vegetation Contact Hardware Lines Down Line Slap Animals

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GWP concurs that its own risks stem largely from vegetation contacts and equipment failure.

Equipment failures from 2009 – 2018, based upon historical GWP data, show that the largest number of equipment failures came from transformers, overhead conductors, insulators, and switches and disconnects. The chart below summarizes this data.

Figure 2.ꢀꢀOutages Based on GWP Equipment (2012‐2022)
GWP’s transformer-replacement program prioritizes life-cycle replacement of transformers that are over 40 years old to minimize the likelihood of transformer failures igniting wildfires.

As part of its review of assets in the Tier 2 and Tier 3 zones, GWP Electric Engineering has identified overhead feeder and transmission line sections at highest risk of igniting and spreading wildfires. These sections will be analyzed on a case-by-case basis for the most appropriate mitigation approach, as discussed in Section 9.

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17. Wildfire Zones
GWP has leveraged the tiered zones developed and mapped by Cal Fire; the Glendale Fire Department’s independent wildfire zone assessment15 correlates strongly with Cal Fire’s maps and assigns similar levels of risk to these areas. GWP does not anticipate making any changes to these maps and accepts them as provided. In addition, Section 7 of the City’s Hazard Mitigation Plan contains the City’s independent assessment of wildfire risk within the City of Glendale.

CalFire’s methodology reflects the risk of a wildfire igniting and spreading by classifying each area within the City of Glendale as Tier 1 (low risk), Tier 2 (elevated risk), or Tier 3 (extreme risk).

The Fire Area Map in Exhibit A is from 2018 and shows that, approximately 48% of the City of Glendale falls within Tier 2 and 14% falls within Tier 3. GWP intends to prioritize its efforts to mitigate wildfire hazards within these areas, which cover nearly 62% of the City’s area.

GWP and the Glendale Fire Department, working in concert, significantly reduce the wildfire risk imposed by hazardous vegetation:
 GWP’s aggressive, City-wide tree-trimming program, consistent with GO 95, reduces the likelihood of trees coming in contact with live transmission and distribution wires.  The City of Glendale’s Vegetation Management Program (VMP) reduces the intensity and rate of spread of a wildfire near buildings, reducing the risk that nearby buildings will be ignited. The majority of GWP’s electrical assets reside within 100 feet of structures on private property (where property owners are required to manage vegetation), so only

0.47% of the City’s Tier 2 and Tier 3 land area contains GWP electrical assets that require additional mitigation to reduce the risk of igniting a spreading wildfire; this is compared to the nearly 62% of the City’s area that is within the Tier 2 and Tier 3 zones.

By applying this risk-based approach of focusing wildfire mitigation resources on GWP’s overhead resources in
unmitigated areas, only 0.47% of the City’s Tier 2 and Tier 3 land area contains GWP assets that require additional
mitigation.

By applying prudent vegetation management programs, GWP has decreased the City of Glendale’s wildfire exposure from 62% of its land area to 0.47%, a 99.5% decrease; this reduction in scope provides clear guidance on the remaining areas requiring additional wildfire mitigation. Figure 3 summarizes the impact of the existing mitigating measures, and Figure 4 graphically illustrates the level of mitigation currently in place. GWP intends to focus its added wildfire mitigation efforts and resources on mitigating the remaining electrical assets in these Tier 2 and Tier 3 zones.
15 City of Glendale’s High Fire Hazard Area map, https://www.glendaleca.gov/home/showdocument?id=50019

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Figure 3.ꢀꢀGWP Assets Currently Mitigated vs. Requiring Additional Mitigation Liable Assets Requiring
Total Assets Additional Mitigation
Overhead T+D Lines
(miles) 206.2
11,303
3,528
523

60.6 2,899
673

15.6 282.4 -
-
-
-
-
-
-
-
-

9.6 3.4
60 3

13.0 245
26 95.4%

98.4%

99.4%

98.3%

99.1%

97.7%

99.5%
100.0%
100.0%

4.6%

1.6%

0.6%

1.7%

0.9%

2.3%

0.5%
0%
Poles / Towers
Transformers
703 14,905 185
165
16 4,366
647
23 Pole Switches 108 10 1 11
Pole Disconnects / Fuses
Reclosers
1,098
28 232 49 1379

43.0 7 5 12
12 3 1 0 1
Area Coverage
Electric Meters
Structures / Buildings
38% 48% 14% 100% 0.29% 0.18% 0.47%*
77,524 10,889 1,945 90,358
44,469 11,622 2,248 58,339
5 0
1 0
6 0 0%
* Refer to page 5 of report, Methodology for calculating high-wildfire danger areas in the City of Glendale Eliminate the area from Tier 2 and Tier 3 where
1) there are no GWP electrical assets
2) electrical assets reside within 100 feet of a private structure, are cleared by vegetation (VMP program) 3) Divide the remaining area from Tier 2 & Tier 3 to the entire City area to get 0.47% The number of liable assets in Tier2 and Tier 3, requiring additional mitigation from Figure 3 is:

