Agenda packet, first session — Glendale City Council, June 4, 2024 (part 2 of 4)

City of Glendale
Salary Exhibit A ‐ Eff 06/30/2024 ‐ GMAP‐GPOA‐GPON Cola 2182 2683 Updates ‐ Pending Approval Salary Range Step 1S t e p 2S t e p 3S t e p 4S t e p 5S t e p 6S t e p 7S t e p 8S t e p 9S t e p 10 2132 7,022.31 7,408.88 7,814.98 8,246.39 8,699.68 9,177.06 9,683.30 10,214.75 ‐ ‐ 2133 7,920.13 8,355.74 8,815.35 9,300.18 9,811.72 10,351.36 10,920.68 11,521.28 ‐ ‐ 2134 7,022.31 7,408.88 7,814.98 8,246.39 8,699.68 9,177.06 9,683.30 10,214.75 ‐ ‐ 2135 9,305.95 9,817.86 10,357.50 10,928.04 11,528.63 12,162.54 12,830.97 13,537.28 ‐ ‐ 2136 7,814.98 8,245.18 8,698.47 9,177.06 9,682.18 10,214.75 10,776.17 11,368.66 ‐ ‐ 2137 7,632.03 8,052.00 8,494.86 8,963.03 9,448.61 9,970.85 10,512.81 11,101.77 ‐ ‐ 2138 7,814.98 8,245.18 8,698.47 9,177.06 9,682.18 10,214.75 10,776.17 11,368.66 ‐ ‐ 2139 8,072.38 8,516.35 8,984.81 9,478.94 10,000.34 10,550.31 11,130.62 11,742.75 ‐ ‐ 2140 10,660.03 11,246.76 11,864.47 12,518.02 13,203.67 13,930.73 14,698.08 15,506.84 ‐ ‐ 2141 9,042.50 9,540.64 10,064.09 10,617.41 11,203.02 11,817.39 12,467.39 13,153.04 ‐ ‐ 2142 9,426.74 9,944.42 10,492.06 11,068.46 11,678.17 12,320.18 12,997.73 13,712.13 ‐ ‐ 2143 9,717.54 10,251.97 10,815.81 11,410.73 12,038.31 12,700.41 13,398.90 14,135.82 ‐ ‐ 2144 11,125.97 11,736.80 12,381.04 13,064.45 13,781.18 14,541.56 15,338.87 16,182.16 ‐ ‐ 2145 8,637.51 9,112.57 9,613.76 10,142.52 10,700.36 11,288.88 11,909.77 12,564.81 ‐ ‐ 2146 11,739.13 12,385.69 13,066.69 13,782.30 14,541.56 15,339.99 16,185.51 17,076.07 ‐ ‐ 2147 11,739.13 12,385.69 13,066.69 13,782.30 14,541.56 15,339.99 16,185.51 17,076.07 ‐ ‐ 2148 9,746.30 10,282.30 10,847.82 11,444.41 12,073.86 12,738.01 13,438.60 14,177.72 ‐ ‐ 2149 9,230.01 9,737.36 10,272.26 10,837.22 11,433.15 12,062.41 12,725.84 13,425.76 ‐ ‐ 2150 10,163.00 10,722.20 11,312.27 11,933.52 12,589.30 13,281.83 14,013.55 14,784.34 ‐ ‐ 2151 10,194.09 10,754.39 11,345.68 11,970.37 12,629.59 13,323.34 14,056.07 14,828.08 ‐‐ 2152 14,952.31 15,775.97 16,642.33 17,556.90 18,523.31 19,541.36 20,615.99 21,750.26 ‐ ‐ 2153 13,592.56 14,340.27 15,128.38 15,960.13 16,837.85 17,763.95 18,740.69 19,771.49 ‐ ‐ 2154 10,163.01 10,722.19 11,312.27 11,933.52 12,589.30 13,281.84 14,013.55 14,784.34 ‐ ‐ 2155 10,272.26 10,837.21 11,433.15 12,061.20 12,723.95 13,424.49 14,163.09 14,941.98 ‐ ‐ 2156 7,438.75 7,849.50 8,280.92 8,729.55 9,208.15 9,715.50 10,258.49 10,823.35 ‐ ‐ 2157 11,863.36 12,515.69 13,203.67 13,929.52 14,695.75 15,504.52 16,357.02 17,256.70 ‐ ‐ 2158 8,355.64 8,814.70 9,299.06 9,810.97 10,350.52 10,918.83 11,519.36 12,152.93 ‐ ‐ 2159 9,210.94 9,717.54 10,251.97 10,815.81 11,410.73 12,038.31 12,700.41 13,398.90 ‐ ‐ 2160 5,981.65 6,310.70 6,657.81 7,023.99 7,410.27 7,817.86 8,247.79 8,701.45 ‐ ‐ 2161 7,627.07 8,046.56 8,489.12 8,956.02 9,448.60 9,968.28 10,516.53 11,094.94 ‐ ‐ 2162 8,072.19 8,516.17 8,984.53 9,478.66 10,000.07 10,550.04 11,130.25 11,742.48 ‐ ‐ 2163 10,260.72 10,825.67 11,421.61 12,049.75 12,712.42 13,411.84 14,149.32 14,927.09 ‐ ‐ 2164 9,305.95 9,817.86 10,357.50 10,928.04 11,528.63 12,162.54 12,830.97 13,537.28 ‐ ‐ 2165 12,040.76 12,703.00 13,401.67 14,138.76 14,916.39 15,736.79 16,602.31 17,515.44 ‐ ‐ 2166 9,595.68 10,123.45 10,680.24 11,267.65 11,887.37 12,541.18 13,230.94 13,958.64 ‐ ‐ 2167 13,048.35 13,767.32 14,525.55 15,322.68 16,168.39 17,051.88 17,990.65 18,982.36 ‐ ‐ 2168 10,271.67 10,836.61 11,432.62 12,061.42 12,724.79 13,424.66 14,163.01 14,941.98 ‐ ‐ 2169 7,229.37 7,627.37 8,047.35 8,490.20 8,956.14 9,448.60 9,968.28 10,516.53 ‐ ‐ 2170 10,251.60 10,815.34 11,410.08 12,038.30 12,700.87 13,398.07 14,134.96 14,912.38 ‐ ‐ 2171 7,920.13 8,355.74 8,815.35 9,300.18 9,811.72 10,351.36 10,920.68 11,521.28 ‐ ‐ 2172 10,723.80 11,313.61 11,935.86 12,592.33 13,284.91 14,015.58 14,786.44 15,599.69 ‐ ‐ 2173 7,315.72 7,717.18 8,142.82 8,591.45 9,063.16 9,561.30 10,085.96 10,641.60 ‐ ‐ 2174 8,539.91 9,009.60 9,505.13 10,027.91 10,579.45 11,161.32 11,775.19 12,422.83 ‐ ‐ 2175 11,739.13 12,385.69 13,066.69 13,782.30 14,541.56 15,339.99 16,185.51 17,076.07 ‐ ‐ 2176 10,260.72 10,825.67 11,421.61 12,049.75 12,712.42 13,411.84 14,149.32 14,927.09 ‐ ‐ 2177 9,709.72 10,243.60 10,807.25 11,402.07 12,029.00 12,689.34 13,387.73 14,124.01 ‐ ‐ 2178 9,716.99 10,251.42 10,815.25 11,410.09 12,037.64 12,699.72 13,398.20 14,135.10 ‐ ‐ 2179 8,918.67 9,409.20 9,926.71 10,472.67 11,048.67 11,656.35 12,297.45 12,973.81 ‐‐ 2180 8,355.64 8,814.70 9,299.06 9,810.97 10,350.52 10,918.83 11,519.36 12,152.93 ‐‐ 2181 9,933.63 10,479.98 11,056.37 11,664.47 12,306.02 12,982.85 13,696.91 14,450.24 ‐‐ 2182 8,180.80 8,637.52 9,109.22 9,600.48 10,129.70 10,686.83 11,274.61 11,894.71 ‐‐ 2500 6,441.36 6,795.63 7,169.63 7,561.87 7,979.41 8,417.81 8,880.79 9,369.23 ‐‐ 2501 7,655.85 8,076.94 8,521.19 8,989.83 9,484.25 10,005.93 10,556.27 11,136.86 ‐ ‐ 2502 5,984.69 6,313.85 6,661.11 7,027.48 7,413.99 7,821.76 8,251.95 8,705.81 ‐ ‐ 2503 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2504 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐‐ 2505 5,907.48 6,231.98 6,573.68 6,938.38 7,324.85 7,712.62 8,150.82 8,592.66 ‐‐ 2506 7,078.01 7,467.30 7,878.00 8,311.29 8,768.41 9,250.67 9,759.46 10,296.23 ‐‐ 2507 5,942.10 6,268.83 6,612.77 6,977.46 7,361.70 7,767.80 8,193.45 8,644.50 ‐‐ 2508 5,217.41 5,504.37 5,807.11 6,126.50 6,463.46 6,818.95 7,193.99 7,589.66 ‐‐ 2509 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2510 6,543.72 6,903.76 7,282.22 7,681.53 8,104.85 8,550.13 9,021.84 9,519.98 ‐ ‐ 2511 6,745.28 7,116.30 7,507.70 7,920.60 8,356.20 8,815.81 9,300.64 9,812.18 ‐ ‐ 2512 6,503.52 6,861.32 7,237.37 7,640.03 8,056.56 8,502.86 8,970.01 9,461.26 ‐ ‐ 2513 7,204.06 7,600.95 8,018.59 8,459.22 8,919.39 9,409.43 9,932.88 10,480.52 ‐ ‐ 2514 6,519.52 6,878.45 7,258.22 7,656.22 8,079.54 8,521.29 8,990.76 9,484.25 ‐ ‐ 2515 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2516 8,460.43 8,926.37 9,416.32 9,935.20 10,480.52 11,056.92 11,664.31 12,306.22 ‐ ‐ 2517 6,494.21 6,852.02 7,229.37 7,627.38 8,047.34 8,490.20 8,956.14 9,448.61 ‐ ‐ 2518 5,902.92 6,228.53 6,570.15 6,934.84 7,312.19 7,715.97 8,138.17 8,588.10 ‐ ‐ 2519 8,355.64 8,814.70 9,299.06 9,810.97 10,350.52 10,918.83 11,519.36 12,152.93 ‐ ‐ 2520 6,203.22 6,544.84 6,904.97 7,283.53 7,684.88 8,107.09 8,553.48 9,022.96 ‐ ‐ 5/29/2024 Page 3 of 12
203 of 770

City of Glendale
Salary Exhibit A ‐ Eff 06/30/2024 ‐ GMAP‐GPOA‐GPON Cola 2182 2683 Updates ‐ Pending Approval Salary Range Step 1S t e p 2S t e p 3S t e p 4S t e p 5S t e p 6S t e p 7S t e p 8S t e p 9S t e p 10 2521 7,062.61 7,451.40 7,860.95 8,295.81 8,734.20 9,230.01 9,728.15 10,273.47 ‐ ‐ 2522 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2523 5,133.24 5,416.23 5,713.09 6,026.04 6,358.53 6,708.25 7,077.21 7,466.45 ‐ ‐ 2524 5,761.38 6,078.90 6,412.51 6,771.43 7,143.10 7,521.57 7,941.54 8,380.95 ‐ ‐ 2525 5,761.38 6,078.90 6,412.51 6,771.43 7,143.10 7,521.57 7,941.54 8,380.95 ‐ ‐ 2526 7,204.06 7,600.95 8,018.59 8,459.22 8,919.39 9,409.43 9,932.88 10,480.52 ‐ ‐ 2527 5,231.05 5,518.60 5,822.43 6,144.50 6,482.77 6,833.59 7,213.36 7,610.25 ‐ ‐ 2528 5,366.82 5,661.35 5,973.18 6,297.49 6,644.97 7,013.10 7,398.55 7,805.77 ‐ ‐ 2529 5,761.38 6,078.90 6,412.51 6,771.43 7,143.10 7,521.57 7,941.54 8,380.95 ‐ ‐ 2530 7,581.68 7,998.67 8,438.65 8,902.73 9,392.40 9,908.96 10,454.00 11,028.91 ‐ ‐ 2531 7,737.93 8,163.48 8,612.20 9,086.24 9,586.61 10,114.71 10,670.45 11,257.09 ‐ ‐ 2532 5,450.85 5,749.94 6,066.24 6,396.50 6,751.89 7,119.00 7,515.89 7,926.55 ‐ ‐ 2533 6,189.36 6,528.83 6,887.75 7,266.22 7,665.34 8,087.54 8,531.71 9,001.00 ‐ ‐ 2534 9,142.54 9,645.33 10,175.66 10,734.85 11,325.02 11,947.30 12,604.28 13,298.03 ‐ ‐ 2535 5,981.19 6,311.26 6,658.74 7,024.64 7,409.99 7,816.10 8,247.51 8,702.00 ‐ ‐ 2536 8,560.56 9,031.34 9,528.08 10,052.18 10,605.03 11,188.32 11,803.61 12,452.88 ‐ ‐ 2537 9,801.19 10,340.34 10,908.56 11,508.31 12,141.12 12,809.24 13,512.89 14,255.74 ‐ ‐ 2538 7,828.75 8,260.17 8,715.78 9,193.16 9,698.19 10,230.94 10,794.59 11,388.30 ‐ ‐ 2539 8,707.68 9,187.39 9,691.30 10,225.17 10,787.71 11,380.20 12,006.02 12,667.56 ‐ ‐ 2540 7,828.75 8,260.17 8,715.78 9,193.16 9,698.19 10,230.94 10,794.59 11,388.30 ‐ ‐ 2542 9,362.34 9,877.69 10,420.69 10,993.64 11,598.80 12,236.05 12,909.14 13,618.98 ‐ ‐ 2543 9,141.42 9,645.33 10,175.66 10,737.08 11,326.14 11,946.18 12,604.28 13,298.03 ‐ ‐ 2544 7,646.92 8,065.77 8,509.75 8,979.22 9,473.92 9,993.92 10,543.80 11,123.64 ‐ ‐ 2545 7,469.83 7,881.70 8,313.12 8,769.84 9,253.00 9,763.88 10,299.99 10,865.97 ‐ ‐ 2546 6,252.63 6,596.67 6,951.04 7,337.50 7,734.39 8,169.25 8,621.42 9,095.59 ‐ ‐ 2547 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2548 6,303.26 6,649.53 7,016.54 7,407.67 7,818.42 8,249.84 8,692.70 9,169.06 ‐ ‐ 2549 4,835.37 5,102.16 5,381.80 5,677.45 5,990.31 6,319.45 6,666.83 7,032.64 ‐ ‐ 2551 7,903.57 8,338.43 8,797.39 9,279.52 9,789.20 10,326.42 10,895.84 11,496.43 ‐ ‐ 2552 6,842.90 7,220.25 7,618.26 8,035.80 8,477.55 8,948.14 9,437.16 9,955.96 ‐ ‐ 2553 8,460.43 8,926.37 9,416.32 9,935.20 10,480.52 11,056.92 11,664.31 12,306.22 ‐ ‐ 2554 8,460.43 8,926.37 9,416.32 9,935.20 10,480.52 11,056.92 11,664.31 12,306.22 ‐ ‐ 2555 7,412.32 7,819.54 8,249.84 8,703.12 9,181.72 9,686.74 10,219.40 10,781.94 ‐ ‐ 2556 6,854.25 7,231.23 7,628.96 8,048.55 8,491.23 8,958.19 9,450.93 9,970.75 ‐ ‐ 2557 7,234.02 7,633.14 8,053.11 8,497.09 8,964.33 9,456.70 9,977.82 10,525.47 ‐ ‐ 2558 7,114.35 7,506.68 7,918.55 8,349.87 8,814.70 9,294.41 9,809.86 10,349.40 ‐ ‐ 2559 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2560 5,981.19 6,311.26 6,658.74 7,024.64 7,409.99 7,816.10 8,247.51 8,702.00 ‐ ‐ 2561 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2562 5,981.19 6,311.26 6,658.74 7,024.64 7,409.99 7,816.10 8,247.51 8,702.00 ‐ ‐ 2564 6,700.15 7,068.38 7,457.17 7,844.85 8,301.58 8,758.30 9,233.46 9,746.58 ‐ ‐ 2565 6,745.28 7,116.30 7,507.70 7,920.60 8,356.20 8,815.81 9,300.64 9,812.18 ‐ ‐ 2566 7,284.92 7,685.54 8,108.30 8,554.23 9,024.73 9,521.10 10,044.73 10,597.22 ‐ ‐ 2567 7,920.13 8,355.74 8,815.35 9,300.18 9,811.72 10,351.36 10,920.68 11,521.28 ‐ ‐ 2568 7,234.02 7,633.14 8,053.11 8,497.09 8,964.33 9,456.70 9,977.82 10,525.47 ‐ ‐ 2569 5,907.48 6,231.98 6,573.68 6,938.38 7,324.85 7,712.62 8,150.82 8,592.66 ‐ ‐ 2570 5,534.79 5,839.65 6,159.48 6,503.52 6,848.67 7,226.02 7,635.56 8,050.88 ‐ ‐ 2571 6,681.72 7,048.74 7,436.52 7,846.06 8,277.48 8,730.76 9,211.59 9,718.94 ‐ ‐ 2572 6,700.15 7,068.38 7,457.17 7,844.85 8,301.58 8,758.30 9,233.46 9,746.58 ‐ ‐ 2573 10,723.80 11,313.61 11,935.86 12,592.33 13,284.91 14,015.58 14,786.44 15,599.69 ‐ ‐ 2574 6,073.13 6,406.74 6,757.66 7,135.01 7,520.45 7,935.77 8,370.63 8,835.36 ‐ ‐ 2575 6,363.19 6,712.80 7,082.15 7,472.16 7,884.03 8,317.68 8,774.40 9,256.44 ‐ ‐ 2576 6,363.19 6,712.80 7,082.15 7,472.16 7,884.03 8,317.68 8,774.40 9,256.44 ‐ ‐ 2577 6,586.34 6,948.71 7,330.61 7,734.39 8,160.13 8,612.20 9,081.59 9,580.93 ‐ ‐ 2578 8,460.43 8,926.37 9,416.32 9,935.20 10,480.52 11,056.92 11,664.31 12,306.22 ‐ ‐ 2579 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2580 5,547.44 5,853.51 6,175.58 6,508.08 6,867.00 7,250.03 7,648.22 8,070.42 ‐ ‐ 2581 4,528.09 4,776.65 5,040.10 5,318.52 5,610.72 5,917.91 6,241.19 6,587.46 ‐ ‐ 2582 4,636.22 4,891.67 5,160.88 5,447.31 5,747.61 6,061.68 6,392.97 6,743.89 ‐ ‐ 2583 6,421.16 6,774.32 7,146.92 7,539.99 7,954.75 8,392.22 8,853.78 9,340.75 ‐ ‐ 2584 8,607.74 9,081.12 9,580.56 10,107.55 10,663.38 11,249.92 11,868.66 12,521.46 ‐ ‐ 2585 7,655.85 8,076.94 8,521.19 8,989.83 9,484.25 10,005.93 10,556.27 11,136.86 ‐ ‐ 2586 6,667.95 7,033.85 7,420.32 7,833.40 8,237.18 8,703.12 9,192.05 9,698.19 ‐ ‐ 2587 6,829.03 7,205.17 7,600.95 8,018.59 8,459.22 8,923.95 9,415.20 9,932.88 ‐ ‐ 2588 7,438.75 7,849.50 8,280.92 8,729.55 9,208.15 9,715.50 10,258.49 10,823.35 ‐ ‐ 2589 7,350.16 7,755.14 8,180.79 8,634.07 9,109.22 9,608.48 10,138.81 10,694.46 ‐ ‐ 2590 7,886.26 8,320.00 8,775.61 9,258.77 9,769.56 10,306.88 10,873.97 11,471.12 ‐ ‐ 2591 7,350.16 7,755.14 8,180.79 8,634.07 9,109.22 9,608.48 10,138.81 10,694.46 ‐ ‐ 2592 8,814.70 9,299.06 9,809.86 10,350.52 10,920.03 11,520.63 12,155.56 12,822.78 ‐ ‐ 2593 7,666.65 8,088.85 8,532.83 9,001.00 9,495.79 10,020.35 10,570.32 11,151.28 ‐ ‐ 2594 7,368.58 7,773.57 8,201.45 8,653.61 9,128.77 9,630.35 10,160.78 10,719.77 ‐ ‐ 2595 5,366.82 5,661.35 5,973.18 6,297.49 6,644.97 7,013.10 7,398.55 7,805.77 ‐ ‐ 5/29/2024 Page 4 of 12
204 of 770

City of Glendale
Salary Exhibit A ‐ Eff 06/30/2024 ‐ GMAP‐GPOA‐GPON Cola 2182 2683 Updates ‐ Pending Approval Salary Range Step 1S t e p 2S t e p 3S t e p 4S t e p 5S t e p 6S t e p 7S t e p 8S t e p 9S t e p 10 2596 8,460.43 8,926.37 9,416.32 9,935.20 10,480.52 11,056.92 11,664.31 12,306.22 ‐ ‐ 2597 6,360.77 6,710.57 7,078.71 7,467.50 7,878.26 8,309.67 8,767.52 9,250.67 ‐ ‐ 2598 8,502.86 8,971.22 9,464.71 9,984.71 10,534.59 11,113.31 11,725.35 12,369.50 ‐ ‐ 2599 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2600 6,494.21 6,852.02 7,229.37 7,627.38 8,047.34 8,490.20 8,956.14 9,448.61 ‐ ‐ 2601 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2602 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2603 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2605 7,234.02 7,633.14 8,053.11 8,497.09 8,964.33 9,456.70 9,977.82 10,525.47 ‐ ‐ 2606 6,842.90 7,220.25 7,618.26 8,035.80 8,477.55 8,948.14 9,437.16 9,955.96 ‐ ‐ 2607 5,981.19 6,311.26 6,658.74 7,024.64 7,409.99 7,816.10 8,247.51 8,702.00 ‐ ‐ 2608 6,629.98 6,994.68 7,381.24 7,795.44 8,224.53 8,674.37 9,144.87 9,646.45 ‐ ‐ 2610 8,460.43 8,926.37 9,416.32 9,935.20 10,480.52 11,056.92 11,664.31 12,306.22 ‐ ‐ 2611 6,018.04 6,350.53 6,700.15 7,068.38 7,457.17 7,867.84 8,300.46 8,758.30 ‐ ‐ 2612 6,134.17 6,472.44 6,827.82 7,199.40 7,595.18 8,015.15 8,458.01 8,923.95 ‐ ‐ 2613 6,823.36 7,198.29 7,594.06 8,012.91 8,453.45 8,918.18 9,408.31 9,925.99 ‐ ‐ 2614 6,312.47 6,659.95 7,025.76 7,412.32 7,817.21 8,240.62 8,695.03 9,181.72 ‐ ‐ 2615 8,133.70 8,581.22 9,052.83 9,548.64 10,073.30 10,628.95 11,213.35 11,831.16 ‐ ‐ 2616 6,586.34 6,948.71 7,330.61 7,734.39 8,160.13 8,612.20 9,081.59 9,580.93 ‐ ‐ 2617 7,785.01 8,214.10 8,664.04 9,140.31 9,638.44 10,169.90 10,725.54 11,325.02 ‐ ‐ 2618 5,173.54 5,458.85 5,759.15 6,076.66 6,410.28 6,764.55 7,137.33 7,528.55 ‐ ‐ 2619 5,599.65 5,907.63 6,232.55 6,575.34 6,936.98 7,318.52 7,721.04 8,145.69 ‐ ‐ 2620 5,981.19 6,311.26 6,658.74 7,024.64 7,409.99 7,816.10 8,247.51 8,702.00 ‐ ‐ 2621 6,273.39 6,618.54 6,982.02 7,363.93 7,770.12 8,199.21 8,646.73 9,124.21 ‐ ‐ 2622 6,525.07 6,883.94 7,262.56 7,662.00 8,083.41 8,528.00 8,997.04 9,491.88 ‐ ‐ 2623 6,586.34 6,948.71 7,330.61 7,734.39 8,160.13 8,612.20 9,081.59 9,580.93 ‐ ‐ 2624 7,273.11 7,672.23 8,095.73 8,540.83 9,010.31 9,506.12 10,029.56 10,579.44 ‐ ‐ 2625 7,273.11 7,672.23 8,095.73 8,540.83 9,010.31 9,506.12 10,029.56 10,579.44 ‐ ‐ 2626 6,998.12 7,383.56 7,789.67 8,218.76 8,672.04 9,148.31 9,651.10 10,182.55 ‐ ‐ 2627 6,462.01 6,817.59 7,191.40 7,586.06 8,004.72 8,445.35 8,905.52 9,399.19 ‐ ‐ 2628 7,022.31 7,408.88 7,814.98 8,246.39 8,699.68 9,177.06 9,683.30 10,214.75 ‐ ‐ 2629 8,275.32 8,730.46 9,210.64 9,717.22 10,251.67 10,815.51 11,410.36 12,037.93 ‐ ‐ 2630 8,001.37 8,442.00 8,904.40 9,397.89 9,912.22 10,458.65 11,033.84 11,640.20 ‐ ‐ 2631 9,305.95 9,817.86 10,357.50 10,928.04 11,528.63 12,162.54 12,830.97 13,537.28 ‐ ‐ 2632 6,519.52 6,878.45 7,258.22 7,656.22 8,079.54 8,521.29 8,990.76 9,484.25 ‐ ‐ 2633 5,981.19 6,311.26 6,658.74 7,024.64 7,409.99 7,816.10 8,247.51 8,702.00 ‐ ‐ 2634 7,785.01 8,214.10 8,664.04 9,140.31 9,638.44 10,169.90 10,725.54 11,325.02 ‐ ‐ 2635 6,586.34 6,948.71 7,330.61 7,734.39 8,160.13 8,612.20 9,081.59 9,580.93 ‐ ‐ 2636 6,519.52 6,878.45 7,258.22 7,656.22 8,079.54 8,521.29 8,990.76 9,484.25 ‐ ‐ 2637 6,269.48 6,614.26 6,978.02 7,361.88 7,766.78 8,193.91 8,644.59 9,120.02 ‐ ‐ 2638 6,437.82 6,792.28 7,164.97 7,569.86 7,974.85 8,422.46 8,877.98 9,363.46 ‐ ‐ 2639 8,404.03 8,865.32 9,354.34 9,868.48 10,411.47 10,983.22 11,587.26 12,225.82 ‐ ‐ 2640 7,438.75 7,849.50 8,280.92 8,729.55 9,208.15 9,715.50 10,258.49 10,823.35 ‐ ‐ 2641 5,561.22 5,868.40 6,191.68 6,533.39 6,893.52 7,271.99 7,671.11 8,093.32 ‐ ‐ 2642 6,228.54 6,570.14 6,934.84 7,312.19 7,715.97 8,138.17 8,588.10 9,060.45 ‐ ‐ 2643 8,239.69 8,692.89 9,171.01 9,675.39 10,207.58 10,769.00 11,361.31 11,986.19 ‐ ‐ 2644 7,438.75 7,849.50 8,280.92 8,729.55 9,208.15 9,715.50 10,258.49 10,823.35 ‐ ‐ 2645 7,675.77 8,099.08 8,543.25 9,013.65 9,507.33 10,033.01 10,579.44 11,166.17 ‐ ‐ 2646 7,334.17 7,737.55 8,163.12 8,612.09 9,085.76 9,585.47 10,112.67 10,668.87 ‐ ‐ 2647 6,700.15 7,068.38 7,457.17 7,844.85 8,301.58 8,758.30 9,233.46 9,746.58 ‐ ‐ 2648 5,547.44 5,853.51 6,175.58 6,508.08 6,867.00 7,250.03 7,648.22 8,070.42 ‐ ‐ 2649 6,343.65 6,692.61 7,060.65 7,448.98 7,858.72 8,290.97 8,746.95 9,228.06 ‐ ‐ 2650 6,393.62 6,745.28 7,116.30 7,507.70 7,920.60 8,356.20 8,815.81 9,300.64 ‐ ‐ 2651 8,460.43 8,926.37 9,416.32 9,935.20 10,480.52 11,056.92 11,664.31 12,306.22 ‐ ‐ 2652 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2653 8,026.69 8,468.43 8,934.37 9,425.62 9,944.42 10,492.06 11,067.34 11,678.17 ‐ ‐ 2654 6,235.42 6,579.36 6,940.61 7,321.50 7,726.39 8,149.71 8,598.34 9,072.37 ‐ ‐ 2655 6,829.03 7,205.17 7,600.95 8,018.59 8,459.22 8,923.95 9,415.20 9,932.88 ‐ ‐ 2656 6,586.34 6,948.71 7,330.61 7,734.39 8,160.13 8,612.20 9,081.59 9,580.93 ‐ ‐ 2657 9,379.84 9,895.75 10,440.04 11,014.21 11,620.01 12,259.13 12,933.33 13,644.67 ‐ ‐ 2658 5,699.50 6,013.01 6,343.65 6,692.61 7,060.65 7,448.98 7,858.72 8,290.97 ‐ ‐ 2659 8,299.34 8,756.07 9,236.90 9,745.46 10,284.91 10,850.98 11,450.37 12,073.85 ‐ ‐ 2660 6,273.39 6,618.54 6,982.02 7,363.93 7,770.12 8,199.21 8,646.73 9,124.21 ‐ ‐ 2661 6,503.52 6,861.32 7,237.37 7,640.03 8,056.56 8,502.86 8,970.01 9,461.26 ‐ ‐ 2662 6,682.93 7,063.72 7,444.51 7,855.18 8,283.15 8,734.20 9,214.58 9,721.38 ‐ ‐ 2663 8,133.70 8,581.22 9,052.83 9,548.64 10,073.30 10,628.95 11,213.35 11,831.16 ‐ ‐ 2664 6,842.90 7,220.25 7,618.26 8,035.80 8,477.55 8,948.14 9,437.16 9,955.96 ‐ ‐ 2665 7,699.96 8,124.40 8,570.79 9,042.50 9,539.52 10,064.09 10,617.41 11,203.02 ‐ ‐ 2666 6,595.46 6,957.91 7,341.04 7,743.70 8,169.25 8,619.18 9,093.13 9,593.25 ‐ ‐ 2668 10,723.80 11,313.61 11,935.86 12,592.33 13,284.91 14,015.58 14,786.44 15,599.69 ‐ ‐ 2669 6,547.16 6,907.30 7,285.76 7,686.19 8,108.39 8,554.69 9,026.31 9,523.33 ‐ ‐ 2670 5,217.28 5,503.71 5,807.45 6,122.63 6,519.52 6,819.82 7,191.40 7,589.41 ‐ ‐ 5/29/2024 Page 5 of 12
205 of 770

City of Glendale
Salary Exhibit A ‐ Eff 06/30/2024 ‐ GMAP‐GPOA‐GPON Cola 2182 2683 Updates ‐ Pending Approval Salary Range Step 1S t e p 2S t e p 3S t e p 4S t e p 5S t e p 6S t e p 7S t e p 8S t e p 9S t e p 10 2671 5,844.21 6,166.37 6,504.63 6,856.67 7,238.67 7,643.57 8,056.56 8,500.63 ‐ ‐ 2672 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2673 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2674 5,981.19 6,311.26 6,658.74 7,024.64 7,409.99 7,816.10 8,247.51 8,702.00 ‐ ‐ 2675 5,981.19 6,311.26 6,658.74 7,024.64 7,409.99 7,816.10 8,247.51 8,702.00 ‐ ‐ 2676 7,143.10 7,535.43 7,948.42 8,385.61 8,846.90 9,333.49 9,846.71 10,389.70 ‐ ‐ 2677 7,305.86 7,707.68 8,131.65 8,578.89 9,050.69 9,548.55 10,073.67 10,627.74 ‐ ‐ 2678 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2679 7,273.11 7,672.23 8,095.73 8,540.83 9,010.31 9,506.12 10,029.56 10,579.44 ‐ ‐ 2680 10,723.80 11,313.61 11,935.86 12,592.33 13,284.91 14,015.58 14,786.44 15,599.69 ‐ ‐ 2681 6,202.01 6,543.72 6,903.76 7,283.53 7,683.77 8,105.97 8,552.37 9,022.96 ‐ ‐ 2682 6,304.28 6,651.01 7,016.82 7,402.73 7,809.86 8,239.42 8,692.61 9,170.64 ‐ ‐ 2683 11,612.34 12,251.44 12,925.44 13,636.80 14,386.79 15,177.89 16,012.09 16,892.76 ‐ ‐ 2684 6,963.69 7,346.71 7,751.70 8,180.79 8,637.52 9,109.22 9,600.48 10,129.69 ‐ ‐ 2685 6,745.28 7,116.30 7,507.70 7,920.60 8,356.20 8,815.82 9,300.64 9,812.19 ‐ ‐ 2686 6,601.13 6,964.19 7,347.22 7,751.31 8,177.64 8,627.41 9,101.91 9,602.52 ‐ ‐ 2687 7,670.15 8,092.01 8,537.07 9,006.61 9,501.98 10,024.58 10,575.94 11,157.61 ‐ ‐ 2688 5,402.37 5,699.50 6,012.97 6,343.69 6,692.59 7,060.68 7,449.02 7,858.72 ‐ ‐ 2689 7,785.23 8,213.42 8,665.16 9,141.74 9,644.54 10,174.99 10,734.61 11,325.01 ‐ ‐ 2690 5,988.47 6,317.84 6,665.32 7,031.91 7,418.67 7,826.70 8,257.17 8,711.31 ‐ ‐ 2691 6,667.95 7,033.85 7,420.32 7,833.40 8,237.18 8,703.12 9,192.05 9,698.19 ‐ ‐ 2692 7,334.17 7,737.55 8,163.12 8,612.09 9,085.76 9,585.47 10,112.67 10,668.87 ‐ ‐ 2693 8,067.28 8,510.99 8,979.09 9,472.94 9,993.95 10,543.62 11,123.52 11,735.31 ‐ ‐ 2694 8,275.32 8,730.46 9,210.64 9,717.22 10,251.67 10,815.51 11,410.36 12,037.93 ‐ ‐ 2695 9,933.63 10,479.98 11,056.37 11,664.47 12,306.02 12,982.85 13,696.91 14,450.24 ‐ ‐ 2696 9,933.63 10,479.98 11,056.37 11,664.47 12,306.02 12,982.85 13,696.91 14,450.24 ‐ ‐ 2697 10,723.80 11,313.61 11,935.86 12,592.33 13,284.91 14,015.58 14,786.44 15,599.69 ‐ ‐ 2698 7,412.32 7,819.54 8,249.84 8,703.12 9,181.72 9,686.74 10,219.40 10,781.94 ‐ ‐ 2699 8,756.07 9,238.02 9,746.58 10,282.68 10,848.66 11,445.81 12,075.06 12,738.84 ‐ ‐ 2700 9,142.54 9,645.33 10,175.66 10,734.85 11,325.02 11,947.30 12,604.28 13,298.03 ‐ ‐ 2701 8,427.38 8,890.89 9,379.89 9,895.78 10,440.05 11,014.25 11,620.03 12,259.14 ‐ ‐ 2702 8,355.64 8,814.70 9,299.06 9,810.97 10,350.52 10,918.83 11,519.36 12,152.93 ‐ ‐ 2703 6,203.22 6,544.84 6,904.97 7,283.53 7,684.88 8,107.09 8,553.48 9,022.96 ‐ ‐ 2705 6,617.21 6,981.16 7,365.12 7,770.20 8,197.56 8,648.43 9,124.09 9,625.92 ‐ ‐ 2706 7,640.05 8,060.25 8,503.57 8,971.26 9,464.68 9,985.24 10,534.43 11,113.82 ‐ ‐ 2707 7,334.17 7,737.55 8,163.12 8,612.09 9,085.76 9,585.47 10,112.67 10,668.87 ‐ ‐ 2708 8,067.28 8,510.99 8,979.09 9,472.94 9,993.95 10,543.62 11,123.52 11,735.31 ‐ ‐ 2709 8,460.43 8,926.37 9,416.32 9,935.20 10,480.52 11,056.92 11,664.31 12,306.22 ‐ ‐ 2710 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2711 7,814.69 8,244.50 8,697.94 9,176.33 9,681.03 10,213.49 10,775.23 11,367.86 ‐ ‐ 2712 5,402.46 5,699.31 6,012.27 6,351.65 6,697.92 7,071.73 7,446.84 7,858.72 ‐ ‐ 2713 6,468.04 6,823.78 7,199.09 7,595.04 8,012.77 8,453.47 8,918.41 9,408.93 ‐ ‐ 2714 5,402.37 5,699.50 6,012.97 6,343.68 6,692.59 7,060.68 7,449.02 7,858.71 ‐ ‐ 2715 6,189.00 6,529.39 6,888.51 7,267.38 7,667.08 8,088.77 8,533.65 9,003.00 ‐ ‐ 3000 5,059.71 5,347.38 5,619.88 5,929.59 6,266.15 6,615.51 6,979.36 7,363.23 7,768.20 ‐ 3001 5,972.64 6,306.93 6,652.72 7,014.89 7,406.17 7,793.96 8,222.63 8,674.88 9,151.99 ‐ 3002 3,078.91 3,248.93 3,427.15 3,607.62 3,819.46 4,028.01 4,245.69 4,489.09 4,725.42 ‐ 3003 3,583.13 3,778.77 3,987.22 4,209.61 4,432.00 4,682.47 4,933.96 5,211.17 5,494.04 ‐ 3004 3,078.91 3,248.93 3,427.15 3,607.62 3,819.46 4,028.01 4,245.69 4,489.09 4,725.42 ‐ 3005 3,508.53 3,701.91 3,905.74 4,122.29 4,342.33 4,591.57 4,839.58 5,101.63 5,383.45 ‐ 3006 3,945.31 4,160.73 4,390.18 4,627.64 4,882.72 5,154.09 5,429.99 5,730.47 6,053.08 ‐ 3007 4,714.00 4,973.27 5,246.80 5,535.37 5,839.82 6,161.01 6,499.86 6,857.36 7,234.51 ‐ 3008 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 3009 4,203.67 4,434.88 4,678.79 4,936.13 5,207.62 5,494.03 5,796.21 6,115.00 6,451.32 ‐ 3010 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3011 4,961.84 5,234.35 5,522.01 5,827.11 6,148.50 6,472.15 6,852.97 7,217.50 7,614.62 ‐ 3012 4,142.08 4,367.95 4,607.86 4,858.23 5,129.60 5,413.69 5,721.14 6,041.40 6,351.11 ‐ 3013 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 6,979.37 7,363.23 ‐ 3014 3,705.39 3,909.14 4,123.43 4,343.46 4,591.57 4,851.26 5,110.95 5,397.40 5,686.19 ‐ 3015 3,593.59 3,790.45 4,000.03 4,216.68 4,450.65 4,696.41 4,954.87 5,227.37 5,516.17 ‐ 3016 4,328.39 4,567.17 4,818.67 5,085.33 5,357.83 5,660.57 5,960.96 6,294.03 6,643.39 ‐ 3017 4,109.48 4,335.36 4,574.14 4,827.90 5,091.17 5,365.94 5,667.54 5,982.06 6,306.93 ‐ 3018 5,170.29 5,454.48 5,754.95 6,069.28 6,405.83 6,768.01 7,125.47 7,513.27 7,934.88 ‐ 3019 4,446.04 4,690.57 4,949.03 5,233.22 5,525.50 5,814.30 6,134.46 6,467.63 6,822.74 ‐ 3020 5,061.97 5,340.31 5,633.82 5,943.63 6,270.76 6,615.51 6,978.81 7,363.03 7,768.35 ‐ 3021 3,145.22 3,317.69 3,501.56 3,690.23 3,883.51 4,093.19 4,335.36 4,563.59 4,827.90 ‐ 3022 4,446.04 4,690.57 4,949.03 5,233.22 5,525.50 5,814.30 6,134.46 6,467.63 6,822.74 ‐ 3023 5,768.14 6,085.48 6,420.15 6,773.28 7,145.82 7,538.80 7,953.44 8,390.87 8,852.33 ‐ 3024 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 3025 3,420.17 3,607.62 3,804.39 4,025.65 4,238.72 4,470.43 4,710.35 4,979.36 5,247.16 ‐ 3026 2,953.60 3,116.05 3,287.43 3,468.24 3,658.99 3,860.24 4,072.55 4,296.54 4,532.85 ‐ 3027 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 5/29/2024 Page 6 of 12
206 of 770

City of Glendale
Salary Exhibit A ‐ Eff 06/30/2024 ‐ GMAP‐GPOA‐GPON Cola 2182 2683 Updates ‐ Pending Approval Salary Range Step 1S t e p 2S t e p 3S t e p 4S t e p 5S t e p 6S t e p 7S t e p 8S t e p 9S t e p 10 3028 3,078.91 3,248.93 3,427.15 3,607.62 3,819.46 4,028.01 4,245.69 4,489.09 4,725.42 ‐ 3029 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 3030 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3031 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 3032 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3033 6,287.05 6,632.93 6,997.46 7,383.94 7,789.26 8,226.03 8,676.56 9,151.77 9,648.92 ‐ 3034 6,720.25 7,091.75 7,480.68 7,892.87 8,333.04 8,790.72 9,270.45 9,784.00 10,314.97 ‐ 3035 7,183.69 7,579.68 7,995.35 8,435.52 8,899.05 9,389.23 9,905.13 10,448.91 11,024.25 ‐ 3036 5,170.29 5,454.48 5,754.95 6,069.28 6,405.83 6,768.01 7,125.47 7,513.27 7,934.88 ‐ 3037 4,911.83 5,181.97 5,467.29 5,768.90 6,093.77 6,411.67 6,778.56 7,137.15 7,538.89 ‐ 3038 3,972.06 4,192.19 4,422.77 4,654.39 4,917.67 5,188.94 5,469.55 5,768.90 6,096.03 ‐ 3039 4,929.25 5,199.49 5,485.94 5,780.58 6,099.61 6,444.26 6,786.66 7,163.91 7,563.38 ‐ 3040 4,911.83 5,181.97 5,467.29 5,768.90 6,093.77 6,411.67 6,778.56 7,137.15 7,538.89 ‐ 3041 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3042 5,079.49 5,357.83 5,653.60 5,972.64 6,306.93 6,652.72 7,014.89 7,406.17 7,793.97 ‐ 3043 4,380.76 4,621.80 4,875.75 5,142.41 5,429.99 5,729.33 6,041.40 6,369.76 6,723.74 ‐ 3044 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3045 4,114.18 4,340.46 4,579.18 4,831.04 5,096.75 5,377.07 5,672.81 5,984.81 6,313.98 ‐ 3046 7,077.43 7,466.64 7,877.33 8,310.62 8,767.65 9,249.92 9,758.66 10,295.38 10,861.57 ‐ 3047 5,928.37 6,253.33 6,596.86 6,960.16 7,344.38 7,747.43 8,173.48 8,623.02 9,097.29 ‐ 3048 6,846.66 7,223.25 7,620.56 8,039.62 8,481.86 8,948.31 9,440.47 9,959.67 10,507.50 ‐ 3049 5,170.29 5,454.48 5,754.95 6,069.28 6,405.83 6,768.01 7,125.47 7,513.27 7,934.88 ‐ 3050 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 3051 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3052 4,702.25 4,960.71 5,233.22 5,525.50 5,823.62 6,148.50 6,472.15 6,833.19 7,217.50 ‐ 3053 3,993.72 4,213.38 4,445.19 4,689.62 4,947.53 5,219.65 5,506.75 5,809.59 6,129.19 ‐ 3054 4,664.95 4,921.15 5,191.21 5,476.61 5,778.22 6,096.03 6,431.45 6,785.53 7,158.06 ‐ 3055 3,798.55 4,007.00 4,227.04 4,459.98 4,705.64 4,964.20 5,236.70 5,524.37 5,828.24 ‐ 3056 5,170.29 5,454.48 5,754.95 6,069.28 6,405.83 6,768.01 7,125.47 7,513.27 7,934.88 ‐ 3057 2,953.60 3,116.05 3,287.43 3,468.24 3,658.99 3,860.24 4,072.55 4,296.54 4,532.85 ‐ 3058 2,953.60 3,116.05 3,287.43 3,468.24 3,658.99 3,860.24 4,072.55 4,296.54 4,532.85 ‐ 3059 3,967.35 4,185.50 4,415.71 4,658.63 4,914.84 5,185.18 5,470.30 5,771.16 6,088.59 ‐ 3060 3,422.44 3,609.88 3,807.88 4,028.01 4,245.69 4,489.09 4,725.42 4,992.17 5,251.87 ‐ 3061 3,145.22 3,317.69 3,501.56 3,690.23 3,883.51 4,093.19 4,335.36 4,563.59 4,827.90 ‐ 3062 3,610.35 3,808.91 4,018.40 4,239.38 4,472.60 4,718.54 4,978.05 5,251.87 5,540.76 ‐ 3064 4,797.76 5,061.97 5,339.18 5,619.88 5,929.59 6,262.66 6,599.12 6,970.62 7,361.90 ‐ 3065 5,855.08 6,177.60 6,517.64 6,877.46 7,254.71 7,654.18 8,075.70 8,519.45 8,987.49 ‐ 3066 3,215.12 3,392.10 3,580.87 3,775.29 3,980.16 4,205.00 4,423.90 4,669.66 4,933.96 ‐ 3067 4,016.61 4,235.80 4,467.51 4,718.73 4,972.30 5,235.01 5,533.32 5,833.89 6,160.93 ‐ 3068 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 3069 7,466.64 7,877.33 8,310.62 8,767.65 9,249.92 9,758.66 10,295.38 10,861.57 11,458.95 ‐ 3070 7,223.25 7,620.56 8,039.62 8,481.86 8,948.31 9,440.47 9,959.67 10,507.50 11,085.38 ‐ 3071 6,253.33 6,596.86 6,960.16 7,344.38 7,747.43 8,173.47 8,623.02 9,097.29 9,597.64 ‐ 3072 5,170.29 5,454.48 5,754.95 6,069.28 6,405.83 6,768.01 7,125.47 7,513.27 7,934.88 ‐ 3075 5,953.99 6,281.21 6,627.09 6,989.27 7,373.58 7,781.16 8,207.38 8,659.14 9,134.25 ‐ 3076 4,661.46 4,918.80 5,188.94 5,469.55 5,768.90 6,096.03 6,426.74 6,778.56 7,153.45 ‐ 3078 3,265.23 3,443.35 3,633.24 3,833.50 4,039.59 4,271.31 4,500.76 4,748.78 5,007.34 ‐ 3079 7,055.68 7,444.60 7,854.44 8,284.24 8,742.97 9,223.92 9,729.27 10,267.31 10,829.74 ‐ 3080 4,818.66 5,085.33 5,357.83 5,660.58 5,960.96 6,294.02 6,643.39 7,008.78 7,394.26 ‐ 3081 4,026.78 4,248.04 4,482.12 4,733.71 4,992.17 5,278.62 5,556.96 5,862.05 6,177.60 ‐ 3082 6,175.34 6,515.29 6,873.98 7,263.00 7,661.15 8,067.60 8,520.58 8,977.04 9,476.64 ‐ 3083 3,420.17 3,607.62 3,804.39 4,025.65 4,238.72 4,470.43 4,710.35 4,979.36 5,247.16 ‐ 3084 4,522.90 4,771.67 5,034.09 5,310.93 5,603.11 5,911.22 6,236.38 6,579.34 6,941.23 ‐ 3085 4,665.42 4,922.00 5,192.71 5,478.31 5,779.63 6,097.44 6,432.87 6,786.66 7,159.95 ‐ 3086 3,740.34 3,945.31 4,161.86 4,391.31 4,632.35 4,886.21 5,155.22 5,438.18 5,736.30 ‐ 3087 4,329.52 4,568.30 4,819.80 5,084.20 5,363.67 5,659.44 5,970.38 6,299.87 6,645.75 ‐ 3088 4,286.57 4,522.90 4,770.91 5,043.42 5,310.08 5,602.36 5,914.42 6,233.55 6,579.34 ‐ 3089 3,203.53 3,380.52 3,565.61 3,763.60 3,973.19 4,183.99 4,412.22 4,654.39 4,917.67 ‐ 3090 5,690.08 6,003.55 6,333.83 6,681.91 7,049.23 7,436.89 7,846.06 8,278.00 8,733.79 ‐ 3091 3,788.10 3,996.55 4,215.45 4,448.39 4,699.80 4,938.58 5,223.89 5,525.50 5,814.30 ‐ 3093 3,883.51 4,099.03 4,323.68 4,563.59 4,815.09 5,085.33 5,357.83 5,651.34 5,960.96 ‐ 3094 4,480.33 4,726.74 4,986.71 5,260.91 5,550.27 5,855.55 6,177.60 6,517.36 6,875.86 ‐ 3095 5,022.41 5,298.68 5,590.12 5,897.56 6,221.97 6,564.17 6,925.22 7,306.04 7,707.87 ‐ 3096 5,775.87 6,093.49 6,428.63 6,782.23 7,155.24 7,548.78 7,963.99 8,401.99 8,864.10 ‐ 3097 6,040.17 6,372.30 6,722.80 7,092.60 7,482.66 7,894.19 8,328.42 8,786.49 9,269.70 ‐ 3098 5,754.77 6,071.26 6,405.17 6,757.46 7,129.15 7,521.18 7,934.88 8,371.28 8,831.70 ‐ 3099 7,077.43 7,466.64 7,877.33 8,310.62 8,767.65 9,249.92 9,758.66 10,295.38 10,861.57 ‐ 3100 6,846.66 7,223.25 7,620.56 8,039.62 8,481.86 8,948.31 9,440.47 9,959.67 10,507.50 ‐ 3101 5,928.37 6,253.33 6,596.86 6,960.16 7,344.38 7,747.43 8,173.48 8,623.02 9,097.29 ‐ 3102 6,360.43 6,708.67 7,076.59 7,467.87 7,876.67 8,311.00 8,767.46 9,248.41 9,759.60 ‐ 3103 4,980.49 5,254.13 5,543.02 5,848.11 6,169.50 6,508.32 6,865.78 7,243.12 7,641.37 ‐ 3104 3,281.52 3,463.13 3,653.02 3,843.95 4,060.60 4,281.86 4,507.74 4,759.33 5,036.45 ‐ 5/29/2024 Page 7 of 12
207 of 770

