Glendale City Council
June 23, 2026

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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: FY 2026-27 Citywide Budget Hearing and Adoption 1) Hold a Public Hearing on the FY 2026-27 Proposed Citywide Budget and Changes to the Citywide Fee Schedule
2) Resolution Adopting the FY 2026-27 City of Glendale Budget 3) Resolution Establishing New Fees, and Increasing, Decreasing, Modifying Certain Existing Fees for Various Services Provided by the City and Adopting Changes to the Citywide Fee Schedule for FY 2026-27
4) Resolution Establishing New Fees, and Increasing, Decreasing, Modifying Certain Existing Fees in the Comprehensive Citywide Fee Schedule for FY 2026-27 for Community Development Services, Permits, and Certificates 5) Resolution of Appropriation Shifting $60,000,000 from Undesignated Fund Balance, Section 115 Trust Fund (25300-1080) to Cash Restricted – Section 115 Trust, Section 115 Trust Fund (10115-1080) for Deposit into the Pension Rate Stabilization Program Trust Fund Account
6) Resolution Providing for the Establishment of Classification Titles and Compensation for Employees of the City of Glendale Covered by the Glendale Management Association Memorandum of Understanding, Including Employee Relations Exempt Classifications
7) Resolution Providing for the Establishment of Classification Titles and Compensation for Employees of the City of Glendale Represented by the International Brotherhood of Electrical Workers, Local 18 8) Resolution Providing for the Establishment of Classification Titles and Compensation for Employees of the City of Glendale Covered by the Glendale City Employees’ Association Memorandum of Understanding, Including Confidential and Hourly Classifications
9) Resolution Providing for the Establishment of Classification Titles and Compensation for Employees of the City of Glendale Covered by the Glendale Fire Fighters’ Association Memorandum of Understanding
10)Resolution Providing for the Establishment of Classification Titles and Compensation for Executive Level Employees of the City of Glendale 211a
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11)Resolution Approving and Adopting Side Letter Agreements to the Memoranda of Understanding Between the City of Glendale and Various Bargaining Units Regarding Compensation, Classification Updates, and Administrative Corrections

COUNCIL ACTION
Item Type: Public Hearing
Approved for June 23, 2026 calendar

EXECUTIVE SUMMARY
The City Charter requires an annual public hearing and adoption of the City’s budget for the upcoming year. The FY 2026-27 proposed budget reflects the input received from City Council, as identified during the four study sessions held between April 30 and June 4, 2026. The following proposed Fiscal Year 2026-27 annual budget is presented to City Council for adoption.

The total appropriation proposed for FY 2026-27 citywide budget is $1.29 billion, of which $377.9 million is in the General Fund. Based on the FY 2026-27 proposed revenues and appropriations, the General Fund shows an initial $14.2 million deficit.

Factoring in an anticipated budget utilization rate of 96.9%, actual expenditures are projected at $366.1 million, reducing the expected deficit and corresponding use of fund balance to $2.4 million. This results in a projected General Fund reserve of 36.9% of the FY 2026-27 proposed budget. The City Council’s current General Fund Reserve policy is a minimum of 25% of the annual operating budget and a target of 35%. The projected General Fund reserve is expected to remain above target at the end of FY 2026-27.

The City completed a partial user fee study which included Library, Arts & Culture and Community Development. Glendale Water & Power, Police, and Fire requested fee increases to full cost recovery or to create new fees for existing or new services.

Additionally, Community Development is proposing to add Administrative Citations to the fee schedule, and increase the fee for existing citations. The results and recommendations for adoption of the amendments to the Citywide Fee Schedule are presented.

As a part of the FY 2026-27 proposed budget, staff is requesting approval to deposit $60 million into the Pension Rate Stabilization Program Trust Fund account.

As a part of its ongoing effort to ensure an effective and equitable organizational structure, City departments periodically review job classifications, titles, and compensation levels. These reviews address evolving operational needs, market conditions, recruitment and retention challenges, and equity considerations. Staff is proposing six resolutions to revise and establish new classifications, and to delete obsolete classifications, as detailed in this report.
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RECOMMENDATION
To hold a public hearing and adopt the FY 2026-27 Proposed Citywide Budget and changes to the Citywide Fee Schedule. To approve a Resolution of Appropriation for FY 2026-27 to deposit $60 million into the Pension Rate Stabilization Program Trust Fund account. Lastly, to adopt resolutions to revise and establish new classifications, and to delete obsolete classifications, as detailed in this report.

ANALYSIS
FY 2026-27 PROPOSED CITYWIDE BUDGET
The total proposed appropriation for FY 2026-27 citywide budget is $1.29 billion. A summary of revenue estimates and appropriations for all funds can be found in Exhibits 1 and 2 respectively. The following table is a summary of citywide appropriations by fund type as adopted for FY 2025-26 and as proposed for FY 2026-27.

GENERAL FUND
The General Fund provides the majority of ongoing governmental services that are not funded through restricted special revenue funds. These services include Fire, Police, Community Development, Community Services and Parks, Library, Arts & Culture, Public Works, and central support service departments that include City Attorney, City Clerk, City Treasurer, Finance, Human Resources, and Management Services. The General Fund is supported by general taxes including property, sales, utility users, and other taxes, in addition to various fees and a transfer from Electric operating revenue funds.

During the FY 2025-26 budget study sessions, the FY 2026-27 ending fund balance was estimated to decrease by approximately $31.7 million. This significant anticipated budget deficit was driven by a slowdown in revenue growth combined with rapidly rising costs required to maintain City services. Without corrective action, cost increases are expected to continue outpacing revenue growth, resulting in a structural imbalance.

In response, over the past nine months the City Manager’s Office and all department leaders have worked collaboratively to identify and develop solutions to narrow the Fund Type
Adopted
FY 2025-26
Proposed
FY 2026-27
Increase/
(Decrease)
%
Change
General Fund $ 352,480,496 $ 377,866,580 $ 25,386,084 7.2% Section 115 Trust Fund - 5,000,000 5,000,000 N/A
Special Revenue Funds 139,708,616 150,506,279 10,797,663 7.7% Debt Service Funds 2,998,700 3,000,250 1,550 0.1%
Capital Projects Funds 20,966,367 73,133,000 52,166,633 248.8% Enterprise Funds 556,834,669 533,726,256 (23,108,413) (4.1%) Internal Service Funds 163,276,020 145,183,264 (18,092,756) (11.1%) Citywide Total $ 1,236,264,868 $1,288,415,629 $ 52,150,761 4.2% 411a
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General Fund funding gap. These efforts focused on both revenue enhancement opportunities and cost-reduction strategies.

To strengthen the City’s ongoing revenue base, staff has identified several recurring revenue enhancements totaling $10.6 million. These measures include increases to parking fees, higher emergency medical response fees, and adjustments to code enforcement and vegetation management fees. The City will also expand efforts to collect Occupancy Tax from home-sharing hosts.

Additionally, the City has assigned a valuation to landfill gas used by Glendale Water & Power for energy generation and plans to allow installation of digital kiosks in the public right-of-way. The Nonprofit Subsidy Program will also be eliminated as part of these ongoing revenue measures.

One-time revenue enhancements will further support closing the budget gap, most notably through the sale of an underutilized City-owned property, which will generate one-time revenue.

On the expenditure side, departments were directed to implement 5% recurring cost reductions over two years, with a target of 3% in FY 2026-27 and an additional 2% in FY 2027-28. For FY 2026-27, these reductions will result in a reduction of vacant positions, reduced temporary staffing in multiple departments, citywide reductions in contracted services and software technology, delayed replacement of a fire apparatus, elimination of the Police Department’s contribution to the Joint Air Support Fund, and modified service hours at select library branches.