Liable Assets Requiring
Additional Mitigation
Overhead Assets
Overhead T&D Lines
(Miles) 9.6
185
23 3.4
60 3
13 245
26 Poles
Transformers
Pole Switches 10 1 11
Pole Disconnects / Fuses 7 5 12
Area Coverage 0.29% 0.18% 0.47%
Electric Meters 5
0 1
0 6
Structures / Buildings 0

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Figure 4.ꢀꢀGWP Assets Currently Mitigated vs. Requiring Additional Mitigation

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18. Enterprise‐Wide Risks
This Plan discusses mitigating steps and measures intended to “protect City customers, employees, and assets against the potential dangers and costs of damage incurred as a result of wildfires inadvertently initiated by GWP electrical assets and equipment.”16 These dangers and costs also apply to functions and departments other than the GWP electrical division, including the GWP Water Division, Glendale Information Services, Glendale Police, and Glendale Fire.

The primary impacts of a wildfire are the potential for preemptive de-energization of one or more feeders and evacuation of high-danger areas during an active wildfire.

GWP – Water Division
GWP’s Water Division serves over 200,000 residents through 34,000 service connections to residential units and businesses and is an essential partner in public safety by ensuring sufficient water supply to the City of Glendale’s over 3,000 fire hydrants. In order to provide this service, water needs to be pumped from the various points of delivery to the end users.

Due to the topography of the City of Glendale, water is delivered by gravity to the “downtown” area of the City and pumped from this elevation up to the canyons and hills and to the northern elevations of the City. Specifically, the hydraulic elevation, or grade, of the City’s downtown is 724 feet and the highest water service elevation is at 2,483 feet, with several elevations in between. These areas primarily rely upon water storage tanks, which can supply a few hours of water for firefighting purposes to extinguish single structure fires as originally planned and designed when these neighborhoods were developed.

Many of these areas are in what could be called “native brush/urban” interfaces; reliable power to the water facilities can be restricted by wildfires or by proactive de-energization. Since the City has historically had a reliable, local source of generation at the Grayson Power Plant, the water system has not been required to install permanent back-up generation at its facilities. If electrical service to GWP’s pump stations were unavailable for more than a few hours, GWP would be unable to provide additional water to an area where a large brush fire could be occurring. It is estimated that the planning, design, and installation of permanent on-site generation to power critical water facilities would cost around $10 million; on-going maintenance and operations would be an added annual budgeted expense.

Glendale Information Services
Among its myriad functions, the Information Services Department (ISD) maintains the Citywide radio communications system. Each radio site has unique characteristics and a different degree of resiliency against wildfires and loss of GWP power, depending upon the location and the degree of load on the radio system (more transmitters or more microwave radio links mean a greater power requirement). Each site has a backup battery plant capable of running the entire radio site and, with one exception, has an on-site generator with automatic start and an automatic transfer switch.

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The radio system can run for several days without recharging the batteries (i.e., no generator).

ISD has telemetry to report the loss of primary (GWP) power and the status of the generator (running or not), and they are aware of the GWP circuits that feed each site. For those sites not supplied by GWP, they have relationships for information sharing with the site owner and/or other tenants to make each other aware of planned and unplanned outages, as well as site access issues. Therefore, loss of GWP power would not have a significant impact unless the outage were to last for several days; resiliency against wildfires would be dependent upon the intensity and proximity of the wildfire, as physical access would nominally not be required to ensure uninterrupted operation.

The radio system “Master Site” is located near downtown Glendale and ISD also maintains a large battery plant, a fixed generator, and a manual transfer switch with terminals appropriate to connect to any suitable generator there.

During past power outages impacting these radio sites, ISD has recommended that GWP prioritize power restoration to GWP customers since ISD can ensure continued operation for several days without GWP power.

Glendale Police Department
Wildfires and power outages, planned and unplanned, impact the Glendale Police Department (GPD) directly (“First-Order Impacts”), other City services with Police effects (“Second-Order Impacts”), and the community in general (“Third-Order Impacts”).

First Order Impacts:
 Diesel Backup. GPD has a 13,500-gallon diesel fuel tank, which provides no more than 95 hours of run time if the tank is full when an extended power outage begins. Typically, these tanks are not kept full and the tank volume fluctuates.  Loss of Data Center. GPD’s data center is not backed up outside of the City. As a result, evacuation due to wildfires or a long-term power loss that extends beyond the diesel backup means an inability to access local criminal justice records until the evacuation is lifted or power is restored. These records can include information supporting arrest warrants, involving active investigations, or related to critical missing persons – this accounts for all records-related functions.
 Access to Fuel for Vehicles. GPD’s automotive fuel supplies require power to pump. Thus a loss of power beyond their diesel support means the fleet is drastically limited. They do not have a tanking capacity so would need to execute an emergency contract for fuel services in an area unaffected by power outages, or secure an emergency tanker from another source.