City of Glendale
Salary Exhibit A ‐ Eff 06/30/2024 ‐ GMAP‐GPOA‐GPON Cola 2182 2683 Updates ‐ Pending Approval Salary Range Step 1S t e p 2S t e p 3S t e p 4S t e p 5S t e p 6S t e p 7S t e p 8S t e p 9S t e p 10 3105 4,142.08 4,367.95 4,607.86 4,858.23 5,129.60 5,413.69 5,721.14 6,041.40 6,351.11 ‐ 3106 2,977.59 3,141.36 3,314.14 3,496.41 3,688.72 3,891.60 4,105.63 4,331.44 4,569.67 ‐ 3107 3,653.02 3,843.95 4,060.60 4,281.86 4,507.74 4,759.32 5,036.45 5,313.45 5,605.69 ‐ 3108 5,653.60 5,964.54 6,292.89 6,643.39 7,003.30 7,388.65 7,789.26 8,226.03 8,676.56 ‐ 3109 5,249.51 5,540.57 5,843.40 6,164.79 6,502.48 6,862.39 7,238.51 7,636.66 8,059.40 ‐ 3110 5,067.82 5,349.64 5,644.28 5,952.85 6,266.14 6,615.51 6,986.92 7,371.19 7,776.61 ‐ 3111 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 3112 4,525.16 4,773.27 5,037.58 5,314.79 5,607.07 5,915.56 6,241.65 6,582.92 6,946.22 ‐ 3113 3,145.22 3,317.69 3,501.56 3,690.23 3,883.51 4,093.19 4,335.36 4,563.59 4,827.90 ‐ 3114 3,420.17 3,607.62 3,804.39 4,025.65 4,238.72 4,470.43 4,710.35 4,979.36 5,247.16 ‐ 3115 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3116 4,203.67 4,434.88 4,678.79 4,936.13 5,207.62 5,494.03 5,796.21 6,115.00 6,451.32 ‐ 3117 4,714.00 4,973.27 5,246.80 5,535.37 5,839.82 6,161.01 6,499.86 6,857.36 7,234.51 ‐ 3118 4,489.52 4,736.45 4,996.95 5,271.79 5,561.73 5,867.63 6,190.35 6,530.82 6,890.01 ‐ 3119 3,987.22 4,209.61 4,432.01 4,682.47 4,933.96 5,211.18 5,494.03 5,796.21 6,115.00 ‐ 3120 5,719.91 6,035.56 6,367.40 6,714.41 7,080.07 7,478.32 7,884.77 8,329.65 8,777.91 ‐ 3121 5,170.29 5,454.48 5,754.95 6,069.28 6,405.83 6,768.01 7,125.47 7,513.27 7,934.88 ‐ 3122 4,880.37 5,149.38 5,431.21 5,724.62 6,041.40 6,369.76 6,713.28 7,105.69 7,486.52 ‐ 3123 4,031.49 4,252.66 4,486.83 4,748.78 5,000.37 5,283.33 5,562.80 5,870.15 6,186.93 ‐ 3124 5,170.29 5,454.48 5,754.95 6,069.28 6,405.83 6,768.01 7,125.47 7,513.27 7,934.88 ‐ 3125 5,436.96 5,735.17 6,051.76 6,390.76 6,741.26 7,110.40 7,490.00 7,909.26 8,345.85 ‐ 3126 4,630.00 4,884.98 5,154.09 5,429.99 5,729.33 6,041.40 6,369.76 6,723.74 7,105.69 ‐ 3127 3,784.23 3,981.00 4,190.49 4,399.04 4,625.01 4,883.38 5,122.16 5,407.38 5,709.08 ‐ 3128 3,265.23 3,443.35 3,633.24 3,833.50 4,039.59 4,271.31 4,500.76 4,748.78 5,007.34 ‐ 3129 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3130 5,202.51 5,488.67 5,790.56 6,109.03 6,445.02 6,799.47 7,173.51 7,568.00 7,984.24 ‐ 3132 4,943.48 5,215.37 5,502.21 5,804.84 6,124.10 6,460.93 6,816.28 7,191.17 7,586.69 ‐ 3133 4,695.28 4,938.57 5,211.18 5,495.17 5,814.30 6,124.10 6,460.93 6,816.28 7,191.17 ‐ 3134 4,630.00 4,884.98 5,154.09 5,429.99 5,729.33 6,041.40 6,369.76 6,723.74 7,105.69 ‐ 3135 5,045.77 5,322.89 5,615.17 5,923.75 6,249.85 6,594.50 6,956.58 7,339.86 7,743.86 ‐ 3136 5,549.99 5,855.08 6,178.73 6,517.64 6,876.33 7,253.58 7,653.05 8,074.57 8,518.22 ‐ 3137 3,853.37 4,065.21 4,288.83 4,525.16 4,774.40 5,036.45 5,324.02 5,616.30 5,924.98 ‐ 3138 3,853.37 4,065.21 4,288.83 4,525.16 4,774.40 5,036.45 5,324.02 5,616.30 5,924.98 ‐ 3139 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3140 4,632.35 4,886.21 5,156.35 5,438.18 5,735.17 6,047.24 6,389.54 6,741.26 7,110.40 ‐ 3141 4,320.29 4,557.85 4,808.12 5,071.39 5,351.99 5,644.28 5,952.86 6,290.54 6,628.32 ‐ 3142 3,029.93 3,195.34 3,371.19 3,566.84 3,758.99 3,973.19 4,180.51 4,412.22 4,648.65 ‐ 3143 2,953.60 3,116.05 3,287.43 3,468.24 3,658.99 3,860.24 4,072.55 4,296.54 4,532.85 ‐ 3144 7,077.43 7,466.64 7,877.33 8,310.62 8,767.65 9,249.92 9,758.66 10,295.38 10,861.57 ‐ 3145 6,846.66 7,223.25 7,620.56 8,039.62 8,481.86 8,948.31 9,440.47 9,959.67 10,507.50 ‐ 3146 5,928.37 6,253.33 6,596.86 6,960.16 7,344.38 7,747.43 8,173.48 8,623.02 9,097.29 ‐ 3147 3,244.22 3,422.44 3,609.88 3,802.13 4,013.97 4,238.72 4,470.43 4,710.35 4,979.36 ‐ 3148 4,931.61 5,202.89 5,489.42 5,807.33 6,105.45 6,452.37 6,804.18 7,188.40 7,568.00 ‐ 3149 3,942.95 4,158.37 4,387.73 4,628.87 4,882.72 5,149.38 5,438.18 5,729.33 6,047.24 ‐ 3150 3,593.59 3,790.45 4,000.03 4,216.68 4,450.65 4,696.41 4,954.87 5,227.37 5,516.17 ‐ 3151 4,525.16 4,773.27 5,037.58 5,314.79 5,607.07 5,915.56 6,241.65 6,582.92 6,946.22 ‐ 3152 5,170.29 5,454.48 5,754.95 6,069.28 6,405.83 6,768.01 7,125.47 7,513.27 7,934.88 ‐ 3153 4,504.25 4,751.04 5,011.95 5,290.30 5,580.32 5,887.67 6,210.19 6,553.72 6,912.41 ‐ 3154 4,013.97 4,236.46 4,470.43 4,716.19 4,974.65 5,248.29 5,538.31 5,841.05 6,163.66 ‐ 3155 3,705.39 3,909.14 4,123.43 4,343.46 4,591.57 4,851.26 5,110.95 5,397.40 5,686.19 ‐ 3156 3,343.31 3,524.92 3,719.43 3,923.17 4,147.92 4,359.85 4,606.73 4,855.97 5,126.02 ‐ 3157 3,420.17 3,607.62 3,804.39 4,025.65 4,238.72 4,470.43 4,710.35 4,979.36 5,247.16 ‐ 3158 2,953.60 3,116.05 3,287.43 3,468.24 3,658.99 3,860.24 4,072.55 4,296.54 4,532.85 ‐ 3159 3,145.22 3,317.69 3,501.56 3,690.23 3,883.51 4,093.19 4,335.36 4,563.59 4,827.90 ‐ 3160 2,953.60 3,116.05 3,287.43 3,468.24 3,658.99 3,860.24 4,072.55 4,296.54 4,532.85 ‐ 3161 2,953.60 3,116.05 3,287.43 3,468.24 3,658.99 3,860.24 4,072.55 4,296.54 4,532.85 ‐ 3162 4,213.10 4,446.04 4,690.57 4,943.29 5,223.89 5,525.50 5,814.30 6,134.46 6,467.63 ‐ 3163 5,455.61 5,756.08 6,072.86 6,406.96 6,759.91 7,131.31 7,523.73 7,937.53 8,374.10 ‐ 3164 3,145.22 3,317.69 3,501.56 3,690.23 3,883.51 4,093.19 4,335.36 4,563.59 4,827.90 ‐ 3165 4,062.86 4,285.25 4,520.55 4,768.56 5,031.74 5,308.95 5,600.10 5,908.58 6,233.55 ‐ 3166 3,904.33 4,119.00 4,345.63 4,584.60 4,836.75 5,102.76 5,383.45 5,679.51 5,991.85 ‐ 3167 4,389.99 4,631.41 4,886.11 5,154.85 5,438.37 5,737.53 6,053.08 6,385.96 6,737.21 ‐ 3168 4,797.85 5,061.78 5,340.13 5,633.82 5,943.72 6,270.57 6,615.51 6,979.38 7,363.22 ‐ 3169 5,044.61 5,322.07 5,614.78 5,923.60 6,249.39 6,593.11 6,955.73 7,338.30 7,741.90 ‐ 3170 4,498.19 4,745.59 5,006.60 5,281.96 5,572.47 5,878.95 6,202.30 6,543.42 6,903.31 ‐ 3171 4,109.48 4,335.36 4,574.14 4,827.90 5,091.17 5,365.94 5,667.54 5,982.06 6,306.93 ‐ 3172 3,508.53 3,701.91 3,905.74 4,122.29 4,342.33 4,591.57 4,839.58 5,101.63 5,383.45 ‐ 3173 3,600.65 3,797.42 4,007.00 4,215.45 4,441.42 4,699.80 4,938.58 5,223.89 5,525.50 ‐ 3174 6,720.25 7,091.75 7,480.68 7,892.87 8,333.04 8,790.72 9,270.45 9,784.00 10,314.97 ‐ 3175 5,001.50 5,277.49 5,567.42 5,875.99 6,197.38 6,539.78 6,886.79 7,272.23 7,675.09 ‐ 3176 5,043.42 5,310.07 5,602.36 5,914.43 6,233.55 6,579.34 6,941.21 7,322.97 7,725.74 ‐ 3177 5,754.96 6,069.27 6,405.84 6,768.01 7,125.47 7,513.27 7,934.88 8,371.29 8,831.71 ‐ 5/29/2024 Page 8 of 12
208 of 770

City of Glendale
Salary Exhibit A ‐ Eff 06/30/2024 ‐ GMAP‐GPOA‐GPON Cola 2182 2683 Updates ‐ Pending Approval Salary Range Step 1S t e p 2S t e p 3S t e p 4S t e p 5S t e p 6S t e p 7S t e p 8S t e p 9S t e p 10 3178 4,320.29 4,557.85 4,808.12 5,071.39 5,351.99 5,644.28 5,952.86 6,290.54 6,628.32 ‐ 3179 5,170.29 5,454.48 5,754.95 6,069.28 6,405.83 6,768.01 7,125.47 7,513.27 7,934.88 ‐ 3180 4,557.85 4,808.12 5,072.52 5,351.99 5,651.34 5,960.96 6,290.54 6,643.39 6,992.75 ‐ 3181 4,836.66 5,102.76 5,383.36 5,679.41 5,991.85 6,321.34 6,669.01 7,035.80 7,422.84 ‐ 3182 5,566.38 5,872.51 6,195.50 6,536.20 6,895.73 7,274.96 7,675.09 8,097.27 8,542.62 ‐ 3183 4,327.26 4,564.82 4,815.09 5,080.62 5,360.19 5,654.73 5,965.67 6,294.03 6,641.13 ‐ 3184 5,001.50 5,277.49 5,567.42 5,875.99 6,197.38 6,539.78 6,886.79 7,272.23 7,675.09 ‐ 3185 4,557.85 4,808.12 5,072.52 5,351.99 5,651.34 5,960.96 6,290.54 6,643.39 6,992.75 ‐ 3186 4,807.08 5,071.49 5,350.39 5,644.65 5,955.12 6,282.63 6,628.23 6,992.75 7,377.35 ‐ 3187 3,078.91 3,248.93 3,427.15 3,607.62 3,819.46 4,028.01 4,245.69 4,489.09 4,725.42 ‐ 3188 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3190 7,133.67 7,526.08 7,941.85 8,366.85 8,830.29 9,320.56 9,829.40 10,359.24 10,948.52 ‐ 3191 6,153.11 6,490.80 6,848.36 7,226.83 7,622.72 8,039.62 8,482.15 8,949.06 9,440.47 ‐ 3192 4,031.49 4,252.66 4,486.83 4,748.78 5,000.37 5,283.33 5,562.80 5,870.15 6,186.93 ‐ 3193 6,846.66 7,223.25 7,620.56 8,039.62 8,481.86 8,948.31 9,440.47 9,959.67 10,507.50 ‐ 3194 3,972.06 4,192.19 4,422.77 4,654.39 4,917.67 5,188.94 5,469.55 5,768.90 6,096.03 ‐ 3195 3,411.89 3,600.65 3,797.42 4,004.65 4,224.78 4,458.85 4,706.86 4,958.36 5,236.70 ‐ 3196 5,873.73 6,197.38 6,538.65 6,877.46 7,272.23 7,675.09 8,093.22 8,529.90 9,010.86 ‐ 3197 3,961.60 4,180.51 4,408.74 4,648.65 4,910.60 5,171.43 5,457.96 5,765.41 6,079.83 ‐ 3198 3,508.53 3,701.91 3,905.74 4,122.29 4,342.33 4,591.57 4,839.58 5,101.63 5,383.45 ‐ 3199 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 3200 5,669.90 5,982.06 6,311.55 6,659.69 7,024.22 7,412.01 7,825.43 8,246.94 8,702.18 ‐ 3201 4,416.93 4,661.46 4,918.80 5,188.94 5,469.55 5,768.90 6,096.03 6,426.74 6,780.82 ‐ 3202 4,475.14 4,720.90 4,980.49 5,254.13 5,553.38 5,843.40 6,171.76 6,513.03 6,868.23 ‐ 3203 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3204 5,170.29 5,454.48 5,754.95 6,069.28 6,405.83 6,768.01 7,125.47 7,513.27 7,934.88 ‐ 3205 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 3206 3,934.76 4,152.63 4,380.76 4,620.67 4,862.94 5,129.60 5,429.99 5,721.14 6,041.40 ‐ 3207 4,064.08 4,285.25 4,521.68 4,775.53 5,044.55 5,310.08 5,602.36 5,914.42 6,233.55 ‐ 3208 3,508.53 3,701.91 3,905.74 4,122.29 4,342.33 4,591.57 4,839.58 5,101.63 5,383.45 ‐ 3209 3,757.86 3,963.96 4,182.86 4,406.38 4,648.65 4,910.60 5,171.43 5,457.96 5,765.41 ‐ 3210 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3211 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3212 5,436.96 5,735.17 6,051.76 6,390.76 6,741.26 7,110.40 7,490.00 7,909.26 8,345.85 ‐ 3213 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3214 5,436.96 5,735.17 6,051.76 6,390.76 6,741.26 7,110.40 7,490.00 7,909.26 8,345.85 ‐ 3215 3,083.62 3,253.55 3,432.99 3,626.27 3,824.17 4,036.11 4,248.04 4,494.93 4,733.71 ‐ 3216 4,298.25 4,534.58 4,784.01 5,047.09 5,324.77 5,617.62 5,926.58 6,252.49 6,596.39 ‐ 3217 3,761.25 3,967.35 4,186.35 4,423.90 4,669.66 4,928.12 5,194.78 5,474.26 5,771.16 ‐ 3218 3,508.53 3,701.91 3,905.74 4,122.29 4,342.33 4,591.57 4,839.58 5,101.63 5,383.45 ‐ 3219 4,117.59 4,344.78 4,583.37 4,834.96 5,101.63 5,382.23 5,678.09 5,990.16 6,319.74 ‐ 3220 8,400.67 8,862.97 9,350.80 9,865.57 10,408.22 10,981.11 11,585.55 12,222.48 12,894.37 ‐ 3221 6,360.43 6,708.67 7,076.59 7,467.87 7,876.67 8,311.00 8,767.46 9,248.41 9,759.60 ‐ 3222 5,327.60 5,621.01 5,928.37 6,253.33 6,596.86 6,960.16 7,344.38 7,747.43 8,173.47 ‐ 3223 6,793.63 7,166.26 7,561.03 7,977.93 8,413.48 8,885.01 9,377.65 9,888.84 10,426.87 ‐ 3224 4,978.89 5,252.71 5,541.61 5,846.42 6,167.99 6,507.19 6,865.12 7,242.75 7,641.09 ‐ 3225 4,803.60 5,067.81 5,346.15 5,644.28 5,952.86 6,266.14 6,615.51 6,986.92 7,370.00 ‐ 3226 6,372.30 6,722.80 7,092.60 7,482.66 7,894.19 8,328.42 8,786.49 9,269.70 9,779.57 ‐ 3227 6,121.27 6,458.02 6,813.13 7,187.92 7,583.26 8,000.35 8,440.32 8,904.51 9,394.32 ‐ 3228 6,125.23 6,461.78 6,816.99 7,191.88 7,587.78 8,004.68 8,444.85 8,909.50 9,399.78 ‐ 3229 4,079.25 4,302.77 4,541.55 4,790.79 5,059.71 5,347.38 5,619.88 5,929.59 6,255.72 ‐ 3230 3,508.53 3,701.91 3,905.74 4,122.29 4,342.33 4,591.57 4,839.58 5,101.63 5,383.45 ‐ 3231 5,017.04 5,292.98 5,584.09 5,891.22 6,215.24 6,557.07 6,917.71 7,298.19 7,699.59 ‐ 3232 4,203.67 4,434.88 4,678.79 4,936.13 5,207.62 5,494.03 5,796.21 6,115.00 6,451.32 ‐ 3233 4,475.14 4,720.90 4,980.49 5,254.13 5,553.38 5,843.40 6,171.76 6,513.03 6,868.23 ‐ 3234 5,722.83 6,037.54 6,369.66 6,719.97 7,089.59 7,479.45 7,890.80 8,324.84 8,782.72 ‐ 3235 5,436.96 5,735.17 6,051.76 6,390.76 6,741.26 7,110.40 7,490.00 7,909.26 8,345.85 ‐ 3236 4,818.67 5,082.98 5,361.32 5,658.31 5,968.02 6,295.25 6,643.39 7,009.05 7,393.36 ‐ 3237 3,508.53 3,701.91 3,905.74 4,122.29 4,342.33 4,591.57 4,839.58 5,101.63 5,383.45 ‐ 3238 3,420.17 3,607.62 3,804.39 4,025.65 4,238.72 4,470.43 4,710.35 4,979.36 5,247.16 ‐ 3239 5,395.60 5,692.36 6,005.44 6,335.74 6,684.21 7,051.84 7,439.69 7,848.87 8,280.56 ‐ 3240 5,327.60 5,621.01 5,928.37 6,253.33 6,596.86 6,960.16 7,344.38 7,747.43 8,173.47 ‐ 3241 4,466.95 4,712.61 4,971.17 5,244.90 5,533.60 5,838.79 6,160.08 6,500.22 6,857.68 ‐ 3242 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 3243 5,327.60 5,621.01 5,928.37 6,253.33 6,596.86 6,960.16 7,344.38 7,747.43 8,173.47 ‐ 3244 5,473.41 5,774.45 6,091.98 6,427.03 6,780.54 7,153.45 7,546.90 7,962.01 8,399.92 ‐ 3245 4,192.18 4,422.77 4,654.39 4,917.67 5,188.95 5,469.55 5,768.90 6,096.03 6,431.32 ‐ 3246 3,947.57 4,164.21 4,393.57 4,635.84 4,890.82 5,162.19 5,440.54 5,743.28 6,057.60 ‐ 3247 4,561.64 4,812.53 5,077.22 5,356.47 5,651.07 5,961.88 6,289.79 6,635.73 7,000.69 ‐ 3248 4,186.35 4,423.90 4,669.66 4,928.13 5,194.78 5,474.25 5,771.16 6,088.57 6,423.44 ‐ 3249 6,422.22 6,774.98 7,147.61 7,550.57 7,967.47 8,395.96 8,861.75 9,350.80 9,853.89 ‐ 3250 5,079.49 5,357.83 5,653.60 5,972.64 6,306.93 6,652.72 7,014.89 7,406.17 7,793.97 ‐ 5/29/2024 Page 9 of 12
209 of 770

City of Glendale
Salary Exhibit A ‐ Eff 06/30/2024 ‐ GMAP‐GPOA‐GPON Cola 2182 2683 Updates ‐ Pending Approval Salary Range Step 1S t e p 2S t e p 3S t e p 4S t e p 5S t e p 6S t e p 7S t e p 8S t e p 9S t e p 10 3251 4,203.67 4,434.88 4,678.79 4,936.13 5,207.62 5,494.03 5,796.21 6,115.00 6,451.32 ‐ 3252 3,420.17 3,607.62 3,804.39 4,025.65 4,238.72 4,470.43 4,710.35 4,979.36 5,247.16 ‐ 3253 3,866.18 4,079.25 4,302.77 4,541.55 4,790.79 5,059.71 5,347.38 5,619.88 5,929.59 ‐ 3254 3,403.79 3,591.23 3,788.10 3,995.42 4,213.10 4,441.42 4,699.80 4,938.58 5,223.89 ‐ 3255 3,078.91 3,248.93 3,427.15 3,607.62 3,819.46 4,028.01 4,245.69 4,489.09 4,725.42 ‐ 3256 4,929.60 5,200.73 5,486.77 5,788.54 6,106.91 6,442.79 6,797.14 7,170.98 7,565.39 ‐ 3257 3,368.93 3,554.02 3,750.79 3,952.28 4,167.70 4,406.38 4,640.45 4,887.34 5,171.43 ‐ 3258 6,153.11 6,490.80 6,848.36 7,226.83 7,622.72 8,039.62 8,482.15 8,949.06 9,440.47 ‐ 3259 6,360.43 6,708.67 7,076.59 7,467.87 7,876.67 8,311.00 8,767.46 9,248.41 9,759.60 ‐ 3260 4,328.39 4,567.17 4,818.67 5,085.33 5,357.83 5,660.57 5,960.96 6,294.03 6,643.39 ‐ 3261 4,504.25 4,751.04 5,011.95 5,290.30 5,580.32 5,887.67 6,210.19 6,553.72 6,912.41 ‐ 3262 4,013.97 4,236.46 4,470.43 4,716.19 4,974.65 5,248.29 5,538.31 5,841.05 6,163.66 ‐ 3263 4,504.25 4,751.04 5,011.95 5,290.30 5,580.32 5,887.67 6,210.19 6,553.72 6,912.41 ‐ 3264 4,475.14 4,720.90 4,980.49 5,254.13 5,553.38 5,843.40 6,171.76 6,513.03 6,868.23 ‐ 3265 7,077.43 7,466.64 7,877.33 8,310.62 8,767.65 9,249.92 9,758.66 10,295.38 10,861.57 ‐ 3266 5,928.37 6,253.33 6,596.86 6,960.16 7,344.38 7,747.43 8,173.48 8,623.02 9,097.29 ‐ 3267 6,846.66 7,223.25 7,620.56 8,039.62 8,481.86 8,948.31 9,440.47 9,959.67 10,507.50 ‐ 3268 3,945.31 4,159.59 4,384.34 4,640.46 4,887.33 5,166.91 5,438.19 5,737.28 6,052.84 ‐ 3269 3,145.22 3,317.69 3,501.56 3,690.23 3,883.51 4,093.19 4,335.36 4,563.59 4,827.90 ‐ 3270 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3271 2,956.65 3,119.60 3,290.85 3,465.58 3,654.15 3,855.63 4,076.89 4,292.22 4,535.71 ‐ 3272 5,079.49 5,357.83 5,653.60 5,972.64 6,306.93 6,652.72 7,014.89 7,406.17 7,793.97 ‐ 3273 4,797.76 5,061.97 5,339.18 5,619.88 5,929.59 6,262.66 6,599.12 6,970.62 7,361.90 ‐ 3274 3,078.91 3,248.93 3,427.15 3,607.62 3,819.46 4,028.01 4,245.69 4,489.09 4,725.42 ‐ 3275 3,508.53 3,701.91 3,905.74 4,122.29 4,342.33 4,591.57 4,839.58 5,101.63 5,383.45 ‐ 3276 3,757.86 3,963.96 4,182.86 4,406.38 4,648.65 4,910.60 5,171.43 5,457.96 5,765.41 ‐ 3277 5,170.29 5,454.48 5,754.95 6,069.28 6,405.83 6,768.01 7,125.47 7,513.27 7,934.88 ‐ 3278 4,159.59 4,384.34 4,640.45 4,887.34 5,166.90 5,438.18 5,737.28 6,052.83 6,385.74 ‐ 3279 4,826.77 5,091.17 5,371.78 5,672.25 5,982.06 6,312.68 6,659.69 7,024.22 7,406.17 ‐ 3280 2,953.60 3,116.05 3,287.43 3,468.24 3,658.99 3,860.24 4,072.55 4,296.54 4,532.85 ‐ 3281 3,885.97 4,099.03 4,333.10 4,555.49 4,815.09 5,085.33 5,357.83 5,652.51 5,963.40 ‐ 3282 4,880.37 5,149.38 5,431.21 5,724.62 6,041.40 6,369.76 6,713.28 7,105.69 7,486.52 ‐ 3283 5,953.99 6,281.21 6,627.09 6,989.27 7,373.58 7,781.16 8,207.38 8,659.14 9,134.25 ‐ 3284 4,434.36 4,677.76 4,933.96 5,206.46 5,491.78 5,787.55 6,105.45 6,452.37 6,804.18 ‐ 3285 3,987.22 4,209.61 4,432.01 4,682.47 4,933.96 5,211.18 5,494.03 5,796.21 6,115.00 ‐ 3286 3,422.44 3,609.88 3,807.88 4,028.01 4,245.69 4,489.09 4,725.42 4,992.17 5,251.87 ‐ 3287 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 3288 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3289 2,953.60 3,116.05 3,287.43 3,468.24 3,658.99 3,860.24 4,072.55 4,296.54 4,532.85 ‐ 3290 3,508.53 3,701.91 3,905.74 4,122.29 4,342.33 4,591.57 4,839.58 5,101.63 5,383.45 ‐ 3291 3,972.06 4,192.19 4,422.77 4,654.39 4,917.67 5,188.94 5,469.55 5,768.90 6,096.03 ‐ 3292 5,455.61 5,756.08 6,072.86 6,406.96 6,759.91 7,131.31 7,523.73 7,937.53 8,374.10 ‐ 3293 5,061.97 5,340.31 5,633.82 5,943.63 6,270.76 6,615.51 6,978.81 7,363.03 7,768.35 ‐ 3294 5,000.37 5,275.13 5,565.06 5,871.38 6,193.90 6,535.07 6,894.98 7,274.49 7,675.09 ‐ 3295 4,277.15 4,512.45 4,760.46 5,022.41 5,298.40 5,589.55 5,897.00 6,221.87 6,564.27 ‐ 3296 4,277.15 4,512.45 4,760.46 5,022.41 5,298.40 5,589.55 5,897.00 6,221.87 6,564.27 ‐ 3297 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3298 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3299 4,664.95 4,921.15 5,191.21 5,476.61 5,778.22 6,096.03 6,431.45 6,785.53 7,158.06 ‐ 3300 4,664.95 4,921.15 5,191.21 5,476.61 5,778.22 6,096.03 6,431.45 6,785.53 7,158.06 ‐ 3301 4,664.95 4,921.15 5,191.21 5,476.61 5,778.22 6,096.03 6,431.45 6,785.53 7,158.06 ‐ 3302 3,753.15 3,959.25 4,177.02 4,406.38 4,648.65 4,904.86 5,175.00 5,459.19 5,759.57 ‐ 3303 3,281.52 3,463.13 3,653.02 3,843.95 4,060.60 4,281.86 4,507.74 4,759.33 5,036.45 ‐ 3304 4,807.08 5,071.49 5,350.39 5,644.65 5,955.12 6,282.63 6,628.23 6,992.75 7,377.35 ‐ 3305 4,836.66 5,102.76 5,383.36 5,679.41 5,991.85 6,321.34 6,669.01 7,035.80 7,422.84 ‐ 3306 4,525.16 4,773.27 5,037.58 5,314.79 5,607.07 5,915.56 6,241.65 6,582.92 6,946.22 ‐ 3307 3,947.19 4,164.21 4,393.29 4,634.90 4,889.79 5,158.80 5,442.51 5,741.86 6,057.60 ‐ 3308 3,805.52 4,014.82 4,235.61 4,468.55 4,714.30 4,973.62 5,247.16 5,535.77 5,840.20 ‐ 3309 4,312.19 4,548.52 4,798.89 5,059.71 5,347.38 5,619.88 5,929.59 6,266.14 6,615.51 ‐ 3310 5,722.81 6,037.56 6,369.63 6,719.96 7,089.55 7,479.48 7,890.85 8,324.85 8,782.71 ‐ 3311 4,441.94 4,686.25 4,943.99 5,215.91 5,502.79 5,805.44 6,124.74 6,461.60 6,816.99 ‐ 3312 3,843.95 4,053.63 4,277.15 4,500.76 4,756.88 5,020.15 5,294.91 5,591.81 5,899.35 ‐ 3313 4,980.49 5,254.13 5,543.02 5,848.11 6,169.50 6,508.32 6,865.78 7,243.12 7,641.37 ‐ 3314 5,855.08 6,177.60 6,517.64 6,877.46 7,254.71 7,654.18 8,075.70 8,519.45 8,987.49 ‐ 3315 6,720.25 7,091.75 7,480.68 7,892.87 8,333.04 8,790.72 9,270.45 9,784.00 10,314.97 ‐ 3316 3,610.35 3,808.91 4,018.40 4,239.38 4,472.60 4,718.54 4,978.05 5,251.87 5,540.76 ‐ 3317 4,117.59 4,344.78 4,583.37 4,834.96 5,101.63 5,382.23 5,678.09 5,990.16 6,319.74 ‐ 3318 5,045.77 5,322.89 5,615.17 5,923.75 6,249.85 6,594.50 6,956.58 7,339.86 7,743.86 ‐ 3319 5,170.36 5,454.73 5,754.74 6,071.25 6,405.16 6,757.45 7,129.11 7,521.21 7,934.88 ‐ 3320 5,366.51 5,661.67 5,973.06 6,301.58 6,648.17 7,013.82 7,399.58 7,806.56 8,235.92 ‐ 3321 5,648.96 5,959.66 6,287.44 6,633.25 6,998.07 7,382.97 7,789.03 8,217.43 8,669.39 ‐ 3322 4,929.60 5,200.73 5,486.77 5,788.54 6,106.91 6,442.79 6,797.14 7,170.98 7,565.39 ‐ 5/29/2024 Page 10 of 12
210 of 770

City of Glendale
Salary Exhibit A ‐ Eff 06/30/2024 ‐ GMAP‐GPOA‐GPON Cola 2182 2683 Updates ‐ Pending Approval Salary Range Step 1S t e p 2S t e p 3S t e p 4S t e p 5S t e p 6S t e p 7S t e p 8S t e p 9S t e p 10 3323 4,360.71 4,600.55 4,853.57 5,120.52 5,402.15 5,699.27 6,012.73 6,343.43 6,692.32 ‐ 3324 4,590.19 4,842.65 5,108.99 5,389.99 5,686.44 5,999.19 6,329.15 6,677.25 7,044.50 ‐ 5000 3,993.67 4,213.94 4,445.80 4,690.47 4,948.91 5,221.40 5,508.90 5,811.49 6,131.45 6,468.79 5001 7,240.42 7,638.69 8,059.04 8,502.68 8,970.80 9,464.73 9,985.55 10,534.57 11,114.21 11,725.77 5002 6,157.02 6,495.27 6,851.89 7,229.38 7,626.44 8,045.59 8,487.92 8,954.85 9,447.56 9,967.18 5003 7,724.50 8,149.77 8,598.23 9,071.27 9,570.12 10,097.06 10,652.21 11,238.07 11,855.75 12,507.66 5004 4,948.91 5,221.40 5,508.90 5,811.49 6,131.45 6,468.79 6,824.64 7,200.25 7,596.74 8,014.11 5005 6,133.73 6,470.69 6,826.35 7,201.67 7,597.97 8,016.39 8,456.75 8,921.60 9,412.08 9,929.25 5006 3,127.30 3,299.24 3,480.59 3,672.28 3,874.51 4,087.19 4,311.45 4,548.53 4,798.42 5,062.18 5007 4,681.07 4,939.04 5,210.96 5,497.98 5,800.19 6,118.63 6,455.59 6,810.02 7,184.30 7,579.36 5008 6,083.69 6,418.47 6,771.67 7,144.80 7,537.59 7,952.40 8,389.43 8,850.77 9,337.65 9,851.30 5009 4,948.91 5,221.40 5,508.90 5,811.49 6,131.45 6,468.79 6,824.64 7,200.25 7,596.74 8,014.11 5010 3,860.37 4,072.57 4,296.26 4,532.77 4,782.00 5,045.19 5,322.24 5,615.52 5,923.90 6,249.66 5011 4,212.80 4,444.66 4,689.24 4,947.77 5,220.26 5,507.76 5,810.35 6,130.22 6,467.65 6,823.50 5012 3,196.70 3,373.96 3,559.20 3,753.65 3,963.10 4,180.62 4,409.62 4,651.26 4,905.62 5,174.88 5013 4,894.03 5,163.30 5,446.42 5,746.73 6,063.19 6,398.06 6,751.35 7,120.78 7,510.81 7,923.92 5014 5,761.74 6,078.19 6,411.92 6,761.70 7,134.54 7,528.09 7,941.20 8,378.51 8,838.81 9,324.35 5015 5,158.64 5,442.24 5,742.08 6,058.15 6,391.69 6,743.85 7,114.51 7,506.16 7,918.69 8,354.49 5016 4,385.89 4,627.62 4,882.07 5,150.57 5,434.08 5,732.78 6,047.71 6,380.11 6,731.03 7,101.79 5017 3,851.25 4,062.79 4,285.91 4,521.85 4,770.51 5,033.13 5,309.80 5,601.47 5,909.37 6,234.85 5018 3,047.07 3,214.46 3,391.05 3,578.19 3,774.63 3,982.56 4,202.26 4,433.55 4,677.56 4,934.38 5019 3,993.01 4,212.80 4,445.32 4,685.82 4,943.59 5,215.14 5,502.82 5,807.78 6,127.65 6,464.80 5020 4,990.21 5,264.41 5,553.81 5,859.43 6,181.39 6,521.86 6,880.95 7,259.78 7,659.59 8,081.43 5021 6,001.19 6,331.31 6,679.95 7,047.10 7,434.09 7,843.21 8,274.36 8,729.90 9,209.85 9,716.57 5022 6,920.44 7,300.51 7,701.37 8,124.44 8,571.82 9,043.70 9,541.02 10,066.35 10,619.50 11,204.08 5023 6,470.69 6,826.35 7,201.67 7,597.97 8,016.39 8,456.75 8,921.60 9,412.08 9,929.25 10,475.37 5024 6,073.25 6,406.80 6,758.94 7,130.84 7,522.49 7,936.16 8,373.10 8,833.30 9,319.14 9,831.69 5025 5,878.04 6,201.14 6,541.61 6,901.83 7,281.90 7,682.85 8,105.83 8,552.07 9,022.71 9,518.99 5026 4,533.91 4,783.14 5,046.33 5,323.37 5,616.66 5,926.28 6,252.03 6,596.30 6,959.18 7,341.71 5027 4,015.13 4,235.97 4,468.40 4,714.78 4,973.88 5,247.04 5,535.20 5,839.68 6,160.41 6,499.74 5028 5,303.91 5,595.68 5,903.58 6,227.82 6,570.67 6,932.12 7,313.23 7,715.32 8,139.54 8,586.92 5029 4,204.54 4,435.83 4,679.84 4,936.76 5,208.68 5,495.70 5,797.81 6,116.26 6,452.08 6,806.60 5030 4,522.80 4,771.46 5,033.98 5,310.37 5,602.89 5,911.65 6,236.65 6,580.07 6,942.09 7,323.67 5031 5,596.30 5,904.54 6,229.31 6,571.79 6,933.12 7,314.57 7,717.20 8,141.20 8,588.71 9,061.07 5032 7,023.37 7,409.59 7,816.99 8,246.82 8,700.36 9,178.66 9,682.97 10,215.63 10,777.69 11,370.60 5033 6,583.40 6,945.88 7,327.32 7,730.04 8,155.10 8,603.85 9,077.36 9,576.88 10,103.59 10,659.79 5034 7,023.37 7,409.59 7,816.99 8,246.82 8,700.36 9,178.66 9,682.97 10,215.63 10,777.69 11,370.60 5035 6,583.40 6,945.88 7,327.32 7,730.04 8,155.10 8,603.85 9,077.36 9,576.88 10,103.59 10,659.79 5036 5,246.85 5,535.58 5,840.44 6,161.55 6,500.03 6,857.12 7,233.86 7,631.49 8,051.14 8,494.06 5037 4,289.33 4,525.84 4,775.07 5,038.25 5,315.30 5,607.45 5,915.83 6,241.59 6,584.72 6,946.36 5038 4,449.97 4,695.12 4,952.99 5,225.87 5,513.83 5,816.80 6,137.15 6,474.87 6,831.01 7,206.89 5039 4,735.57 4,995.81 5,270.96 5,561.31 5,867.69 6,190.41 6,530.31 6,889.97 7,269.27 7,669.46 5040 5,236.31 5,524.28 5,828.39 6,148.73 6,486.45 6,843.73 7,220.75 7,617.43 8,036.05 8,477.82 5041 3,876.32 4,089.09 4,314.68 4,551.66 4,801.46 5,065.12 5,343.88 5,637.64 5,947.54 6,274.82 5042 3,557.21 3,752.61 3,959.58 4,177.01 4,407.16 4,650.02 4,905.62 5,175.07 5,459.53 5,760.21 5043 4,121.56 4,348.19 4,587.55 4,839.63 5,105.67 5,386.61 5,682.74 5,994.92 6,324.47 6,672.64 5044 2,821.00 2,976.16 3,139.84 3,312.54 3,494.73 3,686.93 3,889.72 4,103.65 4,329.35 4,567.47 5045 5,238.87 5,527.03 5,831.52 6,152.34 6,490.44 6,847.24 7,223.79 7,621.23 8,040.79 8,483.52 5046 4,319.43 4,557.17 4,807.54 5,071.87 5,351.19 5,645.71 5,956.37 6,284.41 6,629.91 6,995.07 5047 3,651.39 3,852.49 4,063.93 4,287.05 4,522.99 4,771.65 5,034.36 5,310.94 5,602.61 5,910.61 5048 3,365.51 3,550.28 3,745.58 3,951.23 4,168.56 4,397.47 4,639.20 4,894.89 5,164.53 5,448.04 5049 5,043.67 5,321.38 5,614.19 5,923.33 6,248.71 6,592.79 6,955.29 7,337.63 7,740.96 8,166.22 5050 3,824.57 4,034.87 4,256.86 4,490.42 4,736.81 4,997.14 5,271.44 5,560.74 5,866.46 6,189.46 5051 3,664.69 3,865.97 4,078.74 4,303.10 4,540.17 4,789.97 5,053.64 5,331.16 5,624.92 5,933.68 5052 4,320.38 4,557.45 4,808.39 5,073.29 5,351.95 5,646.85 5,957.89 6,285.17 6,630.96 6,995.26 5053 3,365.23 3,550.28 3,745.67 3,951.51 4,168.94 4,397.94 4,639.58 4,895.17 5,164.63 5,449.08 5054 4,308.89 4,545.96 4,795.67 5,059.43 5,338.09 5,631.85 5,941.75 6,269.03 6,613.58 6,977.88 5055 4,950.71 5,222.45 5,509.28 5,812.25 6,131.36 6,469.07 6,825.21 7,201.10 7,596.55 8,014.02 5056 4,291.89 4,527.74 4,777.25 5,040.44 5,317.30 5,610.11 5,918.87 6,244.72 6,587.66 6,949.97 5057 6,372.33 6,723.24 7,093.53 7,483.18 7,894.48 8,328.57 8,786.59 9,269.67 9,780.09 10,318.58 5058 8,003.86 8,443.65 8,908.49 9,398.41 9,915.68 10,461.41 11,036.78 11,643.43 12,283.82 12,959.43 6000 15,512.13 16,365.30 17,265.39 18,214.99 19,216.81 20,273.73 ‐ ‐ ‐ ‐ 6001 14,036.79 14,808.81 15,623.29 16,482.57 17,389.12 18,345.51 ‐ ‐ ‐ ‐ 6002 12,482.37 13,168.90 13,893.19 14,657.32 15,463.47 16,313.96 ‐ ‐ ‐ ‐ 6003 16,693.93 17,612.10 18,580.76 19,602.70 20,680.85 21,818.29 ‐ ‐ ‐ ‐ 6004 15,105.12 15,935.90 16,812.37 17,737.05 18,712.59 19,741.79 ‐ ‐ ‐ ‐ 6005 13,431.15 14,169.87 14,949.21 15,771.42 16,638.84 17,553.98 ‐ ‐ ‐ ‐ 6100 7,821.44 8,243.52 8,688.11 9,157.46 9,651.58 10,172.71 ‐ ‐ ‐ ‐ 6101 8,568.80 8,997.64 9,447.86 9,920.59 10,416.95 10,938.08 ‐ ‐ ‐ ‐ 6102 9,280.15 9,706.73 10,153.58 10,620.68 11,109.17 11,620.17 ‐ ‐ ‐ ‐ 6103 9,369.07 9,800.15 10,251.50 10,723.10 11,216.09 11,731.59 ‐ ‐ ‐ ‐ 6104 8,885.08 9,364.57 9,869.94 10,403.45 10,965.10 11,557.13 ‐ ‐ ‐ ‐ 5/29/2024 Page 11 of 12
211 of 770

City of Glendale
Salary Exhibit A ‐ Eff 06/30/2024 ‐ GMAP‐GPOA‐GPON Cola 2182 2683 Updates ‐ Pending Approval Salary Range Step 1S t e p 2S t e p 3S t e p 4S t e p 5S t e p 6S t e p 7S t e p 8S t e p 9S t e p 10 6105 9,644.83 10,126.56 10,633.06 11,164.32 11,722.59 12,309.00 ‐ ‐ ‐ ‐ 6106 10,400.07 10,971.85 11,575.14 12,212.20 12,884.16 13,593.25 ‐ ‐ ‐ ‐ 6107 11,169.95 11,739.47 12,338.27 12,967.45 13,629.27 14,324.86 ‐ ‐ ‐ ‐ 6108 7,821.44 8,243.52 8,688.11 9,157.46 9,651.58 10,172.71 ‐ ‐ ‐ ‐ 6109 8,568.80 8,997.64 9,447.86 9,920.59 10,416.95 10,938.08 ‐ ‐ ‐ ‐ 6110 9,280.15 9,706.73 10,153.58 10,620.68 11,109.17 11,620.17 ‐ ‐ ‐ ‐ 6111 9,369.07 9,800.15 10,251.50 10,723.10 11,216.09 11,731.59 ‐ ‐ ‐ ‐ 6112 8,885.08 9,364.57 9,869.94 10,403.45 10,965.10 11,557.13 ‐ ‐ ‐ ‐ 6113 9,644.83 10,126.56 10,633.06 11,164.32 11,722.59 12,309.00 ‐ ‐ ‐ ‐ 6114 10,400.07 10,971.85 11,575.14 12,212.20 12,884.16 13,593.25 ‐ ‐ ‐ ‐ 6115 11,169.95 11,739.47 12,338.27 12,967.45 13,629.27 14,324.86 ‐ ‐ ‐ ‐ 6200 6,902.99 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7000 16,788.30 17,710.86 18,686.47 19,715.12 20,799.29 21,839.25 23,040.41 ‐ ‐ ‐ 7001 15,296.43 16,139.42 17,027.02 17,962.84 18,950.57 19,898.11 20,992.50 ‐ ‐ ‐ 7002 12,868.92 13,577.96 14,324.42 15,111.90 16,263.70 17,076.88 18,016.11 ‐ ‐ ‐ 7100 7,879.59 8,314.30 8,770.91 9,253.12 9,760.94 10,299.12 10,762.58 ‐ ‐ ‐ 7101 10,150.53 10,710.70 11,298.76 11,920.99 12,576.15 13,267.87 13,864.92 ‐ ‐ ‐ 7200 7,879.59 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8000 16.00 16.88 17.81 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8001 23.00 25.00 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8002 25.24 26.63 28.10 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8003 35.00 ‐ ‐ ‐ ‐ 115.28 ‐ ‐ ‐ ‐ 8004 19.10 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8005 24.12 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8006 16.75 17.67 18.64 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8007 19.10 20.16 21.26 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8008 16.00 16.88 17.81 18.79 ‐ ‐ ‐ ‐ ‐ ‐ 8009 16.00 ‐ ‐ ‐ ‐ 34.99 ‐ ‐ ‐ ‐ 8012 16.00 16.88 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8013 16.00 16.88 17.81 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8014 17.00 17.94 18.92 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8015 19.40 20.46 21.59 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8016 22.13 23.34 24.62 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8017 16.00 16.88 17.81 18.79 19.82 20.91 ‐ ‐ ‐ ‐ 8018 16.00 16.88 17.81 18.79 ‐ ‐ ‐ ‐ ‐ ‐ 8019 28.80 30.39 32.05 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8021 16.24 17.13 18.08 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8022 18.52 19.55 20.62 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8023 21.13 22.30 23.53 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8024 24.12 25.44 26.84 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8026 34.65 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8027 16.24 17.13 18.08 19.07 20.12 ‐ ‐ ‐ ‐ ‐ 8028 18.52 19.55 20.62 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8029 21.13 22.30 23.53 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8031 16.24 17.13 18.08 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8033 18.27 19.27 20.33 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8039 16.00 ‐ ‐ ‐ ‐ 34.99 ‐ ‐ ‐ ‐ 5/29/2024 Page 12 of 12
212 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
LCW_DMS\GL020\042\12465790.v3-5/28/24
EXHIBIT 1

CITY OF GLENDALE
AND

GLENDALE POLICE OFFICERS' ASSOCIATION

MEMORANDUM OF UNDERSTANDING

THREEWO-YEAR AGREEMENT
JULY 1, 20242 – JUNE 30, 20274

213 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
LCW_DMS\GL020\042\12465790.v3-5/28/24
214 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
LCW_DMS\GL020\042\12465790.v3-5/28/24
215 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Table of Contents
LCW_DMS\GL020\042\12465790.v3-5/28/24

TABLE OF CONTENTS
ARTICLE ONE - Parties to Memorandum Of Understanding...........................................................1 ARTICLE TWO - Salaries and Compensation .................................................................................13 ARTICLE THREE - Work Periods, Schedules, and Overtime...........................................................53 ARTICLE FOUR - Fringe Benefit .....................................................................................................76 ARTICLE FIVE - Leave Policy ..........................................................................................................89 ARTICLE SIX - Working Conditions ..............................................................................................110 ARTICLE SEVEN - Grievance Procedure/Review Board ...............................................................121 ARTICLE EIGHT - General Provisions ...........................................................................................124 PARTIES TO THE AGREEMENT ....................................................................................................127 APPENDIX “A” .............................................................................................................................128 INDEX..........................................................................................................................................130 216 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article One
LCW_DMS\GL020\042\12465790.v3-5/28/24
1 ARTICLE ONE
I. PARTIES TO MEMORANDUM OF UNDERSTANDING
This Memorandum of Understanding (herein referred to as MOU or Agreement, interchangeably) has been prepared pursuant to the terms of the City of Glendale Employee Relations Ordinance, as amended by this agreement, which is hereby incorporated by reference. This Agreement has been executed by representatives of the City of Glendale (hereinafter referred to as "City") on behalf of the City Manager and by representatives of the Glendale Police Officers' Association (hereinafter referred to as "Association") pursuant to Government Code 3500, as amended, et seq. and hereby satisfies the City's duty to meet and confer with the association during the life of this agreement.

II. PURPOSE
It is the purpose of this memorandum of understanding to promote and provide for continuity of operation and employment through harmonious relations, cooperation, and understanding between management and the unit employees covered by the provisions of this agreement and to set forth the understanding reached by the parties as a result of good faith negotiations on the matters set forth herein.

III. DEFINITION - GENDER
The terms "they" and "their" may be used in this agreement as substitutes for the terms "his", "hers", "his/hers", "he", "she" or other terms which would indicate masculine or feminine gender.

IV. RECOGNITION
Pursuant to the provisions of the Employee Relations Ordinance of the City of Glendale, the City recognizes the Glendale Police Officers' Association as the exclusive recognized employee organization on behalf of full-time employees occupying job classifications of POLICE OFFICER RECRUIT, POLICE OFFICER, and POLICE SERGEANT.

V. CONFIDENTIAL EMPLOYEES
The following positions which may be assigned to unit employees shall be designated confidential per the City's Employee Relations Ordinance and unit employees assigned these positions shall be recognized as confidential employees and shall be restricted from representing the Association within the scope of representation.

A. Number of Designated Confidential Employees
Unit employees assigned to confidential duties by the Police Chief shall not exceed four (4).
217 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article One
LCW_DMS\GL020\042\12465790.v3-5/28/24
2 B. Confidential Investigations
Unit employees may be assigned confidential investigations on personnel matters.

However, they shall only be considered confidential employees as it pertains to that particular investigation or inspection.

C. Provisions of this Section
The provisions of this section shall not be interpreted to interfere with rights set forth in Government Code Section 3500 as amended, et seq.

VI. EMPLOYEE RIGHTS AND RESPONSIBILITIES
A. Association and Employee Rights Section
The City and the Association shall comply with the provisions of the Meyers-Milias-Brown Act (MMB) or any subsequent State law governing meet and confer rights of employee organizations. The parties further agree that during the term of this Memorandum of Understanding each party shall retain those rights respectively vested by local, state, and federal law which cannot otherwise be modified by this agreement.

B. Employee Residency Requirements

1. It is understood that unit employees are required to perform emergency governmental services on a continuous basis.

2. It is imperative that unit employees reside within a reasonable emergency response time to the City of Glendale should their services be required.

3. Therefore, all unit employees including unit employees on extended illness or disability leave, shall not reside at a location which is more than a sixty (60) mile radius of the Glendale Civic Center.

4. Written approval may be given for unusual circumstances involving health or other hardships upon request to the Police Chief, but such approval shall be strictly limited.

5. Definition of official residency: Official residence shall be, for the purpose of this agreement, defined as the place where the unit employee has declared to Police Management to be his/her primary living facility. Any changes in official residence shall be executed pursuant to the Police Department’s Rules and Regulations. Failure to comply with the requirements of this Article shall be grounds for disciplinary action, which could include removal from employment with the City.
218 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article One
LCW_DMS\GL020\042\12465790.v3-5/28/24
3 C. Payroll Distribution
Unit employees are compensated on a bi-weekly basis, with the distribution of paychecks occurring every other Thursday. Under the bi-weekly distribution, the pay period shall occur every two weeks, commencing the first (1st) Sunday and concluding on the second (2nd) Saturday of the pay period, with payroll distribution occurring the second (2nd) Thursday following the close of the pay period.

D. Payroll Deduction
The City shall, during the term of this agreement, deduct monies for membership dues and insurance premiums on a semi-monthly basis from unit employees and other sworn non-unit employees who voluntarily authorize the deduction in writing, on forms approved by the City. The City shall not be obligated to put into effect any new, changed, or discontinued deduction until the pay period commencing thirty (30) days after receiving the request. The City shall remit the monies from authorized deductions in accordance with procedures set forth by the City.

E. Payroll Direct Deposit Program
All unit employees are required to participate in the City’s payroll direct deposit program.

F. Indemnification – Transmittal of Funds
The Association agrees to hold City harmless and indemnify the City against any claim, causes of action, or law suits arising out of the deduction or transmittal of such funds to the Association.

G. Association Release Time

1.Release Time for Meeting and Conferring
a. The City recognizes that due to the unique nature of the services performed by peace officers, that it is of benefit both to the City and Association that the City permit representatives designated by the Association to serve as the Association negotiation committee to be granted leave from duty with full pay during scheduled working hours to participate in such meet and confer sessions as requested by the City.

When a unit employee participates in meet and confer session(s) during non-scheduled work hours, the unit employee shall not be entitled to receive any pay or benefits from the City for such time spent in the meet and confer session(s). In no event shall the number of representatives exceed five (5).
219 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article One
LCW_DMS\GL020\042\12465790.v3-5/28/24
4 b. Full pay as stated shall mean the unit employee's current base salary, fringe benefits, and any assigned bonus.
c. The Association shall provide the Police Chief and the Director of Human Resources a written list of up to five (5) individuals who will serve as the Association representatives for the purpose of the meeting and conferring process.
d. Such list shall be provided at least two calendar weeks prior to the date set for meeting and conferring. Such requirement shall be waived by the City should the City request meet and confer session(s) at a time when it would be impractical for the Association to meet such requirements. e. The Association negotiating committee shall be allowed reasonable release time as approved by the Police Chief in order to prepare for meet and confer sessions required for subsequent memorandums of understanding. Prior to any release time being granted, individual negotiating committee members shall give Police Management as much advance notice as possible about the date, time, and duration of the requested release time.

2. Release Time - Board of Directors Meetings
a. Subject to the limitations set forth in this agreement, on-duty members of the Association's Board of Directors, or their officially designated alternates, shall be released from their assigned duties to attend scheduled meetings of the Association after written request and approval by Police Management.
b. Such release time shall not unreasonably interfere with Department operations.
c. The Association President shall meet with the FSD commander at least once quarterly to ensure the control of any potential abuses of this provision.