The City also reviewed and further decreased internal service fund rates for liability and workers’ compensation insurance.

One-time cost reduction measures include evaluating and reprioritizing capital improvement projects to focus on those providing the greatest community benefit, as well as initiating earlier withdrawals from the Section 115 Pension Trust to help offset pension cost pressures. Altogether, these cost-reduction measures total $17.0 million.

All these measures have been incorporated into the proposed FY 2026-27 budget and the General Fund five-year forecast. Together, they represent feasible short-term actions that meaningfully narrow the General Fund’s funding gap—from $31.7 million to a projected $2.4 million deficit—while also strengthening the City’s long-term fiscal sustainability.
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Resources
The following table reflects the General Fund revenue estimates for FY 2025-26 and FY 2026-27 by major category.

General Fund Revenues
Revenue changes for the proposed FY 2026-27 budget are described in detail below. Property Tax: This category is estimated to generate approximately $92.4 million, reflecting a 5.1% increase compared to the previous year. The City continues to experience modest growth in its property tax revenues; however, home sales and prices have flattened due to persistently high interest rates and a shortage of housing supply. Broader economic uncertainties, including geopolitical tensions and a potential for higher inflation, may further constrain the pace of price growth.

The City’s assessed valuation growth has been trending downward. In FY 2025-26, the City’s taxable property value increased by 3.7%, compared to

5.4% in FY 2022-23. This slowing growth rate limits the projected property tax revenue.
Sales Tax: This category is projected to generate approximately $86.4 million, reflecting a 0.4% decline compared to the prior year. This decline is largely due to continued reduced sales in the auto and transportation category, an area of significant reliance for the City; loss in business and industry; partially offset by increases in several apparel retailers.
Utility Users Tax (UUT): This category is estimated to generate approximately $35.0 million, reflecting a 2.3% increase compared to the prior year. This increase is mainly attributable to the increase in the electric service rates.

Category
Adopted
FY 2025-26
Proposed
FY 2026-27 Variance
%
Change
Property Taxes $ 87,928,057 $ 92,379,752 $ 4,451,695 5.1% Sales Taxes 86,775,063 86,439,475 (335,588) (0.4%)
Utility Users Taxes 34,244,506 35,048,593 804,087 2.3%
Occupancy Taxes 11,497,675 11,837,605 339,930 3.0%
Licenses & Permits 9,444,504 11,794,000 2,349,496 24.9% Revenue from Other Agencies 460,000 418,665 (41,335) (9.0%) Charges for Services 43,040,519 51,055,702 8,015,183 18.6% Interfund Revenue 19,861,374 18,310,864 (1,550,510) (7.8%) Fines and Forfeitures 7,470,000 7,350,000 (120,000) (1.6%) Interest/Use of Money 3,435,941 4,770,705 1,334,764 38.8% Misc. & Non-Operating 1,146,300 1,227,800 81,500 7.1%
Transfers From Other Funds 41,570,653 43,066,480 1,495,827 3.6% Total Revenues $ 346,874,592 $ 363,699,641 $ 16,825,049 4.9% Budgeted Resources from Fund Balance 5,605,904 14,166,939 8,561,035 152.7% Total Resources $ 352,480,496 $ 377,866,580 $ 25,386,084 7.2% 611a
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Occupancy Taxes: This category is estimated to generate $11.8 million, which is a 3.0% increase from the FY 2025-26 estimate. The increase stems from the opening of a new hotel and stricter enforcement of Transient Occupancy Tax (TOT) on home-sharing, despite a decrease in recreational international travel, due to political and fiscal uncertainty.
Licenses & Permits: Th is category is estimated to be approximately $11.8 million, reflecting an increase of 24.9% from the FY 2025-26 Adopted Budget. The increase is primarily driven by higher fees resulting from the fee study, as well as the anticipated issuance of building and planning permits for several large projects.
Revenue from Other Agencies: This category is estimated to be approximately $419 thousand, reflecting a modest decrease of 9.0% from the FY 2025-26 estimate. The projected decrease is primarily due to a reduction in the funds received from the State of California Penalty Fund.
Charges for Services: This category is estimated to be approximately $51.1 million, reflecting an 18.6% increase from the FY 2025-26 revenue estimate. This increase is primarily attributable to several revenue enhancement measures, including $3.2 million from emergency medical response fees, $1.2 million from increased parking fees, $1.1 million from higher vegetation management fees, and $500 thousand for increased code enforcement revenue from Community Development. Additional revenue includes $954 thousand from new concierge and express plan check fees and $300 thousand from the implementation of a digital kiosk revenue initiative. Interfund Revenue: This category is estimated to be approximately $18.3 million, reflecting a decrease of 7.8% from the FY 2025-26 estimate. The projected decrease is primarily due to a reduction in the safety allocation. Fines and Forfeitures: This category is estimated to be approximately $7.4 million, reflecting a decrease of 1.6% from the FY 2025-26 estimate.

The projected decrease is from decreased parking tickets offset by the implementation of the new Speed Safety Program.
Interest/Use of Money: This category is estimated to be approximately $4.8 million, reflecting an increase of 38.8% from the FY 2025-26 estimate. The projected increase is driven by a higher rate of return and growth in the principal balance.
Misc. & Non-Operating: This category is estimated to be approximately $1.2 million for FY 2026-27, reflecting a 7.1% increase compared to prior year.

The increase is primarily due to the elimination of the Nonprofit Subsidy Program. 711a
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Transfers from Other Funds: This category is estimated to be approximately $43.1 million for FY 2026-27, reflecting an increase of 3.6% compared to the prior year. This includes a decrease in the Electric Works Revenue fund transfer of $946 thousand, which returns to 10.0% of total electric operating revenues after a one-time increase to 10.8% in FY 2025-26, as well as a one-time decrease resulting from prior year’s one-time transfer back from the Capital Improvement Fund of $9.0 million from defunded projects dropping off. Additional transfers include a $4.0 million reimbursement from the Central Park project funding as the project has secured other funding sources; $2.4 million Transfer of Property revenue from the sale of an underutilized property to Glendale Water & Power; and a $5.0 million withdrawal from the Section 115 Pension Trust.

Appropriations
The following table shows the appropriations for the General Fund for FY 2025-26 and FY 2026-27 by category.

General Fund Appropriations
Category
Adopted
FY 2025-26
Proposed
FY 2026-27
Increase/
(Decrease)
%
Change
Salaries & Benefits $ 260,476,358 $ 275,093,470 $ 14,617,112 5.6% Maintenance & Operation 90,130,655 93,512,025 3,381,370 3.8% Capital Outlay 240,500 329,920 89,420 37.2%
Transfers Out to Other Funds 1,632,983 8,931,165 7,298,182 446.9% Total Appropriations $ 352,480,496 $ 377,866,580 $ 25,386,084 7.2% Budget Utilization Rate
Based on Forecast 96.9%
Expenditures Based on Forecast $ 366,093,262
Change in Fund Balance
Based on Forecast $ (2,393,621)
The General Fund budget is forecasted to increase by approximately $25.4 million, or

