Glendale City Council
May 20, 2025

A G E N D A

GLENDALE CITY COUNCIL

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

are

broadcast

live

on

Glendale

TV,

viewable

on

Spectrum

Cable,

channel

6,

and

AT&T

U-
verse,

channel

99. Meetings

are

also

streamed

live

in

high

definition

(HD)

on

the

City

webpage,
glendaleca.gov/live
,

on

YouTube.com/myglendale
,

and

on

Apple

TV,

Roku,

Amazon

Fire,

iOS

and
Android

devices

using

a

free

app

called

Cablecast

and

choosing

"Glendale

TV"

from

the

menu.

Meetings

are

also

archived

on

the

City

Website

for

viewing

anytime

at

glendaleca.gov/agendas
.

Call

(818)

548-4013

for

program

schedules.

For

public

comments

and

questions

during

the
meeting,

call

(818)

937-8100.

Public

comments

on

a

specific

agenda

item

will

be

taken

when

that
agenda

item

is

discussed.

If

you

have

any

question

about

matters

on

the

agenda,

or

requests

for
assistance, please contact the City Clerk at (818) 548-2090 during regular business hours.

PLEASE TURN OFF CELLULAR PHONES WHILE INSIDE THE MEETING LOCATION In

compliance

with

the

Americans

with

Disabilities

Act

(ADA)

of

1990,

auxiliary

hearing

aids,

sign
language

translation,

and

Braille

transcripts

are

available

upon

request.

Assisted

listening

devices
are

available

same-day

upon

request.

The

City

Clerk’

office

should

be

notified

72 hours

(three
business

days)

or

as

soon

as

practicable

for

requests

regarding

sign

language

translation

and
Braille

transcription

services.

All

documents

related

to

open

session

items

on

this

agenda

that

are
received

less

than

72 hours

prior

to

this

meeting,

and

are

public

records,

will

be

available

for

review
in the Office of the City Clerk, 613 E. Broadway, RM 110, Glendale, CA 91206.

Translation

services

are

provided

for

meetings

through

the

use

of

bilingual

staff

for

speakers

who
wish

to

utilize

the

service

as

available.

Speakers

should

state

their

request

by

contacting

the

City
Clerk’s

office

at

(818)

548-2090,

at

least

72 hours

prior

to

the

scheduled

meeting

or

as

soon

as
practicable.

Please

specify

the

language

for

which

you

require

translation.

The

exclusive

use

of

City
provided

interpreters

is

not

required

and

persons

are

welcome

to

use

their

own

interpreter

or

speak
in their native language.

MAY 20, 2025

REVISED
- Added 1f
-Added 8f

ROLL CALL

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

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a.

Conference with Legal Counsel – Anticipated Litigation. Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Government Code Section 54956.9:

One potential case
b.

Conference with Real Property Negotiators: City-designated negotiators: Roubik Golanian, John Takhtalian, Michael J. Garcia, Gillian van Muyden, Bradley Calvert, Onnig Bulanikian and Mark Berry. Property Location: 1000 S. Central Avenue.

Negotiating Parties, Aria Investments, LLC. Instructions to the negotiator(s) will concern the price and terms of payment for the acquisition of property c.

Conference with Legal Counsel – Existing Litigation: Edwards v. City of Glendale, U.S.D.C. Case No. CV25-3135-VBF (SP)
d.

Conference with Legal Counsel – Existing Litigation: Claim of Infinity Insurance Company (Ramirezsolano), Claim No. 25-0146
e.

Conference with Legal Counsel – Anticipated Litigation: Significant exposure to litigation pursuant to subdivisions (d)(2) and (e)(5) of Government Code Section 54956.9
f.

Public Employment - Attorneys

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

Flag Salute: Council Member
b.

Invocation: Rabbi Simcha Backman, Chabad of Glendale and the Foothill Communities
c.

Report of the City Clerk, re: Posting of Agenda. The Agenda for the May 20, 2025 Regular Meeting of the Glendale City Council was Posted on May 16, 2025 , on the Bulletin Board Outside City Hall.

3. PRESENTATIONS AND APPOINTMENTS
a.

Agenda Preview for Tuesday, May 27, 2025
b.

Proclamation Designating May 18-24, 2025, as National Public Works Week

4. CONSENT ITEMS
(Including Minutes)
The following are Routine and May be Acted Upon by One Motion. Any Member of Council or the Audience Requesting Separate Consideration May do so by Making Such Request Before Motion is Proposed.
a.

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

1. Resolution Adopting Specification No. 4018 and Directing the City Clerk to Advertise for Bids
b.

Public Works, re:

Building Maintenance and Repair Services at Various City Facilities

1. Motion authorizing the City Manager, or his designee, to execute an amendment to Contract 8001439 with Acco Engineered Systems, Inc. (Acco) for Citywide Maintenance and Repairs of Heating Ventilation and Air Conditioning (HVAC) Systems  to increase the contract amount by $350,000

2. Motion authorizing the City Manager, or his designee, to execute an amendment to Contract 8002311 with Aztech Elevator Company (Aztech) for Citywide Maintenance

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and Repairs of Elevators to increase the contract amount by $300,000

3. Motion authorizing the City Manager, or his designee, to execute an amendment to Contract 8001571 with AME Builders Inc. (AME) for Citywide Maintenance and Repairs of Roofing Systems to increase the contract amount by $100,000 c.

Public Works, re:

CalRecycle Beverage Container Recycling Grant

1. Resolution of appropriation for the CalRecycle City/County Payment Program Grant FY 2024-25 Project
d.

Finance, re:

Extension of existing Professional Service Agreement with Ray Klein, Inc., DBA Professional Credit Service, for three years, to provide collection services for unpaid and delinquent accounts

1. Motion authorizing the City Manager, or his designee, to execute a contract amendment between City of Glendale and Professional Credit Service to provide collection services for a three year period
e.

Community Services and Parks, re:

Award of Contract for General Plan
Amendments - Open Space and Conservation and Recreation (OSCR) Elements Update

1. Motion authorizing the City Manager or his designee to execute a Professional Services Agreement with Olin Partnership, Ltd. (“OLIN”) in the amount of $875,000 for the OSCR Elements Update

2. Resolution of appropriation to appropriate $675,000 in Measure A grant funds from the Los Angeles County Regional Park and Open Space District for the OSCR Elements Update
f.

Public Works, re:

Award Professional Services Agreement (PSA) for On-Call Grant Research, Writing and Management Services for Public Works Engineering Projects

1. Motion authorizing the City Manager or a designee to enter into and execute PSAs for a duration of three years in the amount of $300,000 each with an option to extend the contract for an additional two-year term and $200,000 each with Mark Thomas & Company, Inc., Kimley-Horn and Associates, Inc., and KOA Corporation, to provide on- call grant research, writing, and management Services

2. Resolution of appropriation
g.

Public Works, re:

Fremont Park Renovation Project

1. Resolution dispensing with competitive bidding, incorporating additional project scope, and authorizing the City Manager or his designee to execute a contract change order to construction contract No. 8002286 with Dorado Design and Construction, Inc. (Dorado), increasing the contract amount by $418,000, and approving an additional 10% contingency of $41,800

2. Motion authorizing the City Manager or his designee to execute an amendment to Professional Services Agreement (PSA) No. 8001517 with Maestro Development LLC (Maestro), increasing the contract amount by $155,200, for a total not-to-exceed amount of $1,010,200

3. Motion authorizing the City Manager or his designee to execute an amendment to PSA No. C106224 with David Volz Design Landscaping Architects (DVD), increasing the contract amount by $35,000 for a total not-to-exceed amount of $458,382

5. CITY COUNCIL/STAFF COMMENTS

6. COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes; 5-Speaker Limit) Per Mayor Policy, This Item Also Permits Speakers Wishing to Speak Under General Oral

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Communications, Subject to the Three Minute Time Limit. Discussion is Limited to Matters Not on the Agenda.

7. ADOPTION OF ORDINANCES
a.

City Attorney, re: Adoption of Rules Pertaining to Council Meeting Procedures and Decorum

1. Ordinance Amending Glendale Municipal Code, 1995, Sections 2.04.080, 2.04.090,

2.04.120, and 2.04.140 and Deleting Section 2.04.150 (Brotman, 05/13/2025)

2. A Resolution of the Council of the City of Glendale, California Adopting Rules of Order, Procedure and Decorum for the Conduct of the City Councill Meetings

8. ACTION ITEMS
a.

Glendale Water and Power, re: Request to Increase the ARB, Inc. Balance of Site Engineering, Procurement, and Construction Contract’s current Contingency of $36,270,000 by $30,000,000 to a New Contingency Amount of $66,270,000 as it Relates to the Potential Tariffs which may be Imposed on Various Equipment for the Grayson Repowering Project

1. Motion increasing the ARB, Inc. Balance of Site Engineering, Procurement, and Construction Contract’s, Contract No. 8002399, current Contingency of $36,270,000 by $30,000,000 to a New Contingency Amount of $66,270,000

2. Resolution of Appropriation requesting $30,000,000 for Contract No. 8002399 with ARB, Inc
b.

Glendale Water and Power, re: Introduction of the Ordinance Authorizing Issuance of Electric Revenue Bonds

1. Ordinance authorizing issuance of Electric Revenue Bonds 2025 c.

Glendale Water and Power, re:

Annual Update to Glendale Water and Power’s
Wildfire Mitigation Plan

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

Community Development, re:

Project Update – Vision Zero Action Plan

1. Motion to Note and File Report
e.

Fire Department, re:

Request to establish a standardization of specialized high- capacity lifting equipment manufactured by Paratech Incorporated

1. Resolution to adopt the standardization policy and authorize the purchase of equipment and supplies manufactured by Paratech Incorporated f.

Management Services, re: GlendaleOUT Pride in the Park Sponsorship Request

1. Motion Approving a sponsorship request of up to $5,000 for the GlendaleOUT Pride in the Park event with Glendale Arts as the fiscal sponsor

2. Resolution of Appropriation

9. HEARINGS

10. REPORTS - INFORMATION

11. WRITTEN COMMUNICATIONS

12. DISCUSSION OF COUNCILMEMBER FUTURE AGENDA REQUESTS

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

Council May Question or Respond to The Speaker But There Will be no Debate or Decision.

The City Manager May Refer the Matter to the Appropriate Department for Investigation and Report.

14. NEW BUSINESS

15. ADJOURNMENT

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4c
Item Type: Consent Calendar
Approved forMay 20, 2025, calendar

AGENDA ITEM

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL
Report: Solicitation of a Legal Advertising Contract for the City of Glendale

1. Resolution Adopting Specification No. 4018 and Directing the City Clerk to Advertise for Bids

COUNCIL ACTION

EXECUTIVE SUMMARY
In accordance with the City’s Charter, legal advertising for the City of Glendale shall be performed through publication in one or more newspapers of general circulation within the City’s jurisdiction. Accordingly, the City Council is required to annually approve the specifications related to the solicitation of a legal advertising contract and direct the City Clerk to advertise for bids.
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RECOMMENDATION
That City Council adopt Specification No. 4018 and direct the City Clerk to advertise for bids.

ANALYSIS
In accordance with Article VI, Section 11 of the Glendale City Charter, the Council shall annually call for bids for all official advertising of the city, pursuant to specifications which shall first be approved by the Council. The purpose of this report is to seek both approval of the Specifications as well as approval to solicit bids.

STAKEHOLDERS/OUTREACH
Not applicable

FISCAL IMPACT
The City Clerk’s advertising account is directly influenced by the number of hearings being advertised for City Council, various other boards and commissions, and the publication of ordinance summaries on an annual basis. The proposed legal advertising contract is anticipated to not exceed $60,000, which is requested as part of the proposed budget for FY 2025-26, per the table below. Staff will return to Council to award the contract.

Proposed Appropriation
Amount Account String Funding Source
$60,000.00 44200-1010-CCD-0010-P0000 General Fund

ENVIRONMENTAL REVIEW (CEQA/NEPA)
Not applicable.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1: Adopt an amended resolution approving Specification No. 4018 and direct the City Clerk to advertise for bids.

Alternative 2: No other alternative exists because there is a legal requirement for legal advertising. Failure to adequately advertise would result in a violation of public noticing laws.

ADMINISTRATIVE ACTION
Submitted by:

Suzie Abajian, City Clerk
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Prepared by:

Jinette Simon, Secretary to the City Clerk
Approved by:

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

EXHIBITS/ATTACHMENTS

1. Legal Advertising Bid
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RESOLUTION NO.

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA, ADOPTING CITY CLERK SPECIFICATIONS NO. 4018 FOR

LEGAL ADVERTISING SERVICES PURSUANT TO GLENDALE CHARTER ARTICLE VI, SECTION 11 AND DIRECTING THE CITY CLERK TO ADVERTISE FOR BIDS BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE;
SECTION 1. The specifications, on file in the Office of the City Clerk, for Legal Advertising services including the various documents incorporated therein, are hereby approved, adopted, designated, and shall hereafter be known as Specification No. 4018.

SECTION 2. The City Clerk is hereby directed to advertise for bids for the services and materials described in Specifications No.4018 adopted by this Resolution.

Adopted this day of , 2025.

Mayor of the City of Glendale
ATTEST:

City Clerk of the City of Glendale

STATE OF CALIFORNIA )

COUNTY OF LOS ANGELES )

CITY OF GLENDALE )
I, Suzie Abajian Ph.D., City Clerk of the City of Glendale, do hereby certify that the foregoing Resolution No. was duly adopted by the Council of the City of Glendale, California, at a regular meeting held on the day of , 2025 and that the same was adopted by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

City Clerk
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SPECIFICATIONS NO. 4018
FOR

LEGAL ADVERTISING
IN THE

CITY OF GLENDALE, CALIFORNIA
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NOTICE CALLING FOR BIDS
Sealed bids will be received at the office of the City Clerk of the City of Glendale until 2:00 p.m. on Wednesday, June 4, 2025, for:

THE LEGAL ADVERTISING WITHIN THE GEOGRAPHICAL AREA

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

The work shall be done in accordance with Specification No. 4018 on file in the office of the City Clerk of the City of Glendale, where they may be examined copies obtained.

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

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

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

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

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

Any contract entered into with the City under Specification No. 4018 shall include all the services provided therein and be let to the lowest responsible bidder.

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

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

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

D. EXAMINATION OF SPECIFICATION
The bidder must make a careful examination of all the Specification and must fully inform himself/herself to the character of work required. The City will, in no case, be responsible for any unanticipated cost that may be suffered the contractor as a result of the contractor’s failure to fully inform himself/herself in regard to all conditions pertaining to the work. 12 of 472

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

LEGAL ADVERTISING

WITHIN THE GEOGRAPHICAL AREA OF THE

CITY OF GLENDALE
UNDER
SPECIFICATION NO. 4018
Date_______________________________
To the Honorable Mayor and City Council
Glendale, California
Ladies and Gentlemen:

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

Do the Legal Advertising within the Geographic Area of the City of Glendale, in accordance with Specification No. 4018 of the City of Glendale and the Proposal Schedule which follows, to enter into and execute a contract at the prices set forth in said Proposal Schedule.

The bid price shall include all sales, use or other taxes applicable to the items bid upon. 14 of 472

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

1. Price per lineal inch for 1st insertion.

2. Price per lineal inch for each subsequent insertion. 15 of 472

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If awarded the contract, the undersigned hereby agrees to sign said contract within fourteen (14) days after the award of said contract.

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

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

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

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

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

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

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

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

6. SUPPLEMENTARY MATERIAL TO BE FURNISHED
The contractor shall furnish to the officers, board, commission or department of the City ordering advertising hereunder twenty-five (25) printed copies of each advertisement, the same to be printed on newsprint paper six inches by nine inches (6” x 9”) in size and delivered to the said officer, board, commission or department ordering the advertising not later than noon of the day immediately succeeding the first publications of such advertising, unless such officer, board, commission or department shall specify a lesser number of such copies. Each separate advertisement shall be separately printed without being combined with any other advertisement or printed matter.

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

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

9. NEWSPAPERS AND ARCHIVE ACCESS TO BE PROVIDED
a. The contractor shall deliver, without extra charge therefore, not less than thirty (3) nor more than forty (40) copies of each issue of said paper, with inserts, published during the period covered by the contract, as needed as determined by the City Clerk. b. The contractor shall provide, without extra charge, unlimited access to archives of past publications (archived publications) whether internet, web-based or otherwise. If internet or web-based, contractor shall provide a password or passcode, if needed, to the City Clerk, City Attorney and City Manager to permit access to the archived publications during the period covered by the contract.
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10. ADDITIONAL COPIES OF ADVERTISING TO BE FURNISHED
Each bidder shall also submit a bid for furnishing additional copies of all such advertising in quantities of not less than one hundred (100) copies as desired by the City. Said bid is binding upon the bidder but shall not be evaluated for the purpose of awarding the contract. Said copies are to be in addition to the twenty-five (25) printed copies above mentioned and shall be printed on newsprint paper six inches by nine inches (6” x 9”) in size. Bids for such copies shall state the price per page per hundred (100) copies. Also, each bidder shall submit a bid for furnishing additional copies of all such advertising in quantities of fifty (50) copies printed on Hammermill Ledger Bond, or equivalent, twenty-four (24) pound stock. No bid will be considered which does not state the price for furnishing such copies. The City is not obliged to have said copies printed but reserves the right to do so by giving notice to the contractor at any time before the contractor has completed the advertising, or before the type for the same has been distributed or destroyed.

11. EXECUTION OF CONTRACT
The contract shall be executed by the successful bidder within fourteen (14) days from the date of the awarding thereof, and when so executed shall cover the period of July 1, 2025, to midnight, June 30, 2026. The City, at its own option, reserves the right to extend the contract on a month-to-month basis thereafter, in accordance with the terms to be agreed upon between the parties.

A breach of any one of the conditions or terms of this specification or of the contract when so executed shall be sufficient cause for the Council of the City of Glendale to terminate such contract and readvertise for bids.
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25-87953

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Building Maintenance and Repair Services at Various City Facilities 1) Motion authorizing the City Manager, or his designee, to execute an amendment to Contract 8001439 with Acco Engineered Systems, Inc. (Acco) for Citywide Maintenance and Repairs of Heating Ventilation and Air Conditioning (HVAC) Systems to increase the contract amount by $350,000.
2) Motion authorizing the City Manager, or his designee, to execute an amendment to Contract 8002311 with Aztech Elevator Company (Aztech) for Citywide Maintenance and Repairs of Elevators to increase the contract amount by $300,000.
3) Motion authorizing the City Manager, or his designee, to execute an amendment to Contract 8001571 with AME Builders Inc. (AME) for Citywide Maintenance and Repairs of Roofing Systems to increase the contract amount by $100,000.

COUNCIL ACTION
Item Type: Consent Calendar
Approved for May 20, 2025 calendar

EXECUTIVE SUMMARY
The Public Works Department uses a strategic combination of in-house trades staff and contracted trades to service more than one million square feet of buildings and 18 million square feet of grounds citywide. This strategy allows Public Works variable capacity while providing services at a minimal cost. The contracted services requested include HVAC, elevators and roofing. Staff proposes to add capacity to the existing contracts to avoid running out of funds before these contracts expire. When these contracts expire, they will be bid out.

The requested contracts are budgeted within the Building Maintenance Fund annually and staff estimates the total annual cost of these contracts will be $1,014,598. 20 of 472

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RECOMMENDATION
Approve three motions authorizing contract amendments to add funds to various building maintenance and repair trade services contracts.

ANALYSIS
HVAC Maintenance and Repairs
The Public Works Department is responsible for the maintenance and repairs of city HVAC systems. The contracted services include labor, tools, materials, equipment, supplies, and other related needs for HVAC system repairs and maintenance services at all city facilities. The existing five-year contract 8001439 with Acco expires October 31, 2026. The original contract amount of $1,099,544 was authorized by the City Council on September 14, 2021 following a competitive bidding process. On May 4, 2022, the City Council authorized a contract increase of $221,616 to add the Alex Theater to the contract. Then, on March 26, 2024, the City Council authorized Amendment No. 2 increasing the contract amount by $852,000 to a new total not-to-exceed amount of $2,173,160 to handle a backlog of deferred maintenance for the city’s HVAC systems. In order to keep up with the current rate of needed maintenance and repairs and to prepare city HVAC systems for two upcoming hot seasons, additional contract funding is needed.

The intent is to increase the total not-to-exceed amount by $350,000 from $2,173,160 to $2,523,160.

Elevators Maintenance and Repairs
The Public Works Department is responsible for the maintenance and repairs of elevator systems. Mitsubishi handles proprietary Mitsubishi elevators while all other elevators are maintained and repaired by the contractor Aztech. The contracted services include labor, tools, material, equipment, supplies, and other related needs for elevators services at most city facilities. The existing contract 8002311 with Aztech does not expire until September 30, 2028; however, it has already incurred significant expenditures related to costly elevator repairs and it is on pace to run out of funds prior to this expiration date.

Specifically, at the Police Building, the contractor replaced a damaged crosshead assembly, as well as an electronic starter and submersible motor on two separate costly jobs. The intent is to increase the total not-to-exceed amount by $300,000 from $1,392,735 to $1,692,735.

Roofing Systems Maintenance and Repairs
The Public Works Department is responsible for the maintenance and repairs of roofing and waterproofing systems. The contracted services include labor, tools, materials, equipment, supplies, and other related needs for general roofing and water proofing services at all city facilities. The existing contract 8001571 with AME Builders Inc. was initially authorized as a three-year contract for $490,094 by the City Council on January 11, 2022. On November 5, 2023, the City Council authorized an amendment extending the contract duration two-years to February 22, 2027, and increasing the amount by $267,000 to $757,094. In FY 2024-25, under this contract, several significant roof projects were completed including repairs to the GWP UOC and Adams Square Park. The intent is to increase the not-to-exceed amount by $100,000 from $757,094 to $857,094. 21 of 472

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In order to provide essential building maintenance services for the city, it is the Public Works Department's goal to maintain at least one contract for each of the building maintenance trades. By increasing the capacity of these contracts, the department will be well positioned to continue with the provision of these vital services until they expire.

STAKEHOLDERS/OUTREACH
Building maintenance and repair services contracts will augment Public Works maintenance staff efforts to increase the reliability and conditions of all city facilities. By combining contractors’ access to sophisticated tools and training with staff’s onsite experience and availability, Public Works is able to maintain city facilities that are safe, sturdy and appealing.

No public outreach for these ongoing maintenance contracts is expected to be needed.

FISCAL IMPACT
The building maintenance and repair contracts combined will cost $1,014,598 in Fiscal Year 2024-25, which was approved as a part of the FY 2024-25 budget. No new appropriation is being requested at this time. The City Council approved funding is outlined below:

Existing Appropriation
Amount Account String Funding Source
$1,014,598 43110-6070-PWD-7508-P0000 Building Maintenance Fund
The funding for the remaining term of the contracts will be requested as a part of the annual budget process.

ENVIRONMENTAL REVIEW (CEQA/NEPA)
This item includes routine maintenance and repair activities and therefore, not subject to CEQA review.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES TO STAFF RECOMMENDATION
1: The City Council may reject the motions and direct staff to use up all existing contract capacity and initiate new formal competitive bidding processes for three building maintenance contracts before the contracts expire. This option would take more time and could result in service lapses.
2: The City Council may reject the motions and direct staff to provide these services in-house. This option would cost well more than the proposed contracts because it requires adding additional trades staff and equipment and it provides less capacity. 22 of 472

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

ADMINISTRATIVE ACTION
Submitted by:

Daniel Hernandez, Director of Public Works
Prepared by:

Shea Eccleston-Banwer, Public Works Administrator
Approved by:

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

EXHIBITS/ATTACHMENTS
None.
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MOTION
Moved by Council Member , seconded
by Council Member , that the Council of the City of
Glendale authorizes the City Manager, or his designee, to execute an amendment – subject to approval by the City Attorney – to Contract 8001439 with Acco Engineered Systems, Inc. for Citywide Maintenance and Repairs of Heating Ventilation and Air Conditioning (HVAC) Systems, as follows:

1. Increase the contract amount by three hundred fifty thousand dollars ($350,000), for a total not-to-exceed amount of two million five hundred twenty-three thousand one hundred sixty dollars ($2,523,160).

Votes as follows:

Ayes:

Noes:

Absent:

Abstain:
______________________
City Clerk
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1 MOTION
Moved by Council Member , seconded
by Council Member , that the Council of the City of
Glendale authorizes the City Manager, or his designee, to execute an amendment – subject to approval by the City Attorney – to Contract 8002311 with Aztech Elevator Company for Citywide Maintenance and Repairs of Elevators, as follows:

1. Increase the contract amount by three hundred thousand dollars ($300,000), for a total not-to-exceed amount of one million six hundred ninety two thousand seven hundred thirty-five dollars ($1,692,735).

Votes as follows:

Ayes:

Noes:

Absent:

Abstain:
______________________
City Clerk
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MOTION
Moved by Council Member , seconded
by Council Member , that the Council of the City of
Glendale authorizes the City Manager, or his designee, to execute an amendment – subject to approval by the City Attorney – to Contract 8001571 with AME Builders Inc. for Citywide Maintenance and Repair of Roofing Systems, as follows:

1. Increase the contract amount by one hundred thousand dollars ($100,000), for a total not-to-exceed amount of eight hundred fifty-seven thousand ninety-four dollars ($857,094).

Votes as follows:

Ayes:

Noes:

Absent:

Abstain:
______________________
City Clerk
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25-87908

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: CalRecycle Beverage Container Recycling Grant

1. Resolution of appropriation for the CalRecycle City/County Payment Program Grant FY 2024-25 Project

COUNCIL ACTION
Item Type: Consent Item
Approved for May 20, 2025 calendar

EXECUTIVE SUMMARY
In Fiscal Year 2024-25 the City of Glendale received $47,952 in grant funding from the California Department of Resources Recovery and Recycling (CalRecycle) to support City efforts regarding the redemption of California Refund Value (CRV) beverage containers.

A resolution of appropriation is needed in order to use these funds on the various recycling and waste reduction projects they were awarded for.

RECOMMENDATION
Approve a resolution of appropriation for $47,952 for the CalRecycle City/County FY 2024-25 Payment Program Grant.

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

CalRecycle provides grant payments to governmental agencies to support recycling and waste reduction programs within their jurisdictions. The beverage container grant program has been in place for several years with the goal of maximizing the redemption of California Refund Value (CRV) beverage containers. Each jurisdiction’s designated funding amount is based on population and Glendale normally receives about $50,000 27 of 472

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per year. A resolution of appropriation is needed to spend the FY 2024-25 grant amount of $47,952.

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

The beverage container grant funding has been used for recycling education programs such as Mr. Eco, who is an environmental educator that reminds students how to properly recycle through school assemblies, field trips to Discovery Science Center where students learn how recyclables are processed, and attendance to the CA Resource Recovery Association conference. New beverage container grant funding of $47,952 will continue to be used for community outreach on these programs.

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

FISCAL IMPACT
The City/County Payment Program award is $47,952, which was not included as a part of the FY 2024-25 budget. Therefore, staff is requesting for an appropriation of $47,952 from State Grant revenue. The appropriation request is outlined below:

Requesting Appropriation
Amount From (Account
String)
To (Account String) Funding Source
$47,952 GL: 32610-5300-
PWD-0020-P0000
PL: PWD01344AG
GL: 43110-5300-
PWD-0020-P0000
PL: PWD01344AG
Refuse Fund

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

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES TO STAFF RECOMMENDATION
1) The City Council may elect not to not approve the attached resolution. The City will be required to return all grant funds to CalRecycle.
2) City Council may consider another any other alternative not proposed by staff. 28 of 472

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ADMINISTRATIVE ACTION
Submitted by:

Daniel Hernandez, Director of Public Works
Prepared by:

Etienne Ozorak, Integrated Waste Superintendent
Approved by:

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

EXHIBITS/ATTACHMENTS
None
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25-87905

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Extension of existing Professional Service Agreement with Ray Klein, Inc., DBA Professional Credit Service, for three years, to provide collection services for unpaid and delinquent accounts.

