implementation of the policies and programs outlined in the existing Complete Streets Plan, which can be met in part by implementation of SRTS projects. Specifically:
Policy 5.5: Improve walkability across the city by improving sidewalk quality and pedestrian accessibility through the implementation of the policies and programs outlined in the existing Complete Streets Plan.
Program 5.5.1: Adopt a SRTS Resolution as recommended in the 2019 Safe Routes to School Launch Program.
The California Department of Transportation (Caltrans) also receives and distributes federal funds for SRTS programs. This resolution demonstrates the City’s commitment to the SRTS program and will help qualify the City for SRTS funding.
SRTS is based on a foundation of “The Six Es.” According to the Safe Routes Partnership, a national nonprofit organization advocating for SRTS principles, the Six Es framework includes:
• Engagement: All SRTS initiatives should begin by listening to students, families, teachers, and school leaders and working with existing community organizations, and build intentional, ongoing engagement opportunities into the program structure.
• Equity: Ensuring that SRTS initiatives are benefiting all demographic groups, with particular attention to ensuring safe, healthy, and fair outcomes for low-income students, students of color, students of all genders, students with disabilities, and others.
• Engineering: Creating physical improvements to streets and neighborhoods that make walking and bicycling safer, more comfortable, and more convenient. • Encouragement: Generating enthusiasm and increased walking and bicycling for students through events, activities, and programs.
• Education: Providing students and the community with the skills to walk and bicycle safely, educating them about the benefits of walking and bicycling, and teaching them about the broad range of transportation choices. • Evaluation: Assessing which approaches are more or less successful, ensuring that programs and initiatives are supporting equitable outcomes, and identifying unintended consequences or opportunities to improve the effectiveness of each approach.
By passing the attached resolution, the City commits to:
1. Collaborate with Los Angeles Unified School District (LAUSD), for Huntington Park, Vernon, Walnut Park Community of Schools to convene, launch and host a community-based Task Force to discuss and plan for measures to improve the safety of students and encourage walking and biking to school;
CONSIDERATION AND APPROVAL OF A RESOLUTION IN SUPPORT OF
THE SAFE ROUTES TO SCHOOL PROGRAM
2. Identify an initial lead that will be responsible for initial coordination of the SRTS activities, outreaching to schools and community organizations, and coordinating volunteers or obtaining other resources as needed;
3. Partner with schools to prioritize the safety and comfort of school children in citywide street modification projects that affect school travel routes;
4. The City of Huntington Park will partner with LAUSD, for Huntington Park, Vernon, Walnut Park Community of Schools to apply for SRTS funding;
5. Encourage all schools to participate in International Walk to School and/or International Bike to School Day, hosted locally as “Walk One Week” (WOW), and support each school site’s efforts to collect onsite data to record school site participants; and
6. Incorporate the recommendations of the 2016 Complete Streets Plan into the planned update of the General Plan Circulation Element.
Together, these actions will ensure short-term progress toward the goal of encouraging more children to walk or bike to school, while pursuing funding and working toward longerterm goals of making streets safer for active transportation.
Findings
1. The City finds that the SRTS program is a beneficial means of improving childhood physical activity and exercise, reducing childhood obesity, reducing air pollution near schools, and promoting pedestrian safety measures near schools.
2. The City finds participation in the SRTS program to be consistent with existing, adopted goals and policies contained in the Complete Streets Plan and the General Plan Environmental Justice Element.
FISCAL IMPACT/FINANCING
Adoption of the resolution will have no fiscal impact. However, grant funding will be sought to fund infrastructure plan and construction.
CONCLUSION
Upon Council approval, staff will proceed with the recommended actions.
RICARDO REYES
City Manager
STEVE FORSTER
Community Development Director
CONSIDERATION AND APPROVAL OF A RESOLUTION IN SUPPORT OF
THE SAFE ROUTES TO SCHOOL PROGRAM
ATTACHMENT(S)
A. Resolution No. 2024-32
B. Huntington Park Complete Streets Plan 2016
Attachment A
Resolution 2024-32 Authorize Resolution in Support of the Safe Routes To School Program
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RESOLUTION NO. 2024-32
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF HUNTINGTON PARK, CALIFORNIA,
INITIALIZING A SAFE ROUTES TO SCHOOL
PROGRAM
WHEREAS, the federal Safe Routes to School (SRTS) program was first established in August 2005 as part of the federal transportation bill, SAFETEA-LU Act, providing funding to states to substantially improve the ability of primary and middle school students (kindergarten through 8th grade) to walk and bicycle to school safely; and
WHEREAS, the City of Huntington Park wishes to support efforts toward providing infrastructure and educational improvements within the City of Huntington Park to promote increased walking, bicycling, educational and enforcement training opportunities to our school children; and
WHEREAS, the City finds that the SRTS program is a beneficial means of improving childhood physical activity and exercise, reducing childhood obesity, reducing air pollution near schools, and promoting pedestrian safety measures near schools; and
WHEREAS, a goal of the City of Huntington Park’s current Complete Streets Plan, prepared January 2016, adopted by Resolution No. 2012-18, is to encourage neighborhood-sized schools, and proactively work with the Los Angeles Unified School District to implement school decisions, which can be met in part by implementation of SRTS projects; and
WHEREAS, a policy of the City of Huntington Park’s current General Plan Environmental Justice Element is to improve walkability across the city by improving sidewalk quality and pedestrian accessibility through the implementation of the policies and programs outlined in the existing Complete Streets Plan, which can be met in part by implementation of SRTS projects; and
WHEREAS, a goal of the City of Huntington Park’s Safe Routes to School Launch Program is to start a strong and sustainable SRTS program in the City, which can be met in part by implementation of SRTS projects; and WHEREAS, state SRTS funds are administered through the California Department of Transportation (Caltrans), and this resolution will help the City be eligible for grant funding; and
WHEREAS, the Mayor and City Clerk are hereby respectively authorized and directed for and on behalf of the City to execute, attest, seal and deliver this Resolution substantially in the form approved in the foregoing paragraph, together with such changes as the City Manager shall deem necessary; and - 2 -
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WHEREAS, the proper officials, agents and employees of the City are hereby authorized and directed to take such further action as they may deem necessary or appropriate to perform all obligations and commitments of the City in accordance with the provisions of the SRTS to School program.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF HUNTINGTON PARK DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The City of Huntington Park will partner with Los Angeles Unified School District (LAUSD) Huntington Park, Vernon, Walnut Park Community of Schools (CoS), to encourage all students to walk, bike, or carpool, recognizing that walking and bicycling promotes student’s physical activity and reduces vehicle traffic and air pollution in the vicinity of schools and that for students who do not live close enough to school, carpooling also reduces traffic and creates a safer environment for those who walk or bicycle.