7.2% compared to the Adopted FY 2025-26 budget. This increase is mainly attributable to the following:
Salaries & Benefits: Salaries and Benefits increased by $14.6 million, or 5.6% compared to the FY 2025-26 Adopted Budget. This increase is primarily driven by cost-of-living adjustments (COLA) to salaries, normal step progressions, the addition of positions required for mandated or revenue-generating services, and higher Public Employee Retirement System (PERS) costs. It also reflects the addition of two Project Manager positions approved by City Council during budget study session 4 as part of the Pavement Management Program. The overall increase is partially offset by the defunding of five vacant positions, reductions in hourly wages, and lower benefit rates. In addition, the soft hiring freeze implemented in FY 2025-26 remains in effect. A total of 21 frozen positions remain defunded and may only be restored if new funding sources are 811a
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identified. PERS costs, budgeted at $67.9 million for FY 2026-27, continue to be the second-largest cost driver in this category. Both the Employer Normal Contribution Rate and the Unfunded Accrued Liability (UAL) are projected to rise until an anticipated peak between 2030 and 2033. To mitigate the impact of these increases, the City will begin withdrawing from the Section 115 Pension Trust in FY 2026-27 to offset a portion of the annual employer payment.
Maintenance & Operation: Maintenance and Operation increased by $3.4 million, or 3.8%, compared to the FY 2025-26 Adopted Budget. The increase is primarily driven by operational needs, including a $1.4 million increase in the Fire Department for the Public Provider Ground Emergency Medical Transport (PP-GEMT) payments, which is fully offset by additional emergency medical response fee revenue. The Police Department also reflects $1.8 million increase for its in-car video system and body-worn cameras contract, which was previously budgeted in the Information Technology Department. In addition, Council approved a $1.0 million increase for the street trees planting and maintenance contract under Public Works. Other non-discretionary increases include a $918 thousand increase in the fleet equipment rental charge and a $1.6 million increase in the building maintenance service charge.

These increases are partially offset by reductions across various departments and the elimination of the Police Department’s contribution to the Joint Air Support Fund, consistent with the General Fund’s 3.0% cost-reduction target. Capital Outlay: Capital Outlay increased by $89 thousand due to a cyclical rise in the Fire Department equipment scheduled for replacement, including defibrillators and turnout gear in FY 2026-27.
Transfers Out to Other Funds: Transfers Out to Other Funds increased by $7.3 million compared to the FY 2025-26 Adopted Budget. This increase is primarily due to the restoration of General Fund transfers to both the Capital Improvement Fund ($4.6 million) and the Fleet Management Fund for vehicle purchases ($2.7 million) after these transfers were suspended in FY 2025-26 as part of budget balancing strategies.
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General Fund
Projected Ending Fund Balance & Reserve Percentage, June 30, 2026 (In Millions)
Based on the FY 2026-27 proposed revenues and appropriations, and incorporating a budget utilization rate of 96.9%, the General Fund budget is projected to have a deficit of $2.4 million and a reserve of 36.9% of the FY 2026-27 proposed budget. The City Council’s current General Fund Reserve policy is a minimum of 25% of the annual operating budget, with a target of 35%.

Projected FY 2025-26 Ending Reserve $ 141.6
Projected Resources $ 363.7
Projected Expenditures 366.1
Surplus/(Deficit) (2.4)
Projected FY 2026-27 Ending Reserve $ 139.2
Reserve % 36.9%

OTHER FUNDS
Special Revenue Funds
The approximately $10.8 million increase in the Special Revenue Funds is primarily due to the following:
CDBG Fund 2010 – The decrease of approximately $44 thousand is mainly due to lower federal grant award revenue compared to the prior year, resulting in decreases in miscellaneous maintenance and operation costs. The increase in direct assistance to community agencies was partially offset by a reduction in City CIP projects.
Housing Assistance Fund 2020 – The net increase of approximately $232 thousand in this fund is due to multiple factors. There are increases of $2.5 million for the regular Housing Assistance Payment (HAP) vouchers, and $1.7 million for the portable HAP vouchers, due to a growing number of participants porting their vouchers from other public housing agencies to the Glendale Housing Authority. This is offset by a decrease of approximately $4.5 million in direct assistance due to the ending of the Emergency Housing Voucher (EHV) program. Additionally, there were increases in personnel costs and contractual services.
Home Grant Fund 2030 – The net decrease of approximately $303 thousand is attributed to lower federal grant award, which resulted in a decrease in direct assistance. However, this budget does not include funding for the Tenant-Based 1011a
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Rental Assistance Program, which has been proposed as an alternative for the sunsetting EHV program. Approval of this program is currently pending determination from the Department of Housing of Urban Development (HUD) and will use available fund balance that has not yet been appropriated. Once a final determination is received, staff will return to City Council to appropriate direct assistance funding for this program within the Home Grant Fund.
Continuum of Care Grant Fund 2040 – There is an increase of approximately $3.4 million in appropriation compared to the FY 2025-26 Adopted Budget. This includes $2.9 million in direct assistance, and $443 thousand in program administration. In previous years, due to the timing of the award and the start date of programs not aligning with the start of the fiscal year, the grant was appropriated mid-year via Council Resolution, with funds carried over into the new fiscal year. Beginning FY 2026-27, however, the department applied for and received a no-cost extension that shifted all project start dates to July 1, aligning the grant cycle with the fiscal year and eliminating the need for mid-year appropriation via Council Resolution. The FY 2026-27 award reflects a slight increase over the prior award, primarily due to fair market rent adjustments. Emergency Solutions Grant Fund 2050 – The decrease of approximately $419 thousand is due to a one-time special allocation of emergency solutions grant funds received in the previous year.
Workforce Fund 2060 – The net decrease of approximately $3.8 million is primarily due to decreases in state and county funding allocations, as well as a decrease of $2.0 million of a one-time grant received in the prior year. This is reflected by decreases in hourly wages and direct assistance. Affordable Housing Trust Fund 2090 – The increase of approximately $8 thousand is in personnel costs.
Glendale Youth Alliance Fund 2110 – The net increase of approximately $52 thousand is attributable to higher personnel costs, partially offset by a salary charge-out resulting from staff charging out to a grant project that will carry over into FY 2026-27 and is budgeted in the Grant Fund.
BEGIN Homeownership Fund 2120 – The increase of $1 thousand is due to an increase in interest income applied towards direct assistance. Low & Mod Income Housing Asset Fund 2130 – The net increase of approximately $113 thousand is primarily due to increases in administration costs such as personnel costs and contractual services.
Grant Fund 2160 – The increase of approximately $128 thousand is due to an increase in grant revenue and increased project appropriation. 1111a
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Hazardous Disposal Fund 2190 – The increase of approximately $232 thousand is primarily due to increases in personnel costs, cost allocation charge, contractual services, and training.
Measure M Local Return Fund 2220 – The decrease of approximately $570 thousand is due to a decrease in subsidy expense to the Transit Utility Fund, partially offset by an increase in contractual services. Measure H Fund 2240 – The increase of $300 thousand is due to increased estimated county Measure H sales tax revenue, applied towards direct assistance.
Measure W Fund 2260 – The net increase of approximately $3.0 million is primarily due to increases in capital projects, contractual services, and personnel costs. Project appropriation this year includes CIP to Capture & Treat Stormwater, and a new project for California Ave and Adjacent Storm Water Capture.
Measure A Homeless Services 2291 – The increase of approximately $467 thousand compared to the previous year is primarily due to the timing of appropriating the award as part of the adopted budget, instead of mid-year via Council Resolution. The full award amount is allocated towards direct assistance, with a small portion to be used for associated administration costs. Air Quality Improvement Fund 2510 – The decrease of approximately $944 thousand is primarily due to a decrease in fleet capital outlay. San Fernando Landscape District Fund 2530 – The decrease of $800 is in contractual services.
Measure R Local Return Fund 2540 – The increase of approximately $1.1 million is primarily due higher contractual service costs for the School Crossing Guard program, which shifted from the General Fund as part of Public Works’ 3% cost- reduction target, as well as an increase in fleet capital outlay. Measure R Regional Return Fund 2550 – The increase of approximately $8.3 million is due to increased project appropriation for transportation related projects and personnel charges. Project appropriation in this fund includes HSIP Cycle 11 Local Match, Doran/Broadway-Brazil Grade Separation Project, HSIP Cycle 12 Local Match, Citywide Multi-Modal Equipment Modifications, and Safe Routes to School – Phase 6.
Transit Prop A Local Return Fund 2560 – The decrease of approximately $1.1 million is due to no new project appropriation for FY 2026-27. Transit Prop C Local Return Fund 2570 – The decrease of approximately $1.2 million is due to no new project appropriation for FY 2026-27. 1211a
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Transit Utility Fund 2580 – The increase of approximately $240 thousand is primarily due to increased personnel costs, contractual services, and new project appropriation.
Asset Forfeiture Fund 2600 – The decrease of $250 thousand is primarily driven by a lower available fund balance. This reduction in resources results in decreases in contractual services and capital outlay, partially offset by an increase in furniture and equipment.
Police Fund 2610 – The net increase of approximately $871 thousand is due to higher settlement revenue, primarily budgeted towards overtime and miscellaneous maintenance and operation costs.
Supplemental Law Enforcement Fund 2620 – The increase of approximately $23 thousand is due to higher projected revenue used towards personnel costs. Fire Grant Fund 2650 – There is a decrease of approximately $281 thousand in training and supplies due to a decrease in anticipated grant revenue compared to the previous year.
Fire Mutual Aid Fund 2660 – The decrease of approximately $1.1 million is due to less anticipated mutual aid being requested and provided for the coming year due to staff shortages.
Nutritional Meals Grant Fund 2700 – The increase of approximately $4 thousand is due to more projected revenue, with slight increases in personnel costs and fleet charges.
Library Fund 2750 – The net decrease of approximately $131 thousand is primarily due to a shifting of library programming costs that are not directly associated with any grant or special donation revenue from the Library Fund to the General Fund. The Library Fund will continue to fund personnel costs and supplies related to grants and donations, while all other Library programming will be supported by the General Fund.
Cable Access Fund 2800 – The increase of $135 thousand is due to an increase in furniture and equipment, capital outlay, and general supplies, reflecting investments in media production improvements, modernization of broadcasting systems, and compliance with SB 707 and ADA requirements Electric Public Benefit Fund 2910 – The net increase of approximately $2.4 million is primarily due to increases in public benefit programs for renewable energy, energy-water efficiency, and conservation programs. 1311a
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Debt Service Funds
There is only one Debt Service Fund with appropriation for FY 2026-27: the Police Building 2019 Lease Revenue Refunding Bond (Fund 3031). The net increase of approximately $2 thousand is primarily due to higher principal payments, partially offset by a decrease in interest payments on the bonds.