1. Motion authorizing the City Manager, or his designee, to execute a contract amendment between City of Glendale and Professional Credit Service to provide collection services for a three year period.

COUNCIL ACTION
Item Type: Consent Calendar
Approved for May 20, 2025 calendar

EXECUTIVE SUMMARY
Various departments utilize the City’s collection agency, Professional Credit Service (PCS), for collection efforts on delinquent City accounts. The various types of accounts commonly collected include the Fire Department’s ambulance billing, Water and Power Department’s utility billing, Fire Department’s false alarms, Community Development Department’s administration citations, and Finance Department’s miscellaneous billings for various departments, such as property damages, DUI and NSF checks. PCS has been the City’s collection agency since November 1, 2020, and its contract will expire on October 31, 2025. Considering PCS’ satisfactory collection rate, competitive commission rate, positive feedback from user departments, and the challenges associated with transitioning between collection agencies, it is recommended to extend PCS’s collection services for an additional three year period.
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RECOMMENDATION
That the City Council approve a motion authorizing the City Manager to execute a contract amendment between City and Professional Credit Service to provide collection services for an additional three year period.

ANALYSIS
Prior to contracting with PCS, the City used Sequoia Financial Services for nine years. In 2020, the Finance Department issued a Request for Proposal (RFP), and selected PCS after an extensive evaluation process which included participation from other user departments. PCS’s collection approach integrates advanced technology with a solid commitment to consumer well-being, which motivates consumers to address their financial obligations. PCS has extensive experience working with state and local government clients. Some of the Southern California municipalities they currently work with include Anaheim, Beverly Hills, Burbank, Newport Beach and Pomona.

PCS adheres to regulatory and data security standards, IRS Publication 1075 Compliant, PCI DSS, and annual SOC 2 Type II audit report. Additionally, they currently possess an A+ rating with the BBB. Moreover, PCS maintains an impressive 99.996% complaint-free collection service, equating to just one complaint in every 17,000 customer contacts.

Professional Credit Service collectors must be certified by ACA International and have applied for and passed the Professional Collection Specialist Exam with a score of 85% or higher. Professional Credit Service uses multilingual collectors and supervisors with immediate access to over 200 languages.

As the City’s primary collection agency, PCS collects on behalf of our major departments including Fire, Police, GWP, Community Development Department, Community Services & Parks, and Finance. For the past four and half years, all of our departments have been pleased with the rapport that has been built with PCS. During this time, PCS has revolutionized the way the City handles collections by introducing a variety of advanced technological features that our prior collection agency did not have. These features include access to their online Client Tools Portal which provides the City with secure 24/7 access to view accounts in real-time, listen to calls, and generate custom reports directly from the portal, just to name a few.

Furthermore, a recent survey conducted by Finance staff which studied regional collection agency commission rates reveals that PCS's 18% rate is among the lowest amongst its competitors. Coupled with their cutting-edge technology, including real-time chat support and a self-service payment portal for both clients and debtors, PCS has proven to be competitive and effective in the collection of overdue balances.

Finally, PCS has demonstrated a consistent average rate of recovery between 10% to 12%. The recovery rate aligns with the collection recovery achievements of surrounding cities, such as Burbank (11.7%) and Pasadena (12.6%). Because PCS is paid only upon successful collection of the City's delinquent accounts, it is in their best interest to achieve the highest possible collection rate. Several factors can influence this rate, including the type of account (for example, utility accounts typically have higher collection rates than 32 of 472

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false alarm accounts), whether is reportable to the credit bureaus, and the completeness of customer data provided by the City (such as social security number, phone number, address, and date of birth).

The transition from Sequoia to PCS was a significant undertaking, requiring extensive recoding and formatting of numerous accounts to integrate into their proprietary system.

Despite PCS's proactive support through multiple training sessions and readily available assistance, it still took nearly two years for Glendale staff to become fully trained and proficient with the PCS system. Furthermore, accounts already in collection with Sequoia remained with them. This legacy issue continues today with one remaining Sequoia account generating approximately $20 monthly, necessitating ongoing PCI compliance efforts for Sequoia.

Given that transitioning from one agency to another involves the complex reassignment of uncollected (secondary) accounts – which carry a higher commission rate of 25%, compared to the 18% for newly assigned (primary) accounts – and the considerable time investment, changing collection agencies too often is a demonstrably lengthy and costly process.

Considering PCS’s satisfactory collection rate, competitive commission rate, positive feedback from user departments, and the challenges associated with transitioning between collection agencies, it is recommended to extend PCS’s collection services for an additional three years.

STAKEHOLDERS/OUTREACH
Not Applicable

FISCAL IMPACT
There is no monthly or annual payment due to this vendor based on the industry’s compensation model. Instead, the City will pay 18% of revenues collected by PCS for primary accounts, and 25% for secondary accounts.

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

CAMPAIGN DISCLOSURE
In accordance with the City Campaign Finance Ordinance No. 5744, the following are the names and business addresses of the members of the board of directors, the chairperson, CEO, COO, CFO, Subcontractors and any person or entity with more than 10% interest in Professional Credit Service.
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ALTERNATIVES TO STAFF RECOMMENDATION
1) Do not approve the motion authorizing the City Manager to execute a contract amendment to provide collection services.
2) Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

John Takhtalian, Assistant City Manager/Interim Director of Finance Prepared by:

Isaac Apodaca, Billing & Collections Administrative Supervisor Shu-Jun Li, Assistant Director of Finance
Approved by:

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

EXHIBITS/ATTACHMENTS
Officers of Professional Credit Service:

Full Name Title Bussiness Address City State Zip
David White President & CEO 222 NE Park Plaza Dr, suite 125 Vancouver WA 98084Carl Christensen Chief Operating Officer 400 International Way Springfield OR 97477 Jeff Johnson Chief Client Officer 222 NE Park Plaza Dr, suite 125 Vancouver WA 98084 Susan Lee Chief Technologist 222 NE Park Plaza Dr, suite 125 Vancouver WA 98084 Jeff Hunter Chief Administrative Officer 222 NE Park Plaza Dr, suite 125 Vancouver WA 98084 Luke Mauer Chief Finanancial Officer 222 NE Park Plaza Dr, suite 125 Vancouver WA 98084 Wade Isbell Chief Compliance Officer 400 International Way Springfield OR 97477 Lisa Kirk Executive VP of Sales 222 NE Park Plaza Dr, suite 125 Vancouver WA 98084 Subcontractors of Professional Credit Service: None
Investors of Professional Credit Service (holding 10% or more) Professional Credit Holdings 222 NE Park Plaza Dr, suite 125 Vancouver WA 98084 34 of 472

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1) PCS Proposal 2025
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MOTION
Moved by Council Member___________________________________, seconded by Council Member_________________________________, that the Council hereby authorizes the City Manager, or his designee, to execute a contract amendment with Ray Klein, Inc., DBA Professional Credit Service, for three years, to provide collection services, subject to approval by the City Attorney. The extended term of the agreement will be for a period of three years, effective November 1, 2025 to October 31, 2028.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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CITY OF GLENDALE, CA

Prepared By
Professional Credit Service
Rob Nestell
Client Relationship Executive
541.335.2204
[email protected]
400 International Way, Suite 100
Springfield, OR 97477
April 8, 2025
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Cover Sheet
April 8, 2025
Isaac Apodaca
Billing & Collections Administrative Supervisor
City of Glendale
141 N. Glendale Ave.

City of Glendale, CA
Dear Isaac,
Professional Credit appreciates the opportunity to submit our information to you in response to our recent correspondence.

At Professional Credit, our collection approach integrates advanced technology with a solid commitment to consumer well-being, which motivates consumers to address their financial obligations. We are dedicated to continuing to build a partnership based on mutual trust and exceptional service. Here are the advantages we proudly offer:
• Established Partnerships: Our ongoing successful partnerships with the City of Glendale as well as a large number of government entities and other southern California cities, including Anaheim, Beverly Hills, Burbank, Newport Beach, and Pomona which exemplify high customer service and added value. • Exceptional Compliance Record: We maintain an impressive 99.996% complaint-free collection service, equating to just one complaint in every 17,000 consumer contacts.
• Expert Data Security Adherence: We adhere to regulatory and data security standards, IRS Publication 1075 Compliant, PCI DSS, and annual SOC 2 Type II audit reports, plus holding an A+ rating with the BBB. • Extensive Experience with Integrated Systems: We utilize a vast and proprietary set of coordinated systems that effortlessly and securely integrate with your technology. • Robust and proprietary "Waterfall" Skip Tracing: Our automated skip tracing tool quickly and efficiently locates difficult to contact individuals by leveraging vast databases and advanced algorithms. This tool improves accuracy, and increases our chances of connecting with consumers, ultimately helping recover accounts faster.

It is an honor to share the details of our unique methodologies and the extensive value we bring. Please reach out if you or your staff have any questions or would like to discuss anything in detail.

Sincerely,

Rob Nestell
Client Relationship Executive
541.335.2204
[email protected]
400 International Way, Suite 100
Springfield, OR 97477
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Company Information
In addition to our primary two locations in Vancouver, Washington, and Springfield, Oregon, Professional Credit has Client Relationship and Sales Executives in Phoenix, Arizona, New Hampshire and Pittsburgh, Pennsylvania. Remote teams of collectors are located in the metro areas of Arizona, Iowa, Texas, and Florida.

Professional Credit has an in-house team of attorneys, paralegals and legal clerks based in our Springfield, OR operations center as well as a network of attorneys who provide legal collection services nationwide.

As a national collection agency, Professional Credit hires qualified remote staff strategically placed throughout the country to ensure the best coverage and engagement for all client accounts. This staffing has dedicated management security and engagement tools to handle all accounts appropriately.

Our Operations Management team reviews account volume and current inbound and outbound call volumes to determine the number of representatives to be assigned to new client projects. The current and anticipated new volume is divided by the average productivity of our Collection Representatives. We establish work efforts for each consumer population based on propensity to pay and liquidation expectations. If there is an increase in volume, we are well-positioned to accommodate the needs and expectations of our clients.

Staffing levels are regulated by the ability of the existing staff to maintain both metrics. If liquidation or expected work efforts are predicted to lag, additional staff are added to the project. We have had great success onboarding remote agents and growing the call center in Springfield Oregon. Our current government collection team handles accounts with ease and dedication.

Primary Operations Center
400 International Way., Suite 100
Springfield, OR 97477
www.professionalcredit.com
888-888-1992
Headquarters
222 NE Park Plaza Dr., Suite 125
Vancouver, WA 98684
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In 2021, Professional Credit partnered with Tonka Bay Equity Partners, LLC, to take Professional Credit to the next level. As a private C corporation with 130 employees, Professional Credit is led by our executive leadership team including Chief Executive Officer & President David White, Chief Operating Officer Carl Christensen, Chief Administrative Officer Jeff Hunter, Chief Compliance Officer Wade Isbell, and Chief Client Officer Jeff Johnson. Our executive team has extensive third-party collection experience. They also report directly to our board of directors whose pivotal role is providing strategic guidance and governance, ensuring overall health and our continued success.

At Professional Credit, we steadfastly uphold our dynamic debt collection approach, fully aligned with the objectives and stipulations set forth by our clients. Our approach hinges on cutting-edge technology dedicated to the well-being of the communities we serve. Our mission is to simplify the debt resolution process, understanding that people genuinely aim to honor their financial responsibilities but may need guidance and support Cutting-Edge Technology Integration
Our focus remains on highly effective, compliant, and affirmative engagement. We achieve this by leveraging behavioral science, data science, and advanced analytics. Additionally, we offer your consumers a comprehensive suite of robust technological solutions, ensuring convenient access to manage their accounts and interact with us through an array of online and mobile self-service tools, text messaging, chat, email, and our proficiently staffed collection service center.

Furthermore, we maintain a robust performance review process, working collaboratively with our clients to continually enhance our services. This fusion of ethics and evidence-based practices positions Professional Credit uniquely within the debt collections industry, delivering superior value to our clients and their consumers. By utilizing comprehensive and extensive technological resources, we consistently ensure optimal returns for our clients.

Keys to our success are three fundamental components that drive strong recovery rates and hold immense significance for our clients:
enhanced accuracy, streamlined communication, and real-time reporting. The renewal of numerous contracts stands as a testament to our team's depth and perseverance. This dedication enables us to consistently achieve anticipated results, upheld by mutual trust, confidentiality, and a superior quality of communication. 4 40 of 472

Operational Approach
Strategic Collection Workflow: The following three phases outline Professional Credit's collection process, driven by our TIER scoring model and multichannel communication strategy. We ensure each consumer is contacted at the right time through the most effective channels. Our three-phase process underscores our commitment to ethical, empathetic practices, delivering high recovery rates for the cities we represent.

Effortless Account Transfer: Professional Credit’s Data Management Team ensures a seamless file transition between the City and Professional Credit via our Electronic Data Integration. We have extensive EDI experience, having worked with many of the different systems Cities use. We accept all file formats, saving clients time and effort. Files are easily transferred through our secure SFTP site or submitted directly to your platform.

Comprehensive Account Scrubs: Upon loading, we
automatically conduct thorough scrubs, including:
• Bankruptcy checks
• Deceased consumer verification via Social Security
Administration reports
• Litigious consumer identification to safeguard your
reputation
This streamlined process protects your interests and maintains your positive community standing.

Accelerated Revenue Recovery: Professional Credit initiates collection efforts within 72 hours of account loading, targeting the accounts most likely to yield results. Our proprietary TIER Service uses a non-FCRA scoring model to segment accounts by their propensity to pay, ensuring focused and effective recovery strategies.

Precision Scoring & Targeted Efforts: Accounts are initially scrubbed to assess payment probability. Tailored work plans are then applied based on the consumer's likelihood of payment.

Accurate accounts receive a blend of phone, mail, text, and email communications, while those with missing or incorrect data are processed through our advanced skip-tracing system.

Dynamic and Adaptive Approach: Every account receives
basic efforts, but high-scoring accounts are prioritized with frequent contact across authorized channels. Lower-scoring accounts are monitored for financial improvements and adjusted as needed. Our TIER Service outcomes are continuously
optimized to maximize recovery for our clients, ensuring every effort aligns with the account’s tier.

Advanced Collection Efforts: When high-scoring accounts in our TIER service remain unresolved, we escalate to advanced strategies to maximize recovery:
• Specialized Investigations: Our ACA-certified Investigators conduct deep manual skip-tracing, leveraging extensive resources, including credit bureau reports (when applicable), state agency databases, social media, and more, to locate contact information and assets. They also follow up on references, send additional notifications, and call all listed numbers. • Robust Monitoring Program: This program continuously monitors accounts deemed unworthy by others, using multiple vendor programs to track positive changes in consumers' lives. It alerts collectors to reactivate accounts as needed, ensuring no opportunity is missed.

These advanced efforts allow us to recover revenue where other agencies fall short, delivering exceptional results for our clients. 5 41 of 472

Professional Credit is accustomed to and has a precise process setup for collecting on delinquent the City of Glendale's accounts with our experience working with the southern California cities, including Anaheim, Beverly Hills, Burbank, Newport Beach, and Pomona. Professional Credit will setup a recovery strategy for each delinquent debt category using our data and behavioral science-based approach, which ensures we are working every account with the appropriate outreach strategy.

TIER Service
To enhance our client’s experience, we implemented our TIER Service, which stands for:
• Targeted approach to each account
• Individualized outreach methods
• Evaluation of recovery outcomes
• Results that are reflected to our clients
Scoring and segmenting work efforts on government debt collection accounts is a strategic approach used by Professional Credit to optimize our resources, increase efficiency, and improve collection of outstanding debts. It involves categorizing accounts based on various criteria and assigning appropriate strategies and resources to each segment.

The benefits to our clients with segmenting accounts include:
• Higher Recoveries – When more effort is put into the right accounts, the outcome is more dollars are collected. • Lower Chance of Complaints – Those consumers whose accounts score lower, typically have a higher-likelihood of complaining about services or disputing their charge, which not only increases the cost to collect the account but also may lead to litigation and bad public relations.
• Better Consumer Experience – When efforts to collect are focused on the people who have the best likelihood of paying, consumers are more satisfied with their overall experience with the City.

Our TIER Service uses multiple Non-FCRA scoring tools on 100% of accounts placed with Professional Credit to create a probability to pay score, which is combined with demographic data and client-specific data to create a robust revenue projection score. TIER ensures our focus and collection efforts are placed on the right accounts at the right time. The graphic below displays scoring breakdown of accounts placed at Professional Credit. 6 42 of 472

All accounts will receive basic work efforts but those that score well will be contacted often through communication channels that we are authorized to use. Those that score poorly will continue to be monitored, looking for improvement in the consumers' financial situation. As soon as an improvement occurs, that account will receive a higher work effort.

Outcomes from our TIER Service are continually monitored and tweaked as necessary to ensure the highest recovery for our clients. We are constantly monitoring the amount of effort that is being placed on accounts and the tier they fall into to ensure our work efforts are applied appropriately. The chart below shows the volume of accounts that we receive for each Tier.

Work Efforts by Tier
Professional Credit sets up workflows by age of account as well as by Tier to ensure the appropriate work efforts are applied. Every account placed with will receive the minimum work effort.

Day 0-30
Outreach begins to newly placed accounts within 24 hours. Initial outreach will include letters, phone calls and emails. Those that score in Tier 1-3 will receive 4-12X more work efforts applied than a Tier 6. In addition, those work efforts will occur sooner.

Day 30-60
Outreach efforts continue and accounts that score in Tier 1-3 will receive 8-16X more work efforts applied than a Tier 5 or 6.

Outreach methods continue with various call types and letters, emails or via mobile device (text and push notification) if authorized consent is obtained.

Day 60-90
After the first 60 days those lower-scoring accounts in tier 5-6 will not continue to have outreach, which allows collectors to focus on accounts with a higher-likelihood of payment. Accounts that score in Tier 1-2 will receive 4X more work efforts applied than a Tier 3-4. Outreach methods continue to vary between automated and manual calls, emails, letters and digital communication (when appropriate consent is obtained) to ensure consumers have every opportunity to resolve their obligation.

As you can see below, the majority of our work efforts focused on the tier 1-3 scored accounts. 7 43 of 472

For both Primary and Second Placement Accounts, we incorporate our Robust Monitoring Program Every collection agency has a unique way of working accounts and while an incumbent agency may determine the consumer is unable to pay, Professional Credit has often recovered money where other agencies were unable.

Professional Credit’s Robust Monitoring Program excels at monitoring collection activities on older and difficult-to-collect accounts, including secondary accounts.

The Robust Monitoring Program, which takes into account state-specific statutes, continuously monitors difficult-to-collect accounts. The program monitors accounts for positive changes in the consumers' life to indicate the exact moment consumers are better able to resolve their obligations. Our analytics allow us the ability to constantly monitor an account and see through the data to understand the consumers’ circumstances.

When the program determines that an account is now collectible, it automatically moves that account into the active collection queue for our collectors to resume collection activity. With Professional Credit’s Robust Monitoring Program, clients see continually increasing recovery rates over the life of the contract, as we collect on older accounts that were previously uncollectible. The graph below illustrates the recovery rates that can result from our Robust Monitoring program The Robust Monitoring Program enables us to collect accounts other agencies deem “uncollectible.” In short, the longer you leave accounts with Professional Credit, the higher your recovery rate will be. • Maximizes recovery on accounts that our competition would deem unworthy of their time, effort, or resources. • Uses several vendor programs to continuously monitor accounts for positive changes in consumers' lives. • Alerts collectors when to reactivate accounts for as long as the account is with us.

Behavioral Science is used in all the collection phases of Professional Credit's consumer interactions throughout the lifecycle of an account. However, in Phase 3 Behavioral Science is used more robustly as more negotiations often take place during this phase.

Using behavioral science principles can significantly improve the effectiveness of debt collections and increase the likelihood of successful recoveries. Professional Credit employs behavioral science techniques because understanding human behavior and motivations is imperative when successfully recovering past-due accounts. Professional Credit has designed strategies that are more empathetic, persuasive, and respectful, which lead to better outcomes for both consumers and the City. Professional Credit uses the following techniques during our consumer interactions, whether they take place over the phone, in person, or through our digital engagement channels.
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Summarized Collection Workflow
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Waterfall Skip Tracing Process
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City has a powerful technological partner by working with Professional Credit.
• ARTrail® is our accounts receivable management software. It streamlines engagement efforts with automated workflows and customizable safeguards to ensure adherence to your work standards. ARTrail® is based on contemporary web-centric technologies while meeting ever-changing business and
regulatory requirements with quality and reliability.
• VoizTrail® records, audits, and scores 100% of auditable interactions between our agents and consumers. Recordings and transcripts of any call can be provided 24/7 and are available for the City's staff to directly access from our Client Tools portal.
• Client Tools website offers full transparency by giving the client complete access to their accounts and the ability to monitor collection activities 24/7. This client portal allows clients to report payments or adjustments, chat or exchange secure messages, view all reports, and create custom reports.
• Integrated, 2-way Predictive Auto Dialer, and Rapid Manual Dialing Solution uses a rapid manual dialing solution to maintain TCPA compliance when calling cell phones.
• RoboDX™, Professional Credit's electronic data interchange (EDI) tool, ensures seamless data transfer between client systems and our ARTrail® software. Fully equipped with compliance standards and security features, it supports all delimiter files: Excel, XML, API, DB, and Multi-row file formats with a versatile four-step configuration that functions with virtually any file format, API, or database.
• Robust Monitoring Tool evaluates accounts daily and triggers them for follow-up should the consumer’s financial situation change for the better.
• Waterfall Skip-tracing Engine is integrated with key data vendors to ensure that the most accurate consumer information is always available for appropriate account follow-up.
• Enhanced Call Center Efficiency with Speech-to-Text Notetaking, to improve efficiency, our collectors use advanced speech-to-text technology for notetaking. This innovative solution allows collectors to focus entirely on the conversation with the consumer, knowing that their spoken notes are being accurately transcribed in real-time. After the call, collectors can review and finalize the notes, significantly reducing the account wrap time. This improvement not only boosts productivity but also ensures more accurate documentation and enhances overall customer service. • AI, that looks at accounts and pull special instructions and regulatory items for the collector based on account attributes. 11 47 of 472

Real-Time Chat Support
Consumers can access immediate assistance through our online portal’s live chat, available 5am - 7pm (Pacific Time) Mon-Thurs, 5am - 5pm Fridays, and 9am - 1pm Saturdays. Outside of these hours, consumers can engage with a chatbot for basic requests or leave a message for next-business-day follow-up. 24/7 Virtual Assistant
Our AI-driven virtual agent, Grace, is available around the clock to help consumers with one-time payments, payment plans, and other inquiries. Grace offers a fast, seamless experience, ensuring patient needs are met at any time.

Multi-Channel Communication
We engage with consumers through multiple channels, including:

Text Messaging: Opt-in reminders, updates, and payment links.

Email: Notifications and correspondence with patient consent.

Direct Drop Voicemail: Voicemails are delivered without ringing, allowing patients to listen and respond at their convenience.

Advanced Phone Support
Our system includes a TCPA-compliant auto-dialer and manual dialing options to ensure efficient, compliant outreach to both landlines and cell phones. For a more personal touch, our Conversational Voice AI improves call experience with human-like interaction.

Comprehensive Consumer Support & Communication
Self-Service Payment Portal
Consumers can easily manage accounts, make payments, and communicate securely through our mobile-optimized online portal, accessible from any device.

With 95% of US consumers using mobile devices, our portal ensures an easy, user-friendly experience.

Text-to-Pay
We simplify payments by sending secure Text-to-Pay links, allowing consumers to complete transactions directly from their phones.

IVR Payment System
For quick payments without live assistance, consumers can use our IVR system to make secure transactions over the phone.

Efficient Payment Solutions
ProfessionalCredit.com
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A Compliant, Cohesive, & Consistent
Management System
Ensuring Compliance:

Professional Credit ensures compliance and quality in every interaction through our advanced Call Recovery System and VoizTrail®. • Comprehensive Audits: We audit 100% of interactions, maintaining at least a 75% clarity compliance rating. • Stringent Standards: Our stringent call standards focus on specific compliance elements. • Positive Communication: We evaluate calls for the use of positive keywords and the avoidance of negative phrases. • Emotional Tone Analysis: We analyze the emotional tone of both collectors and consumers to ensure respectful and effective communication.

A Strict Compliance Management System
Our compliance management system follows all federal, state, and local regulations. Overseen by Wade Isbell, J.D., Chief Compliance Officer, our program ensures the highest standards. As an ACA International Scholar and Certified Credit and Collection Compliance Officer (CCO), Wade conducts quarterly compliance meetings for all collectors, reinforcing our commitment to regulatory adherence and excellence.

Educational Initiatives for Strengthening Compliance and Boosting Liquidity Outcomes FDCPA Training: New collectors receive comprehensive FDCPA training, including testing and 3-4 monthly update courses, along with weekly classes.

Accessible Policies: Policies, processes, and work instructions are regularly updated online to ensure compliance with FDCPA and HIPAA standards.

Professional Certification: Collectors must obtain the Professional Collector Specialist (PCS) certification after one year of experience.

Annual Ethics Training: Led by David Mort, an ACA International Certified Training Specialist, our annual all-employee ethics training ensures compliance with HIPAA, FDCPA, and security standards.

Consumer Help Desk: Under the leadership of Wade Isbell, J.D., our Consumer Help Desk maintains a 99.99% complaint-free rate, with only one complaint in 17,000 contacts.
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Our Esteemed Collectors
Collectors Have Real-Time Access to 200+ Languages.

To meet the consumers’ needs, Professional Credit uses bilingual collectors and supervisors who speak Spanish and English. We also use Certified Languages International, so our collectors have immediate access to 200+ languages. Our Behavioral Science team has developed extensive policies and work processes built on the American Productivity & Quality Center (APQC) model. We match our collectors’ training with the necessary outcomes.

Comprehensive, Continual Collector Training
Our collectors undergo rigorous, ongoing training as part of our training program to ensure compliance with all Federal and State regulations and uphold Professional Credit’s deeply held Mission, Vision, and Values. • New hires must complete the initial 40+ hour on-boarding training • Collectors undergo daily call audits
• All collectors typically receive weekly, ongoing training sessions throughout the entirety of their careers • We promote continuous growth and learning and keep our collectors compliant, knowledgeable, and effective.

Collector Training Topics is an expansive training system we provide all our collectors each week. We provide classroom training and testing for every level of promotion throughout a collector’s career.

Our goal is to:
• Support collectors in their education
• Encourage improvement
• Measure collector productivity
• Benchmark our standards
Our collectors are trained to handle specific account types (utility, government, healthcare, etc.). The team handling your accounts specializes in ensuring seamless transitions.

Professional Credit is a Nationally Licensed Collection Agency, so we can service your accounts no matter where the consumer lives or if they relocate. Each collector is expected to work a minimum of 75 accounts per day and have daily Key Performance Indicators (KPIs) based on several payments and new recurring payment plan setups.