3.Release Time for Association President - Association Business a. Subject to the limitations set forth in this agreement, the President of the Association shall be granted a release from on-duty assignment up to six (6) hours each calendar week to conduct Association business within the City. Such time is non-cumulative if not utilized within a calendar week and shall not be credited for utilization for succeeding weeks. b. The City shall provide on-duty time, not to exceed 300 hours each calendar year, necessary for the Association President and/or member(s) 220 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article One
LCW_DMS\GL020\042\12465790.v3-5/28/24
5 of the Association Board of Directors designated by the President to conduct Association activities pertaining to employer-employee relations matters, other than board meetings, grievances and other representations and meet and confer session(s). Additional time may be granted at the discretion of the Police Chief.

c. Such time shall not be used when it interferes with the job responsibilities or with the efficient operations of the Division. Prior notification to and approval of the Police Chief or his designee shall be required, which shall be requested as far in advance as possible. It shall be the responsibility of the Association to maintain a complete and accurate record of time utilized hereunder and submit a copy thereof to the Police Chief on a semi-annual basis.

4.Limitations - Board of Directors - Association President a. Release time is limited to those times when the Board member is on-duty and his absence would not unduly interfere with the normal conduct of business of the Department, or jeopardize the safety of any other employee.
b. Unit employees shall not be entitled to any compensatory consideration for failure of Police Management to release the unit employee to attend a Board of Directors meeting or the President to attend to Association business.
c. Release time is not a property right and does not have any compensatory value.

5.Release Time - Grievances
a. When unit employees are selected as designated representatives, they shall be allowed time off from duty to interview and represent a requesting aggrieved unit employee during each stage of a grievance proceeding.
b. However, no more than two unit employees shall interview and represent a unit employee on any one grievance. Prior written notification must be given to Police Management by the designated representative(s) regarding the approximate amount of time required to represent the aggrieved party.
221 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article One
LCW_DMS\GL020\042\12465790.v3-5/28/24
6 H. City Designated Office Space

1. The City agrees to provide office space which is available in the Police Building and not needed for City functions and activities for the Association.

2. The location and size of such office space shall continue to be designated by the City and may be changed by the City upon prior notification to the Association.

3. The Association therefore agrees that the City maintain the right of access without notice under emergency conditions and has the right to periodically inspect this space for maintenance of condition provided that a 24 hour prior notice is given to a Board member and the Association has the opportunity to have a representative in attendance during inspection. Failure to exercise this right after notification hereby constitutes a waiver.

4. The Association agrees to provide, maintain, and pay for all telephone costs charged to their office telephone.

5. The Association agrees to conform to all other rules, regulations, policies, and procedures set forth by the City concerning the use of City facilities.

6. The furniture and furnishing of the office shall be provided and maintained by the Association. Police Management reserves the right to approve all walls, ceiling, and floor coverings and any further changes and modifications to said coverings.

7. No item that can reasonably be interpreted as inflammatory, libelous, obscene, or slanderous may be posted in the City-designated Association office.

I. Association Recreation Space

1. The City agrees to provide recreation space which is available and not needed for City functions and activities for the Association. The location and size of such recreation space shall continue to be designated by the City and may be changed by the City upon prior notification to the Association.

2. The Association therefore agrees that City maintains the right of continual access to recreation space in order to inspect maintenance of condition and to make necessary repairs. Furthermore, unit employees of the Police Department shall be allowed continual access to this space for the purpose of utilizing any piece of recreation equipment located therein, as long as the unit employees pay required user fees.

3. The Association may not increase any user fees to non-unit employees until the Association has first notified Police Management of the new charges. 222 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article One
LCW_DMS\GL020\042\12465790.v3-5/28/24
7 J. Building Space - Physical Fitness

1. The City agrees to provide building space which is available and not needed for City functions and activities for Association to install or locate physical fitness exercising equipment. The location and size of such space shall continue to be designated by the City and may be changed by the City upon prior notification to the Association.

2. The Association therefore agrees in addition to City's right of continual access to ensure building maintenance and repair, that before any new type or style of equipment is installed or placed in this space, prior written agreement from the Police Chief shall be obtained. Furthermore, unit employees of the Police Department shall be allowed continual access to this space for the purpose of utilizing any physical fitness equipment located therein.

3. The Association may not increase any user fees to non-unit employees until the Association has first notified Police Management of the new charges.

K. aA Maintenance Reimbursement
The City agrees to reimburse the Association a flat amount of five-thousand dollars ($5,000) annually payable on August 15 of each year, for the ongoing costs associated with the purchase, maintenance and insurance of fitness equipment purchased by the Association.

L. Bulletin Board(s)

1. The City shall provide two (2) bulletin boards of reasonable size for use of Association business at the following locations: Patrol Assembly Room, and Lunch Room. The location and style of such bulletin boards shall continue to be designated by the City and may be changed by the City upon prior notification to the Association.

2. The Association therefore agrees to continually self-monitor all bulletin boards assigned to them to ensure that they are maintained in an orderly manner. All material posted must be dated and contain a signature of a member of the Association's Board of Directors.

3. No item that can reasonably be interpreted as inflammatory, libelous, obscene, or slanderous may be posted on bulletin boards.

4. The GPOA agrees to conduct itself in a businesslike, lawful manner. 223 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article One
LCW_DMS\GL020\042\12465790.v3-5/28/24
8 M. Revocation
City reserves the right to revoke Association's use of any facility, space, or equipment for cause upon prior notification of sixty (60) days to Association. In the event of an emergency, the notification provision is waived.

N. Indemnification - Facilities

1. The Association agrees to hold City harmless and indemnify the City against any claim, causes of action, or lawsuits arising out of any Association's use, placement, installation, operation, goods, services, or device or any publication of libelous matter on Association bulletin board or any use, placement, installation of any equipment, furniture, floor covering, records, or other personal property not owed by City.

2. Association further agrees to reimburse City for any costs of repair to any building space or structure provided by the City to the Association for the exclusive use of the Association and its members for Association business under the terms of this agreement resulting from the deliberate, malicious, or negligent act of any of its unit employees.

O. Association Liability Waiver
In lieu of charging a rental fee for consideration of any space, equipment, or structure granted to Association by the City per terms of this Agreement, the Association hereby agrees not to hold City liable for any damages to any equipment, furniture, floor coverings, or other personal property not owned by City.

P. Limitations
The Association, its officers, agents, representatives, and/or members shall not conduct Association business, including employee relations matters, during assigned work schedules except as set forth in this Agreement, or with the approval of Police Management.

VII. MANAGEMENT RIGHTS AND RESPONSIBILITIES
A. Management Rights
In order to ensure that the City shall continue to carry out its public safety functions, programs, and responsibilities to the public imposed by law, and to maintain efficient public safety service for the citizens of Glendale, the City continues to reserve and retain solely and exclusively all management rights, regardless of the frequency of use, including those rights and responsibilities set forth by law and those City rights set forth in the City's Employee Relations Ordinance and including but not limited to the following rights:
224 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article One
LCW_DMS\GL020\042\12465790.v3-5/28/24
9 1. To manage the Police Department and determine policies and procedures and the right to manage the affairs of the Department.

2. To determine the existence or nonexistence of facts which are the basis of the management decision in compliance with State law.

3. To determine the necessity, organization, implementation, and termination of any service or activity conducted by the City or other government jurisdictions and to expand or diminish police services.

4. To direct, supervise, recruit, select, hire, evaluate, promote, transfer, discipline, discharge, terminate, demote, reduce, suspend, reprimand, withhold salary increases and benefits for disciplinary reasons, or otherwise discipline employees in accordance with Department and/or Civil Service Rules and Regulations.

5. To determine the nature, manner, means, extent, type, time, quantity, quality, technology, standard, and level of police services to be provided to the public.

6. To require performance of other public safety services not specifically stated herein in the event of emergency or disaster, as deemed necessary by the City.

7. To lay off employees of the Police Department because of lack of work or funds or under conditions where continued work would be inefficient or non- productive or not cost effective, as determined by the City.

8. To determine, relocate and/or change the police facilities, methods, technology, equipment, operations to be performed, organizational structure, and allocate and assign work by which the City police operations and services are to be conducted.

9. To determine method of financing.

10. To plan, determine, and manage division's budget which includes, but is not limited to, changes in the number of locations, relocations, and types of operations, processes, and materials to be used in carrying out all Police Department functions and the right to contract or subcontract any work or operations of the Police Department.

11. To determine the size and composition of the Police Department work force, assign work to employees of the Police Department in accordance with requirements determined by the Police Department and to establish and require compliance to work hours and changes to work hours, work schedules, including call back, standby, and overtime, and other work assignments, except as otherwise limited by this agreement, or subsequent agreements. 225 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article One
LCW_DMS\GL020\042\12465790.v3-5/28/24
10 12. To establish and modify goals and objectives related to productivity and performance programs and standards, including but not limited to quality and quantity, and require compliance therewith.

13. To determine qualifications, skills, abilities, knowledge, selection procedures and standards, job classification, job specifications, and to reallocate and reclassify employees in accordance with Civil Service Rules and Regulations.

14. To determine the issues of public policy and the overall goals and objectives of the Police Department and to take necessary action to achieve the goals and objectives of the Police Department.

15. To hire, transfer intra- or inter-Department, promote, reduce in rank, demote, reallocate, terminate, and take other personnel action for non-disciplinary reasons in accordance with Department and/or Civil Service Rules and Regulations.

16. To determine policies, procedures, and standards for recruiting, selecting, training, and promoting employees.

17. To establish, implement, and/or modify rules and regulations, policies, and procedures related to productivity, performance, efficiency, personal appearance standards, code of ethics and conduct, safety, health, and order, and to require compliance therewith.

18. To maintain order and efficiency in police facilities and operation.

19. To restrict the activity of an employee organization on City facilities except as set forth in this agreement.

20. To take any and all necessary steps and actions to carry out the service requirements and mission of the City in emergencies or any other time deemed necessary by the City and not specified above.

B. Impact of Management Rights
Where required by law, the City agrees prior to implementation to meet and confer with the Association over the impact of the exercise of a management right upon the wages, hours, and terms and conditions of employment on unit members unless the impact consequences of the exercise of a management right upon unit members is provided for in this Memorandum of Understanding, Civil Service Rules and Regulations, or Departmental Rules and Regulations.
226 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article One
LCW_DMS\GL020\042\12465790.v3-5/28/24
11 C. Authority of Third Party Neutral - Management Rights All management rights, powers, authority, and functions, whether heretofore or hereinafter exercised, shall remain vested exclusively with the City. No third party neutral shall have the authority to diminish any of the management rights which are included in this Agreement.

VIII. NO STRIKE/JOB ACTION PROVISION
In addition to the no strike/job action provisions and penalties in the City's Employee Relations Ordinance, the following provisions shall apply.

A. Prohibited Conduct
When on duty, the Association, its officers, agents, representatives, and/or members agree they will not call, cause, engage, or condone any strike, walk-out, sit down, work stoppage, slowdown, sickout, blue flu, pretended illness, or engage or honor any other form or type of job action by unit employees or by any other employees of the City or employees of any other employer by withholding or refusing to perform services or honor any type or form of picket line of any union or employee organization.

B. Employee Termination
Any unit employee who participates in any conduct prohibited in Section A above, Prohibited Conduct, shall be considered on unauthorized absence and shall be subject to discharge or other disciplinary action by the City, regardless of whether the Association carries out in good faith its responsibilities set forth below.

C. Association Responsibilities

1. In the event that the Association, its officers, agents, representatives, and/or members engage in any of the conduct prohibited in Section A above, Prohibited Conduct, the Association shall immediately instruct any persons engaging in such conduct that their conduct is in violation of this Memorandum of Understanding and unlawful, and they must immediately cease engaging in conduct prohibited in Section A above, Prohibited Conduct, and return to work.

2. If the Association performs all of the responsibilities in good faith set forth in Section C (1) above, its officers, agents, and representatives shall not be liable for damages for prohibited conduct performed by unit employees who are covered by this Agreement in violation of Section A above, Prohibited Conduct. 227 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article One
LCW_DMS\GL020\042\12465790.v3-5/28/24
12 IX. BI-MONTHLY MEETING: CITY - GPOA
A. Purpose
The Police Chief and Director of Human Resources shall meet bi-monthly with representatives of the Association. The purpose of said meetings is to informally discuss matters of concern and/or interest to either party.

B. Representation
On duty time shall be provided for three (3) Association representatives, and may be increased if both parties mutually agree.

C. Meetings
The meetings shall not be used by either party as meeting and conferring on any issue within the scope of Government Code Section 3500, as amended, et seq.

X. ASSIGNMENT OF DISCIPLINE CASES TO HEARING OFFICER
Upon adoption and ratification of this Agreement, the City and Association agree to take the necessary means to amend the City of Glendale Civil Service Rules & Regulations to provide for a modified disciplinary appeal hearing procedure for sworn Police unit employees covered under this Agreement, as set forth in Appendix “A” of this Agreement. 228 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
13 ARTICLE TWO

SALARIES AND COMPENSATION
I. SALARY SCHEDULE – July 1, 20242 through June 30, 20274 A. Salary Adjustments

1. 1. Effective with the pay period which includes July 13, 20242, all unit employees shall receive a two four and one-half percent (42.5%) salary adjustment above their classification’s current assigned base salary.

1. 2.

2. 2. Effective with the pay period which the commencement of the first pay period that includes July 1, 20253, all unit employees shall receive a two five and one-half percent (52.5%) salary adjustment above their classification’s current assigned base salary.

3. Effective with the pay period which includes July 1, 2026, all unit employees shall receive a four percent (4.0%) salary adjustment above their classification’s current assigned base salary.

B. Advancement to Police Officer – Step 2
Police Officer Recruit advances to Step 2 upon placement into the classification of Police Officer.

C. Employee's Hourly Rate of Pay
Any future fiscal year salary adjustments shall be included into each unit employee's assigned salary and shall include extra pay assignments for determining each unit employee's hourly rate of pay.

D. Base Salary
Base salary shall mean only the assigned salary to any unit classification exclusive of any other type or form of compensation.

E. Extra Pay
Extra pay shall be defined as compensation above the unit employee's base salary for special assignments, differentials, and bonuses.

F. Salaries Rounded Off
All salaries shall be rounded to the nearest whole dollar. 229 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
14 II. DEFERRED COMPENSATION
A. 401(a) Defined Contribution Plan – Police Sergeant

1. The City has agreed to provide a 401(a) Defined Contribution Plan for the classification of Police Sergeants only. Each employee in the classification of Police Sergeant may irrevocably elect to participate or not participate in this plan, on a one-time basis only. Each unit employee who elects to participate shall mandatorily contribute two percent (23%) of their base salary to this plan.

2. The City shall “pick up” these mandatory contributions according to Section 414(h)(2) of the IRS code. Such plan shall be established and administered in conformance with the provision set forth in the City’s Supplementary Benefit Ordinance in effect the date this Agreement became effective.

B. 457 Deferred Compensation Program

1. The City administers a 457 deferred compensation program for all unit employees, which enables the employee to set aside salaried funds up to the maximum dollar figure allowed under federal law.

2.City Contribution
Effective with the pay period which includes July 1, 2025, the City will provide a matching contribution to employees’ 457 deferred compensation accounts, up to $25 per month.

III. CLASSIFICATION OF POLICE OFFICER RECRUIT
A. Mandatory Apprentice Police Recruit Program

1. It is understood by both the City and Association by this agreement that the Police Department has since July 1, 1983 had an ongoing mandatory apprenticeship program for all new employees qualifying for entry position of Police Officer. The curriculum, instruction, standards, testing, work schedules, and employee control during the apprenticeship program are mandated by the staff of either Los Angeles County Sheriff Academy, Rio Hondo College, or other such academy as may be required to fulfill the intent of the program.

2. All apprentices must meet all stated requirements and will not be elevated to the classification of Police Officer until they satisfactorily complete this mandated apprenticeship.

3. Qualified employees hired under the lateral entry or “pre-service” academy graduate programs are exempt.
230 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
15 4. As a qualified apprenticeship program, both parties agree that time spent in and related to Police Officer Recruit apprenticeship program by any Police Officer Recruit employees shall not be counted as time worked for purposes of determining overtime, except as otherwise set forth in this Agreement.

Furthermore, Police Officer Recruit employees are hereby declared "exempt" from the provisions of the Fair Labor Standards Act (FLSA) as amended.

B. Classifications
All new employees hired and placed in the apprenticeship program shall be given the classification of Police Officer Recruit. The only exception to this policy will be Police Officers who are hired under the Police Officer lateral transfer or “pre-service” academy graduate programs.

C. Salary and Length of Classification
The salary of the Police Officer Recruit classification shall be equal to that of Police Officer Step 1. The classification of Police Officer Recruit shall be for the duration of the Police Academy. Upon graduation from the approved Police Academy and with approval of Police Management, the Police Officer Recruit shall be promoted to Police Officer at the salary level of Step 2.

D. Non-Sworn Status
During the length of pre-academy training and the actual training academy, the Police Officer Recruit will be placed in a non-sworn status and shall not be required to perform as a Police Officer. Upon graduation from the training academy and approval of Police Management, the Police Officer Recruit will be promoted in the classification of Police Officer.

IV. CLASSIFICATION PHASE-OUT OF POLICE DETECTIVE
It is understood by both parties that the classification of "Police Detective" is phased out as a Civil Service classification. However, unit employees in the classification of Police Officer and Police Sergeant may use the functional title of “Detective” or “Detective Sergeant” while assigned in such a capacity. The official use of these titles does not create a Civil Service classification, nor in any way establish a property interest right to any assignment that did not previously exist.

V. STEP ADVANCEMENT IN RATE OF COMPENSATION
A. Salary Steps
231 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
16 1.Step 1 - shall be entry level step for employees in all classifications in this unit.

2.Step 2 - a unit employee, excepting those in the classification of Police Officer Recruit, who receives a successfully meets standards evaluation shall receive this step after completion of six (6) months service in Step 1 in the same classification.

Unit employees in the classification of Police Officer Recruit shall advance to Step 2 as set forth in this article.

3.Step 3 - a unit employee who receives a successfully meets standards evaluation shall receive this step after completion of one (1) year of service in Step 2 in the same classification.

4.Step 4 - a unit employee who receives a successfully meets evaluation shall receive this step after completion of one (1) year of service in step 3 in the same classification.

5.Step 5 - a unit employee who receives a successfully meets evaluation shall receive this step after completion of one (1) year of service in Step 4 in the same classification.

6.Step 6 – a unit employee who receives a successfully meets evaluation shall receive this step after completion of one (1) year of service in Step 5 in the same classification.

7.Step 7 – Effective the pay period which includes July 1, 2023, a new salary step (Step7) will be added to the salary schedule. Unit employees will become eligible for advancement to Step 7 if they have been at Step 6 for at least one (1) year and have received a successfully meets standard evaluation. Step 7 shall be 4.5% above Step 6. Effective the pay period which includes July 1, 2025, one percent (1%) will be added to the current 4.5% Step 7 so that Step 7 shall be 5.5% above Step 6.

8.Below Standards Evaluation - A unit employee who receives an evaluation that does not meet standards shall not be advanced to the next salary step until they receive an evaluation that successfully meets standards or above. Unit employees so affected shall be re-evaluated at six (6) months.

B. Effective Date of Step Increases and Extra Compensation All step increases and extra compensation shall be made effective at the start of the next regular pay period.

C. Y-Rating
232 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
17 When a personnel action, such as a demotion due to layoff, reallocation, reclassification, or job rehabilitation results in the lowering of the incumbent- unit employee's salary range, the affected incumbent's salary may be "Y-rated" by the City. "Y- rated" shall mean the maintenance of the incumbent unit employee's base salary rate at the level effective the day preceding the effective date of the personnel action in lieu of placing the unit employee in a lower salary range. The unit employee's base salary shall remain at the same level until the salary range of the new classification equals or exceeds the Y-rated salary. Those unit employees on a job rehabilitation shall be "Y" rated upon written agreement and mutual consent between the affected unit employee and the City to facilitate the rehabilitation process.

VI. LONGEVITY COMPENSATION
A. Compensation
Unit employees shall receive additional monthly compensation at the rates and for the service periods as a sworn peace officer as set forth in the table below.

1. Effective the pay period beginning August 4, 2019:
a. % of Payment Years of Sworn Service
2% of base salary Beginning At the completion of year 20

2. Effective the commencement of the pay period that includes July 1, 2020, the cumulative total percentages for Longevity Compensation shall be:
a. % of Payment Years of Sworn Service
2% of base salary Beginning At the completion of year 10 4% of base salary Beginning At the completion of year 20

3. Effective the commencement of the pay period that includes July 1, 2021, the cumulative total percentages for Longevity Compensation shall be:
a. % of Payment Years of Sworn Service
4% of base salary Beginning At the completion of year 10 8% of base salary Beginning At the completion of year 20 B. Unit employees shall be responsible for notifying the Professional Standards Bureau of their eligibility to receive longevity compensation. Compensation will be effective the commencement of the pay period in which the notification is received or the date of eligibility, whichever is the latter.

VII. POLICE AGENT PROGRAM
A. Purpose
233 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
18 The purpose of the Police Agent Program is to select and recognize those unit employees who may receive difficult and challenging assignments and are required to work independently with a minimum of supervision. These unit employees shall provide leadership, direction and training for other unit employees.

B. Compensation
Unit employees assigned as Police Agents shall receive extra compensation in the amount of five percent (5%) per month above their base salary. Compensation for Police Agents who are also receiving compensation as part of the Master Police Officer Program is subject to the limitations set forth in Article II Section XIX of this agreement. Effective the pay period which includes July 1, 2025, Police Agents shall receive extra compensation in the amount of six and one-half percent (6.5%) per month above their base salary.

C. Administration
The Police Agent Program shall be administered as follows:

1.Eligibility
a.Field Services Division - Unit employees in the classification of Police Officer shall be considered for assignment as a Police Agent based on the amount of experience as a Glendale Police Officer, and whose job performance is rated " successfully meets standards" or higher. b.Other Specialized Assignments - Unit employees in the classification of Police Officer and whose job performance successfully meets standards shall be considered by the Police Chief for assignment as a Police Agent if they possess the commensurate aptitude, skill, and expertise necessary for such assignment. Such assignments are not subject to any review committee.

2.Modification - Minimum Experience
The minimum experience necessary for either Agent assignment may be temporarily modified whenever the Police Chief determines there is an insufficient amount of candidates possessing the required expertise for specialized assignments or eligibility standards within the department from which to select. Modification recommendations may be made by either (a) The Police Chief or; (b) Agent Review Committee for approval by the Police Chief.

3.Review Committee
Field Service Division - A Police Agent Review Committee approved by the Police Chief, composed of sergeants and/or lieutenants from the Field Services Division; 234 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
19 the Captain of the Field Services Division; and the Association President or designee shall establish selection criteria, screen, rank, and recommend candidates for this assignment. The final recommendation for appointment to the position of Police Agent shall be made by the Field Services Division Captain.

4.Authorization
The total number of Police Agent assignments authorized within the various department work sections shall be determined by the City.

5.Re-evaluation
Agents are appointed for a six (6) month period. Personnel desiring to be reappointed to the position of Police Agent shall submit such a request in writing.

A reevaluation of the assigned Police Agents' performance shall be conducted by each Police Agent committee at every six (6) month interval.

6.Revocation
a. This assignment is revocable at any time by the Police Chief. If such determination is made prior to reevaluation by the Police Agent Review Committee, the officer shall be given written notification stating the reasons for the revocation of the assignment.
b. This provision does not apply to assignments made by the Police Chief as a specialized assignment, pursuant to the aforementioned paragraph, Section C, 1 b. above.

D. Assignment

1.Responsibilities and Duties
Unit employees assigned as Police Agents shall be assigned responsibilities and duties as defined and recommended by the Police Agent Review Committees and approved by Police Management and the Police Chief; except, Police Agents are not supervisory assignments and they will only act in a supervisory capacity at the direction of Police Management.

2.Temporary Assignments
a. Police Agent assignments are temporary assignments, not a separate job classification; it does not have Civil Service status and is not subject to Civil Service selection procedures, appeals, or seniority: it is not a property right and may be revoked by Police Management at any time for job-related reason or operational necessity.
235 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
20 b. Unit employees assigned to these and other extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non-punitive reasons; if such a transfer occurs, the unit employee shall not be entitled to an administrative appeal. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.

E. Limitations

1. This extra compensation shall be paid only during those periods or portions thereof when such unit employees are actually assigned to Police Agent duty and are performing the assignment in their daily scheduled work assignment.

2. However, should a unit employee assigned to Police Agent duty be unable to perform that function due to a non-job related illness or injury for a period of twenty-one (21) calendar days, this assignment compensation shall be suspended for all scheduled work days not worked in excess of the first twenty-one (21) calendar days and until the day he/she returns to this full duty assignment.

VIII. LEAD SERGEANT PROGRAM
A. Purpose
The purpose of the Lead Sergeant program is to provide supervisory and operational support for Police Management and developmental opportunities for individual leaders.

Although a supervisory assignment, Lead Sergeants will act in a management capacity to the extent directed by the management staff.

B. Assignment
Lead Sergeants may either be assigned as Assistant Watch Commanders or to any other assignment designated by the Police Chief based on the needs of the City and of the organization.

1.Assistant Watch Commanders
a. Eligibility
Eligibility for the Assistant Watch Commander Lead Sergeant position shall include Police Sergeants with a minimum of two years’ experience with a most recent performance evaluation of successfully meets 236 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
21 standards or higher. Candidates who meet these requirements will participate in an interview process. The Assistant Watch Commander Lead Sergeant interview panel will consist of at least 4 Police Lieutenants (with a minimum of two Lieutenants from Patrol).
b. Appointment and Review
The Police Chief shall be responsible for final selection and appointment to the position of Lead Sergeant, based on the needs of the organization.

Sergeants appointed to this position may be assigned to work various schedules (3/12, 4/10, 9/80, 5/8) and days at the discretion of management. A reevaluation of the assigned Assistant Watch Commanders will be conducted annually. The Lead Sergeant assignment is revocable at any time by the Police Chief.

2.Other Assignments
The Police Chief may designate any other Sergeant’s position as a Lead Sergeant based on the needs of the City and of the organization. Eligibility and appointment will be made solely at the discretion of the Police Chief. Sergeants appointed to this position may be assigned to work various schedules (3/12, 4/10, 9/80, 5/8) and days at the discretion of management. Positions designated under this provision are subject to review and are revocable at any time by the Police Chief based on the needs of the City and the Department.

C. Temporary Assignment

1. Lead Sergeant assignments are temporary assignments, not a separate job classification; it does not have Civil Service status and is not subject to Civil Service selection procedures, appeals, or seniority: it is not a property right and may be revoked by Police Management at any time.

2. Unit employees assigned to these and other extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non-punitive reasons; if such a transfer occurs, the unit employee shall not be entitled to an administrative appeal. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code Section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.
237 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
22 D. Compensation
Unit employees assigned as Lead Sergeant Assistant Watch Commanders shall receive extra compensation in an amount of three percent (3%) to five percent (5%) per month above their base salary.

Unit employees assigned as Lead Sergeants in other positions shall receive extra compensation in an amount of three percent (3%) to five percent (5%) per month above their base salary plus any other assignment compensation expressly provided for the specific position within the MOU.

A sergeant already receiving an extra five percent (5%) compensation for assignment to a specific position or Master Police Officer Program, would receive an additional three percent (3%) to five percent (5%) compensation for a total of eight percent (8%) to ten percent (10%) compensation above their base pay.

The amount of extra compensation for a Lead Sergeant shall be determined by the Police Chief in his/her sole discretion.

E. Limitations

1. This extra compensation shall be paid only during those periods or portions thereof when such unit employees are actually assigned to Lead Sergeant duty and are performing the assignment in their daily scheduled work assignment.

2. However, should a unit employee assigned to the Lead Sergeant Program be unable to perform that function due to a non-job related illness or injury for a period of twenty-one (21) calendar days, this assignment compensation shall be suspended for all scheduled work days not worked in excess of the first twenty- one (21) calendar days and until the day he/she returns to this full duty assignment.

IX. POST EDUCATIONAL INCENTIVE PROGRAM
A. Purpose
The purpose of the educational incentive program is to motivate unit employees to achieve higher educational and professional law enforcement-related standards, and enhance career development. Additionally, this program is predicated upon a combination of appropriate education training and experience, as established by standards set forth by POST.
238 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
23 B. Compensation

1. Unit employees who meet the education experience or possess one of the following certificates awarded by the Commission on Peace Officer Standards and Training (POST) shall receive compensation above their base salary.

2. Such compensation shall commence on the pay period following the unit employee submitting proof of the education experience or meeting the eligibility requirements for the POST certificate.

Certificate Type Monthly Amount

1. Intermediate POST Certificate:

Police Officer $1,075
Police Sergeant $1,200

2. Advance POST Certificate:

Police Officer $1,125
Police Sergeant $1,225

3. Supervisory POST Certificate
Police Sergeant $1,275; effective the pay period
which includes July 1, 2024,
increase to $1,475; effective the pay
period which includes July 1, 2025,
increase to $1,675

4. Associate’s Degree or 60
Units
Effective no earlier than the pay
period which includes July 1, 2024,
$150

5. Bachelor’s Degree Effective no earlier than the pay
period which includes July 1, 2024,
$250

3. Unit employees shall be responsible for notifying the Professional Standards Bureau of their eligibility to receive education experience or POST Certificate pay.

Compensation will be effective the following pay period from the date of notification or the date of eligibility, whichever is the latter.

C. Limitations

1. This extra compensation shall be awarded only for the highest eligible amount based on the education or achieved certificate achieved as specified in the above section.

2. The minimum specified standards shall be at least those prescribed by POST as of the effective date of this agreement.
239 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
24 X. MOTORCYCLE DUTY
A. Purpose

1. The purpose of the specialized motorcycle duty assignment is to provide the Police Department with selected qualified unit employees who are responsible for performing selected traffic enforcement, direction and control.

2. Unit employees selected for this assignment will be required to obtain and maintain specialized skills in addition to those of a Police Officer, which are unique to motorcycle duty.

3. Unit employees assigned to motorcycle duty must demonstrate a proficiency to operate a motorcycle as required by management.

B. Compensation

1. Unit employees in the classification of Police Officer or Police Sergeant who are assigned by Police Management to a two-wheel motorcycle shall receive extra compensation in the amount five percent (5%) per month above their base salary.

Effective the pay period which includes July 1, 2025, the extra compensation shall increase to six and one-half percent (6.5%) per month above their base salary.

2. This compensation is granted in recognition of the hazardous nature of the assigned duties and responsibilities of the motorcycle duty assignment.

C. Limitations

1. This extra compensation shall be paid only during those periods or portions thereof when such unit employees are actually assigned to two-wheel motorcycle duty.

2. However, should a unit employee assigned to motorcycle duty be unable to perform that function due to a non-job related illness or injury for a period of twenty-one (21) calendar days or more, this assignment compensation shall be suspended for all scheduled work days not worked in excess of the first twenty- one (21) calendar days and until the day he/she returned to this full duty assignment.

3.Temporary Assignments
a. Motorcycle duty assignment is a temporary assignment, not a separate job classification; it does not have Civil Service status and is not subject 240 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
25 to Civil Service selection procedures, appeals, or seniority; it is not a property right and may be revoked by Police Management at any time for job-related reasons or operational necessity.
b. Unit employees assigned to these and other extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non-punitive reasons; if such a transfer occurs, the unit employee shall not be entitled to an administrative appeal. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.

D. Motorcycle Take Home Privilege

1. Unit employees may be allowed by Police Management to take home their assigned City motorcycle, providing said following conditions are met:
a. Unit employees must reside within a sixty (60) mile radius of the Civic Center Garage.
b. Motorcycle must be kept in a secured and covered facility at the unit employee's residence.
c. Unit employee must maintain motorcycle in a clean condition. (Maintenance and cleaning is to be performed solely during work hours.) d. Unit employee is assigned to a 5/40, 9/80, 3/12, or 4/10 work schedule. e. During periods of leave exceeding forty (40) hours, Police Management may require that the motorcycle will be garaged at the Police facility for repair or deployment.
f. This privilege may be revoked at any time by Police Management if any condition is not complied with.

XI. HELICOPTER PILOT
A. Purpose

1. The purpose of the Police Helicopter Operations Assignment is to provide observation, patrol, surveillance, and emergency flights in support of the Police Department services.
241 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
26 2. Unit employees selected for this assignment are required to attain and maintain specialized skills, in addition to those of Police Officers, which are unique to aircraft operations.

3. These specialized skills require the application of special tactics, operations and applications.

4. Each unit employee in this assignment must maintain a current knowledge of aircraft operations, flight rules, aircraft maintenance and safety.

B. Compensation

1. Unit employees in the classification of Police Officer or Police Sergeant who are assigned by Police Management to pilot a helicopter and are designated as “private pilot” shall receive extra compensation above their base salary in the amount of eight and two tenths percent (8.2%) per month above their base salary.

2. Unit employees in the classification of Police Officer or Police Sergeant who are assigned by Police Management to pilot a helicopter and are designated as “commercial pilot” shall receive extra compensation above their base salary in the amount of eleven and three tenths percent (11.3%) per month above their base salary.

3. Unit employees in the classification of Police Officer or Police Sergeant who are assigned by Police Management to pilot a helicopter and are designated as “trainer” for other unit employees in the operation of the City’s helicopter, shall receive an additional compensation of five percent (5%) for a combined total of sixteen and three tenths percent (16.3%) per month above their base salary.

Designated “trainer” must be rated as a “commercial” pilot and “certified flight instructor” in order to receive this additional combined compensation of sixteen and three tenths percent (16.3%).

C. Limitations

1. This extra compensation shall be paid only during those periods or portions thereof when such unit employees are actually assigned as a helicopter pilot in their daily work assignment.

2. However, should a unit employee assigned to pilot helicopter duty be unable to perform that function due to a non-job related illness or injury for a period of twenty-one (21) calendar days or more, this assignment compensation shall be suspended for all scheduled work days not worked in excess of the first twenty- 242 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
27 one (21) calendar days and until the day he/she returns to this full duty assignment.

3.Temporary Assignments
a. Helicopter pilot duty assignment is a temporary assignment, not a separate job classification; it does not have Civil Service status and is not subject to Civil Service selection procedures, appeals, or seniority; it is not a property right and may be revoked by Police Management at any time for job-related reasons or operational necessity.
b. Unit employees assigned to these and other extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non-punitive reasons; if such a transfer occurs, the unit employee shall not be entitled to an administrative appeal. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.

XII. HELICOPTER OBSERVER
A. Purpose

1. The purpose of the Helicopter Observer assignment is to provide observation, patrol, surveillance, and emergency flights in support of the Police Department services.

2. Unit employees selected for this assignment will be required to attain and maintain specialized skills in addition to those of Police Officers which are unique to aircraft operations.

3. These skills require the application of special tactics, operations, and applications.

4. Each unit employee in this assignment must maintain a current knowledge of aircraft operations, flight rules, aircraft maintenance and safety.

B. Compensation

1. Unit employees who are assigned by Police Management as an observer in a Police helicopter shall receive extra compensation above their base salary in the amount of five percent (5%) per month above their base salary. Effective the pay period which includes July 1, 2025, the extra compensation shall increase to six and one-half percent (6.5%) per month above their base salary. 243 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
28 C. Limitations

1. This extra compensation shall be paid only during those periods or portions thereof when such unit employees are actually assigned as a helicopter observer in their daily work assignment.

2. Unit employees regularly assigned as a helicopter observer should be trained and should be able to perform emergency landings and have a working knowledge of FAA air regulations within six (6) months of an initial assignment as a helicopter observer.

3. However, should a unit employee assigned to helicopter observer duty be unable to perform that function due to a non-job related illness or injury for a period of twenty-one (21) calendar days or more, this assignment compensation shall be suspended for all scheduled work days not worked in excess of the first twenty- one (21) calendar days and until the day he/she returns to this full duty assignment.

D. Temporary Assignment

1. Helicopter Observer assignment is a temporary assignment, not a separate job classification; it does not have Civil Service status and is not subject to Civil Service selection procedures, appeals, or seniority; it is not a property right and may be revoked by Police Management at any time for job-related reasons or operational necessity.

2. Unit employees assigned to these and other extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non-punitive reasons; if such a transfer occurs, the unit employee shall not be entitled to an administrative appeal. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.

XIII. SWAT/CRISIS NEGOTIATION TEAM ASSIGNMENT
A. Comp Time Benefit
The purpose of the SWAT/Crisis Negotiation Team comp time benefit is to recognize the unit employees assigned to the SWAT program and/or Crisis Negotiation Teams. In recognition of the added responsibilities and time to maintain skills and expertise in 244 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
29 special tactics, all unit employees assigned to the SWAT/Crisis Negotiation Team shall receive four (4) hours of compensatory time per month added to their respective comp time leave banks.

B. Limitations

1. This extra comp time benefit shall only be granted during those periods or portions thereof when such unit employees are actually assigned to SWAT/Crisis Negotiation Team duty.

2. However, should a unit employee assigned to the SWAT/Crisis Negotiation Team be unable to perform that function due to a non-job related illness or injury for a period of twenty-one (21) calendar days or more, this assignment of comp time shall be suspended for all scheduled work days not worked in excess of the first twenty-one (21) calendar days and until the day he/she returned to this full duty assignment.

C. Temporary Assignment

1. The SWAT/Crisis Negotiation Team assignment is a temporary assignment, not a separate job classification; it does not have Civil Service status and is not subject to Civil Service selection procedures, appeals, or seniority; it is not a property right and may be revoked by Police Management at any time for job-related reasons or operational necessity.

2. Unit employees assigned to these and other extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non-punitive reasons; if such a transfer occurs, the unit employee shall not be entitled to an administrative appeal. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.

XIV. K-9 DUTY PROGRAM
A. Purpose

1. The purpose of the K-9 Duty Program is to enhance general and specialized law enforcement patrol through the efficient use of canine service teams in the areas of narcotics detection, explosive detection, crime prevention, crime suppression, criminal field investigation, officer/citizen safety, and community relations, with minimal commitment of additional resources.
245 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
30 2. Unit employees assigned to dog handling (K-9 Assignment) shall be responsible for the care, maintenance and exercise of the assigned animals.

3. City agrees to pay costs related to reasonable logistical and maintenance support for K-9 as approved by management. Management reserves the right to inspect facilities with advance notice to insure compliance of program requirements.

B. Compensation

1. Unit employees while assigned by Police Management to K-9 Assignment, shall receive extra compensation in the amount of five percent (5%) per month above their base salary, and will no longer be designated as Police Agents. Effective the pay period which includes July 1, 2025, the extra compensation shall increase to six and one-half percent (6.5%) per month above their base salary.

2. In recognition of the assigned duties and responsibilities of a K-9 handler, unit employees in this assignment shall be compensated twenty (20) hours per month at straight time for time spent off duty in the care, maintenance and exercise of the assigned animals. This work schedule and off-duty compensation shall apply to K-9 handlers regardless of Division or Bureau of assignment.

3. This compensation is granted in recognition of the assigned duties and responsibilities of the K-9 Assignment including any time spent by the unit employee on or off duty in the care, maintenance and exercise of the assigned animal(s).

4. This compensation shall be in lieu of any other compensation and shall constitute the sole and entire payment for this assignment.

C. Limitations

1. This extra compensation shall be paid only during those periods or portions thereof when such unit employees are actually assigned to K-9 duty.

2. However, should a unit employee assigned to K-9 duty be unable to perform that function due to a non-job related illness or injury for a period of fifteen (15) working days or more, this assignment compensation shall be suspended for all scheduled work days not worked in excess of the first fifteen (15) working days and until the day he/she returns to this full duty assignment. If, however, the unit employee is capable of continuing to care for the K-9 during such convalescence, the assignment pay shall not be suspended.
246 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
31 D. Temporary Assignments

1. K-9 assignments are temporary assignments, not a separate Civil Service status and are not subject to Civil Service selection procedures, appeals, or seniority; it is not a property right and may be revoked by Police Management at any time for job-related reasons or operational necessity.

2. Unit employees assigned to these and other extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non-punitive reasons; if such a transfer occurs, the unit employee shall not be entitled to an administrative appeal. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.

XV. ARSON INVESTIGATION PROGRAM
A. Purpose

1. The purpose of the Police Arson Investigation Program is to provide a collaborative working relationship between the Police and Fire Departments in the investigation of suspected arson incidents within the Glendale community.

2. Unit employees selected to the Arson Investigation Program will receive specialized training in the detection and investigation of arson incidents. Unit employees selected to the Arson Investigation Program must maintain current knowledge of arson investigation techniques.

B. Compensation

1. Unit employees in the classification of Police Officer, designated by Police Management to perform Arson Investigation Program duties shall receive extra compensation in the amount seven percent (7%) above their monthly base salary.

2. Unit employees who receive the above compensation shall not be eligible for the Administrative Non-3/12 Assignment Pay.

C. Limitations

1. This extra compensation shall be paid only during those periods or portions thereof when such unit employees are actually assigned to the Arson Investigation program.
247 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
32 2. However, should a unit employee assigned to the Fire Arson Investigation Program be unable to perform that function due to a non-job related illness or injury for a period of fifteen (15) working days or more, this assignment compensation shall be suspended for all scheduled work days not worked in excess of the first fifteen (15) working days and until the day he/she returns to this full duty assignment.

3. The City reserves the right to staff the Arson Investigation Program in accordance with the needs of the Glendale Police Department, which may result in no unit employees assigned to this specialized program. Nothing in this agreement shall prevent the Police Chief or his designee, from assigning investigators to any arrangement which facilitates the investigation of Arson cases in an expedient and cost effective manner in keeping with the overall mission of the Glendale Police Department.

D. Temporary Assignment

1. Arson Investigation is a temporary assignment, not a separate job classification; it does not have Civil Service status and is not subject to Civil Service selection procedures, appeals, or seniority; it is not a property right and may be revoked by Police Management at any time for job-related reasons or operational necessity.

2. Unit employees assigned to these and other extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non-punitive reasons; if such a transfer occurs, the unit employee shall not be entitled to an administrative appeal. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.

XVI. EMERGENCY MEDICAL TECHNICIAN PROGRAM
A. Purpose
The purpose of this program is to provide an enhanced level of emergency service and life-saving capabilities of the Glendale Police department through the strategic deployment of personnel with an advanced level of training to provide care to those who requested emergency medical assistance, have sustained injuries because of criminal activity, vehicle collisions or some other accident, and have the capability to provide such assistance in dynamic and hazardous situations (e.g. active shooter situations, warrant service, etc.).

248 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
33 B. Compensation
Police Officers who are designated by the department to participate in the Emergency Medical Technician Program shall receive extra compensation in the amount five percent (5%) per month above their base salary, unless the Police Officer is already receiving an additional five (5) percent (5%) assignment or Master Police Officer program pay.

Effective the pay period which includes July 1, 2025, the extra compensation shall increase to six and one-half percent (6.5%) per month above their base salary.

C. Limitations

1. This extra compensation shall be paid only during those periods or portions thereof when such unit employees are actually assigned by Police Management to the Emergency Medical Technician Program.

2. In order to be eligible to participate in this program, Police Officers must obtain and maintain certification as an Emergency Medical Technician.

3. However, should a Police Officer assigned to this program be unable to perform that function due to a non-job related illness or injury for a period of twenty-one (21) calendar days or more, this assignment compensation shall be suspended for all scheduled work days not worked in excess of the first twenty-one (21) calendar days and until the day he/she returned to this full duty assignment.

D. Temporary Assignments

1. This assignment is a temporary assignment, not a separate job classification; it does not have Civil Service status and is not subject to Civil Service selection procedures, appeals, or seniority; it is not a property right and may be revoked by Police Management at any time for job-related reasons or operational necessity.

2. Unit employees assigned to these and other extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non-punitive reasons; if such a transfer occurs, the unit employee shall not be entitled to an administrative appeal. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.

XVII. ADMINISTRATIVE (NON-3/12) ASSIGNMENT PROGRAM
A. Purpose
249 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
34 1. Since the majority of unit employees are assigned to and receive the benefit of the 3/12 work schedule, the Administrative (Non-3/12) Assignment Pay Program was established to recognize unit employees in various administrative assignments, who do not receive the benefit of the 3/12 working schedule.

2. Unit employees in the following non-3/12 work schedule assignments are eligible for compensation under the Administrative (Non-3/12) Assignment Program:
a. Investigative Services
b. Staff Services (PIO)
c. CIB Investigations
d. SIB Investigations
e. Youth Services
f. Traffic personnel excluding motor assignment
g. COPPS Program
h. Retail Crimes
i. Professional Standards
j. ASD Officer (Jail)
k. Field Services Division Admin Sergeant
l. Other non-3/12 assignments.

3. Unit employees receiving extra compensation for the assignments of: K-9 Officer, K-9 Vice-Narcotics, Helicopter Pilot (trainer and non-trainer), Helicopter Observer, Motorcycle Duty, Emergency Medical Technician Program, Master Police Officer Program, and Arson Investigator as set forth in Article Two, shall not receive additional compensation under the provisions of the Administrative (Non-3/12) Assignment Program.

4. Patrol personnel temporarily assigned (on loan) to a non 3/12 assignments shall not be eligible to receive the Administrative Non-3/12 Assignment Pay unless the temporary assignment extends beyond thirty (30) days.
250 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
35 B. Compensation
Unit employees designated by Police Management to assignments under the Administrative (Non-3/12) Assignment Program, shall receive extra compensation in the amount of five percent (5%) per month above their monthly base salary. Effective the pay period which includes July 1, 2025, the extra compensation shall increase to six and one-half percent (6.5%) per month above their base salary.

C. Limitations

1. This extra compensation shall be paid only during those periods or portions thereof when such unit employees are actually assigned to the Administrative (Non-3/12) Assignment Program.

2. However, should a unit employee assigned to the Administrative (Non-3/12) Assignment Program be unable to perform that function due to a non-job related illness or injury for a period of fifteen (15) working days or more, this assignment compensation shall be suspended for all scheduled work days not worked in excess of the first fifteen (15) working days and until the day he/she returns to this full duty assignment.

D. Temporary Assignment

1. The Administrative (Non-3/12) Assignment is a temporary assignment, not a separate job classification; it does not have Civil Service status and is not subject to Civil Service selection procedures, appeals, or seniority; it is not a property right and may be revoked by Police Management at any time for job-related reasons or operational necessity.

2. Unit employees assigned to these and other extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non-punitive reasons; if such a transfer occurs, the unit employee shall not be entitled to an administrative appeal. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.

E. Restriction During Administrative Assignment
Any unit employee not regularly assigned to the Administrative Non-3/12 Pay, but is placed on a non-3/12 schedule because of an administrative assignment to the Professional Standards Bureau or a Temporary Modified Assignment shall not be eligible to receive the Administrative Non-3/12 Pay.
251 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
36 XVIII. MASTER POLICE OFFICER PROGRAM - RETENTION OF FIVE PERCENT (5%) A. Retention of Five Percent (5%) Compensation
Unit employees, after having concluded a minimum of three (3) consecutive years in a specialized assignment in their current classification, including but not limited to the Administrative Non-3/12 assignments, wherein a premium of five percent (5%) was earned may retain the five percent (5%) compensation following completion of the specialized assignment as part of the Master Police Officer program. This compensation is provided as a means of recognizing the unit employee’s knowledge, education and training in that specialized assignment and the expectation that that knowledge will be used to assist in conducting field investigations, mentoring other officers, and providing training as they transition back to patrol or a different assignment.

B. Limitations

1. The five percent (5%) Master Police Officer program pay shall be provided only following the completion of a minimum of three (3) consecutive years in a specialized assignment in the unit employee’s current classification where five percent (5%) extra compensation is earned.

2. The unit employee must have a minimum of five (5) years of experience as a Police Officer.

3. The five percent (5%) Master Police Officer program pay shall be provided to unit employees who have demonstrated a high level of proficiency, completed the appropriate course of training in the specialized assignment as required by Police Management, and received a “successfully meets standards” or higher rating on their last performance evaluation in that assignment.

4. The five percent (5%) Master Police Officer program pay will “stack” in the event a patrol officer receiving the pay performs any of the duties of a Police Agent for the majority of the month in that assignment.

5. In order to maintain the Master Police Officer program pay the unit employee (Police Officer / Police Sergeant) is required to take an educational course in the specialized subject matter or other course as approved by Police Management in which that unit employee attained their expertise assignment every five (5) years.

The unit employee is required to aid and assist in related cases and investigations in that subject matter, as directed by management, and provide training to other department employees on an as needed basis, regardless of their current assignment.
252 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
37 6. The five percent (5%) Master Police Officer program shall apply to all unit employees currently working in a patrol assignment regardless of when they worked in the specialized assignment, as long as the above listed requirements are met.

7. Any dispute over eligibility for the Master Police Officer program pay will be reviewed by the Police Chief who will make a final determination. If the unit employee is not satisfied with the decision of the Police Chief, the unit employee may utilize Step III of the grievance procedure and appeal to the City Manager.

XIX. FOREIGN LANGUAGE OR SIGN LANGUAGE INTERPRETER PROFICIENCY PROGRAM A. Purpose

1. The purpose of the Foreign Language Proficiency Program is to provide linguistic assistance for non-English speaking person(s) who represent a large segment of the Glendale community and for hearing impaired individuals who make use of sign language.

2. This service is provided through certain selected unit employees who have been certified as proficient in a designated foreign language or approve sign language for the hearing impaired.

B. Compensation

1. Unit employees assigned to the Foreign Language or Sign Language Interpreter Proficiency Program shall receive extra compensation above their base salary in the amount of one hundred seventy-five dollars ($175.00) per month above their base salary.

2. This extra pay compensation shall become effective the first pay period following receipt of approval by the Director of Finance. This extra compensation shall terminate immediately upon the day the assignment is revoked by Police Management.

C. Administration
The Police Foreign Language or Sign Language Interpreter Proficiency Program shall be administered as follows:

1.Qualifications
A unit employee may be authorized and may qualify for the program upon the determination of Police Management that the unit employee possesses the following qualifications:
253 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
38 a. The unit employee possesses and exercises:
1) Linguistic skills and abilities in both English and in a foreign language including sign language.
2) Knowledge of and sensitivity toward the culture and needs of the foreign language group.
b. The specific assignment of the unit employee requires a demonstrated ability in both English and in a foreign language used by a large segment of the residents of the City which the Police Department serves or by hearing impaired individuals in need of City services.
c. The specific assignments must require the use of both languages by the unit employee on a continuing, frequent, and recurring basis in order to meet the public safety and law enforcement duties and responsibilities of the Police Department.
d. The specific assignment must require the unit employee to interview and interrogate persons in criminal investigations requiring the use of both languages.
e. The special assignment requires that unit employees may be subpoenaed to testify in a criminal or administrative proceeding regarding information received through translation or interrogation.

2.Foreign Language or Sign Language Fluency Certification a. Unit employees meeting the qualifications of the program and who wish to be placed in the Foreign Language Interpreter Proficiency Program must first apply, test, and successfully demonstrate in the Foreign Language or fluency in the Sign Language through examinations administered by the Human Resources Department.
b. The Human Resources Department shall then certify to the Police Chief the names of unit employees who have successfully demonstrated foreign language fluency skills and abilities or sign language skills and abilities.

3.Application
Unit employees who have been certified in foreign language skills and abilities and seek consideration for assignment to the Foreign Language Interpreter Proficiency Program shall submit an application requesting consideration for the 254 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
39 program. Application should be submitted to the Police Chief through the unit employee's commanding officer.

4.Eligibility Criteria
When qualified and certified unit employees submit application for consideration to be placed in the Foreign Language or Sign Language Interpreter Proficiency Program, the following eligibility criteria shall be utilized in determining which unit employees shall be selected:
a. The most appropriate position in terms of specific job assignment. b. Unit employees who have most frequently utilized foreign language interpreter skills on job assignments in the past.
c. Unit employee's total seniority in time spent as a regular sworn Police employee with the Glendale Police Department.
d. Unit employees found to be eligible on an equal basis may be given consideration for assignment appointments on a semi-annual basis.