Capital Projects Funds
The approximately $52.2 million increase in the Capital Projects funds is primarily due to the following:
General Fund Capital Improvement Fund 4010 – The net decrease of $8.4 million is primarily due to a one-time budgeted transfer of $9.0 million to the General Fund dropping off. New projects for the upcoming fiscal year include Urban Cooling Project, Cavanagh Improvements, GSB Upgrades, Scholl Canyon Ballfield Parking Lot Paving, 1000 S. Central Ave. Master Plan, Beaudry Blvd. and Glenoaks Blvd. Landscape Improvement Project, Maple Park Playground Perimeter Fence, Restroom Renovation Project Design, and Rubberized Fall Surface Replacements at Playgrounds.

The Central Park Block Project had existing appropriation from previous fiscal years within this fund. In FY 2025-26, the Community Services & Parks department applied for and was awarded grant funding for this project. This resulted in an excess of $4.0 million of existing appropriation, which will be released to the Capital Improvement Fund available fund balance, to be transferred back to the General Fund in FY 2026-27.
State Gas Tax Fund 4020 – The decrease of $600 thousand is a result of less project appropriation. The projects with new appropriation for FY 2026-27 in this fund are As Needed Engineering Services, Street Tree Maintenance, Capital Improvement Project Support, and On Call Fiber Optic Services. Landfill Postclosure Fund 4030 – The increase of $60.0 million is in the transfers category and reflects the planned transfer to the General Fund, and subsequently to the Section 115 Trust Fund.
Library Mitigation Fee Fund 4070 – The decrease in appropriation of $100 thousand is due to less projected revenue and is budgeted as capital outlay allocated towards books.
SF Corridor Tax Share Fund 4100 – The increase of $1.1 million is for the Faircourt Lane Improvements project.
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Measure A Fund 4130 – The increase of $200 thousand is due to new appropriation for the 1000 S. Central Ave. Master Plan project.

Enterprise Funds
The approximately $23.1 million net decrease in the Enterprise Funds is primarily due to the following:
Sewer Fund 5250 – The net decrease of approximately $26.7 million is primarily due to a decrease in capital projects. The two main capital projects in this fund are Hyperion Wastewater System and the Los Angeles/Glendale Water Reclamation Plant (LAGWRP) projects. Public Works is actively working with the City of Los Angeles to determine the cost for the next phase of the projects and will return to City Council with appropriation requests once the costs are determined. Other projects with new appropriation this year include On-Call Sewer and Storm Drain Repair Services, Sewer Reconstruction Program, Wastewater Capacity Improvement, and new project Gas Monitoring System at Doran Lift.
Refuse Disposal Fund 5300 – The net decrease of approximately $4.1 million is primarily driven by decreases in fleet capital outlay, capital projects, and contractual services. Additionally, depreciation is treated as a non-budgetary item starting in FY 2026-27 since it is a non-cash expense.
Fiber Optic Fund 5400 – The decrease of approximately $633 thousand is primarily due to decreased personnel costs resulting from a vacancy, as well as decreases in hourly wages and contractual services.
Verdugo Fire Communication Fund 5800 – The net decrease of approximately $2.0 million is primarily due to less capital outlay due to one-time purchases the prior year. Additionally, depreciation is treated as a non-budgetary item starting in FY 2026-27 since it is a non-cash expense.
Electric Utility Funds 5820, 5830, 5850 & 5880 – The net decrease of approximately $3.5 million is mainly due to decreases in capital project appropriation, contractual services, purchased power, and fuel natural gas.

These were slightly offset by an increase in transfers out, related to the transfer of property at 805 Fairmont, as well as an increase in capital outlay. A portion of the Office of Sustainability shifted to the Electric Works Revenue Fund from Management Services, which resulted in a slight increase in personnel costs, which was offset by decreases in hourly wages and overtime. Some of the major CIP projects include GWP City Owned Solar Program Phase II, GWP Admin Remodeling, Acacio/Tropico Substation Upgrade, 4kV to 12kV Feeder Upgrade Program, and AMI Electric Meter Upgrade Program.
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Water Utility Funds 5920, 5930, 5950 & 5980 – The increase of approximately $13.9 million is primarily due to an increase in capital projects appropriation, including Water AMI Endpoint Replacement, WS Pipeline Replacement Project, and WS Valve Replacement Program. These increases were offset by decreases in contractual services, hourly wages, and safety allocation charge. A portion of the Office of Sustainability shifted to the Water Works Revenue Fund from Management Services, resulting in a slight increase in personnel costs.

Internal Service Funds
The approximately $18.1 million net decrease in the Internal Service Funds is primarily due to the following:
Fleet Management Fund 6010 – The net decrease of approximately $4.0 million is primarily due to a decrease in fleet capital outlay and the removal of depreciation from the budget, as depreciation will be treated as a non-budgetary, non-cash expense beginning FY 2026-27.
Joint Air Support Fund 6020 – The decrease of approximately $169 thousand is due to decreases in furniture and equipment, utilities costs, training, and travel.

Additionally, depreciation is no longer budgeted as of FY 2026-27. These decreases were slightly offset by an increase in vehicle maintenance costs. ITD Infrastructure Fund 6030 – The net decrease of approximately $4.6 million is primarily due to decreases in capital outlay, contractual services, computer hardware, personnel costs, and rent. Additionally, depreciation is no longer included in the budget.
ITD Applications Fund 6040 – The net decrease of approximately $3.9 million is primarily due to decreases in hourly wages, contractual services, and rent.