The following certifications and credentials are held within our dynamic organization:
• ACA International's Certified Professional Collection Specialist (PCS) - 59 employees • After one year of employment, collectors are required to obtain this certification. • Healthcare Financial Management's, Certified Revenue Cycle Representative (CRCR) - 8 employees • One representative is currently studying to take the CRCR exam, and five for the PCS within the company • Chief Compliance Officer Wade Isbell holds ACA International’s Credit and Collection Compliance Officer degree • Associate Compliance Officer Justin Murphy is a Credit & Compliance Attorney through ACA International 14 50 of 472

Collectors are Compliant, Knowledgeable, and Utilize Best Collection Practices Collectors Undergo Extensive and Continuous
Training

• We adhere to the spirit and details of all federal and state collection laws.
• All employees must uphold the ACA International
Collector’s Pledge.
• We use the ACA International Code of Ethics and Code
of Operations to guide our operations.
• In addition to the ACA International Code of Ethics, we teach and promote our own stringent Ethics Policy to
ensure collectors uphold our Mission, Vision, and Values.

“Daily Huddles”
Professional Credit’s supervisors are involved in their teams’ daily collection efforts. They work alongside
collectors, listen to live calls daily and provide instant feedback. Quality guidance is the norm as supervisors
lead their teams in “Daily Huddles.” During these daily meetings, reviews concerning regulatory changes,
collection strategies, communication techniques, and
process improvements are discussed.

Below is our competency model and the required training and success our collectors must achieve:

Level 1 Collectors:
• Must pass weekly quizzes to evaluate performance and pass a final exam after three (3) months • Training includes FDCPA practices, privacy protection regulations, collection techniques, ethics, etc. • Support and constant supervision to assist them in resolving accounts.

Level 2 Collectors:
• Must pass quizzes on key educational sessions and must pass audits • Training includes disputes, legal suits & garnishments, litigation, etc.

Level 3 Collectors:
• Must obtain ACA International Certification

Once our collectors have one year of collection experience, Professional Credit requires them to complete extensive training to obtain a Professional Collection Specialist (PCS) Certificate from ACA International. • Complete the FDCPA Essentials for Collectors training session • Complete the Essential Collection Skills and Techniques session • Apply for and pass the Professional Collection Specialist (PCS) Exam with a score of 85% or higher • Renew ACA International Certification every three years

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Reporting Requirements
Professional Credit provides secure, online reporting through our Client Tools portal, which is available 24/7. We are also able to upload reports to either your SFTP/FTP site or our SFTP hosted site. All reports described below are available through our online Client Tools portal. With the click of a mouse, the City has total access to all account information. The Client Tools website is our web- based, customizable portal that gives City staff complete access to their accounts.

Client Tools Portal
Transparent and Intuitive
• Resolve questions or concerns
about accounts or account
activity including cancelled or
accounts placed on hold
• Send and receive secure
messages to and from
Professional Credit
• Report direct payments
• Administer user permissions
• Use the Online Secure Chat to
contact a representative
The Client Tools portal offers complete flexibility, ensuring it aligns with the City's on-demand requirements. With 24/7 access to near real-time data, it allows users to generate standard reports while also enabling the creation of custom reports to meet unique operational goals. Customization options include:
• Tailored Reporting: The City can design custom report formats, focusing on the most relevant KPIs for their projects, including recovery rates, call metrics, consumer interactions, and compliance data. These reports can be scheduled or generated on-demand.
• Personalized Dashboards: Your staff can configure their dashboards to prioritize the most critical information for daily operations or long-term strategy. This ensures that data is easily accessible and actionable at a glance. • Adjustable Notifications and Alerts: Users can customize notifications, setting thresholds for specific KPIs or consumer activities that trigger automated alerts. This allows the City to stay informed of critical changes without constantly monitoring systems.
• Flexible Access Levels: The website allows assigning different access levels to various team members. This ensures the right individuals have access to the appropriate information, based on their roles and responsibilities. • Integration with the City's Systems: The Client Tools website can integrate seamlessly with your existing platforms, ensuring data flows efficiently between systems without disruptions.

A Client Tools demonstration is also available online at https://share.vidyard.com/watch/D2UK46z9v5ntnnhcWhV9kG?. 16 52 of 472

List of Standard Debt Collection Reports
Straightforward Assessments of Our Performance and Account Progress Our Client Tools Portal also allows the creation and customization of reports to provide any data that is needed in an instant. Your staff may pull reports based on status code (ex: responsible party cannot be located, deceased, refuses to pay, incapable of paying, incarcerated, etc.) dollar value, account age, and specified client number. Users can choose what information is populated in the report (i.e., address, phone number, account number, date of service, and date of referral). Customizable reports are available Customizable Reports/Qlik Tools Customizable reports are available through our Qlik reporting tools which allow us to track all (KPIs) Key Performance Indicators.

Activity Progress Report Lists client accounts alphabetically by consumer name or numerically by client account number for all or any dates of referral. The report gives the client account number and Professional Credit's account number. It also provides information on a spouse or roommate, our collector number, date of referral, date of last payment, amount referred, balance, and remarks on individual account status. (Consumer Status Report) Activity Analysis Review
1-Year Client Monthly
Provides a breakdown of collection activity for the last 12 months. Report includes number of accounts listed with dollar amount, reporting period, and average balance. This report also provides a breakdown of the number of accounts cancelled and returned monthly, including the dollar amount. Shows the total dollar amount that was collected each month and the amount of accounts that paid in full. Net dollars recovered per account listed and the percentage of recovery is also available to view.

Actuary Report Provides monthly actuary analysis for previous 12 months, annual analysis of previous 2 years, total prior analysis, and a total actuary analysis. The actuary examines placements with respect to number of accounts listed, total dollar amount, and average balance. It examines collections by amount paid, and the number paid in full. It also examines the number of accounts still active and their cumulative balance. The actuary shows the percent recovered for each month and year. (Aged Statistical Analysis) Cancellation Report/
Return Report
Provides a listing of accounts cancelled and returned from Professional Credit. The report provides client account number, consumer name, amount returned, date of referral to us, Professional Credit account number, and a brief description of the reason for cancellation.

Cash Flow Report This report displays total placement and total recovery in dollars and percentages.

Monthly, quarterly, and annual results are available.

Portfolio/Inventory Report Provides a complete print-out of all activities on an individual account. This report shows a consumers most current information and all collector notes relating to the file. This report also shows all notices mailed, payments made, and applicable financial information.

Quarterly Client Scorecard Provides a straightforward assessment of performance and account progress in comparison with industry standards. Performance by measuring a number of relevant metrics including collection rates, dollars collected, calls placed, notifications sent and compliance statistics. The same metrics are available on a weekly basis in Client Tools.

Remittance Report/Trust Report Provides a complete breakdown of payments received for remittance. It provides trust remittance date, consumer name, client account number, Professional Credit account number, payment date, balance, amount paid to us, amount paid to the client, our commission percentage, our commission, and amount due to the client, on an account-by- account basis as well as in summary. Also, a breakdown of the total amount collected, commissions, the amount being remitted to the client and the balance due. 17 53 of 472

Key Performance Indicators - Activity Reporting Samples Right Party Connect (RPC) is a KPI that displays our success connecting with the consumer. 18 54 of 472

Services Which Differentiate
Professional Credit stays committed to innovation, resilience, and client-focused service. Listed below are several differentiators that will enhance collections with the City.

AI-Virtual Agent, Grace Available 24/7, Grace assists with one-time and recurring payments.

Client-Centric Approach/Customer ServiceClient satisfaction is at the core of our operations. We are committed to understanding our client's unique needs and tailoring our solutions to ensure optimal outcomes. Our comprehensive and client-focused approach has enabled us to maintain longstanding relationships and secure numerous contract renewals, validating our unwavering dedication to client success.

Client Tools Portal Full account visibility with actual call recordings and customized reports according to your needs. Secure 24/7 access for the City to view accounts, listen to calls, and generate custom reports directly from the portal.

Consumer Technology Suite Mobile App & PCS Direct Pay gives consumers 24/7 access to their accounts; make payments, set up payment plans based on your guidelines, update information and communicate with our staff either through live chat or secure messaging.

Cutting-Edge Technology Integration We're committed to integrating cutting-edge technology, utilizing state-of-the-art collection software. This ensures excellent partnerships, top-tier compliance, and industry-leading data security.

Exceptional Compliance Record The Consumer Help Desk, led by Wade Isbell, J.D., is 99.99% complaint free —that’s only one complaint in 17,000 contacts.

Litigious Consumer Scrub Beyond standard scrubs, we identify litigious guarantors, ensuring a segregated work effort to protect the City's image.

Mail Return Management Our proprietary Waterfall skip tracing tool automates address updates, locating correct addresses 95% of the time, saving staff resources.

Peer Reviewed by HFMA® since 2014 We are one of three collection agencies that have met the stringent qualifications since 2014. Within the survey to clients and prospects, 100% of respondents said they would refer us to a colleague.

Regulatory Compliance and Data Security Intense quality and monitoring including a SOC 2 Type II audit as well as IRS Publication 1075 Compliant.

Robust Monitoring Program We continuously monitor accounts, running scrubs to identify financial improvements that reprioritize the account for collection.

Staff Certifications After one year of experience, collectors must obtain the Professional Collector Specialist (PCS) designation from ACA International. Continuous training and best practices are part of our culture.

TIER Service Our scoring and segmentation ensure targeted work efforts on accounts with the highest payment likelihood.

Training / Speakers Bureau We provide feedback and support to clients through regular meetings with our Client Success Team and Speakers’ Bureau. Training is also provided with our implementation schedule as an extra value and service.
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The following map displays the southern California cities with which Professional Credit provides debt collection services. 20 56 of 472

Fees
Collection Type Contingency Fee
Regular (Primary) Placements 18%
Secondary Placements 25%
Legal Collections 35% Professional Credit is offering the services at the price outlined above for 3 years. 21 57 of 472

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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Award of Contract for General Plan Amendments - Open Space and Conservation and Recreation (OSCR) Elements Update

1. Motion authorizing the City Manager or his designee to execute a Professional Services Agreement with Olin Partnership, Ltd. (“OLIN”) in the amount of $875,000 for the OSCR Elements Update.

2. Resolution of appropriation to appropriate $675,000 in Measure A grant funds from the Los Angeles County Regional Park and Open Space District for the OSCR Elements Update.

COUNCIL ACTION
Item Type: Consent Item
Approved for May 20, 2025 calendar

EXECUTIVE SUMMARY
The goal of the General Plan Amendments (GPAs) for Glendale’s Open Space and Conservation Element and Recreation Element (OSCR Elements Update) is to establish a guiding framework which reflects community priorities for the next twenty years and stands as a cohesive reference document in alignment with the other General Plan Elements. The last comprehensive update to the Open Space and Conservation Element occurred in 1993, and to the Recreation Element in 1996.

Staff issued a Request for Proposals (RFP) to obtain the services of a well-qualified firm to prepare the GPAs for the OSCR Elements Update. The RFP sought firms with experience in Planning, Landscape Architecture, Architecture, Parks, Community Engagement, and/or Engineering industries with a project team that will be responsible for facilitating the planning process, drafting the updates to the GPAs, conducting the requisite environmental review per CEQA, and coordinating the public outreach and adoption processes with the City. After an extensive review of the proposals, culminating in interviews with multiple consultant teams, staff recommends entering into a Professional Service Agreement (PSA) with Olin Partnership, Ltd. (“OLIN”) for the OSCR Elements Update.
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RECOMMENDATION
Pass a motion authorizing the City Manager to execute a Professional Service Agreement (PSA) with OLIN in the amount of $875,000 for the OSCR Elements Update and appropriate an additional $675,000 in Measure A grant funds from the Los Angeles County Regional Park and Open Space District.

ANALYSIS
The City is entering into an exciting time of growth with several new park and open space revitalization projects and recreation facilities planned or proposed over the next several years. As the City works to expand and improve its parks and recreation amenities, as well as expand and preserve its open space and natural resources, cultivating comprehensive OSCR Elements is at the forefront of Community Services & Parks’ (CSP) efforts to guide these initiatives.

BACKGROUND
The Open Space and Conservation Element coordinates planning and management of natural resources and the improvements that complement them. It provides a broad overview of existing conditions, issues, and opportunities—and a comprehensive approach to the management of the identified resources. State law requires an Open Space Element to contain detailed information about several categories of undeveloped land, including natural resources (i.e., archeological, biological, geologic, hydrologic, visual, mineral), managed production of resources, outdoor recreation, public health and safety, military support, and tribal resources.

The 1993 Open Space and Conservation Element established 13 goals and 65 objectives related to preservation of open space in Glendale. In 2002, the CSP established a Strategic Planning Committee, which analyzed the Open Space and Conservation Element and used community and staff input to create nine strategic categories and map amendments to develop goals for the next five years. These updates were added to the element in 2005 and integrated into the Downtown Specific Plan in 2006. As of today, the City has over 5,000 acres of open space (mostly in mountainous areas), over 30 miles of fire roads, and 7.5 miles of single-track hiking trails.

The Recreation Element addresses planning for parks, recreational land, and associated improvements. It provides a broad overview of existing conditions, community needs, issues and opportunities, and suggests a comprehensive approach for the development and management of public recreational resources.

Additionally, in 2016, the Los Angeles County Department of Parks and Recreation undertook a countywide Parks Needs Assessment for LA County. The assessment looked at Glendale's Southside and Northside study areas, and Glendale's southside was identified as an area deficient of park space, emphasizing the need for an updated park standard. The assessment also led to a parks funding ballot initiative - Measure A, which passed in 2016. Now cities like Glendale receive an annual appropriation of Measure A funds dedicated to parks and open space needs.
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The 1996 Recreation Element established seven goals with ten objectives and 39 policies to provide recreation opportunities throughout Glendale. In 2006, the CSP's Strategic Planning Committee established new goals and maps that were added to the Recreation Element and the Downtown Specific Plan. As of today, the City has 286 acres of developed park land, and the CSP manages 47 parks and park facilities, including 37 parks, the Civic Auditorium, four community centers, six sports facilities, and four historic buildings.

A summary of key goals from the Open Space and Conservation Element (1993) include:
•Identify, acquire, and protect open space.
•Protect sensitive open space from impacts of development. •Establish a management program for open space.
•Ensure maximum public participation in planning and implementation of open space projects.
•Develop and integrate a trail system consistent with mobility plans.

A summary of key goals from Recreation Element (1996) include:
•Expand the quantity and quality of recreational experiences. •Supplement existing park land assets with acquisition and development. •Continue management of existing facilities.
•Provide access to all recreational facilities for all residents. •Coordinate programs with cooperative use of existing assets. •Develop walkways and trail system consistent with mobility plans.

STATUS UPDATE
The City will now begin the process of updating the OSCR Elements to capture a common vision for an inclusive future and to establish goals and priorities for Open Space, Conservation and Recreation for the coming decades.

Staff issued an RFP to obtain the services of a well-qualified firm to prepare the GPAs to update the City’s OSCR Elements and make these Elements consistent with the updated General Plan Guidelines. The RFP sought firms with experience in Planning, Landscape Architecture, Architecture, Parks, Community Engagement, and/or Engineering industries with a project team that will be responsible for facilitating the planning process, drafting the updates to the GPAs, conducting the requisite environmental review per CEQA, and coordinating the public outreach and adoption processes with the City. After an extensive review of the proposals, culminating in interviews with multiple consultant teams, staff recommends entering into a Professional Service Agreement with OLIN and its consultant team including The Robert Group, Michael Baker International, ETC Institute (OLIN team) for the General Plan Amendments to update the City’s OSCR Elements.

Glendale’s urban community sits at an urban-wildland interface, and therefore requires extensive analysis of existing conditions, community engagement and assessment, financial prioritization, and full adoption of amendments. The OSCR Elements have been referenced in various City planning documents, including the Safety Element, Climate 60 of 472

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Adaptation Action Plan, and Environmental Justice Element. Updating the City’s OSCR Elements is the next step to ensure accuracy of biological, social, and cultural data and adaptability of the suggested policies, goals, and objectives. In turn, the updated OSCR Elements can uphold current and future community priorities within Glendale’s General Plan and ensure the General Plan follows new state regulations.

REQUEST FOR PROPOSALS (RFP)
The General Plan Amendments - OSCR Update RFP was originally issued and posted on the City website on May 13, 2024, with two addenda issued on July 8, 2024, and August 14, 2024. The deadline for proposals was September 20, 2024.

The RFP sought qualified consultants to provide technical services involving policy development and planning that will be incorporated into GPAs to the OSCR Elements.

The GPAs are intended to provide both a near-term and a long-range vision for the City’s parks, recreation facilities, and open spaces. The Scope of Work is as follows:

1. Project Initiation and Project Management

2. Community Outreach and Engagement

3. Existing Conditions Analysis

4. Research and Analysis

5. Preparation and Adoption of Amendments to the Open Space and Conservation Element and to the Recreation Element

6. Environmental Review Preparation

OVERVIEW OF THE PROJECT
The OSCR Elements Update is necessary to re-evaluate goals in the context of a growing community, changing environment, and the needs and opportunities of parks, open space, and recreational programs in the city.

Through improved research and analysis, the OSCR Elements Update will build on the history of parks, open space, and recreation planning and will include over two decades of planning and implementation efforts since the last update. The RFP asked respondents to address the following major objectives and focus areas:

1. Project Initiation and Project Management: Ensure ongoing communications and regular meetings with project leads and supporting staff (Steering Committee) occur throughout the duration of the project. This includes 2-3 internal work sessions with the Steering Committee. Consultant will be prepared to attend and present up to eight updates to commissions (Parks, Recreation & Community Services (PRCS) and Planning) and the City Council at meetings, which will be scheduled for discussion, project status updates, study sessions, and consensus- building. Goals and content framing will guide timeline and target setting, and outline opportunities, constraints, and policymaking priorities.

2. Community Engagement and Outreach: A public outreach and engagement plan will involve a robust regional and local level strategy to engage residents, 61 of 472

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stakeholders, and public, both in-person and virtually, with a variety of creative and inclusive methods to understand community values. It will reach participants who are typically underrepresented in government decision-making and focus on the formulation of priority policy goals and objectives that support the conservation, preservation, and celebration of cultural, historical, archaeological, and paleontological resources through collaborative planning. The OLIN team will work with staff to develop parameters for the Community Outreach Plan and will provide guidance for successfully conducting community and focus group meetings.

The Community Outreach Plan strategy will, at a minimum, include the following components:
a. Formation of issue-based working/focus groups; and
b. Community workshops, events, and meetings to gather stakeholder vision, ideas and comments on the proposed OSCR Elements Update.

Additionally, the OLIN team will prepare targeted community assessments to determine the community’s interests, needs, and concerns about existing and potential open space, conservation and recreation programs and facilities. As part of the Community Assessment process, the OLIN team will:
a. Conduct survey(s) and use any other proven information-gathering methods/activities to engage the community and to gather stakeholder feedback; and
b. Conduct and facilitate a minimum of six (6) community meetings, five (5) community pop-up events, and up to five (5) focus groups, and conduct stakeholder interviews with individual and stakeholder groups to solicit input on the proposed GPAs, gather data, and prepare summaries of the results.

In terms of public information, OLIN will develop strategies to communicate the process for and status of the GPAs to Stakeholders using media outlets and creating social media engagement packages that employ informative graphics and/or short videos that can be posted on the City website and on other dedicated website(s) or platform(s). Information and updates to OSCR Elements will be posted on https://www.glendaleplan.com/.

3. Existing Conditions Analysis: A thorough review and collection of data from existing resources and databases will be crucial in acquiring the necessary knowledge of the City and its processes. Included in this task are a Community Profile, Park Needs Assessment and Inventory, a Recreation Program and Services Assessment, and an Open Space and Conservation Assessment, which involves a habitat conservation plan and a Biological Resources Assessment as a standalone report (and will incorporate the findings into an Initial Study/Mitigated Negative Declaration). The Open Space and Conservation Assessments will present results of the literature review to determine baseline conditions and field reconnaissance (two days in the field) to verify existing data. This report will update 62 of 472

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the applicable regulatory setting for the City and document vegetation communities/habitat types occurring within City boundaries as well as the presence of major aquatic/hydrological features (e.g., streams, lakes).

This task includes an assessment of City parks and recreation facilities trends utilizing LA Parks Needs Assessment data and exporting and review of static data on the City’s park visitation from Placer.AI, the programs and services currently provided, opportunities and constraints in recreational needs, and inventory of public and private memorials, historic and cultural resources. Additionally, assessment of baseline hydrology, connectivity and access, ecology, existing operations and maintenance and trail inventory of open spaces will guide processes of the next Research and Analysis Task.

4. Research and Analysis: The OLIN team will develop and update the goals, issues, policies, strategies, and priority criteria and methodology in each of the OSCR Elements based on the vision for the City’s parks captured from the Community Outreach and Assessment tasks. Part of this task will involve developing financial cost estimates, alternative funding strategies, and optimal financial plans for implementation of future programs and projects. For the Recreation Element, the outcomes of the process will be more successful and innovative recreation program offerings that result in: increased registration, customer satisfaction, customer retention, and increase in revenue. For the Open Space and Conservation Element, ensuring it conforms with the state Office of Planning and Research General Plan Guidelines and supports sustainable recreation (trails and trail access), wildfire resiliency, habitat preservation and expansion, and wildlife corridors will support the City’s vegetation management efforts and prepare the City to be competitive for grants related to wildfire resiliency and habitat restoration.

OLIN will complete a park and open space expansion and acquisition feasibility study, which will study the feasibility of, and make policy recommendations for, the use, maintenance, and acquisition of open space or underutilized urban land for park development and/or conservation (e.g., prioritizing land that has high ecological value or provides opportunities for enhancing native habitat).

OSCR Element goals, policies, and priorities recommendations will be evaluated by the OLIN team. Additionally, the team will make recommendations on ways to expand existing parks through acquisition and joint-use, and/or long-term lease. A Project Implementation Plan will identify programming, staffing, responsible agencies, funding sources, implementation time frame, and other strategies for effective implementation.

5. Preparation and Adoption of Amendments to the Open Space and Conservation Element and to the Recreation Element: The OLIN team will develop administrative drafts of each of the GPAs, staff reports for commission and City Council meetings, administrative draft GPAs following review and input, 63 of 472

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and final GPAs following completion of the environmental review process in preparation for the City Council’s final hearing and vote to adopt the plan.

6. Environmental Review Preparation: A review of all potential environmental impacts will be performed, as required by the CEQA. The OLIN team will work with the City to formally initiate the environmental review process and will prepare an Initial Study/Mitigated Negative Declaration (IS/MND), leveraging data from the OSCR Element development process.

The OLIN team will coordinate with City staff regarding the required technical analyses and get approval before proceeding. The technical analyses will be prepared by the OLIN team and incorporated into the IS/MND. The OLIN team assumes that the following technical analyses are required:
•Air Quality
•Biological Resources
•Cultural Resources (Archaeological, Historical, Tribal) •Energy
•Greenhouse Gas Emissions
•Noise
Technical analyses for Air Quality, Energy, Greenhouse Gas Emissions, and Noise will be incorporated into the IS/MND (no standalone reports) with accompanying modeling appendices. Technical analyses for Biological Resources and Cultural Resources will be provided in standalone reports.

RESPONSES TO RFP
The RFP successfully attracted three well-qualified consultant teams, each with firsthand practical knowledge of drafting a General Plan document toward adoption, that will guide the City in responding to the needs of Glendale residents and sustain parks, open space, and recreation’s critical systems.

CONSULTANT SELECTION PROCESS
A five-member selection committee comprised of representatives from CSP and CDD’s Planning Division scored the three proposals based on the following criteria:
•Demonstrated project understanding, thoroughness in addressing the RFP requirements, and clarity of the proposal
•Strategy and creativity in the approach
•Experience of firm and team members working on similar projects •Experience of firm and team members conducting in-depth resource assessments and analysis
•Experience of firm and team on complex projects with involvement of multiple stakeholders and governmental agencies
•Project management and expertise of key personnel (prime and sub-consultants) •Fee proposal demonstrating maximum value for services
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Each member of the selection committee scored the proposals individually and the scores were tallied to determine which consultant teams would be invited to interview with the panel. All proposals received met the review criteria and demonstrated their planning expertise and relevant experience; therefore, all three proposers were invited to interview with the panel.

THE FIRM INTERVIEWS
The three firms—Placeworks, OLIN, and Rincon—and their subconsultant teams have substantial experience in complex planning and General Plan drafting which boast portfolios of work with projects that illustrate outstanding interagency and multidisciplinary coordination to achieve significant analyses, community engagement, and element planning. The teams were asked to prepare a presentation highlighting what makes their teams uniquely qualified for the project; the creative, place-based approach they would take to engage Glendale’s community and determine OSCR values and priorities; and the project management capabilities and organization to complete CEQA review, address ecological concerns by planning for habitat conservation, consider historical/cultural aspects, and uphold technical requirements of relevant state legislation. The interviews were conducted on February 25, 2025, and scored based on the following review criteria:
•Presentation
•Organization
•Clarity and Communication Skills
•Technical Understanding
•Responses to Questions
At the conclusion of the interviews and the calculation of the panel scores, the firm with the highest ranking was OLIN. The OLIN team has over four decades of experience crafting open space plans and has worked on the Glendale Garden River Bridge Project and on the adjacent LA River Master Plan. The panel noted that the OLIN team was highly creative, with excellent communication skills and an impressive team dynamic. OLIN Labs, an innovative research-oriented section of the firm, aims to constantly improve OLIN’s methods. Additionally, the team’s park-focused implementation plan for Glendale, based on successful funding and revenue strategies, offers great value to the project. The OLIN team also demonstrated that it has the ability to execute detailed and visionary planning documents with a project list that includes:
•Culver City Parks Plan, Adopted February 2025
•LA River Master Plan, Adopted June 2022
•Fort Collins Parks and Recreation Master Plan, 2019-2021 •Cleveland Parks and Recreation Plan, 2023-2024
•Sepulveda Basin Vision Plan, 2021-2024
The OLIN team will be joined by several qualified subconsultants for the project, including The Robert Group for an extensive and creative public outreach campaign, PROS Consulting for fiscally strategic recreation management, Michael Baker International for 65 of 472

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environmental review preparation, CEQA compliance, and to provide a compliance review at key milestones for compatibility of the elements with state requirements, and ETC Institute for community research and survey data analysis. The OLIN team has also performed extensive research on land use patterns in LA County, the State of California, and nationally, which will serve as an advantageous perspective on land conservation, parkland acquisition strategies, and joint uses for the City of Glendale. It comes equipped with an extensive GIS database and world-class leaders in planning and design, as well as hyper-local firms that know Glendale intimately.

The OLIN project team is eager to fold the updated OSCR Elements seamlessly with other recently completed and forthcoming plan elements the City has led. OLIN’s team will consist of local, Los Angeles-based project managers, planning specialists, designers, public engagement specialists, and expert consultants with additional support from specialists in east coast offices. Jessica Hansen, as partner-in-charge of OLIN’s Los Angeles office, will be the project manager. She is a certified planner and registered landscape architect who has extensive experience in Los Angeles, including leading the LA River Master Plan, Culver City Parks Plan, City of LA’s Park Needs Assessment, and Sepulveda Basin Vision Plan. She is also a professor of a landscape and planning studio at USC. This local presence is invaluable, providing hands-on familiarity and involvement that is essential for a project of such complexity and value.

NEXT STEPS
Development of the General Plan Amendments – OSCR Elements Update including the requisite environmental review is anticipated to take approximately two years to complete.

The OSCR Elements Update will begin with a kick-off meeting with City staff to review the project timeline, refine goals and framework, establish project management and communication, and assemble a Steering Committee. The OLIN team will meet with City Staff to immediately begin developing a robust Community Outreach Plan to obtain input from residents, community stakeholders and the public.

There will be at least three (3) status updates and check-ins with the City Council as project milestones are reached. The first status update will occur following the initial existing conditions analysis, anticipated in Fall 2025.

STAKEHOLDERS/OUTREACH
The Community Outreach Plan will include notifications and engagement activities throughout the Project using effective communication tools geared to the Glendale community, including traditional tools (e.g., fliers, announcements, etc.) and modern approaches (e.g., web, social media, etc.), and should build in iterative feedback from the public. The Community Outreach Plan strategy will, at a minimum, include formation of issue-based working/focus groups and community workshops, events, and meetings to gather stakeholder vision, ideas and comments on the proposed GPAs.