5.Appointment
a. The Police Chief shall be responsible for determining appointments to the Foreign Language or Sign Language Interpreter Proficiency assignments based on the qualifications, certification, and eligibility requirements set forth for this program.
b. A re-evaluation of each appointment may be made at any time and may be revoked at any time by Police Management.

6.Total Number of Authorized Assignments
The total number of positions authorized and filled at any time is the sole discretion of Police Management.

D. Interpreter Skills of All Employees

1. All unit employees who have foreign language skills are not necessarily entitled to an appointment for a Foreign Language or Sign Language Interpreter Proficiency assignment.

2. Therefore, nothing herein is intended to relieve or diminish in any way unit employees possessing these skills and abilities from any responsibility and duty 255 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
40 to utilize and exercise these skills and abilities in linguistic communication in the performance of their required duties.

3. Unit employees possessing such language skills will continue to use these skills without additional compensation on an occasional as needed basis.

E. Limitations

1. This extra compensation shall be paid only during those periods or portions thereof when such unit employees are actually assigned to the Foreign Language or Sign Language Interpreter Proficiency Program and are performing the assignment in their daily scheduled duties.

2. However, should a unit employee assigned to Foreign Language or Sign Language Interpreter Proficiency Program duty be unable to perform that function due to a non-job related illness or injury for a period of twenty-one (21) calendar days or more, this assignment compensation shall be suspended for all scheduled work days not worked in excess of the first twenty-one (21) calendar days and until the day he/she returns to this full duty assignment.

F. Temporary Assignments

1. Foreign Language Interpreter or Sign Language Proficiency assignments are temporary assignments, not a separate job classification; they do not have Civil Service status, and are not subject to Civil Service selection procedures, appeals, or seniority; they are not a property right and may be revoked by Police Management at any time for job-related reasons or operational necessity.

2. Unit employees assigned to these and other extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non-punitive reasons; if such a transfer occurs, the unit employee shall not be entitled to an administrative appeal. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.

XX. FIREARM PROFICIENCY SKILL PAY
A. Purpose

1. The purpose of the Firearm Proficiency Skill Pay is to compensate unit employees who have demonstrated a skill to utilize a firearm in a manner that exceeds specified proficiency levels as set forth in this section. 256 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
41 2. Unit employees may be called upon to use firearms in the performance of their duties.

B. Proficiency Required

1. Unit employees shall fire the prescribed combat or target training course as directed by the Police Chief.

2. Any unit employee failing to fire as required herein may be subject to personnel action including disciplinary action.

3. In addition to the required number of courses, the Police Chief may require a minimum point qualification for both the combat and target courses which he deems necessary to ensure proficiency of such unit employee and may require any such unit employee who within the past year has not attained the minimum point qualification to take additional firearms training.

C. Proficiency Compensation

1. Unit employees shall receive additional compensation above the base salary each month for marksmanship as herein provided.

2. This extra compensation shall be in the following amounts and based upon the following scale of proficiency as demonstrated upon the approved firearms target/combat type course:

COMPENSATION PER MONTH

Standard Proficiency Per Month
Marksman 75% - 84% $ 0.00
Sharpshooter 85% - 92% $12.00
Expert 93% - 95% $18.00
Master 96% and above $30.00
D. Qualifying Period and Duration

1. Unit employees shall receive this extra compensation only for the twelve (12)- month period immediately following the demonstration of proficiency as herein provided to the satisfaction of the Police Chief and the certification of such proficiency to the Director of Finance and Administrative Services.

2. The qualifying shoot period for determining proficiency compensation shall be January-December of each calendar year.
257 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
42 3. Proficiency compensation shall be determined by the composite average shoot score for all of the shoot courses within the preceding calendar year.

4. New unit employees shall be compensated based upon that portion of the previous calendar year during which they attended the bi-monthly shoots or by participation in a 42-round shoot pay course.

E. Participation

1. Whenever possible the unit employee will participate in this training on an on-duty status. The scheduling and/or release time will be with management approval in order to meet the staffing needs.

2. When the unit employee must participate in this training at the outdoor range on an off-duty status, he/she will be compensated with a total of one and one-half (1.5) hours of overtime inclusive travel time to and from the outdoor range.

3. If the unit employee returns to the range on his/her own to participate in additional shoots for their own practice or because they failed to qualify at their required shoot, they will not be compensated for their time at the range or for travel.

F. Authority
The Police Chief shall determine the firearms qualifying procedure, the firearms course and the required minimum point qualification for both combat and target courses. The determination of the Police Chief on all scoring is final and conclusive.

G. Waiver of Participation
Police Management may excuse unit employees from the firearms proficiency requirements and without loss of firearms proficiency pay if there is sufficient information to warrant a waiver of participation.

XXI. DRUG RECOGNITION EXPERT (DRE) PROGRAM
A. Purpose
The purpose of the Drug Recognition Expert Program is to incentivize and compensate unit employees who invest the time, training and experience necessary to obtain and maintain the Drug Recognition Expert Certification.
258 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
43 B. Compensation and Eligibility
Effective the first pay period that includes July 1, 2023, unit employees in the classification of Police Officer with a current Drug Recognition Expert Program Certification, and who are currently assigned to Patrol and/or Traffic Bureau, will be eligible for a $420 per month stipend. No more than 40 officers shall receive the stipend.

Unit employees in the classification of Police Officer assigned to Patrol and/or Traffic Bureau shall submit proof of their current DRE Certification in order to be eligible for the stipend. Once the cap of 40 Police Officers is reached, Police Officers will be placed on a list in order of submission of proof of their current DRE Certification. In the event of simultaneous submissions, seniority will dictate the order. For purposes of this provision, seniority is defined as total sworn law enforcement experience.

Once a Police Officer is no longer assigned to Patrol and/or the Traffic Bureau, he/she will stop receiving the stipend the first full month after their assignment to Patrol and/or the Traffic Bureau has ended. It is agreed that the loss of compensation associated with no longer receiving the DRE stipend shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.

C. Limitations
Should a unit employee receiving the DRE stipend be unable to perform their job duties due to a non-job-related illness or injury for a period of at least twenty-one (21) calendar days, this DRE stipend shall be suspended until the month he/she returns to full duty.

XXII. LIMITATIONS ON ASSIGNMENTS
A.Assignments to extra pay positions are temporary assignments, not a separate classification, and do not have Civil Service status and are not subject to Civil Service selection procedures, appeals, or seniority. Assignments are not a property right and may be revoked by Police Management at any time for job-related reasons or operational necessity.

B.Unit employees assigned to extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non- punitive reasons; if such a transfer occurs, the unit employee shall not be entitled to an administrative appeal. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a member to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Cal.3d 676, unless the removal is imposed for disciplinary or punitive purposes.
259 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
44 XXIII. UNIFORM ALLOWANCE AND ISSUED UNIFORM EQUIPMENT A. Purpose

1. The purpose of uniform cleaning and replacement allowance is to provide funds for the future purchase, replacement, and cleaning of uniforms and clothing.

2. Additionally, the funds are provided to compensate for all time expended in cleaning and maintaining required uniform equipment in proper order.

B. Uniform Cleaning and Replacement Allowance

1. Unit employees shall receive a uniform cleaning and replacement allowance of one thousand four hundred dollars ($1,400.00) per year. The allowance is payable as earned, and pro-rated into each bi-weekly paycheck.

2. Unit employees, except employees on IOD status, who have been on an unpaid leave of absence for any reason from active service for any time in excess of forty two (42) calendar days shall stop receiving the uniform and cleaning allowance until such time as the unit employee returns to work on a paid status.

3. New unit employees in the classification of Police Officer Recruit shall receive a one-time only payment of fifty dollars ($50.00) as the uniform cleaning allowance during their first year of employment.

C. Uniform Clothing and Equipment Allowance in Lieu of Issue - Police Officer

1.Allowance Issue
a.Police Officer Recruits – One-Time Allowance
New unit employees in the classification of Police Officer Recruit shall receive a one-time allowance of one thousand ($1,000.00) dollars for uniform clothing and equipment purchase in lieu of issue. b.Police Officer - Academy Graduation-One-Time Allowance 1) Upon taking oath of office as a Police Officer for the City, Police Academy graduates shall receive a one-time allowance of five hundred dollars ($500.00) for uniform clothing and equipment purchase in lieu of issue.
260 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
45 c.Police Officer - Lateral Entry One Time Allowance
1) Immediately upon taking oath of office as a Police Officer for the City, lateral entry unit employees shall receive a one-time allowance of fifteen hundred dollars ($1,500.00) for uniform clothing and equipment purchase in lieu of issue.

2.Limitations
All unit employees who resign from their position and later are reinstated shall not be recognized as a new hire and shall not be eligible for equipment allowance.

3.Purchase - Specifications
a. Such uniform equipment purchase allowances meet legal requirements and shall be in lieu of the purchase and supply of these items by the City. b. Uniform equipment and uniform clothing items shall meet specifications as set forth in the Glendale Police Manual.

D. Termination Prior to Completion of Probation

1. Any unit employee who fails probation with the City or who voluntarily terminates prior to the completion of their probation shall return the uniform items to the Professional Standards Bureau (PSB) prior to their separation from the position. If the unit employee has received the allowance, but has not yet purchased uniform items, he or she shall reimburse to the City that amount equal those funds previously issued by authority of Section C-1.

2. Failure to reimburse the City uniform and equipment allowance previously issued under these conditions shall require the city to withhold any unpaid portion from sums owed to unit employee by City at time of termination.

3. City agrees that Association has no obligation to collect any clothing, equipment, or money due City as a result of the provisions of the preceding two (2) sub-sections.

4. City further agrees to hold Association harmless and/or indemnify against any cause of action resulting from City's enforcement of the provisions of these sections.

E. Uniform Equipment - Repair and Replacement

1.Repair and Replacement
261 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
46 a. The City shall replace or repair uniform equipment as necessary, according to department discretion and specifications once such items have been deemed no longer serviceable due to wear or damage. b. Should the City choose to issue a voucher for the damaged item, such voucher shall be for an amount permitting the repairs or replacement of equipment meeting the minimum division standards regardless of the type, make, model or modifications of the item.
c. Upon the City's replacement or issuance of a voucher, the damaged equipment shall be turned in to the City except equipment which is repaired pursuant to approval by a division commander.

2.Uniform Equipment List
The following is the uniform equipment that the City will replace or repair:
Ammunition
Handcuff Case
Ammunition Pouch
Baton
Helmet (motorcycle and helicopter)
Baton ring
Holster
Radio Holder
Flashlight
Keeper Straps (4)
Flashlight Batteries/bulbs
O.C. (Pepper Spray Holder - Leather)
Key Ring/Leather
Guard
Fire Retardant Gloves (Helicopter)
Rain Coat
Flight boots
Sam Browne Belt
Handcuffs
Service Weapon
Whistle
Ballistic Helmet
Safety Gloves (Motorcycle)
Safety Goggles/Glasses (Motorcycle)
Kevlar Riding Pants
262 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
47 3.Uniform Equipment - Motorcycle Assignment
a. Unit employees assigned to two-wheel motorcycle duty shall be issued at the time of assignment on a one-time only basis (except as otherwise stated):
1 Safety Helmet
2 Pairs Kevlar Riding Pants
1 Pair Safety Gloves
1 Pair Safety Goggles or Safety Glasses, not to exceed $100 per replacement, excluding corrective lenses, as recommended by the Weapons & Uniform Committee and approved by the Police Chief.

4.Uniform Equipment - Helicopter Assignment
Unit employees assigned to helicopter duty shall be issued at the time of assignment the following items, and these shall be repaired or replaced in accordance with E. 2.
1 Pair Flight Boots
1 Aviation-Type Safety Helmet
1 Fire Retardant Jump Suit
1 Pair Fire Retardant Gloves
1 Fire Retardant Flight Jacket

5.SWAT Uniform and Replacement
Unit employees assigned to SWAT duty shall be issued at the time of assignment the following items:
1 BDU Black Uniform
1 BDU Green Uniform
1 Nylon Pants Belt
1 Holster
1 Nylon Gun Belt
1 Magazine Pouch
1 Handgun Light
1 Cuff Case
1 Protective Vest
1 Pair of Tactical Black Boots
1 NFDD Pouch
Unit employees assigned to SWAT duty shall be provided with the following replacement uniforms:
263 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
48 1 Replacement green training BDU department-authorized style uniform on an annual basis, or as needed.
1 Replacement standard operational BDU green uniform every two years, or as needed.

F. Clothing Repair and Replacement

1. The City shall reimburse the cost in excess of ten dollars ($10.00) per incident for repairing the uniform, glasses, or clothing (exclusive of equipment listed in Section E-2) of any unit employee damaged in the course of their employment or for replacing the same upon certification of the Police Chief to the City Manager that it cannot be reasonably repaired. The City Manager shall determine such cost and whether such damage was sustained within the course of the employment.

2. In considering the cost amount to be given unit employee for replacement, the City Manager shall determine the use and extent of wear of the damaged items.

G. Flat Badges

1. The City shall furnish to any unit employee, except those in the Police Officer Recruit classification, upon request, a flat replica of the authorized chest police badge which shall be permanently affixed in a specified carrying case.

2. This issue of the flat badge shall be subject to the limitations described in Department Policies and Procedures concerning the use, display, and ownership of police badges.

XXIV. AUTO ALLOWANCE - SCHOOL RESOURCE OFFICER
A. Purpose
The purpose of this provision is to reimburse unit employees assigned as School Resource Officers for the use of their personal vehicle in the performance of their duties as a School Resource Officer.

B. Compensation
Unit employees assigned to School Resource Officers shall receive a monthly auto allowance of fifty dollars ($50.00) per month.
264 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
49 C. Limitations

1. This extra compensation shall be paid only during those periods or portions thereof when such unit employees are actually assigned to School Resource Officers duty, are performing the assignment in their daily scheduled work assignment, and are required to use their personal vehicle in the performance of their duties.

2. However, should a unit employee assigned to School Resource Officers duty be unable to perform that function due to a non-job related illness or injury for a period of twenty-one (21) calendar days, this assignment compensation shall be suspended for all schedule work days not worked in excess of the first twenty- one (21) calendar days and until the day he/she returns to this full duty assignment.

XXV. DAMAGED EQUIPMENT OR UNIFORMS
Any unit employee who intentionally or negligently damages or loses any issued equipment or uniforms may be subject to disciplinary action.

XXVI. RETIREMENT
A. PERS
The City provides unit employees retirement coverage through the Public Employees' Retirement System (PERS).

B. Employer PERS Contribution Rate
The employer PERS contribution rate is established and adjusted annually for the employer by PERS Board of Administration. The City shall be solely responsible for payment of the employer contribution rate established by PERS, except as set forth in the respective employee cost-sharing provisions in Section C below.

The employer PERS contribution rate includes but is not limited to the following items:

Administrative (non 3/12) Pay, the Master Police Officer Program Pay, Longevity Pay, holiday in-lieu pay and uniform allowance (for Classic PERS Members only), exclusive of overtime and reimbursement compensation. (Uniform allowance is not included in PERSable salary for PEPRA “New” Members, pursuant to AB 340.)

C. PERS Cost Sharing
In the event that the employer Public Employees Retirement System (PERS) contribution rate set forth in Section XXVIII. Subsection B. established (by PERS) for the category of public safety employees (Police and Fire) of the City of Glendale exceeds four percent (4%) of salary set forth in Section XXVIII. Subsection D., the City and unit employees agree that the City and the unit public safety employees shall pay equal amounts (50/50) of any 265 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
50 employer PERS contribution rate in excess of four percent (4%) of salary.

1. “Classic” PERS Members
The maximum amount a unit employee who is designated as a “Classic” PERS Member will pay is not to exceed 3.5% of “PERSable” salary annually.

2. PEPRA “New” PERS Members
Effective October 1, 2016, the maximum amount a unit employee who is designated as a PEPRA “New” PERS Member will pay is not to exceed 1.75% of the “PERSable” salary annually. Effective with the pay period which includes July 1, 2025, the 1.75% PERS Cost Sharing for PEPRA “New” PERS Members will be eliminated.

Examples
The following examples illustrate this agreement between the City and GPOA:

Employee Contribution Example

EMPLOYER PERS

CONTRIBUTION RATECITY PAYS

EMPLOYEES PAY
CLASSIC PEPRA (10/1/16)

1.0% 1.0% 0.0% 0.0%

2.0% 2.0% 0.0% 0.0%

3.0% 3.0% 0.0% 0.0%

4.0% 4.0% 0.0% 0.0% PAY 50/50 IN EXCESS
OF 4% CITY PAYS

EMPLOYEES PAY
CLASSIC PEPRA (10/1/16)

5.0% 4.5% 0.5% 0.5%

6.0% 5.0% 1.0% 1.0%

7.0% 5.5% 1.5% 1.5%

8.0% 6.0% 2.0% 1.75%

10.0% 7.0% 3.0% 1.75%

20.0% 16.5% 3.5% 1.75%

30.0% 26.5% 3.5% 1.75%

40.0% 36.5% 3.5% 1.75% Maximum amount of 3.5% to be paid by unit employees annually.

D. Employer PERS Contribution Rate
For the purpose of this section, “employer PERS contribution rate” means the percentage rate established annually by PERS as the employer cost for retirement benefits.

E. Salary and Extra Pay
For the purpose of this section, “salary” means those categories of salary and PERS reportable extra pay as set forth in Section XXVIII Subsection B.

Commented [HM1]: When we finalize the MOU, we will need to update this to include the elimination of cost sharing for PEPRA employees.
266 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
51 F. Employee PERS Contribution

1. Unit employees contribute approximately nine percent (9%) of their salary, including holiday-in-lieu pay and uniform allowance and extra pay, exclusive of overtime and reimbursement compensation. The contribution rate for the unit employees is governed by State legislation.

2. Effective July 16, 1989 the six percent (6%) of the nine percent (9%) of the unit employees' PERS contribution, which prior to July 16, 1989 was paid for by the City, will no longer be paid for by the City. Effective July 16, 1989, the previously City-paid for six percent (6%) PERS contribution and an additional three percent (3%) for the total of nine percent (9%) will be converted to the unit employees' monthly salary as stated in this Memorandum of Understanding and City Salary Ordinance.

3. It is understood that this total of nine percent (9%) added to salaries by the City shall be included in all salary and compensation comparisons.

4. Should Federal and State laws and regulations require the withholding of personal income taxes, the City will withhold such income taxes which are applicable.

5. Effective July 16, 1989 the City shall "pick up" the unit employees' required PERS contribution. This "pick up" shall be in accordance with Section 414(h) 2 of the Internal Revenue, whereby unit employee contributions shall be tax deferred (not subject to taxation until time of constructive receipt). a. The City shall “pick-up” for tax purposes the entire statutorily required unit employee contribution to PERS.
b. It is understood that the unit employees shall pay the entire statutorily required nine percent (9%) PERS contribution through payroll deductions

6. AB 340 (the California Public Employees’ Pension Reform Act of 2013,) as it may from time to time exist, shall in its entirety be given full force and effect during and after the adoption of this agreement. Any provision in this agreement which contradict any provision of AB 340 shall be deemed null and void, with the contrary AB 340 provision(s) being given full force and effect. Therefore, no provision of AB 340 shall be deemed to impair any provision of this agreement or any MOU, Agreement, Rule or Regulation predating this agreement. “New members” as defined by AB 340 on and after January 1, 2013, shall individually pay an initial Member CALPERS contribution rate of fifty percent (50%) of the normal cost rate for the Defined Benefit Plan effective July 1, 2013 in which said new member is enrolled, rounded to the nearest quarter of one 267 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
52 percent (1%), or the current contribution rate of similarly situated employees, whichever is greater (AB 340 – Government code section 7522.30). “New members” as defined by AB 340 on and after January 1, 2013, shall be enrolled in the AB 340 7522.20(a) provided for retirement formula (2.7% at 57) (Government Code section 7522.20(a). Final pensionable compensation (as defined for new members in Government Code section 7522.34) shall be determined by reference to the highest average annual pensionable compensation earned during a period of thirty six (36) consecutive months (Government Code section 7522.32(a)).

G. Employee Contribution to Employer Contribution Rate – Pre-Tax The City has retained specialized legal counsel in order to render a written opinion as to whether or not said employee contributions to the employer-side contribution requirement can be considered on a “pre-tax” basis. The rendered legal opinion is, in the opinion of the Office of the City Attorney, supportive of City treatment of said contributions as “pre-tax”; therefore, the City has undertaken the steps, including adoption of appropriate City Council resolution(s), necessary to allow the Payroll Section to treat these distributions as “pre-tax”. However, it is expressly agreed to and understood by the parties that the City itself has no authority or jurisdiction by which to bind the IRS, the Franchise Tax Board, or any other agency to a determination that said contributions are indeed “pre-tax”. Thus, the parties agree and acknowledge that the City shall have no liability to any individual unit employee, should a taxing agency or other administrative body reject treatment of said contributions as being “pre-tax”.

H. The City Contracts for the Following Additional Retirement Benefits for "Sworn Unit Employees":

1. "2% at 50" formula as adopted by the City, effective January 1, 1973.

2. 1959 Survivors Benefit as adopted by the City effective July 1, 1961.

3. Survivors Continuous Benefit as adopted by the City, effective September 1, 1969.

4. One-time five percent (5%) increase for unit employees retired prior to January 1, 1971, adopted by the City, effective July 1, 1975.

5. One year highest compensation provision as adopted by the City, effective October 1, 1977.

6. Post retirement survivor allowance to continue after remarriage, effective August 13, 1985.

7. Section 21222.72: One-time four percent (4%) increase for sworn Police employees who retired prior to January 1, 1981.
268 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Two
LCW_DMS\GL020\042\12465790.v3-5/28/24
53 8. Military Buy-Back Provision as adopted by the City effective November 8, 1991.

9. Survivor Benefit - Level Three 1959 Survivor Benefit (Gov't. Code 21382.4) effective November 5, 1994.

10. Survivor Benefit - Level Four 1959 Survivor Benefit (Gov't. Code 21382.4) effective July 1, 1997.

11. Unused Sick Leave Service Credits (Gov't Code 20965) effective January 1, 1997.

12. “3% at 50” formula as adopted by the City, effective June 30, 2001.

13. Retirement Optional Settlement 2 Death Benefit (Government Code 21548, effective no later than January 1, 2005.

14. “3% at 55” formula (with highest three average years), as adopted by the City effective January 1, 2012 for all new unit employees hired on or after January 1, 2012.

I. The City Contracts for the Following Additional Retirement Benefits for "Non-Sworn" Unit Employees (Police Officer Recruit)

1. The City agrees to provide the same retirement benefits for non-sworn unit employees as provided for other non-sworn (full-time) miscellaneous employees of the City of Glendale.

2. When Police Officer Recruit employees are officially placed into sworn status in the classification of Police Officer, they shall be eligible for the retirement benefit for sworn unit employees as outlined in this agreement.

J. Amendment to PERS Contract Relating to Employer Cost-Sharing Upon written request by the GPOA, the City agrees to take the necessary steps to work with PERS to amend the City’s contract with PERS to insure that the funds paid to the Employer Contribution by unit employees be reflected on the unit employee’s annual PERS statement, as long as the provisions set forth in XXVIII-C above, with respect to the percentages paid by the unit employees for cost-sharing remain intact. 269 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
54 ARTICLE THREE

WORK PERIODS, SCHEDULES, AND OVERTIME
I. WORK PERIODS
A. Twenty Eight (28) Day Work Period
The work period for unit employees shall be a fixed and regularly recurring period of time consisting of twenty eight (28) consecutive twenty four (24) hour days.

B. Twenty Eight (28) Day Work Periods - Beginning/Ending

1. The twenty eight (28) day work period shall begin on Sunday, 12:00 a.m. and end twenty eight (28) days later on Saturday night at 11:59.59 p.m.

Thereafter the work period shall be a fixed and regularly recurring twenty eight (28) day work period.

II. DAILY WORK SCHEDULE
A. Eight (8) Hour Work Schedule - Designated Positions / Assignments

1. The daily work schedule (forty (40) hour work week) for unit employees assigned, either permanently or temporarily, to designated positions/ assignments which may include, but is not limited to the following:
a. School Resource Officer (SRO)
b. School Campus Officer
c. Academy Training Officer
d. Court Transportation Officer
e. Court Liaison Officer
f. DARE Officer
g. Any unit employee in designated assignment as determined by Police Management shall be eight (8) hours of work time, inclusive of breaks, exclusive of a one (1) hour meal.

2. Police Management may move a unit employee working on eight (8) hour work schedule to a schedule consisting of eight (8) nine (9) hour work days and one (1) 270 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
55 eight (8) hour work day in a fourteen (14) day work period consisting of a forty (40) hour average work week.

B. Ten (10) Hour Work Schedule

1. The daily work schedule (forty (40) hour work week) for unit employees in specialized, non-patrol assignments and placed on a ten (10) hour work day by Police Management shall consist of ten (10) hours of work time inclusive of breaks and inclusive of a one-half (1/2) hour meal break. Unit employees assigned to the ten (10) hour work schedule shall have the opportunity to take a one-half (1/2) hour meal break during their shift unless circumstances prevent it. Unit employees assigned to the ten (10) hour schedule are considered to have already been compensated for their meal breaks, and should they be unable to take their meal break they shall not receive further compensation.

2. Divisions, units or details subject to the ten (10) hour work day schedule may include, but are not limited to:
a. Investigative Services Division
b. Support Services Division
c. Field Services Division specialized and/or non-patrol assignments d. Investigators assigned to the Traffic Bureau.

C. Twelve and One-Half (12.5) Hour Work Schedule - Field Services Division - Patrol Bureau and Support Services Division – Traffic Bureau

1. The daily work schedule for unit employees assigned to Field Services Division Patrol Bureau and Support Services Division Traffic Bureau, (pursuant to the Division's work schedule policy, other than assignments designated) either permanent or temporary, shall be twelve and one-half (12.5) hours of work time, inclusive of breaks and a one-half (1/2) hour meal break.

2. Unit employees assigned to the twelve and one-half (12.5) hour work schedule are considered to have already been compensated for their meal breaks and if they are unable to take their meal break, they shall not receive further compensation. Unit employees will have the opportunity for a meal break within their twelve and one-half (12.5) hour work schedule unless circumstances prevent it.

3. Notwithstanding the twelve and one-half (12.5) hour work schedule, the use of leave benefits and comp time shall be computed on the basis of a twelve (12) hour daily work schedule, except for the payback day which will be computed on the basis of a ten (10) hour daily work schedule.
271 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
56 4. Generally (with the exception of training, the use of leave time and of irregular assignments necessary to meet management needs) unit employees assigned to the twelve and one-half (12.5) hour work schedule:
a. Shall work three (3) consecutive twelve and one-half (12.5) hour work days weekly on prescheduled days selected pursuant to the Division's work schedule policy; and
b. Shall work an additional prescheduled ten (10) hour "pay-back day" each twenty-eight (28) day work period, selected or assigned pursuant to the Division's work schedule policy.
c. Effective October 1, 2016, the number of ten (10) hour pay-back days for unit employees assigned to the 12.5 hour work schedule within the Field Services Division – Patrol Bureau, will be reduced from thirteen (13) to seven (7) days per calendar year. The parties agree that the reduction in required pay-back days in the amount of sixty (60) hours is intended to compensate unit employees assigned to patrol as a reasonable estimate for the additional time that may be worked at the conclusion of their shift due to MAV/DAR/photo downloading and other incidental duties. d. Effective July 3, 2022, unit employees assigned to the Support Services Division – Traffic Bureau will be subject to the same provisions identified in 4(c) above.

5.3/12 Work Schedule
After notice and meeting and conferring, it is understood that Police Management reserves the right to continue, modify or cancel the 3/12 work schedule after the expiration of the current agreement.

D. Management Rights in Assignments

1. Pursuant to this agreement, Police Management has the right to "assign work to unit employees of the Police Department" in accordance with requirements determined by Police Management.

2. Unit employees do not acquire tenure, status or property rights in work schedules; and changes in work schedules are not subject to civil service appeals.

A unit employee's assignment to a specific work schedule may be changed at any time for job related reasons or operational necessity.
272 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
57 E. Roll Call Preparation/Briefing - Patrol Bureau Supervisors

1. Each unit employee assigned the position of Police Sergeant - Patrol Bureau Supervisor will be credited four (4) hours of overtime and that shall be converted to six (6) hours comp time for each twenty eight (28) day work period covering at least thirteen (13) working days therein.

2. The purpose of this comp time granted to the position of Police Sergeant - Patrol Bureau Supervisor is to compensate them for time spent in addition to their regular assigned work schedule in such activities as line-up preparation, training preparation, and any other time spent relevant to their supervisory duties and responsibilities in addition to their regular assigned work schedule.

3. Briefing time shall be included in the twelve and one-half (12.5) hour work schedule.

F. Non-Patrol Sergeants

1. Effective the pay period beginning August 4, 2019, each unit employee in the position of Police Sergeant who is assigned to a non-patrol assignment will be credited four (4) hours of overtime and that shall be converted to six (6) hours comp time for each twenty-eight (28) day work period.

2. The purpose of this overtime / comp time is to compensate unit employees in the position of Police Sergeant who are assigned supervisory duties for time spent in addition to the regular assigned work schedule in such activities as phone calls received and made, emails received and sent, and any other time spent relating to their supervisory duties and responsibilities in addition to their regular work schedule.

G. Daylight Savings Work Schedule

1.Employees Assigned to the Field Services Division
Unit employees who are working at the time during which daylight savings change occurs shall:
a. In the spring, when the time is advanced ahead by one (1) hour, modify their hours worked to begin work one (1) hour earlier. In this way the total hours worked for the normal shift shall be twelve and one-half (12.5) hours.

b. In the fall, when the time is turned back by one (1) hour, those individuals who work a full tour of duty of thirteen and one-half (13.5) hours shall be compensated by one (1) hour of overtime.
273 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
58 c. Field Services Division unit employees assigned to a ten (10) hour work day shall modify their schedule such that their shift consists of ten (10) hours of actual time worked.

2.Employee Non-Field Services Assignment
Unless otherwise directed by Police Management, all other unit employees assigned and working a shift determined by Police Management during which the Daylight Savings time change occurs (either Spring or Fall) shall work a full work day regardless whether the clock time is advanced or set back by one (1) hour.

III. TIME WORKED
A. Time Worked
The maximum number of hours worked per each twenty eight (28) day work period paid at the regular rate of pay shall be one hundred seventy one (171) hours, inclusive of breaks.

B. Time Not Considered as Work Time
The following activities shall not be considered work time, except as provided for in this agreement:

1. Meal breaks - except as authorized by this agreement.

2. Leave of absence (vacation leave, sick leave, holiday leaves, IOD, etc.)

3. All travel time to work and returning home in either personal or City vehicle.

4. All time in off-duty training assignments (Home, work, study time, mealtime, sleep time, etc.) except as otherwise provided by this agreement.

5. All off-duty travel to training sites and returning home, except as otherwise provided for by this agreement.

6. All time putting on and taking off uniforms.

7. All time for personal preparation and clean up.

8. All off-duty time spent in vehicle and/or, equipment. 274 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
59 9. All time worked for which unit employees have already been paid at one and one- half (1.5) times their regular rate of pay within their one hundred seventy one (171) hour twenty eight (28) day work period.

10. All time spent on court standby time, or emergency standby.

11. All sleep time and mealtime as defined with special detail in excess of 24 hours.

12. All time assigned on stand-by assignment and/or assigned recall devices.

13. Any time not authorized as work time.

14. Any time spent by unit employees participating in an Employee Assistance Program (EAP) on a voluntary basis.

IV. OVERTIME DEFINITIONS
The following is time worked which shall be considered overtime, except as otherwise specified in this article:

A. Overtime

1.Time Worked in Excess of Eight (8) hours – Designated Positions / Assignments a. For those designated positions listed in Article Three, "Eight (8) Hour Work Schedule - Designated Position / Assignments", overtime for unit employees is time worked in excess of eight (8) paid hours per work day exclusive of a one (1) hour non-paid meal break, until and unless management opts to move a unit employee previously working an eight (8) hour schedule to a 9/80 schedule, as defined in Article Three. b. For those positions and assignments which are designated for 9/80 schedule, overtime is time worked in excess of his/her normal work schedule (eight (8) or nine (9) hours, depending on the day) exclusive of a one (1) hour non-paid meal break.

2.Time Worked in Excess of 10 hours

For those unit employees assigned to positions listed in Article Three, "Ten (10) Hour Work Schedule,” overtime for unit employees is time worked in excess of ten (10) paid hours per work day inclusive of a one half (1/2) hour meal break. 275 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
60 3.Time Worked in Excess of Twelve and One-Half (12.5) Hours - Field Services Division
Overtime for unit employees listed in Article Three, "Twelve and One-Half (12.5) Hour Work Schedule-Field Services Division" is time worked in excess of twelve and one-half (12.5) paid hours per work day, inclusive of a one (1) half hour (1/2) paid meal break, or in excess of ten (10) hours inclusive of a one (1) half hour (1/2) meal break if the unit employee is working on a “payback” day

4.Time Worked in Excess of One Hundred Seventy One (171) Hours Overtime for unit employees is time worked in excess of one hundred seventy one (171) hours within the twenty eight (28) day work period, exclusive of non-work time activities as set forth in this article.

5. Specified Overtime
Whenever work time is specified in the Agreement to be overtime.

B. No Pyramiding of Overtime

1. All time worked by unit employees which has already been compensated shall not apply towards time worked for additional overtime compensation.

There shall be no duplication or pyramiding in the computation of overtime and wages. Nothing in this agreement shall be construed to require the payment of overtime and/or other pay more than once for the same hours worked or compensated. If more than one of the provisions of this agreement is applicable to any time worked by a unit employee or otherwise compensated, the unit employee shall be paid for such time at the highest rate specified in any of such applicable provisions, but the unit employee shall not be entitled to additional pay for the same hours. No unit employee shall be compensated more than once for the same time or work period.

Examples: A unit employee using leave time for their regular shift may not work the same hours on an overtime basis as staff augmentation. A unit employee who is on-call, and then works hours during the on-call period due to a callout or other detail shall subtract the on-call time during which they are otherwise compensated. A unit employee who receives a guaranteed minimum four (4) hours on overtime such as a court appearance shall not be compensated for any other work time during that same four (4) hour period.

2. At the discretion of management, a Police Officer or Police Sergeant may be permitted to flex a work schedule or utilize compensatory time, holiday leave or vacation time while also being compensated on an overtime basis for a special 276 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
61 detail or grant funded project for which the City receives reimbursement. This exception does not create a right to such exception, but allows management the ability to utilize discretion in staffing contracted or grant funded details.

3. The receipt of a subpoena shall supersede the use of holiday or compensatory time. Unit employees shall not receive overtime compensation for an “on call” or “go” subpoena for the same hours for which the unit employee has requested the use of holiday or compensatory time.

C. Recall Work
Recall work is work time performed by an off-duty unit employee ordered to duty.

Recall work is of two kinds:

1.Regular Recall work
Recall work is performed by an off-duty unit employee for the purposes of maintaining necessary staffing levels, when such order to work is given while the unit employee is on duty. Travel time to work and returning home shall not be considered work time.

2. Emergency Recall Work
a. Emergency recall work is performed by a unit employee who is ordered to duty when:
1) It is deemed necessary or advisable to properly handle an emergency incident or incidents; or
2) To maintain necessary staffing levels; or
3) When such order occurs after going off duty; or
4) Unit employee is ordered to duty from emergency standby. b. Travel time to work shall be counted as work time. Total work time for travel time to work for emergency recall purposes (portal to portal) shall be for one hour per incident.
c. Travel time returning home shall not be considered work time.

D. Extended Shift Work
Extended shift work is work time worked by unit employees beyond their normal assigned shifts for the completion of work assigned.
277 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
62 E. Special Detail Work
Special detail work is work time performed by a unit employee during off-duty hours involving duty at parades and other public or civic events and private contract work authorized by Police Management.

F. Emergency Standby

1. Certain designated unit employees may be placed on emergency (tactical alert) standby in order to fulfill the emergency tactical plan.

2. Unit members shall remain available either at home or at prearranged locations advising a central designated person of respective phone numbers so that immediate recall may be performed in an orderly fashion without delay.

G. Special Assignments, Extraditions, and Investigations Work time for unit employees assigned to special assignments, extraditions, and/or investigation, except as otherwise specified in this article, shall be modified as follows:

1.Assignments Completed Within Twenty Four (24) Hours
Time taken for meal breaks consisting of up to three (3) separate one (1) hour periods taken by unit employees required to work a schedule of less than twenty four (24) hours shall be considered non-work time.

2.Assignments - More Than Twenty Four (24) Hours
Time taken for meal breaks, consisting of three (3) separate one (1) hour periods and time taken for sleeping, consisting of eight (8) hours, by unit employees required to work a shift more than twenty four (24) hours are considered non-work time. However, should a unit employee be unable to receive at least five (5) hours of sleep due to circumstances beyond his/her control, such sleep time shall be considered work time in accordance with this agreement.

3.Approval by Management
Notwithstanding the foregoing, unit employees may be compensated for actual time worked in a special assignment of any duration, provided such work time is approved by Police Management as consistent with the unit employee's assigned duties, responsibilities, and supervisorial direction.

H. Court Time - "Go Subpoena"

1.Definition
278 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
63 Court time is work time required of a unit employee to attend court in response to a "go" subpoena, a coroner's inquest, or a hearing or trial in a civil or criminal case, at a time other than the unit employee's assigned work shift schedule, for the purpose of testifying on behalf of the City, as to knowledge acquired or claimed to have been acquired by such unit employee in the course of employment with the City.

2. Court Travel Time
Unit employees shall be allowed travel time to court as set forth in this article in addition to the amount of time actually spent in the court appearance, except in cases where the four (4) hour minimum rule applies. In the event the unit employee’s combined time spent in court and travel time exceeds four (4) hours, they shall be compensated for the actual time spent in court and travel time as authorized by this article.

I. Court Stand-By Time "On Call"

1.Available Via Phone - Non-Work Time
Court stand-by time is non-work time required of an off-duty unit employee authorized by the tribunal ordering the appearance to stand by and be available for such purpose at a location other than the location specified in the subpoena, from the time given on the subpoena if not stated on subpoena it shall be 5:00 p.m., unless other stand-by times are ordered by the court or administrative tribunal.

2.Must Provide Phone Number
Unit employees placed on court stand-by time "on call" during their off duty time are required to be accessible by telephone or other methods approved by management. They can appear at court in a reasonable amount of time if so ordered by the court or administrative tribunal.

J. Recall Devices - Weekends and Holidays
Unit employees assigned to special assignment duty may be required to carry or otherwise keep in their immediate possession an activated muted electronic recall device while on duty and/or off duty.

V. TRAINING
A. Definitions

1.Commuter Training - "Local Area"
279 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
64 Training site within fifteen (15) mile radius of the Glendale Civic Center.

2.Commuter Training - "Outside Area"
Training site outside of the fifteen (15) mile radius of the Glendale Civic Center.

3.Resident Training
Any training requiring an overnight stay at or near the training site.

4.Normal Work Hours
Those hours a unit employee is normally scheduled to work during a given deployment period.

5.Adjusted Work Hours
The adjustment of normal assigned days off and hours worked during a twenty eight (28) day work schedule by Management with unit employee input and prior notification.

6.Number of Hours of Training
The number of training hours attended per day as calculated from the course description as listed in the published training catalog or course flyer, including any meal break time (except as otherwise identified under the provisions of this section).

B. Training Attendance for Unit Employees Assigned a Twelve and One-Half (12.5), or Ten (10) Hour Work Schedule

1.Commuter Training - "Local Area"
a.Unit Employees Assigned a Twelve and One-Half (12.5), or Ten (10) Hour Work Schedule.
1) A unit employee assigned a twelve and one-half (12.5), or ten (10) hour work schedule attending a local area training session during normal work hours, or adjusted work hours, shall upon the conclusion of the session report as expeditiously as possible to the on-duty watch commander, or their Bureau Commander, for assignment, at the discretion of the commander, to complete the remainder of his/her twelve and one-half (12.5) or ten (10) hour tour of duty.
280 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
65 2) A unit employee assigned to a twelve and one-half (12.5) or ten (10) hour work schedule attending a local area training session during off-duty time shall be paid overtime at one and one-half (1.5) times the unit employee's regular hourly rate of pay for time in training (including travel time as identified in this section).

2.Commuter Training - "Outside Area"
a.Unit Employees Assigned a Twelve and One-Half (12/5) Hour Work Schedule
A unit employee assigned to a twelve and one-half (12.5) hour work schedule attending an outside area training session during normal work hours, or adjusted work hours, will be allowed one-half (1/2) hour of travel time to the training site and one-half (1/2) hour of travel time from the training site, for a total of one (1) hour of work time.

The unit employee will be required to account for the remainder of his/her twelve and one-half (12.5) hour tour of duty through the utilization of his/her compensatory time bank as follows:

Number hours training + one (1) hour travel time + comp time debit = twelve and one-half (12.5) hour tour of duty.

A unit employee assigned to a twelve and one-half (12.5) hour work schedule attending an outside area training session during off-duty time shall be paid overtime at one and one-half (1.5) time the unit employee's regular hourly rate of pay for time in training (including travel time as identified by this section).
bUnit Employees Assigned a Ten (10) Hour Work Schedule
1) A unit employee assigned to a ten (10) hour work schedule attending an outside area training session during normal work hours, or adjusted work hours, will be allowed one-half (1/2) hour of travel time to the training site and one-half (1/2) hour of travel time from the training site, for a total of one (1) hour of work time.
2) The unit employee will be required to account for the remainder of his/her ten (10) hour tour of duty through the utilization of his/her compensatory time bank as follows:

Number hours training + one (1) hour travel time + comp time debit = ten (10) hour tour of duty
281 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
66 3) A unit employee assigned to a ten (10) hour work schedule attending an outside area training session during off-duty time shall be paid overtime at one and one-half (1.5) times the unit employee's regular hourly rate of pay for time in training (including travel time as indicated by this section).

3.Resident Training
a.Unit Employees Assigned a Twelve and One-Half (12.5) Hour Work Schedule
1)Resident Training One (1) to Three (3) Days in Duration A unit employee assigned a twelve and one-half (12.5) hour work schedule attending resident training on a one (1) to three (3) day duration on normal or adjusted work days will be provided one (1) hour of travel time on the first day of training, and one (1) hour of travel time on the last day of training, for a total of two (2) hours work time.
2) The Unit employee will be required to account for the remainder of his/her twelve and one-half (12.5) hour tour of duty for each day by utilizing his/her compensatory time bank, as follows:

First and Last Day of Training
Number hours training + one (1) hour travel time + Comp time debit = twelve and one-half (12.5) hour tour of duty Middle Day(s) of Training
Number hours training + comp time debit = twelve and
one-half (12.5) hour tour of duty
2)Resident Training Four (4) to Five (5) Days in Duration A unit employee assigned a twelve and one-half (12.5) hour work schedule attending resident training of a four (4) or five (5) day duration on normal or adjusted work days shall be assigned to work four (4) or five (5) consecutive eight (8) hour days, excluding meal breaks, with one (1) hour of travel time allotted for the first and last days of training, for a total of two (2) hours work time.

The unit employee will be considered to have met the hourly obligation for his/her regular thirty seven and one-half (37.5) hour schedule work week. The unit employee will not owe any compensatory time. Travel time in excess of a forty (40) hour work week will be accrued at straight compensatory time. 282 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
67 3) All resident training will require that the unit employee attend during his/her normal work schedule or on an adjusted work schedule.
b.Unit Employees Assigned a Ten (10) Hour Work Schedule Resident training One (1) to Four (4) days in duration
A unit employee assigned a ten (10) hour work schedule attending resident training of one (1) to four (4) day duration on normal or adjusted work days will be provided one (1) hour of travel time on the first day of the training and one (1) hour of travel time on the last day of training for a total of two (2) hours work time.

The unit employee will be required to account for the remainder of his/her ten (10) hour tour of duty for each day by utilizing his/her compensatory time bank, as follows:

First and Last Day of Training
Number hours training + one (1) hour travel time + comp time debit or ten (10) hour tour of duty
Middle Day(s) of Training
Number hours training + comp time debit = ten (10) hour tour of duty
Resident training five (5) days in duration
A unit employee assigned a ten (10) hour work schedule attending resident training of a five (5) day duration on normal or adjusted work days shall be assigned to work five (5) consecutive eight (8) hour days, excluding meal breaks, with one (1) hour of travel time allotted for the first and last days of training, for a total of two (2) hours work time. The unit employee will be considered to have met the hourly obligation for his/her scheduled work week. The unit employee will not owe any pay back compensatory time. Travel time in excess of a forty (40) hour work week will be accrued at straight compensatory time. All resident training will require that the unit employee attend during his/her normal work schedule or on an adjusted work schedule.
283 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
68 c.Training Attendance for Unit Employees Assigned an Eight (8), Eight and One-Half (8.5), or Nine (9) Hour Work Schedule

1.Commuter and Resident Training
i. A unit employee assigned an eight (8), eight and one-half (8.5), or nine (9) hour work schedule attending
commuter or resident training during his/her regular
work schedule, or on an adjusted work schedule, shall
attend the training as an eight (8) hour daily assignment.

Travel time for commuter training will be one-half (1/2) hour to the training site and one-half (1/2) hour from the training site, for a total of one (1) hour. Resident training will include a one (1) hour travel period on the first day of training and a one (1) hour travel period on the last day of training, for a total of two (2) hours work time.

Travel time beyond the eight (8) hour daily assignment
will be accrued at straight compensatory time.
ii. A unit employee assigned an eight (8), eight and one-half (8.5), or nine (9) hour work schedule attending a
commuter training session during off-duty time shall be paid overtime at one and one-half (1.5) time the unit
employee's regular hourly rate of pay for training time, including travel time.

All resident training will require that the unit employee attend during his/her normal work schedule or on an adjusted work schedule.

VI. OVERTIME COMPENSATION
A. Overtime

1.Payment
Overtime shall be paid at one and one-half (1.5) times the unit employee's regular hourly rate of pay.

2.Comp Time in Lieu of Payment
Unit employees may choose in lieu of cash payment to be compensated for overtime by the accumulation of compensatory time, on the ratio of one and one- half (1.5) hours earned in compensatory time for each hour worked. Standby straight time pay and straight time travel pay may be converted to straight-time compensatory time on an hour for hour basis. Restrictions on accumulation and payment are outlined in this article.
284 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
69 B. Regular Recall Work
Unit employees recalled to work shall be granted a minimum of two (2) hours of overtime.

C. Emergency Recall Work
Unit employees recalled to work on an “emergency recall” basis should be granted a minimum of four (4) hours of overtime.

D. Court Time - "Go Subpoena"

1.Payment
Unit employees shall be compensated for work time for all hours actually spent at the location specified in the "Go Subpoena" until released by the court.

2.Court travel time
The following schedule shall be utilized as work time when in an off-duty status authorized for court travel time:
a.Superior Courts - Glendale
No travel time will be authorized to and from for Glendale court appearances.
b.Superior Courts – Burbank
Fifteen (15) minutes each way will be authorized for travel time for Burbank Court appearances.
c.Superior Courts - Los Angeles Civic Center
Forty-five (45) minutes each way will be authorized for travel time for L.A.

Civic Center court appearances.
d.Superior Courts - Van Nuys
Forty-five (45) minutes each way will be authorized for travel for Van Nuys court appearances.
e.Superior Court – Pasadena
285 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
70 Thirty (30) minutes each way will be authorized for travel time for Pasadena Superior Court appearances.
f.Other Courts
Transportation times to and from all other courts will be determined by Police Management.

3.Work Schedule Concludes at 7:00 a.m. or at 6:00 a.m. – Minimum Hours Guaranteed “go subpoena” Court Attendance.
a.Unit employees whose work schedule concludes at 7:00 a.m. and who are in receipt of a “go subpoena” which mandatorily requires their attendance in court or administrative tribunal within the next seven (7) hours shall be compensated for up to two (2) hours of hour-for-hour paid straight time compensation in addition to their compensation for actual court attendance.
b. Unit employees whose work schedule concludes at 6:00 a.m. and who are in receipt of a “go subpoena” which mandatorily requires their attendance in court or administrative tribunal within the next eight (8) hours shall be compensated for up to three (3) hours of hour-for-hour paid straight time compensation in addition to their compensation for actual court attendance.
c. This paid compensation is designated for the “lay-over” time period between the conclusion of the work schedule at either 6:00 a.m. or 7:00 a.m. and the start of the court subpoena up to 9:00 a.m. This time shall be granted in lieu of any travel time to court.
d. Subsection 5 below shall apply to this Subsection 3 except that in no event shall a unit employee receive the two (2) hours set forth in Subsection 3a above unless the unit employee exceeds four (4) hours of actual court time.

4. Subpoena Cancellation - Forty-Eight (48) Hours’ Notice

1. If a unit employee receives a subpoena cancellation with less than forty- eight (48) hours’ notice for a court date scheduled between their weekly work periods, they shall receive two (2) hours overtime for “go” subpoenas and four (4) hours half-time for “on-call” subpoenas.

2. If the court date is scheduled during their weekly work period and the cancellation is less than forty-eight (48) hours, the unit employee shall receive two (2) hours overtime for “go” subpoenas and four (4) hours half-time for “on-call” subpoenas.
286 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
71 3. If more than one subpoena is received for the same date and time the unit employee will not be paid for any one subpoena that is cancelled unless all subpoenas for that date are cancelled.

5.Between Weekly Work Schedules - Minimum Hours Guaranteed Unit employees subpoenaed into court during their off-duty time between weekly work schedules will be granted a minimum of four (4) hours overtime. If the unit employee is scheduled into court on the day they are scheduled to return to duty, the guaranteed minimum time will apply only if there is at least a four hour period between the time indicated on the subpoena and the time the person is required to report for duty.

If a unit employee has more than one subpoena, the four (4) hour minimum shall be applied to the earliest subpoena. Subsequent subpoenas, which require an appearance after the time period covered by the 4 hour minimum, shall “stack” on top of the four (4) hour minimum on an hour-for-hour basis paid at the overtime rate for a “go” subpoena and at the half-time rate for an “on call” subpoena.

Travel time will only be paid if the time actually spent in court combined with authorized travel time exceeds the four (4) hour minimum.

6.Overlap Shift – Minimum Hours Guaranteed Between Work Shifts Unit employees assigned to the “overlap” shift who are subject to a “go subpoena” between two regularly scheduled shifts, will be guaranteed a minimum of four (4) hours of overtime.

7.Traffic Bureau Schedule Modification
At the discretion of Police Management, unit employees assigned to the Traffic Bureau, who receive a subpoena to appear in court prior to their normal start time on a regularly scheduled work day, may be required to begin their twelve and one-half (12.5) hour tour of duty at the time indicated on the subpoena.

E. Court Stand-By Time - "On Call" Assignment

1.Payment
Unit employees shall be compensated for court stand-by "on call" assignment at the rate of half-time; that is the equivalent one (1) hour paid straight time, or one (1) hour straight compensatory time, for every two (2) hours of time spent in the standby status. Unit employees shall only be compensated for one (1) "on call" subpoena regardless of the number of subpoenas received during this same 287 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
72 period of time. For subpoenas where the on call status concludes at or before 5:00 P.M., the maximum compensation shall be eight (8) hours of half-time.

2.Minimum hours guaranteed
Unit employees placed on court stand-by "on call" time assignment during their off-duty time between their scheduled weekly work period will be compensated a minimum eight (8) hours of half-time.
a. If the unit employee is placed on court stand-by "on call" time assignment on the day he/she is scheduled to return to duty, the guaranteed minimum time will apply only if there is at least a four (4) hour period between the time indicated on the subpoena and the time the unit employee is required to report to duty.
b. All compensation for unit employees assigned court stand-by time "on- call" assignment shall be paid at the half-time rate.
c. It is understood that such time spent in the court stand-by "on call" assignment shall not be considered work time for determining overtime compensation.

F. Emergency Stand-By Assignments

1.Payment
If such assignment is required during their off-duty hours, those effected unit employees shall be compensated at the half-time rate; that is one (1) hour paid straight time for every two (2) hours of time spent in the stand-by status. Specific hours of stand-by to be determined by Police Management.