Additionally, depreciation is no longer included in the budget. These decreases were slightly offset by increases in personnel costs.
Building Maintenance Fund 6070 – The net decrease of approximately $2.1 million is primarily due to less project appropriation and less capital outlay.

This was slightly offset by an increase in personnel costs, general supplies, and repairs to building and grounds. New project appropriation includes UPS Replacements & Repairs, Paint Police Building, Exchange Parking Structure Mezzanine Roof Resurfacing, and Corporation Yard and Integrated Waste Locker Room Renovation.
Unemployment Insurance Fund 6100 – The increase of approximately $22 thousand is due to an increase in claims.
Liability Insurance Fund 6120 – The net decrease of approximately $346 thousand is primarily due to decreases in legal consultation fees, excess 1611a
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insurance premiums, and ITD service charge, slightly offset by an increase in claims. Compensation Insurance Fund 6140 – The net decrease of approximately $348 thousand is primarily due to lower claim payments and excess insurance premium, offset by increases in personnel costs and contractual services. Dental Insurance Fund 6150 – The decrease of approximately $25 thousand is due to decreases in claims and premiums.
Medical Insurance Fund 6160 – The increase of approximately $826 thousand is due to increases in premiums and claims.
Vision Insurance Fund 6170 – The decrease of approximately $34 thousand is primarily due to a decrease in premiums.
Compensated Absences Fund 6400 – The decrease of approximately $368 thousand is primarily due to decreases in comp time and separation payouts, slightly offset by an increase in vacation payouts. RHSP Benefits Fund 6410 – The increase of approximately $128 thousand is primarily due to an increase in separation payouts.
Post-Employment Benefits Fund 6420 – The decrease of approximately $62 thousand is due to decreases in retiree Medicare Part A reimbursement, medical benefits for survivors of deceased employees, and PERS replacement benefit.
Wireless Fund 6600 – The decrease of approximately $3.2 million is primarily due to decreases in capital outlay, personnel costs, and ITD service charge.

Additionally, depreciation is no longer included in the budget.

AUTHORIZED FULL-TIME SALARIED POSITIONS
For FY 2026-27, there are no proposed changes to the authorized full-time salaried position count. Position increases within departments were managed by reallocating from the pool of defunded vacant positions rather than increasing the overall authorized count. The following table provides a summary of the authorized full-time salaried position count for FY 2025-26 and proposed FY 2026-27.

Adopted
FY 2025-26
Proposed
FY 2026-27
All Funds 1,651.0 1,651.0
General Fund 999.0* 992.1**
* Includes 35.0 defunded vacant positions
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** Includes 21.0 defunded vacant positions

PROPOSED FEES CHANGES
The FY 2026-27 Proposed Citywide Fee Schedule lists 2,042 fees administered by the City. In an ongoing effort to streamline processes, while providing the most up-to-date information, staff wished to pilot an annual partial fee study instead of a comprehensive citywide fee study every 5 to 7 years. Library, Arts & Culture and Community Development were two departments that participated in this pilot program conducted by Matrix Consulting Group. The purpose of the study was to revisit the cost rollups used in the various fee calculations, staff time estimates and assumptions, and to account for any major shifts in costs or organizational structures that have occurred since the City’s previous citywide fee study (completed in 2024).

Fees are commonly adopted by public agencies to recover costs associated with the provision of specific services benefiting the user, thereby reducing the use of General Fund (and other funds) resources for such purposes. Actual costs to provide services include the direct cost of labor to process and perform each service, as well as associated support costs (indirect costs). Indirect costs include departmental and central service overhead costs. The City may charge fees, up to the full cost recovery, provided that those fees do not exceed the maximum limits as may be established under state law.

In addition to the fee study, we also received requests from Glendale Water & Power, Fire, and Police (which were not part of the pilot fee study) for fee increases to full cost recovery or to create new fees for existing or new services.

The FY 2026-27 Proposed Citywide Fee Schedule includes parking rate increases which were part of the implementation of new revenue initiatives. The rate increases impact downtown on/off street rates as well as parking garages.

Subsequent to the fee presentation during budget study session 3, Community Development updated the Building and Safety fee for EV charging stations based on State Assembly Bill 1820. This regulatory requirement resulted in a modification to one fee and the addition of five new fees for existing services (Section 1: Building and Safety Fees #208-#213).

Subsequent to the fee presentation during budget study session 3, Community Development proposed modification of Administrative Citations (150 fee increases) and added additional Glendale Municipal Code and Building Code violations to Administrative Citation citable offenses (24 new fees (fines) for existing services (violations of the Code)). The proposed changes are requested to appropriately dissuade violations of the Glendale Municipal Code and Building Code including unpermitted work, unlicensed operations, and unkept properties. 1811a
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Glendale’s Code Enforcement team maintains the standards of the Glendale Municipal Code for the entire City. Inspectors seek compliance with property owners generally through conversations, a warning notice, Notice of Violation, and when necessary, citations. If three citations do not result in compliance, inspectors refer the case to the City Attorney for prosecution. As the citation amounts were set over a decade ago, the fine does not financially reflect the severity or seriousness of the violation to encourage compliance. It is recommended these fines are increased, and several new ones added so inspectors can cite for those violations as well.

Section 53069.4 of the California Government Code authorizes a local agency to utilize civil penalties or administrative citations as a means of enforcing municipal code provisions. Cities use administrative code enforcement remedies as an alternative or as a complement to civil actions or criminal prosecution of municipal code violations.

The Code Enforcement process includes a warning, followed by a Notice of Violation with a compliance deadline. An extension is granted when the circumstances allow for it, and the property or business owner has demonstrated good faith toward working to a resolution. However, if progress is not met by the compliance deadline, having meaningful citations which match the severity of the violation is critical in gaining compliance. Staff will issue three citations, escalating in the amount of the fine until compliance is met. If the property or business owner continues to refuse to come into compliance, the case will be sent to the City Attorney’s office for prosecution.

Staff believes that this administrative code enforcement system is a preferable alternative to criminal prosecution in many cases because the process is speedy and efficient; it is oriented towards obtaining compliance; moreover, it conserves public resources. Once a property owner has been put on notice of a required violation compliance deadline and it is not met, the citation process consists of a code enforcement officer issuing a citation to a property owner or other responsible party, and the property owner or responsible party either paying the fine or contesting the citation. If the citation is contested, a hearing is held and the citation is either confirmed or rescinded. Prior to the hearing, it is required that the fine is remitted in advance. The decision of the independent third-party hearing officer upholding the citation is subject to judicial review.

The amount of the fine for the particular violation is set forth in the schedule of fines established by City Council resolution. Fines are currently in a three-tier system of fine amounts whereby each tier contains a group of code violations grouped by severity and seriousness, and each with its own progressive fine amounts.

Generally, violations for which the third-tier fines apply are those that involve immediate threats to life/safety and/or have a significant impact on the community, such as unauthorized activity for which a permit is required, violation of a stop work order, or unauthorized entry after posting of a "yellow'' or "red tag" mandating vacation of a building due to safety concerns.
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Second-tier fines are for those violations that are also life/safety concerns but of a slightly lower order of seriousness than the third-tier fine violations such as structural hazards and hazardous plumbing, electrical or mechanical equipment.

The first-tier fines are for those violations that are not immediate life/safety threats but nevertheless impact the community (littering, landscaping, smoking, signs). Payment of all fines is required within thirty (30) days from the date of the citation.