The Los Angeles (LA) County Sheriff does not have an emergency tanker, so they would be forced to wait for a tanker from the California Governor’s Office of Emergency Services (Cal OES), or they would drive somewhere to purchase fuel commercially.

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Second Order Impacts:
 Citywide Fuel for Vehicles. The City as a whole has access to 115,000 gallons of tanked diesel fuels and a limited capacity to support moving fuel supplies from site to site. This tanked fuel would have to support all City operations. In all likelihood, mission-critical activities like Fire, Police, GWP, and Public Works would be given nearly equal priority in these supplies in the event of evacuation or loss of GWP power. If the fuel is unreachable due to evacuations or wildfire, the capacity of this fuel is further restricted.  Police Radio Towers. Police radio towers use an uninterruptable power supply (UPS) consisting of batteries and generator backup.
 Emergency 911 Calls. If the 911 system fails at the Glendale Police building or the building is evacuated due to wildfires, calls roll over to Verdugo Fire. Depending on the location, extent, and duration of a power outage or wildfire, both centers could go down or become unreachable. Neighboring agency facilities have insufficient desk space to accommodate rolling calls to them, even if GPD sent personnel.
 Internet. Citywide data connectivity to the Internet, including GPD access, requires GWP power. If the City’s primary data center goes down, GPD loses its Internet connectivity to the outside world.
 Prisoner Impacts. With an extended loss of GWP power, GPD would experience hindered water deliveries to the police building. They have limited supplies of drinking water, and dealing with wastewater / sewage would become an issue. With a loss of power to the police building or an evacuation, the prisoner population would need to be transported offsite and GPD could no longer hold or book arrestees locally.

Third Order Impacts:
 Streetlights. Extended loss of power to the streetlights would increase traffic collisions and dramatically snarl traffic, especially if coupled with a localized evacuation. GPD does not have sufficient staff to manually run traffic control, even at the City’s major intersections.  Gas Stations. Extended loss of power to area gas stations would limit local fuel supplies, even to the extent that some residents would enter emergency situations because they are stranded. For example, kids at school may need to be picked up, or people requiring medical care may need transportation.
 Hospitals. Evacuation or extended loss of power to area hospitals, if closure was forced, would result in patients being sent to distant facilities. Currently the limited ambulance capacity would be strained by long-range transports, impacting both GPD and GFD.  Grocery Stores. Extended loss of power or a mass evacuation would impact grocery stores.

Reductions in food supply would impact the most vulnerable. Many of the City’s residents have limited transport ability (primarily, the elderly) who are unable to walk to the corner store for food and supplies.
 Uninhabitable Areas. Extended loss of power could create whole neighborhoods that are not serviced by GWP – first power, then water. Eventually, these neighborhoods become uninhabitable. Based upon observations after wildfires, situations like this require increased services on the order of 300% to 500%.

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 Cellular Services. The area cellular telephone systems rely upon GWP power and have a limited battery backup. Once the battery backup fails, the cellular network breaks down and citizens will be limited in their ability to care for themselves or request aid.

Glendale Fire Department
Wildfires and power outages, planned and unplanned, directly impact the Glendale Fire Department (GFD). However, the GFD has mitigating measures in place to ensure continued operations.
 Backup Generators: GFD has diesel backup power generators at all GFD fire stations.

There is sufficient fuel, when full, for 90 to 560 hours of emergency power generation at each station, depending on the size of the generator at the station.  Verdugo Dispatch: Dispatch has a UPS (Uninterruptable Power Supply) with a manual transfer switch to accommodate multiple electric feeds. On a full charge, the backup batteries can run dispatch operations for 10 hours. After 10 hours, dispatch will rely on diesel backup generators at Fire Station 21.

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19. Restoration
GWP restores power after a wildfire or preemptive de-energization in a similar manner, ensuring the assets are in a safe condition prior to re-energization.

GWP maintains a list of reclosers that are disabled in the event of a Red Flag Warning or as determined necessary by the Power System Operators based upon system conditions. These devices are disabled during periods of extreme wildfire danger to minimize the likelihood of inadvertently sparking a fire upon automatic re-energization. Upon restoration, the reclosers will be re-enabled to perform normally.

GWP maintains a list of transmission and distribution lines that must be manually patrolled prior to re-energization, in the event the lines were automatically (e.g., via relay action) or manually (through Power System Operator action) de-energized. System Dispatch notifies GWP staff that the lines are being patrolled in anticipation of re-energization. During these patrols, GWP personnel ensure that structures and equipment are not damaged – e.g., poles are upright, conductors are attached, transformers are in place, there are no trees or other vegetation in contact with overhead conductors, etc.