2.Minimum Two (2) Hours When Recalled
Unit employees on emergency standby assignment when recalled shall be granted a minimum of two (2) hours of overtime.

G. Recall Devices - Stand-By Assignment

1.Payment
a. Unit employee assigned recall devices, stand-by assignment, except as modified by this agreement, shall be compensated for such assignment as follows: if such a requirement is assigned during a weekend or holiday, a unit employee assigned recall device shall receive five (5) hours pay, or five (5) hours compensatory time, for every completed 24 hours assigned. 288 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
73 Paid compensation shall be at straight time at unit employee's regular rate of pay.
b. If the unit employee is required to respond, one (1) hour of standby compensation will be deducted for every six (6) hours accumulated of compensated worked time during that standby assignment.

2. Non-Work Time
It is understood that such time assigned recall device is non-work time for purposes of determining overtime compensation.

3. Full and Entire Compensation
Except as otherwise provided for in this article, this compensation shall represent full and entire compensation for any unit employee assigned recall device during weekends and holidays.

VII. TIME WORK INCREMENTS
A. Increments - Less Than One (1) Hour
All authorized time worked which is beyond the unit employee's work shift schedule which is less than one (1) hour increments shall be compensated in the following manner:

Time Time Worked
0 - 3 minutes -0-
4 - 8 minutes 0.1 hour
9-15 minutes 0.2 hour
16-20 minutes 0.3 hour
21-26 minutes 0.4 hour
27-33 minutes 0.5 hour
34-38 minutes 0.6 hour
39-45 minutes 0.7 hour
46-50 minutes 0.8 hour
51-57 minutes 0.9 hour
58-60 minutes 1.0 hour
B. Increments Over One (1) Hour
Any time work increments which are over one (1) hour shall be compensated in the same herein mentioned procedure.
289 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
74 VIII. OVERTIME "COMPENSATORY TIME" ACCUMULATED AND PAYMENT A. Eligibility
Unit employees may choose, in lieu of overtime payment, to have overtime hours worked converted to a compensatory time bank.

B. Conversion

1. Overtime Designated for Compensatory Time
Overtime designated for compensatory time may be converted and banked at the rate of straight time, one and one half time, double time, double time and one half or half time at the mutual agreement between Police Management and the unit employee.

2.Example: Overtime Worked Comp. Time Conversion
Half-time 1 hr. 0.5 hrs.

Straight Time 1 hr. 1.0 hr.

One & One-half 1 hr. 1.5 hrs.

Double Time 1 hr. 2.0 hrs.

C. Accumulation
Unit employees may accumulate up to a total of ninety six (96) overtime hours worked which converts to a total of one hundred forty four (144) compensatory time hours.

D. Use of Compensatory Time As Paid Leave
Accumulated compensatory time may be utilized as paid leave on a straight time hour- for-hour basis. Requests for the use of compensatory time by the employee shall be granted within a reasonable period of time following the request, unless the request would unduly disrupt operational needs. All compensatory time utilized as paid leave by a unit employee shall be debited from their accrued compensatory time bank.

E. Pay Out - Compensatory Time

1.Compensatory Time in Excess of One hundred forty four (144) hours – Transfer to RHSP
Unit employees must transfer unused accumulated compensatory time over one hundred forty four (144) hours at the unit employee’s current regular hourly rate of pay to the unit employee’s RHSP account subject to IRS regulations. The transfer will be made the pay period following the accrual exceeding the maximum hours.
290 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
75 2. All unit employees with a minimum of 600 hours in their sick leave bank may, on an annual basis, transfer up to 96 hours of sick leave into their comp time bank as outlined in Section VIII of Article Five.

3.Compensatory Time at Termination
All accumulated compensatory time which has not been utilized prior to a unit employee's employment termination from the city shall be paid off on a straight time basis at the unit employee's current regular hourly rate of pay.

4.Compensatory Time - Change in Classification
Any unit employee who changes classification and who has accumulated any hours of compensatory time shall:
a. Have all their accumulated compensatory hours paid off at their current regular rate of pay; or

1. Convert all accumulated compensatory time at their current classification regular rate of pay and transfer full dollar value on a pro-rated equivalent basis to their new classification compensation time bank.

2. The following are examples of this comp time conversion:

Example 1: If a Police Officer is promoted to Police Sergeant and has 120 hours at $30.00 per hour, the City would pay the officer $3,600 at the time of the promotion or this new Police Sergeant who is now making $36.00 per hour would have their new comp time bank converted to 100 comp time hours.

Example 2: For promotion to Police Sergeant, conversion factor would be Police Officer at their current salary step prior to appointment divided by Police Sergeant at their new appointed salary step.

Example 3: For promotion to Police Lieutenant, conversion factor would be Police Sergeant at their current salary step prior to appointment divided by Police Lieutenant at their new appointed salary step.

IX. OVERTIME AVAILABILITY
A. Right of First Refusal
291 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274
Article
Three
LCW_DMS\GL020\042\12465790.v3-5/28/24
76 1. The City agrees to give unit employees the right of first refusal to work Police Department budgeted and contractual services overtime opportunities.

2. This right of first refusal should occur before such opportunities are offered to any other Police Department employee by Police Management.

X. RECORDING OF OVERTIME
Unit employees who are entitled to overtime compensation based on any provision of this agreement shall submit their overtime compensation request via the Department’s timekeeping system (Telestaff) at the conclusion of the work assignment itself. If this is not possible, the unit employee must submit the overtime compensation request no later than the end of the following day. If there is an articulable reason why a unit employee cannot enter the request in a timely manner, that unit employee's Bureau Commander may allow a deviation from this provision on a case-by-case basis. Unit employees shall not be entitled to additional compensation for the de minimis time taken to submit such requests.
292 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
77 ARTICLE FOUR

FRINGE BENEFITS
I. FRINGE BENEFITS ADMINISTRATION PROVISION
A. Administration
The City reserves the right to select, change, administer, or fund any fringe benefits programs involving insurance that now exist or may exist in the future.

B. Selection and Funding

1. In the administration of fringe benefits programs involving insurance, the City shall have the right to select any insurance carrier, self-insure, or other method of providing coverage to fund the benefits provided, as long as the benefits of the plan are substantially the same.

2. The City may choose to exercise its right to select the insurance carrier and select Medicare as the City's Medicare Carrier for eligible unit employees and retirees.

In such case, unit employees and retirees will be required to enroll in Medicare to be eligible to participate in other City medical plans.

C. Changes
The City shall meet with the Association prior to any change of insurance carrier or method funding coverage for any fringe benefits so listed in this article.

D. Limitations

1. The City shall not pay any costs for any fringe benefits provided in this agreement for any person who is absent on leave without pay for more than fifty percent (50%) of the work days of the calendar month unless the affected unit employee is qualified under the Family and Medical Care Leave Policy. The unit employee shall be notified and billed for the monthly insurance premium by the City.

2. The City shall pay all of its portion of the medical insurance premium from the first day of the last month worked by a terminating unit employee regardless of how many days the terminating unit employee works in their last month of employment.

3. For a unit employee qualified under the City's Family and Medical Leave Care Policy, the City shall continue to pay the City's portion of the medical insurance premiums as set forth in this article of this agreement, not to exceed that required by law.
293 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
78 E. Employee Changes in Benefit Coverage
Where optional choice of fringe benefit plans and/or insurance carriers is available to unit employees, changes in benefit plans and/or insurance carriers may only be made during the open enrollment period established by the City.

II. MEDICAL INSURANCE
A.The medical insurance rates effective June 1, 2022 are as follows:

Anthem Prudent Buyer PPO Indemnity Plan
Employee’s Monthly Contribution City’s Monthly Contribution a. Employee $108.58 $ 689.27
b. Employee plus one dependent $433.89 $1,607.81
c. Employee plus two or more dependents $753.76 $2,141.63 Anthem California Care HMO Plan
Employee’s Monthly Contribution City’s Monthly Contribution a. Employee $110.34 $ 711.99
b. Employee plus one dependent $371.14 $1,355.75
c. Employee plus two or more dependents $667.26 $1,799.56 Kaiser Traditional High Option Plan
Employee’s Monthly Contribution City’s Monthly Contribution a. Employee $ 23.24 $ 548.47
b. Employee plus one dependent $ 46.48 $1,096.94
c. Employee plus two or more dependents $ 108.93 $1,509.01

Kaiser Deductible Low Option Plan
Employee’s Monthly Contribution City’s Monthly Contribution a. Employee $ 19.32 $ 456.56
b. Employee plus one dependent $ 38.67 $ 913.11
c. Employee plus two or more dependents $ 54.72 $1,292.04 Anthem High Deductible Health Plan
Employee’s Monthly Contribution City’s Monthly Contribution a. Employee $ 72.34 $ 460.29
b. Employee plus one dependent $ 237.46 $ 881.07
c. Employee plus two or more dependents $ 415.68 $1,182.22 A. C. Effective June 1, 2024, the medical insurance rates for all unit employees are as follows:
294 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
79 Prudent Buyer PPO Indemnity Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $111.56 $ 692.26
b. Employee plus one dependent $285.74 $1,771.23
c. Employee plus two or more dependents$529.53 $2,387.63 California Care HMO Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $191.04 $ 792.68
b. Employee plus one dependent $458.79 $1,606.99
c. Employee plus two or more dependents$782.24 $2,168.69 Kaiser Traditional High Option Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $ 60.28 585.52
b. Employee plus one dependent $120.57 $1,171.04
c. Employee plus two or more dependents$170.63 $1,657.00

Kaiser Deductible Low Option Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $ 50.13 $ 487.38
b. Employee plus one dependent $100.29 $ 974.74
c. Employee plus two or more dependents$141.92 $1,379.24 Anthem High Deductible Plan
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $ 69.70 $ 457.65
b. Employee plus one dependent $146.49 $ 960.94
c. Employee plus two or more dependents$277.91 $1,304.14 C.B. Medical Insurance 50/50 Premium Increases – Effective June 1, 20253 Effective June 1, 20253, each unit employee and the City shall pay for 50% of the medical 295 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
80 premium increases or receive 50% of any premium decreases that are effective June 1, 20253 toward the monthly medical insurance premiums.

CD. Medical Insurance 50/50 Premium Increases – Effective June 1, 20264 Effective June 1, 20264, each unit employee and the City shall pay for 50% of the medical premium increases or receive 50% of any premium decreases that are effective June 1, 20264 toward the monthly medical insurance premiums.

DE. Medical Insurance 50/50 Premium Increases – Effective June 1, 2027 Effective June 1, 2027, each unit employee and the City shall pay for 50% of the medical premium increases or receive 50% of any premium decreases that are effective June 1, 2027 toward the monthly medical insurance premiums.

E. Medical Insurance – Claims Experience/Un-blending of Rates Effective upon the “un-blending” of medical insurance coverage for active employees and retirees, which took effect on June 1, 2016, the City and Association agree that all subsequent medical insurance premium rate renewals will be established according to the claims experience of only active City employees. Accordingly, prospective retirees’ medical insurance premium rates will be “un-blended” from the active City employees’ rates and determined according to the claims experience of only City retirees.

FF. Medical Insurance - Indemnity Plan Coverage

1.Plan Premium Rate
The indemnity plan premium includes the rate charge for medical insurance coverage and is based on (a) the plan's group experience; (b) cost of administering the claims; and (c) excess claims stop loss insurance; (d) cost of Prescription Drug Card Program.

2.Coverage

The indemnity plan coverage shall include the following coverage:
a. One common plan.
b. Out of pocket stop loss per individual $2,000/$4,000. c. Deductible In-Network: $200 per individual not to exceed aggregate total of $400 per unit employee and dependents; Deductible Out-of-Network:
$400 per individual not to exceed aggregate total of $800 per employee and dependents.
d. No deductible is applied to special accident benefits. 296 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
81 e. No Pre-authorization for hospitalization and outpatient services, except for specialized services.
f. 1) All charges in the designated PPO Network shall be covered at 80% subject to the annual deductible;
2) All charges outside designated PPO Network shall be covered at 60% of reasonable and customary charges subject to the annual deductible. g. Maternity benefits for unit employees and dependent spouses. h. Mental and nervous (mental health care) benefits shall be included in the indemnity insurance plan and paid the same as other illnesses. i. Home health care plan.
j. Preferred Provider Option (PPO).
k. Medical case management.
l. Nursery care for newborn infants.
m. Prescription Drug Card Program (ten dollars ($10.00) co-pay for generic drug prescriptions and twenty dollars ($20.00) co-pay for non-generic drug prescriptions.

3.Medical Insurance - Indemnity Plan Benefits Booklet
The specific details of the indemnity plan medical insurance benefits are set forth in the Indemnity Plan Benefits Booklet available from the Human Resources Department.

GG. HMO Medical Plans - Inpatient & Outpatient Psychological Services As provided per the terms and conditions of the Medical Health Care health plans.

III. RETIREE HEALTH SAVINGS PLAN (RHSP)
A. Retiree Health Savings Plan (RHSP) - Eligibility

1.Purpose
297 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
82 a. The Retiree Health Savings Plan (RHSP) enables retiring unit employees the opportunity to convert unused accumulated sick leave hours to pre- tax monies to be used for the retirees’ medical insurance costs during their retirement.
b. Retiring unit employees may also participate in the PERS Sick Leave Credit program for unused sick leave, as set forth in Govt. Code 20965. Said retiring unit employees who choose the option of converting unused sick leave to service credit may not receive double credit for the same allotment of unused sick leave hours at retirement.

For Example:

If a unit employee has 2,000 sick leave hours upon retirement, he or she may choose any one of these three options:
1) Convert 2,000 sick leave hours to the RHSP program;
2) Convert 2,000 sick leave hours to the PERS Sick Leave Credit program; or
3) A combination of the above two options with the understanding that hours may only be used once.

2. Sick Leave Hourly Conversion Rate
Effective the pay period beginning August 4, 2019, retiring unit employees may have each eligible hour of accrued unused sick leave hours converted at the rate of thirty dollars ($30.00) per hour which will be paid to each unit employee’s individual Retiree Health Savings Plan (RHSP) effective upon the unit employee’s official date of retirement.

3.Limitations
a. Employees who retire from the City of Glendale or terminate employment after twenty (20) years or more of service with the City of Glendale in a Police sworn safety position:
b. 1) Shall be eligible to participate in the RHSP plan benefits subject to IRS regulations.
2) May have their sick leave hour conversion amount deposited into their RHSP subject to IRS regulations.
b. Unit employees must have their unused accumulated vacation leave paid at the current hourly base rate of pay to the unit employee’s RHSP account upon retirement subject to IRS regulations.

298 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
83 c. Unit employees must have their unused accumulated compensatory time paid at the current regular hourly rate of pay to the unit employee’s RHSP account, upon retirement, subject to IRS regulations d. Unit employees must transfer unused accumulated compensatory time over one hundred forty-four (144) hours at the current regular hourly rate of pay to the unit employee’s RHSP account, subject to IRS regulations. The transfer will be made the pay period following the accrual exceeding the maximum hours.

e. The unit employee is responsible for paying any post retirement RHSP service fees and holds the City harmless for any taxes incurred from their utilization of the RHSP.

f. When all RHSP funds have been exhausted, retired unit employees may elect to pay personally the full monthly medical premium or terminate the medical plan coverage.

B. RHSP Contributions – Seniority
All unit employees, at the beginning of their twentieth (20th) year of full-time salaried service with the City of Glendale, shall receive a one-hundred fifty dollar ($150) per month contribution toward their RHSP account. These City-paid contributions to RHSP shall cease once a unit employee is placed on an unpaid leave status, with the exception of unit employees placed on Family & Medical Leave Act (FMLA) status.

C. City Contributions to RHSP Account
The City shall contribute the equivalent of two percent (2%) of the unit employee’s base salary to their respective RHSP account. These City-paid contributions to RHSP shall cease once a unit employee is placed on an unpaid leave status, with the exception of unit employees placed on Family & Medical Leave Act (FMLA) status.

IV. MEDICAL INSURANCE/MEDICARE-RETIRED EMPLOYEES
A. Retired Employees - Eligible for Medicare
Retired unit employees and/or their qualified dependents who are eligible to be covered by Medicare under Subchapter XVIII of Title 42 of the United States Code (relative to Health Insurance for the Aged) are deemed to be within the Modified and Supplemental group insurance coverage.

B. Retired Employees - Medicare Part "A"
299 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
84 1. The retired unit employee and/or qualified dependent entitled to receive Part "A": Medicare shall enroll in Part "A" (Hospital) Medicare upon becoming eligible for Medicare coverage.

2. Retired unit employees and/or their qualified dependents who are not entitled to receive City paid Part "A" Medicare benefits may be required to enroll in Part "A" (Hospital) Medicare benefits as a condition of participating in the City's retired unit employee medical insurance plans.

3. These retired unit employees shall have their Part "A" Medicare benefits paid for by the City when they are participating in the City's medical insurance plan and shall continue to pay the City Medical insurance premiums, and Part "B" Medical as designated by the City.

4. Effective October 6, 2015, retired City employees who are not eligible for free Medicare Part A coverage shall be eligible for reimbursement for the Part A costs regardless of what plan is selected, including non-City plans.

5. Eligible retired unit employees and their qualified dependents who fail to enroll in Part "A" Medicare benefits may be barred from participation in Retired Employee medical Insurance plans. This Medicare enrollment requirement may be modified or rescinded by the City at any time.

C. Retired Employees - Medicare Part "B"
A retired unit employee and/or qualified dependent shall enroll in Part "B" (Physicians, surgical, medical) Medicare upon becoming eligible for Medicare coverage.

D. Enrollment in Medicare Part “A” and “B”
Retired unit employees and eligible dependents who reach age 65 must enroll in both Medicare Parts “A” and “B” within the prescribed eligibility period. Failure to enroll will result in an increase in the retiree’s medical rates set forth by the insurance carriers to be effective after the first of the month following the eligibility period.

E. Retired Modified and Supplemental Group Insurance
For those retired unit employees or qualified dependents who retired prior to the implementation date of the RHSP, the City’s Sick Leave Conversion Plan shall pay the cost of this Modified and Supplemental group insurance, not to exceed the maximum city contribution of medical insurance premiums for retired unit employees as set forth in this Article.

V. DENTAL INSURANCE
A. Dental Insurance Carrier – Guardian Insurance
300 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
85 1.Dental Carrier
Guardian Insurance is the dental insurance carrier. This plan offers three options:

PPO – BD; PPO – Mid-Level “Buy-Up”; and DMO - MDC-G9.

2.PPO – BD Dental Plan
The City shall pay the full premium for the PPO dental plan per month per unit employee for a dental plan for employees and their qualified dependents.

3.PPO – Mid-Level “Buy-Up” Dental Plan
For the PPO Mid-Level “Buy-Up” Dental Plan, the City shall pay the amount of the premium that is provided to unit employees participating in the DMO plan for employees and their qualified dependents. Unit employees will pay the difference from the DMO dental rates accordingly.

4.DMO – MDC-G9 Dental Plan
The City shall pay the full premium for the DMO dental plan per month per unit employee for a dental plan for employees and their qualified dependents.

5.Dental Insurance Rates – Effective June 1, 2022
Effective June 1, 2022, the following are the City and employee contributions for Dental Plans.

PPO- BD
Employee’s
Monthly
Contribution
City’s Monthly
Contribution
a. Employee $ 0 $ 44.8442.04
b. Employee plus one dependent $ 0 $ 76.2271.47
c. Employee plus two or more dependents$ 0 $116.57109.30 PPO- Mid-Level “Buy-Up”
Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $18.4616.16 $18.36
b. Employee plus one dependent $28.9325.03 $33.63
c. Employee plus two or more dependents$44.3838.41 $51.33 DMO-MDC-G90
301 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
86 Employee’s
Monthly
Contribution
City’s
Monthly
Contribution
a. Employee $ 0 $18.36
b. Employee plus one dependent $ 0 $33.63
c. Employee plus two or more dependents$ 0 $51.33
B. Premium Increases

1.Dental Premiums
Any premium increases on the PPO-BD Plan or DMO-MDC-G9 dental plans that occur during the term of this agreement shall be paid by the City.

C. Dental Plans
The following are the two dental plans which are provided for the unit employee.

1.City of Glendale Guardian PPO-DB Plan
Unit employees covered under the City of Glendale indemnity medical plan may enroll in either of the two PPO Plans or the DMO Dental Plan during open enrollment only.

2.DMO & PPO Mid-Level “Buy-Up” Dental Plan
a. Unit employees covered under the HMO medical plan are restricted to dental coverage under the DMO dental plan or to “buy-up” to the PPO- Mid-Level Plan.
b. Dependents not enrolled in the HMO medical plan shall not be eligible for the coverage in DMO dental plan or the PPO Mid-Level “Buy-Up” Plan.

3. Unit employees waiving medical insurance may participate in all Dental Insurance Plans.

D. Retired Employees – Dental Plans

1. For retirements of unit employees occurring after December 31, 2004, retirees shall be permitted to participate in the City’s dental plans as set forth below. a. The premiums will be fully paid by the retired unit employee. b. Retired unit employees in the Indemnity Medical Plan may elect to participate in either the PPO Dental Plan or the HMO Dental Plan. 302 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
87 c. Retired unit employees in the HMO Medical Plan may enroll only in the HMO Dental Plan.
d. The City reserves the right to form a “Retiree” group within the Dental Program for rate-setting purposes.

VI. LONG-TERM DISABILITY INSURANCE – ASSOCIATION PLAN
A. Premium Payment
The City shall pay the entire (100%) monthly insurance premium rates for the Association’s Long-Term Disability Insurance Plan for unit employees. The monthly premium paid per employee per month is not to exceed twenty-four dollars and fifty cents ($24.50). Any premium increases incurred above that rate will not be paid by the City.

B. Exceptions
Notwithstanding the above, whenever a unit employee becomes qualified for coverage under the City Family and Medical Care Leave Policy, the City shall continue to pay medical premiums as set forth in this article, not to exceed that required by law.

VII. MEAL REIMBURSEMENT
Meal reimbursement for job-related assignments shall be provided for as determined by Police Management. Unit employees shall receive meal reimbursement of up to forty dollars ($40) per day, exclusive of alcoholic beverages for City approved travel.

VIII. EDUCATIONAL REIMBURSEMENT
A. Eligibility Payment of One-Half Tuition / Books
When any unit employee enrolls in a lower and/or upper division or graduate level university course or other course of college level, which course of study is directly related to such unit employee's work and has received prior approval of the department head and the City Manager, payment of one-half of the tuition therefore and one-half of the cost of required course books for same may be made to the unit employee upon successful completion of said course.

B. Limitations

1. However, the aggregate total a unit employee may be reimbursed by the City for all their entire educational courses but not to exceed $10,000 per each ten (10) years of their employment with the City.
303 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
88 2. This benefit is non-accumulative and must be used within each ten (10) year cycle.

C. Repayment to City if Terminated Within the Year of Study.

In the event such reimbursed unit employee leaves the employment of the City for any reason, except layoff, within a period of one year following the completion of such course of study, the amount paid by the City for such tuition and books shall be repaid to the City by having the Director of Finance deduct same from the severance pay or last salary paycheck of such unit employee.

IX. DECEASED UNIT EMPLOYEES – WIDOWS / WIDOWERS AND DEPENDENTS BENEFITS A. Medical and Dental Insurance Benefits
The City shall provide insurance or funds equal to the City's contribution for active unit employees for Medical and Dental Insurance for the qualified spouse and/or qualified dependents, as currently covered by the City's Medical and Dental Insurance plans, of any unit employee who dies while on active duty from injuries incurred while performing his or her job duties or who dies as a direct cause of such injuries. The maximum amount of the subsidy shall not exceed the City's contribution for such insurance provided to active unit employees covered by this memorandum of understanding.

B. Eligibility

1. Only a spouse and/or dependents covered as qualified dependents under a unit employee's Medical and Dental Insurance plans, at the time of death, shall be eligible for the insurance or subsidy.

2. Upon application by a spouse and/or dependents for this benefit, the Director of Human Resources shall make a determination of eligibility. Such determination shall be final and binding and not subject to further appeal.

3. Unborn children of the deceased unit employee will be eligible for dependent status upon birth.

C. Limitations

1. Qualified spouses and dependents will receive benefits or payments not to exceed those benefits for which they otherwise would be independently qualified. (For example, spouse alone is eligible for the employee only benefits contribution. Spouse plus one dependent are eligible for the employee plus one benefit contribution and spouse plus two dependents are eligible for family benefit contribution).
304 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
89 2. The qualified spouses and/or dependents as described are subject to all terms, conditions and limitations set forth in this memorandum of understanding, the City's Medical and Dental Insurance Plans.

3. a) Should qualified spouses and/or dependents lose eligibility to participate in the City's plans, the City may elect, at its choosing, to purchase similar insurance or substitute a cash payment not to exceed the City's portion of the active unit employee's contribution to which the qualified spouse and/or dependents are eligible to receive.
b) If the City does not provide a replacement insurance policy, the City may elect to reimburse the qualified spouse and/or dependents for other insurance purchased up to the maximum benefit said spouse and/or dependents are eligible to receive.
c) When a qualified spouse and/or dependents are covered by medical and dental insurance policies provided by a subsequent employer, the qualified spouse and/or dependents shall receive a supplemental reimbursement not to exceed the difference between that portion of premiums paid for by the subsequent employer and the total premiums for such insurance. The amount of each supplemental reimbursement shall not to exceed the maximum benefit the spouse and/or dependents are eligible to receive.
d) The City shall have the right to request documentation and proof of payment of any reimbursed insurance premiums.

4. The benefits or subsidy to the spouse shall cease upon attaining the age of 65.

5. These provisions and benefits are not applicable to members who were not on duty at the time of injury which resulted in their deaths.

6. Unit employees in the classification of Police Officer Recruit are not eligible for this benefit.

D. Funeral Expenses
The City shall expend a sum not to exceed $7,500 for funeral expense to the heirs of any unit employee covered by this Memorandum of Understanding who dies while on active duty from injuries incurred while performing his or her job or who dies as a direct cause of such injuries. This benefit is not applicable to members who were not on duty at the time of injury which resulted in their death. Unit employees who are in the classification of Police Officer Recruit are not eligible for this benefit. This amount 305 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Four
LCW_DMS\GL020\042\12465790.v3-5/28/24
90 includes the amount of $5,000 already available for this purpose in accordance with California State Labor Code Section 4701.

X. MISUSE OF BENEFITS
The Association acknowledges that misuse of benefits is inappropriate and may subject the unit employee to disciplinary action.
306 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
91 ARTICLE FIVE

LEAVE POLICY
I. LEAVE DAY DEDUCTIONS - HOUR VALUES
All leave day deductions for holidays, vacations, sick leave and other leave benefits shall conform to the unit employee's work schedule assignment at the time the leave was taken. Leave day deductions for various work schedules are stated as follows:

Work Schedule Leave Hours Deducted Per Day
8-hour 8 hours per day
9/80 9 hours per day or
8 hours per day, depending on what day was scheduled to be worked 10 10 hours per day
12-1/2 12 hours per day
II. HOLIDAYS
A. Scheduling of Holiday Time

1. The annual holiday leave time bank for unit employees is one hundred twenty- four (124) hours.

2. Such holiday time off shall be taken with the approval of Police Management.

3. The parties to this agreement, including the unit employees, will endeavor, in good faith, to avoid accumulation of holiday time which may result in scheduling problems and/or loss of holiday time if not taken during the calendar year.

4. Unit employees shall utilize holiday time when taking time off on a City observed holiday.

B. Designated Holidays
Unit employees not receiving holiday-in-lieu pay shall utilize holiday time when taking time off on the following City designated holidays and Floating Holiday hours:
•New Year's Day (first day of January)
•Martin Luther King (third Monday of January)
•Washington's birthday (third Monday in February)
•Memorial Day (last Monday in May)
307 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
92 •Juneteenth (nineteenth day of June)
•Independence Day (fourth day of July)
•Labor Day (first Monday in September)
•Veteran's Day (eleventh day of November)
•Thanksgiving Day (fourth Thursday in November and Friday directly following Thanksgiving day)
•Christmas Day (twenty-fifth day of December)
C. Designated Holidays-Occurrence on Saturday or Sunday

1.Friday Holiday
The Friday immediately preceding any designated holiday that falls on a Saturday shall be deemed to be a holiday.

2.Monday Holiday
The Monday immediately following any designated holiday that falls on a Sunday shall be deemed to be a holiday.

D. Holiday Leave Bank

1. Holiday leave taken by eligible unit employees shall be directly applied to the one hundred twenty-four (124) hours of holiday leave as set forth in this article.

2. Any remaining holiday leave hours not used for these designated City holidays shall be used in a manner consistent with the holiday leave policy as set forth in this article.

E. Holiday Leave Utilization

1. Holiday leave time, not expended for the three (3) City-designated mandatory holidays, shall be non-mandatory holiday leave.

2. Holiday leave shall be approved at such time as is mutually agreeable to the unit employee and Police Management.

3. Leave payment shall be charged against employee available holiday leave hours accrued.

4. The appropriate use of non-mandatory holiday leave shall be the unit employee’s responsibility to monitor. Any unit employee using so much non-mandatory holiday leave that insufficient leave remains to cover the three (3) City- designated holidays shall be required to utilize vacation, compensation time or unpaid leave of absence to cover the designated holiday. 308 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
93 F. Christmas or New Year Holiday Time Off

1. Unit employees shall be authorized Christmas or New Year's holiday time off when scheduling permits as determined by Police Management on the basis of seniority.

2. These holidays shall be the only holidays in which seniority shall be used to determine holiday preference.

3. Seniority shall be utilized only within the team or detail to which the unit employee is assigned.

4. The senior unit employee shall be defined as the unit employee within a given rank having the greatest number of days of continuous employment as a sworn member with the City of Glendale Police Department.

5. Unit employees of higher rank shall have first choice in selecting holidays off.

G. Vacation Schedule Priority
Vacation schedules shall have priority over holiday selections.

H. Mandatory Designated Holidays

1.Investigative Services, Support Services and Administrative Assignments to the Professional Standards Bureau
a. Unit employees in the Support Services (except the Air Support Unit, the Traffic Bureau and the Community Services Bureau) and Investigative Services, and any unit employee on administrative assignment to the Professional Standards Bureau, Support Services Division shall observe the following seven (7) mandatory designated holidays: (1) First day of January (New Year's Day); (2) Third Monday of January (Martin Luther King Jr. Day; (3) Last Monday in May (Memorial Day); (4) Fourth day of July (Independence Day); (5) First Monday in September (Labor Day); (6) Fourth Thursday in November (Thanksgiving Day); (7) Twenty fifth day of December (Christmas Day).
b. Effective January 1, 2015, unit employees describe above shall observe the following three (3) mandatory designated holidays: (1) First day of January (New Year’s Day); (2) Fourth Thursday of November (Thanksgiving Day); and (3) Twenty fifth day of December (Christmas Day. c.Court Detail
309 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
94 Unit employees assigned to the Court Detail shall observe the specified Los Angeles County Court holidays as their mandatory holidays. With the approval of Police Management, the Court Detail may work Los Angeles County Court holidays if it is in the best interest of the Department to do so.
d.Compensation
Unit employees in the Support Services Division (except the Air Support Unit, the Traffic Bureau and the Community Services Bureau), and Investigative Services are required to work on a mandatory holiday shall be compensated by payment at the rate of one and one-half (1 1/2) times the applicable hourly rate of pay of the affected unit employee. e.Holiday Bank Not Debited
Affected unit employee's holiday time bank shall not be debited for hours worked when required to work a mandatory holiday.

2.Administrative Assignment
a. All unit employees, either of regular or I.O.D. status, who are administratively assigned by Police Management to Professional Standards Bureau - Administrative Services Division, which is a forty (40) hour work shift assignment will have mandatory holidays deducted as set forth in this agreement, Article V., Section II, Subsection C. b. All other unit employees exempted by Article V., Section II, Subsection I, on I.O.D. status who have not been assigned to the Administrative Services Division, forty (40) hour work shift assignment, are considered to have a holiday bank that is not debited by mandatory holidays. c. Therefore, such unit employees on I.O.D. status, not administratively assigned to the Professional Standards Bureau - Administrative Services Division which is a forty (40) hour work shift assignment, should not have any mandatory holidays deducted from their holiday bank. d. If a unit employee on Administrative Assignment IOD status and who is in-patient hospitalized when any mandatory holiday occurs, they shall not be deducted any of the holiday time which occurred when they were in-patient hospitalized.
e. Unit employees on Administrative Assignment shall be entitled to the 42-hour holiday leave payoff benefit providing such holiday leave exists except for unit employees on IOD “4850” work comp time. 310 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
95 f. Unit employees on IOD “4850” work comp time shall have their holiday leave bank carried over to the next calendar year on a prorated basis for that portion of the calendar year spent on IOD “4850” work comp time.

I. Holiday Policy on Scheduled Day Off

1. When a holiday falls on a day which is part of the unit employees scheduled days off, employees shall not be required to use holiday leave time from their holiday leave bank.

2. When a holiday occurs on a day on which a unit employee is scheduled to work, the employee shall take such holiday leave as is appropriate to their work schedule.

J. Holiday Staffing Levels
Police Management shall exercise the sole prerogative to determine staffing levels and to assign unit employees as necessary to maintain staffing levels and to accommodate emergency situations.

K. Holiday Compensation

1. On December 31 of each year, unit employees shall receive a payoff for up to forty-two (42) hours of unused holiday time at the base rate of pay in effect on such day. Any unused holiday time in excess of forty-two (42) hours shall be forfeited. This payout will be reported to CalPERS under Govt. Code Section 20636 and CCR 571(a)(5). Effective July 1, 2024, employees shall have two calendar years to use holiday time. Thereafter, on December 31 of even numbered years, unit employee shall receive a payoff for up to forty-two (hours) of unused holiday time at the base rate of pay in effect on such day. Any unused holiday time in excess of forty-two (42) hours shall be forfeited.

2. Any payout for unused holiday leave in a given calendar year shall be paid on the second paycheck in January of the following calendar year.

3. Unit employees who terminate employment before the end of the calendar year shall only be eligible to receive holiday leave hours covering those holidays chronologically occurring prior to their termination. Unit employees shall also receive up to forty-two (42) hours cash-out of unused holiday leave, which shall be reported to CalPERS under Govt. Code Section 20636 and CCR 571(a)(5). All mandatory holidays occurring after termination shall be forfeited.

4. During the unit employee’s initial appointments to the positions of Police Officer Recruit and Police Officer, occurring during the first two years of employment with the Glendale Police Department, unused floating holiday leave in excess of Commented [LDK2]: POA Team, we welcome your feedback
on this language, thank you!
311 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
96 the forty two (42) hour cash out limit may either be cashed out or carried over to the following calendar year. In all subsequent years beyond the two-year mark, unit employees must abide by the forty two (42) hour per year limit. A unit employee so affected wishing to cash out or carry over more than forty two (42) hours shall initiate a written request to the Professional Standards Bureau prior to December 30th of the year in which the holiday time is earned.

L. Holiday Leave Limitation

1. No unit employee shall receive any holiday pay if they use more than four hours (4) of leave of absence without pay either the work day before or the work day after a mandatory holiday except as set forth in City Family and Medical Leave Policy.

2. Unless holiday leave is used for "pay back" of leave time as provided in this agreement for unit employees assigned to a twelve and one half (12.5) hour work schedule, holiday leave shall be taken in hourly increments based on the unit employees current work schedule.

M. Holidays Granted
All unit employees and new hires after January 1 of each calendar year shall receive a proportion of the above holidays based on the following schedule:

Months of Hire Number of Holiday Hours Granted
January 124 hours
February 106 hours
March 97 hours
April 97 hours
May 97 hours
June 90 hours
July 81 hours
August 70 hours
September 70 hours
October 61 hours
November 36 hours
December 9 hours
312 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
97 III. TWENTY-FOURTH DAY OF DECEMBER

1.Police Department Open
a. When December 24th occurs on Monday, Tuesday, Wednesday, or Thursday, all Police Department Administrative Offices shall close at 12:00 p.m. b. Only unit employees working on this day as part of a daytime work schedule starting on or after 6:00 a.m. and ending not later than 6:00 p.m. shall be considered eligible for this holiday provision.

2.Limitations
a. That part of December 24th from 12:00 p.m. to 6:00 p.m. shall be and is hereby designated a holiday; provided, however, that said holiday shall not apply to the unit employees assigned to the Patrol Bureau, Traffic Bureau, Special Enforcement Detail, and the Air Support Unit, or unit employees whose functions are designated by Management as essential to the Public welfare as determined by Police Management.
b. Those unit employees receiving twenty fourth day of December holiday time off shall work up to 12:00 p.m. without a lunch period on this day.

3.Non-Cumulative
a. This twenty-fourth day of December holiday provision is non-cumulative, and if not utilized for any reason as set forth in this section, it may not be taken at a later time.
b. Only unit employees actually working on December 24 are eligible for the holiday. c. Unit employees eligible to receive the twenty fourth day of December holiday leave, with the approval of Police Management, may combine a maximum of four (4) hours on a 5/40 schedule, four and one half (4.5) hours on a 9/80 schedule, or five (5) hours on a 4/40 schedule of December 24th leave with compensatory time or vacation or floating holiday leave or sick leave to receive a full shift off on December 24th. Leaves of absence without pay or temporary disability may not be combined with the December 24th holiday leave.

IV. SPECIAL DAYS OF OBSERVANCE
A. Definition
A special day of observance, day of mourning, or a like day of participation, when so declared by the City Council by resolution, shall have the same legal effect as a holiday, 313 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
98 and during such day or portion thereof so declared, City offices shall be closed, except those offices providing services essential to the public welfare.

B. Schedule
Unless specifically declared otherwise by the City Council, such day shall be between the hours of 7:30 a.m. to 5:30 p.m. except on Fridays which is 5:00 p.m.

C. Eligibility
Only unit employees scheduled to work on a special day of observance and not rendering essential services shall have the day off.

D. Compensation

1. Unit employees whose services are declared essential by the City Manager shall work during such day, or portion thereof and shall be compensated therefore as by this section specifically provided as follows:

2. Unit employees required to perform essential services on such day between the hours of 7:30 a.m. and 5:30 p.m., or such other period as specified by the City, shall receive straight time pay in addition to regular pay for each hour worked during such day or period as declared by the City Council.

V. VACATION
A. Vacation Time Earned
Unit employees shall be provided with vacation time earnings to be based on the following schedule.

Years of
Full-Time
Service
Annual Number
of Hours Eligible
to Earn
Monthly Accrual
Number of Hours
Per Month
Year 1 through 4
(start through 48 months) 1-4 80 hours 6.667 hours
Beginning year 5
(49 months through 168 months)4-14 120 hours 10.000 hours Beginning year 15
(169 months and thereafter)14 160 hours 13.333 hours
B. Limitations

1. Vacation is earned and awarded monthly and is computed on the basis of the annual hours divided by the number of months per year.
314 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
99 2. No vacation shall be credited for a month in which the unit employee has been on a leave of absence without pay, excluding disciplinary suspensions without pay during the majority (50%+) of the month.

3. Vacation leave may be taken in increments of one (1) hour or more as approved by Police Management.

4. Unit employees begin to accrue vacation time after their first day of employment as a full-time salaried unit employee. However, the employee will only be eligible to use the 80 hours of vacation provided to them, after 12 months of service and will continue to accrue vacation on a monthly basis thereafter.

5. Any unit employee who is laid off during their first year of employment and is then rehired within (1) year time period shall have their prior service time earned prior to their layoff apply toward their service time eligibility for vacation benefits earned.

6. Unit employees working any schedule, including other than a regular forty (40) hour schedule, shall be subject to the exact same vacation policy as all other unit employees.

7. Vacation leave balance shall be the unit employee's responsibility to monitor.

Any employee using vacation leave in excess of the employee's accrued leave shall be required to utilize floating holiday leave, compensatory time or unpaid leave of absence to cover excessive vacation leave taken.

C. Prior Service
For the purpose of computing vacations time earned, "total service" means and includes all full time service with the City prior to any resignation or retirement as well as the service of a unit employee following re-employment.

D. Vacation Scheduling - Plan

1. To ensure an orderly administration of vacation time within the Police Department, Police Management shall prepare a department vacation plan for unit employees by March 15 of each calendar year unless extenuating circumstances cause delay in the completion of such plan. Such plan shall provide a schedule of no more than an average of ten percent (10%) of the unit employees within a given rank off on vacation leave at any one time within each separate work groups, bureaus, and/or details, during the period from January 1 through December 31 of each calendar year.

2. Unit employees shall submit all vacation requests to their division commander no later than February 15, each year. In the absence of prior approval, failure to comply shall result in the loss of unit employee's seniority for vacation purposes. 315 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
100

3. Service division commanders will try to provide every unit employee in their division who has requested vacation time during the period June 15 through September 15 with at least one week's vacation during this period, regardless of seniority, without violating minimum approved division staffing levels.

4. In the scheduling of vacation time for unit employees:
a. Preference for vacation periods shall be granted in the following order:
1) Rank
2) Department seniority
b. Seniority of unit employees hired on the same date shall be determined by the number of the personnel requisitions.
c. Except for extenuating circumstances, and approved by Police Management, no accumulated overtime or optional holidays shall be taken in conjunction with vacation time.
d. Unit employees of one section shall have vacation priority over unit employees being voluntarily reassigned to that section once the vacation plan has been established and approved. However, every effort shall be made to ensure that unit employees who are transferred to another unit or section shall be allowed to take their vacation at the time.

5. Nothing in this agreement shall prohibit the Police Chief from temporarily suspending provisions of this section whenever in his opinion the availability of staffing resources requires such a suspension.

E. Vacation Accumulation
All unit employees shall accumulate and use vacation time earned as follows:

1. Unit employees may accrue a maximum of two (2) years of vacation leave without Department Head approval. Vacation leave earned in excess of the two (2) years of accumulated vacation leave must be used monthly as earned.

2. A unit employee who is unable to take a vacation in accordance with the first provisions of this section due to the fact that such employee's continued service is in the best interest of the City, shall, with the approval of the employee's Department Head, be entitled to accrue a maximum total of three (3) years of vacation time. Vacation leave earned in excess of the three (3) years of accumulated vacation leave must be used monthly as accrued. 316 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
101

3. Once three (3) years of accumulated vacation leave is accrued, the unit employee stops accruing additional vacation time until the leave is utilized and the accumulated time is reduced to below the maximum accrual limits. This accrual stops when the unit employee reaches maximum accrual limits of either 240 hours (1 to 4 years of full time service), 360 hours (5 to 14 years of full time service), or 480 hours (15 or more years of full time service).

4. A unit employee who is unable to return to work due to a serious and prolonged illness or injury which prevents such person from taking earned vacation time during the calendar year and the limits set forth in Subsection E above, may, with the approval of the City Manager, carry over such vacation time to the next succeeding calendar year.

5. Accumulation and use of vacation leave beyond any succeeding calendar year and the limits set forth in this Subsection E. 1 and 2 above, may be granted at the discretion of the City Manager in special or unusual circumstances.

6. A unit employee who has been on military leave of absence for a least thirty (30) consecutive days during the calendar year in which such person would otherwise be entitled and required to take a vacation, may take said vacation during the twelve calendar months immediately following the calendar month of termination of said military leave but in no way shall such unit employee be entitled to take said vacation or receive any compensation for same after this last stated time.

F. Vacation Cash-Out/During Employment
G.F. Effective the pay period beginning August 4, 2019 through November 30, 2019, unit employees may cash out up to one hundred twenty (120) hours of accrued vacation leave time at their base hourly rate of pay each fiscal year. The cash out may be taken up to two times per fiscal year in smaller increments, but may not exceed a total of one hundred twenty (120) hours per fiscal year.

Effective December 1, 2019, for calendar year 2020 (1/1/20) and every year thereafter:

By December 15 (the first year being 2019) of each year, employees may make an irrevocable election to cash out up to 120 hours of vacation which they can accrue per year which will be earned in the following calendar year at the employee’s base rate of pay. In the following year, the employee can receive the cash for the leave they irrevocably elected to cash out in the first pay period of December.

If an employee’s vacation time off leave balance is less than the amount the employee elected to cash out (in the prior calendar year), the employee will receive cash for the amount of leave the employee has accrued at the time of the cash out. 317 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
102
If an employee makes an irrevocable election to cash out vacation time off in the following calendar year and uses such leave in that subsequent year, the vacation or compensatory time off leave used will come from the leave the employee had earned prior to January 1 of the year the employee has elected to cash out vacation or compensatory time off. This is to ensure that assuming an employee had a vacation leave time off balance prior to January 1, the leave used will not result in a reduction in the amount of leave the employee will be eligible to cash out.

In addition to the above, starting in calendar year 2020, an employee who has an “unforeseen emergency” (defined as an unanticipated emergency that is caused by an event beyond the control of the employee and that would result in severe financial hardship to the employee if early withdrawal were not permitted) shall be entitled to make a request to the Director of Human Resources for a payoff of accrued vacation time off of up to a total of 120 hours.

G. Vacation Cash-Out at Termination/Retirement - RHSP

1. Any unit employee who has completed at least one year of service with the City prior to termination shall be paid at the base hourly rate then being received for the vacation to which the employee would otherwise be entitled and also for vacation leave hours earned by reason of months worked in the current calendar year provided said vacation leave hours have not been taken at or prior to the date of separation.

2. At retirement, unit employees will have all of their accumulated vacation hours placed into their RHSP account subject to IRS regulations.

3. Further details on unused accumulated vacation leave and RHSP are set forth in Article Four of this agreement.

VI. WORKERS' COMPENSATION - POLICE OFFICER RECRUIT
A. Workers' Compensation Leave
Police Officer Recruit employees compelled to be absent from duty because of injury or illness arising out of and in the course of employment shall receive a paid leave of absence not to exceed three hundred twenty (320) work hours.

B. Temporary Disability

1. If entitled to receive temporary disability indemnity under Division 4 of the California Labor Code, a Police Officer Recruit employee may elect to take as much of the accumulated sick leave, or the accumulated vacation after the accumulated sick leave becomes exhausted, as when added to the temporary disability indemnity will result in a payment equal to full salary. 318 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
103

2. This full salary shall not exceed the employee's base earnings that were in effect as of the date of illness or injury.

C. Additional Temporary Disability Benefit

1. If a Police Officer Recruit employee is entitled to receive temporary disability indemnity under Division 4 of the California Labor Code, and if such Police Officer Recruit employee has exhausted all benefits receivable under the above sections A and B, the Police Office Recruit employee shall receive, for a period not to exceed six (6) months from and after the date when such benefits provided under the above sections A and B are thus exhausted, additional compensation, if any, such as will, when added to the temporary disability indemnity required by said State law, result in a payment to such Police Officer Recruit employee equal to two-thirds of full salary for such period.

2. This full salary shall not exceed the employee's base earnings that were in effect as of the date of illness or injury.

D. Sick Leave Augmentation of Temporary Disability

1. When a Police Officer Recruit employee uses sick leave credit to augment temporary disability indemnity because of an injury compensable under the State Labor Code and the City is reimbursed by a third person for its damages by reason of such use, there shall be credited to the employee's sick leave account, sick leave equivalent to the amount so used or proportionately, if reimbursement is only in part.

2. If the City does not collect from the third person the full amount of the compensation paid and other damages to which it is entitled and if the amount collected is not itemized so that there may be ascertained the amount collected in reimbursement for the sick leave used, the sick leave to be credited shall be in the same ratio to the sick leave used as the total amount collected bears to the total amount of the City's damages.

VII. WORKERS’ COMPENSATION – DIAGNOSTIC EXAMINATIONS
A. Unit Employees Injured in the Course of Employment
Upon request of the treating physician, and with the approval of the Director of Human Resources, unit employees will receive recommended diagnostic examinations, including but not limited to MRIs, EMGs (excluding heart EMGs), CT-scans and EKGs. When said diagnostic examinations can reasonably reduce lost time and overtime expenditures, approval will be granted expeditiously.

VIII. SICK LEAVE
319 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
104
A. Sick Leave Benefit

1. Sick leave is a benefit and not a right and is to be utilized by unit employees who are unable to work because of an injury or illness, except as provided otherwise in this article.

2. The sick leave benefit should be thought of as an insurance policy. It insures and protects unit employees from a loss in wages when they are unable to work because of an illness or injury.

3. The City considers good attendance to be a very important part of a unit employee's overall performance. Absenteeism creates a hardship on City operations and co-workers, resulting in work schedule disruptions and added costs.

B. Sick Leave Accumulation Plan

1. Unit employees shall accrue 8 hours sick leave for each major portion of a month worked in a calendar year.

2. The maximum sick leave hours which can be accumulated each calendar year shall be ninety six (96) hours.

3. All unit employees with a minimum of 480 hours in their sick leave bank may, on an annual basis, transfer up to 96 hours of sick leave into their comp time bank.

Said transfer shall be subject to the same comp time pay out limitations as set forth in Section VIII of Article Three and must be made after the completion of an irrevocable election to transfer the sick leave hours. Sick leave hours transferred to comp time must be hours accrued in the preceding calendar year for which unit employees intend to transfer. The election to transfer sick leave hours into the unit employees’ comp time bank shall be made by December 15 of each year, and the actual transfer will occur in the first pay period of December.

3. For each month or more than 50% portion thereof during which a full time unit employee is compensated on a monthly basis, said unit employee shall be allowed a leave of absence with full pay for eight (8), nine (9), ten (10), or twelve (12) hours depending upon such employee's assigned work schedule to be taken only when employee is unable to work on account of illness or injury, including pregnancy. Said amount of sick leave hours shall be debited in full from the affected employee's sick leave accrual bank.

4. Service time prior to any resignation, retirement, or removal from employment of the City shall not thereafter be considered for any leave accumulation (credits) except in the case of a unit employee reinstated. Unit employees reinstated subsequent to resignation shall have reinstated to their credit any accumulated sick leave hours lost because of such resignation.
320 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
105
C. Limitations

1. No such sick leave of absence shall be credited for time during which unit employee is on leave of absence from duty without pay.

2. Sick leave shall be approved by Police Management based on the sick leave policies of the City.

3. A unit employee who is unable to work on account of illness or injury shall abide by the sick leave policy and procedure established by the City. The City reserves the right to send an employee for examination to verify medical release prior to authorizing employee to return to work.

4. Any illness or injury extending more than forty (40) work hours for unit employees must be verified by Employee Health Services.

5. Unit employees re-employed from a lay-off list established after July 1, 1978, shall have all previously accrued sick leave credited to their accumulated sick leave balance.

D. Department Notification - Absent from Duty

1. Unit employees who will be absent from duty due to non-job related illness or injury shall notify their supervisor or Division Commander daily of this fact, or other reasons for the absence, no more than eight (8) hours and no less than one (1) hour before the beginning of their scheduled duty assignment, and no less than one (1) hour before their scheduled duty shift when returning from such leave.

2. a. Unit employees while absent from duty because of a job related illness or injury shall notify their supervisor or Division commander between the hours of 8:00 a.m. to 5:00 p.m. each Monday of their status. b. Unit employees on the first day of each occurrence on a job-related illness or injury are required to comply with D (l).

3. A unit employee while absent from duty because of a non-job related illness or injury shall remain at their official residence during the hours of their scheduled duty assignment.

4. A unit employee while absent from duty because of a job related illness or injury, before leaving their residence on each occasion, during hours of scheduled duty assignment, shall notify the employee's Bureau or Division Commander, or Police Chief, as the rank may require. The employee shall advise the purpose, intended 321 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
106
destination, and the estimated duration of absence and other information as may be required.

5. Police Management shall exempt unit employees from these requirements providing the unit employee:
a. is in a medical facility; or
b. has an industrial disability which has been determined to be permanent and stationary by a licensed medical physician and prohibits return to duty; or
c. is absent due to non-job related illness or injury and is not utilizing sick leave benefits; or
d. other arrangement, locations, or conditions have been authorized by Police Management.

E. Misuse of Sick Leave, Injury or Illness
No unit employee shall misuse, feign or misrepresent any illness or injury or deceive any other employee, supervisor, or any representative of the City as to their real condition for the purpose of remaining away from schedule duty assignments. Misuse of sick leave, illness, or injury shall result in disciplinary action, which could include removal from employment with the City.