Currently, third-tier fines are: $400 for the first violation, $1,000 for the second same violation within one year of the citation for the first violation, and $2,000 for the third same violation within one year of the citation for the first violation. The second-tier fines are: $200, $400, $1000; first-tier fines are: $100, $200, $500.

It is recommended that the tier structure be modified as: Third-tier violations: $1000, $2000, $4000. Second-tier violations: $750, $1500, $3000. First-tier violations: $500, $1000, $2000, with the exception of violations that are infractions under the Code, which will remain at the current amount. Pursuant to Government Code Section 53069.4(a)(1), the maximum fine for a violation of any local ordinance that would otherwise be an infraction cannot exceed the maximum limits set forth in Government Code 36900(b), which for most infractions is capped at $100 for a first violation, $200 for a second violation of the same Code section within one year, and $500 for each additional violation of the same Code section within one year.

Current Amounts Proposed Amounts
1st Violation 2nd Violation 3rd Violation 1st Violation 2nd Violation 3rd Violation 1st Tier $100 $200 $500 $500 $1,000 $2,000
2nd Tier $200 $400 $1,000 $750 $1,500 $3,000
3rd Tier $400 $1,000 $2,000 $1,000 $2,000 $4,000
As with all Glendale enforcement programs, the City’s goal is compliance with codes, and not punitive actions against the violator. The administrative citation program, as presented, is intended to achieve this. Unfortunately, Code Enforcement is often met with repeat violators, and/or those who believe the cost of compliance is more effort than paying for the citation or repeat citations, so they choose not to come into compliance. If the citations were more impactful in encouraging compliance and dissuading remaining in violation, it is more likely a resolution will be reached after the first citation, saving staff resources, but also ensuring greater compliance throughout the City. Those who come into compliance in a timely manner, will not receive a citation as citations are only issued when a property owner chooses not to come into compliance within the set deadline.

Additionally, while the Glendale Municipal Code outlines the standards of the City, only those code sections which are listed within the Administrative Citations allow an inspector to issue a citation for the violation. Code Enforcement has maintained a list of 2011a
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code sections for which inspectors have encountered violations, and the following are requested to be added to the citable violations. They are grouped into third-tier, second-tier, and first-tier violations:

Third-tier:

BSC.V6.311.2.1 – Fire Damage - Fencing off
BSC.V1.JIOI.3 – Hazards
GMC.15.20.080 – Demolition clearance and demolition permit required for demolition of designated historic resources and potential historic resources GMC.15.20.084 – Review and permit required for minor alterations of designated historic resources, of resources pending designation as a historic resource BSC.V5.401 – A public nuisance shall be defined as any public nuisance that may prove detrimental to children whether in a building on the premises of a building or on an unoccupied lot.

BSC.V6.308.1.4 – Open-Flame Cooking Devices
BSC.V1.J103.1 – Grading Permits Required
Second-tier:

BSC.V5.507.2 – Seismic Provisions – Water Heater – Strapping Required.

BSC.V5.701.1 – Heat required in Residential
GMC. 5.84.020 – Temporary Place of Amusement Permit—Required GMC. 5.44.110 – Sale of Flavored Tobacco Products
GMC. 5.88.030 – Commercial Special Event Permit required First-tier:

GMC. 5.20.020 – Sidewalk Vendor License Required
GMC. 5.24.030.B – Special District License Required
GMC. 5.28.040.B – Bingo License Required
GMC. 5.32.010 – Sale from Motor Vehicle License Required GMC. 5.36.020 – Christmas Trees and Pumpkin Sales Lot License Required GMC. 5.40.010 – Smoking Permitted Area License Required GMC. 5.48.020.A – Pawnbroker, Secondhand Dealer, Auto wrecker, and Junk Dealer License Required
GMC. 5.52.030.A – Cart License Required
GMC. 5.56.040.A – Home-Sharing License Required
GMC. 5.68.020 – Owner’s Permit and Driver’s Permit Required GMC. 5.68.030 – Owner’s permit, driver’s permit and city-issued vehicle licenses required - Separate violations for noncompliance
GMC.8.44.081.B – Collection requirements - Single-family generators. Refuse Collection and Placement
GMC.8.44. 082.A – Collection requirements—Commercial generators GMC 5.92.010 – Motion picture and television production - Permit Required Stakeholder outreach has occurred throughout the years of Code Enforcement’s efforts to achieve compliance and the outcomes of those interactions. Outreach will continue 2111a
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with every interaction an inspector has with a member of the public when seeking compliance.

FY 2026-27 Summary of Proposed Fees
New Fees – New Service 12
New Fees – Existing Service 63
Fee Increases 611
Fee Decreases 73
CPI Adjustments 611
No Fee Changes 672
Total Fees 2,042
Fee Deletions 48
These proposed changes, if approved by City Council, will be effective in FY 2026-27, and will take effect 30 days after City Council adoption for non-construction related fees and 60 days after City Council adoption for construction related fees.

ADDITIONAL INVESTMENT IN SECTION 115 PERS STABILIZATION TRUST The City Council has previously authorized two deposits into the Section 115 PERS Stabilization Trust totaling $32.0 million. The assets are invested in the PARS/PFM Asset Management “Moderate” portfolio. As of April 30, 2026, the market value of the Trust has grown to $49.9 million, reflecting a net return of $17.9 million since inception and historically yielding average annual net returns of over 5.0% (inclusive of all fees).

Given the Trust’s performance and the continued upward pressure on forecasted pension costs, staff propose to deposit an additional $60 million, made available through lowering the landfill post-closure fund balance, into the Section 115 PERS Stabilization Trust Fund account.

The City has been maintaining a landfill post-closure fund, with an allocation specifically designated for landfill post-closure maintenance and/or corrective action. In accordance with applicable California Public Resources Code Section 43501 regulations, the City entered into a Pledge of Revenue Agreement with CalRecycle in July 2025. This agreement allows the City to demonstrate financial responsibility for post-closure maintenance by pledging and annually certifying the financial resource availability for required post-closure maintenance costs. As part of this action, the City is no longer required to maintain balance at the current level in the landfill post-closure fund, as the Pledge of Revenue Agreement now serves as the City’s formal mechanism for demonstrating environmental responsibility and financial assurance. 2211a
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When future landfill post-closure activities initiate, the City would use General Fund resources to support the landfill post-closure maintenance. Compared to the City’s current annualized investment return of 3.5%, the Section 115 Trust Fund has averaged annual investment returns above 5.0% since inception. The benefit of the additional investment in the Section 115 Trust will provide the General Fund equal or more resource availability to fulfill its financial responsibility of landfill post-closure. This approach ensures that the general fund continues to maintain financial resources necessary for landfill post-closure maintenance, while maximizing investment earnings and ease the pension cost challenges in the coming years.

The transfers of funds are included as a part of the FY 2026-27 proposed budget, and the attached resolution authorizes the investment into the Section 115 PERS Stabilization Trust Fund account.

AMENDMENT OF CLASSIFICATION AND COMPENSATION RESOLUTIONS As part of its ongoing effort to ensure an effective and equitable organizational structure, City departments periodically review job classifications, titles, and compensation levels. These reviews address evolving operational needs, market conditions, recruitment and retention challenges, and equity considerations. Proposed changes require formal amendments to the Classification and Compensation Resolutions, which are reviewed and approved by the Human Resources Department and the City Manager’s Office prior to City Council consideration.

The following recommendations reflect requests from Glendale Water & Power (GWP) and the Glendale Police Department (GPD) to establish and revise classifications in order to address evolving operational requirements, enhance organizational effectiveness, and support critical service delivery functions.