The OLIN team will prepare targeted community assessments to determine the community’s interests, needs, and concerns about existing and potential open space, 66 of 472

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conservation and recreation programs and facilities that consider all types of parks, athletic fields/courts, bike lanes, trails, open space areas, historical/cultural resources, and other recreation facilities and services (“Community Assessment”).

As part of the Community Assessment process, the OLIN team will:
•Conduct survey(s) and use any other proven information gathering methods/activities to engage the community and to gather stakeholder feedback.

Such engagement activities will include, for example, a “walk audit” with a return rate that accurately represents a sampling of the total population and community areas to best identify community needs and issues across the City. •Capture demographic data and projections, assess the community’s short and long-term needs and vision for open space, conservation and recreation. This process will yield results that are statistically validated. A survey analysis report will be prepared to summarize the survey results and findings. •Conduct and facilitate a minimum of six community meetings, five community pop- up events, and up to five focus groups, and conduct stakeholder interviews with individuals and groups to solicit input on the proposed GPAs, gather data, and prepare summaries of the results.
•Be prepared to attend and present up to eight updates on the status of the GPAs to the PRCS Commission, other boards and commissions as applicable, and the City Council meetings, special meetings, and/or study sessions if requested. •Produce all digital and printed materials, including but not limited to social media text and posts, event announcements, newsletter updates, website updates, flyers, meeting presentation, etc., which will be reviewed and approved by CSP and City Manager’s office, and be translated into English, Armenian, and Spanish. •Focus on reaching participants that are underrepresented in governmental decision-making such as youth, underserved or disadvantaged communities, people with disabilities, and individuals with limited or no-English proficiency. This includes up to two engagement events.
•Focus on the formulation of policy goals and objectives for the GPAs that support the conservation, preservation, and celebration of cultural, historical, archaeological, and paleontological resources through collaborative planning with key stakeholders, such as historical societies and tribal communities, as linkages to community identity.

In terms of public information, OLIN will develop strategies to communicate the process for and status of the GPAs to stakeholders using media outlets and creating social media engagement packages that employ informative graphics and/or short videos that can be posted on the City website and on other dedicated website(s) or platform(s). Information 67 of 472

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and updates to OSCR Elements will be posted on https://www.glendaleplan.com/.

FISCAL IMPACT
The General Plan Amendments – OSCR Elements Update PSA will cost $875,000.

There is currently $200,000 budgeted for this project. The existing appropriation is outlined below:

Existing Appropriation
Amount Account String Funding Source
$200,000 43110-1010-CSP-0020-P0000
CSP01313AN
General Fund
Staff is requesting appropriation of an additional $675,000 in Measure A grant funds from the Los Angeles County Regional Park and Open Space District.

The request of appropriation is outlined below:

Requesting Appropriation
Amount From (Account
String)
To (Account
String)
Funding Source
$675,000 34301-4130-CSP-
0020-P0000
CSP01313BG
43110-4130-CSP-
0020-P0000
CSP01313BG
Measure A Fund

ENVIRONMENTAL REVIEW (CEQA/NEPA)
The action being considered constitutes only feasibility or planning studies for possible future actions which the City has not approved, adopted, or funded; thus, it is statutorily exempt from CEQA pursuant to CEQA Guidelines section 15262. Further environmental review will be conducted as part of the Project.

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

ALTERNATIVES TO STAFF RECOMMENDATION
1: The City Council may choose not to approve awarding a PSA to OLIN and select another firm that submitted a proposal.
2: City Council may choose not to select another consultant and to have staff re- release the RFP, which will delay the OSCR Element Update. 68 of 472

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CS3: Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Onnig Bulanikian, Director of Community Services & Parks Prepared by:

Joseph Gonzalez, Park Planner
Cindy Camberos, Assistant Project Manager
Approved by:

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

EXHIBITS/ATTACHMENTS

1. Proposed Schedule and Scope of Work

2. Campaign Finance Disclosure

3. OLIN Presentation
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1 MOTION
Moved by Council Member __________________________________________, seconded by Council Member ________________________________________, that, with respect to the report of the Director of Community Services & Parks dated May 20, 2025, the Council of the City of Glendale hereby authorizes the City Manager or his designee to execute a Professional Services Agreement with Olin Partnership, Ltd., in an amount not to exceed $875,000, for preparation of the Open Space and Conservation and Recreation Elements Update.

Vote as Follows:

Ayes:

Noes:

Absent:

Abstain:
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vi. Work Plan and Project Schedule

APPROACH
Through this planning process and the policies created for the General Plan Elements, we will carry forward central values that are important to Glendale. These will inform our approach and timeline, and anchor the deliverables created through each task:

Climate and Environmental Sustainability:

Knowing that climate action and environmental
sustainability are major priorities for the city, we further recognize that this project plays a pivotal role in moving those goals forward. In their physical footprint, open
space and parks provide the city’s greatest opportunities for carbon sequestration, increasing biodiversity, nature- based stormwater management, mitigating the heat
island effect, and improving air quality. Providing safe spaces, routes, and points of access throughout the city will encourage alternative, active transportation use that can abate greenhouse gas emissions, and encourage
residents to recreate locally.

Community Health:

While parks and open space intrinsically provide
environmental benefits and improve air quality,
increasing access to parks and helping to ensure that
they are safely used and connected is vital to the health of the community at large. This plan will infuse the parks with programming appropriate to and desired by the
community; it will create connections that are safe, with pleasant trails and sidewalks, and will furnish amenities that make Glendale residents enthusiastic about enjoying the outdoors—in places that are welcoming and reflective of their vision, needs, and preferences.

Community:

The RFP calls for a community-driven and inclusive process to have residents meaningfully involved in deciding the future of their parks. From our years of experience in
park systems, long-range planning, and park design and
programming,
we know that getting this right
takes time and investment in the process.

For that reason, we hav
e created a robust and sustained
community engagement structure to guide the process
and policies, from end to end, involving community
leaders at each step—to help spread the word, shape
messaging, encourage participation, and ultimately shape the strategy itself. Our team includes professionals that have been working in Glendale and surrounding areas
for years and know its community leaders and unique
characteristics. This built-in trust of these relationships will allow us to work from a strong foundation.

Equitable Park Access:

Although Glendale has a great parks, open space, and
recreation system, it is not equitably distributed. Access to high quality parks varies greatly between the Verdugo Hills and downtown. These Plan Elements will carry
forward the holistic vision of equitable access—weaving it with the values and preferences of residents, so that future parks programming and assets will be reflective of Glendale’s diverse cultures and communities—to be used, celebrated, and stewarded with pride.
74 CITY OF GLENDALE – AMENDMENT OF GLENDALE’S GENERAL PLAN - OPEN SPACE AND CONSERVATION ELEMENT AND RECREATION ELEMENT – REVISED PROPOSAL Exhibit 1
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WORK PLAN
To achieve the goals of the Open Space and Conservation and Recreation Elements in under two years, we have assembled a schedule that we believe will support the city and provide time for community engagement. The process is divided into seven tasks broken into five milestones across a 19-month planning process in order to provide room within the two-year timeframe to be adaptable to changing project conditions.

Task 1: Project Initiation and Project Management and
Task 2: Community Engagement will span the duration
of the project. These tasks include several recurring
meetings and key engagement events such as the
project kickoff meetings, project status meetings, city department and agency coordination, updates to city
council, and various applicable commissions.

Task 3: Existing Conditions Analysis , will last for the first 16 weeks of the project timeline, including a 4-week review period.

Task 4: Research and Analysis will continue through the subsequent 22 weeks and culminate in a 4-week review
period before starting on the Preparation and Adoption of Amendments to the Elements (Task 5) which, including
internal review and the environmental review period, will last 20 weeks.

Task 6: Environmental Review Preparation will last
nearly the duration of the project at 18 months. This
will include various subtasks as described in the below Scope of Work section and will include public review
and comment periods as well as public meetings—as is
required for a successful CEQA process.

INFORMATION

GATHERING
EARLY
IDEAS
DRAFT

ELEMENTS

REVISED

ELEMENTS

ENVIRONMENTAL
REVIEW
OLIN 75
Exhibit 1
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vi. Work Plan and Project Schedule
Task 1: Project Initiation and Project
Management

1.1. PROJECT TIMELINE
a. The Consultant Team will develop a project timeline, to be shared with and agreed upon by the City’s Project lead, that outlines tasks and deliverables and includes regular meetings with the Project lead and supporting City staff and incorporates community outreach. The timeline will
be framed in efficient and budget-conscious manner and
include:
• The process, timing, and schedules for the entire
Project including environmental review and
concluding with City Council consideration of the
proposed GPAs.
• Allowances for progress reports to Parks, Recreation
and Community Services (PRCS) Commission, and
other Commissions if necessary.
• Time frames for staff review of administrative drafts, and return of edits.

1.2. KICK-OFF MEETING WITH PRIMARY TEAM
a. The Project will begin with a kick-off meeting with City staff and key Consultant Team members (“Primary Team”)
to review the Project timeline, develop communication
protocols, and clarify roles and responsibilities. Project leads will be the CSP Director (Onnig Bulanikian) and
Park Planner (Joseph Gonzalez) with support from City
departments as part of the Primary Team, including:
• Community Services and Parks
• Deputy Director
• Park Services Administrator
• Senior Park Services Managers
• Community Services Managers
• Senior Administrative Analyst
• City Manager’s Office
• Office of Sustainability
• City Attorney’s Office
• Community Development Department
• Planning
• Building & Safety
• Public Works Department
• Engineering
• Facilities
• Urban Forestry
• Glendale Police and Fire Departments

1.3. GOAL AND CONTENT FRAMING
a. The Consultant Team will meet with the City’s primary team to refine the goals and framework for future tasks.

This work will include careful target-setting, establishing a broad understanding of the City’s opportunities,
constraints, and policymaker priorities and realities. The Consultant Team will provide expertise, creativity, and strategic counsel in identifying and addressing important policy decisions early in the process, including:
• Developing a specific city-wide park access and
development standard, potentially moving away
from an acreage-per-capita standard and toward
a proximity-to-park-space standard based, for
example, on having a park within a 10-minute walk.
• Providing a better understanding of alternative
park and recreation standards and showing what
standards are achievable and currently used by other
medium and large cities.
• Developing culturally sensitive and inclusive
messaging, outreach, and project-design strategies.

The Consultant Team assumes a Negative Declaration or
Mitigated Negative Declaration in Task 6 even if changing the existing park need assessment standard triggers a full programmatic EIR.
b. The Consultant Team will facilitate discussions with leadership from across the City organization, including:
• Community Services and Parks
• Public Works
• Community Development Department
• City Manager’s Office
• City Attorney’s Office
• Glendale Police and Fire Departments as applicable

1.4. KICK-OFF MEETING WITH STEERING COMMITTEE
The Consultant Team, in partnership with the Primary
Team Members, will assemble and lead a steering
committee that consists of representatives from City
staff, community groups, homeowner/neighborhood
associations, and other stakeholders (the “Steering
Committee”). This Steering Committee will serve as a
touch point for input on plan development, processes,
and adoption. Additional meetings will be scheduled as
needed or on a regular basis upon determination from the City’s Primary Team Members and Steering Committee.

PROPOSED SCOPE OF WORK
76 CITY OF GLENDALE – AMENDMENT OF GLENDALE’S GENERAL PLAN - OPEN SPACE AND CONSERVATION ELEMENT AND RECREATION ELEMENT – REVISED PROPOSAL Exhibit 1
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1.5. PROJECT MANAGEMENT, MEETINGS,

COMMUNICATIONS
The Consultant Team shall provide:
a. Ongoing communication and participation in
recurring meetings with City staff scheduled through
the Project lead to discuss project management, project progress, task-specific issues and accomplishments,
and to review data, analysis, findings, and conclusions. b. Additional meetings with City departments and
divisions as needed with Primary Team Members,
Steering Committee, and other working groups to further discuss, refine and identify issues, programs, data, and plan development. It is anticipated there will be at least 3 updates to each the City Council, 4 updates to the
Parks, Recreation and Community Services Commission,
and one update to the Planning Commission.
c. Coordinated, ongoing communication with the
issue-based working groups is critical to ensure
representatives from City staff, community groups,
homeowners associations, and other stakeholders
are being included in the development of the GPAs.

d. Planning for and presentations at community
workshops, events, and meetings organized in
coordination with the Project lead and other City staff to ensure robust and engaging community outreach.
e. A Project Manager as point of contact for City staff who is available to respond to staff inquiries, requests for information and ensure adherence to Project schedule
and scope.
f. Quality assurance on technical memorandums, work
product deliverables and assurance of professional
courtesy in all matters relating to the Project.
g. Timely billing upon completion of tasks and
including detailed expenditure reports on labor
hours and reimbursables. To avoid delays of
payment, invoices shall be sent to the City’s Project
Manager for preliminary review/approval before
submitting them to the City’s payment portal.

h. Meetings and/or interviews with City representatives and key stakeholders as needed. This includes facilitation of 2-3 internal worksessions with the City Team.
i. The Consultant Team will coordinate closely with the City during the development of the Open Space and
Conservation Element and Recreation Element, and
Michael Baker will provide a compliance review at key
milestones for compatibility of the Elements with State requirements. Compliance reviews may occur at the
following milestones:
• Early Compliance List developed by OLIN
• Table of Contents for the Elements
• Administrative Drafts of the Elements
• Public Drafts of the Elements
• Final Drafts of the Elements
j. Progress Reporting: The Consultant Team will supply
the City with at least one (1) copy of all draft, partial and or completed reports, studies, forecasts, maps or
plans as deemed necessary by the Project Manager
before each progress meeting. The Project Manager
shall schedule the meetings, as necessary, at key times during the development of the Elements update.
k. An online resource site that will allow for easy file sharing, access, and document review for all team
members, ensuring access to latest reports and files.
l. Except where otherwise specifically noted in this scope of work, all submissions are assumed to be digital PDF’s. m. Draft deliverables will be provided to the City for a review period and will be finalized following receipt of a single set of consolidated comments. Note that specific review periods are described in the proposed schedule
for major deliverables.

OLIN 77
Exhibit 1
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vi. Work Plan and Project Schedule
Task 2: Community Outreach and
Engagement

2.1. COMMUNITY OUTREACH PLAN
The Consultant Team will meet with City staff to develop a robust community outreach and engagement plan
(“Community Outreach Plan”) to obtain input from
residents, community stakeholders and the public
generally (broadly “Stakeholders”). The Community
Outreach Plan will include Stakeholders in the
decision making process so that Stakeholder input
and recommendations are included in the draft GPAs
presented to advisory bodies and to the City Council
for review and approval. The Consultant Team will work
with City staff to develop parameters for the Community Outreach Plan and will provide guidance for successfully conducting community and focus group meetings.

The Community Outreach Plan will include notifications
and engagement activities throughout the Project and
should use effective communication tools geared to the
Glendale community, including traditional tools (e.g., fliers, announcements, etc.) and modern approaches (e.g., web,
social media, etc.), and should build in iterative feedback from the public. The Community Outreach Plan will take
advantage of existing community engagement channels
that are proven successful and which include but are
not limited to known Stakeholder groups such as the
Glendale Chamber of Commerce, Glendale’s
Homeowner’s Coordinating Counsel, Greater Downtown
Glendale Association, Montrose Shopping Park
Association, and various Homeowner’s/Neighborhood
Associations, The Glendale Historical Society, Tribal
communities, and other community groups and
associations. The Community Outreach Plan strategy will, at a minimum, include the following components:
• Formation of issue-based working/focus groups.
• Community workshops, events, and meetings to
gather Stakeholder vision, ideas and comments on
the proposed GPAs.

PROPOSED SCOPE OF WORK
78 CITY OF GLENDALE – AMENDMENT OF GLENDALE’S GENERAL PLAN - OPEN SPACE AND CONSERVATION ELEMENT AND RECREATION ELEMENT – REVISED PROPOSAL Exhibit 1
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2.2. COMMUNITY ASSESSMENT
The Consultant Team will prepare targeted community
assessments in order to determine the community’s
interests, needs, and concerns about existing and
potential open space, conservation and recreation
programs and facilities that considers all types of parks, athletic fields/courts, bike lanes, trails, open space areas, historical/cultural resources, and other recreation facilities and services (“Community Assessment”). As part of the
Community Assessment process, the Consultant Team
will:
• Conduct survey(s) and use any other proven
information gathering methods/activities to
engage the community and to gather Stakeholder
feedback. Such engagement activities will include,
for example, a “walk audit” with a return rate that
accurately represents a sampling of the total
population and community areas to best identify
community needs and issues across the City.
• Capture demographic data and projections, assess
the community’s short and long-term needs and
vision for open space, conservation and recreation.

The Community Assessment Process will yield results
that are statistically validated. A survey analysis
report will be prepared to summarize the survey
results and findings.
• Conduct and facilitate a minimum of six (6)
community meetings, five (5) community pop-up
events, and up to five (5) focus groups, and conduct
Stakeholder interviews with individuals and groups
to solicit input on the proposed GPAs, gather data,
and prepare summaries of the results.
• Be prepared to attend and present up to eight
(8) updates on the status of the GPAs to the PRCS
Commission, other boards and commissions as
applicable, and the City Council at regular meetings,
special meetings, and/or study sessions if requested
by the City.
• Produce all digital and printed Project materials,
including but not limited to social media text and
posts, event announcements, newsletter updates,
website updates, flyers, meeting presentation,
etc., which will be reviewed and approved by CSP
and City Manager’s office, and be translated into
the City’s identified languages, including English,
Armenian, and Spanish.
• Focus on reaching participants that are
underrepresented in governmental decision-making
such as youth, underserved or disadvantaged
communities, people with disabilities, and
individuals with limited or no-English proficiency.

This includes up to two (2) youth/equity focused
engagement events.
• Focus on the formulation of policy goals and
objects for the GPAs that support the conservation,
preservation, and celebration of cultural,
historical, archaeological, and paleontological
resources through collaborative planning with key
stakeholders, such as historical societies and tribal
communities, as linkages to community identity.

2.3. PUBLIC INFORMATION
The Consultant Team will develop strategies to
communicate the process for and status of the GPAs to
Stakeholders using media outlets and creating social
media engagement packages that employ informative
graphics and/or short videos that can be posted on
the City website and on other dedicated website(s) or
platform(s). The Consultant Team will:
a. Engage the City’s media relations and public
information officer to set up meetings with the Chamber of Commerce, Business Improvement Districts including
the Greater Downtown Glendale Association (DGA) and
the Montrose Shopping Park Association (MSPA) as well
as homeowner/neighborhood association groups to
learn the best outreach practices for their constituents, to provide information about the Project, and to
increase engagement from the business and residential
community.
b. Contact local or cultural news channels, such as
Glendale TV6, Telemundo, Armenian and other cultural
channels to spread information.

Exhibit 1
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vi. Work Plan and Project Schedule
Task 3: Existing Conditions Analysis

3.1. REVIEW AND ANALYSIS OF RELEVANT EXISTING

DOCUMENTS AND REGULATIONS
The Consultant Team will thoroughly review relevant
existing plans, policies, projects, both internal and
external to the organization, and collect data from existing resources that can be utilized in the GPA process. Data and research will be based on publicly available or City of Glendale datasets and GIS shapefiles. Editing existing Glendale or other Government and non-governmental
entity datasets and shapefiles is not included in the base scope of work. The review, evaluation, and consideration will specifically include:
a. Reviewing the City’s existing Open Space and
Conservation Element and Recreation Element
and any amendments to them as well as all other
GP Elements, and drafts of any Elements currently
undergoing amendment (e.g., Land Use, Mobility, and
Safety), or new elements (e.g., Environmental Justice). b. Identif
ying and evaluating any incomplete projects
implementing the Open Space and Conservation
Element and Recreation Element, the extent to
which prior goals were accomplished or not, and
identify which prior goals continue to be relevant.
c. Identifying e
xisting partnerships, such as with the
Glendale Unified School District, and determine
whether the existing 1999 Joint Use Master Agreement
between the City and GUSD remains relevant as a tool
to provide for joint use of parks and open space facilities. d. Re
viewing the City’s GIS data.
e. Exporting and revie
wing static data on the City’s park
visitation from Placer.ai at specific moments in time (to be determined with the City) for use in the project.
f. Ensuring the GPAs conform with the State Office of
Planning and Research General Plan Guidelines, and
reviewing all applicable regulations, including but not limited to:
• Government Code §§ 65560, 65562, 65564, 65566-7,
65910, et seq.
• SB 1425 – Gov’t Code section 65565.5 et seq.
• SB 1000 – Gov’t Code section 65302(h).
g. Revie
wing and assessing other relevant reference
documents that pertain or relate to the City’s parks, open space, and recreation assets, with an eye to whether the current and future needs, improvements, design, and
implemented site work remain valid within the context
of the GPAs. These reference documents, include, but are not limited to:
• Glendale’s Public Works Department’s (PW) 2023
City-wide Facilities Conditions Assessment. The
PW’s assessment should be included in the selected
consultant’s park facilities assessment.
• Glendale Community Services & Parks’ Capital
Improvement Program Updates webpage
• Glendale’s Parks Facilities Inventory with acreage
• Glendale’s Trails Master Plan, Draft Map 2009
• Glendale’s Map of City Parks
• Glendale Water and Power Wildfire Mitigation Plan
• Glendale Fire Department Vegetation Management
Program (VMP)
• Glendale’s Community Forest Management Plan
(Draft)
• Joint Use Agreement for the Edison School/Pacific
Park Project
• Verdugo Wash Visioning Plan
• Glendale’s Citywide Pedestrian Plan
• Glendale’s Safe and Healthy Streets
• Glendale’s Bicycle Transportation Plan
• Glendale’s ADA Survey Findings (2007)
• Glendale’s Safe Routes to Schools Program
• South Glendale Community Plan, particularly
Chapter 4
• North Glendale Community Plan
• Greener Glendale Plan
• Glendale Climate Action & Adaptation Plan (draft
expected Spring 2024)
• Glendale Community Facilities Element (1975)
• Los Angeles Countywide Comprehensive Parks and
Recreation Needs Assessment, 2016
• Los Angeles Countywide Comprehensive Parks and
Recreation Needs Assessment Plus, 2022
• Upper Los Angeles River and Tributaries
Revitalization Plan, 2020
• City of Los Angeles’ 2020 Biodiversity Report
• Vascular Flora Of The Verdugo Mountains And San
Rafael Hills, 2013

PROPOSED SCOPE OF WORK
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• California’s Native Tree Ranges map by the Urban
Forest Ecosystems Institute at Cal Poly
• Other open space related case studies, policies, and
best practices from other municipalities (including
Los Angeles, Pasadena, and Burbank) to inform
recommendations for this Project.

3.2. COMMUNITY PROFILE
The Consultant Team will provide a technical synopsis of the most current City demographics, growth trends, and
relevant characteristics to provide context for the GPA policies and implementation. This will include a discussion of the natural resources, political boundaries, and the population/demographic profile, including discussion
of special populations which may require specialized
or disproportionate services and programming, such
as seniors, teens, preschoolers, second language
learners, individuals with disabilities, military family, and veterans. The Consultant Team will use the most up-
to-date resources including but not limited to, the U.S.

Census Bureau data, American Community Survey, US
EPA’s Environmental Justice Screening and Mapping
Tool, California EPA’s CalEnviroScreen tool, State Park’s Community Fact Finder, ESRI Databases, Tribal Cultural
Resources databases, historic resources databases,
health assessment surveys, the City’s web-based location intelligence application or platform that generates foot traffic insights into any location for deeper understanding of use trends and use factors for the past 5 years+. Key features such as data on visitors and passerby metrics to any location based on daily visits, hourly visits, and length of stay for all parks facilities, as well as visitor demographic information and information on visitor journey, will be used if available for informing use and trends.

3.3. PARKS NEEDS ASSESSMENT AND INVENTORY
The Consultant Team will:
a. Current Conditions of Parks
Inventory and analyze the current conditions of all of
Glendale’s developed parks and recreation facilities
including community gardens, gymnasiums, exercise
rooms, basketball courts, pools, etc. (the “Needs
Assessment”). The Needs Assessment will inventory the
various school fields and courts as part of the City’s parks facilities inventory and will identify existing or potential joint-use opportunities. The analysis will include a
review of overall facility conditions, current maintenance and operation programs, facility utilization, identify
any deficiencies (such as lighting and signage needs),
and assess the remaining useful life of amenities. This assessment will build off the existing Recreation and
Open Space/Conservation Elements, and consider the
existing CSP maintained park inventory logs, the LA
County Park Needs Assessment, the LA County Park Needs
Assessment Plus, City Public Works’ City-wide Facilities Conditions Assessment, the Safe and Healthy Streets
Plan, City-wide Pedestrian Plan, and Bicycle Master Plan. b. Facilities as Community Resilience Centers
Evaluate opportunities to upgrade local recreation
facilities to also serve as Community Resilience Centers (CRCs), providing shelter and resources during climate
and other types of emergencies, including extreme
heat events and poor air quality days, as defined by the California Strategic Growth Council’s CRC Grant Program.

Exhibit 1
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vi. Work Plan and Project Schedule
Task 3: Existing Conditions Analysis
Continued

3.3. PARKS NEEDS ASSESSMENT AND INVENTORY

CONTINUED
c. Urban Tree Inventory
Engage Public Works Urban Forestry staff to obtain the
City’s existing urban tree inventory, including types,
health, and condition of trees, and develop priorities
and recommendations for urban forestry in parks and
along active mobility routes and networks, as applicable.

Additionally, evaluate opportunities and policies to support maintenance and expansion of urban forestry such as
establishing a protected tree database (potentially that also incorporates private trees that have an Indigenous Tree Permit), tree benefits dashboard and web maps (e.g. see Tempe, AZ’s tree benefits dashboard), CA native park and street tree list (e.g. see City of Los Angeles Community Forest Advisory Committee’s Native Trees List), native
plant policies in parks and open spaces, and Parkway
Landscaping ordinance, to name a few examples.
e. Inclusive Playground Assessment
Evaluate the level of inclusivity of the City’s playgrounds.

This would include evaluating play equipment
throughout the City to determine the level of inclusivity, to be summarized in a final report. As an example, see
Municipality of Anchorage’s State of Play. This task would be subject to written task authorization before starting. f. Inventory of Memorials/Cultural Resources
Prepare an inventory of all public and private memorials, historic and cultural resources and other installations on public land and facilities (the “Resources List”) .

The Resources List shall include any potential historic resources on public land and facilities. The Consultant Team will work with City staff to prepare the Resource
List and develop estimates for the maintenance, repair, rehabilitation, restoration or relocation of improvements on the Resource List. The Resource List should be included as an appendix to the Open Space and Conservation
Element and Recreation Element.

PROPOSED SCOPE OF WORK
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3.4. RECREATION PROGRAM AND SERVICES

ASSESSMENT
The Consultant Team will:
a. Assess Recreation Programs
Analyze and assess the recreation programs and
services currently provided by the City and identify any deficiencies in and opportunities for future recreation programs and services. This task involves determining the levels of services for parks and recreation facilities required considering projected growth and assessing park access
issues. The Consultant Team will use the City Public Works Department’s Facility Conditions Assessment, which is
currently under development, to inform the assessment.
b. Evaluate How Facilities Meet Current/Future Needs
Evaluate how the City parks and recreation facilities
meet current and future needs; summarize the regional,
new, emerging, and declining trends in recreation
activities locally; and assess whether modifications and/ or additions will be required for existing programming. c. Consider Gaps in Facilities/Recreational Needs
Consider current gaps in facilities or recreational needs (geography, activity, age/ability, accessibility, etc.) and identify potential future uses or desired amenities or
remedies.