F. Family Care Leave With Pay - Utilizing Sick Leave

1.Definition
Family care leave shall be defined as whenever the unit employee's presence with the family is needed because of illness or medical condition with their spouse or family.

2. Sick Leave With Pay
a. Unit employees may upon request be granted in each calendar year up to a maximum of forty eight (48) sick leave hours.
b. Family illness leave and such time taken shall be charged against the unit employee's accumulated sick leave.

3.Family
“Family” shall mean spouse, employee's child or parents, or spouse’s child or parents, siblings, grandparents or grandchildren, or spouse’s siblings, grandparents or grandchildren, domestic partner or any other relative residing in 322 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
107
the same household as employee. An employee may also designate one person per 12-month period at the time the employee requests sick leave.

G. Sick Leave Balance Printed on Paycheck Stub
Unit employees’ sick leave balances shall be printed on their paycheck stubs.

H. Additional Leave Without Pay
Additional leaves of absence without pay on account of illness or injury may be granted in the same manner and for such period of time as is provided in the case of other leave of absence without pay as set forth in this article or as provided by the City's Family and Medical Care Leave Policy.

IX. OUTSIDE EMPLOYMENT AND MEDICAL LIMITATION
A. Approval by Police Management
All outside employment must be approved by Police Management pursuant to City and Police Department rules and regulations.

B. Medical Limitations on Outside Employment

1. Unit employees disabled from performing their usual and customary duties for the City shall not pursue any other outside employment that exceeds their medical limitations.

2. Unit employees on paid leave for medical or Workers' Compensation reasons may not engage in outside employment during the hours of their normal deployment schedule when, but for the medical or Workers' Compensation conditions, they would normally be on duty. Unit employees on administrative assignment shall be presumed to be assigned to a 5/40, Monday through Friday, normal business day schedule.

X. BEREAVEMENT LEAVE
A. Definition
Bereavement leave shall be defined as whenever any unit employee has experienced a death, or critical illness where death appears to be imminent in the immediate family, defined as the spouse, the employee's or employee's spouse's mother or father; the employee’s stepfather, stepmother, brother or sister, child or stepchild, grandparents, grandchildren, son-in-law, daughter-in-law, relatives as described above, the employee’s registered domestic partner or any other relative of the employee or employee's spouse residing in the same household or who has resided with the employee in the same household for three or more years, within the most recent last three years. 323 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
108
B. Leave with Pay
Such unit employee may be granted bereavement leave with full pay not to exceed a total of three (3) working days per occurrence as approved by Police Management. In addition, employees are entitled to use two additional days of bereavement leave per occurrence.

The additional days of leave are unpaid, but the employee has the right to use accumulated vacation or sick leave. In addition, these additional days are only for the death of an immediate family member and must be used within three months of the family member’s death.

C. Facts Justifying Absence
The unit employee must submit an approved declaration or other evidence such as a death certificate or obituaries, acceptable to Police Management justifying such absence.

D. Not Apply if on Sick Leave
Bereavement leave shall not apply to unit employees on sick leave at the time of the incident.

XI. JURY DUTY
A.Notification / Summoned
Any unit employee who is summoned to serve on jury duty shall immediately notify their supervisor and provide written evidence of notice or of summons. If summoned to jury duty, the employee shall receive their regular salary limited to ten (10) consecutive working days annually.

B. Jury Time Extension
This jury time may only be extended should a formal request be submitted to the City by the Jury Commissioner or Court representative.

C. Jury Duty Accommodation
When requested by Police Management, unit employees will request that the Jury Commissioner modify their jury duty, including but not limited to, requests for postponement, to be excused, or to have ten days consecutive jury duty. Police Management may assist the employee with such requests, including the submission of supporting letters.

D. Jury Duty Call-In
Unit employees participating in the juror telephone call-in system shall immediately notify their supervisor or watch commander of their next-day jury duty obligation when known and make appropriate mutually agreed to work schedule changes. 324 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
109
E. Jury Duty Stand-By
Unit employees placed on jury duty stand-by will immediately notify their supervisor or watch commander of stand-by status so accommodations can be made.

F. Jury Duty Shift Conflict

1. A unit employee assigned to jury duty which consists of hours that are included during their normal tour of duty shall immediately return to work upon their release from jury duty.

2. A unit employee performing jury duty during hours other than their normal tour of duty shall consider the following jury duty to be their complete tour of duty for that particular day:
a. 8-hour or 9/80 work schedule: 6 hours
b. 10 hour work schedule: 7 hours
c. 12-1/2 hour work schedule: 8 hours

3. However, if the jury time is less than the times described above, then the unit employee shall report to the on-duty watch commander for completion of a normal tour of duty.

G. Jury Duty Documentation
The hours as a jury member need to be documented by the jury coordinator and submitted each day by the unit employee when they return to work to their supervisor or watch commander. This shall accompany a completed City Request for Leave Form.

XII. MILITARY LEAVE
A. Eligibility

1. Military leave of absence with pay shall be granted to permanent unit employees who have been employed with the City for one year or more when called to active military duty.

2. Unit employees with less than one year shall receive military leave of absence without pay.

3. Military leave with pay shall not be granted to unit employees on weekend assignment or advance party on weekend assignment.

B. Length of Military Leave with Pay
325 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
110
Eligible unit employee shall be entitled to military leave of absence with pay for the first thirty (30) days of active military duty.

XIII. OTHER LEAVES - WITHOUT PAY
A. Leave of Absence Without Pay - Up to Seven (7) Days
Police Management may grant a leave of absence without pay to unit employees for periods up to seven (7) calendar days in any month.

B. Leave of Absence Without Pay - Excess of Seven (7) Days Police Management may grant leaves of absence without pay to unit employees in excess of seven (7) calendar days in any month, with the approval of City Manager C. Leave of Absence Without Pay - Early Return
Any unit employee granted a leave of absence without pay may, with the approval of Police Management and the City Manager, return to duty prior to the time fixed for the expiration of such leave.

D. Leave of Absence - Excess of Six (6) Months
Any unit employee returning to work from any leave of absence in excess of six (6) months shall not be permitted to return to work until completing a physical examination and being released by the City Medical Examiner and the Human Resources Department, Workers' Compensation Section, to return to work.

E. Limitations
Unit employee shall first utilize all of their accrued vacation, holiday, and compensatory time before a leave of absence without pay is granted, except as approved by Police Management.

XIV. ELIGIBLE LEAVE BENEFITS
A. Accrual / Usage of Leave Benefits
All leave benefits (vacation, holidays, sick leave, bereavements or any other leaves shall be accrued and taken in hourly (hour earned, hour taken) increments based on current benefit accrual rates.

B. Example
326 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Five
LCW_DMS\GL020\042\12465790.v3-5/28/24
111
A unit employee who works a twelve (12) hour shift work schedule accrues sick leave time at the rate of eight (8) hours per month, and if they take a sick leave day, they shall be debited twelve (12) hours from their sick leave accrual.

C. Leave of Absence - Family and Medical Care Leave
Qualified unit employees are entitled to a maximum of twelve (12) work weeks on unpaid Family and Medical Care Leave during each twelve (12) month employment period, pursuant to the City's Family and Medical Care Leave Policy. During such Family and Medical Care Leave period, the City will continue to pay the City's portion of the unit employee's medical insurance premium as set forth in the Family and Medical Care Leave Policy.

XV. PAID BONDING LEAVE
Effective July 3, 2022, unit employees will be eligible for up to six (6) weeks of paid bonding leave in the twelve (12) months following the birth of an employee’s child (or multiple children as part of one birthing event) and to care for a newborn, and/or placement of a child with an employee in connection with the adoption or foster care of a child by an employee. Consistent with FMLA/CFRA provisions, an employee must be employed for at least 12 months and have worked at least 1250 hours of service in the 12 months immediately preceding the request for leave to be eligible for paid bonding leave. Paid bonding leave may be used in a minimum duration of two weeks with at least 30 days’ notice to the City. Except in cases of emergency, employees will not work during bonding leave, including but not limited to overtime shifts. 327 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Six
LCW_DMS\GL020\042\12465790.v3-5/28/24
112

ARTICLE SIX

WORKING CONDITIONS
I. ALCOHOL AND SUBSTANCE ABUSE
A. Mutual Agreement
The City of Glendale and the Glendale Police Officers’ Association agree to mutually work together for the prevention of alcohol and substance abuse in the workplace for the benefit of the employees, City, and its citizens.

B. Determent, Detection, and Treatment
The City of Glendale and the Glendale Police Officers’ Association also will work together to support the City programs, policies, and procedures currently implemented to deter, detect and treat the problems of alcohol and substance abuse in the workplace, provided that such programs are consistent with the law. Such policies, programs, and procedures include the City's Employee Assistance Program, Medical Standards, Drug and Alcohol Educational and Training Programs, Policy of Consumption of Alcoholic Beverages and Illegal or Controlled Substances, Drug Screening for pre-placement candidates, promotional candidates, employee renewal of Class "A" and "B" Drivers' Licenses, and reasonable suspicion of employees' under the influence on work time.

C. Support of EAP
The City of Glendale and the Glendale Police Officers’ Association agree to encourage and support the rehabilitation of employees with alcohol and substance abuse problems through the constructive use of the Employee Assistance Program. In cases involving voluntary participation, with the employee's agreement, alternative programs monitored by the City’s Employee Health Services Administrator.

D. EAP Counseling
It is understood voluntary EAP counseling sessions are confidential. Records kept under the Mandatory EAP Rehabilitation program shall be available only to those persons who administer the program or monitor, and/or manage unit employees participating in the program.

II. EMPLOYEE DRIVER'S LICENSE REQUIREMENTS
A. Driver's License Requirements
Unit employees who are in a classification which requires the possession and maintenance of a valid California driver's license and/or are required to drive a vehicle for the City are required to inform their division management of any restrictions, suspensions or revocation of their said driver's license.
328 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Six
LCW_DMS\GL020\042\12465790.v3-5/28/24
113
B. Vehicle Code Violations
Any unit employee covered in "A" above shall be required, when convicted or pleads no contest of driving under the influence of alcohol or drugs to meet at least once with the City's employees' assistance counselor for substance abuse counseling. EAP counseling sessions are further defined in Article Six, Section I-D.

C. Consequence of Non-Compliance
Failure by unit employees to comply with any of the provisions set forth in this Section (II, A, B) shall be grounds for disciplinary action up to and including removal from employment with the City.

III. PHYSICAL PERFORMANCE STANDARDS
A. Performance Standards Requirement
In order to adequately perform assigned duties, unit employees shall achieve and maintain a minimum physical performance standard as determined by Police Management, based upon the medical standards set forth for the purpose of a physical performance standardized program for all sworn personnel. Police Management may propose new physical fitness programs at any time during the term of this agreement.

Such proposals and subsequent agreements with the GPOA shall not constitute a reopening of negotiations nor an abrogation of any or all of the terms of this agreement.

B. Purpose
It is the intent of this physical performance requirement that unit employees be encouraged to actively engage in a regular physical exercise program permitting employees not only the enjoyment of good health but a measurement of their capability to perform assigned duties.

C. Remedial Programs

1. If a unit employee, in the opinion of the City Medical Examiner and Police Management, is unable to maintain minimum physical performance standards, a remedial program shall be prescribed by the City Medical Examiner and Police Management. Reasonable progress toward meeting the physical performance standard shall be required.

2. Unit employees who do not maintain the required minimum physical performance standards shall be required to participate in a remedial physical program as prescribed by the City Medical Examiner and Police Management. 329 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Six
LCW_DMS\GL020\042\12465790.v3-5/28/24
114
IV. EMPLOYEE FITNESS / WELLNESS PROGRAM
A. Fitness / Wellness Programs
During the term of this Agreement, the City may periodically employ the services of an outside vendor to provide comprehensive health and fitness services to unit employees of the Glendale Police Department. These Fitness / Wellness programs are designed to assist unit employees in developing healthy lifestyles relative to exercise, diet and overall fitness. Participation in these programs is voluntary. Any non-work time activities associated with the maintenance of employee health and fitness are voluntary and not compensated.

B. Incentives
When such programs are in place, the City sets forth the following incentives for unit employees to encourage the attainment of health and fitness improvement:

Unit employees who participate in the Fitness/Wellness program, shall be eligible to receive up to two hundred dollars ($200) annually to pay for a health club membership and/or reimbursement for a heart scan AND up to twelve (12) hours of compensatory time leave. The City and Association agree to meet and jointly develop a method for the allocation of incentives under this program. Such incentives shall be based on the City’s fiscal year (July 1st to June 30th).

1.Fitness Categories
The following fitness categories and compensatory time hourly value shall be used:

Category Hours
Wellness Orientation 1
Comprehensive Health/Fitness Assessment 2
One-on-One Consultation 1
Blood Pressure 2
Cholesterol 2
Body Composition 2
Health/Fitness Education Seminars 2

2.Allocation of Incentives
The allocation of the incentives under this program is as follows:

Unit employees who complete the Wellness Orientation, Comprehensive Health / Fitness Assessment, and One-on-One Consultation as provided by the Wellness Coordinator shall be eligible for the two hundred ($200) dollars health club/heart scan reimbursement incentive. Unit employees must provide an original receipt 330 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Six
LCW_DMS\GL020\042\12465790.v3-5/28/24
115
or other proof of expenditure by June 1st of each fiscal year to receive payment.

Such expenditure must have occurred in the same fiscal year.

In addition, unit employees shall be eligible for up to twelve (12) hours of compensatory time based on the number of fitness categories completed and the hourly value assigned. The Wellness Coordinator will verify completion of each category.

3.Limitation
Should the City discontinue the Fitness / Wellness program as described in “IV-A” above, the incentives described in “IV-B” above shall be discontinued.

C. Confidentiality

1. Individual test results, information, findings and/or diagnosis obtained from medical examinations conducted pursuant to the Fitness / Wellness Program shall not be shared with or released to any City official, employee, or agent of the City, nor with any Police Department representative, with the exception of the Wellness Program Coordinator. The Wellness Program Coordinator shall not release to or share individual test results, information, findings, and/or diagnosis obtained from medical examinations conducted pursuant to the Wellness Program in any form with any City official, employee, or agent of the City, nor with any Police Department representative.

2. The health care provider conducting the examinations shall ensure that the test results, information, findings, and/or diagnosis obtained from medical examinations shall not be released to or shared with any third party, including any insurance carrier, insurance holding company, investigative agencies and/or parties for any insurance carrier, insurance holding company, or insurance association. The Wellness Program Coordinator shall also be prohibited from releasing to or sharing the test results, information, findings, and/or diagnosis obtained from the medical examinations with any third party, including any insurance carrier, insurance holding company, investigative agencies and/or parties for any insurance carrier, insurance holding company, or insurance association.

3. The health care provider conducting the examinations as contemplated herein shall execute a signed confidentiality agreement with each employee, stating and agreeing that the provider will not release to or share any test results, information, findings, and/or diagnosis to any City official, employee, Police Department representative, nor to any third party, including any insurance carrier, insurance holding company, investigative agencies and/or parties for any insurance carrier, insurance holding company, or insurance association, with the exception of the Wellness Program Coordinator. The Wellness Program 331 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Six
LCW_DMS\GL020\042\12465790.v3-5/28/24
116
Coordinator who receives these test results shall also sign a confidentiality agreement with each employee, stating and agreeing that he or she will not share with or release any test results, information, findings, and/or diagnosis to any City official, unit employee, Police Department representative, nor to any third party, including any insurance carrier, insurance holding company, investigative agencies and/or parties for any insurance carrier, insurance holding company, or insurance association.

4. It is understood by and between the parties that the records herein above discussed are strictly confidential and may not be used for any employment purpose. Individual test results, information, findings, and/or diagnosis may be provided to the unit employee’s health care provider chosen by the employee if authorized in writing by the employee.

D. Definitions
The following definitions shall apply to the Fitness Categories listed in Article 6, IV(B)(1) above:

1.Wellness Orientation: Attendance of the pre-assessment orientation class and completion of all required enrollment forms.

2.Comprehensive Health / Fitness Assessment: Completion of all minimum requirements including blood work, fitness assessment, health/fitness and fitness log.

3.One-on-One Consultation: Meeting with the Wellness Coordinator to provide guidance, nutrition assessment, personal training consultation or similar.

4.Blood Pressure: Confirmation score based on minimum 2 readings (if elevated).

Optimal (less than 120/80mmHg): 2 hours comp time
OR
Pre-hypertensive (Systolic 121-139 and/or Diastolic 81-89mmHg): 1 hour comp time.

The Wellness Coordinator shall have the discretion to award the full two (2) hours to a unit employee who has demonstrated significant improvement in blood pressure based on participation in an improvement plan in consultation with the Wellness Coordinator.

5.Cholesterol: Confirmation score based on reading from on-site or off-site blood draw:

Desirable (less than 200 or total/HDL ratio <4.5): 2 hours comp time 332 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Six
LCW_DMS\GL020\042\12465790.v3-5/28/24
117
OR
Borderline High (total/HDL ratio 5,0 and LDL <130): 1 hour comp time.

The Wellness Coordinator shall have the discretion to award the full two (2) hours to an employee who has demonstrated significant improvement in cholesterol score based on participation in an improvement plan in consultation with the Wellness Coordinator.

6.Body Composition: Confirmation score based on reading during on-site fitness assessment.

Men must achieve rank of 50% (20<16.6%; 39<19.7%; 49<21.9%; 59<23.2%).

Women must achieve rank of 50% (29<21%; 39<22.6%; 49<25.6%; 59<28.8%).

The Wellness Coordinator shall have the discretion to award the full two (2) hours to an employee who has demonstrated significant improvement in body composition based on participation in an improvement plan in consultation with the Wellness Coordinator.

7.Health/Fitness Seminars: Credit is awarded for the completion of at least one (1) seminar offered on-site as arranged by the Wellness Coordinator.

V. PERSONNEL COMPLAINTS
The Police Department is charged with the responsibility to investigate personnel complaints and to take disciplinary and corrective action against unit employees where warranted and necessary.

A. Definition
Personnel complaints are defined as allegations of misconduct of a unit employee of the Department received from any source. A personnel complaint, regardless of its apparent validity, shall be accepted, reduced to a written memo, and forwarded immediately to the Police Chief.

B. Investigation
The Police Chief will review the written personnel complaint and if the alleged misconduct is of a nature which, if valid, would result in disciplinary action, the complaint will be investigated. All investigation reports shall be submitted to the Police Chief.

C. Personnel Complaint Actions
At the direction of the Police Chief, an investigation will be conducted in order to determine whether or not the complaint is either:

1. unfounded;
333 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Six
LCW_DMS\GL020\042\12465790.v3-5/28/24
118

2. exonerated;

3. not sustained;

4. sustained;

5. frivolous.

D. City and Association - Rights, Duties and Obligations Nothing in this agreement shall be interpreted as a waiver of the rights, duties, and obligations of the City and Association as it relates to personnel complaints and rights of unit employees.

E. Disciplinary Action
In those cases where unit employees are guilty of censurable conduct, the Police Chief may impose disciplinary actions which shall be administered by Police Management in accordance with department rules and regulations and/or Civil Service Rules and Regulations.

F. Policy, Procedures
The Department’s policies and procedures regarding personnel complaints are included in the Police Department Manual.

VI. RETIREMENT BADGES - ISSUE AND RECALL
A. Qualifications

1. The Police Chief, when requested in writing, shall issue a retirement badge to a retired unit employee of the Police Department who:
a. Retires after completing twenty (20) or more years of active service or for service retirement as a regular peace officer, or;
b. Receives a medical or psychiatric disability retirement after active service under honorable conditions as a regular peace officer for at least ten (10) years. The period of ten (10) years shall be determined from the day the officer assumed office to the last day actually worked, exclusive of all time off for the disability which caused the unit employee's retirement, unless;
334 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Six
LCW_DMS\GL020\042\12465790.v3-5/28/24
119
c. Both the Police Chief and the Police Retirement Badge Review Committee determine that the retired unit employee is not deserving of such issuance because:
1) Unit employee's employment records established while serving as a Police Officer for the City of Glendale reveal "censurable conduct" of major incident(s) under either the Police Department Manual or the City's Civil service Rules and Regulations; or 2) Unit employee's psychiatric condition is so impaired that issuance of an official police badge could be detrimental to the public safety.

2. The Police Chief shall issue a retirement badge to a retired unit employee of the Glendale Police Department who otherwise would not qualify under subsections 1a or 1b, if both the Police Chief and the Retirement Badge Review Committee determine that the retired unit employee's record of conduct and service to the community and devotion to duty during his employment as a police officer were exemplary and now merit its issuance and it would not otherwise be denied by the provisions of sub- section 1c.

B. Qualifications for Retirement Badge Recall

1. The Police Chief shall have the authority to recall any retirement badge whenever a retired unit employee returns to active duty as a regular peace officer.

2. The Police Chief shall also have the authority to recall the issued retirement badge, subject to review and determination by the Police Retirement Badge Review Committee, when it has been determined that the retired unit employee has abused the privilege of carrying a retirement badge in any of the following ways:
a. Using it or attempting to use it for a purpose other than intended. b. Allowing its use by other or exhibiting conduct which embarrasses the Glendale Police Department and the City of Glendale through the commission of a crime.
c. Other conduct which would be unbecoming to a regularly employed peace officer of the City of Glendale.

C. Police Retirement Badge Review Committee
The Police Chief shall establish and maintain a Police Retirement Review Committee. 335 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Six
LCW_DMS\GL020\042\12465790.v3-5/28/24
120
D. Retirement Badge

1. The issuance and retention of a retirement badge is a privilege granted by the City of Glendale in recognition of service to its citizens and shall not be used for the purpose of personal gain.

2. The retirement badge shall display the word "Retired" plainly shown on such badge.

E. Retirement Badge Review Committee and Appeal Right - Incorporation Unit employees' appeal rights and the Retirement Badge Review Committee's selection, composition, terms of office, responsibilities, duties, authority, rules and procedural guidelines are expressed in existing written department policy captioned "Retirement Badge Review Committee" and are hereby incorporated by reference as if fully set forth herein.

VII. TEMPORARY MODIFIED WORK PROGRAM
A. Eligibility
The Department has a Temporary Modified Work Program for temporarily disabled and convalescing unit employees. Any unit employee who is temporarily incapable of performing his/her normal assigned duties because of an illness, or injury, or pregnancy may request assignment or be required by Police Management to participate in the temporary modified work program.

B. Limitation

1. Granting of temporary modified work assignments will depend upon the nature of the unit employees' disability, medical limitation, and the availability of suitable modified duty assignment positions.

2. Temporary modified work assignments may be granted for up to sixty (60) workdays.

3. Temporary modified positions may be extended by the authority of the Police Chief and maybe granted depending on the circumstances of the unit employee's disability, medical limitation, and the staffing needs of the Police Department.

4. Unit employees in a Vocational Rehabilitation Plan approved by the City are not eligible for temporary modified work programs.
336 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Six
LCW_DMS\GL020\042\12465790.v3-5/28/24
121

5. The program shall be administered to comply with the requirement to accommodate pregnant unit employees, as set forth in applicable laws and regulations.

C. Application and Acceptance
Application for the program shall be in writing by the unit employee when they request consideration for the work program and by written direction when Police Management requires the unit employee to participate. Police Management shall make a determination of admission to the program based upon such factors as: (1) the attending physician's release to temporary modified work program; (2) availability of Department work stations suitable to accommodate the unit employee's specific limitations; and (3) the unit employee's ability to perform satisfactorily in a selected temporary assignment.

VIII. PERMANENT MODIFIED WORK PROGRAM
The Department has implemented a permanent modified work program, calling for either voluntary or mandatory program participation, for unit employees who have incurred job-related illness or injury that have rendered them medically incapable of performing the full range of duties within their classification. The program provides an opportunity for unit employees to continue employment as a safety member in the Police Department. It is understood by both parties to this agreement that the purpose and details of this program are agreed to as set forth in the Police Department’s Rules and Regulations.

IX. SUSPENSION OF PEACE OFFICER POWERS
The Police Chief has the authority to suspend the peace officer powers of a unit employee whenever:

A. Non-Proficiency with Firearms
The unit employee is unable to or does not demonstrate proficiency in the use of firearm(s) as required, or
B. Mental or Emotional Condition
It has been determined that a unit employee has a mental and/or emotional condition which may adversely affect their judgment as a peace officer; or C. Authorized by Law
As otherwise authorized by law.
337 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242– June 30, 20274 Article Six
LCW_DMS\GL020\042\12465790.v3-5/28/24
122
X. OUTSIDE EMPLOYMENT AND MEDICAL LIMITATION DURING TEMPORARY / PERMANENT

MODIFIED WORK PROGRAM
A. Approval by Management
All outside employment must be approved by Police Management pursuant to City and Police Department Rules and Regulations.

B. Outside Employment Limitations
During convalescence and/or modified work assignment, it shall be expressly forbidden for the unit employee to engage in any outside employment that would interfere with their convalescence.

C. Final Decision
The Police Chief shall make the final decision based upon stated criteria and if peace officer power is to be limited, the unit employee so affected shall be notified in writing.

338 of 770

Glendale Police Officers’ Association Memorandum of
Understanding
July 1, 20242– June 30, 20274 Article Seven
LCW_DMS\GL020\042\12465790.v3-5/28/24
123

ARTICLE SEVEN

GRIEVANCE PROCEDURE/REVIEW BOARD
I. CITY'S GRIEVANCE PROCEDURE - REPRINTING
Unit employees who need to resolve a dispute relating to work related matters may utilize the City's grievance procedure, provided that the subject matter of that grievance falls within the definition of a grievance, provided in the following section. The City's Grievance procedure is reprinted from the City's Employer-Employee Relations Ordinance here solely for the convenience of unit employees and Police Management and the fact that it is reprinted here is not intended to add or detract from its status as a City-wide grievance procedure, and is not a formal part of this Memorandum of Understanding.

II. GRIEVANCES
A. Definition
A grievance is any dispute concerning the interpretation or application of this Ordinance, or of this MOU or of an ordinance resulting from a memorandum of understanding, or of rules or regulations governing personnel practices or working conditions.

B. Grievance - Informal - Verbal
When a unit employee feels he/she has been unfairly treated or does not agree with his/her supervisor on policy interpretation, he/she may initiate formal action to secure review of the grievance by top management. Such action should be used, however, only after informal appeal through discussion with the immediate supervisor has not been successful. It is the spirit and intent of this procedure that all grievances be settled quickly and fairly, without any subsequent discrimination against unit employees who may seek to adjust a grievance, real or imagined.

C. Grievance – Formal / Written
If the informal answer given by the unit employee's supervisor is not satisfactory, the unit employee may appeal his/her grievance in the following manner:

1.Step I - Supervisor
Within fourteen (14) calendar days following the occurrence of the alleged grievance, the unit employee will present his/her views to his/her supervisor on a grievance form, in duplicate, obtainable from the Human Resources Department. The supervisor will, within seven (7) calendar days, enter his/her decision and the reasons for it and return it to the unit employee. If the unit employee is not satisfied with the answer given, he/she may appeal as follows:
339 of 770

Glendale Police Officers’ Association Memorandum of
Understanding
July 1, 20242– June 30, 20274 Article Seven
LCW_DMS\GL020\042\12465790.v3-5/28/24
124

2.Step II - Department Head
Within seven (7) calendar days of receipt of the supervisor's answer, the unit employee will forward the grievance to his/her division head. The department head will, within seven (7) calendar days, enter his/her decision, the reasons for it, and return it to the grievant. If the unit employee is not satisfied with the decision, he/she may appeal as follows:

3.Step III - City Manager
Within seven (7) calendar days of receipt of the department head's answer, the unit employee will forward the grievance to the City Manager. The City Manager will, within seven (7) calendar days, enter his/her decision, the reasons for it and return it to the unit employee. The decision of the City Manager is final and binding on all parties.

D. General

1.Time Limits
If the time limit at any step should elapse, the decision rendered at the previous step will be understood to have been accepted. For example, if an employee does not forward a Step I decision to Step II within seven (7) calendar days, it is understood that he/she has accepted the Step I decision and the matter is closed.

Time limits may be extended by mutual consent.

2.Grievance Settled - Form Distribution
When a grievance is settled, the employee will keep the duplicate of the form and the original will be placed in the grievance file in the Human Resources Department.

3.Representation
A unit employee utilizing this procedure may be represented or assisted by, not to exceed three, authorized representatives in the preparation, presentation and hearing of a grievance. The supervisor, department head and City Manager may also be accompanied by other persons in conferences or hearings. Witnesses may be called and questioned by both parties.

4.Time of Hearings
All grievances will be heard during working hours if practicable. Aggrieved unit employees, their representatives, and all witnesses will be given reasonable time 340 of 770

Glendale Police Officers’ Association Memorandum of
Understanding
July 1, 20242– June 30, 20274 Article Seven
LCW_DMS\GL020\042\12465790.v3-5/28/24
125
off without loss of pay, vacation or other time credits for the purpose of presenting grievances.

5.Grievances - Non-Appealable to Civil Service Commission The grievance procedure is not intended as a means of appealing actions under the jurisdiction of the Civil Service Commission.

341 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Eight
LCW_DMS\GL020\042\12465790.v3-5/28/24
126

ARTICLE EIGHT

GENERAL PROVISIONS
I. WAIVER PROVISION ON BARGAINING DURING TERM AGREEMENT Except as specifically provided for in this agreement or by mutual agreement in writing during the terms of this Agreement, the Glendale Police Officers’ Association and City of Glendale hereby agree not to seek to negotiate or bargain with respect to any matters pertaining to rates, wages, hours, and terms and conditions of employment covered by this Memorandum of Understanding or in the negotiations leading thereto, and irrespective of whether or not matters were discussed or were even within the contemplation of the parties hereto during negotiations leading to this agreement, and any rights in that respect are hereby expressly waived during the term of this Agreement.

II. EMERGENCY WAIVER PROVISIONS
In the event of circumstances beyond the control of the City, including but not limited to, such as acts of God, fire, flood, insurrection, civil disorder, national emergency, or similar circumstances, as determined by Police Management the provisions of this Memorandum of Understanding which restrict the City's ability to respond to these emergencies shall be suspended for the duration or such emergency. After the emergency is over, the Association shall have the right to meet with the City regarding the impact on unit employees of the suspension of these provisions in this Memorandum of Understanding.

III. SEVERABILITY PROVISION - MOU REMAINS IN FULL FORCE AND EFFECT Should any article, section, subsection, subdivisions, sentence, clause, phrase, or provision of this Memorandum of Understanding be found to be inoperative, void, or invalid by a court of competent jurisdiction, all other provisions of this Memorandum of Understanding shall remain in full force and effect for the duration of this Memorandum of Understanding.

IV. GLENDALE GENERAL FUND TRANSFER CASE – DECLARATION OF AGREEMENT NULL AND VOID In addition to the foregoing, if the City receives any adverse appellate ruling in Saavedra et al v.

City of Glendale or Glendale Coalition for Better Government v. City of Glendale, either in the California Court of Appeal or the California Supreme Court, which prohibits or otherwise limits the City from making the General Fund Transfer as otherwise authorized by Article XI, Section 22 of the Glendale City Charter, the City may immediately reopen labor negotiations on economic proposals and the GPOA agrees it will come to the collective bargaining table within thirty (30) calendar days to begin the reopener negotiations.

IV. PROVISIONS OF MEMORANDUM
A. Sole and Entire Memorandum of Understanding
342 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Eight
LCW_DMS\GL020\042\12465790.v3-5/28/24
127
It is the intent of the parties hereto that the provisions of this Memorandum of Understanding shall supersede all prior written agreements and Memorandums of Understanding, oral or written, expressed or implied, between the parties, and shall govern their entire relationship of any and all rights or claims which may be asserted hereunder or otherwise. This Memorandum of Understanding is not intended to cover any matters preempted by federal or State law or City Charter.

B. Civil Service and Departmental Rules and Regulations

1. It is understood and agreed that there exist within the City, in written form, Civil Service and Departmental Rules and Regulations.

2. Except as specifically modified by this Memorandum of Understanding (MOU), these rules and regulations and any subsequent amendments thereto, shall be in full force and effect.

3. Before any new or subsequent amendments to these Civil Service and/or Departmental Rules and Regulations directly affecting wages, hours, and terms and conditions of employment, are implemented, the City shall meet and confer with the Association regarding such changes.

4. Nothing provided herein shall prevent the City from implementing such changes in rules and regulations provided it has met and conferred with the Association as required.

V. AMENDMENTS TO MEMORANDUM OF UNDERSTANDING
The provisions of this Memorandum of understanding can be amended, supplemented, rescinded or otherwise altered only by mutual agreement in writing, hereafter signed by the designated representative of the City and the Association.

VI. TERM OF MEMORANDUM OF UNDERSTANDING
The term of this Memorandum of understanding shall be for the period commencing on July 1, 20242 and terminating after June 30, 20274.

VII. RATIFICATION AND IMPLEMENTATION
A. Ratification Procedure
The City of Glendale and the Glendale Police Officers’ Association acknowledge that this Memorandum of Understanding shall not be in full force and effect until ratified pursuant to the Bylaws of the Glendale Police Officers’ Association, and until it is adopted in the form of a resolution by the City Council.
343 of 770

Glendale Police Officers’ Association Memorandum of Understanding July 1, 20242 – June 30, 20274 Article Eight
LCW_DMS\GL020\042\12465790.v3-5/28/24
128
B. Mutual Recommendation of Agreement
This agreement constitutes a mutual recommendation by the parties hereto, to the City Council, that one or more ordinances and/or resolutions be adopted accepting its provisions and effecting the changes enumerated herein relating to wages, hours, fringe benefits, and other terms and conditions of employment for unit employees represented by the Association.

C. Recommendation For Approval
Subject to the foregoing, this Memorandum of Understanding is hereby agreed to be recommended for approval by the authorized representative of the City of Glendale and the Glendale Police Officers’ Association and entered into the 7th 12th day of June July, 20242.
344 of 770

Glendale Police Officers’ Association Memorandum of
Understanding
July 1, 20242 – June 30, 20274
Parties to the
Agreement
LCW_DMS\GL020\042\12465790.v3-5/28/24
129

PARTIES TO THE AGREEMENT
345 of 770

Glendale Police Officers’ Association Memorandum of
Understanding
July 1, 20242 – June 30, 20274 Appendix “A”
LCW_DMS\GL020\042\12465790.v3-5/28/24
130
APPENDIX “A”

THE FOREGOING CITY PROPOSAL IS SUBJECT TO CITY COUNCIL AND CIVIL SERVICE COMMISSION

ADOPTION OF THE PROPOSAL BY MEANS OF APPROVING NECESSARY AMENDMENTS TO THE CIVIL

SERVICE RULES AND REGULATIONS

AMENDMENT TO CIVIL SERVICE RULES
(THIS AMENDMENT SHALL ONLY IMPACT HEARING PROCEDURES APPLICABLE TO SWORN POLICE EMPLOYEES IN THE UNIT REPRESENTED BY THE GPOA. THE CIVIL SERVICE RULES REMAIN UNCHANGED AS TO ALL OTHER CLASSES OF CITY EMPLOYEE.)
Rule X. Disciplinary actions, appeals and hearings shall be amended to provide as follows:

1. In the event that a sworn member of the Glendale Police Department is subject to punitive action that is within the Rule X, Section 1 jurisdiction of the Civil Service Commission, that officer shall proceed to a hearing officer appeal, subject to the Civil Service Commission’s final determination.

The parties shall equally divide the costs/fees of the hearing officer and court reporter, but shall individually bear all other fees/costs incurred by the party.

2. Except as specifically provided in this AMENDMENT all provisions of Civil Service Rule X shall remain in full force and effect, including but not limited to Section 8(C)(2-4).

3. If the parties cannot agree on the selection of a hearing officer then, the parties shall request a list of seven (7) hearing officers from the California State Mediation and Conciliation Service.

Upon receipt of said list, the City and the officer shall review the list, and the City will be entitled to make the first strike on the list, with the officer having the next strike until the list is exhausted and one name remains. That person shall be the hearing officer. By stipulation, the parties may elect to utilize a seven (7) hearing officer list provided by the American Arbitration Association.

Any fees mandated by the American Arbitration Association shall be equally borne by the parties.

4. The hearing officer shall conduct a hearing to determine whether or not the allegations are true, and if true, support the degree and kind of punitive action taken.

5. The hearing and taking of evidence shall commence not later than 90 calendar days after hearing officer acceptance of his/her assignment. The hearing officer’s report shall be served on the Civil Service Commission and the parties not later than 30 calendar days after the closure of the taking of evidence.

6. The hearing officer shall have such authority as that of the Civil Service Commission in that he/she can:
a. Issue subpoenas requiring witnesses to be in attendance in the name of, and on behalf of, the Glendale Civil Service Commission,
b. Issue subpoena duces tecum requiring production of documents in the name of, and on behalf of, the Glendale Civil Service Commission,
346 of 770

Glendale Police Officers’ Association Memorandum of
Understanding
July 1, 20242 – June 30, 20274 Appendix “A”
LCW_DMS\GL020\042\12465790.v3-5/28/24
131
c. Make all determinations with regard to motions by the City or the employee which shall not be subject to interlocutory appeal to the Civil Service Commission, d. To proceed with the hearing procedures and conduct in accordance with Rule X, Section 8(c), 2-4.

7. The hearing officer shall make a determination using the preponderance of evidence test and shall make a finding with regard to the facts and issues presented to him/her. The hearing officer shall be required to prepare a report to the Civil Service Commission detailing his/her recommended findings of facts and conclusions of law.

8. The Civil Service Commission shall review the determination made by the hearing officer and may reject, modify or accept the hearing officer’s determinations in all or part. In the event that the Civil Service Commission modifies or rejects any element of the hearing officer’s determination, the Commission shall first read the transcript of the entire proceeding. After reading the transcript of the proceeding, the Commission may modify or reject all or part of the hearing officer’s determination(s) only if said determination(s) is not supported by the substantial evidence test. The Commission shall issue a substitute ruling in those instances where it has modified or rejected all or part of the hearing’s officer recommendation(s).

9. The Civil Service Commission shall provide the parties with an opportunity to present oral and/or written arguments to the Civil Service Commission prior to it rendering a final determination.

10. This Amendment shall terminate on June 30, 2015 unless extended in writing by the parties. The preexisting rules shall be immediately reinstated without being subject to the meet and confer process.

11. Any time limitations described herein shall be subject to modification based upon a written stipulation by both parties to do so.

12. This Amendment shall be included within the MOU but shall be implemented only upon adoption by both the City Council and the Civil Service Commission. 347 of 770

Glendale Police Officers’ Association Memorandum of
Understanding
July 1, 20242 – June 30, 20274 Index
LCW_DMS\GL020\042\12465790.v3-5/28/24
132
INDEX
A
Additional Retirement Benefits
"Non-Sworn" Unit Employees (Police Officer Recruit)52
"Sworn Unit Employees":.............................................51 Administrative (non-3/12) Assignment Program ..............33 Advancement to Police Officer – Step 2 ...........................13 Alcohol and Substance Abuse .........................................110 Amendment To Civil Service Rules..................................128 Amendments to Memorandum of Understanding .........125
Appendix “A”...................................................................128 Arson Investigation Program.............................................30 Article Eight - General Provisions....................................124 Article Five - Leave Policy..................................................89 Article Four - Fringe Benefits.............................................76 Article One - Parties To Memorandum of Understanding ..1 Article Seven - Grievance Procedure/Review Board .......121 Article Six – Working Conditions .....................................110 Article Three - Work Periods, Schedules, and Overtime...53 Article Two - Salaries and Compensation..........................13 Assignment of Discipline Cases To Hearing Officer...........12 Association and Employee Rights .......................................2 Association Liability Waiver ................................................8 Association Recreation Space .............................................6 Association Release Time....................................................3 Association Responsibilities ..............................................11 Authority of Third Party Neutral - Management Rights....11 Auto Allowance – School Resource Officer .......................47 B
Base Salary ........................................................................13 Below Standards Evaluation..............................................16 Bereavement Leave ........................................................105 Leave With Pay ..........................................................106 Bi-Monthly Meeting – City-GPOA .....................................12 Building Space - Physical Fitness .........................................7 Bulletin Board(s)..................................................................7 C
City Designated Office Space ..............................................6 City’s Grievance Procedure - Reprinting .........................121 Classification of Police Officer Recruit ..............................14 Mandatory Apprentice Police Recruit Program...........14 Non-Sworn Status ........................................................15 Salary and Length of Classification ..............................14 Classification Phase-Out of Police Detective.....................15 Commuter Training
"Local Area" .................................................................63 "Outside Area".............................................................64 Comp Time in Lieu of Payment .........................................67 Compensation
Administrative (non-3/12) Assignment Program.........33 Arson Investigation Program .......................................30 Foreign Language or Sign Language Interpreter
Proficiency Program ...............................................36 Helicopter Observer.....................................................26 Helicopter Pilot ............................................................25 K-9 Duty Program.........................................................29 Lead Sergeant Program................................................20 Motorcycle Duty ..........................................................23 Police Agent Program ..................................................17 POST Educational Incentive Program ..........................22 School Resource Officer, Auto-Allowance ...................47 Compensatory Time ..........................................................72 Accumulation...............................................................73 Change in Classification ...............................................74 Conversion ...................................................................73 Eligibility.......................................................................72 Excess, Transfer to RHSP..............................................73 Overtime Designated for Compensatory Time ............73 Pay Out ........................................................................73 Termination .................................................................74 Use of Compensatory Time .........................................73 Confidential Employees ......................................................1 Confidential Investigations ............................................2 Number of Designated Confidential Employees............1 Provisions.......................................................................2 Confidential Investigations..................................................2 Court Stand-By Time
"On Call" ......................................................................62 "On Call" Assignment...................................................70 Court Time - "Go Subpoena".............................................61 D
Daily Work Schedule .........................................................53 10-Hour Work Schedule...............................................54 12-1/2 Hour Work Schedule ........................................54 3/12 Work Schedule ....................................................55 8-Hour Work Schedule.................................................53 Daylight Savings ...........................................................56 Damaged Equipment or Uniforms ....................................48 Daylight Savings Work Schedule .......................................56 348 of 770

Glendale Police Officers’ Association Memorandum of
Understanding
July 1, 20242 – June 30, 20274 Index
LCW_DMS\GL020\042\12465790.v3-5/28/24
133
Deceased Unit Employees – Widows/Widowers and
Dependents Benefits ...................................................86 Deferred Compensation....................................................13 401(a) Defined Contribution Plan – Police Sergeant ...13 Dental Insurance ...............................................................83 Dental Carrier...............................................................83 Dental Plans .................................................................84 Premium Increases ......................................................84 Rates – Effective June 1, 2022 .....................................83 Retired Employees.......................................................85 E
Educational Reimbursement.............................................85 Effective Date of Step Increases and
Extra Compensation.....................................................16 Eligible Leave Benefits.....................................................108 Emergency Recall Work ....................................................60 Emergency Standby...........................................................61 Emergency Stand-By Assignments ....................................71 Emergency Waiver Provisions.........................................124 Employee Driver’s License Requirements.......................110 Employee Fitness/Wellness Program..............................112 Employee PERS Contribution ............................................49 Employee PERS Contribution Rate ....................................49 Employee Residency Requirements....................................2 Employee Rights and Responsibilities.................................2 Employee Termination......................................................11 Employee's Hourly Rate of Pay .........................................13 Employer PERS Contribution Rates .............................48, 49 Extended Shift Work .........................................................60 Extra Pay ...........................................................................13 F
Family Care Leave w/Pay - Utilizing Sick Leave ...............104 Firearm Proficiency Skill Pay .............................................40 Foreign Language or Sign Language Interpreter Proficiency Program .......................................................................36 Fringe Benefits ..................................................................76 Fringe Benefits Administration Provision..........................76 G
Gender ................................................................................1 General Provisions ..........................................................124 Amendments to Memorandum of Understanding....125
Emergency Waiver Provision .....................................124 Provisions of Memorandum ......................................124 Ratification and Implementation...............................125 Severability Provision.................................................124 Term of MOU .............................................................125 Waiver Provision on Bargaining During Term
Agreement............................................................124 Grievance
City’s Grievance Procedure - Reprinting ....................121 Formal - Written ........................................................121 General ......................................................................121 Informal -Verbal.........................................................121 Non-Appealable to Civil Service Commission ............123 Grievance Procedure/Review Board ...............................121 Gym Maintenance Reimbursement ....................................7 H
Helicopter Observer..........................................................26 Helicopter Pilot .................................................................25 HMO Medical Plans - Inpatient & Outpatient Psychological Services ........................................................................79 Holidays.............................................................................89 Compensation..............................................................93 Holidays Granted .........................................................94 Leave Bank ...................................................................90 Leave Limitation...........................................................94 Leave Utilization ..........................................................90 Mandatory Designated Holidays..................................91 Policy on Scheduled Day Off ........................................93 Saturday or Sunday Occurence....................................90 Scheduling....................................................................89 Staffing Levels ..............................................................93 Vacation Schedule Priority...........................................91 I
Impact of Management Rights..........................................10 Indemnification - Facilities ..................................................8 Indemnification – Transmittal of Funds ..............................3 J
Jury Duty .........................................................................106 K
K-9 Duty Program..............................................................29 L
Lead Sergeant Program.....................................................20 Leave Day Deductions – Hour Values................................89 Leave of Absence - Family and Medical Care Leave........109 349 of 770

Glendale Police Officers’ Association Memorandum of
Understanding
July 1, 20242 – June 30, 20274 Index
LCW_DMS\GL020\042\12465790.v3-5/28/24
134
Leave Policy.......................................................................89 Bereavement Leave ...................................................105 Eligible Leave Benefits ...............................................108 Family Care Leave w/Pay - Utilizing Sick Leave..........104 Holidays .......................................................................89 Jury Duty ....................................................................106 Military Leave ............................................................107 Other Leaves – Without Pay ......................................108 Sick Leave...................................................................102 Special Days of Observance .........................................95 Vacation .......................................................................96 Workers' Compensation ............................................101 Limitations...........................................................................8 Limitations - Board of Directors - Association President.....5 Limitations on Assignments ..............................................42 Longevity Compensation……………………………………………… 16
Long-Term Disability Insurance – Association Plan...........85 M
Management Rights............................................................8 Management Rights and Responsibilities ...........................8 Management Rights in Assignment ..................................55 Mandatory Apprentice Police Recruit Program ................14 Master Police Officer Program..........................................35 Meal Reimbursement .......................................................86 Medical Insurance.............................................................77 Claims Experience / Un-blending of Rates...................78 Indemnity Plan Coverage.............................................78 KAISER Plans ................................................................77 Medical Insurance/Medicare – Retired Employees ..........81 Military Leave..................................................................107 Misuse of Benefits.............................................................88 Misuse of Sick Leave, Injury or Illness .............................104 Motorcycle Duty................................................................23 Motorcycle Take Home Privilege ......................................24 N
No Pyramiding of Overtime ..............................................59 No Strike/Job Action Provision..........................................11 Number of Designated Confidential Employees .................1 O
Other Leaves – Without Pay ...........................................108 Outside Employment and Medical Limitation.................105 Outside Employment and Medical Limitation During
Temporary Permanent Modified Work Program.......119
Overtime ...........................................................................58 Availability ...................................................................74 Court Stand-By Time "On Call" ....................................62 Court Time - "Go Subpoena" .......................................61 Emergency Standby .....................................................61 Extended Shift Work ....................................................60 No Pyramiding of Overtime .........................................59 Recall Devices - Weekends and Holidays.....................62 Recall Work..................................................................60 Special Assignments, Extraditions, and Investigations61 Special Detail Work......................................................61 Overtime "Compensatory Time" Accumulated and
Payment.......................................................................73 Overtime Compensation ...................................................67 Comp Time in Lieu of Payment ....................................67 Court Stand-By Time - "On Call" Assignment...............70 Court Time – ................................................................68 Emergency Recall Work ...............................................60 Recall Devices - Stand-By Assignment .........................71 Regular Recall Work.....................................................68 Overtime Definitions.........................................................58 P
Parties to Memorandum of Understanding........................1 Payroll Deduction................................................................3 Payroll Direct Deposit Program...........................................3 Payroll Distribution .............................................................3 Permanent Modified Work Program ..............................119 PERS ..................................................................................48 Employer PERS Contribution Rates..............................48 Retirement...................................................................48 PERS Cost Sharing .............................................................48 Personnel Complaints .....................................................115 Physical Performance Standards.....................................111 Police Agent Program........................................................17 POST Educational Incentive Program................................22 Prohibited Conduct ...........................................................11 Provisions of Confidential Employees .................................1 Provisions of Memorandum............................................124 Purpose ...............................................................................1 R
Ratification and Implementation ....................................125 Recall Devices
Stand-By Assignment ...................................................71 Weekends and Holidays...............................................62 Recall Work .......................................................................60 Emergency Recall Work ...............................................60 Recognition .........................................................................1 Recording of Overtime......................................................75 Release Time
Association President - Association Business ................4 Board of Directors Meetings..........................................4 Grievances .....................................................................5 350 of 770

Glendale Police Officers’ Association Memorandum of
Understanding
July 1, 20242 – June 30, 20274 Index
LCW_DMS\GL020\042\12465790.v3-5/28/24
135
Meeting and Conferring.................................................3 Resident Training ..............................................................63 Retired Employees
Dental Insurance
Dental Plans............................................................85 Medical Insurance
Retiree Health Savings Plan (RHSP) ........................81 Medical Insurance - Medicare ...............................81, 82 Retiree Health Savings Plan (RHSP)...................................80 City Contributions to RHSP Account ............................81 Cotnributions-Seniority................................................81 Elgibility........................................................................80 Limitations ...................................................................80 Sick Leave Hourly Conversion Rate..............................80 Retirement ........................................................................47 Additional Retirement Benefits for "Non-Sworn" Unit
Employees (Police Officer Recruit) .........................52 Additional Retirement Benefits for "Sworn Unit
Employees":............................................................51 Employee PERS Contribution .......................................49 Employee PERS Contribution Rate...............................49 Retirement Badges – Issue and Recall ............................116 Revocation ..........................................................................8 Roll Call Preparation/Briefing - Patrol Bureau
Supervisors ..................................................................55 S
Salaries Rounded Off.........................................................13 Salary Schedule – July 1, 2022 through June 30, 2024......13 Salary and Length of Classification……………………..............14 Severability Provision – MOU Remains In Full Force and
Effect..........................................................................124 Sick Leave ........................................................................102 Accumulation.............................................................102 Additional Leave Without Pay ...................................105 Department Notification – Absent from Duty ...........103 Misuse of Sick Leave, Injury or Illness........................104 Special Assignments, Extraditions, and Investigations......61 Special Days of Observance ..............................................95 Special Detail Work ...........................................................61 Step Advancement In Rate Of Compensation...................15 Below Standards Evaluation ........................................16 Effective Date of Step Increases and Extra
Compensation ........................................................16 Salary Steps..................................................................15 Y-Rating........................................................................16 Suspension of Peace Officer Powers...............................119 SWAT/CRIS Negotiation Team Assignment.......................28 T
Temporary Modified Work Program...............................118 Term of Memorandum of Understanding.......................125 Time Not Considered as Work Time .................................57 Time Work Increments......................................................72 Time Worked.....................................................................57 Training .............................................................................62 Attendance for Unit Employees Assigned a 12-1/2, 10-
1/2 or 10-Hour Work Schedule...............................63 Commuter Training - "Local Area" ...............................63 Commuter Training - "Outside Area"...........................64 Resident Training ...................................................63, 65 Training Attendance for Unit Employees Assigned a 12-1/2, 10-1/2 or 10-Hour Work Schedule...............................63 U
Uniform .............................................................................43 Allowance and Issued Uniform Equipment..................43 Cleaning and Replacement Allowance.........................43 Clothing and Equipment Allowance in Lieu of Issue –
Police Officer ..........................................................43 Clothing Repair and Replacement ...............................47 Damaged......................................................................48 Equipment – Repair and Replacement ........................44 Flat Badges...................................................................47 V
Vacation ............................................................................96 Accumulation...............................................................98 Cash-Out at Termination/Retirement - RHSP ............100 Scheduling - Plan..........................................................97 Time Earned.................................................................96 W
Waiver Provision On Bargaining During Term Agreement
...................................................................................124 Work Periods.....................................................................53 28-Day Work Period.....................................................53 Workers’ Compensation
Diagnostic Examinations............................................101 Police Officer Recruit .................................................100 Working Conditions.........................................................110 Y
Y-Rating .............................................................................16 351 of 770

LCW_DMS\GL020\042\12465790.v3-5/28/24 136
352 of 770

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Adoption of an Urban Wildlife Management Plan (UWMP)

1. Motion to adopt and implement the proposed Urban Wildlife Management Plan.

COUNCIL ACTION
Item Type: Action Item
Approved for June 4, 2024 calendar

EXECUTIVE SUMMARY
The Glendale Police Department, in partnership with the Pasadena Human Society, seeks to implement an Urban Wildlife Management Plan (UWMP) for the City of Glendale.