GWP
New Classifications: Assistant General Manager – Power Supply and Assistant General Manager – Electric Services
The proposed creation of the Assistant General Manager – Power Supply and Assistant General Manager – Electric Services classifications is intended to support the operational, regulatory, engineering, and strategic management needs of Glendale Water and Power (GWP). These managerial-level classifications will provide oversight of critical utility functions, including power system operations, electrical system planning, infrastructure maintenance, financial analysis, regulatory compliance, capital improvement planning, and coordination with regional and state utility agencies. The proposed positions are designed to strengthen succession planning, improve operational continuity, and ensure focused leadership over increasingly complex utility operations and compliance requirements.

Approval of these new classifications will allow GWP to fill two currently vacant GMAU- level positions through updated classifications that more accurately reflect the Department’s current and future operational needs. The positions are not included in the 2311a
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proposed FY 2026-27 budget, rather, they will be reallocated from the existing Assistant General Manager vacant positions, with any increase in cost realized when the positions are filled. The proposed action is organizational in nature and supports the Department’s ongoing efforts to align second-level executive leadership responsibilities with evolving utility industry standards, regulatory requirements, and operational demands.

The proposed top step salary is $24,166.67.

Updated Classification: Utility Finance Manager
The proposed revisions to the Utility Finance Manager classification are intended to align the position with the evolving operational and strategic needs of GWP. The updated classification specification expands the scope of responsibilities to include oversight of utility risk management, budget and operations functions, and utility rate administration. Consolidating these related functions within a single managerial classification will enhance organizational efficiency, improve coordination across critical utility business operations, and more accurately reflect the breadth and complexity of the position's responsibilities.

To support the expanded duties and maintain appropriate internal alignment among comparable management classifications, staff recommends adjusting the salary range for the vacant Utility Finance Manager classification. The proposed top-step salary of $16,829.45 aligns with the existing salary range for the Utility Risk Manager classification and reflects the increased scope of responsibility associated with the revised position. The recommended changes support GWP's organizational restructuring efforts and provide flexibility to address current and future operational needs while maintaining continuity of leadership and expertise in key functional areas.

GPD
New Classification: Senior Helicopter Mechanic
The new Senior Helicopter Mechanic classification is intended to support the Police Department's evolving aviation maintenance needs and ensure the safe and efficient operation of the City's helicopter fleet. With the recent addition of an Airbus H125 helicopter to a fleet that also includes two MD NOTAR 520 helicopters, the technical expertise required to maintain all aircraft has increased significantly due to the differing platforms, certifications, and specialized training requirements. The creation of this classification will enable the City to recruit and retain a highly qualified mechanic capable of servicing the entire fleet, reducing reliance on outside contractors and enhancing operational efficiency. Staff recommends establishing a top-step monthly salary of $10,833 for the classification.

Deletion of Obsolete Classifications
One of the strategic goals of the Human Resources Department is to ensure all job classifications remain current, relevant, and aligned with the City’s operational needs. 2411a
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This process involves updating job descriptions to reflect industry standards, regulatory requirements, and workforce expectations. It also allows the permanent removal of obsolete or unused classifications.

Staff proposes deleting 76 obsolete and unfilled classifications, which account for approximately 10% of the City’s existing classification plan. This action continues the cleanup efforts initiated in January 2025, during which a combined 137 obsolete classifications were removed. Following this deletion, the City will maintain an inventory of 659 classifications.

The classifications proposed for elimination are identified by strikeouts in the attached resolutions and are listed below.

Obsolete Classifications

ACCOUNTING TECHNICIAN NETWORK ENGINEER I

ASST CONSTRUCTION INSPECTOR NETWORK ENGINEER II

ASST INTEGRATED WASTE ADMIN NETWORK ENGINEER III

ASST PARKING MANAGER OFFICE SERVICES SECRETARY STNO

ASST PW MAINT SVCS ADMIN OFFICE SERVICES SUPVR STENO

ASST TO CITY COUNCIL PARKING ASSISTANT

BENEFITS ASSISTANT PC SPECIALIST

BUSINESS TRANSFRM & MKTG ADMIN PC SPECIALIST ASSISTANT

BUYER SUPERVISOR POLICE CHIEF'S ADJUTANT ASST

CRIMINALIST TECHNICIAN POWER MANAGEMENT ADMINISTRATOR

DEPUTY DIR OF LIB ARTS & CLTR POWER SYSTEMS ASSOCIATE

DEPUTY DIR OF PW/ADMIN & ENVIR POWER SYSTEMS SUPERINTENDENT

DEPUTY DIR OF PW/FIELD SVCS PRINCIPAL ACCOUNTING TECHNICAN

DEPUTY DIR OF PW/MAINT SVCS PROJECT MGMT ADMINISTRATOR

DIR OF INNOV PERF & AUDIT PURCHASING ADMINISTRATOR

DUPLICATING MACHINE OPERATOR RESOURCE EFFICIENCY ADVISOR

ENGINEERING PROJECT SPECIALIST SR ACCOUNTING TECHNICIAN

EQUIPMENT SERVICE WORKER SR ASSISTANT TO CITY COUNCIL

EXECUTIVE ASST TO CITY COUNCIL SR BENEFITS SPECIALIST

FACILITIES MANAGEMENT ADMIN SR DATA ENTRY OPERATOR

FIRE CADET SR PC SPECIALIST

FIRE PREVENTION SUPERVISOR SR PC SPECIALIST SUPERVISOR

FIRE PROTECTION ENGRG ASSOC SR POWER PLANT SHIFT SUPVR

FIRE PROTECTION ENGRG ASST SR WIRELESS SYSTEM TECHNICIAN FIREFIGHTER PARAMEDIC A 40 HR STATION ELECTRICIAN SUPVR II

GWP OPERATIONAL SUPPT SVCS MGR STORES CLERK

HAZARDOUS MATERIALS SUPERVISOR SUPERVISING ELECTR ENGRG ASSOC

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INSURANCE SERVICES TECHNICIAN SURVEY SUPERVISOR (LICENSED)

LEGAL SECRETARY SYSTEMS ENGINEER I

LEGAL SERVICES SUPERVISOR SYSTEMS ENGINEER II

LEGAL SYSTEMS ASSOCIATE SYSTEMS ENGINEER III

LEGISLATIVE AFF AND COMM MGR TRANSP & PARKING SVCS SUPVR

LIBRARY ARTS & CULTURE ADM MGR UTILITY BUSINESS SYS SUPPT MGR

LINE CLEARANCE FOREST SUPVR II UTILITY MAINTENANCE WORKER

LINE CLEARANCE FOREST TECH UTILITY MANAGER

MAIL SERVICES SPECIALIST WATER QUALITY AIDE

MECHANICAL ENGINEERING ASST WIRELESS SYSTEMS TECHNOLOGIST Side Letter Agreements
In addition to updating the classification plan, staff is presenting five side letter agreements. The primary purpose of the side letter agreements is to clarify existing Memoranda of Understanding (MOUs), correct administrative inconsistencies, and ensure that compensation and benefit provisions are implemented consistent with the original intent of the parties. In several instances, operational changes, classification updates, or implementation issues identified after ratification of the MOUs created the need for additional clarification to avoid unintended compensation disparities or administrative confusion.

The first side letter agreement with the Glendale City Employees’ Association (GCEA) addresses updates to classification titles associated with the Public Works Technician Incentive Program (Article II, Section XIII of the City/GCEA MOU). Following ratification of the MOU in May 2024, the City updated several Public Works classification titles to modernize and align classification nomenclature. Because the incentive language referenced outdated classification titles, the side letter is necessary to ensure that the existing incentive program continues to apply to the same employees performing the same work under the updated classifications. The agreement does not expand eligibility to additional employees, does not create a new incentive, and does not increase pensionable compensation. The annual fiscal impact of approximately $22,425 has already been incorporated into the Public Works Department budget.