During these patrols, if equipment or assets are found in a suboptimal condition, GWP personnel will coordinate to repair the equipment and restore service. To facilitate repairs, GWP maintains a minimum level of spare distribution transformers, conduit, cables and conductors, other equipment, and associated parts in its warehouse. When minimum thresholds are reached, the warehouse automatically orders a pre-determined number of units to restore warehouse stock in anticipation of the next emergency.

In the event GWP lacks the personnel, equipment, or parts to rapidly restore service, it can leverage mutual assistance and mutual aid programs with neighboring utilities. In these cases, neighboring utilities can quickly offer personnel, equipment, and parts to safely and quickly restore service to customers.

Glendale reacts proactively whenever there is a Red Flag warning issued for the area by the National Weather Service, and de-energizes Glendale’s 34.5 kV “Bel Aire-Montrose transmission line. Also, before the line is re-energized, a lineman patrols to confirm that the line is intact and that there is no debris lodged across the insulators or the lines. Overwhelming majority of the area serviced by GWP is classified as ‘Urban’, with clear access by the city Fire Department, therefore the possibility of wildfire is very low, but there is a single subtransmission line mentioned in the above paragraph “Bel Aire-Montrose line” that runs across an uninhabited hilly terrain covered with brush; it has limited vehicular access. This is an area of elevated fire risk. For that reason, GWP de-energizes this transmission line (without loss of customer load) each time the National Weather Service issues a Red Flag Alert.

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20. Plan Maintenance and Inspection Effectiveness
This Plan is intended to be a “living document,” providing guidance to GWP on funding and operational priorities, yet with sufficient flexibility to be updated based upon new data and feedback from those responsible for its implementation.

As described in 10. Metrics and 11. Metrics Feedback, GWP’s metrics are intended to measure the effectiveness of this Plan. As the metrics are collected and analyzed, the Plan’s effectiveness will be evaluated and, as necessary, the Plan will be modified in response to that feedback. The Wildfire Mitigation Plan Committee will meet quarterly, or as needed, to review the Plan metrics and compare against operational performance – specifically, the Committee will assess each metric and, with the benefit of hindsight and added experience, determine the metric’s effectiveness. The Plan will be reviewed annually and circulated through GWP management, City of Glendale management, and the City of Glendale’s City Council for review and approval. This review process will include making updates to the Plan to correct any Plan deficiencies.

As discussed in 9. Preventative Strategies and Programs, Operations & Maintenance (O&M) Efforts, GWP contracted with an engineering firm to conduct a complete system inspection of all poles, vaults, and associated/attached equipment. GWP staff will oversee these inspections and will assign qualified personnel to monitor and audit the inspections to ensure that they are conducted in a consistent and thorough manner. As changes to the process are required, GWP staff will be empowered to initiate those changes with the contracted inspectors. Once completed, this set of system inspections will establish a condition baseline. GWP will then use internal staff to launch an on-going inspection program, using the contractor inspection plan as a basis, to ensure system assets continue to be monitored and inspected on a regular basis.

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Exhibit A.ꢀꢀCity of Glendale Fire Threat Map

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Exhibit B.ꢀꢀVegetation Management Program (VMP)
The two-page VMP brochure below was up to date as of the date of this Plan. For the latest version, please see https://www.glendaleca.gov/government/departments/fire-department/fireprevention-environmental-management/vegetation-management-and-weed-abatement.

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Exhibit B.ꢀꢀVegetation Management Program (VMP), continued

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Exhibit C.ꢀꢀGeneral Statistics from CalFireꢀꢀ
Glendale
Very High Fire Hazard Severity Zones in LRA
As Recommended by CAL FIRE
https://osfm.fire.ca.gov/media/5819/glendale.pdf
General Statistics

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21. GWP Accomplishments during calendar year 2021
During calendar year 2022, GWP completed the following projects to mitigate the risk of wildfire.
 Replaced 8 power poles in Tier 2 and Tier 3.
 Replaced 8 transformers in Tier 2 and Tier 3.
 Trimmed 6787 trees within Tier 2 and Tier 3.
 Installed 8,306 feet of underground high voltage circuits within Tier 2 and Tier 3. Most new installations are underground, unless doing so would be cost-prohibitive or is otherwise unfeasible.
 Procured 15 fire resistant wrap/coating poles to install in the high risk.  GWP’s linemen replaced two power poles with fire resistant wrap/coated poles and also installed 250 feet of covered conductors in Tier 2. Project as the first was completed successfully.
 Field supervisors continually assess and inspect the electrical facilities when they are in the field for any project construction.
 We rebuilt three power poles/300 feet of overhead circuit per project #652AA-13, and 16 power poles/1568 feet under project #30076-20 for 12kV operation to increase the conductor-spacing. This will minimize the likelihood of fire due wire slapping.  We purchased and installed the first batch of composite crossarms to improve the system reliability.
 Replacement of insulators to reduce the likelihood of overhead conductors becoming detached and contacting vegetation or other flammable materials.  Identification, and replacement, of splices, clamps, and connectors on overhead conductors, where stress from heat or general use can cause downed conductors to come in contact with vegetation or other flammable materials.  Installed Fusesaver device to minimize the risk of fire in brush area from ejecting a blown fuse.
 In calendar year 2021, 6787 trees were trimmed within Tier 2 & Tier 3.  To evaluate the effectiveness of the wildfire plan, GWP came up with metrics posted on an internal website to track the number of electrical assets replaced in Tier 2 and Tier 3.