Adoption of the UWMP will serve to educate the community and document/track encounters with and sightings of wildlife (specifically coyotes). 353 of 770

28c
4 9
8 5

RECOMMENDATION
Adopt the proposed Urban Wildlife Management Plan.

ANALYSIS
The UWMP provides guidance to city staff and community members about wildlife issues and concerns within city boundaries. The plan (Exhibit 1) sets forth strategies to help community members reduce or eliminate conditions that attract wildlife and details expected responses when human and wildlife interactions occur. The plan addresses coyotes, bears and cougars however, the approach applies to all wildlife that has the potential to pose health or safety hazards. The plan provides specific guidance for coyotes, including a behavior description and recommended response to the behaviors.

In addition. the plan is designed to increase reports of coyote sightings which will help the Pasadena Humane Society monitor human-coyote interactions, document where coyotes are frequently seen, and identify hotspots within our city. Gathering specific data on interactions will allow for targeting of educational campaigns and conflict mitigation efforts, as well as the ability to measure success in reducing wildlife encounters over time.

There is currently a link on the Police Department’s website that allows users to submit complaints and concerns about wildlife 24 hours a day, 7 days a week. Through the education portion of the Wildlife Management Plan, the link will be highlighted in an effort to increase reported contacts.

STAKEHOLDERS/OUTREACH
The UWMP will assist residents and community members with accessing specific information pertaining to Glendale's wildlife. The plan will provide a direct point of contact pertaining to the reporting of wildlife encounters/sightings.

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

ENVIRONMENTAL REVIEW (CEQA/NEPA)
This item is considered a ministerial activity and therefore, not subjected to CEQA/NEPA review. There is no possibility that adoption of this plan may have a significant effect on the environment. (14 Cal. Code Regs. § 15061(b)(3)).

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1: Maintain current level of education and wildlife reporting.

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

ADMINISTRATIVE ACTION
354 of 770

38c
4 9
8 5
Submitted by:

Manuel Cid, Police Chief
Prepared by:

Mark Hess, Police Lieutenant
Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1: The proposed Urban Wildlife Management Plan. 355 of 770

MOTION
Moved by Council Member , seconded by
Council Member , that the City Council of the City of
Glendale hereby adopts the Urban Wildlife Management Plan, as more particularly described in the June 4, 2024 report by the Chief of Police, and direct staff to implement said Plan.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
356 of 770

City of Glendale
Urban Wildlife Management Plan
357 of 770

Urban Wildlife Management Plan Page 2 of 30

CONTENTS
EXECUTIVE SUMMARY..................................................................................................................................3 SECTION 1: COYOTE AWARENESS…………………………………………………………………………………………………………….6 SECTION II: BEAR AWARENESS ...................................................................................................................13 SECTION III: COUGAR AWARENESS.............................................................................................................16 SECTION IV: ZOONOTIC DISEASE AND LOCAL WILDLIFE .............................................................................18 APPENDICES ...............................................................................................................................................23 Appendix A DEFINITIONS OF COYOTE INTERACTIONS
Appendix B COYOTE BEHAVIOR CLASSIFICATION AND RECOMMENDED RESPONSE Appendix C COYOTE HAZING TECHNIQUES
Appendix D YARD AUDIT CHECKLIST
358 of 770

Urban Wildlife Management Plan Page 3 of 30

EXECUTIVE SUMMARY
The intent of an Urban Wildlife Management Plan is to provide guidance for city staff when dealing with wildlife in Glendale. City staff can utilize this plan to provide public education to the community for topics related to human-wildlife interactions.

Guidelines and provisions of this plan do not supersede federal, state and county regulations and policies, as applicable. Furthermore, the provisions of this plan do not apply to Glendale residents, businesses or homeowner associations in pursuit of their legal rights in dealing with wildlife.

Management Strategy
City strategy for managing wildlife is based on balancing respect and protection for wildlife and their habitats without compromising public safety. The strategy is comprised of a three-pronged approach that consists of:
(1) Education for the public that is designed around coexistence with wildlife (2) Enforcement of laws and regulations to prohibit the feeding of wildlife (3) Protection of the public through the implementation of tiered responses to wildlife and human interactions
This plan requires active participation on the part of the entire community including residents, homeowners associations, volunteers and city personnel.

Education
Education is the key to having residents make appropriate decisions regarding their safety or managing their property and pets. This involves decreasing attractants, increasing pet safety, reshaping wildlife behavior through hazing and creating reasonable expectations of normal wildlife behavior.

Enforcement
The act of feeding wildlife is known to result in an increase in wildlife activity. Feeding, either intentionally or unintentionally, attracts wildlife and their prey to the area, leading to habituated wildlife and an increase in wildlife and human interactions. California law prohibits feeding wildlife. The Glendale Police Department (GPD) and the Pasadena Humane Society (PHS) will enforce the State law(s) pertaining to this activity.

Background
The City of Glendale does not have jurisdiction over wild animals found within its boundaries, nor is the city responsible for the actions or damage caused by them. These animals are a common and an integral part of our ecosystem, biosphere and the circle of life. The Pasadena Humane Society is tasked to address the compassion and care of all animals. The City’s contract obligates PHS to address problems arising from domestic stray dogs and to enforce associated laws. To a small degree, the scope of services that PHS provides related to responsible pet ownership includes deploying strategies to minimize interactions between domestic animals and wildlife, and protecting humans from hazards associated with wildlife interactions.

The Pasadena Humane Society does not provide field response to calls for service for normal wildlife behavior, such as sightings. These calls are recorded and documented. PHS does respond to calls which involve sick or injured coyotes, and coyotes that jeopardize public safety, such as a coyote threatening people in a yard, park, playground, or school. PHS is available to advise residents on how to implement 359 of 770

Urban Wildlife Management Plan Page 4 of 30
prevention measures to minimize interactions with wildlife, and how to keep wildlife wild through hazing.

Difficulties Managing Wildlife
Glendale places a high value on its wildlife, but some species adapted to urban environments have the potential for problems or conflicts in certain situations. When addressing wildlife problems, the City relies on policies that support prevention and implementation of corrective measures that do not harm the wildlife or their habitats. In instances where wildlife pose a risk to the health and safety of humans, lethal control measures may be utilized to remove the threat as a last resort in the tiered response process. All actions for animal removal and/or euthanasia are conducted in a humane manner in conformity with State and local laws. These activities are conducted by qualified individuals certified and licensed to do so by the State of California, or under the authority of the California Department of Fish and Wildlife.

A wildlife problem is defined as an event or series of events that impact the health or safety of members of the community. In cases where problems with wildlife are associated with human behavior such as leaving garbage exposed or intentional wildlife feeding, ordinances and enforcement may be enacted.

Legal considerations associated with wildlife management include the following:

CALIFORNIA CODE OF REGULATIONS (CCR)
14 CCR, SECTION 251.1 HARASSMENT OF ANIMALS
14 CCR, SECTION 251.3 PROHIBITION AGAINST FEEDING BIG GAME MAMMALS 14 CCR, SECTION 465.5(G)(1) USE OF TRAPS/IMMEDIATE DISPATCH OR RELEASE

GLENDALE MUNICIPAL CODE (GMC)

6.04.140 Leaving food outside for pets or coyotes prohibited—Exceptions.

A. No person shall feed or in any manner provide food for one or more nondomesticated mammalian predators, including, but not limited to, coyotes, raccoons, foxes and opossums.

B. Exceptions. This section shall not apply in any of the following instances:

1. Where the person is the owner of such nondomesticated predator and such predator is kept under a valid certificate or permit issued by the state of California Department of Fish and Game;

2. Where the person provides food for a trapped, injured or unweaned, nondomesticated predator between the time the agency in charge of animal control is notified and such predator is picked up by such agency;

3. Where the person provides food for feral cats.

C. Notwithstanding any other provisions of this section or this code, no person shall leave or permit to be left out of doors food for any animal between the hours of 10:00 p.m. and 6:00 a.m. of the next day. 360 of 770

Urban Wildlife Management Plan Page 5 of 30
In some cases, particular or traditional management tools are ineffective. Relocation of animals is not ecologically sound and is not allowed in California without permission from the California Department of Fish and Wildlife (DFW). Generally, relocated animals do not survive the transfer. When they do, they rarely stay in the relocation area. They tend to disperse to other locations where they may cause problems, be involved in territory disputes or introduce disease. In some instances, the relocated animals, notably coyotes, will go to great lengths to return to their previous territory and can adversely affect residents. For these reasons, the DFW rarely allows relocation of wildlife. 361 of 770

SECTION I: COYOTE MANAGEMENT
Coyotes are originally native to California and several other western states. Due to their intelligence, adaptability, the decline of larger animals and urban sprawl, coyotes have successfully expanded their range. They are now found in all states except Hawaii and have successfully established themselves in every urban ecosystem across North America. It is not economically, ecologically or in other ways efficient to attempt to remove all coyotes from the urban ecosystem. Attempts made by the Local, State and Federal agencies as well as private organizations over the past century to eradicate coyotes has proven to be ineffective.

What role do coyotes play in the environment?
Coyotes play an important role in the urban ecosystem. They are predators of geese, eggs, squirrels, mice, rabbits, rats, gophers and other small animals. Rodents make up a majority of their diet.

How do humans perceive coyotes?
People respond to coyotes in various ways. Some observe them with enjoyment, others with indifference and some with fear or concern. Personal experiences with coyotes may influence their perceptions. Experiences range from animal sightings without incident to stalking, killing of pets or, at the extreme, an attack on a person.

Because wild animals conjure up fear, actual sightings and perceptions may become exaggerated or misconstrued (see Appendix A for definitions of types of coyote encounters). The wide range in perceptions of urban coyotes from Glendale residents supports the need for strong and consistent educational messages to clarify management techniques.

Have coyote numbers increased in Glendale?
Without tracking and updated inventories, it is difficult to know if the number of coyotes has increased in an area. What is known is that coyotes can become habituated if they are intentionally or unintentionally fed, which can lead to bolder behavior when coyotes lose their fear of people.

Coyotes, like all predators, will stabilize their populations if they are not constantly exploited. In general, coyotes regularly roam an area of about 2-5 square miles or whatever it takes to get enough food for the pack members. Normally, each pack is a territorial family group that varies in number from 3 to 10 individuals. A portion of the area the pack inhabits is the pack’s territory, which they defend from other coyotes. The number of mature coyotes in the pack is linked to the amount of food resources in the territory. The pack system keeps coyotes from getting too numerous because the packs defend the area they need to survive.
362 of 770

Urban Wildlife Management Plan Page 7 of 30
A coyote pack usually has one breeding (or alpha) female. This female produces more pups than are ultimately wanted in the pack. Young coyotes may leave the pack at about 9-11 months of age but dispersal patterns are highly variable. These coyotes become transients. Other types of transients include older individuals that can no longer defend their role as upper level pack members and leave the pack.

Transients move all over in narrow undefended zones that exist between pack territories searching for an open habitat to occupy or group to join. They often die before they succeed (many are hit by cars). It is largely because of these transients, that coyote eradication programs are unsuccessful.

Removing a group of territorial coyotes will create an undefended area into which the transient coyotes will flow. At all times of the year, numbers of transients are immediately available to replenish any voids created by killing the resident coyotes. Further, if either the alpha male or alpha female in a pack is killed, the resulting effect may be ovulation in other breeding-age females in the pack and an increase in the number of litters as well as the number of pups per litter.

MONITORING AND COLLECTING DATA
Monitoring and data collection are critical components of an effective coyote management plan. This is best accomplished with input from both residents and city officials. The City of Glendale and Pasadena Humane Society records and tracks coyote sightings and encounters. Information can be submitted on the Glendale Police Department’s home page under “Specialized Services” – Animal Control and Wildlife safety. https://www.glendaleca.gov/government/departments/police-department The purpose of monitoring human-coyote interactions is to document where coyotes are frequently seen and to identify human-coyote conflict hotspots. Gathering specific data on interactions will allow for targeting of educational campaigns and conflict mitigation efforts, as well as the ability to measure success in reducing conflicts over time. Submitted information will include the type of animal, location and time and the behavior of the animal. Reports will be tracked on a city map (available for public view) for a period of 6 months. Reported information will be monitored by Glendale Police Department personnel in order to identify potential “hot-spots”. If an influx of sightings in a specific area is noted, Pasadena Humane Society or California Department of Fish and Wildlife can be enlisted to set up community workshops or other educational outreach to help mitigate the issue.

PUBLIC EDUCATION AND OUTREACH
Education is the key to having residents make appropriate decisions regarding their safety, or managing their property and pets. This involves decreasing attractants, increasing pet safety and creating reasonable expectations of normal coyote behavior.

Learning how to respond to a coyote encounter empowers residents and supports reshaping undesired coyote behavior. The public should understand what normal coyote behavior is when living in close proximity with coyotes. For example, vocalization is normal acceptable behavior and does not indicate aggression. Education and outreach include:
a) Understanding human safety, pet safety, coyote attractants, and deterrents to coyotes on private property, including appropriate fencing, exclusion techniques, “what to do” tips and appropriate hazing techniques.
363 of 770

Urban Wildlife Management Plan Page 8 of 30
b) Developing a common language and awareness of normal versus abnormal behavior when discussing encounters with coyotes (see definitions in Appendix A). c) Disseminating information to residents, businesses and schools through the city’s website, media, fliers/handouts, mailers, etc.
d) Cooperating with organizations and agencies like the California Department of Fish and Wildlife that provide public education materials, programs, and expertise.

COYOTE ATTRACTANTS IN URBAN AREAS
Coyotes are drawn to urban and suburban areas for the following reasons:

1.Food. Urban areas provide a bounty of natural food choices for coyotes, who primarily eat rodents such as mice and rats. However, coyotes can be further attracted into suburban neighborhoods by human-associated food such as pet food, unsecured compost or trash, and fallen fruit in yards. Intentional and unintentional feeding can lead coyotes to associate humans with sources of food, which can result in negative interactions among coyotes, people and pets.

To reduce food attractants in urban and suburban areas:
a. Never hand-feed or otherwise deliberately feed a coyote. b. Avoid feeding pets outside. Remove sources of pet food and water. If feeding pets outside is necessary, remove the bowl and any leftover food promptly. c. Never compost any meat or dairy (unless the compost is fully secured). d. Maintain good housekeeping, such as regularly raking areas around bird feeders, to help discourage coyote activity near residences.
e. Remove fallen fruit from the ground.
f. Keep trash in high-quality containers with tight-fitting lids. Only place the cans curbside the morning of collection. If left out overnight, trash cans are more likely to be tipped over and broken into.
g. Bag attractive food wastes such as meat scraps or leftover pet food. If it is several days before garbage will be picked up, freeze temporarily or take to a dumpster or other secure storage container.
h. Consider trash receptacles with self-closing lids in community parks and outdoor areas.

2.Water. Urban areas provide a year-round supply of water in the form of storm water impoundments and channels, artificial lakes, irrigation, pet water dishes, etc., which support both coyotes and their prey. In dry conditions, water can be as alluring as food, so remove water bowls set outside for pets and make watering cans unavailable.

3.Access to shelter. Parks, greenbelts, open spaces, golf courses, buildings, sheds, decks and crawl spaces, etc., increase the amount and variability of cover for coyotes. They allow coyotes to safely and easily remain close to people, pets, homes and businesses without detection. a. In the spring, when coyotes give birth and begin to raise young, they concentrate their activities around dens or burrows in which their young are sheltered. Coyotes may take advantage of available spaces under sheds or decks for use as a den, bringing them into 364 of 770

Urban Wildlife Management Plan Page 9 of 30
close contact with people and pets. Eliminate access points by making structural repairs where necessary and securing screen or grates to crawl spaces to deter coyotes from these areas.
b. Trim shrubbery and trees to limit areas where coyotes can create resting spaces away from public view.

4.Unattended Pets. Pets are a normal part of an urban landscape. Within their territory, coyotes may consider pets as potential prey or potential competitors. a. Free-roaming pets. Free-roaming cats and small dogs may attract coyotes into neighborhoods. The best way to minimize risk to pets is to not leave them outside unattended.
b. Cats. Coyotes primarily eat small mammals such as mice and rats, but will also prey on slightly larger mammals such as rabbits and groundhogs. Approximately the same size as a groundhog or rabbit, free-roaming outdoor cats may also be seen as eligible prey by coyotes. It is important to note that attacks on cats are normal coyote behavior and do not indicate a danger for people. The only way to protect cats from coyotes (and the other dangers of outdoor life such as cars, disease, dogs and other wildlife) is to keep cats indoors (or only let them outside in a secure enclosure or when accompanied by a person and under the control of a leash and harness).
c. Feral cats. People who feed feral cats are often concerned that coyotes might prey on the cats. These concerns are well founded, as coyotes can be attracted to the outdoor pet food. Although there is no sure way to protect feral cats from coyotes, the following tips can be helpful:
i. Feed cats only during the day and at a set time. Pick up leftovers immediately. ii. Provide escape routes for cats.
iii. Haze coyotes seen on the property (see Appendix C). Making them feel uncomfortable will encourage them to stay out of the area.

Note that maintaining feral cat colonies may contribute to other public health risks. It is recommended that individuals follow the guidance of the Humane Society of the United States: http://www.humanesociety.org/issues/feral_cats/qa/feral_cat_FAQs.html d. Dogs. Dogs are also vulnerable to coyote confrontations. These interactions generally involve coyotes who are accustomed or habituated to people, usually due to wildlife feeding, or coyotes who are protecting their territory and pups during breeding season. i. Small, unattended dogs may be seen as potential prey for coyotes. It is important to either keep dogs on a leash six feet in length or shorter when outdoors or to stay within six feet of them when outside. Coyotes may view a dog on a leash longer than six feet as an unattended pet. Attacks on unattended, small dogs are normal coyote behavior and do not indicate a danger for people. ii. Although attacks on larger dogs are less common, coyotes will sometimes go after a large dog when they feel that their territory is threatened. This generally occurs during the coyote breeding season, which takes place from January through March. During this time, it is especially important not to let dogs outside unattended and to keep them on short leashes when in public areas. 365 of 770

Urban Wildlife Management Plan Page 10 of 30
Other domestic animals kept outside, such as chickens and rabbits, may also be viewed as prey by coyotes. Protect poultry or other outdoor animals from coyotes, and other predators, with protective fencing, by ensuring that they are confined in sturdy cages or pens each evening. Residents are encouraged to use the Yard Audit Checklist (Appendix D) as a tool to help recognize and remove attractants in their yards and neighborhoods.

While human attacks are very rare, urban landscape development, habituation through intentional and unintentional feeding, pet-related interactions and media attention have led some urban residents to fear coyotes. Steps must be taken to address safety concerns and misconceptions and appropriate responses to potential threats to human safety. It’s important to keep in mind that coyotes have been in and around Glendale (and other parts of Southern California) for a very long time.

HAZING AND BEHAVIORAL CHANGE
Some coyotes have become too comfortable in the close proximity of people. To safely coexist, it is important to modify this behavior and attitude in resident coyote populations. Habituated coyote behavior needs to be reshaped to encourage coyotes to avoid contact with humans and pets. Residents are encouraged to participate in hazing as coyote encounters can occur at any time. Being prepared to keep coyotes fearful of human populations at any moment of an encounter is critical in protecting humans as well as coyotes from future harm.

Hazing – also known as “fear conditioning” - is the process that facilitates this behavior change and is by necessity a community response to negative encounters with coyotes. The more often an individual animal is hazed, the more effective hazing is in changing coyote behavior (see Appendix C for coyote hazing overview).

Goals of Hazing
The goals of hazing are to:
•Reshape coyote behavior to avoid human contact in an urban setting. •Give residents tools to actively engage in reshaping coyote behavior and to support feeling safe in their parks and neighborhoods.
•Model hazing behavior and share accurate information about coyotes with other residents, friends and family.

Hazing Process
Human behavior can shape animal behavior, in either a negative or positive manner. People living in close proximity to coyotes can remove coyote attractants, identify potentially dangerous situations for their pets and themselves, and respond in a manner designed to change coyote behavior.

Behavioral change and hazing includes the following:
a) Pet owners need to protect pets. Off-leash and unattended dogs and cats, as well as pet food, can attract coyotes.
b) Residents need to learn hazing effectiveness and techniques. A hazing program must be instituted and maintained on a regular basis.
c) Hazing needs to be active for a sustained period of time to achieve the desired change for the highest possible long-term success.
d) Hazing requires monitoring to assess its effectiveness and to determine if further action or more aggressive hazing is needed.
366 of 770

Urban Wildlife Management Plan Page 11 of 30
Overview of Hazing
Hazing is a process whereby individuals encountering a coyote respond to make a coyote uncomfortable so it will leave the location.

Basic hazing consists of standing your ground, never ignoring or turning your back to a coyote, yelling and making unpleasant and frightening noises until the animal or animals choose to leave.

More aggressive hazing consists of approaching an animal quickly and aggressively, throwing projectiles, spraying with a hose or water gun, or creating fear of contact so the animal leaves the situation. For more options see Appendix C on hazing.

Hazing must continue once it begins until the animal leaves the immediate area, otherwise, the coyote will learn to “wait” until the person gives up. Not following through with hazing will create an animal more resistant to hazing instead of reinforcing the image that “people are scary.” Hazing should never injure the animal. An injured animal becomes less predictable versus a normal, healthy one who responds in a consistent and predictable manner to hazing.

A common concern with hazing involves potential danger to the hazer. A coyote’s basic nature is very skittish and the nature of the species is what makes this technique successful. A normal, healthy coyote will not escalate a situation with an aggressive person. Hazing is NOT successful with every species of wild animal because different types of animals have different traits.

ENFORCEMENT
The act of feeding wildlife is known to lead to an increase in wildlife activity. Feeding can attract coyotes and their prey to an area leading to an increased likelihood of creating a habituated coyote(s) resulting in increases in coyote and human interactions. California law prohibits feeding wildlife. Glendale Police Department and the Pasadena Humane Society will strictly enforce the State law(s) pertaining to this activity.

COYOTE RESPONSE PLAN
A detailed tiered response plan has been developed to provide a mechanism for identifying and classifying different levels of human and coyote interactions. Various types of coyote interactions are defined in Appendix A. Appendix B provides a chart describing coyote behavior, and for each type of behavior describes the threat level and recommended response.

Coyote Abatement
Following the above tiered plan, it may become necessary to take steps for coyote abatement, also known as lethal control. If a coyote, or other wild animal, is injured or ill where they are no longer mobile, the Pasadena Humane Society will ensure animal removal and treatment and/or euthanasia.

When it is determined that conditions exist that pose a threat to human health or safety, the City will enact steps to also remove the animal. It is critical to note that wildlife removal is never taken lightly and that it is a serious decision. The mere presence of a coyote, or even the presence of a coyote which looks ill (mange, etc.) does not mandate lethal control of the animal. Lethal responses (coyote removal) should be considered only in the event of an unprovoked, confirmed attack on a human. Lethal control 367 of 770

Urban Wildlife Management Plan Page 12 of 30
programs may seem a like a quick fix to problems among coyotes, people and pets. However, removal programs are not effective in reducing coyote populations or addressing the root causes of conflicts.

Coyote removal programs are costly (due to the difficulty of catching coyotes) and controversial among the public.

When implementing lethal control, it is extremely difficult to ensure that problem-causing coyote(s) will be the ones located and killed. Since firearms are usually unsafe to use in urban and suburban areas, traps (which are by design non-selective for particular coyotes) are generally the method used. Because coyotes are so intelligent and wary of human scent, it is very difficult to catch any coyote in a trap, including the problem-causing coyote. Research has shown that when lethally controlled, coyotes exhibit a “rebound effect” (a surge in their reproductive rates), allowing for quick regeneration of their population numbers. The disruption of their family group structure leads to an increase in the number of females breeding in the population, and the increase in available resources leads to larger litter sizes, earlier breeding ages among females and higher survival rates among pups.

Lethal responses (coyote removal) should be considered only in the event of an unprovoked, confirmed attack on a human. If implemented, lethal control efforts should focus on the offending coyote(s) only if possible, rather than the coyote population at large. This requires significant surveillance efforts to make sure that the correct animal(s) is targeted and removed.

Lethal control should be considered as only one of a suite of management interventions (e.g. removal of attractants, hazing, etc.) that involve an array of humane and non-lethal measures. It is worth remarking that if non-lethal control techniques are effective enough to reduce human-coyote interactions and conflicts to acceptable levels, then the lethal control limited option may remain in the toolbox without being used.

The decision to abate would come by recommendation from Pasadena Humane Society and the California Department of Fish and Wildlife. Consultation with the Police and/or Fire Chiefs would also be a consideration. The recommendation to abate would be made to the City Manager, who would approve/deny the plan to proceed with abatement.

Abatement would be conducted by representatives of the California Department of Fish and Wildlife or a state licensed animal trapping agent under contract with the City of Glendale. Abatement occurs within a species and will continue in one-week intervals until the problem is demonstrated to have been removed. Coyotes are not allowed to be relocated (State law) so all trapped coyotes will be humanely euthanized.
368 of 770

Urban Wildlife Management Plan Page 13 of 30
SECTION II: BEAR AWARENESS
Black bears are recognized as an important component of California’s ecosystems. Data indicates that California’s bear population has increased in recent years. Black bears are being observed in areas where they were not seen 50 years ago along the Central Coast and transverse mountain ranges of Southern California. Between 17,000 and 23,000 black bears are now estimated to occupy 52,000 square miles in California. Black bears occupy a variety of habitats; however, bear populations are densest in forested areas with a wide variety of seral stages.

Habitats with both vegetative and structural diversity provide alternate food resources when other foods are in short supply. Black bears have been found to den in slash piles, under large rocks, and even on open ground. Bears have become comfortable creating a den under homes or decking. Habitat loss is the leading threat to wildlife populations in California. Over half of the suitable black bear habitat in California is in public ownership of which an estimated 10 percent is managed as either a wilderness or park. Current ownership patterns allow large blocks of habitat to remain undeveloped and core areas within these blocks where bears encounter few humans.

The mixed-Chaparral/Coastal Sage Scrub/Desert scrub habitats that dominate the San Gabriel Mountains are sub-optimal habitats for bears, but they are very adaptive animals. This is one of the reasons that we have seen a spike in the bear population in the San Gabriel foothills. Urban habitats are actually superior to those in the Angeles National Forest. It is much easier for bears to make a living in communities with unlimited food, water and shelter. Because of the mild winters and year-round food sources, black bears in Southern California do not hibernate in the same way that bears do in Northern California. They become less active and they retreat back into the forest more; but they can still remain fully awake and forage throughout the winter months.

Why do bears lose their fear of humans?
Bears have acute eyesight and hearing. Their sense of smell is seven times greater than that of a bloodhound. They have a keen ability to detect pet food, garbage, barbecue grills and bird feeders—and once they locate a food source, they remember where it is.

Bears are normally wary of people, but if a bear finds food without getting frightened away, he may come back for more. Each time this happens, he can become less fearful—and this habituation can lead to problems. Conflicts can heighten during their late summer/early fall feeding frenzy in which bears bulk up for hibernation, gaining 3-4 pounds and consuming 20,000 calories a day.

Bears can lose their fear of people. These are most often young males—young bears who have just dispersed from their mothers and are still learning how to obtain food—and mothers with young cubs. 369 of 770

Urban Wildlife Management Plan Page 14 of 30
In many states, nuisance bears easily found food in yards and dumpsters, and were subsequently killed or trapped and moved far away in hopes that they do not return. Note that a bear’s eyesight is limited, as they utilize their sense of smell to identify food sources. Therefore, it is critical to remove these sources of smells to prevent bears from occupying residential property.

PREVENTING CONFLICTS WITH BEARS
To avoid habituating the bears in the area, follow these tips:
•Never intentionally feed a black bear. This is against the law, is dangerous, and incentivizes the bear’s presence on the property.
•Make trash cans inaccessible and clean. Bring them inside at night or buy a bear-resistant trash can or an enclosure for the container. Thoroughly clean and disinfect garbage cans weekly. •Enclose your compost pile. Open compost piles, especially those that include kitchen scraps, are an irresistible treat in bear country. Burying compost will not work because bears easily find and dig it up.
•Recycle wisely. If recyclables are stored outside, use enclosed bins. Persistent bears will break into even ruggedly built containers.
•Keep your barbecue grill clean and as free of drippings as possible. Move the grill away from the house when not in use and clean it regularly with ammonia or bleach (do not combine these products).
•Rethink bird feeders. In the summer, birds can make do with naturally available foods. For those who do set up feeders, they should be installed away from the house, as bears will climb fences and damage property to reach outdoor bird feeders.

Communities experiencing bear problems can take steps such as finding people who knowingly or unknowingly feed bears, requiring bear-resistant trash cans, distributing educational flyers. The Pasadena Humane Society will provide guidance for residents who encounter bears on their property.

ENCOUNTERING A BLACK BEAR
If a black bear is seen in one’s yard, residents need not fear the worst. A youngster may simply be passing through in search of a home of his own, or an adult may be checking out an enticing smell or interesting sound. Usually when a bear finds out there are people around, it will head for the hills, never to be seen again.

If one does encounter a bear, guidance includes to remain calm and remember that the bear is likely more scared of the person than the person is of the bear. Attacks by black bears on people are very rare and most black bears can be easily scared away with the following approach:
•Stand and face the bear directly. Never run away from or approach him. •Make oneself look as big as possible by spreading one’s arms or, better yet, a coat. •Make as much noise as possible by yelling, banging pots and pans or using other noisemaking devices.
•After the bear leaves, remove whatever attracted him to the location (barbecue grill, bird feeder, pet food or garbage) to prevent its return.
370 of 770

Urban Wildlife Management Plan Page 15 of 30
•If the bear approaches and the person has bear spray, spray the bear as he approaches (follow manufacturer’s instructions).
•In the very rare case that a black bear does attack, fight back (do not play dead).

PUBLIC HEALTH CONCERNS
People have little to fear in terms of catching diseases or parasites from bears. As warm-blooded animals, bears can get rabies, but it is very rare. There are no known cases of a person catching rabies from a bear. The primary human health concern would be external parasites that they carry (fleas, ticks, lice, mites) and could be passed on to humans/pets through close contact to the animal or its bedding area. It is recommended that prevent this exposure that precautions be taken such as application of flea/tick control medications for pets.
371 of 770

Urban Wildlife Management Plan Page 16 of 30
SECTION III: COUGAR AWARENESS
Once robust, populations of cougars (also known as mountain lions or pumas) have declined drastically across most of their range in the Americas. The population decline is due to the impact of extensive hunting and predator control, in addition to continued habitat loss and fragmentation. Cougars are secretive and rarely seen, adapting even to extensive human encroachment into their territories.

Understanding cougars and their habits, along with recognizing that they are our wild neighbors is the first step toward co-existing with them. Simply seeing a cougar, or signs that a cougar was in the area, is not reason for alarm.

PREVENTING CONFLICTS WITH COUGARS
For those who live in or near cougar habitat, making a few changes to the landscape and human behavior can significantly reduce chances of drawing in unwanted wild visitors—not only cougars, but also bears, coyotes, and wolves.
•Store trash in clean, well-secured containers. Wash trash cans to avoid attracting potential prey species such as raccoons.
•Do not leave pet food outside. Either feed pets indoors or remove food immediately after they have eaten.
•Do not feed deer or other wildlife that may attract cougars. •Do not compost meat scraps or other foods that would attract cougars or their prey. •Trim vegetation around your house to avoid providing concealment for cougars as they rely on cover to ambush their prey. The yard need not be completely barren, but it should not include dense underbrush that would allow a cougar to hide undetected. •Seal open areas under structures like porches, sheds and decks that can provide shelter for cougars or their prey.
•Install lighting or motion-sensor lighting in dark areas around the home to deter cougars and other wildlife.

PROTECTING PETS
Cougars pose only a small risk to pets, but those risks can be minimized with some common sense and preventative measures:
•Keep cats indoors and always supervise small pets when outside, especially from dusk to dawn. Be aware that cougars can jump 18 feet, so most fences will not protect unsupervised pets outside.
•Keep small pets such as rabbits or guinea pigs inside or in a secure enclosure that is covered on top.
•Minimize brush and cover in your yard that can provide hiding places for cougars. 372 of 770

Urban Wildlife Management Plan Page 17 of 30
•Walk dogs on a leash 6 feet long or less.

RECREATION IN COUGAR AREAS
When living or engaging in recreational activity (such as hiking or horseback riding) in areas with cougar populations, the best way to prevent a conflict with a cougar is to take a few extra precautions:
•Take a friend with you; avoid venturing into cougar country alone. •Be aware of one’s surroundings (i.e. do not wear headphones). •Bring a whistle or an air horn that could help scare away wild animals one may encounter. •Keep children under the age of 16 years close and do not allow young children to play outdoors unsupervised. Walk with children between two adults or hold them by the hand. •Keep your dog on a leash 6 feet long or less.

ENCOUNTERING A COUGAR
Below are some tips to remain safe if encountering a cougar:
•Do not run! Running will provoke the predatory chasing behavior of cougars, as it would with other predators such as bears, coyotes, and wolves. •Pick up small children or pets that are with you.
•Directly face the cougar, but look at the cougar’s feet, not directly into their eyes, to avoid appearing aggressive.
•If the cougar displays aggressive behavior try to appear larger—raise your arms or open your jacket over your head.
•Make noise by yelling, blowing a whistle or an air horn. •If you have an umbrella, quickly open and close it while facing the cougar. •Do not approach the cougar. Give it ample space to run away – do not corner it. •If there are cubs, be careful not to get between them and their mother.

If a cougar attacks
In the very rare event that you are attacked by a cougar, fight back in any way that you can. People have stopped attacks by hitting the cougar with sticks, their hands, baseball caps, and garden tools.

There are no repellents that have been registered for use on cougars, but pepper (capsaicin) sprays sold to deter attacks by dogs, bears and people or even a fire extinguisher may be effective.

PUBLIC HEALTH CONCERNS
Cougars do not carry any diseases that are a known threat to public health, but like any mammals they can contract and then transmit rabies through a bite. However, the risk of contracting rabies from a cougar is very small. The primary human health concern would be external parasites that they carry (fleas, ticks, lice, mites) and could be passed on to humans/pets through close contact to the animal or its bedding area. It is recommended that prevent this exposure that precautions be taken such as application of flea/tick control medications for pets.
373 of 770

Urban Wildlife Management Plan Page 18 of 30
SECTION IV: ZOONOTIC DISEASE AND LOCAL WILDLIFE
Wildlife such as opossums, raccoons, skunks, bobcats, and bats are known to frequent the Verdugo Foothills and stray or settle into residential areas looking for urban sources of food. Preventing intrusion of these animals is consistent with measures for other animals (see Appendix D). Some of these wild animals can carry diseases that can be a threat to human health.

Zoonotic diseases are infections or diseases caused by viruses, bacteria, parasites, and fungi that can be transmitted from animals to humans. For more information visit the Centers for Disease Control and Prevention (CDC) website at https://www.cdc.gov/onehealth/basics/zoonotic-diseases.html.

RABIES
Rabies is a viral disease that causes progressive, fatal problems to the central nervous system. Rabies is almost always caused by the bite of a rabid animal. Human rabies is rare in the United States, and there have been no reported human rabies cases in California in many years. However, rabies is occasionally identified in wild animals in California. All mammals can be infected with rabies. In California the most common rabies carriers are bats, but rabies is found in other wild animals such as skunks, coyotes, foxes, and wolves. Other animals capable of transmitting rabies include bobcats, mongooses, ferrets, feral cats, opossums, and even domestic farm animals.

Domestic animals (pets) can also get rabies. Cats, dogs, and cattle are the most commonly reported rabid domestic animals. Small rodents (such as squirrels, rats, mice, hamsters, guinea pigs, gerbils, and chipmunks) and lagomorphs (such as rabbits and hares) are almost never found to be infected with rabies and have not been known to cause rabies among humans in the United States, but they may carry other diseases.

Humans contract rabies when the bite of an infected animal breaks the skin. It is also possible, but rare, to acquire the disease when saliva that contains the virus enters via an open wound or mucous membranes (i.e. eyes, nose, or mouth). Person-to-person transmission of rabies is rare and not well documented. The symptoms of rabies can vary and there is no single symptom that consistently suggests rabies. Typically, patients first experience flulike symptoms including fever, headache, and fatigue about 4 to 8 weeks after exposure to the virus. Other symptoms can include tingling, itching, or numbness at the bite site; difficulty walking, speaking, or swallowing; and lapses of consciousness, confusion, and agitation. People with rabies may become comatose and die, usually due to cardiac failure, without preventive medical intervention. Current treatments have not been shown to be effective once symptoms occur.
374 of 770

Urban Wildlife Management Plan Page 19 of 30
In general, signs of rabies in animals differ by species and stage of the disease. The most obvious sign of rabies is abnormal behavior, including:
• Wild animals acting unusually friendly or tame and readily approaching people. • Animals that are normally nocturnal are active during the daytime. • Bats that cannot fly or have been caught by a dog or cat. • Pets that have difficulty walking, eating, or drinking, or whose personalities change. • Dogs that have foaming at the mouth.

Although the majority of rabies cases occur in wildlife, people are more likely to acquire the disease from domestic animals due to greater interaction. Therefore, pets should receive vaccination against rabies. All dogs over the age of 4 months are required by the State of California to be immunized, and all cats are recommended to be vaccinated against rabies.

If bitten by a wild or rabid animal, one should immediately wash the bite site with soap and warm water and seek immediate medical attention. If bitten by a dog or cat suspected to be infected with rabies, one should immediately wash the wound with warm water and soap. The dog or cat should be evaluated by a veterinarian and seek medical advice about the need for anti-rabies prophylaxis.

Any pet that is bitten or scratched by a wild, carnivorous mammal or a bat should be regarded as having been exposed to rabies. Unvaccinated pets that have been exposed to a rabid animal may need to be euthanized immediately. If owners are unwilling to have this done, the pet must be placed in strict isolation for 6 months and vaccinated 1 month before being released. Animals with expired vaccinations may need to be evaluated on a case-by-case basis. Pets that are current on their vaccinations should be observed for 45 days. If a pet brings a wild animal home, no one should handle the animal. Residents should call the Pasadena Humane Society at (626) 792-7151 to request wild animal removal.

These actions can protect people and pets from rabies:
•Take your pet to a veterinarian on a regular basis to maintain up-to-date on rabies vaccinations. •Maintain control of pets by keeping them under direct supervision when they are out of the house.
•Call the Pasadena Humane Society at (626) 792-7151 to remove all stray domesticated animals from your neighborhood since these animals may be unvaccinated or ill. Do not approach, handle, or attempt to feed any unfamiliar animals.
•Discourage wild animals from foraging around the home by keeping the yard clean and free from any accessible food source (pet food, trash can, and fallen fruits). •Seal holes or gaps in your house where bats and other animals could enter and nest.

LYME DISEASE
Lyme disease is a bacterial, infectious disease found in certain infected ticks. The infected western blacklegged tick (or deer tick) spreads this disease on the West Coast. Lyme disease is transmitted by the bite of an infected tick. These ticks are smaller than the domestic pet tick. The tick has three life stages:
larva, nymph, and adult. The larva and nymph feed on the blood of small rodents, rabbits, lizards, birds, and sometimes large mammals. Adults feed on the blood of large mammals, especially deer. Adult ticks 375 of 770

Urban Wildlife Management Plan Page 20 of 30
measure between 1/6 and 1/8 inches in length and the nymphal form is <1mm or about the size of a poppy seed.

Ticks can attach to any part of the human body but are often found in hard-to-see areas such as the groin, armpits, and scalp. Infection with Lyme disease usually does not occur until the tick has been attached for 24 hours or more. Both the adults and nymphs can pass the disease to humans. Nymphs are more likely to spread Lyme disease because their small size makes them more difficult to spot. Ticks usually live in cool, moist areas, and can also be found around wild grasses and low vegetation in both rural and urban areas. Nymphs prefer low, moist vegetation like leaf piles and logs.

Lyme disease can affect all parts of the body. The early stages usually begin with an expanding, red rash on the bite site, and look like a “bull’s-eye” or target. This rash, called erythema migrans (EM), appears about 3-32 days after the bite of an infected tick. One or more EM rashes can occur, not necessarily at the bite area.

Flu-like symptoms also occur within the early stages. Chills, fever, headache, swollen lymph nodes, weak muscles, and heart irregularities are also early signs of Lyme disease.

If left untreated, symptoms include:
•EM on other parts of the body
•Loss of facial muscle tone
•Severe headaches and stiffness of neck
•Pain and swelling in joints
•Heart palpitations and dizziness
•Shooting pains while sleeping
Later symptoms may include arthritis or joint pains, neurologic problems, and heart problems. When identified in the early stages, Lyme disease can be easily treated with oral antibiotics. Intravenous antibiotics may be necessary for patients with late symptoms of Lyme disease.

Domestic animals may be infected with Lyme disease bacteria. Dogs are more likely to develop arthritis once affected with the disease. Although dogs and cats can get Lyme disease, there is no evidence that they spread the disease directly to humans. Pets can carry the infected tick into the home. Veterinary tick control products may help reduce ticks on pets.

There is no proof that Lyme disease can be transmitted from one person to another. For example, touching, kissing, or having sex with someone infected with Lyme disease will not spread the disease. If Lyme disease is acquired during pregnancy, there have been rare incidences of risk of infection of the placenta and potential stillbirth. However, no negative effects on the fetus have been discovered when the mother undergoes proper antibiotic treatment. Additionally, there are no reports of Lyme disease transmission from breast milk. While there are no cases of Lyme disease acquired through blood transfusion, researchers have learned that the Lyme disease bacteria can live in stored blood for donation. Individuals undergoing antibiotic treatment for Lyme disease should not donate blood.

Individuals who have completed antibiotic treatment may be considered as potential blood donors.

Here are some recommendations to prevent Lyme Disease:
•Check if you are visiting a high-risk area with a high number of reported cases https://www.cdc.gov/lyme/datasurveillance/index.html.
376 of 770

Urban Wildlife Management Plan Page 21 of 30
•During the warmer seasons when tick nymphs feed, try to avoid moist and humid areas, woody and bushy areas, or areas with high grass and leaf piles. •Walk in the center of the trails.
• If you are in an area with ticks, wear light- colored clothing so ticks can be seen more easily and removed before attaching.
•Wear long pants and tuck them into boots or socks. Also, tuck shirts in. •Use insect repellant with DEET when out in tick-infested areas. Follow the instructions when applying insect repellant to the skin. Repellants with permethrin should only be applied to clothing.
•Thoroughly check for ticks during and up to three days after activities in tick -infested areas.

Remove any attached ticks promptly.
•Consult your veterinarian for use of tick control products. Prompt removal of ticks can prevent transmission of the disease.

Tick removal steps:

1. Using fine-tipped tweezers, grasp the tick’s mouthparts as close to the skin as possible.

2. Gently pull the tick straight out with a firm, steady motion.

3. Wash your hands and the bite site with soap and water.

4. Cleanse the bite area with an antiseptic.

FLEA-BORNE TYPHUS
Endemic Flea-borne Typhus Fever, also known as Murine Typhus or Flea-borne Typhus, is a disease caused by the bacteria, Rickettsia typhi (found in infected rat fleas) and Rickettsia felis (found in infected cat fleas). Typhus is known to be spread particularly in the Pasadena area and some other areas of Los Angeles County. Endemic typhus is contracted from infected flea bites. Fleas release the bacteria in their feces and defecate when they bite. Scratching the bite site allows the bacteria to enter the bloodstream.

The bacteria can sometimes enter through the eyes, nose, or mouth. Rat fleas and some cat fleas can be infected with the bacterium that causes Endemic Typhus. Endemic typhus is not spread directly from person-to-person.

The most common symptoms include a fever, headache, body aches, and chills. These occur about 6-14 days after exposure to an infected flea. Skin rashes are also common. Most of the illnesses are mild and may be confused with other diseases. Hospitalization due to severe illness occurs in about 10% of patients. A specific blood test must be performed to diagnose the disease.

Endemic typhus fever is treated with antibiotics. Most people recover within a few days of starting treatment. Healthcare providers will choose the appropriate antibiotic based on the symptoms and laboratory tests.

In Glendale and around Los Angeles County, the Norway rat, opossums, and cats can carry the fleas which can harbor the disease. These animals frequently come in contact with humans and may transmit the infected fleas onto humans and pets. The infected fleas may pass the disease to other fleas feeding on the same source. Fleas can also pass the bacteria to their offspring. Infected animals usually do not show symptoms of Endemic Typhus. Since pets and other animals usually do not show symptoms of the disease, it is better to keep the animals free from fleas to avoid any infection. 377 of 770

Urban Wildlife Management Plan Page 22 of 30
When animals such as opossums and feral cats become pests, individuals should not attempt to capture and relocate these animals. This practice is a violation of the California Fish and Game laws and is considered inhumane. Do not relocate the animals as this can only facilitate the spread the disease.

Instead, please call the Pasadena Humane Society at (626) 792-7151 to report the animals. Feeding feral cat colonies can contribute to this problem, so it is important to use best practices to limit problems (see page 10, feral cats).

Below is a checklist to prevent endemic typhus:
•Keep pets, yards, and homes free from fleas
oUse a veterinarian approved flea control product on your pets and keep pets indoors oUse an EPA approved insect repellent that is labeled for use against fleas when outdoors oUse flea control mists, sprays, and powders in and around the home •Maintain yard and home clean and in good repair to discourage wild animals from entering and living in these areas
oRemove cast-off items and fallen or overripe fruit from the yard oElevate wood piles and rotate cut wood pieces often
oExclude wildlife from entering crawl spaces by covering or screening access points oMaintain lawn and vegetation trimmed and clear of debris oStore trash in a durable container with a tight-fitting lid oFeed pets indoors or remove bowl immediately after each feeding •Protect yourself when cleaning crawl spaces and other wildlife harborage areas by wearing gloves and a mask
•Contact the Pasadena Humane Society at (626) 792-7151 to report a dead animal 378 of 770

Urban Wildlife Management Plan Page 23 of 30
APPENDIX A: DEFINITIONS OF COYOTE INTERACTIONS
Active Coexistence describes humans and coyotes existing together. Communities identify open spaces where coyotes are appropriate and community members do not haze, feed, or interact with the animals while in these areas. Residents take an active role in keeping coyotes in their community wild by learning about coyote ecology and behavior, removing attractants, taking responsibility for pet safety, and hazing coyotes when necessary.

Attack means a human is injured or killed by a coyote.

Attended Pet means a cat or dog that is kept inside, a cat or dog that is in a yard accompanied by a person, a cat that is outside accompanied by a person and under the control of a leash and harness, or a dog that is outside on a leash that is less than 6 feet in length.

Encounter means an unexpected, direct meeting between a human and a coyote that is without incident.

Hazing means the immediate use of deterrents to move an animal out of an area or discourage an undesirable behavior or activity. Hazing techniques include making loud noises, spraying water, using bright lights, throwing objects, and shouting. Hazing maintains a coyote’s fear of humans and is useful to deter them from backyards and playgrounds. When done correctly, hazing does not damage animals, humans, or property.

Intentional feeding occurs when a person or group actively and intentionally feeds coyotes. Intentional feeding includes providing food for animals in the coyote food chain.

Observation means the act of noticing coyote tracks, scat, or vocalizations.

Pet Attack means a pet is injured or killed by a coyote.

Provoked Attack means an attack or incident where the human involved encourages the coyote to engage. Examples include dog off-leash in an on-leash area, dog on leash longer than 6 feet in length, or a human intentionally approaching or feeding the coyote.

Sighting means a visual observation of a coyote or group of coyotes moving or resting. A sighting may occur during the day or at night.

Stalking Incident means an interaction between a human and a coyote where the coyote approaches or follows the person. Stalking incidents can occur while the person is with or without a pet.

Suspected Pet Attack means pet remains were found and indicate the animal was attacked by a coyote.

Coyotes are opportunistic feeders and will feed on animals that were previously killed by cars or by other means. The Pasadena Humane Society, without knowledge of an actual attack, will record this as a suspected attack.

Threat Incident means an interaction between a human and a coyote where the coyote approaches and growls, bares teeth, nips but does not make contact, or lunges. A threat incident includes an interaction where a coyote injures or kills an attended pet or domestic animal. 379 of 770

Urban Wildlife Management Plan Page 24 of 30
Unattended Pet means a free-roaming cat or dog, a cat outside that is not contained in an enclosure or under the control of a leash and harness, or a dog that is off-leash or on a leash that is greater than 6 feet in length.

Unintentional Feeding occurs when a person, group, or business is unintentionally providing access to food. Unintentional feeding includes improperly managed compost, fallen or overripe fruit, improperly installed or unmaintained birdfeeders, and pet food or water left outdoors.

Unprovoked Attack means an attack or incident where the human involved does not encourage the coyote to engage.

Unsecured Trash means trash that is accessible to wildlife and includes unsecured or unmaintained garbage cans, bags of trash stored outside, trash in containers that do not have tight-fitting lids, and trash that is overflowing.
380 of 770

APPENDIX B: COYOTE BEHAVIOR CLASSIFICATION AND RECOMMENDED RESPONSE

COYOTE BEHAVIOR TYPE OF

INTERACTION
THREAT

LEVEL WHO TO CONTACT
Coyote is heard vocalizing, coyote tracks or
scat are observed Observation Green Glendale PD Homepage Coyote is seen moving or resting in an area Sighting Green Glendale PD Homepage Coyote stalks (approaches or follows) a
person that is with a pet Encounter Green Pasadena Humane Society Coyote is seen moving or resting in a
sensitive location such as a playground or
school
Sighting Yellow Pasadena Humane Society
Coyote appears sick or injured Sighting Yellow Pasadena Humane Society Coyote stalks (approaches or follows) a
person that is without pet Encounter Yellow Pasadena Humane Society Coyote enters a yard without pets or people Sighting Yellow Glendale PD Homepage Coyote enters a yard with pets; no injury
occurs Encounter Yellow Glendale PD Homepage
Coyote enters yard and injures or kills pet; no
people present Pet Attack Yellow Pasadena Humane Society Coyote injures or kills unattended pet Pet Attack Yellow Pasadena Humane Society Coyote enters yard or dwelling with people
present Encounter Orange Pasadena Humane Society
Coyote injures or kills attended pet Pet Attack Orange Pasadena Humane Society Coyote exhibits threatening or aggressive
behavior (approaches and growls, bares
teeth, nips without contact, lunges)
Encounter Orange Pasadena Humane Society
Coyote bites or injures a person Attack Red Glendale Police Department Pasadena Humane Society

REPORTING
Glendale Police Department Homepage
Monitoring and data collection are critical components of an effective Urban Wildlife Management plan.

The City of Glendale and Pasadena Humane Society records and tracks coyote sightings and encounters.

The website is designed to provide users access to submit complaints and concerns 24 hours a day, 7 days a week. Information can be submitted on the Glendale Police Department’s home page under “Specialized Services” – Animal Control and Wildlife safety.
https://www.glendaleca.gov/government/departments/police-department Pasadena Humane Society
The Pasadena Humane Society (PHS) will respond to attacks and aggressive habituated coyote behavior.

Contact PHS at (626) 792-7151.

Glendale Police Department
In the event of an emergency call 9-1-1.
381 of 770

Urban Wildlife Management Plan Page 26 of 30

THREAT CLASSIFICATIONS
Coyote interactions can vary from normal coyote behavior to aggressive and dangerous. Each interaction described above is classified by the level of threat: Green, Yellow, Orange, and Red. Detailed descriptions of each are listed below along with a recommended response.