3.5. OPEN SPACE AND CONSERVATION ASSESSMENT
The Consultant Team will:
a. Inventory/Analyze Open Space System
Inventory and analyze City’s entire open space system.

California Government Code § 65560 requires an open
space element to contain detailed information about
several categories of undeveloped land. Specifically, the Open Space and Conservation Element will inventory
the following broad categories of open space for:
• natural resources;
• managed production of resources;
• outdoor recreation;
• public health and safety;
• military support; and
• tribal resources
b. Prepare Habitat Conservation Plan (baseline, desktop analysis)
Prepare a habitat conservation plan (“Habitat Conservation Plan”) for the City’s open spaces. The Consultant Team will use data provided by City, biological survey summarized in a technical report prepared for the 1993 Open Space
and Conservation Element, and other publicly available
ecological resources, including protection of cultural
resources, to provide a comprehensive analysis of all
resources that will inform the OSCR Elements.

In addition to the above, the Consultant Team will use
new data related to vegetation and wildlife communities, including wildlife passages as required by AB 1889 and
open space requirements per SB 1425, and rapid field
assessment to verify habitat areas in Glendale’s open
spaces specifically related to areas with potential for significant or sensitive species.

Specifically, the Consultant Team will perform:
i. Vegetation and Wildlife Surveys/Rapid Field
Assessments to broadly identify the biological
resources in Glendale’s wilderness and foothill
areas, especially areas with significant or sensitive
species. The Habitat Conservation Plan will identify
land management practices and climatesmart
management programs that support habitat
conservation, and shall consider Cheryl Swift, Ph.D.’s, biological survey summarized in a technical report
prepared for the 1993 Open Space and Conservation
Element.

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vi. Work Plan and Project Schedule
Task 3: Existing Conditions Analysis
Continued

3.5. OPEN SPACE AND CONSERVATION ASSESSMENT

CONTINUED
ii. Identification of Opportunities for Restoration
through targeted assessments for habitat protection,
restoration, and enhancement in Glendale’s open
spaces as well as in wildland-urban interface areas.
iii. Identification of Opportunities for Climate-
Smart OS Management such as invasive species
management, fuel load maintenance, and prescribed
grazing or burns, of natural lands to improve forest
health and build resiliency to the impacts of climate
change from wildfire, flooding, and water quality/
supply. The identified climatesmart management
strategies will comply with the city’s ordinances
and other applicable laws for fire fuel reduction and
should consider best ecologically sensitive vegetative
management practices (ESVM).
iv. Identification of Opportunities for Habitat Linkages and wildlife corridors that would enhance wildlife
movement and biodiversity. Suggest policies and
programs that support establishment, protection,
and expansion of wildlife corridors.
v. Identification of Ways for Improving Wildfire
Resilience and to improve fire safety and promote
investment in wildlands management and workforce
development.
vi. Protect Cultural Resources vulnerable to wildfire,
if applicable (requires sacred lands search and
coordination with and notification to local tribes).
c. Trails Inventory
Coordinate with City staff to complete a GIS-based trails inventory that reflects the status of the current trail system (including availability of parking, informational kiosks and signage; length of trail; altitude change; approved users; status of trail conditions, if known) and create a Trail Summary Report.
d. Incorporate Recommendations from 2009 Trails MP
Evaluate recommendations from the 2009 Trails Master
Plan, create a list of potential trail projects, and address issues regarding trail design conformance, and trail
maintenance requirements.
e. Trails Management Program Recommendations
Identify ways to support establishment of a sustainable trails maintenance program that incorporates
stewardship, youth workforce development, and
educational opportunities, and standardized signage
towards development of a trails master plan
f. Identification of Opportunities to Increase Access
Identify opportunities to increase access points, trails, and other recreational opportunities within natural areas that balances wildlife and recreation needs/funding.
g. Identification of Opportunities to Expand Urban Forest In consultation with relevant City staff (e.g., Urban
Forester, Public Works), provide a high-level summary of opportunities and strategies for expanding urban greening to enhance the ecological function within the City and
adapt to changing climates, in alignment with proposed
Measures and Actions in the City’s Climate Action and
Adaptation Plan. The task will highlight recommended
actions to urban forestry and green infrastructure, such as promotion of green infrastructure in and around
parks and along streets, expansion of urban tree canopy, incentives for private property owners to plant natives, and park-related stormwater capture multi-benefit projects. h. Evaluate Opportunities for Naturalizing/Daylighting
Streams
Evaluate opportunities for naturalizing and/or daylighting streams, washes, and storm channels, and protecting
natural waterways in open spaces. This will include a
review of habitat management practices to recommend
climate-informed management strategies for various
habitat types. The Consultant Team understands that a
Verdugo Wash Master Plan process is underway.

PROPOSED SCOPE OF WORK
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i. Identification of Partners
Identify and maintain a list of potential community, local and regional partners interested in helping bring the
goals of the Conservation and Open Space Element and
Recreation Element to fruition.

Task 4: Research and Analysis

4.1. PARK AND OPEN SPACE EXPANSION AND

ACQUISITION STUDY
The Consultant Team will develop an inventory of vacant and underutilized parcels assessed for recreational
opportunities and ranked/prioritized based on feasibility and other factors, including:
a. Studying the feasibility of and make policy
recommendations for the use, maintenance, and
acquisition of open space or underutilized urban
land for park development and/or conservation (e.g.,
prioritizing land that has high ecological value and
provides opportunities for enhancing native habitat, for maintaining and creating wildlife corridors and wildlife access, and/or suitable for land mitigation banking).
b. Identifying ways to expand existing parks by acquiring adjacent properties by identifying opportunity sites that could be considered for possible acquisition, joint use, and/or long-term lease (such as Southern California
Edison rights-of-way), and identify possible acquisition methods and funding sources that may be available
to acquire property for future park and open spaces.
c. Recommending funding strategies for long-term
open space and park management, maintenance, and
operation.

4.2. OSC&R ELEMENTS - GOALS, POLICIES, AND

PRIORITY RECOMMENDATIONS
a. The Consultant Team will develop and update the
goals, issues, policies, strategies, and priority criteria and methodology in each of the Elements based on the vision for City parks captured from the Community Outreach
and Assessment tasks, including indoor and outdoor
recreational facilities, open space, and desired level of service to meet current and future needs. This deliverable should include recommendations for:
• Access and park use practices that are accessible
and inclusive;
• Maintenance, operation, repair, and rehabilitation of existing parks and recreational facilities;
• Opportunities for potential enhancement, access
improvements, and expansion. All recommendations
will reflect short and long-term maintenance needs
and risk management considerations.

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Task 4: Research and Analysis
Continued

4.3. FINANCIAL EVALUATION AND PRIORITIZATION
a. Develop financial cost estimates, alternative
funding strategies, and optimal financial plans
for implementation of the Project that consider
the City’s existing Development Impact Fee (DIF)
ordinance and the use and application of DIF funds.
b. Identify additional park financing mechanisms
and tools, e.g., Community Improvement
Districts (CID), Tax Allocation Districts (TAD) Tax
Increment Financing (TIF), Special Service Districts
(SSD), and Public-Private Partnerships (PPP).
c. Create a framework for communicating and prioritizing the financial resources required to sustain current
and desired assets at the appropriate level of service. d. Evaluate the viability, cost-effectiveness, and return on investment of suggested strategies and recommendations. e. Include an analysis of staffing levels and financial resources needed to properly program, maintain, and
operate existing park resources. The analysis should identify existing gaps, any changes in staffing levels, and financial resources to support the policy recommendations for the GPAs.

This task will recognize the City’s limited ability to levy additional fees or otherwise increase revenue; therefore, the use of grants, concessions, sponsorship, and other alternative funding mechanisms are of critical importance to the
development and maintenance of the park system.

4.4. IMPLEMENTATION PLAN
a. Develop a Project Implementation Plan that
identifies programming, staffing, responsible agencies, funding sources, implementation time frame,
and other strategies for effective implementation.
b. Identify priority projects based on condition, community need, or funding/partnership opportunities.

4.5. POLICY TRACKING MATRIX APPENDIX
a. Provide a summary table of all existing Open Space
and Conservation Element and Recreation Element and
all recommended changes to the existing policies, goals, actions, and strategies (as applicable) for easy reference. b. An additional table summarizing policies, goals,
actions, and strategies from all General Plan Elements
will be provided in an Excel spreadsheet. This spreadsheet shall help demonstrate consistency of the recommended
changes to the Elements with all other General Plan
Elements. This analysis should be structured to support the land use consistency analysis conducted as part of
California Environmental Quality Act (CEQA) reports/
studies. (The Consultant Team understands, the City is in the process of updating its Land Use, Safety, and Mobility Elements and is drafting a new Environmental Justice
Element).

4.6. MAPPING UPDATE
a. Utilizing the inventories and needs assessments from Tasks 3, the Consultant Team will develop final, user-
friendly inventory lists and maps that update and improve the existing Open Space and Conservation Element
maps and inventories for City parks and recreation
facilities, Glendale Unified School District recreation facilities, open space coverage, memorials, and any
additional mapping and inventory deemed necessary
by City staff and integrated into the City’s GIS database. b. The Consultant Team will work with City’s IT/GIS
department to identify additional resource layers and
information, such as natural resources, assets, and
regional considerations that should be considered in map and inventory updates.
vi. Work Plan and Project Schedule

PROPOSED SCOPE OF WORK
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Task 5: Preparation and Adoption
of Amendments to the Open Space
and Conservation Element and to the
Recreation Element

5.1. ADMINISTRATIVE DRAFT OF OSC&R ELEMENTS
The Consultant Team will develop Administrative Drafts
of each of the GPAs which summarize, integrate, and
analyze the relevant data and deliverables from Tasks 1-4.

This task will include two (2) rounds of review comments.

5.2. STAFF REPORTS
The Consultant Team will assist City staff with preparing staff reports for the PRCS City Commission, Planning
Commission, and other commissions as applicable,
and for City Council study sessions and hearings. The
Consultant Team will provide necessary information to
facilitate adoption and implementation of the GPAs.

5.3. SECOND ADMINISTRATIVE DRAFT
The Consultant Team will prepare administrative drafts
of the GPAs that incorporate City Council input (from
study sessions, etc.), Stakeholder input, and City staff direction. The administrative draft GPAs will be presented to City Council, City commissions, and the general public for additional comments and feedback prior to final
adoption. The draft GPAs shall be color blind friendly, Americans with Disabilities Act (ADA) accessible, include user-friendly graphics, and provide for inclusive language with a broad and diverse audience in mind.

5.4. FINAL GPA
a. Following completion of the environmental review
process outlined below in Task 6, the Consultant Team
will develop the Final GPAs for City Council adoption.

This deliverable will capture the short and long-range
vision for open space, conservation, and recreation for the City, including prioritization of park equity. The Final GPAs will demonstrate how they draw from existing
plans, are consistent with other GP Elements, grow the
overall General Plan vision, and meet State regulatory
requirements.
b. The Consultant Team will deliver twenty (20) printed and bound color copies and one (1) printed and unbound
copy to the CSP office, as well as an electronic copy
delivered via email. The Consultant Team will prepare
written and graphic materials and support City staff
in presenting the Project by making the technical
presentation and answering questions at a minimum of
four (4) City Council/Commission Meetings.

c. The final GPAs are assumed to reach a maximum length of no more than 250 pages.

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vi. Work Plan and Project Schedule

PROPOSED SCOPE OF WORK
Task 6: Environmental Review
Preparation

6.1. CEQA COMPLIANCE - NEG DEC OR MND
The Consultant Team will prepare an Initial Study/
Mitigated Negative Declaration (IS/MND), leveraging data from the OSCR development process. If it is determined that technical reports are needed, for example due to
outdated or inadequate information, the Consultant
Team will advise the City immediately to discuss options.

The Consultant Team will perform the following subtasks to develop the IS/MND:
a. CEQA Kickoff and Project Description
The Consultant Team will work with the City to formally initiate the environmental review process. An IS/MND
is anticipated for the OSCR Elements (project). The
Consultant Team will work with the City to clarify the
project objectives, refine the purpose and need for the project, and to provide the opportunity to discuss points of contact, communication protocols, status reports, project schedule, environmental issues, and any other logistical, technical, or procedural concerns. The Consultant Team
will use all relevant and updated information on the Draft OSCR Elements and will prepare a Data Needs List that
will inform the Project Description.

Task 6.a. Deliverables:
• Data Needs List (electronic)
• 1st Draft Project Description (electronic)
• 2nd Draft Project Description (electronic)
• Final Project Description (electronic)
b. Technical Analyses
The Consultant Team will coordinate with City staff
regarding the required technical analyses and get
approval before proceeding. The technical analyses will be prepared by the Consultant Team and incorporated
into the IS/MND. The Consultant Team assumes that the
following technical analyses would be required:
• Air Quality
• Biological Resources
• Cultural Resources (Archaeological, Historical, Tribal) • Energy
• Greenhouse Gas Emissions
• Noise
Technical analyses for Air Quality, Energy, Greenhouse Gas Emissions, and Noise will be incorporated into the IS/MND (no standalone reports) with accompanying modeling
appendices. Technical analyses for Biological Resources and Cultural Resources will be provided in standalone
reports.
i. Air Quality
The Consultant Team will prepare an air quality analysis and incorporate it into the IS/MND (no standalone
report). The project is located within the South Coast
Air Basin (SCAB), which is under the jurisdiction of
the South Coast Air Quality Management District
(SCAQMD). Federal, State, Regional, and Local air
quality regulations will be discussed. The analysis
will describe and address the requirements set
forth by the SCAQMD CEQA Air Quality Handbook.

Short-term construction impacts will be qualitatively
discussed as the General Plan Amendments will not
directly result in construction activities. Operational (i.e., area, mobile, and energy source) emissions
will be quantified based on the Existing and
General Plan Amendments Buildout scenarios with
CalEEMod and compared to the SCAQMD regional
thresholds of significance. Emission reductions due
to project design features will be incorporated into
the operational emissions inventory. Primary sources
of emissions will be related to area sources and local/ regional vehicle miles traveled. Project consistency
with the 2022 Air Quality Management Plan (AQMP)
will also be addressed.
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The City of Glendale is located within the SCAQMD’s
Source Receptor Area (SRA) 7 (East San Fernando
Valley) and SRA 8 (West San Gabriel Valley). Based
on localized meteorological data for SRAs 7 and 8,
the Consultant Team will analyze localized impacts
based upon the SCAQMD’s Localized Significance
Thresholds (LST) methodology. In addition, as a result
of the California Supreme Court decision for Sierra
Club vs. County of Fresno (Friant Ranch L.P.), the
resultant human health impacts from the project’s
short-term construction and long-term operational
air emissions will be discussed.
ii. Biological Resources
The Consultant Team will prepare a Biological
Resources Assessment as a standalone report and
will incorporate the findings into the IS/MND. The
Consultant Team will conduct a high-level, primarily
desktop-based biological resources analysis of the
City to determine its baseline conditions and verify
existing data from the current General Plan Open
Space and Conservation Element and Recreation
Element. The Consultant Team will conduct a
database search of the California Department of Fish
and Wildlife’s (CDFW) California Natural Diversity
Database, the on-line California Native Plant Society’s (CNPS) Inventory of Rare and Endangered Plants
of California listings, and the on-line U.S. Fish and
Wildlife Service’s (USFWS) Information for Planning
and Consultation environmental review tool to
identify special-status biological resources known
to occur within the City. In addition, The Consultant
Team will review U.S. Department of Agriculture
soil data, historic/current aerial photographs, and
U.S. Geological Survey topographic maps to further
assess the ecological conditions within the project
site. The USFWS National Wetlands Inventory
(NWI) Mapper, U.S. Geological Survey National
Hydrography Dataset, and other sources will also be
reviewed to identify aquatic resources within the City
that may fall under federal and/or state regulatory
jurisdiction. The Consultant Team will also review the
description of the Los Angeles County-designated
Verdugo Mountains Significant Ecological Area (SEA)
to confirm the location of any existing biological
constraints and identify any requirements that would
be needed for the proposed project to be consistent
with the conservation goals and objectives of the
SEA.

Following the literature review, the Consultant
Team will visit strategic and accessible open space/
conservation/recreation areas within the City,
particularly portions of the Verdugo Mountains
accessible via public parks and trails at the Verdugo
Mountains Open Space Preserve, Verdugo Park, Brand
Park, Crescenta Valley Community Regional Park, and
undeveloped areas located within the far northern
boundaries of the City, at Deukmejian Wilderness
Park. Field reconnaissance will be conducted to
verify vegetation communities and land cover types
in areas that could not be verified to a certainty
through Google Earth aerial and Street View imagery
or other means. The location of any special-status
biological resources, if detected (i.e., plants, wildlife, vegetation communities, jurisdictional features),
will be recorded. The field reconnaissance will not
include any comprehensive documentation of plant
and wildlife species except as may be needed to
help characterize existing vegetation communities.

This field reconnaissance will provide a general
understanding of the biological resources occurring
within City boundaries and is expected to include up
to two (2) field days following the literature review.

The field reconnaissance survey does not include a
formal jurisdictional delineation or focused surveys
for plant or wildlife species.

A Biological Resources Assessment technical report
will be prepared to present results of the literature
review and field reconnaissance. This report will
update the applicable regulatory setting for the
City, will document vegetation communities/
habitat types occurring within City boundaries,
will note, on a general level, the special-status and
non-special-status plant and wildlife species that
have the potential to occur within the City, and will
identify the presence of major aquatic/hydrological
features (e.g., streams, lakes) that occur within City
boundaries, with a focus on those that are potentially
subject to the jurisdiction of the U.S. Army Corps of
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vi. Work Plan and Project Schedule

PROPOSED SCOPE OF WORK
Task 6: Environmental Review Preparation
Continued
Engineers, the Regional Water Quality Control Board,
and/or CDFW. The report will include photographs
and Geographic Information Systems (GIS) figures
to enhance written text and visually depict specific
biological information as it relates to the City. GIS
figures are anticipated to consist of aerial photographs that depict the General Plan and City boundaries;
USDA soils; vegetation communities and land uses;
aquatic features, and the boundaries of the SEA and
any other habitat conservation plan area, if present in the City. In addition, the report will analyze potential impacts of the proposed amendments to the Open
Space and Conservation Element and Recreation
Element to biological resources, and identify any
biological surveys, mitigation measures, regulatory
approvals, and/or SEA requirements that may be
needed in order to ensure the analysis of biological
resources is compliant with current standards under
the California Environmental Quality Act.
iii. Cultural Resources (Archaeological, Historical,
Tribal)
Cultural Resources Technical Report
The Consultant Team will prepare a Cultural
Resources Technical Report that will be incorporated
into the IS/MND. The City of Glendale possesses
47 parks, and at least three of these (Brand Park,
Casa Adobe de San Rafael & Park, and Catalina
Verdugo Adobe) are centered around one or more
historical buildings. Other parks, such as Deukmejian
Wilderness Park, are known or reasonably expected
to include additional historical or archaeological
resources. Additionally, the City owns and manages
over 5,000 acres of natural open space and over 30
miles of fire roads and 7.5 miles of single track trails.

Collectively, we anticipate this to be the project site.

As part of the cultural resources identification
study, the Consultant Team will complete a cultural
resources records search of each of the City parks and
mapped open spaces with a 1/10 mile search radius
at the South Central Coastal Information Center
(SCCIC); request a Sacred Lands File search from the
California Native American Heritage Commission;
review additional inventories including the Built
Environment Resources Directory and the City of
Glendale Register of Historic Resources; conduct

a literature, historic map and aerial photo review;
and conduct local historical society consultation.

Available descriptions of the parks and open spaces
will be reviewed to identify potential monuments
and other features of significance located therein.

The intent of this cultural resources identification
efforts is to identify historical resources, as defined in Section 15064.5(a) of the California Environmental
Quality Act, or potential tribal cultural resources,
either within the project site or that otherwise might
be impacted by the proposed project. It is assumed
no field visits will be conducted as part of the
inventory, but field studies may be recommended as
a result of this study.

The findings of the cultural resources identification
efforts will be summarized in a technical report
describing the project site, methods, and results of
the cultural resources identification efforts described above. The report will make recommendations or
mitigation measures, as applicable. Further studies
may be identified as part of these recommendations.

Appropriate documentation, such as DPR 523 series
forms, will be included as an appendix.

Resources List and Historic Resources Management
and Maintenance Plan
The data collected during the cultural resources
study will be used to create a Resources List. The
Resources List will identify all resources previously
evaluated and considered eligible for listing in
the National, State, or Local register. If necessary,
a secondary list will identify resources that are
potentially eligible but require additional study.

The Consultant Team will use the Resources List to
develop a programmatic-level Historic Resources
Management and Maintenance Plan. This plan will
provide a recommended management framework to
guide cultural resource protection efforts including
routine and cyclic basic preservation maintenance
treatments, and rehabilitation, restoration or
relocation of improvements on the Resource List.
90 CITY OF GLENDALE – AMENDMENT OF GLENDALE’S GENERAL PLAN - OPEN SPACE AND CONSERVATION ELEMENT AND RECREATION ELEMENT – REVISED PROPOSAL Exhibit 1
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AB 52/SB 18 Consultation Support
The Consultant Team will support the City with tribal
consultation efforts in support of Assembly Bill 52
(AB 52) and Senate Bill 18 (SB 18), if requested. The
Consultant Team will prepare letters to appropriate
Native American Tribes inviting them to participate
in AB 52 and SB 18 consultation with the City. The
consultation invitations for AB 52 and SB 18 will be
made in a single letter. The Consultant Team will
prepare suggested letter text, which will then be
sent under City letterhead. The Consultant Team will
email and mail the letters on behalf of the City and
maintain a log of mailings. However, the City must
lead any consultation that emerges as a result of
these invitations. The Consultant Team will attend
up to two (2) meetings with interested Tribes and
the City and support coordination efforts for these
meetings, including the drafting and review of
potential mitigation measures.
iv. Energy
The Consultant Team will prepare an Energy
analysis and incorporate it into the IS/MND (no
standalone report). The Consultant Team will
analyze the energy implications of the project
pursuant to Public Resources Code Section 21100(b)
(3) and Appendix G and Appendix F of the CEQA
Guidelines. These statutes and guidelines require
a project to describe, where relevant, the wasteful,
inefficient, and unnecessary consumption of
energy caused by a project. In addition, Appendix
G of the CEQA Guidelines requires a consistency
analysis with state or local plans for renewable
energy or energy efficiency. The analysis will analyze
energy consumption associated with short term
construction activities and long-term operations
using CalEEMod based on the project’s land use
data. The analysis will also discuss the effects of the project on regional and local energy supply, demand,
and resources, and the project’s consistency with
energy standards and requirements. Additionally,
the assessment of environmental impacts on energy
resources will include mitigation measures to reduce
inefficient and unnecessary consumption of energy,
if necessary.
v. Greenhouse Gas Emissions
The Consultant Team will prepare a Greenhouse Gas
(GHG) Emissions analysis and incorporate it into the
EIR (no standalone report). The Consultant Team
will review the land use data and will prepare an
inventory of the GHG emissions (i.e., nitrous oxide,
methane, and carbon dioxide) from both direct
(i.e., area and mobile sources) and indirect sources
(i.e., energy/water consumption and wastewater/
solid waste generation). CalEEMod will be used to
quantify GHG emissions. Short-term construction
impacts will be qualitatively discussed as the
General Plan Amendments will not directly result
in construction activities. Reductions from recently
adopted programs and regulations will be included,
such as improvements in fuel efficiency, state
building code energy efficiency, and water efficiency.

The analysis will also review project consistency with
the Southern California Association of Governments
2024–2050 Regional Transportation Plan/Sustainable
Communities Strategy (2020–2045 RTP/SCS; Connect
SoCal 2024) and the California Air Resources Board
2022 Climate Change Scoping Plan for the purpose
of reducing GHG emissions.
vi. Noise
The Consultant Team will prepare a Noise analysis and
incorporate it into the IS/MND (no standalone report).

The applicable noise and land use compatibility
criteria will be reviewed and noise standards
regulating noise impacts will be discussed for land
uses under Existing and General Plan Amendments
Buildout scenarios. A site visit will be conducted, and short-term noise level measurements will be taken.

The noise monitoring survey will be conducted to
establish baseline noise levels in the project area. This scope excludes long-term (24 hour) measurement.

Short term construction noise and vibration impacts
will be qualitatively discussed as the General Plan
Amendments will not directly result in construction
activities. For operations, the noise environment in the study area will be presented in terms of noise related
to transportation and stationary sources associated
with changes to the associated Element updates.

The stationary noise impacts will be discussed
qualitatively. Compliance with applicable noise
OLIN 91
Exhibit 1
89 of 472

vi. Work Plan and Project Schedule
Task 6: Task 6: Environmental Review
Preparation
Continued
Task 6.b. Deliverables:
• Draft Air Quality analysis (incorporated into the IS/ MND)
• Final Air Quality analysis (incorporated into the IS/ MND)
• Draft Biological Resources Assessment Technical
Report
• Final Biological Resources Assessment Technical
Report
• Draft Cultural Resources Technical Report
• Final Cultural Resources Assessment Technical
Report
• Draft AB 52/SB 18 Consultation Letters
• Final AB 52/SB 18 Consultation Letters
• Draft Energy analysis (incorporated into the IS/MND)
• Final Energy analysis (incorporated into the IS/MND)
• Draft GHG Emissions analysis (incorporated into the

IS/MND)
• Final GHG Emissions analysis (incorporated into the

IS/MND)
• Draft Noise analysis (incorporated into the IS/MND)
• Final Noise analysis (incorporated into the IS/MND)
Assumptions:
• This scope of work assumes that no new or
expanded recreational facilities that would induce
regional vehicle trips are identified during the
Park Needs Assessment; therefore, a Vehicles Miles
Travelled (VMT) study is not included for the CEQA
document.
• All Draft and Final analyses/reports will be submitted electronically; no hardcopies provided.
c. Administrative Draft Initial Study/Mitigated Negative Declaration
The Consultant Team will prepare an IS/MND in compliance with CEQA and the CEQA Guidelines (California Code of
Regulations Section 15000 et seq.), as amended. The IS/ MND will clearly describe existing conditions (i.e., baseline), regulatory guidelines (where applicable) and thresholds of significance and will incorporate the technical analyses described under Task 6.2, as well as address the other
issue areas contained in the CEQA Environmental
Checklist (CEQA Guidelines Appendix G). The IS/MND text will be supplemented with graphics and summary tables,
as necessary, to present this information in a manner that will clearly inform the public, responsible agencies, and the decision makers. The IS/MND will include, but not be limited to the following sections:

Introduction. The IS/MND will include an
introduction that provides and overview and
discusses the regulatory guidance, identifies the lead
agency, identifies the Project applicant (in this case, the City), describes the purpose for and organization
of the IS/MND, provides a summary of the findings,
and lists contact information for public comment.

Project Description. As noted above, the project
description prepared under a separate task will be
incorporated into the IS/MND.

Environmental Impact Evaluation. The Consultant
Team will complete the CEQA Environmental
Checklist (per Appendix G of the CEQA Guidelines)
with explanations and analyses for each response,
including “No Impact” responses. The level of analysis
and degree of impact will vary depending upon the
environmental topic. For each environmental issue,
the Consultant Team will describe existing conditions;
identify the significance criteria, methodology, and
approach; assess potential environmental impacts
and their significance; and recommend feasible
mitigation measures, if required. Other federal,
state, or local agencies with permit requirements
or other approval authority will be identified in the
Regulatory Framework section of each topic area in
the CEQA Checklist.