These numbers were directly extracted from Electrical GIS map.  GWP has acquired a new Outage Management System (OMS) by DataVoice International Inc., which allows efficient and quick notification to our customers of impending power outage, whether than outage is due to generation shortage or due to PSPS.

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22. GWP Accomplishments during calendar year 2022
During calendar year 2022, GWP completed the following projects to mitigate the risk of wildfire.
 The approved budget for Wildfire Mitigation for the fiscal year 2022 -23 is $200,000.  GWP’s contractor trimmed 8016 trees within Tier 2 and Tier 3. Vegetation management has been expanded to exceed minimum clearance requirements as described in GO 95, by trimming trees down to the telecommunications level. In fiscal year 22-23, we spent $780 thousand on tree trimming and vegetation management.
 GWP construction crew replaced 14 power poles in Tier 2 and 10 power poles in Tier 3.  Replaced 6 overhead transformers in Tier 2 and Tier 3.  Replaced 6 underground transformers in Tier 2 and Tier 3.  Installed 223 feet of covered conductor wires in Tier 2.  Installed 1107 feet of underground conduits within Tier 2 and Tier 3. Most new installations are underground, unless doing so would be cost-prohibitive or is otherwise unfeasible.  Procured 30 composite crossarms to install in the high risk.  Inspected 71 power poles within the Glendale Service territory to identify any possible electrical equipment at the verge failure.
 Inspected 674 Street Lights within the City.
 Inspected 5 vaults within the City.
 Inspected 71 pull boxes within the City
 Glendale’s longest sub-transmission line is the one connecting Bel Aire Substation in Northwest Glendale to Montrose Substation in Montrose. This 34.5kV line passes through both tier 2 and tier 3 fire-threat zones. Portions of the line lies in the mountainous area and accessing it can be difficult. The line which is mostly overhead has three conductors. These conductors can break due to aging, corrosion, lighting strikes and other reasons. If a downed energized conductor causes fire to break out due to generated heat and sparking, it would be difficult for emergency personnel to response quickly. GWP is currently implementing SEL’s broken conductor detection scheme. This scheme will detect any broken conductor that may be under way to fall on the ground and de-energizes the line before the conductor hits the ground. A factory acceptance tests has been completed successfully and the project would be commissioned in the upcoming months.

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23. Third‐Party Independent Assessmentꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀ Exhibit D

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2023 Independent Evaluation of Glendale
Water and Power’s 2023 Wildfire Mitigation
Plan
Prepared for:

Glendale Water & Power
Submitted by:

Guidehouse Inc.
4001 South 700 East
Salt Lake City, UT 84107
May 17, 2023
guidehouse.com
This deliverable was prepared by Guidehouse Inc. for the sole use and benefit of, and pursuant to a client relationship exclusively with Glendael Water and Power (“Client”). The work presented in this deliverable represents Guidehouse’s professional judgement based on the information available at the time this report was prepared. Guidehouse is not responsible for a third party’s use of, or reliance upon, the deliverable, nor any decisions based on the report. Readers of the report are advised that they assume all liabilities incurred by them, or third parties, as a result of their reliance on the report, or the data, information, findings and opinions contained in the report.

EXHIBIT 2
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Page i
Table of Contents
Executive Summary ...................................................................................................... 1

1. Background ............................................................................................................... 2

1.1 Wildfire Mitigation Plans .............................................................................................. 2

1.1.1 SB 901..............................................................................................................2

1.1.2 AB 1054 Statutory Modifications .......................................................................3

1.2 Glendale Water and Power Plan Preparation .............................................................. 3

1.2.1 Independent Evaluation Services......................................................................3

2. Evaluation Scope and Approach ............................................................................. 4

2.1 Evaluation Parameters ................................................................................................ 4

2.1.1 WMP Requirements..........................................................................................4

2.1.2 Industry Knowledge and Regulatory Proceedings.............................................5

2.2 Evaluation Approach ................................................................................................... 5

2.2.1 Statutory Compliance........................................................................................6

2.2.2 Industry Wildfire Mitigation Practices Comparison ............................................6

3. GWP WMP Elements................................................................................................. 7

3.1 Stakeholders Responsible for Executing the Plan ....................................................... 7

3.2 Objectives of the Plan ................................................................................................. 7

3.3 Wildfire Prevention Strategies ..................................................................................... 8

3.4 Metrics ........................................................................................................................ 8