Level Green indicates the level of threat when a coyote sighting has occurred, coyote prints or scat are observed, a coyote is heard vocalizing, or a coyote approaches or follows a person that is with a pet. All Level Green interactions are reports of normal coyote behavior and are considered to be a low level of threat. City staff and Humane Society employees respond to Level Green interactions by providing educational material on normal coyote behavior and, when stalking has occurred, hazing techniques and pet safety.

Level Yellow indicates the level of threat when a coyote frequently associates with humans or human related food sources, exhibits little wariness of human presence, is sighted repeatedly during the day in playgrounds or enclosed yards, or injures or kills an unattended pet. Level Yellow interactions are reports of mildly habituated coyote behavior. City staff and Humane Society employees respond to Level Yellow interactions by providing educational material on normal coyote behavior and pet safety, distributing the Yard Audit Checklist, and teaching aggressive hazing techniques which may include community hazing and formation of a volunteer hazing team.

Level Orange indicates the level of threat when a coyote injures or kills an attended animal, exhibits aggressive or threatening behavior toward humans such as growling, baring teeth, nipping without making contact or lunging toward a person, or enters a dwelling or an enclosed yard in the presence of humans.

Level Orange interactions are reports of aggressive, habituated coyote behavior and several Level Yellow interactions in the same area may rise to a threat Level Orange. City staff and Humane Society employees respond to Level Orange interactions by providing educational material on normal coyote behavior and pet safety, distributing the Yard Audit Checklist, and teaching aggressive hazing techniques which include community hazing and formation of a volunteer hazing team. Community meetings may be held to increase public awareness and education.

Level Red indicates the level of threat when a coyote has been involved in an investigated and documented attack on a human. Level Red interactions include provoked and unprovoked attacks. All actions taken in response to a Level Orange interaction may be taken. In addition, City staff working with the Humane Society will notify the California Department of Fish and Wildlife (DFW) of the incident, and will work with DFW to locate and eliminate the responsible coyote(s). Multiple Level Orange interactions in the same area within a short window of time may rise to a threat Level Red. 382 of 770

Urban Wildlife Management Plan Page 27 of 30
APPENDIX C: COYOTE HAZING TECHNIQUES
Hazing and Behavioral Change
Some urban coyotes have become comfortable in close proximity to people. To safely coexist, it is important to modify this behavior and attitude in resident coyote populations. Urban coyote behavior needs to be reshaped to encourage coyotes to avoid contact with humans and pets.

Hazing is the process that facilitates this change and is by necessity a community response to encounters with coyotes. The more often an individual animal is hazed, the more effective hazing is in changing coyote behavior.

It is not economically, ecologically or in other ways efficient to try and remove coyotes from the urban ecosystem. Hazing employs immediate use of deterrents to move an animal out of an area or discourage undesirable behavior or activity. Deterrents include loud noises, spraying water, bright lights, throwing objects, and shouting. Hazing can help maintain a coyote’s fear of humans and discourage them from neighborhoods such as backyards and play areas. Hazing does not harm or damage animals, humans, or property. Behavioral change also involves human activities such as identifying and removing attractants and responsibly protecting pets.

Goals of Hazing
1) To reshape coyote behavior to avoid human contact in an urban setting. Human behavior can shape animal behavior in either a negative or positive manner. People living in close proximity to coyotes can remove coyote attractants, identify potentially dangerous situations for their pets and themselves, and respond in a manner designed to change coyote behavior. 2) To provide residents information and tools to actively engage in reshaping coyote behavior and to support feeling safe in their parks and neighborhoods. This can be accomplished by teaching residents hazing techniques.
3) To model hazing behavior and share accurate information about coyotes among other residents, friends and family.

General Considerations

1. Levels of hazing need to be appropriately relevant to coyote activity. a)Coyotes live in open spaces and the best practice is to leave them alone and educate the public on personal safety.
b)Coyotes are often out late at night when few people are present. This is normal acceptable behavior. Hazing may not be necessary.
c)Exceptions: In early stages of hazing, programs should still engage animal. Coyotes that associate danger in the presence of people under all circumstances will be reinforced to avoid contact.

2. Hazing must be more exaggerated, aggressive, and consistent when first beginning a program of hazing. As coyotes “learn” appropriate responses to hazing, it will take less 383 of 770

Urban Wildlife Management Plan Page 28 of 30
effort from hazers. Early in the process, it is extremely common for coyotes not to respond to hazing techniques. Without a history of hazing, they do not have the relevant context to respond in the desired outcome (to leave).

3. Techniques and tools can be used in the same manner for one or multiple animals. Usually there is a dominant animal in a group who will respond - others will follow its lead. DO NOT ignore, turn your back or avoid hazing because there are multiple animals instead of a single individual.

4. The more often an individual coyote is hazed by a variety of tools and techniques and a variety of people, the more effective hazing will be in changing that animal’s future behavior.

5. Hazing must be directly associated with the person involved in the hazing actions. The coyote must be aware of where the potential threat is coming from and identify the person.

6. Coyotes can and do recognize individual people and animals in their territories. They can learn to avoid or harass specific individuals in response to behavior of the person and/or pet.

7. Coyotes can be routine in habit. Identifying their normal habits can help target which habits to change. For example, the coyote patrols the same bike path at the same time in the morning three to five days a week. Hazers should concentrate on that time and place to encourage the animal to adapt its routine to decrease contact with people.

8. Certain levels of hazing must always be maintained so that future generations of coyotes do not learn or return to unacceptable habits related to habituation to people.

9. Human behavior must change to support hazing and continued identification and, if necessary, remove possible attractants.

10. Education about exclusion techniques including how to identify and remove attractants, personal responsibility in pet safety and having reasonable expectations are critical parts of a coyote hazing plan.

11. Coyotes are skittish by nature. Habituated behavior is learned and reinforced by human behavior. Coyotes as a rule DO NOT act aggressively towards aggressive people. The one exception is a sick or injured animal. Engaging a sick or injured animal can result in unpredictable behavior. If this is suspected, people should not engage and remove themselves from the situation, then immediately contact Pasadena Humane Society at (626) 792-7151.

12. Interested individuals/groups and participants can contact Pasadena Humane Society for information on hazing.
384 of 770

Urban Wildlife Management Plan Page 29 of 30
Summary of Hazing
Hazing is a process whereby individuals and volunteers respond in like manner to make a coyote uncomfortable and choose to leave a situation where their presence is unwanted.

Basic hazing consists of standing your ground, never ignoring or turning your back to a coyote(s), yelling and making unpleasant and frightening noises until the animal(s) choose to leave.

Hazing must continue once it begins until the animal leaves, otherwise, the coyote will learn to “wait” until the person gives up. The coyote will create an animal more resistance to hazing instead of reinforcing the image that “people are scary”.

Hazing should never injure the animal. An injured animal becomes less predictable versus a normal, healthy one who responds in a consistent and predictable manner to hazing.

Hazing should be conducted in a manner that allows the coyote to return to its normal habitat in a direction that would minimize harm to the animal. Hazing the animal in the direction of other houses and busy streets should be avoided.

Hazing uses a variety of different hazing tools. This is critical as coyotes get used to individual items and sounds.
•Noisemaker: Voice, whistles, air horns, bells, “shaker” cans, pots, pie pans •Projectiles: sticks, small rocks, cans, tennis balls, rubber balls •Deterrents: hoses, spray bottles with vinegar, pepper spray, bear repellant, walking sticks
385 of 770

Urban Wildlife Management Plan Page 30 of 30
APPENDIX D: YARD AUDIT CHECKLIST
Complete the checklist to identify ways to reduce the occurrence of wildlife on your property. Share the information with friends and neighbors. Minimizing wildlife attractants is most effective when the neighborhood works together.

YARD AUDIT CHECKLIST

ELIMINATE FOOD SOURCES
Pet Food Pets are fed inside. Pet food, treats, and bones are brought inside.

Water Pet water bowls are kept inside. Fish ponds have net covering.

Bird Feeder Bird feeder is hung away from home and out of reach of wildlife; seed catching tray present; fallen seed cleaned regularly.

Fruit Trees Fallen fruit is cleaned regularly and overripe fruit is removed from tree.

Compost Compost does not include meat or dairy products; compost is buried or stored in bins and includes wood chips or newspaper to reduce smell.

BBQ Grill BBQ grill is free of drippings and routinely cleaned with bleach.

Trash Trash is securely bagged or double bagged and stored indoors or in a durable container with a tight-fitting lid; receptacle is routinely cleaned.

Pet Waste Pet waste is regularly removed from yard.

REMOVE HARBORAGE
Structure Crawl spaces are securely covered or screened.

Vegetation Lawn and shrubs are maintained trimmed and clear of debris.

Cast-Offs Yard is free of unused/unmaintained equipment, items, and vehicles.

Wood Piles Wood is stored elevated off the ground; oldest wood is used first.

EXCLUDE WILDLIFE
Fencing Property fencing is an appropriate height and constructed without gaps or spaces.

Gates Gates are maintained closed.

PROTECT PETS
Unattended Pets are not left outside unattended.

Interaction with
Wildlife Pets are not permitted to play or interact with wildlife.

Kennels & Coops Outdoor kennels and chicken/rabbit coops are sturdy and secure.

Walking Pets Pets are always walked on a short leash (less than 6 feet). 386 of 770

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Adoption of the City’s FY 2024-25 Gann Appropriations Limit

1. Resolution Adopting FY 2024-25 Gann Appropriations Limit

COUNCIL ACTION
Item Type: Action Item
Approved for June 4, 2024 calendar

EXECUTIVE SUMMARY
The Gann Initiative established constitutional limits on the amount of tax revenue that may be appropriated by California governmental agencies in a given fiscal year. This limit is initially calculated using actual appropriations from a base year and then adjusted annually using a growth factor that takes into account changes in population and the cost of living. Based on staff’s calculation, the FY 2024-25 Appropriations Limit for the City of Glendale is $393,321,114 and the proposed appropriation subject to the Gann Initiative spending limit is $264,731,922. Therefore, the City’s Proposed FY 2024-25 Budget is in compliance with State of California spending limits as established in article XIIIB of the California Constitution. 387 of 770

28d
5 1
9 7

RECOMMENDATION
That the City Council approve the attached resolution adopting the City’s FY 2024-25 Gann Appropriations Limit.

ANALYSIS
On November 6, 1979, California voters passed Proposition 4, commonly referred to as the “Gann Initiative”. The Gann Initiative established constitutional limits on the amount of tax revenue that may be appropriated by California governmental agencies in a given fiscal year. This limit is initially calculated using actual appropriations from a base year and then adjusted annually using a growth factor that takes into account changes in population and the cost of living. Statutes clarifying the provisions of the Gann Initiative are now codified in article XIIIB of the California Constitution, which provides the formula for calculating local government spending limits. In addition to Article XIIIB, the Revenue and Taxation Code, Section 7910, requires each local governmental unit to establish its appropriations limit by the beginning of each fiscal year. In June 1989, California voters passed Proposition 111, which further improved procedural transparency for local governments setting annual appropriations limits. Among other things, Proposition 111 revised the base year used in calculating the Gann Appropriations Limit from 1979 to 1987 and simplified the formula used for calculating annual adjustments.

Each year, local governments must adjust their Appropriations Limit using two variables:
the change in the cost of living and the change in population. California state law allows a public entity to choose among different methods for calculating these two variables. A local government that is not a school or a college district may choose to define the change in the cost of living in either of two ways: (1) the change in California’s per capita personal income, or (2) the change in the jurisdiction’s local assessment roll from the preceding year that is due to the addition of local non- residential new construction.

Local governments also have two options for defining the change in population:
(1) the percentage change in population within the City, or (2) the percentage change in population within the county where the city is located. To ensure consistency and accuracy among jurisdictions, the Department of Finance is required to post an annual newsletter by May 1st that provides the percentage change in California’s per capita personal income as well as data on population change for each city in the State. The City of Glendale utilizes this newsletter in computing its annual Appropriations Limit.

In calculating the City of Glendale’s FY 2024-25 Gann Appropriations Limit, staff analyzed the four alternative methods for calculating the appropriations limit and elected to use the method that resulted in the most conservative appropriations limit. Based on this analysis, staff has once again elected to define the change in the cost of living as the change in the City’s local assessment roll from the preceding year that is due to the addition of local non-residential new construction and to define the change in population as the percentage change in population within the City. The year over year change in the City’s local assessment roll due to non-residential new construction has been 2.96% and the change in the City’s population has been -0.25%. These percentages are each 388 of 770

38d
5 1
9 7
converted to ratios using a state-mandated formula and then multiplied together to obtain an appropriations increase factor. The increase factor for FY 2024-25 is 1.0270.

The Appropriations Limit for the upcoming year is finally calculated by multiplying this factor by the Appropriations Limit of the prior fiscal year.

Based on staff’s calculation, the FY 2024-25 Appropriations Limit for the City of Glendale is $393,321,114. The City’s total proposed appropriation subject to the Gann Initiative spending limit (i.e., proceeds from taxes less state mandated exclusions) is $264,731,922. Therefore, the City’s Proposed FY 2024-25 Budget is in compliance with State of California spending limits as established in article XIIIB of the California Constitution. The attached resolution will authorize the new Appropriations Limit for next fiscal year as required by the California Constitution and applicable State Law.

STAKEHOLDERS/OUTREACH
Not applicable.

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

ENVIRONMENTAL REVIEW (CEQA/NEPA)
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 TO STAFF RECOMMENDATION
The City Council may consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Jason Bradford, Director of Finance/Information Technology Prepared by:

Karina Cervantes Vazquez, Senior Budget Analyst
Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1: City of Glendale – Gann Appropriations Limit – FY 2024-25 Proposed Budget 389 of 770

RESOLUTION NO.___________

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE

ADOPTING APPROPRIATIONS LIMIT FOR THE CITY OF GLENDALE
WHEREAS, California State law requires the adopting of an annual appropriations limit for the City of Glendale; and
WHEREAS, the Finance Department has calculated the appropriations limit for the Fiscal Year 2024-25 and in doing so has elected to use the change in the City of Glendale’s population and the change in the City of Glendale’s local assessment roll from the preceding year that is due to the addition of local non-residential new construction; and WHEREAS, the Finance Department will retain these working papers on file for a period of fifteen (15) days as required under the law;

NOW THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE THAT THE COUNCIL does hereby adopt the appropriations limit for the Fiscal Year 2024-25 of $393,321,114.

Adopted this ________ day of June, 2024.
_____________________________
Mayor
ATTEST:
__________________________
City Clerk

STATE OF CALIFORNIA )

COUNTY OF LOS ANGELES ) SS

CITY OF GLENDALE )
I, Suzie Abajian, 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 June 2024, and that the same was adopted by the following vote:

Ayes:

Noes:

Absent:

Abstain:
____________________________
City Clerk
390 of 770

Exhibit 1
382,980,637$
* Alternative 1 - City Election
Calculation of Increase Factor for FY 2024-25:

City Population Growth : -0.25%
City Local Assessment Growth (non-residential) : 2.96%
Increase Factor for FY 2024-25 [(-0.25 + 100)/100] * [(2.96 + 100)/100] : 1.0270 393,321,114$
264,731,922$
(proceeds of taxes less state mandated exclusions)
Total Under/(Over): 128,589,192$
Alternative 2
Calculation of Increase Factor for FY 2024-25:

County Population Growth : 0.05%
City Local Assessment Growth (non-residential) : 2.96%
Increase Factor for FY 2024-25 [(0.05 + 100)/100] * [(2.96 + 100)/100] : 1.0301 394,508,354$
264,731,922$
(proceeds of taxes less state mandated exclusions)
Total Under/(Over): 129,776,432$
Alternative 3
Calculation of Increase Factor for FY 2024-25:

City Population Growth : -0.25%
Per Capita Income Growth : 3.62%
Increase Factor for FY 2024-25 [(-0.25 + 100)/100] * [(3.62 + 100)/100] : 1.0336 395,848,786$
264,731,922$
(proceeds of taxes less state mandated exclusions)
Total Under/(Over): 131,116,864$
Alternative 4
Calculation of Increase Factor for FY 2024-25:

County Population Growth : 0.05%
Per Capita Income Growth : 3.62%
Increase Factor for FY 2024-25 [(0.05 + 100)/100] * [(3.62 + 100)/100] : 1.0367 397,036,026$
264,731,922$
(proceeds of taxes less state mandated exclusions)
Total Under/(Over): 132,304,104$
Fiscal Year 2024-25 Appropriations Limit:

Fiscal Year 2024-25 Appropriations Subject to Limitation:

Fiscal Year 2024-25 Appropriations Limit:

Fiscal Year 2024-25 Appropriations Subject to Limitation:

Fiscal Year 2024-25 Appropriations Limit:

Fiscal Year 2024-25 Appropriations Subject to Limitation:

CITY OF GLENDALE

GANN APPROPRIATIONS LIMIT
FY 2024-25 PROPOSED BUDGET
Fiscal Year 2023-24 Appropriations Limit:

Fiscal Year 2024-25 Appropriations Limit:
391 of 770

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: FY 2023-24 Glendale Water and Power Transfer

1. Resolution Reducing the Percentage of Operating Revenues to be Transferred from Glendale Water and Power (Electric) to the General Reserve Fund for Fiscal Year 2023-

24. COUNCIL ACTION
Item Type: Action Item
Approved for June 4, 2024 calendar

EXECUTIVE SUMMARY
The City Charter, Section 22, Article XI, requires the transfer of 25% of the department of Glendale Water and Power’s annual operating electric revenues to the General Reserve Fund unless a lower percentage transfer is approved by the City Council. The City has historically transferred an amount less than 25% by adopting a resolution setting a lower amount. For FY 2023-24, the estimated amount to be transferred out of Glendale Water and Power Electric Surplus Fund is $24,305,100, or 10.0% of the Electric Works estimated Operating Revenue.

RECOMMENDATION
That the City Council approve the attached resolution reducing the percentage of operating revenues to be transferred from Glendale Water and Power (Electric) to the General Reserve Fund for Fiscal Year 2023-24.
392 of 770

28e
5 1
9 8

ANALYSIS
The attached resolution, as required by the Charter, provides for the annually budgeted transfer of the operating revenue from the Glendale Water and Power Electric Surplus Fund to the General Reserve Fund for the fiscal year ending June 30, 2024.

For FY 2023-24, the estimated amount to be transferred out of Glendale Water and Power Electric Surplus Fund is $24,305,100, or 10.0% of the Electric Works estimated Operating Revenue. The attached resolution authorizes this transfer from the Electric Works Revenue Fund to the Glendale Water and Power Electric Surplus Fund, transferred from the Glendale Water and Power Electric Surplus Fund to the General Reserve Fund, and further for the transfer from the General Reserve Fund to the General Budget Fund provided the total balance in the General Reserve Fund before this transfer exceeds fifty percent (50%) of the total amount of the anticipated ad valorem tax receipts for Fiscal Year 2023-24 as required by the City Charter.

For FY 2023-24 this transfer is 10.0% of the annual electric works operating revenue received. Thus, the actual amount transferred will vary based on the actual electric operating revenues received by June 30, 2024. It should be noted that the transfer of the operating water revenues to the General Reserve Fund was terminated beginning 2011.

STAKEHOLDERS/OUTREACH
Not Applicable.

FISCAL IMPACT
The Glendale Water & Power Electric Surplus Fund 10.0% Transfer to the General Reserve Fund (Estimated $24,305,100) was approved as a part of the FY 2023-24 budget. The funding is outlined below:

Existing Appropriation
Amount Account String Funding Source
$24,305,100 GL: 48010-5820-GWP-4505-P0000- Electric Works Revenue Fund

ENVIRONMENTAL REVIEW (CEQA/NEPA)
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 TO STAFF RECOMMENDATION
Alternative 1: The City Council can decline to approve the Resolution reducing the percentage of operating revenues to be transferred from Glendale Water and Power (Electric) to the General Reserve Fund for Fiscal Year 2023-24. Doing so will have an adverse negative financial impact in the General Fund and the services the City provides. 393 of 770

38e
5 1
9 8
Alternative 2: The City Council may consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Jason Bradford, Director of Finance/Information Technology Prepared by:

Adrine Gdakian, Budget Associate
Approved by:

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

EXHIBITS/ATTACHMENTS
Not Applicable.
394 of 770

RESOLUTION NO. ___________

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

REDUCING THE PERCENTAGE OF OPERATING REVENUE OF THE GLENDALE

WATER AND POWER DEPARTMENT TO BE TRANSFERRED FROM GLENDALE

WATER AND POWER (ELECTRIC) TO THE GENERAL RESERVE FUND
FOR FISCAL YEAR 2023-24
BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE:

WHEREAS, Section 22, Article XI of the City Charter provides that at the end of each fiscal year an amount equal to twenty-five percent (25%) of the operating revenue of the Glendale Water and Power Department for each year, hereinafter referred to as "revenue", excluding receipts from water or power supplied to other cities or utilities at the wholesale rates, shall be transferred from the Glendale Water and Power Surplus Fund to the General Reserve Fund; provided that the Council may annually, at or before the time for adopting the General Budget for the ensuing fiscal year, reduce said amount or wholly waive such transfer, if, in its opinion, such reduction or waiver is necessary to insure the sound financial position of said Glendale Water and Power Department, and it shall so declare by resolution; and
WHEREAS, prior to the time for adopting the General Budget for the Fiscal Year 2023-24, the Council has considered the matter and determined that the transfer should again be suspended for the Water Works Enterprise and decided that it should be reduced to (an estimated $24,305,100) of said revenue for the Electric Works Enterprise and that such reduction is necessary to insure the sound financial position of the Glendale Water and Power Department.

WHEREAS, Section 15, Article XI of the City Charter provides that in any fiscal year in which the total balance in the General Reserve Fund exceeds fifty percent (50%) of the total amount of the anticipated ad valorem tax receipts for that year, the Council may appropriate such excess for any City purpose without returning the same to the General Reserve Fund.

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

1. The amount of operating revenue to be transferred from Glendale Water and Power Surplus Fund for the Fiscal Year 2023-24 shall be continued to be suspended of said Water Works, and that such suspension is necessary to insure the sound financial position of the Glendale Water and Power Department.

2. Ten percent (10%) of Electric Works operating revenue for the 2023-24 Fiscal Year (estimated at $24,305,100) shall be transferred from the Electric Works Revenue Fund to the Glendale Water and Power Surplus Fund and further transferred to the General Reserve Fund for Fiscal Year 2023-24, and that such reduction from 25% to 10% of operating revenues is necessary to insure the sound financial position of the Glendale Water and Power Department.
395 of 770

3. If the total balance in the General Reserve Fund prior to said transfer of Electric Works operating revenue exceeds fifty percent (50%) of the total amount of the anticipated ad valorem tax receipts for Fiscal Year 2023-24, then the amount so transferred to the General Reserve Fund pursuant to Section 2 above shall be transferred from the General Reserve Fund to the General Budget Fund.

Adopted this ________ day of June, 2024.
_______________________________
Mayor
ATTEST:
___________________________________
City Clerk

STATE OF CALIFORNIA)

COUNTY OF LOS ANGELES) SS

CITY OF GLENDALE)
I, Suzie Abajian, Ph.D., City Clerk of the City of Glendale, do hereby certify that the foregoing Resolution No._________ was adopted by the Council of the City of Glendale, California, at a regular meeting held on the__________ day of June, 2024 by the following vote:

Ayes:

Noes:

Absent:

Abstain:
________________________________
City Clerk
396 of 770

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: FY 2024-25 Citywide Budget Hearing and Adoption 1) Hold a Public Hearing on the FY 2024-25 Proposed Citywide Budget and Changes to the Citywide fee Schedule
2) Resolution Adopting the FY 2024-25 City of Glendale Budget 3) Resolution Establishing Certain Fees, and Increasing, Decreasing, Modifying Certain Fees for Various Services Provided by the City and Adopting Changes to the Comprehensive Citywide Fee Schedule for FY 2024-25
4) Resolution Establishing Certain Fees, and Increasing, Decreasing, Modifying Certain Existing Fees for Public Works, Community Development, and Fire Related Services, Permits, and Certificates
5) Resolution of Appropriation for FY 2023-24 to transfer funds in the amount of $10.0 million from the General Fund to the Capital Improvement Fund

COUNCIL ACTION
Item Type: Public Hearing
Approved for June 04, 2024 calendar

EXECUTIVE SUMMARY
The total appropriation proposed for FY 2024-25 citywide budget is $1.2 billion of which $325.7 million is in the General Fund. For the General Fund, based on the FY 2024-25 proposed revenues and appropriations, staff has prepared a balanced budget with a projected surplus of $591 thousand and a reserve of 38.0% of the 2024-25 proposed budget. The City Council’s current General Fund Reserve policy is a minimum of 25% of the annual operating budget, with a target of 35%.

In addition, the City completed a citywide user fee study and is presenting the results and recommendations for a hearing and adoption of the amendments to the Citywide fee schedule. Lastly, staff is seeking authorization for a resolution of appropriation to transfer $10 million in anticipated FY 2023-24 year-end surplus from the General Fund to the Capital Improvement Fund for the Central Park project to secure grant funding. 397 of 770

29a
5 0
9 9

RECOMMENDATION
That the City Council to hold a public hearing and adopt the FY 2024-25 Proposed Citywide Budget and Changes to the Citywide Fee Schedule, and to approve the attached resolution of appropriation to transfer funds in the amount of $10.0 million from the General Fund to the Capital Improvement Fund.

ANALYSIS
FY 2024-25 PROPOSED CITYWIDE BUDGET
The total proposed appropriation for FY 2024-25 citywide budget is $1.2 billion. A summary of revenue estimates and appropriations for all funds can be found in Exhibits 1 and 2 respectively. The following table is a summary of citywide appropriations by fund type as adopted for FY 2023-24 and as proposed for FY 2024-25.

Adopted Proposed %
Fund Type (In Thousands) FY 2023-24 FY 2024-25
Increase /
(Decrease) Change
General Fund $ 314,485 $ 325,660 $ 11,175 3.6%
Special Revenue Funds 145,322 152,242 6,920 4.8%
Debt Service Funds 2,993 2,995 2 0.1%
Capital Improvement Funds 21,390 33,282 11,892 55.6% Enterprise Funds 543,524 544,159 635 0.1%
Internal Service Funds 145,064 146,048 984 0.7%
Citywide Total $1,172,779 $1,204,386 $ 31,608 2.7%

GENERAL FUND
The General Fund provides the majority of ongoing governmental services that are not funded through restricted special revenue funds. These services include Fire, Police, Library, Arts & Culture, Community Services and Parks, Community Development, Public Works, and central support service departments that include Finance, City Clerk, City Treasurer, City Attorney, Management Services, and Human Resources. The General Fund is supported by general taxes including property, sales, utility users, and other taxes, in addition to various fees and a transfer from Electric operating revenue funds. Based on the FY 2024-25 proposed revenues and appropriations, the City has prepared a balanced General Fund budget.

Revenues
398 of 770

39a
5 0
9 9
The following table reflects the revenue estimates for FY 2023-24 and FY 2024-25 General Fund revenues by major category.

General Fund Revenues
(In Thousands)
Revenue changes for the proposed FY 2024-25 budget are described in detail below. •Property Tax: This category is estimated to be approximately $84.0 million, or

3.2% increase compared to prior year. The City continues to experience modest growth in its property tax revenues, however, has seen an overall flattening of home sale prices and a decrease in the number of home sales in calendar year 2023 compared to 2022, mainly due to high interest rates, impacting supply.

Sales Tax: This category is estimated to be approximately $91.1 million, or 2.1% increase compared to prior year. This modest growth is due to an overall shift of consumer behavior from luxury purchases to discount retail. •Utility Users Tax (UUT): This category is estimated to be approximately $32.7 million, which is a projected growth of 6.6% compared to prior year. The majority of the projected increase is for the Electric UUT as staff has accounted for the recently adopted increases in Electric Service rates. •Occupancy Taxes: This category is estimated to be approximately $10.8 million, which is a 5.0% increase from the FY 2023-24 estimate. Since the pandemic, hotel services have seen significant recovery, and this is expected to continue for FY 2024-25.
•Licenses & Permits: Th is category is estimated to be approximately $11.3 million, which is a 12.4% increase from the FY 2023-24 estimate. The projected growth is due to increased revenue in Building and Planning permits as a result of the citywide user fee study, which is discussed later in this report.

Category
Projected
FY 2023-24
Proposed
FY 2024-25 Variance
%
Change
Property Taxes $ 81,422 $ 84,012 $ 2,590 3.2%
Sales Taxes 89,246 91,088 1,842 2.1%
Utility Users Taxes 30,653 32,677 2,024 6.6%
Occupancy Taxes 10,270 10,784 514 5.0%
Licenses & Permits 10,091 11,339 1,248 12.4%
Revenue from Other Agencies 604 385 (219) (36.3%)
Charges for Services 35,437 38,957 3,520 9.9%
Interfund Revenue 19,058 19,722 664 3.5%
Fines and Forfeitures 3,225 3,300 75 2.3%
Use of Money and Property 4,388 3,845 (543) (12.4%)
Miscellaneous Revenue 1,024 1,171 147 14.4%
Transfers from Other Funds 24,305 28,971 4,666 19.2%
Total Revenues $ 309,722 $326,251 $16,529 5.3%
399 of 770

49a
5 0
9 9
•Charges for Services: This category is estimated to be approximately $39.0 million, which is a 9.9% increase from the FY 2023-24 revenue estimate.

The projected increase is a result of the citywide user fee study, which is adjusting the fees charged for various services and programs. •Transfers from Other Funds: This category is estimated to be approximately $29.0 million for FY 2024-25. The estimated Electric Works Revenue Fund transfer remains at 10.0% of total electric operating revenues.

Appropriations
The following table shows the appropriations for the General Fund for FY 2023-24 and FY 2024-25 by category.

General Fund Appropriations
(In Thousands)
Category
Adopted
FY 2023-24
Proposed
FY 2024-25
Increase/
Decrease
%
Change
Salaries & Benefits $223,396 $231,091 $ 7,695 3.4% Maintenance & Operation 75,056 79,991 4,935 6.6% Capital Outlay 45 145 100 222.2% Transfers Out 15,988 14,433 (1,555) (9.7%) Total appropriations $314,485 $325,660 $11,174 3.6% As indicated above, the General Fund budget is forecasted to increase by approximately $11.2 million, or 3.6% compared to the Adopted FY 2023-24 budget.

This increase is mainly attributable to the following:
•Salaries & Benefits: The total net increase in the Salaries & Benefits category is approximately $7.7 million. The increase is mainly a result of various approved Memorandum of Understanding (MOU) Cost of Living Adjustments (COLA), normal step progression and reallocation of employees. These costs are inclusive of $8.0 million in estimated vacancy savings. •Maintenance & Operation: The total net increase of approximately $4.9 million is mainly due to increases in Utilities, Technology, and Liability Insurance. •Capital Outlay: The total net increase of approximately $100 thousand is due to additional planned equipment purchases by the Fire department this year compared to prior year.
•Transfers Out: The total net decrease of approximately $1.6 million is due to a lower transfer amount to Internal Service Funds compared to prior year. The transfers are comprised of the following: $10.0 million for Capital Improvement Fund for various projects, $1.5 million to the Debt Service Fund, $133 thousand 400 of 770

59a
5 0
9 9
for Senior Nutritional Meals, $2.0 million to the Fleet Management Fund and $0.8 million to the Building Maintenance Fund.

General Fund
Projected Ending Fund Balance & Reserve Percentage, June 30, 2025 Based on the FY 2024-25 proposed revenues and appropriations, the General Fund budget is balanced for FY 2024-25, with an anticipated surplus of $591 thousand. The City’s projected ending General Fund unassigned & charter reserve fund balance as of June 30, 2025, is $123.9 million, a reserve of 38.0% of the FY 2024-25 proposed appropriation of $325.7 million. The City Council’s current General Fund Reserve policy is a minimum of 25% of the annual operating budget, with a target of 35%.

Category (In Thousands)
Proposed
FY 2024-25
Total Resources $326,251
Total Appropriations $325,660
Net Surplus $591
Projected Ending Reserve $123,860
Reserve % 38.0%

OTHER FUNDS
Special Revenue Funds
The approximately $6.9 million increase in the Special Revenue Funds is primarily due to the following:
•CDBG Fund 2010 – The net increase of approximately $435 thousand is mainly due to an increase in funding for capital projects, Pacific Natural Grass and Pacific/Edison Artificial Turf Replacement.
•Housing Assistance Fund 2020 – The net decrease of approximately $1.0 million is primarily due to a decrease in anticipated revenues to be used towards contractual services and Portable Voucher HAP expense, offset by an increase in direct assistance.
•Home Grant Fund 2030 – The net decrease of approximately $329 thousand is due to a decrease in federal grant revenue.
•Workforce Fund 2060 – The net increase of approximately $2.3 million is based on increases in direct assistance and personnel costs, partially offset by a decrease in contractual services.
401 of 770

69a
5 0
9 9
•Affordable Housing Trust Fund 2090 – The increase of approximately $78 thousand is in personnel costs.
•Glendale Youth Alliance Fund 2110 – The net increase of approximately $517 thousand is primarily due to increases in personnel costs, cost allocation charge, and technology costs.
•Low & Mod Income Housing Asset Fund 2130 – The net decrease of approximately $18 thousand is primarily due to decreases in contractual services and utilities, partially offset by an increase in personnel costs. •Miscellaneous Grant Fund 2160 – The decrease of approximately $5.5 million is due to a decrease in project appropriation. There is new project appropriation for LA Impact Grant, Open Streets Grant, Homeless Housing, Assistance and Prevention Round 4, Prop A, Summer Concerts Grant, SCAN Grant, and Canopy Improvement Project Grant.
•Hazardous Disposal Fund 2190 – The decrease of approximately $86 thousand is due to decreases in personnel costs, partially offset by an increase in technology costs.
•Parking Fund 2210 – The increase of approximately $2.9 million is primarily due to increases in personnel costs, contractual services, repairs to building and grounds, and regulatory costs. The proposed FY 2024-25 project appropriations in this fund include the following: Parking Lot & Meter improvements, Downtown parking improvements, parking structure improvements, and ADA improvements. •Measure M Local Return Fund 2220 – The increase of approximately $1.3 million is due to an increase in construction for Pedestrian & Bike Plan Implementation. •Measure H Fund 2240 – The increase of approximately $256 thousand is due to increased revenue from the regular Measure H allocation used towards direct assistance and Measure H VJC allocation used towards direct assistance and contractual services.
•Measure W Fund 2260 – The net decrease of approximately $95 thousand is primarily due to less project appropriation during FY 2024-25. New project appropriation in this fund includes a project to capture and treat stormwater. •Permanent Local Housing Allocation Fund 2280 – The increase of approximately $74 thousand is due to personnel costs.
•Air Quality Improvement Fund 2510 – The increase of approximately $825 thousand is primarily due to increases in rideshare, and contractual services for various activities such as charging stations and e-bikes for employees. 402 of 770

79a
5 0
9 9
•Measure R Local Return Fund 2540 – The increase of approximately $6 million is due to increases in capital outlay, and new project appropriation for Parking Deck/Electrification Infrastructure for Beeline Facility. •Transit Prop A Local Return Fund 2560 – The decrease of approximately $1.4 million is primarily due to a decrease in project appropriations compared to the prior year. This is slightly offset by an increase in contractual services. New project appropriation includes Bus Technologies.
•Transit Prop C Local Return Fund 2570 – The decrease of approximately $47 thousand is due to decreases in membership and dues, and contractual services.
•Transit Utility Fund 2580 – The increase of approximately $512 thousand is primarily due to increases in contractual services.
•Asset Forfeiture Fund 2600 – The decrease of approximately $1.6 million is primarily due to decreases in capital outlay and furniture and equipment. •Police Fund 2610 – The net increase of $22 thousand is in personnel costs. •Supplemental Law Enforcement Fund 2620 – The increase of $55 thousand is due to higher projected revenue used towards personnel costs. •Fire Mutual Aid Fund 2660 – The increase of approximately $99 thousand is due to increases in personnel costs, travel, and general supplies. •Nutritional Meals Grant Fund 2700 – The increase of approximately $13 thousand is due to increases in charges to other departments and miscellaneous, partially offset by decreases in contractual services and general supplies.
•Library Fund 2750 – The net increase of approximately $470 thousand is primarily due to increases in personnel costs, books, digital resources, and general supplies.
•Cable Access Fund 2800 – The decrease of $76 thousand is due to decreases in furniture and equipment.
•Electric Public Benefit Fund 2910 – The net increase of approximately $1.2 million is primarily due to increases in personnel costs and public benefit programs.
403 of 770

89a
5 0
9 9
Debt Service Funds
There is only one Debt Service Fund with an appropriation for FY 2024-25: The Police Building 2019 Lease Revenue Refunding Bonds (Fund 3031). The net increase in this fund of approximately $2 thousand is mainly due to decreases in interest costs on the bond, offset by an increase in the principal payment.

Capital Improvement Program Funds
The approximately $11.9 million net increase in the Capital Improvement Program funds is primarily due to the following:
•General Fund Capital Improvement– The net increase of $2.7 million is due to an overall increase in new project appropriations relative to last fiscal year. Some of the proposed projects include the Alex Theatre Improvement Phase 1, Glorietta Field Lighting Improvements, Pavement Condition Improvement Projects, Doctors House Restoration and Preservation, Fire Stations 23, 27, 28 and 29 remodels, and Casa Adobe Roof Renovations.
•State Gas Tax Fund 4020 – The decrease of approximately $7.1 million is a result of less project appropriation than the prior year. Major projects appropriated include Street Tree Maintenance, As Needed Engineering Services, and Capital Improvement Program Support.
•Parks Mitigation Fee Fund 4050 – There is no variance in proposed appropriations in this fund for FY 2024-25. The appropriation for FY 2024-25 is additional funding for future land acquisition for a new park. •Library Mitigation Fee Fund 4070 – The decrease of $350 thousand is due to less appropriation added towards the purchase of books. •CIP Reimbursement Fund 4090 – The increase of approximately $17.1 million is due to new project appropriation for Parking Deck/Electrification Infrastructure for Beeline Facility.
•Measure A Fund 4130 – The decrease of $500 thousand is due to less project appropriation compared to the prior year. New project appropriation is for Babe Herman Restroom Renovation.
404 of 770

99a
5 0
9 9
Enterprise Funds
The approximately $635 thousand net increase in the Enterprise Funds is primarily due to the following:
•Sewer Fund 5250 – The net increase of approximately $1.3 million is due to an increase in personnel costs, contractual services, capital outlay, technology costs and other improvements. These are offset by decreases in capital project appropriation. Some of the major proposed project appropriations for FY 2024-25 within this fund include: Sewer Reconstruction Program, Wastewater Capacity Improvement, Hyperion Wastewater System, Los Angeles/Glendale Water Reclamation Plant, On-Call Sewer & Storm Drain Repair Services, and Citywide Sewer CCTV Inspection.
•Refuse Disposal Fund 5300 – The net decrease of approximately $3.1 million is primarily due to decreases in contractual services, capital outlay, fleet equipment rental charge, and general supplies, offset by increases in personnel costs, depreciation, other improvements, and equipment.
•Fiber Optic Fund 5400 – The increase of approximately $303 thousand is primarily due to an increase in personnel costs, small tools, and technology costs.
•Verdugo Fire Communication Fund 5800 – The net increase of approximately $1.5 million is due to increases in contractual services and capital outlay, slightly offset by decreases in personnel costs and amortization expense. •Electric Utility Funds 5820, 5830, 5850 & 5880 – The net decrease of approximately $11.1 million is mainly due to decreases in fuel natural gas, carbon allowances, purchased power, depreciation, and gas depletion. These are offset by increases in personnel costs, contractual services, capital outlay and other miscellaneous costs. Some of the major proposed project appropriations for FY 2024-25 include: 4kV to 12kV Feeder Upgrade Program, GWP Solar Design Built Program, Grayson Wartsila, Transmission & Distribution Inspection Program, Grayson Repower Services, Fiber Plan, Upgrade/Replace 9,000 Electric Meters, and Low Carbon Fuel Standard Program Infrastructure. •Water Utility Funds 5920, 5930, 5950 & 5980 – The increase of approximately $11.7 million is mainly attributable to increases in personnel costs, contractual services, capital outlay, fleet, utilities, technology costs, and building maintenance. The increase is offset by decreases in hourly wages and purchased water. Some of the major proposed project appropriations for FY 2024-25 include: New Pipeline Replacement, Water AMI Endpoint Replacement, New Tank & Reservoir Maintenance, Water Quality Enhancement Program, New Well Maintenance Project, and New Pump Station Improvements. 405 of 770

109a
5 0
9 9
Internal Service Funds
The approximately $984 thousand net increase in the Internal Service Funds is primarily due to the following:
•Fleet Management Fund 6010 – The net decrease of approximately $6.1 million is primarily due to decreases in capital outlay, slightly offset by increases in personnel costs, vehicle maintenance, cost allocation charge, and technology costs.
•Joint Air Support Fund 6020 – The increase of approximately $310 thousand is due to increases in vehicle maintenance costs.
•ITD Infrastructure Fund 6030 – The net increase of approximately $3.3 million is primarily due to increases in personnel costs, contractual services, computer hardware, and capital outlay.
•ITD Applications Fund 6040 – The net increase of approximately $1.9 million is primarily due to increases in personnel costs, contractual services, amortization expense, and various projects.
•Building Maintenance Fund 6070 – The decrease of approximately $27 thousand is primarily due to less project appropriation. This is partially offset by increases in personnel costs, furniture and equipment, general supplies, utilities, technology costs, rent, and cost allocation charge.
•Unemployment Insurance Fund 6100 – The increase of approximately $15 thousand is due to an increase in claims.
•Liability Insurance Fund 6120 – The net increase of approximately $1.7 million is primarily due to increases in claims, excess insurance premium, contractual services, and cost allocation charge, slightly offset by decreases in personnel costs.
•Workers Comp Insurance Fund 6140 – The net increase of approximately $3.5 million is primarily due to increases in claim payments, contractual services, and general supplies, slightly offset by decreases in personnel costs. •Dental Insurance Fund 6150 – The decrease of approximately $35 thousand is due to decreases in claims, administration costs, and cost allocation charge. •Medical Insurance Fund 6160 – The decrease of approximately $2.0 million is due to a net decrease in claims and premiums, offset by increases in contractual services.
406 of 770

119a
5 0
9 9
•Vision Insurance Fund 6170 – The increase of approximately $12 thousand is due to new premiums, partially offset by a decrease in claims. •Employee Benefits Fund 6400 – The decrease of approximately $309 thousand is due to decreases in separation and vacation payout, offset by increases in compensation time payouts.
•RHSP Benefits Fund 6410 – The increase of approximately $32 thousand is primarily due to an increase in separation payout.
•Post-Employment Benefits Fund 6420 – The decrease of approximately $194 thousand is due to decreases in retiree Medicare Part A reimbursement and medical benefits for survivors of deceased employees. •Wireless Fund 6600 – The decrease of approximately $1.1 million is primarily due to decreases in capital outlay and technology costs, partially offset by increases in depreciation.

AUTHORIZED FULL-TIME SALARIED POSITIONS
For FY 2024-25, there are no additional salaried positions being proposed to be added. The table below provides a summary of the authorized full-time salaried position count for FY 2023-24 and FY 2024-25.

Current
FY 2023-24 Proposed
FY 2024-25
All Funds 1,620.0 1,620.0
General Fund 942.2 943.3
407 of 770

129a
5 0
9 9
PROPOSED CHANGES TO THE CITYWIDE FEE SCHEDULE BASED ON 2024 USER FEE STUDY The Finance Department established as one of its goals to conduct a comprehensive citywide user fee study and contracted with the Matrix Consulting Group to conduct the study. The purpose of the study is to revisit the cost rollups used in the various fee calculations, staff time estimates and assumptions, and to account for any major shifts in costs or organizational structures that have occurred since the City’s previous citywide fee study.

Fees are commonly adopted by public agencies to recover costs associated with the provision of specific services benefiting the user, thereby reducing the use of General Fund (and other funds) resources for such purposes. Actual costs to provide services include the direct cost of labor to process and perform each service, as well as associated support costs (indirect costs). Indirect costs include departmental and central service overhead costs. The City may charge fees, up to the full cost recovery, provided that those fees do not exceed the maximum limits as may be established under state law.

Fee Study Results and Recommendations
The Matrix Consulting Group analyzed the cost-of-service relationships that exist between fees for service activities across the City’s departments utilizing the “bottom up” approach, where time spent per unit of fee activity is determined for each position within a department or a program. Once time spent for a fee activity is determined, all applicable City costs are then considered for calculation of the “full” cost of providing each service. Each City Department made its own recommendations for fee levels based upon careful consideration of the results of the cost analysis, current service levels, historical cost recovery levels, fees assessed for similar services in the region and the market demand unique to each department’s services. A summary of recommendations is below:

Department New New
(Existing
Service)
Increase Decrease Modify No
Changes Total Deletions
(City Clerk,
Filming &
Special
Event, Misc.)
2 3 33 4 3 22 67 13
Community
Development 18 4 251 86 72 31 462 67
Community
Services &
Parks
- - 133 2 3 123 261 279
Fire 7 23 113 20 15 14 192 6
GWP 1 6 75 6 27 2 117 6
Library 13 - 43 5 11 20 92 33
Police - - 18 - 1 3 22 3
Public Works 8 8 39 19 4 4 82 25
Grand Total 49 44 705 142 136 219 1,295 432
408 of 770

139a
5 0
9 9
Based on the updated fee calculations, achieving full cost recovery would increase Citywide revenues by $9.3 million: $7.6 million for the General Fund and $1.7 million for Non-General Funds. However, after careful consideration, staff recommends continuing to subsidize fees for several reasons, including historical subsidy levels, comparable fees in other cities, and the unique market demand for each department's services.

Therefore, adopting the proposed fee schedule will result in an additional Citywide revenue of $5.4 million: $4 million for the General Fund and $1.4 million for Non- General Funds.

The consultant’s Fee Study Report (Exhibit 3) as well as the proposed revised Citywide Fee Schedule (Attachment 1 to the Fees Resolutions) is included for reference.

Proposed FY 2023-24 Budget Transfer to Capital Improvement Fund For FY 2023-24, based on the projected revenues and expenditures, staff is anticipating ending the fiscal year with a surplus of $10.0 million. Thus, staff is requesting to transfer $10.0 million from the General Fund to the Capital Improvement Fund for the funding of the Central Park Renovation project to secure grant funding.

STAKEHOLDERS/OUTREACH
Not Applicable

FISCAL IMPACT
FY 2024-25 Proposed Budget
The table below depicts the total City appropriations by fund type as adopted for FY 2023-24 and as proposed for FY 2024-25.

Total Appropriations
Adopted Proposed %
Fund Type (In Thousands) FY 2023-24 FY 2024-25
Increase /
(Decrease) Change
General Fund $ 314,485 $ 325,660 $ 11,175 3.6%
Special Revenue Funds 145,322 152,242 6,920 4.8%
Debt Service Funds 2,993 2,995 2 0.1%
Capital Improvement Funds 21,390 33,282 11,892 55.6% Enterprise Funds 543,524 544,159 635 0.1%
Internal Service Funds 145,064 146,048 984 0.7%
Citywide Total $ 1,172,779 $1,204,386 $ 31,608 2.7%
A summary of revenues and appropriations for all funds can be found in Exhibits 1 and 2; respectively.
409 of 770

149a
5 0
9 9
FY 2023-24 Resolution of Appropriation
The proposed transfer of the projected FY 2023-24 General fund year-end surplus to the Capital Improvement Fund for the Central Park Renovation project was not included as part of the FY 2023-24 budget. The appropriation request is outlined below:

Requesting Appropriation
Amount From (Account String) To (Account String) Funding Source $10,000,000 GL: 25300-1010-000 GL: 51200-4010-CSP-
0020
PL: PWD01169AN
General Fund
Undesignated
Fund Balance
Amendment to the Citywide Fee Schedule
If City Council approves to adopt the changes to the fee schedule based on the comprehensive citywide fee study findings and staff recommendations, the estimated potential revenue impact would be the following:

Potential Revenue Impact
General Fund $4.0 million
Non-General Fund $1.4 million
Total $5.4 million

ENVIRONMENTAL REVIEW (CEQA/NEPA)
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 TO STAFF RECOMMENDATION
Alternative 1: The City Council may consider any other alternative not proposed by staff 410 of 770

159a
5 0
9 9

ADMINISTRATIVE ACTION
Submitted by:

Jason Bradford, Director of Finance/Information Technology Prepared by:

Shu-Jun Li, Assistant Director of Finance
Mari Karamyan, Budget Manager
Karina Cervantes, Sr. Budget Analyst
Nayiri Moumdjian, Sr. Budget Analyst
Adrine Gdakian, Budget Associate
Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1: Summary of Revenues by Fund
Exhibit 2: Summary of Appropriations by Fund
Exhibit 3: Comprehensive Citywide User Fee Study Report 411 of 770

412 of 770

413 of 770

1 RESOLUTION NO. ___________

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE

ESTABLISHING CERTAIN FEES, AND INCREASING, DECREASING, MODIFYING

CERTAIN EXISTING FEES FOR VARIOUS SERVICES, PERMITS, AND

CERTIFICATES PROVIDED BY THE CITY, AND AMENDING THE COMPREHENSIVE CITYWIDE FEE SCHEDULE FOR THE FISCAL YEAR 2024-25
WHEREAS, the Council of the City of Glendale has determined that in order to continue providing effective services for the public welfare, the City must establish and increase, decrease, modify, or delete fees for certain municipal services in order to accurately reflect the City's true cost in providing such services; and WHEREAS, the Council has also determined that (1) by consolidating fees, rates, charges, penalties, fines (collectively, “fees”), and tables and schedules― which have been previously adopted― into a comprehensive Citywide Fee Schedule, the consolidation will centralize fees, tables, and schedules in a single document which can be published on the City’s website and considered each year as part of the budgetary process; and that (2) this Citywide Fee Schedule consolidates most existing fees, tables, and schedules into a single document; and
WHEREAS, the Council desires to enact some new fees, and increase, decrease, modify, remove, or leave unchanged existing fees― for certain services and programs provided by the City and to include the new, increased, decreased, modified or unchanged fees, and the tables and schedules, in a comprehensive Citywide Fee Schedule, as outlined in the FY 2024-25 Budget Adoption Staff Report, dated June 04, 2024, and as contained in the FY 2024-25 Proposed Citywide Fee Schedule (Attachment #1 to this resolution), incorporated into this Resolution by this reference.

WHEREAS, the FY 2024-25 Proposed Citywide Fee Schedule (Attachment 1) contains:

1. Newly created fees with an effective date of July 4, 2024 as identified in FY 2024-25 Proposed Citywide Fee Schedule (Attachment 1 to this resolution)

2. Increasing fees with an effective date of July 4, 2024 as identified in FY 2024-25 Proposed Citywide Fee Schedule (Attachment 1 to this resolution)

3. Decreasing fees with an effective date of July 4, 2024 as identified in FY 2024-25 Proposed Citywide Fee Schedule (Attachment 1 to this resolution)

4. Modified fees with an effective date of July 4, 2024 as identified in FY 2024-25 Proposed Citywide Fee Schedule (Attachment 1 to this resolution) 414 of 770

2 5. Fees which are a charge imposed for any one or more of the following purposes:

A. A specific City benefit conferred or privilege granted (California Constitution, Article XIII C, §1 (e)(1));
B. A City service or product (California Constitution, Article XIII C, §1 (e)(2)); C. A charge imposed for City’s issuing licenses and permits, performing investigations, inspections, and audits, and administrative enforcement and adjudication (California Constitution, Article XIII C, § 1 (e)(3)); or D. A monetary charge imposed by the City as a result of a violation of law (California Constitution, Article XIII C, § 1 (e)(5)); and WHEREAS, the departments have reviewed the fees charged for such services, and with the approval of the City Manager, recommend the adoption of certain fees.

Glendale City CouncilJune 4, 2024

Glendale City Council
June 4, 2024