PROPOSED SCOPE OF WORK
92 CITY OF GLENDALE – AMENDMENT OF GLENDALE’S GENERAL PLAN - OPEN SPACE AND CONSERVATION ELEMENT AND RECREATION ELEMENT – REVISED PROPOSAL Exhibit 1
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Mitigation Measures. The Consultant Team will
present feasible mitigation measures, including any
necessary monitoring activities, to reduce potentially
significant impacts to less than significant levels.

Determination – Recommended Environmental
Documentation. Based on the environmental
analysis, the Consultant Team will determine which
level of CEQA documentation is appropriate for the
proposed project. It is anticipated that an IS/MND will be the appropriate level of documentation. However,
in the event that a different level of documentation
is determined to be required, the Consultant
Team’s scope of work and budget will require an
amendment.

Preparation and Coordination/Consultation. The
Consultant Team will include a listing of persons who
prepared the IS/MND and those who were consulted
during the preparation of the document.

References. The Consultant Team will include
footnote references throughout the IS/MND, as
well as a references section that lists all sources of
information used in the preparation of the IS/MND.

Upon completion, the Consultant Team will conduct an
internal quality assurance review to ensure the document meets CEQA requirements and is well written. The
Consultant Team will submit the 1st Administrative Draft IS/MND for review to City staff. Upon receipt of comments, the Consultant Team will incorporate edits and produce
the 2nd Administrative Draft IS/MND, which will be
submitted to City staff for review. The Consultant Team will incorporate comments from the review of the 2nd
Administrative Draft IS/MND.

Task 6.c. Deliverables:
• 1st Administrative Draft IS/MND (electronic)
• 2nd Administrative Draft IS/MND (electronic)
d. Distribute Notice of Intent and Public Review Draft IS/MND
Upon receipt of comments from the City on the 2nd
Administrative Draft IS/MND, the Consultant Team will
prepare an electronic Screencheck Draft IS/MND for
review and approval by City staff prior to finalizing for public review. A Notice of Intent (NOI) will be prepared and provided for review and will be finalized upon receipt of City comments. The Consultant Team will work with
City staff to develop the agency/stakeholder distribution mailing list for the NOI, which will be circulated for a 30-day public review period. Given the nature of the
project, it is assumed that a radius mailing to owners and occupants will not be required. The Consultant Team will submit the NOI and IS/MND to the State Clearinghouse
and appropriate review agencies per a list compiled
by the City and the Consultant Team, will file the NOI
with the County Clerk, and place the notice in a local
newspaper and pay the associated fees. In addition, the NOI and IS/MND will be submitted in PDF format so that
they may be placed on the City’s website. It is assumed the City will distribute the NOI to a radius mailing list of owners/occupants. The Consultant Team will print and
distribute the NOI up to 3 hardcopies of the Draft IS/MND for local repositories for public viewing (no appendices).

The Consultant Team will submit the IS/MND and NOI
electronically (through the CEQA Portal) to the State
Clearinghouse along with the Notice of Completion (NOC) form. Due to State Clearinghouse posting requirements,
the PDF documents of the IS/MND, NOI, and NOC will
be formatted for WCAG and accessibility compliance,
including flattening documents and making them text
recognizable.

Pursuant to CEQA Guidelines 15202, a public meeting is
not required during the IS/MND process. Nonetheless,
the Consultant Team assumes that the City will hold a
public meeting to solicit agency and public comments.

During the 30-day public review period, the Consultant
Team assumes attendance at a public meeting to receive
comments from the public on the Draft IS/MND. This
scope assumes that a virtual public meeting will be
conducted.

OLIN 93
Exhibit 1
91 of 472

vi. Work Plan and Project Schedule

PROPOSED SCOPE OF WORK
Task 6: Task 6: Environmental Review
Preparation
Continued
The Consultant Team will coordinate with the City to plan and moderate the meeting. All meeting planning will be
documented in a simple logistics plan that will serve as a roadmap to executing the meeting, and will outline
the agenda/timing, speakers, meeting materials, roles
and responsibilities, etc. Our work plan assumes meeting attendance by two (2) Consultant Team members. The
Consultant Team will assist the City with developing the presentation slides and preparing a written summary
of the environmental issues raised by the public at the public meeting. No language interpreter or court reporter is included in this scope of work.

Task 6.d. Deliverables:
• Screencheck Draft IS/MND (electronic)
• Public Review Draft IS/MND (electronic)
• Agency/Stakeholder mailing list (electronic)
• NOI (electronic)
• Publish NOI in local newspaper
• Distribute NOI to agency/stakeholder mailing list (50 hardcopies)
• Distribute NOI, NOC, and Draft IS/MND to State
Clearinghouse (electronic)
• Distribute NOI and Draft IS/MND to local repositories (3 hardcopies)
• NOI filing at County Clerk
• Public meeting PowerPoint presentation (electronic)
• Public Meeting Logistics Plan (electronic)
e. Final Initial Study/Mitigated Negative Declaration
Following the close of the 30-day public review period, the Consultant Team will consolidate all the comments
received during the Draft IS/MND public review period
and prepare a written response to each substantive
comment received (i.e., those raising significant
environmental issues). The level of detail contained in the response will reflect the level of detail provided in the comments, so that general responses will be prepared
when a comment does not contain or specifically refer
to readily available information or does not explain the relevance of evidence submitted with the comment.

Up to ten (10) substantive comments are assumed, and
no new analysis will be required as the result of public comments. Comments received are assumed to be non-
repeating discrete comments, and the level of effort
assumes that the responses will address comments to
correct information, clarify or elaborate upon analyses and the rationale for the significance conclusions and/or mitigation measures. A change to the scope, budget, and schedule may be necessary if there are more comments
than specified or require additional research beyond
clarification, such as lengthy attorney/union comment
letters; new analyses that involves additional field work, modeling or consultations; or the discussion and/or
analysis of new alternatives.

The Administrative Final IS/MND will be prepared
consistent with the City’s process and format requirements.

It is assumed that the Administrative Final IS/MND will include: an introductory chapter, enumerated list of all persons, organizations, and public agencies commenting
on the Draft IS/MND, copies of all written comments
received on the Draft IS/MND; responses to significant
environmental issues raised in the review process; and
revisions in errata format (underline/strikethrough) to the full Draft IS/MND based on the responses. As part of the Final IS/MND, the Consultant Team will also prepare the Mitigation Monitoring and Reporting Plan (MMRP) in
accordance with Section 15097 of the CEQA Guidelines
based on the mitigation measures put forth in the IS/
MND.

The Consultant Team will submit the 1st Administrative
94 CITY OF GLENDALE – AMENDMENT OF GLENDALE’S GENERAL PLAN - OPEN SPACE AND CONSERVATION ELEMENT AND RECREATION ELEMENT – REVISED PROPOSAL Exhibit 1
92 of 472

Draft Final IS/MND for review to the City. Upon receipt of comments, the Consultant Team will incorporate edits
and produce the 2nd Administrative Final IS/MND, which
will be submitted to City staff for review. The Consultant Team will meet with City staff as necessary, to review the comments on the 1st and 2nd Drafts of the Administrative Final IS/MND. The Consultant Team will incorporate
comments from the review of the Administrative Final
IS/MND and prepare the Screencheck Final IS/MND for
review and approval by the City prior to finalizing the Final IS/MND. It is assumed that the Consultant Team
will distribute the Final IS/MND to public agencies
commenting on the Draft IS/MND. The Consultant Team
will work with the City to draft a letter to those individuals commenting on the Draft IS/MND to inform them that
the Final IS/MND is available for review and where copies can be viewed.

Upon approval of the project and adoption of the IS/
MND by the City, the Consultant Team will prepare a
Notice of Determination (NOD) to be signed by the City.

The Consultant Team will file the signed NOD and NOC
electronically with the State Clearinghouse (through the online CEQA portal) within five days of approval of the project. The Consultant Team will also file the NOD with the County Clerk (County Clerk NOD filing fee for an MND is $2,991.75 for the year 2024 and increases annually so $3,300 is assumed for year 2026). The Consultant Team
will provide the City with a clean copy of the Final IS/ MND, including the responses to comments and errata
that documents changes to the Draft IS/MND, and the
Mitigation Monitoring and Reporting Program.

Task 6.e. Deliverables:
• 1st Administrative Final IS/MND (electronic)
• 2nd Administrative Final IS/MND (electronic)
• Screencheck Final IS/MND (electronic)
• Distribute Final IS/MND (electronic)
• Draft Notice to Commenters (electronic)
• NOD (electronic)
• File NOD and NOC with State Clearinghouse
(electronic)
• NOD filing at County Clerk
• Clean version of the Final IS/MND and MMRP
(electronic)
EVALUATION TOOL CREATED FOR OLIN’S FORT COLLINS PARKS
AND RECREATION PLAN. PARKS AND RECREATION FACILITIES NEED

TO BE EVALUATED PERIODICALLY TO DETERMINE IF THEY ARE
MEETING COMMUNITY NEEDS.

OLIN 95
Exhibit 1
93 of 472

vi. Work Plan and Project Schedule
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep Oct Nov Dec Jan TASK 1: Project Initiation +
Project Management PROJECT DURATION
Project Kick-off Meeting
Goal and Content Framing
Project Kick-off Meeting
with Steering Committee
Project Status Meetings
(16)
City Council Updates (3)
PRCS Commission Updates
(4)
City Dept./Rep Meetings +
Interviews (6)
Agency Coordination
(SCE, LA County, Planning
Commission, etc.) (5)
Task 2: Community
Outreach + Engagement PROJECT DURATION
In Person Community
Meetings (6)
Stakeholder/Focus Group
Meetings, Virtual (5)
Community Pop-ups, In-
Person (5)
Task 3: Existing Conditions
Analysis
12 WEEKS +
4 WEEKS REVIEW
REVIEW
Conceptual Design Meetings
(Project Working Group) (2)
Task 4: Research + Analysis 22 WEEKS + 4 WEEKS REVIEW REVIEW Task 5: Prep + Adoption
of Amendments to the
Elements
20 WEEKS +

REVIEW AND

CEQA PERIOD

REVIEW ENVIRONMENTAL REVIEW PERIOD
Task 6: Environmental
Review Preparation 18 MONTHS
30-Day Public Comment
Period & Scoping Meeting
45-Day Public Comment
Period & Public Meeting
Environmental Coordination
and Meetings REVIEW PUBLIC REVIEW PERIOD
20262025
96 CITY OF GLENDALE – AMENDMENT OF GLENDALE’S GENERAL PLAN - OPEN SPACE AND CONSERVATION ELEMENT AND RECREATION ELEMENT – REVISED PROPOSAL Exhibit 1
94 of 472

vi. Work Plan and Project Schedule
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep Oct Nov Dec Jan TASK 1: Project Initiation +
Project Management PROJECT DURATION
Project Kick-off Meeting
Goal and Content Framing
Project Kick-off Meeting
with Steering Committee
Project Status Meetings
(16)
City Council Updates (3)
PRCS Commission Updates
(4)
City Dept./Rep Meetings +
Interviews (6)
Agency Coordination
(SCE, LA County, Planning
Commission, etc.) (5)
Task 2: Community
Outreach + Engagement PROJECT DURATION
In Person Community
Meetings (6)
Stakeholder/Focus Group
Meetings, Virtual (5)
Community Pop-ups, In-
Person (5)
Task 3: Existing Conditions
Analysis
12 WEEKS +
4 WEEKS REVIEW
REVIEW
Conceptual Design Meetings
(Project Working Group) (2)
Task 4: Research + Analysis 22 WEEKS + 4 WEEKS REVIEW REVIEW Task 5: Prep + Adoption
of Amendments to the
Elements
20 WEEKS +

REVIEW AND

CEQA PERIOD

REVIEW ENVIRONMENTAL REVIEW PERIOD
Task 6: Environmental
Review Preparation 18 MONTHS
30-Day Public Comment
Period & Scoping Meeting
45-Day Public Comment
Period & Public Meeting
Environmental Coordination
and Meetings

REVIEW PUBLIC REVIEW PERIOD
2027
Meetings or
Engagement Events
KEY
OLIN 97
Exhibit 1
95 of 472

Exhibit #2
City of Glendale

DISCLOSURE - CAMPAIGN FINANCE ORDINANCE
The City Council adopted Ordinance No. 5744, “Campaign Finance Ordinance,” which became effective on September 9, 2011, and subsequently amended it with Ordinance No. 5768, which became effective on March 15, 2012 and Ordinance No. 5885, which became effective on November 3, 2016 (“the Ordinance”). The Ordinance prohibits: (1) A contractor* (including a subcontractor**)― who has a contract with the City of Glendale (“City”), the Successor Agency (“SA”), or the Housing Authority of the City of Glendale (“HA”) and that contract is subject to approval by the City Council, SA, or HA― from making a contribution to a City Council member, SA member, HA member, City Clerk, or City Treasurer; and (2) Council members, SA members, and HA members from voting on matters concerning a contract with a person who has provided a campaign contribution.

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

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

A contractor must provide the information listed below when:
• The City Contract is subject to City Council approval; or A subcontractor must provide the information listed below when:
• The subcontract through a City Contract has a total anticipated or actual value of $25,000 or more; or
• A combination or series of City Contracts totaling $50,000 or more is subject • A combination or series of subcontracts, for the same or different projects, to Council approval. have an aggregate value of $25,000 or more.

Information that must be disclosed: ● Name of the person, entity, or organization (i.e., the Contractor or Subcontractor) ● Name of the Chief Executive Officer/President
● Chief Operating Officer
● Chief Financial Officer
● Chairperson
● All members of the Board of Directors
● All persons who own more than 10% of the person, entity, or organization ● Name of any campaign committee owned or controlled by the person, entity, or organization Please complete the following disclosure form:

Contractor(s)*:

Name Address
Full Name Title Business Address City State Zip
1617 John F Kennedy Blvd, Suite
1900N/A Chairperson Philadelphia PA 19103
1617 John F Kennedy Blvd, Suite
1900
1617 John F Kennedy Blvd, Suite
1900
1617 John F Kennedy Blvd, Suite
1900
1617 John F Kennedy Blvd, Suite
1900
Lucinda R. Sanders
Tiffany Beamer
Steven Dubin
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Philadelphia
Philadelphia
Philadelphia
Philadelphia
PA
PA
PA
PA
19103
19103
19103
19103Lucinda R. Sanders,
Susan K. Weiler, Board of Directors
96 of 472

Earl H. (Skip) Graffam,
Harriet T. Boyce,
Richard S. Roark,
Tiffany J. Beamer,
Steven Dubin
Lucinda R. Sanders,
Susan K. Weiler,
Earl H. (Skip) Graffam,
Richard S. Roark
1617 John F Kennedy Blvd, Suite
1900More than 10% interest owner Philadelphia PA 19103
* “Contractor” is the person, entity, or organization that is the party, or prospective party, to the contract with the City, SA, or HA or any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address.

Subcontractor(s)**:

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

Campaign Committee owned or controlled by:

Title Business Address City State Zip

CERTIFICATION
On behalf of the above-named Contractor Subcontractor:
• I acknowledge that I have a continuing obligation to update this disclosure form if I substitute― or if I select additional― architects, design professionals, contractors, or subcontractors within ten (10) days of the selection or change; and Rev. 11/8/17
97 of 472

• I hereby certify that:
.
.
.

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

In total, this disclosure form (including attachments) is 3 pages. , at:Executed on: April 8th , 20 25 Los Angeles , California.

Signature: Print Full Name: Jessica M. Henson
Address: 5900 Wilshire Boulevard, Suite 2375, Los Angeles, CA 90036 Phone Number: 323-387-3598 E-mail Address: [email protected] 98 of 472

City of Glendale

DISCLOSURE - CAMPAIGN FINANCE ORDINANCE
The City Council adopted Ordinance No. 5744, “Campaign Finance Ordinance,” which became effective on September 9, 2011, and subsequently amended it with Ordinance No. 5768, which became effective on March 15, 2012 and Ordinance No. 5885, which became effective on November 3, 2016 (“the Ordinance”). The Ordinance prohibits: (1) A contractor* (including a subcontractor**)― who has a contract with the City of Glendale (“City”), the Successor Agency (“SA”), or the Housing Authority of the City of Glendale (“HA”) and that contract is subject to approval by the City Council, SA, or HA― from making a contribution to a City Council member, SA member, HA member, City Clerk, or City Treasurer; and (2) Council members, SA members, and HA members from voting on matters concerning a contract with a person who has provided a campaign contribution.

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

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

A contractor must provide the information listed below when:
• The City Contract is subject to City Council approval; or A subcontractor must provide the information listed below when:
• The subcontract through a City Contract has a total anticipated or actual value of $25,000 or more; or
• A combination or series of City Contracts totaling $50,000 or more is subject • A combination or series of subcontracts, for the same or different projects, to Council approval. have an aggregate value of $25,000 or more.

Information that must be disclosed: ● Name of the person, entity, or organization (i.e., the Contractor or Subcontractor) ● Name of the Chief Executive Officer/President
● Chief Operating Officer
● Chief Financial Officer
● Chairperson
● All members of the Board of Directors
● All persons who own more than 10% of the person, entity, or organization ● Name of any campaign committee owned or controlled by the person, entity, or organization Please complete the following disclosure form:

Contractor(s)*:

Name Address
CityFull Name Title Business Address State Zip
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors
More than 10% interest owner
* “Contractor” is the person, entity, or organization that is the party, or prospective party, to the contract with the City, SA, or HA or any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address. 99 of 472

Subcontractor(s)**:

Name Address
Michael Baker International, Inc.

Full Name
Thomas J. Campbell
Magdy M. Hagag
James Koch
3760 Kilroy Airport Way Suite 270, Long Beach, CA 90806 Title
Chairperson
Business Address
100 Airside Drive
City
Moon Township
State
PA
Zip
15105
08619
22304
15105
Chief Executive Officer / President 300 American Metro Blvd., Suite 154 Hamilton NJ Chief Operating Officer
Chief Financial Officer
Board of Directors
3601 Eisenhower Ave., Suite 600
100 Airside Drive
Alexandria
Moon Township
VA
PAStephanine Long
See attachment
More than 10% interest owner
** “Subcontractor” is the person, entity, or organization that has entered into a contract for the performance of all or a portion of the work undertaken under an agreement with an architect, design professional, engineer, or general or prime contract, usually by a general or prime contractor. Subcontractor includes any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address.

Campaign Committee owned or controlled by:

Title Business Address City State Zip

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

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

In total, this disclosure form (including attachments) is 3 pages. , at:Executed on: April 7
Signature:
, 20 25 Long Beach , California
Print Full Name: Fareeha Kibriya
Address: 3760 Kilroy Airport Way, Suite 270, Long Beach, CA 90806 Phone Number: 213-372-1012 E-mail Address: [email protected] Rev. 11/8/17
100 of 472

Michael Baker Internaꢀonal – Board of Directors
Full Name
Thomas J. Campbell Chairman
Title Business Address
100 Airside Drive
300 American Metro Boulevard, Suite 154 Hamilton
100 Airside Drive
City
Moon Township
State
PA
NJ
Zip
15105
08619
15105
15105
22304
15105
55402
15219
15219
60606
23452
15219
29201
15105
15219
15105
27518
06067
27518
15219
07102
27518
15105
15219
10122
15219
15219
15219
27518
15219
92707
27409
15219
15105
15219
15105
Magdy M. Hagag
Dennis Berlien
Daniel Kieny
James Koch
Stephanie Long
Brian May
Eric Ostfeld
John M. Tedder
Kenton Zinn
Chief Executive Officer & President
Executive Vice President & President, Sustainable and Resilient Solutions Executive Vice President & President, Consulting and Technology Solutions Executive Vice President & Chief Operating Officer
Executive Vice President & Chief Financial Officer
Executive Vice President & President, Federal Programs and Services Executive Vice President & President, Design Build
Executive Vice President & Chief Legal Officer & Secretary Executive Vice President & President, Infrastructure
Senior Vice President & Regional Market Lead – Federal Markets Senior Vice President & CFO and Director, Federal Operations Senior Vice President & Regional Director
Senior Vice President & National Practice Lead/Construction Management Vice President & VP Human Resources
Vice President & VP, SSC & Treasurer
Vice President & Director, Business Systems & Analytics Vice President & Office Executive
Vice President & Office Executive
Moon Township
Moon Township
Alexandria
Moon Township
Minneapolis
Pittsburg
Pittsburg
Chicago
Virginia Beach
Pittsburg
Columbia
Moon Township
Pittsburg
Moon Township
Cary
Rocky Hill
Cary
Pittsburg
Newark
Cary
Moon Township
Pittsburg
New York
Pittsburg
PA
PA
VA
PA
MN
PA
PA
IL
VA
PA
SC
PA
PA
PA
NC
CT
NC
PA
NJ
NC
PA
PA
NY
PA
PA
PA
NC
PA
CA
NC
PA
PA
PA
PA
100 Airside Drive
3601 Eisenhower Avenue, Suite 600
100 Airside Drive
120 South Sixth Street, Suite 1710
500 Grant Street, Suite 5400
500 Grant Street, Suite 5400
200 West Adams Street, Suite 100
272 Bendix Road, Suite 400
500 Grant Street, Suite 5400
700 Huger Street
Beth Drylie
Lori Stump
John Walsh
Thomas Zagorski
Robert Balanti
Jill Bell
David Dawson
Scott Delesdernier
Dwain. Hathaway
Stephen Kiefer
David Liebgold
Timothy Little
100 Airside Drive
500 Grant Street, Suite 5400
100 Airside Drive
8000 Regency Parkway, Suite 600
500 Enterprise Drive, Suite 2B
8000 Regency Parkway, Suite 600
500 Grant Street, Suite 5400
One Gateway Center, Suite 1601
8000 Regency Parkway, Suite 600
100 Airside Drive
500 Grant Street, Suite 5400
225 West 34th Street, Suite 1304
500 Grant Street, Suite 5400
500 Grant Street, Suite 5400
500 Grant Street, Suite 5400
8000 Regency Parkway, Suite 600
500 Grant Street, Suite 5400
5 Hutton Centre, Suite 500
200 Centerport Drive, Suite 350
500 Grant Street, Suite 5400
100 Airside Drive
Vice President & Assistant General Counsel
Vice President & Office Executive
Vice President & Operations Manager – Infrastructure
Stephen McGaughey Vice President & Controller (Corporate) & Assistant Treasurer Brian Peiritsch
Sarat Peyyeti
Curtis Schaffner
Raymond Shrift
Katherine Wrenshall
Todd Buckner
Craig Duppstadt
Sarmad Farjo
Chadwick Huffines
Jane Lehman
Gregory Smay
Denise McNamara
Terri A. Vojnovich
Vice President & VP Corporate Communications
Vice President & Program Director
Vice President & Assistant General Counsel
Vice President & Director, Contracts and Procurement & Assistant Secretary Vice President & Assistant General Counsel
Associate Vice President & Department Manager – Roadway Associate Vice President & Director Federal Contracts
Associate Vice President & Department Manager - Transportation Associate Vice President & Office Executive
Associate Vice President & Senior Counsel
Associate Vice President & Director of Tax
Assistant Secretary
Pittsburg
Pittsburg
Cary
Pittsburg
Santa Ana
Greensboro
Pittsburg
Moon Township
Pittsburg500 Grant Street, Suite 5400
100 Airside DriveAssistant Secretary Moon Township
101 of 472

City of Glendale

DISCLOSURE - CAMPAIGN FINANCE ORDINANCE
The City Council adopted Ordinance No. 5744, “Campaign Finance Ordinance,” which became effective on September 9, 2011, and subsequently amended it with Ordinance No. 5768, which became effective on March 15, 2012 and Ordinance No. 5885, which became effective on November 3, 2016 (“the Ordinance”). The Ordinance prohibits: (1) A contractor* (including a subcontractor**)― who has a contract with the City of Glendale (“City”), the Successor Agency (“SA”), or the Housing Authority of the City of Glendale (“HA”) and that contract is subject to approval by the City Council, SA, or HA― from making a contribution to a City Council member, SA member, HA member, City Clerk, or City Treasurer; and (2) Council members, SA members, and HA members from voting on matters concerning a contract with a person who has provided a campaign contribution.

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

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

A contractor must provide the information listed below when:
• The City Contract is subject to City Council approval; or A subcontractor must provide the information listed below when:
• The subcontract through a City Contract has a total anticipated or actual value of $25,000 or more; or
• A combination or series of City Contracts totaling $50,000 or more is subject • A combination or series of subcontracts, for the same or different projects, to Council approval. have an aggregate value of $25,000 or more.

Information that must be disclosed: ● Name of the person, entity, or organization (i.e., the Contractor or Subcontractor) ● Name of the Chief Executive Officer/President
● Chief Operating Officer
● Chief Financial Officer
● Chairperson
● All members of the Board of Directors
● All persons who own more than 10% of the person, entity, or organization ● Name of any campaign committee owned or controlled by the person, entity, or organization Please complete the following disclosure form:

Contractor(s)*:

Name Address
CityFull Name Title Business Address State Zip
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors
More than 10% interest owner
* “Contractor” is the person, entity, or organization that is the party, or prospective party, to the contract with the City, SA, or HA or any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address. 102 of 472

Subcontractor(s)**:

Name Address
The Robert Group
Full Name
1370 N St. Andrews Pl Los Angeles, CA 90028
Title Business Address City State Zip
Chairperson
Christine M Robert Chief Executive Officer / President 1370 N. St. Andrews Pl Chief Operating Officer
Los Angeles CA 90028
Chief Financial Officer
Board of Directors
More than 10% interest owner
** “Subcontractor” is the person, entity, or organization that has entered into a contract for the performance of all or a portion of the work undertaken under an agreement with an architect, design professional, engineer, or general or prime contract, usually by a general or prime contractor. Subcontractor includes any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address.

Campaign Committee owned or controlled by:

Title Business Address City State Zip

CERTIFICATION
On behalf of the above-named Contractor Subcontractor:
• I acknowledge that I have a continuing obligation to update this disclosure form if I substitute― or if I select additional― architects, design professionals, contractors, or subcontractors within ten (10) days of the selection or change; and • I hereby certify that:
▪
▪
▪
I have identified all persons for which the Ordinance requires disclosure; The information in this disclosure form (and any attachment to this form) is true, accurate, correct, and complete; and I have been legally authorized to submit this disclosure form.

In total, this disclosure form (including attachments) is 2 pages. , at:Executed on:

Signature:

Address:

April 8 , 20 25 Los Angeles
Print Full Name:
, California.