3.5 Disabling Reclosers..................................................................................................... 9

3.6 De-Energizing Protocols.............................................................................................. 9

3.7 Event Communication ............................................................................................... 10

3.8 Vegetation Management ........................................................................................... 10

3.9 Infrastructure Inspections .......................................................................................... 11

3.10 Risk Assessment and Drivers.................................................................................. 11

3.11 Asset Overview and Service Territory...................................................................... 11

3.12 Restoration.............................................................................................................. 13

3.13 Monitoring and Auditing the Plan............................................................................. 14

3.14 Annual Review ........................................................................................................ 14

4. Results and Discussion.......................................................................................... 15 Appendix A. Statutory Compliance Matrix.............................................................. A-1 243 of 704
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List of Tables
Table 2-1 – POU Requirements ................................................................................................ 4 Table 3-1 – Breakdown of GWP’s 2022 Service Territory Electrical Assets............................. 13 List of Figures
Figure 1-1 – Fire Triangle.......................................................................................................... 2 Figure 2-1 – Mitigation Strategy Overview................................................................................. 6 Figure 3-1 – GWP HFTD Map................................................................................................. 12 244 of 704
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Executive Summary
Glendale Water & Power (GWP) contracted with Guidehouse Inc. (Guidehouse) to engage in an independent evaluation of its Wildfire Mitigation Plan (WMP). This independent evaluation report (Report) describes the technical review and evaluation provided by Guidehouse. Guidehouse performed this evaluation in May 2023 and finalized the Report on May 17, 2023. Guidehouse’s project team reviewed detailed information related to the Plan and assessed GWP’s procedures related to the Plan.

The Plan was prepared as a response to Senate Bill (SB) 901. SB 901 and included a number of provisions and directives, among which includes the requirement for electric utilities to prepare and adopt WMPs and revise and update the Plan annually thereafter. These requirements are codified in the California Public Utilities Code (PUC) Section 8387 for publicly owned utilities (POUs).

Guidehouse evaluated the Plan based on the statutory requirements of PUC Section 8387 as it relates to POUs. This PUC Section was amended in 2019 with the signing of California’s Assembly Bill (AB) 1054 into law. The POUs are now subject to the guidance provided by the California Wildfire Safety Advisory Board and mandatory cyclical reviews, including a comprehensive update every three years. The required elements for a WMP have not been modified by this new legislation. This Report meets GWP’s requirements under PUC Section 8387(c), which mandates an independent evaluation of GWP’s WMP. The Report was also developed to satisfy the statutory requirement for public review. This Report underlies the required presentation at a public meeting of the Glendale City Council scheduled for May 23, 2023. GWP will also present this information to the GWP Board on May 4, 2023, for advice and comments before presentation to the City Council. The Report includes the following:
• Background of the legislative history requiring WMPs and their independent evaluations • Approach and methodology evaluating the WMP’s comprehensiveness • GWP’s WMP elements and their compliance with SB 901 and PUC Section 8387 WMP elements and directives
• An evaluation of the WMP’s presented metrics to assess the effectiveness of the overall WMP
• Determinations and results
Based on relevant experience in grid hardening and resiliency, natural disaster response, prior experience in WMP development, and active tracking of wildfire legislative and regulatory proceedings Guidehouse has concluded that GWP’s WMP is comprehensive in accordance with PUC section 8387.
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1. Background
In recent years, California has seen numerous utility equipment-involved, catastrophic wildfires.

The unique geographic profile of California and the impacts of climate change, including prolonged drought, high winds, and elevated temperatures, have led to elongated fire seasons.

The state also has historically high levels of past fire suppression efforts. This increasingly abundant dry vegetation is the leading driver of wildfires. These fuel-rich environments, coupled with intensified climatological conditions with high wind gusts and inherent electrical infrastructure risks, produce the conditions conducive to potential wildfire ignition. The three attributes that provide optimal conditions for a fire ignition are illustrated through the graphic in Figure 1-1.

Figure 1-1 – Fire Triangle
Disastrous wildfire threat is a well-known and shared priority among electric utilities in California.

Disastrous utility-involved wildfire incidents and the significant financial and livelihood impacts associated with them led California legislators and regulators to formalize requirements to ensure safe operations of electric utility equipment and greater investment in wildfire mitigation efforts. Specifically, the state has approved legislation that strengthens governmental and regulatory oversight of wildfire prevention implementation activities, utility wildfire mitigation plans, and proper dispersal of state funds to wildfire victims. In an effort to minimize future devastating occurrences through risk-driven wildfire prevention, electric utilities, including cooperatives, were mandated, by SB 901 (Senator Bill Dodd, 2018), to prepare and annually adopt a wildfire mitigation plan. This effort is foundational to the state’s prioritized goal of minimizing the potential of devastating fires in future years.