The second side letter agreement with the Glendale Fire Fighters’ Association (GFFA) is necessary to correct overtime compensation language applicable to employees serving in the Film Safety Officer assignment. The current MOU references a flat overtime rate of $80 that is inconsistent with the overtime compensation otherwise provided under the agreement and inconsistent with employees’ actual overtime earnings. The proposed side letter corrects this inconsistency and aligns the compensation methodology with the City’s standard overtime provisions to ensure equitable and accurate administration of pay. This agreement modifies Article II of the City/Glendale Firefighters’ Association MOU.

The third side letter agreement pertains to Fire Communications Operator Trainees within the Fire Department. When Council previously authorized the use of the trainee classification, the operational intent was for trainees to function within the same work 2611a
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structure as employees in the Fire Communications Operator classification series.

During implementation, staff identified that certain provisions applicable to uniformed Fire Communications personnel, including uniform allowance eligibility, holiday-in-lieu compensation, and the established 42-hour work week, were not expressly extended to the trainee classification. The side letter clarifies these provisions and ensures operational consistency within the Department. The agreement impacts five employees and carries an estimated annual cost of approximately $27,705, which the Fire Department is prepared to absorb within its budget. The Agreement formally incorporates the Fire Communications Operator Trainee classification into the City/GCEA Memorandum of Understanding and applies the classification to Article 3, Article 4, Article 6, and Appendix A to ensure consistency with existing Fire Communications Operator provisions.

The fourth side letter agreement involves employees assigned to the Police Department’s Real Time Intelligence Center (RTIC). Prior to the creation of formal RTIC classifications, four employees classified as Police Communications Operators were temporarily assigned to RTIC functions. During implementation of the new classification structure, staff identified that certain add-to-pay provisions currently received by those employees, including uniform allowance and POST pay, were not incorporated into the approved RTIC compensation structure. In addition, staff determined that employees assigned to RTIC should receive a new RTIC Assignment Pay in recognition of the specialized nature of the work; however, no employees are currently receiving this pay.

The side letter also establishes Remote Pilot Certification Pay for RTIC employees who attain and maintain a valid FAA Part 107 Remote Pilot Certification. No employees are currently receiving this pay. Without corrective action, affected employees would experience a reduction in overall compensation upon transfer into the new classifications despite continuing to perform specialized assignments. The proposed side letter preserves equivalent compensation for the impacted employees, establishes the new RTIC Assignment Pay and Remote Pilot Certification Pay, and ensures continuity during the transition to the permanent RTIC structure. The estimated annual fiscal impact is approximately $85,524, which will be absorbed within the Police Department budget. This Agreement formally incorporates the RTIC job series classifications into the City/GCEA Memorandum of Understanding and applies the classifications to Article 3, Article 4, and Appendix A to ensure consistency with the negotiated compensation and benefit provisions.

The fifth side letter agreement with IBEW and Glendale Water & Power addresses clarification of North American Electric Reliability Corporation (NERC) certification compensation language applicable to Power Systems Operator I and II classifications.

Existing MOU language created ambiguity regarding the timing and eligibility requirements associated with certification-related add-to-pay compensation. The side letter clarifies the certification process and confirms when employees become eligible to receive the associated compensation following successful completion of the NERC Balancing certification program. The agreement does not create new compensation and does not result in additional fiscal impact. Rather, it serves as a mutually agreed-upon clarification to support consistent administration of the provision. This Agreement 2711a
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modifies Article Two, Section XVII of the City/IBEW MOU.

Collectively, the proposed side letter agreements are intended to maintain consistency between operational practices and negotiated labor agreement provisions, correct administrative inconsistencies, clarify compensation language, and ensure equitable implementation of existing agreements.

Staff recommends that the City Council:

1. Adopt the amended Classification and Compensation Resolutions authorizing the creation of three new classifications, the salary adjustment of the Utility Finance Manager classification, and the deletion of the 76 obsolete job classifications identified in this report.

2. Authorize the City Manager to fully execute the five (5) Side Letter Agreements with GCEA, GFFA, and IBEW.

The requests detailed above are incorporated into amended Classification and Compensation Resolutions as follows:
International Brotherhood of Electrical Workers (IBEW) Local 18 Glendale City Employees Association (GCEA)/Hourly/Confidential Glendale Management Association (GMA) and GMA Employee Relations Exempt
Glendale Fire Fighter’s Association (GFFA)
Executives

STAKEHOLDERS/OUTREACH
Not Applicable

FISCAL IMPACT
FY 2026-27 Proposed Budget
The following table depicts the total City appropriations by fund type as adopted for FY 2025-26 and as proposed for FY 2026-27.

Total Appropriations
Fund Type
Adopted
FY 2025-26
Proposed
FY 2026-27
Increase/
(Decrease)
%
Change
General Fund $ 352,480,496 $ 377,866,580 $ 25,386,084 7.2% Section 115 Trust Fund - 5,000,000 5,000,000 N/A
Special Revenue Funds 139,708,616 150,506,279 10,797,663 7.7% Debt Service Funds 2,998,700 3,000,250 1,550 0.1%
Capital Projects Funds 20,966,367 73,133,000 52,166,633 248.8% Enterprise Funds 556,834,669 533,726,256 (23,108,413) (4.1%) Internal Service Funds 163,276,020 145,183,264 (18,092,756) (11.1%) 2811a
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A summary of revenues and appropriations for all funds can be found in Exhibits 1 and 2 respectively.

Amendment to the Citywide Fee Schedule
Changes to the fee schedule based on staff recommendations are estimated to result in approximately $5.4 million in potential revenue improvement to the General Fund, as outlined in the following table.

Amendment Category Amount
Parking Fees $ 1,200,000
Vegetation Management Program Fee 1,200,000
New Concierge Fee (Building & Planning) 700,000
Code Enforcement and Citation Fees 500,000
Fee Study Changes 1,800,000
Fee Amendments Total $ 5,400,000
Section 115 Pension Rate Stabilization Trust
If City Council approves the attached resolution of appropriation to deposit $60,000,000 in the Section 115 Pension Rate Stabilization Trust, the funds will initially be transferred from the Landfill Postclosure Fund to the General Fund Reserve, then from the General Fund Reserve to the Section 115 Trust Fund Undesignated Fund Balance account, and finally from the Section 115 Trust Fund Undesignated Fund Balance account to the Section 115 Trust for deposit.

Classification and Compensation Resolutions
There is no additional fiscal impact associated with the creation of the two new Glendale Water & Power classifications, the revision of the Utility Finance Manager classification, including the proposed salary range adjustment, or the creation of the Senior Helicopter Mechanic classification at this time. This action established the revised and new classifications only; any fiscal impact will be realized when the positions are filled. Any increase in cost will be absorbed by the departments within their existing budgeted appropriations.

The total annual fiscal impact for the five proposed side letter agreements is approximately $135,654. A portion of these costs has already been incorporated into current departmental budgets, as they preserve existing compensation levels. Additional costs will be realized only when the associated positions are filled, and any increases will be absorbed by the departments within their budgeted appropriations.

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

Citywide Total $ 1,236,264,868 $1,288,415,629 $ 52,150,761 4.2% 2911a
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CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

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

ADMINISTRATIVE ACTION
Submitted by:

Jack Liang, Director of Finance
Paula Adams, Chief Human Resource Officer
Jack Wong, Interim Director of Community Development
Prepared by:

Aymee Martin, Assistant Director of Human Resources
Karina Cervantes, Deputy Director of Finance
Tamar Sadd, Deputy Director of Community Development
Linda Moossaian, Revenue Manager
Adrine Gdakian, Budget Analyst
Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1: Summary of Revenues by Fund
Exhibit 2: Summary of Appropriations by Fund
Exhibit 3: Comprehensive Citywide User Fee Study Report and Supporting Documents