Isaiah Ford
1370 N St. Andrews Pl Los Angeles, CA 90028
Phone Number: 213.716.6146 E-mail Address: [email protected] Rev. 11/8/17
103 of 472

104 of 472

··•Subcontractor(s)**:
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PROS Consultinq INC 35 Whittinqton Drive, Suite 300, Brownsburn IN 46112 /.ꢀꢁlf(ꢂ'ꢃꢄꢅ; : ii i :..: : ;: .; . : ꢘꢙꢚꢛꢜꢝ�ꢞꢟꢠꢡꢢꢣꢤꢥꢦꢧꢨꢩꢪꢫꢬꢭꢮꢯꢰꢱꢲ£ꢳꢴ1ꢵꢶꢷꢸꢹꢺ td: �···•· ,ꢻ,. •• ·:. <ꢼ$ꢽꢾꢿꣀ :, �i. . ....ꢀ•ꢁ.:;{i'ꢂꢃꢄ/ꢅꢆꢇꢈꢉꢊꢋi :;
Leon Younger i' Cha꣔꣐pꣁr꣦꣋ꣅ
•·.; :
35 W꣆꣇꣉t꣇ng꣉on Dr꣇ve, Su꣇꣉e 300 Brownsburg IN 46112
Leon Younger Ch꣔ꣁf Exꣁ꣎uꣃivꣁ Off꣰꣎ꣁr I Prꣁ꣦i꣖ꣁꣅꣃ 35 W꣆꣇꣉t꣇ng꣉on Dr꣇ve, Su꣇꣉e 300 Brownsburg 46112INKa꣉꣆er꣇ne Younger Ch꣩ꣁf Opꣁꣂꣃ꣄ꣅQ Off꣩꣎ꣁr 35 W꣆꣇tt꣇ng꣉on Dr꣇ve, Su꣇꣉e 300 Brownsburg 46112IN IN
IN
IN
Ka꣉꣆er꣇ne Younger Ch꣩ꣁf F꣰꣒a꣒꣊ial Offi꣊ꣁr 35 W꣆꣇tt꣇ng꣉on Dr꣇ve, Su꣇꣉e 300 Brownsburg 46112 Leon & Ka꣉꣆er꣇ne Younger B꣋ar꣖ ꣋f Dirꣁ꣊t꣋r꣦ 35 W꣆꣇꣈꣇ng꣉on Dr꣇ve, Su꣇꣉e 300 Brownsburg 46112 Leon & Ka꣉꣆er꣇ne Younger M꣋rꣁ ꣃhaꣅ 10% ꣔nꣃꣁ꣐ꣁ꣦꣢ ꣋꣮ꣅꣁr 35 W꣆꣇tt꣇ng꣉on Dr꣇ve, Su꣇꣉e 300 Brownsburg 46112 ** "꣟ub꣎꣋꣒ꣃra꣎ꣃ꣋r" ꣰꣦ ꣃhꣁ pꣁr꣦꣋ꣅ, ꣁꣅꣃ꣩꣢y, ꣋r ꣋r꣙aꣅizaꣃ꣄꣋ꣅ ꣃ꣯aꣃ ha꣦ ꣁꣅꣃꣁrꣁ꣖ ꣩nt꣋ a ꣊꣋ꣅ꣌꣍꣎꣌ f꣋꣐ ꣃhꣁ pꣁ꣏꣋꣐꣑a꣒꣊ꣁ ꣋f all ꣋r a p꣋꣓꣔꣋ꣅ ꣋f thꣁ w꣋rk ꣕꣒꣖ꣁ꣗akꣁ꣘ u꣒꣖ꣁr aꣅ a꣙rꣁꣁmꣁ꣒ꣃ ꣮꣔ꣃh aꣅ ar꣊h꣔ꣃꣁ꣊ꣃ, ꣖ꣁ꣦꣩꣛ꣅ ꣣꣐꣋fꣁ꣦꣦꣔꣋ꣅa꣚, ꣁ꣒꣙iꣅꣁꣁr, ꣋r ꣙ꣁꣅꣁ꣍꣚ ꣋r pr꣔꣞ꣁ ꣎꣋ꣅꣃ꣐a꣎ꣃ, u꣦ua꣚꣚y by a ꣛ꣁꣅꣁ꣍꣜ ꣋r p꣝꣞ꣁ ꣊꣋꣒tra꣊ꣃ꣋r. ꣟꣠꣡꣎꣋ꣅ꣢꣍꣊꣢꣋꣐ in꣎ludꣁ꣦ aꣅy mꣁmbꣁr ꣋f ꣃhaꣃ ꣣ꣁ꣤꣋꣘꣥꣦꣧ ꣁꣅꣃ꣩ꣃy'꣦, ꣋r ꣋r꣙aꣅ꣰zaꣃi꣋꣒꣥꣦ B꣋ar꣖ ꣋f ꣨꣩꣐ꣁ꣎ꣃ꣋꣪꣫ iꣃ꣦ Chairpꣁr꣦꣋ꣅ, C꣯iꣁf Exꣁ꣊꣕t꣔vꣁ Off꣰꣊ꣁr, Ch꣔ꣁf F꣰ꣅaꣅ꣊꣩al Offi꣎ꣁr, Chiꣁf O꣣ꣁ꣬ꣃ꣭ꣅ꣙ Offi꣎ꣁr, any ꣣ꣁr꣦꣋꣒ ꣮iꣃh an ꣋꣮ꣅꣁ꣤꣯꣰꣣ ꣰ꣅtꣁrꣁ꣦ꣃ ꣋f ꣞꣋rꣁ ꣃhaꣅ ꣃꣁꣅ pꣁr꣊ꣁꣅꣃ (10%) i꣒ ꣃhaꣃ pꣁr꣦꣋ꣅ, ꣁnꣃiꣃy, ꣋r ꣋r꣙aꣅizaꣃi꣋ꣅ, aꣅ꣖ aꣅy ꣊a꣞pa꣔꣙ꣅ ꣎꣋꣞꣞iꣃtꣁꣁ ꣃhaꣃ i꣦ ꣋꣮nꣁ꣖ ꣋r ꣊꣋꣒ꣃr꣋llꣁ꣖ by ꣃha꣢ pꣁ꣤꣋꣒꣱ ꣁꣅꣃiꣃy, ꣋r ꣋r꣙aꣅ꣰zaꣃ꣰꣋ꣅ. Ab꣋vꣁ plꣁa꣦ꣁ ꣖i꣦꣎l꣋꣦ꣁ ꣃhꣁ꣦ꣁ pꣁr꣦꣋꣒꣦' na꣞ꣁ aꣅ꣖ b꣕꣦iꣅꣁ꣦꣦ a꣖꣖ꣲ꣦꣦ꣳ Campa꣇gn Commit꣉ee owned or con꣉rolled by: --��/A�------------------- ￿ r￿￿
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CERTIFICATION
On be꣆alf of ꣉꣆e above-named □Con꣉rac꣉or x□Subcon꣉rac꣉or:
• I acknowledge ꣉꣆a꣉ I ꣆ave a con꣉꣇nu꣇ng obl꣇ga꣉꣇on ꣉o upda꣉e ꣉꣆꣇s d꣇sclosure form ꣇f I subs꣉꣇꣉u꣉e- or ꣇f I selec꣉ addi꣉ional- arc꣆꣇꣉ec꣉s, design profess꣇onals, con꣉rac꣉ors, or subcon꣉rac꣉ors w꣇꣉꣆in ꣉en (10) days of ꣉꣆e select꣇on or c꣆ange; and • I ꣆ereby certify ꣉꣆a꣉:
■
■
■
I ꣆ave ꣇den꣉꣇fied all persons for w꣆ic꣆ ꣉꣆e Ord꣇nance requ꣇res d꣇sclosure; T꣆e ꣇nforma꣉ion in ꣉꣆is disclosure form (and any a꣉tac꣆men꣉ ꣉o ꣉꣆is form) is ꣉rue, accurate, correc꣉, and comple꣉e; and I ꣆ave been legally au꣉꣆or꣇zed ꣉o subm꣇꣉ ꣉꣆꣇s d꣇sclosure form.

In ꣉o꣉al, ꣉꣆꣇s d꣇sclosure form (꣇nclud꣇ng a꣉tac꣆men꣉s) is _3_ pages.

Execu꣉ed on: April 6 , 20 25 , a꣉: Brownsburg, IN
Pr꣇n꣉ Full Name:

California.

S꣇gna꣉ure:
,
L�&
1￿h￿Yl A, Ka꣉꣆er꣇ne Younger
Address: 35 W꣆꣇꣉t꣇ng꣉on Drive, Sui꣉e 300 Brownsburg, IN 46112 Rev. 11/8/17
105 of 472

Phone Number: 317-840-2020 E-mail Address: [email protected] 106 of 472

City of Glendale

DISCLOSURE - CAMPAIGN FINANCE ORDINANCE
The City Council adopted Ordinance No. 5744, “Campaign Finance Ordinance,” which became effective on September 9, 2011, and subsequently amended it with Ordinance No. 5768, which became effective on March 15, 2012 and Ordinance No. 5885, which became effective on November 3, 2016 (“the Ordinance”). The Ordinance prohibits: (1) A contractor* (including a subcontractor**)― who has a contract with the City of Glendale (“City”), the Successor Agency (“SA”), or the Housing Authority of the City of Glendale (“HA”) and that contract is subject to approval by the City Council, SA, or HA― from making a contribution to a City Council member, SA member, HA member, City Clerk, or City Treasurer; and (2) Council members, SA members, and HA members from voting on matters concerning a contract with a person who has provided a campaign contribution.

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

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

A contractor must provide the information listed below when:
• The City Contract is subject to City Council approval; or A subcontractor must provide the information listed below when:
• The subcontract through a City Contract has a total anticipated or actual value of $25,000 or more; or
• A combination or series of City Contracts totaling $50,000 or more is subject • A combination or series of subcontracts, for the same or different projects, to Council approval. have an aggregate value of $25,000 or more.

Information that must be disclosed: ● Name of the person, entity, or organization (i.e., the Contractor or Subcontractor) ● Name of the Chief Executive Officer/President
● Chief Operating Officer
● Chief Financial Officer
● Chairperson
● All members of the Board of Directors
● All persons who own more than 10% of the person, entity, or organization ● Name of any campaign committee owned or controlled by the person, entity, or organization Please complete the following disclosure form:

Contractor(s)*:

Name Address
CityFull Name Title Business Address State Zip
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors
More than 10% interest owner
* “Contractor” is the person, entity, or organization that is the party, or prospective party, to the contract with the City, SA, or HA or any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address. 107 of 472

Subcontractor(s)**:

Name Address
725 W. Frontier Ln, Olathe, KS 66061ETC Institute
Full Name Title
Chairperson
Business Address
725 W. Frontier Ln
City State
KS
KS
KS
KS
Zip
Christopher Tatham
Christopher Tatham
Michael Rich
Olathe
Olathe
Olathe
Olathe
66061
66061
66061
66061
Chief Executive Officer / President 725 W. Frontier Ln
Chief Operating Officer
Chief Financial Officer
Board of Directors
725 W. Frontier Ln
725 W. Frontier LnGregory S. Emas
More than 10% interest owner
** “Subcontractor” is the person, entity, or organization that has entered into a contract for the performance of all or a portion of the work undertaken under an agreement with an architect, design professional, engineer, or general or prime contract, usually by a general or prime contractor. Subcontractor includes any member of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons’ name and business address.

Campaign Committee owned or controlled by: NA
Title Business Address City State Zip

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

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

In total, this disclosure form (including attachments) is 2 pages. , at:Executed on: April 4
Signature:
, 20 24 Olathe
Print Full Name: Gregory S. Emas
, Kansas.

Address: 725 W Frontier Ln, Olathe, KS 66061
Phone Number: 913-829-1215 E-mail Address: [email protected] Rev. 11/8/17
108 of 472

Exhibit #3
109 of 472

JESSICA HENSON
Partner-in-Charge
OLIN

SARAH SWANSEEN
Project Management and
Planning Support
OLIN

BRIAN TRUSTY
Recreation Management Consultant

PROS CONSULTING

JULIE DONOFRIO
Planning and Engagement
Specialist
OLIN

CHRISTINA MONZER
Engagement Specialist

THE ROBERT GROUP

MEET THE TEAM

JOHN BELLAS
CEQA Advice and Strategy

MICHAEL BAKER INTERNATIONAL
110 of 472

111 of 472

OLIN, WBE
Landscape Architecture,
Urban Design, and Planning
The Robert Group,

WBE, MBE, DBE, LBE
Community Engagement Strategist
PROS Consulting
Recreation Program and Services Assessment,
Financial Evaluation and Prioritization
Michael Baker
Environmental Review Preparation,
CEQA Compliance
ETC Institute
Statistically Valid Survey Administrator

TEAM ORGANIZATION CHART
City of
Glendale
Key
Partners
Community
112 of 472

113 of 472

114 of 472

115 of 472

KEY STAFF AVAILABILITY NAME ROLE ON THIS PROJECT
Jessica Henson, OLIN Partner-in-Charge
Sarah Swanseen, OLIN Project Management Support
Joanna Karaman, OLIN Ecological Systems Designer
Julie Donofrio, OLIN Planning and Engagement Specialist Andrew Dobshinsky, OLIN Parks Planning Specialist
Christine Robert, The Robert Group Engagement and Outreach Specialist Isaiah Ford, The Robert Group Engagement and Outreach Specialist Michael Svetz, PROS Consulting Recreation Management Consultant Brian Trusty, PROS Consulting Recreation Management Consultant John Bellas, Michael Baker International CEQA Advice and Strategy Fareeha Kibriya, Michael Baker International Planning Project Director Ryan Murray, ETC Institute Statistically Valid Survey Consultant John N. McGovern, WT Group Accessibility Consulting Principal-in-Charge Shelley A. Zuniga, WT Group Accessibility Consulting Senior Project Manager, QAQC 116 of 472

Jessica Henson, RLA, ASLA, AICP
● Extensive experience in Los Angeles
including leading the LA River Master
Plan, Culver City Parks Plan, City of LA
Park Needs Assessment, and
Sepulveda Basin Vision Plan
● Extensive built work, including parks
and public landscapes
● Landscape and Planning Studio
Professor at USC
PARTNER-IN-CHARGE | OLIN
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LEGACY
BRYANT PARK | New York, NY
WASHINGTON MONUMENT | Washington, D.C.

THE METROPOLITAN MUSEUM OF ART | New York, NY
J. PAUL GETTY CENTER | Los Angeles, CA
118 of 472

ANGELS LANDING | Los Angeles, CA
GOOGLE BAY VIEW CAMPUS | Mountain View, CA
THE HILLS AT VALLCO | Cupertino, CA

CALIFORNIA
APPLE PARK| Cupertino, CA
119 of 472

LACMA | Los Angeles, CA
LOS ANGELES RIVER PROJECTS | Los Angeles, CA
PLAYA VISTA MASTER PLAN | Playa Vista, CA
WEST LA COURTHOUSE & CIVIC CENTER | Los Angeles, CA
LOCAL
LA CONVENTION CENTER | Los Angeles, CA
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Barkley Village | Bellingham, WA
FORT COLLINS PARKS AND RECREATION MASTER PLAN Fort Collins, CO PLAYA VISTA MASTER PLAN | Playa Vista, CA CLEVELAND PARKS & RECREATION PLAN | Cleveland, OH

PLANNING
CULVER CITY PARKS | Los Angeles, CA
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5,000+ ACRES OF PARKS AND NATURAL OPEN SPACE
122 of 472

GENERAL PLAN UNDERSTANDING
Air
Quality
Circulation
Community
Facilities
Historic
Preservation
Housing
Noise
Open Space and
Conservation +
Recreation
Safety
Land Use
Environmental
JusticeCITY OF GLENDALE

GENERAL PLAN
OSC&R - 2 of 11 required
elements of the City of
Glendale’s General Plan
Last updated 1993/1996
To provide guidance on
ecological conservation and
restoration, trail and wildlife
corridor opportunities, Parks
Needs Assessment and
recommendations, urban tree
canopy, accessibility and
inclusivity of parks, and and
regional partnerships
+ and relate to each of the
other General Plan elements
to guide planning and
development
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GENERAL PLAN UNDERSTANDING + EXPERIENCE
LA County General Plan /
Housing Element
City of Mill Valley /
General Plan
City of Long Beach General
Plan/ Housing Element
2008, Julie Donofrio for EDAW/
AECOM
2013, Julie Donofrio for WRT 2022, The Robert Group
Rolling Hills Estates
General Plan
2022, Michael Baker
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THE GENERAL PLAN ELEMENTS

MUST CONSIDER

CLIMATE AND

ENVIRONMENTAL

SUSTAINABILITY

COMMUNITY
EQUITY
HEALTH
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ENGAGEMENT INNOVATION

TRADITIONAL

MEETINGS

VIRTUAL

MEETINGS

POP-UPS

WEBSITE

MULTILINGUAL

COMMUNICATION

INTEREST GROUP

WORKSHOPS

SOCIAL MEDIA

STATISTICALL Y

VALID SURVEY
YOUTH + EQUITY

FOCUSED

ENGAGEMENT
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ENGAGEMENT FOR SEPULVEDA BASIN
127 of 472

128 of 472

ANALOG AND DIGITAL ENGAGEMENT
129 of 472

ENGAGEMENT FOR PUENTE HILLS LANDFILL PARK
130 of 472

TECHNICAL APPROACH
131 of 472

ROADMAP

INFORMATION

GATHERING EARL Y IDEAS DRAFT ELEMENTS REVISED

ELEMENTS

ENVIRONMENTAL
REVIEW
132 of 472

WORK PLAN AND SCHEDULE
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Municipal Boundaries
Rivers, Channels, and Streams
Local Parks
Natural Areas
Regional Open Spaces

PARKS AND OPEN SPACES
Source: Parks and Open Spaces, LA County GIS
Portal. 2022.

PARKS IN GLENDALE
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PARK NEED
Municipal Boundaries
Rivers, Channels, and Streams
Very High Need
High Need
Moderate Need
Low Need
Very Low/Existing Parkland

LAC PARKS NEED
Source: Los Angeles Countywide Comprehensive
Parks and Recreation Needs Assessment, 2016
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CRITERIA FOR PARKS NEEDS ASSESSMENT
136 of 472

POPULATION GROWTH
Household Growth Density by Square Mile
2019-2050
0-499
500-999
1,000-1,499
1,500-1,999
2,000-2,499
2,500-2,999
3,000-3,499
3,500-3,999
4,000+
Source: Connect SoCal Growth Projections, SCAG, 2024.
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138 of 472

RECREATION PROGRAM ASSESSMENT
139 of 472

OPERATIONS AND MAINTENANCE REVIEW
140 of 472

FUNDING AND REVENUE STRATEGIES
141 of 472

ECOLOGICAL SYSTEMS AND CONSERVATION
142 of 472

OLIN

ARC INTERNATIONAL WILDLIFE CROSSING
INFRASTRUCTURE DESIGN COMPETITION | VAIL, CO
143 of 472

OLIN

ARC INTERNATIONAL WILDLIFE CROSSING
INFRASTRUCTURE DESIGN COMPETITION | VAIL, CO
144 of 472

EXPERIENCE
145 of 472

PARKS PLANNING
LA RIVER MASTER PLAN | Los Angeles, CA
CULVER CITY PARKS PLAN | Culver City, CA
FORT COLLINS PARKS AND RECREATION MASTER PLAN Fort Collins, CO CLEVELAND PARKS & RECREATION PLAN | Cleveland, OH
146 of 472

CULVER CITY PARKS PLAN | CULVER CITY, CA
OLIN
147 of 472

LA RIVER MASTER PLAN | LOS ANGELES, CA
OLIN
148 of 472

FORT COLLINS PARKS AND RECREATION MASTER PLAN | FORT COLLINS, CO 149 of 472

CLEVELAND PARKS AND RECREATION PLAN | CLEVELAND, OH
OLIN
150 of 472

LA RIVER MASTER PLAN | LOS ANGELES, CA
OLIN
151 of 472

152 of 472

OLIN
SEPULVEDA BASIN VISION PLAN | LOS ANGELES, CA
153 of 472

OLIN
GLENDALE-LA GARDEN RIVER BRIDGE | LOS ANGELES, CA
154 of 472

OLIN
GLENDALE-LA GARDEN RIVER BRIDGE | LOS ANGELES, CA
155 of 472

CITY OF LA PARK NEEDS ASSESSMENT
156 of 472

157 of 472

158 of 472

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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Award Professional Services Agreement (PSA) for On-Call Grant Research, Writing and Management Services for Public Works Engineering Projects 1) Motion authorizing the City Manager or a designee to enter into and execute PSAs for a duration of three years in the amount of $300,000 each with an option to extend the contract for an additional two-year term and $200,000 each with Mark Thomas & Company, Inc., Kimley-Horn and Associates, Inc., and KOA Corporation, to provide on-call grant research, writing, and management Services. 2) Resolution of appropriation

COUNCIL ACTION
Item Type: Consent Calendar
Approved for May 13, 2025 calendar

EXECUTIVE SUMMARY
PSAs are needed for consultants to provide comprehensive grant services for the Public Works Department (PWD). These consultants will perform various grant services such as identifying and researching new grant opportunities, developing and drafting grant proposals, and providing ongoing support in managing the administrative and financial aspects of awarded grants.

Following a Request for Proposals (RFP) process, the consulting firms listed in this report are recommended to be selected. The proposed agreements with these firms will cost in the aggregate $1,500,000 over the course of the five years. Additionally, a resolution of appropriation for $300,000 is needed to provide initial funding for these agreements.

RECOMMENDATION
Approve the motion authorizing the City Manager or a designee to enter into and execute the PSAs with Mark Thomas & Company, Inc., Kimley-Horn and Associates, Inc., and KOA Corporation, to provide On-Call Grant Services in the amount of $300,000 each for an initial three-year term and $200,000 each for an optional additional two-year extension and a resolution of appropriation.

ANALYSIS
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The Engineering Division (PWE) of PWD provides project planning and development, design, bid and award processing, grant writing and management for various Capital Improvement Program (CIP) Projects.

PWE currently manages more than $130 million in grants for various CIP projects in the planning, design, and construction phases. Staff has relied on internal resources to research new grant opportunities, develop and draft grant proposals and manage the administrative and financial tasks associated with obtaining grant fund for multiple CIP projects to help the city and PWD achieve its infrastructure goals and remain fiscally responsible.

PWE is actively pursuing and receiving numerous federal and state grants and funds such as Highway Safety Improvement Plan (HSIP), Active Transportation Plan (ATP), Clean California Local Grant Program (CCLGP), Metro Active Transportation (MAT) Program, Safe Streets and Roads For All (SS4A), Better Utilizing Investments to Leverage Development (BUILD) Program, State Transportation Improvement Program (STIP), and many more.

In order to supplement PWE’s success in obtaining and managing multiple infrastructure related grants, PWE is seeking to contract with experienced consulting firms specializing in securing and managing competitive federal and state grants that will improve CIP project funding for the future.

Due to increased funding demand across the state and nation for infrastructure projects, as well as frequent changes to the state and federal policies, federal and state grants have become increasingly competitive. More public agencies are competing to obtain necessary funding for their infrastructure projects, while restrictions and regulations associated with these funds are becoming more difficult to navigate. Therefore, it is imperative for PWE to hire experienced consultants that are well versed in this subject topic to produce compelling and competitive applications to secure funding for critical infrastructure investment and capital improvements.

Without the services of these consulting firms, the city may find it increasingly difficult to fund CIP projects and must rely on funding projects by using limited State Gas Tax funds or General Fund. Ultimately the city needs to maximize the benefits of grant funding to advance its infrastructure mission and improve the quality of life in Glendale.

The selected pre-qualified consultants will provide their professional grant services on an “As-Needed” basis.

To secure the most qualified consultants, on October 1, 2024, an RFP was issued for the On-Call Grant Research, Writing and Management Services for Public Works Engineering.

To encourage competitive proposals, the city advertised the RFP on the city’s website and multiple plan-holder platforms, reaching a broad network of consultants, 160 of 472

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contractors, and construction industry professionals.

On November 5, 2024, the city received Statement of Qualifications (SOQs) from fifteen consulting firms under RFP #PWA 2024-027:

1. Ardurra Group, Inc.

2. Blais & Associates, LLC

3. Boules Consulting

4. California Consulting

5. CWE

6. Engineering Solutions Services, Inc.

7. Evan Brooks Associates, Inc.

8. Kimley-Horn and Associates, Inc.

9. KOA Corporation

10. Mark Thomas & Company, Inc.

11. MNS Engineers, Inc.

12. STV Incorporated

13. Villa Civil

14. Wildan Engineering

15. Witt O'Brien's, LLC
An evaluation team of staff from PWD reviewed the SOQs, which were all ranked based on the following criteria: Experience and Knowledge; Quality of Submittal; Measurable and Trackable Results; and Best Value. The scoring of the evaluation is presented as follows:

Proposer Total Score (100 points max)
Mark Thomas & Co., Inc. 86
Kimley-Horn and Associates, Inc. 82
KOA 81
Evan Brooks Associates, Inc. 80
MNS Engineers, Inc. 74
Ardura Group, Inc. 69
Wildan Engineering 67
CWE 67
Engineering Solutions Services, Inc. 65
California Consulting 64
Witt O'Brien's, LLC 63
Blais & Associates, LLC 55
STV Incorporates 51
Villa Civil, APC 47
Boules Consulting 33
Upon review of the SOQ submittals and interviews, Staff finds the following consultants 161 of 472

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to be the most qualified to perform comprehensive grant services:

1. Mark Thomas & Company, Inc.

2. Kimley-Horn and Associates, inc.

3. KOA Corporation

STAKEHOLDERS/OUTREACH
Not Applicable for this report.

FISCAL IMPACT
The On-Call Granting Services Agreements will cost approximately $300,000 per fiscal year with an aggregate cost of $1,500,000 for the period of five years, of which the first year budget needed for these PSAs was not included as a part of the FY 2024-25 budget. Therefore, staff is requesting a new appropriation of $300,000 from the Gas Tax Fund for the remainder of this fiscal year for these PSAs and moving forward the future years will be included in the upcoming fiscal year budget requests. The appropriation request is outlined below:

Requesting Appropriation
Amount From (Account String) To (Account String) Funding Source
$300,000 GL: 24219-4020-PWD-
0000-P0000
GL: 43110-4020-PWD-0020-
P0000
PL: PWD01037AA
State
Gas Tax
Fund

ENVIRONMENTAL REVIEW (CEQA/NEPA)
Not applicable for this report.

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

ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1: Do not approve the motion to award the PSA and do not approve the resolution of appropriation as recommended herein. This would result in the delay and increased difficulty to fund the construction of vital Capital Improvement Program Projects in the city.

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

ADMINISTRATIVE ACTION
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Submitted by:

Daniel Hernandez, Director of Public Works
Prepared by:

Armen Avazian, Principal Civil Engineer
Rustom Tavitian, P.E., Civil Engineer II
Yvonne Guerra, Administrative Analyst
Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1: Campaign Disclosure Forms
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MOTION
Moved by Council Member ________________________________, seconded by Council Member __________________________________, that the Council of the City of Glendale finds that Mark Thomas & Company, Inc., Kimley-Horn and Associates, Inc., and KOA Corporation, are the most qualified proposers to provide on-call grant research, writing, and management services as set forth in the Report dated May 3, 2025 by the Director of Public Works and hereby authorizes the City Manager, or his designee, to execute a Professional Services Agreement (PSA) with each of the herein named proposers, subject to approval by the City Attorney as follows:

1. Each PSA shall have an initial term of three years, with an option to extend for an additional two years.

2. The total aggregate not-to-exceed amount for all three PSAs shall be $1,500,000.

3. The City Manager, or his designee, is further authorized to execute any necessary amendments to the PSAs, provided the total aggregate amount does not exceed $1,500,000.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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165 of 472

EXHIBIT 1: Campaign Disclosure Forms

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B. DISCLOSURE - CAMPAIGN FINANCE ORDINANCE – CONTRACTORS AND

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

The provisions of the Ordinance restricting Council members from voting on matters affecting campaign contributors applies to a contractor whose contract requires the City Council’s, GSA’s, or HA’s approval, and specified subcontractors. A contract with the City, GSA, or HA is known as a “City Contract.” The Ordinance excludes a competitively bid contract awarded to the lowest responsible bidder.