1.1 Wildfire Mitigation Plans

1.1.1 SB 901
In an effort to minimize future devastating occurrences through risk-driven wildfire prevention, electric utilities, including publicly owned utilities (POUs), were mandated, by Senate Bill (SB) 901 to prepare and annually adopt a WMP. The WMPs must include several mitigation and response elements in each utility’s strategies, protocols, and programs. The requirements for POUs are codified in Public Utilities Code (PUC) Section 8387. Details relating to POU requirements are discussed in Section 2 of this WMP Report. 246 of 704
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1.1.2 AB 1054 Statutory Modifications
In 2019, Assembly Bill (AB) 1054 was signed into law, modifying the requirements for POU WMPs. AB 1054 aims to mitigate the intensity of wildfire impacts through several initiatives separate from those actions required of electric utilities. AB 1054 includes directives to establish the Wildfire Safety Division1 at the California Public Utilities Commission and the state’s Wildfire Safety Advisory Board (WSAB). AB 1054 requires POUs submit their WMPs by July 1 of each year for review by and recommendations from WSAB and requires POUs to comprehensively update their WMPs at least every three years. The most recent Guidance Advisory Opinion for 2022 POU WMPs was published on March 2, 2022.

1.2 Glendale Water and Power Plan Preparation
Glendale Water and Power (GWP) is a municipal utility that serves the citizens and community of Glendale, California including over 34,000 water and 89,000 electric customers that has served Glendale’s electrical needs for over 100 years. GWP is owned and operated by the City of Glendale and is governed by the Glendale City Council. GWP generates, transmits, and distributes power to Glendale residential and commercial customers.

GWP prepared its first WMP in 2019, pursuant to SB 901. Throughout its history, the City of Glendale has experienced wildfires within its service territory which stemmed from dry vegetation contacting GWP electrical assets. The GWP WMP describes the various programs, policies, procedures, and activities GWP is engaging in to mitigate the threat of power-line ignited wildfires. Additionally, the GWP WMP is reviewed and updated annually in accordance with PUC Section 8387

1.2.1 Independent Evaluation Services
PUC Section 8387(c) directs POUs to procure an independent evaluation (IE) of the comprehensiveness of the WMP. The provisions of PUC Section 8387 state that the “qualified independent evaluator” shall be experienced in “assessing the safe operation of electrical infrastructure” and will perform an assessment to determine the comprehensiveness of the WMP.

Accordingly, GWP sought IE services to assess the comprehensiveness of its WMP pursuant to PUC Section 8387(c). GWP selected Guidehouse to perform this assessment based on Guidehouse’s prior experience with assessing the safe operation of electrical infrastructure, including grid-hardening and WMPs, with an emphasis on electrical equipment, public, and personnel safety. Guidehouse has conducted over 12 independent evaluations of POUs across California and is a California Office of Energy Infrastructure Safety (“Energy Safety”) designated qualified independent evaluator for the last two years, and as such has conducted six independent evaluations of three CA IOUs.

This Report presents the results of Guidehouse’s WMP IE. 1 Oversight and responsibility for the Wildfire Safety Division was transferred from the California Public Utilities Commission to the California Natural Resources Agency on July 1, 2021 and is now known as the Office of Energy Infrastructure Safety.
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2. Evaluation Scope and Approach
Guidehouse completed this evaluation based on industry standard practices, our experience performing independent evaluations of WMPs, our active tracking of wildfire regulatory proceedings, WSAB guidance, and, most importantly, a comparison of the specific criteria in PUC Section 8387(b)(2) to the specific wildfire-related plans outlined in GWP’s WMP.

2.1 Evaluation Parameters

2.1.1 WMP Requirements
Table 2-1 lists the requirements for the statutory requirements for POUs to address in their WMPs.