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

Information that must be disclosed: ● Name of the person, entity, or organization (i.e., the Contractor or Subcontractor) ● Name of the Chief Executive Officer/President
● Chief Operating Officer
● Chief Financial Officer
● Chairperson
● All members of the Board of Directors
● All persons who own more than 10% of the person, entity, or organization ● Name of any campaign committee owned or controlled by the person, entity, or organization Please complete the following disclosure form:

Contractor(s)*:

Name Address
Blais & Associates, LLC (B&A Grant Services & Software) 7545 Irvine Center Drive, Suite 200, Irvine, CA 92618 Full Name
Jordan P. Carter
Title
Chairperson
Business Address
7545 Irvine Center Drive, Suite 200
City
Irvine
Irvine
Irvine
State
CA
Zip
92618
92618
92618
92618
92618
Jordan P. Carter Chief Executive Officer / President 7545 Irvine Center Drive, Suite 200 CA Jordan P. Carter Chief Operating Officer
Chief Financial Officer
Board of Directors
7545 Irvine Center Drive, Suite 200
7545 Irvine Center Drive, Suite 200
7545 Irvine Center Drive, Suite 200
CA
CA
CA
Jordan P. Carter Irvine
Jordan P. Carter and Jim Anderson Irvine
Jordan P. Carter More than 10% interest owner 7545 Irvine Center Drive, Suite 200 Irvine CA 92618 * “Contractor” is the person, entity, or organization that is the party, or prospective party, to the contract with the City, GSA, or HA. In addition to the name of the person, or entity, the Contractor must also disclose the name(s) of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity,

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or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Please disclose these persons’ name and business address.

Subcontractor(s)**:

Name Address
City

NONE / N/A
Full Name

NONE / N/A

NONE / N/A
Title Business Address State Zip
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors

NONE / N/A

NONE / N/A

NONE / N/A
NONE / N/A More than 10% interest owner
** “Subcontractor” is the person, entity, or organization that has entered into a contract for the performance of all or a portion of the work undertaken under an agreement with an architect, design professional, engineer, or general or prime contract, usually by a general or prime contractor. You must also disclose the names of the Subcontractor’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization.

Above please disclose these persons’ name and business address.

Campaign Committee owned or controlled by:

Title Business Address City State Zip

NONE / N/A

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

I have identified all persons for which the Ordinance requires disclosure; The information in this disclosure form (and any attachment to this form) is true, accurate, correct, and complete; and I have been legally authorized to submit this disclosure form. 2In total, this disclosure form (including attachments) is pages.

IrvineApril 09Executed on: , 20 25 , at: , California.

Jordan P. CarterSignature: Print Full Name:
7 , Irvine, CA 92618Address:
949-589-6338 [email protected] Number: E-mail Address:

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B. DISCLOSURE - CAMPAIGN FINANCE ORDINANCE – CONTRACTORS AND

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

The provisions of the Ordinance restricting Council members from voting on matters affecting campaign contributors applies to a contractor whose contract requires the City Council’s, GSA’s, or HA’s approval, and specified subcontractors. A contract with the City, GSA, or HA is known as a “City Contract.” The Ordinance excludes a competitively bid contract awarded to the lowest responsible bidder.

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

Information that must be disclosed: ● Name of the person, entity, or organization (i.e., the Contractor or Subcontractor) ● Name of the Chief Executive Officer/President
● Chief Operating Officer
● Chief Financial Officer
● Chairperson
● All members of the Board of Directors
● All persons who own more than 10% of the person, entity, or organization ● Name of any campaign committee owned or controlled by the person, entity, or organization Please complete the following disclosure form:

Contractor(s)*:

Name Address
California Consulting, Inc. 214 Main Street, Suite 102, El Segundo, CA 90245 Full Name Title Business Address City State Zip
N/A Chairperson
Steve Samuelian, CEO Chief Executive Officer / President Chief Operating Officer
Chief Financial Officer
Board of Directors
N/A
N/A
Steve Samuelian, President/ Secretary
N/A More than 10% interest owner
* “Contractor” is the person, entity, or organization that is the party, or prospective party, to the contract with the City, GSA, or HA. In addition to the name of the person, or entity, the Contractor must also disclose the name(s) of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity,

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or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Please disclose these persons’ name and business address.

Subcontractor(s)**:

Name Address
City

NOT APPLICABLE
Full Name Title Business Address State Zip
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors
More than 10% interest owner
** “Subcontractor” is the person, entity, or organization that has entered into a contract for the performance of all or a portion of the work undertaken under an agreement with an architect, design professional, engineer, or general or prime contract, usually by a general or prime contractor. You must also disclose the names of the Subcontractor’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization.

Above please disclose these persons’ name and business address.

NOT APPLICABLECampaign Committee owned or controlled by:

Title Business Address City State Zip

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

I have identified all persons for which the Ordinance requires disclosure; The information in this disclosure form (and any attachment to this form) is true, accurate, correct, and complete; and I have been legally authorized to submit this disclosure form. 2In total, this disclosure form (including attachments) is pages.

April 9th , 20 25 , at: El SegundoExecuted on:

Signature:
, California.

Steve Samuelian, CEOPrint Full Name:
214 Main Street, Suite 102, El Segundo, CA 90245Address:
(323)728-9002 [email protected] Number: E-mail Address:

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RFP No. PWA 2024-027
B. DISCLOSURE - CAMPAIGN FINANCE ORDINANCE – CONTRACTORS AND

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

The provisions of the Ordinance restricting Council members from voting on matters affecting campaign contributors applies to a contractor whose contract requires the City Council’s, GSA’s, or HA’s approval, and specified subcontractors. A contract with the City, GSA, or HA is known as a “City Contract.” The Ordinance excludes a competitively bid contract awarded to the lowest responsible bidder.

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

Information that must be disclosed: ● Name of the person, entity, or organization (i.e., the Contractor or Subcontractor) ● Name of the Chief Executive Officer/President
● Chief Operating Officer
● Chief Financial Officer
● Chairperson
● All members of the Board of Directors
● All persons who own more than 10% of the person, entity, or organization ● Name of any campaign committee owned or controlled by the person, entity, or organization Please complete the following disclosure form:

Contractor(s)*:

Name
Evan Brooks Associates, Inc.

Title
Address
750 E. Green Street, Suite 301, Pasadena, CA 91101
Full Name Business Address City State Zip
Not Applicable
Harold Suetsugu
Not Applicable
Not Applicable
Not Applicable
Not Applicable
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors
Not Applicable
750 E. Green Street, Suite 301
Not Applicable
Not Applicable Not Applicable Not Applicable
Pasadena CA 91101
Not Applicable
Not Applicable
Not Applicable
Not Applicable
Not Applicable Not Applicable
Not Applicable Not Applicable
Not Applicable Not Applicable
Not Applicable Not Applicable
Not Applicable
Not Applicable
More than 10% interest owner Not Applicable
* “Contractor” is the person, entity, or organization that is the party, or prospective party, to the contract with the City, GSA, or HA. In addition to the name of the person, or entity, the Contractor must also disclose the name(s) of that person’s, entity’s, or organization’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, 57

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RFP No. PWA 2024-027
or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Please disclose these persons’ name and business address.

Subcontractor(s)**:

Name
Not Applicable
Title
Address
Not Applicable
Full Name Business Address City State Zip
Not Applicable
Not Applicable
Not Applicable
Not Applicable
Not Applicable
Not Applicable
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors
Not Applicable Not Applicable Not Applicable Not Applicable Not Applicable Not Applicable
Not Applicable Not Applicable
Not Applicable Not Applicable
Not Applicable Not Applicable
Not Applicable Not Applicable
Not Applicable
Not Applicable
Not Applicable
Not Applicable
Not Applicable
Not Applicable
Not Applicable
Not Applicable
Not Applicable
Not ApplicableMore than 10% interest owner
** “Subcontractor” is the person, entity, or organization that has entered into a contract for the performance of all or a portion of the work undertaken under an agreement with an architect, design professional, engineer, or general or prime contract, usually by a general or prime contractor. You must also disclose the names of the Subcontractor’s Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization.

Above please disclose these persons’ name and business address.

Not ApplicableCampaign Committee owned or controlled by:

Title Business Address City State Zip
Not Applicable Not Applicable

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

I have identified all persons for which the Ordinance requires disclosure; The information in this disclosure form (and any attachment to this form) is true, accurate, correct, and complete; and I have been legally authorized to submit this disclosure form. 2In total, this disclosure form (including attachments) is pages.

November 1 24 Pasadena
, at:

Executed on:

Signature:
, 20 , California.

Harold SuetsuguPrint Full Name:
750 E. Green Street, Suite 301, Pasadena, CA 91101Address:
(626) 799-8011 [email protected] Number: E-mail Address:
58

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25-88000

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Fremont Park Renovation Project
1) Resolution dispensing with competitive bidding, incorporating additional project scope, and authorizing the City Manager or his designee to execute a contract change order to construction contract No. 8002286 with Dorado Design and Construction, Inc. (Dorado), increasing the contract amount by $418,000, and approving an additional 10% contingency of $41,800.
2) Motion authorizing the City Manager or his designee to execute an amendment to Professional Services Agreement (PSA) No. 8001517 with Maestro Development LLC (Maestro), increasing the contract amount by $155,200, for a total not-to- exceed amount of $1,010,200.
3) Motion authorizing the City Manager or his designee to execute an amendment to PSA No. C106224 with David Volz Design Landscaping Architects (DVD), increasing the contract amount by $35,000 for a total not-to-exceed amount of $458,382.

COUNCIL ACTION
Item Type: Action Item
Approved for May 20, 2025 calendar

EXECUTIVE SUMMARY
The Fremont Park Renovation Project is currently in the final stages of construction. Two key additions that were requested by City Council during the project award to Dorado, included a shade structure over the playground and a 20-foot-high fence around the soccer field. These additions impacted both the project timeline and the budget. While these changes were approved through a change order and funded using contingency funds, additional funding is now required due to unforeseen conditions encountered on- site to complete the project.

The purpose of this item is to seek the City Council's approval to increase the not-to- exceed amounts of the various contracts for this project.

RECOMMENDATION
Adopt a resolution dispensing with competitive bidding and authorizing a contract change 199 of 472

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order to construction contract No. 8002286 with Dorado, increasing the contract amount by $418,000, and approving an additional 10% contingency of $41,800;pass motions approving amendments to PSA No. 8001517 with Maestro, and PSA No. C106224 with DVD in the amount of $155,200 and $35,000, respectively, for project management and design support.

ANALYSIS
Fremont Park is approximately eight acres and is located adjacent to the Glenwood and Vineyard Neighborhoods south of Glenoaks Boulevard and west of Pacific Avenue. It is one of the oldest neighborhood parks in the City, created in 1922, and had numerous heavily used amenities, including eight tennis courts, children’s play equipment, a wading pool, a half-court basketball area, a sand volleyball court, open fields, a rose garden, and numerous picnic areas clustered under the park’s mature trees.

On October 8, 2019, the City Council adopted the project plans, specifications and contract documents, and directed the City Clerk to advertise the project for bids. On March 7, 2023, the City Council rejected all bids due to their non-responsiveness, dispensed with competitive bidding, and authorized the Director of Public Works to negotiate with one or more of the qualified bidders. On August 8, 2023, the City Council authorized a construction contract with Dorado in the amount of $21,750,220 plus a contingency amount of 10%. The on-site work at Fremont Park began on October 16, 2023, and was aggressively scheduled to be completed in March 2025 (500 days).

The new Fremont Park includes the following new and/or renovated features and amenities:

New Park Improvements include:
1) Community Building
2) Tennis Pro Shop
3) Soccer Field with LED stadium lighting
4) Splash Pad
5) Picnic Pavilions
6) Picnic Tables and Barbecues
7) Public Art Display Areas
8) Benches
9) Drinking Fountains
10) 70 Parking Spaces
11) Pickleball Courts (dual use with basketball and tennis) 12) Drive Path
13) Walking Path (around the entire perimeter of the park) 14) Tennis Courts (with Stadium Courts).
15) Tennis Shade Structure, Benches, and LED Lighting
16) Fitness Equipment
17) Playgrounds
18) Park Lighting and Security Cameras
19) Irrigation and Storm Water Dry Wells
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20) Full-court Half-court Basketball areas
21) New Trees and drought tolerant plans
22) Restroom Building
23) Maintenance Building
24) Renovated Exterior of the Model Train Building
25) Picnic Tables and Shade Canopies
26) Natural Grass Turf
27) Botchy Ball Courts
28) Solar Covered Parking Canopies
29) Removal of all natural gas appliances
30) Park-wide Wi-Fi Installation
Fremont Park is being transformed into an entirely new space, featuring numerous first- class amenities and energy-efficient design elements.

The construction of the Fremont Park renovations has been challenging due to the absence of the original architect and the structural engineer; both passed away before construction started. However, the project team has worked cohesively and cooperatively to fill in the gaps and create the dream of Fremont Park that was envisioned by the community and City Council. The original park design did not include two key elements previously highlighted by Council, both of which have become cornerstone features in other recent park projects. These two important elements are the shade canopies over the playgrounds and the extended height fencing around the perimeter of the soccer field, as both elements provide functional benefit and greatly improve the safety of the park.

The project team has done its best to minimize the cost of these additions to the scope of work and originally tried to fit them within the allotted contingency for the project.

However, due to the size of the park and many other challenges encountered from ground-breaking to near completion, the contingency amount is not sufficient to absorb the entire cost of these two major improvements. Specifically, the structural 24-foot-tall fencing around the soccer field totals $398,703.92, and the shade canopies over the two playground areas add $272,906.04. While a portion of these costs can be absorbed by the approved contingency, a shortfall of $418,000 remains. As these items represent value-added scope enhancements, staff respectfully requests that the base contract amount be increased by $418,000 to preserve the contingency fund for any additional unforeseen conditions that may arise through final project completion.

The Fremont Park Renovation Project continues to make steady progress, with contractors working extended hours and weekends to complete the project as soon as possible. Due to a combination of unforeseen conditions, necessary design modifications, deferred plan check submittals, weather-related delays, and added scope, such as the installation of shade canopies, a soccer field fence, and coordination with LA County plan checkers and inspectors, the overall project schedule has been extended by approximately 120 days. The project is currently 85% complete, with substantial completion now anticipated by June 30, 2025.

To ensure the successful completion of the Fremont Park Renovation Project, it is 201 of 472

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necessary to retain continued project support from the architect of record and its team at DVD, as well as the construction management firm Maestro and its special inspection partner, Twinning. DVD has submitted a proposal to extend its services for an additional four months of construction at a cost of $35,000. Maestro has also submitted a proposal for continued construction management support over the same period, totaling $155,200, which includes $64,000 allocated specifically for deputy inspection services.

Given the current 85% completion level and thorough evaluation by all contractors and support teams, it is the collective assessment that all major cost and schedule impacts have been identified. The additional funding requested is expected to carry the project through to final completion.

STAKEHOLDERS/OUTREACH
The work will be coordinated with the contractor and Community Services & Parks Department (CSP) staff to minimize any disruptions to operations.

FISCAL IMPACT
The increased construction contract costs for the Fremont Park Renovation Project will cost $650,000, which was included as part of the FY 2024-25 budget, as outlined below.

Existing Appropriation
Amount Account String Funding Source
$614,000 GL: 51200-4010-CSP-0020-P0000-
PL: 51873
Capital Improvement
Fund
$36,000 GL: 43110-5830-GWP-0020-P0000-
PL: PWD01093CN
Electric Depreciation
Fund

ENVIRONMENTAL REVIEW (CEQA/NEPA)
This project is Categorically Exempt under the provisions of the California Environmental Quality Act (CEQA) as a Class 2 exemption pursuant state CEQA Guidelines, Section 15302.

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

ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1: Do not approve the resolution and motions, which would prevent approval of additional project work, and the project cannot be completed as requested.

Alternative 2: Consider any other alternative not proposed by staff. 202 of 472

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ADMINISTRATIVE ACTION
Submitted by:

Daniel Hernandez, Director of Public Works
Prepared by:

Arthur Asaturyan, Senior Project Manager
Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1: Campaign Finance Disclosure Statements.
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8 RESOLUTION NO. ___________

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

DISPENSING WITH COMPETITIVE BIDDING AND AUTHORIZING THE CITY

MANAGER, OR HIS DESIGNEE, TO EXECUTE A CONTRACT CHANGE ORDER TO CONSTRUCTION CONTRACT 8002286, WITH DORADO DESIGN AND
CONSTRUCTION, INC. (DORADO) INCREASING THE AMOUNT BY $418,000 FOR THE FREMONT PARK RENOVATION PROJECT, SPECIFICATION NO. 3624R.

WHEREAS, on October 8, 2019, the Council adopted Resolution No. 19-135, adopting plans and specification for the Fremont Park Renovation Project, Specification No. 3624; and
WHEREAS, the Project was re-advertised following revision of the specifications to Specification No. 3624R to require Shaw artificial turf materials and include a bid alternate for a 2,400 square foot, minimum 30,000-watt parking canopy photovoltaic system in the parking area; and
WHEREAS, on January 11, 2023, the City received five bids and a detailed review of the all the bids received revealed that all bids were non-responsive, including that of the apparent low bidder; and
WHEREAS, on March 7, 2023, the Council rejected all the bids for their non- responsiveness, adopted a Resolution dispensing with competitive bidding and authorized the Director of Public Works or a designee to negotiate with one or more bidders that submitted bids in order to make a recommendation for award of a construction contract; and
WHEREAS, the Director of Public Works negotiated with the two lowest bidders that met the minimum qualifications for the Project and made a recommendation to the Glendale City Council for award of a construction contract to Dorado; and WHEREAS, on August 8, 2023, City Council authorized a construction contract with Dorado in the amount of $21,750,220 plus a contingency amount of 10%; and WHEREAS, during the construction phase or the project, the project team observed that two key elements, previously highlighted by Council, were not included as part of the the project scope including shade canopies over the playgrounds and the extended height fencing around the perimeter of the soccer field, and
WHEREAS, both elements provide functional benefit and greatly improve the safety of the park and the cost of the structural 24-foot-tall fencing around the soccer field totals $398,703.92, and the shade canopies over the two playground areas is $272,906.04, and WHEREAS, the project team originally tried revise the project scope to include these two elements within the allotted contingency for the project, however, due to the size of the 204 of 472

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8 park and numerous other challenges encountered from ground-breaking to near completion, the contingency amount is not sufficient to absorb the entire cost of these two major improvements; and
WHEREAS, the implementation of the two elements inadvertently will require an increase to the contract in the amount of $418,000; and
WHEREAS, Glendale City Charter, Article VI, Sec. 9 provides an exemption to competitive bidding where the Council determines it is in the best interest of the city to dispense with competitive bidding.

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

1. The foregoing facts are deemed to be true and correct, and are a basis for rejecting the bids.

2. The Council hereby:

A. Dispenses with competitive bidding and authorizes the City Manager or his designee to execute a contract change order to Construction Contract No. 8002286 – subject to approval to form by the City Attorney – with Dorado, increasing the contract amount by $418,000, and approving an additional 10% contingency of $41,800.

B. The additional scope of work shall include the addition of a shade structure over the playground and a 20-foot-high fence around the soccer field for the Fremont Park Renovation Project.

Adopted this _____________ day of __________________________, 2025 ___________________________________
Mayor
ATTEST:
______________________________
City Clerk

STATE OF CALIFORNIA )
) SS

COUNTY OF LOS ANGELES )
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8 I, Suzie Abajian, Ph.D., City Clerk of the City of Glendale, do certify that the foregoing Resolution No. __________ was adopted by the Council of the City of Glendale, California, at a regular meeting held on the ________ day of __________________, 2025, by the following vote:

Ayes:

Noes:

Absent:

Abstain:
_______________________________
City Clerk
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9 MOTION
Moved by Council Member , seconded
by Council Member , that the Council of the City of
Glendale authorizes the City Manager, or his designee, to execute an amendment to Professional Services Agreement No. 8001517, with Maestro Development LLC for Construction Management Services for the Fremont Park Renovation Project – subject to approval by the City Attorney – increasing the contract amount by one hundred and fifty-five thousand two hundred dollars ($155,200) for a total not-to-exceed one-million ten thousand two hundred dollars ($1,010,200).

Votes as follows:

Ayes:

Noes:

Absent:

Abstain:
______________________
City Clerk
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MOTION
Moved by Council Member , seconded
by Council Member , that the Council of the City of
Glendale authorizes the City Manager, or his designee, to execute an amendment to Professional Services Agreement No. C106224, with David Volz Design Landscaping Architects for the Fremont Park Renovation Project – subject to approval by the City Attorney – increasing the total contract amount by thirty-five thousand dollars ($35,000) for a total not-to-exceed amount of four hundred fifty-eight thousand three hundred eighty two dollars ($458,382).

Votes as follows:

Ayes:

Noes:

Absent:

Abstain:
______________________
City Clerk
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CAMPAIGN FINANCE ORDINANCE DISCLOSURE
In August 2011, Glendale City Council adopted Ordinance No. 5744, Campaign Finance Ordinance, which became effective on September 9, 2011 and amended it with Ordinance No. 5768 in February 2011. The Ordinance prohibits campaign contributions from parties who contract/subcontract with the City of Glendale (City), Glendale Redevelopment Agency (GRA), or the Housing Authority (HA) of the City of Glendale and prohibits Council Members from voting on matters pertaining to contracts with persons who have provided campaign contributions.

The Ordinance requires disclosure in staff reports providing the following information for the contractor and it’s subcontractor(s) receiving a contract, or a series or combination of contracts, from the City with a total value of $50,000 or more and $25,000 or more, respectively, in a fiscal year (July 1-June 30), excluding competitively bid contracts awarded to the lowest responsible Proposer:
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
ꢀ
Name of the entity
Name of the Chief Executive Officer/President
Chief Operating Officer
Chief Financial Officer
Chairperson
Any member of the board of directors
Any person or entity that owns more than 10% of the contracting party or any subcontractor Name of any campaign committee controlled or sponsored by the contracting party Please complete the following Information for contractors & subcontractors (including Consultants & Sub- consultants):

Contractor(s) *
Name Address
Dorado Design & Construction, Inc. 1607 E. Walnut St., Pasadena, CA 91106 Full Name Title Business Address City State Zip
Gabriel North America President & CEO (same as above)Sanchez Country President US
Chief Operating Officer
Chief Financial Officer
Board of Directors
Nathaniel
Booker (same as above)
Publicly Traded Company
* For purposes of the Ordinance, the Contractor is any “person” who is the party or prospective party to the contract with the City, GRA or HA or any member of that party’s Board of Directors, its Chairperson, Chief 210 of 472

Executive Office, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in the party, and any campaign committee, that is sponsored or controlled by the party.

Please disclose the name and addresses of these persons above.

Subcontractor(s) **
Name Address
Full Name Title Business Address City State Zip
Chairperson
Chief Executive Officer/President
Chief Operating Officer
Chief Financial Officer
Board of Directors
More than 10% interest owner
** “Subcontractor” means a person who has entered into a contract for the performance of all or a portion of the work undertaken under an agreement with an architect, design professional, engineer, or general or prime contract, usually by a general or prime contractor.

For purposes of the “subcontractor”, “Person” includes the subcontracting party as well as any member of that party’s Board of Directors, its Chairperson, Chief Executive Office, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in the party, and any campaign committee, that is sponsored or controlled by the party. Please disclose the names and addresses of these persons above.

Campaign Committee Controlled/Sponsored by
Title Business Address City State
CA
Zip
President
Certification
1607 E. Walnut St. Pasadena 91106
I hereby certify, on behalf of the above-named contractor, that the names of all “person” of the contractor and subcontractor under the contract are fully set forth above. I further acknowledge that the applicant has a continuing obligation to update this disclosure form if the applicant selects additional or substitute architects, design professionals, contractor or subcontractors within ten (10) days of the selection or change. I hereby certify that I have been legally authorized by the contractor to submit this disclosure form and certify to the content hereof.

Executed on May 13, 2025 at Pasadena
Print Applicants’ Full Name Gabriel Sanchez
, California
Contractor’s Signature
Contractor’s Address 1607 E. Walnut St., Pasadena, CA 91106 Contractor’s Contact Phone Number: (818) 557-1225
[email protected]
Contractors’ E-mail Address:
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CERTIFICATION
XOn behalf of the above-named Contractor Subcontractor:
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ꢀ ꢀꢁꢍꢉꢔꢉꢑꢝꢁꢃꢉꢔꢌꢏꢕꢝꢁꢌꢍꢂꢌ!
ꢀ
ꢀ
I have identified all persons for which the Ordinance requires disclosure; "ꢍꢉꢁꢏꢅꢕꢆꢔꢖꢂꢌꢏꢆꢅꢁꢏꢅꢁꢌꢍꢏꢓꢁꢊꢏꢓꢃꢈꢆꢓꢐꢔꢉꢁꢕꢆꢔꢖꢁꢙꢂꢅꢊꢁꢂꢅꢝꢁꢂꢌꢌꢂꢃꢍꢖꢉꢅꢌꢁꢌꢆꢁꢌꢍꢏꢓꢁꢕꢆꢔꢖꢜꢁꢏꢓꢁꢌꢔꢐꢉꢘꢁꢂꢃꢃꢐꢔꢂꢌꢉꢘꢁꢃꢆꢔꢔꢉꢃꢌꢘꢁꢂꢅꢊꢁꢃꢆꢖꢒꢈꢉꢌꢉ#ꢁ and
ꢀ ꢀꢁꢍꢂꢎꢉꢁꢑꢉꢉꢅꢁꢈꢉꢋꢂꢈꢈꢝꢁꢂꢐꢌꢍꢆꢔꢏ$ꢉꢊꢁꢌꢆꢁꢓꢐꢑꢖꢏꢌꢁꢌꢍꢏꢓꢁꢊꢏꢓꢃꢈꢆꢓꢐꢔꢉꢁꢕꢆꢔꢖ% 3ꢀꢅꢁꢌꢆꢌꢂꢈꢘꢁꢌꢍꢏꢓꢁꢊꢏꢓꢃꢈꢆꢓꢐꢔꢉꢁꢕꢆꢔꢖꢁꢙꢏꢅꢃꢈꢐꢊꢏꢅꢋꢁꢂꢌꢌꢂꢃꢍꢖꢉꢅꢌꢓꢜꢁꢏꢓꢁ ꢒꢂꢋꢉꢓ% May 13, 2026 ꢘꢁ&ꢛ&5ꢘꢁꢂꢌ!ꢁPasadenaExecuted on:

Signature:
ꢘꢁ'ꢂꢈꢏꢕꢆꢔꢅꢏꢂ%
Gabriel SanchezPrint Full Name:
1607 E. Walnut St., Pasadena, CA 91106
(818) 557-1225
Address:
[email protected]
E-mail Address:

Phone Number:
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ORDINANCE NO. ________

AN ORDINANCE OF THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA AMENDING SECTIONS 2.04.080, 2.04.090, 2.04.120 AND 2.04.140 AND DELETING SECTION 2.04.150 OF THE GLENDALE MUNICIPAL CODE, 1995,

PERTAINING TO THE ORDER OF BUSINESS, PROCEDURE AND DECORUM

FOR COUNCIL MEETINGS
BE IT ORDAINED BY THE COUNCIL OF THE GLENDALE CITY:

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

The Council shall establish the order of business for regular meetings of the Council by resolution.”
SECTION 2: Section 2.04.090 of the Glendale Municipal Code, 1995, entitled Right to address council, is hereby amended to read:
“2.04.090 Right to address council
The right of persons to submit written communications or address the council at council meetings on any matter concerning the city’s business shall be governed by the Ralph M. Brown Act, Government Code section 54950 et seq. and rules of order and procedure adopted by council resolution.”
SECTION 3: Section 2.04.120 of the Glendale Municipal Code, 1995, entitled Sergeant-at-arms – Ejection., is hereby amended to read:

2.04.120 Sergeant-at-arms-Ejection
The chief of police shall be ex officio sergeant-at-arms of the council. Any person in the audience who persistently delays or interrupts the proceedings of the council, refuses to keep quiet or sit down when ordered to do so by the presiding officer, or fails to comply with rules of order, procedure and decorum adopted by council resolution, may, upon order of the presiding officer, be ejected from the council chamber and kept out for the remainder of the meeting. The chief of police, or any police officer of the city present in the council chamber, shall carry out all orders given by the presiding officer with respect to such persons or for the purpose of maintaining order and decorum in the council chamber.
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