Table 2-1 – POU Requirements
PUC Section 8387
(a) Each local publicly owned electric utility and electrical cooperative shall construct, maintain, and operate its electrical lines and equipment in a manner that will minimize the risk of wildfire posed by those electrical lines and equipment.
(b) (1) The local publicly owned electric utility or electrical cooperative shall, before January 1, 2020, prepare a wildfire mitigation plan. After January 1, 2020, a local publicly owned electric utility or electrical cooperative shall prepare a wildfire mitigation plan annually and shall submit the plan to the California Wildfire Safety Advisory Board on or before July 1 of that calendar year. Each local publicly owned electric utility and electrical cooperative shall update its plan annually and submit the update to the California Wildfire Safety Advisory Board by July 1 of each year. At least once every three years, the submission shall be a comprehensive revision of the plan.
(2) The wildfire mitigation plan shall consider as necessary, at minimum, all of the following:
(A) An accounting of the responsibilities of persons responsible for executing the plan. (B) The objectives of the wildfire mitigation plan.
(C) A description of the preventive strategies and programs to be adopted by the local publicly owned electric utility or electrical cooperative to minimize the risk of its electrical lines and equipment causing catastrophic wildfires, including consideration of dynamic climate change risks. (D) A description of the metrics the local publicly owned electric utility or electrical cooperative plans to use to evaluate the wildfire mitigation plan’s performance and the assumptions that underlie the use of those metrics. (E) A discussion of how the application of previously identified metrics to previous wildfire mitigation plan performances has informed the wildfire mitigation plan. (F) Protocols for disabling reclosers and deenergizing portions of the electrical distribution system that consider the associated impacts on public safety, as well as protocols related to mitigating the public safety impacts of those protocols, including impacts on critical first responders and on health and communication infrastructure. (G) Appropriate and feasible procedures for notifying a customer who may be impacted by the deenergizing of electrical lines. The procedures shall consider the need to notify, as a priority, critical first responders, health care facilities, and operators of telecommunications infrastructure. (H) Plans for vegetation management.
(I) Plans for inspections of the local publicly owned electric utility’s or electrical cooperative’s electrical infrastructure.
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(J) A list that identifies, describes, and prioritizes all wildfire risks, and drivers for those risks, throughout the local publicly owned electric utility’s or electrical cooperative’s service territory. The list shall include, but not be limited to, both of the following:
(i) Risks and risk drivers associated with design, construction, operation, and maintenance of the local publicly owned electric utility’s or electrical cooperative’s equipment and facilities. (ii) Particular risks and risk drivers associated with topographic and climatological risk factors throughout the different parts of the local publicly owned electric utility’s or electrical cooperative’s service territory. (K) Identification of any geographic area in the local publicly owned electric utility’s or electrical cooperative’s service territory that is a higher wildfire threat than is identified in a commission fire threat map, and identification of where the commission should expand a high fire-threat district based on new information or changes to the environment.
(L) A methodology for identifying and presenting enterprise wide safety risk and wildfire-related risk. (M) A statement of how the local publicly owned electric utility or electrical cooperative will restore service after a wildfire.
(N) A description of the processes and procedures the local publicly owned electric utility or electrical cooperative shall use to do all of the following:
(i) Monitor and audit the implementation of the wildfire mitigation plan. (ii) Identify any deficiencies in the wildfire mitigation plan or its implementation, and correct those deficiencies. (iii) Monitor and audit the effectiveness of electrical line and equipment inspections, including inspections performed by contractors, that are carried out under the plan, other applicable statutes, or commission rules. (3) The local publicly owned electric utility or electrical cooperative shall, on or before January 1, 2020, and not less than annually thereafter, present its wildfire mitigation plan in an appropriately noticed public meeting. The local publicly owned electric utility or electrical cooperative shall accept comments on its wildfire mitigation plan from the public, other local and state agencies, and interested parties, and shall verify that the wildfire mitigation plan complies with all applicable rules, regulations, and standards, as appropriate. (c) The local publicly owned electric utility or electrical cooperative shall contract with a qualified independent evaluator with experience in assessing the safe operation of electrical infrastructure to review and assess the comprehensiveness of its wildfire mitigation plan. The independent evaluator shall issue a report that shall be made available on the internet website of the local publicly owned electric utility or electrical cooperative, and shall present the report at a public meeting of the local publicly owned electric utility’s or electrical cooperative’s governing board.

2.1.2 Industry Knowledge and Regulatory Proceedings
The state’s priority towards abating future catastrophic wildfire events is demonstrated through aggressive measures, directing utilities to enhance their protocols for fire prevention, public communications, and response. That collection of information is presented in a comprehensive WMP. Guidehouse tracks state proceedings and routinely advises, assesses, and guides utility wildfire mitigation efforts. Accordingly, we reviewed GWP’s WMP against the provisions in PUC § 8387 and relative to its risk profile which includes, but is not limited to, its topography, climate, assets, and structure.

2.2 Evaluation Approach
Guidehouse assessed the comprehensiveness of the plan against the applicable regulations to determine whether GWP meets the standard set forth in PUC § 8387(c). 249 of 704
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2.2.1 Statutory Compliance
Guidehouse sought to determine compliance with the provisional requirements laid out in SB901 as codified in PUC Section 8387. The WMP’s alignment with the statutory requirement is presented in Appendix A. GWP’s mitigation measures are not required to exceed the statutory requirements.

2.2.2 Industry Wildfire Mitigation Practices Comparison Guidehouse’s understanding of an effective WMP draws on comparisons from existing WMPs and industry practices, WSAB guidance, risk profile, and mitigation strategy. This mitigation strategy analysis is visually summarized in Figure 2-1.

Figure 2-1 – Mitigation Strategy Overview
These critical elements are evaluated as part of Guidehouse’s review of the comprehensiveness of GWP’s WMP. This evaluation includes a consideration that not all of these strategies are necessarily present in or applicable to GWP’s WMP, due to GWP’s inherent risk, size, location, and operational characteristics.
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Glendale City CouncilJune 6, 2023

Glendale City Council
June 6, 2023