SECTION 2. The City of Huntington Park does hereby endorse the SRTS National Partnership Consensus Statement as a means to encourage the continued collaboration of its school districts and community partners in their efforts to reduce risk for students and encourage more families to use alternatives to driving to school more often.
SECTION 3. The City of Huntington Park supports and will collaborate with LAUSD Huntington Park, Vernon, Walnut Park CoS to convene, launch and host a community-based Task Force to discuss and plan for measures to improve the safety of students and encourage walking and biking to school.
SECTION 4. The City will work with City staff, community members, and schools to identify an initial lead that will be responsible for initial coordination of the SRTS activities, outreaching to schools and community organizations, and coordinating volunteers or obtaining other resources as needed. This lead may be an existing City staff member, staff from a community organization, staff from a school, or a community volunteer.
SECTION 5. The City of Huntington Park will partner with LAUSD Huntington Park, Vernon, Walnut Park Community of Schools to prioritize the safety and comfort of school children in citywide street modification projects that affect school travel routes.
SECTION 6. The City of Huntington Park will partner with LAUSD Huntington Park, Vernon, Walnut Park Community of Schools to apply for SRTS funding.
SECTION 7. The City of Huntington Park will encourage all schools to participate in International Walk to School and/or International Bike to School Day, hosted locally as “Walk One Week” (WOW), and support each school site’s efforts to collect onsite data to record school site participants. - 3 -
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SECTION 8. The City of Huntington Park will incorporate the recommendations of the 2016 Complete Streets Plan into the planned update of the General Plan Circulation Element.
SECTION 9. The City Clerk shall certify to the adoption of this Resolution.
PASSED, APPROVED AND ADOPTED this 16th day of December 2024.
Karina Macias,
Mayor
ATTEST:
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Eduardo Sarmiento,
City Clerk
Attachment B
Huntington Park Complete Streets Plan 2016
HUNTINGTON PARK
COMPLETE STREETS
ThisdocumentÀnancedbytheCaliforniaDepartmentofTransportation JANUARY 2016
Thispageisintentionallyblank.
TheHuntingtonParkCompleteStreetsPlanprovidesatransformationalvisionforthefuturefortheCityofHuntingtonPark.Wewouldliketo acknowledgethededicationandcollaborativeeffortsofthecommunity,CitystaffandtheconsultantteaminthedevelopmentofthisPlan.ThepreparationofthisdocumenthasbeenÀnanced,inpartthroughtheOfÀceofCommunityPlanning’sGrantProgramfromtheCaliforniaDepartmentofTransportation.ViewsandopinionsexpressedinthisreportdonotnecessarilyrepresenttheviewsoropinionsoftheCaliforniaDepartmentofTransportation(Caltrans)ortheCaliforniaStateTransportationAgency.
KarinaMacias,MayorGracielaOrtiz,ViceMayorValentinP.Amezquita,CouncilMemberJhonnyPineda,CouncilMemberMarilynSanabria,CouncilMemberFundingprovidedby:
RodrigoPelayo,PlanningTechnicianManuelAcosta,HousingandCommunityDevelopmentManagerCarlosLuis,SeniorPlannerMichaelAckerman,CityEngineer Fehr & Peers JeremyKlop,AICP,Principal-in-ChargeMiguelNúñez,AICP,ProjectManagerChelseaRicher,AICP,TransportationPlannerCullenMcCormick,TransportationPlannerMeléndrezMelaniSmith,AICP,PrincipalAmberHawkes,AICP,AssociatePrincipalShannonDavis,SeniorAssociateAlexanderJung,UrbanDesignerDavidKoo,UrbanDesigner8-80 CitiesGilPenalosa,DirectorandChairoftheBoardLocal Government CommissionPaulZykofsky,AICP,AssociateDirectorAnthonyLeonard,ProjectManagerCalifornia Center for Public Health AdvocacyAlfredMata,MPA,ProgramManager
MAYOR AND CITY COUNCIL CITY STAFF CONSULTANT TEAM
ACKNOWLEDGMENTS
TABLE OF CONTENTS
1 Introduction.................................................................................................................................. 1 2 Existing Conditions............................................................................................................... 5 3 Community Design Workshops and Public Input.......................234 Proposed Complete Streets Network.........................................................335 Policies and Programs...................................................................................................656 Implementation Guide..................................................................................................877 Appendix: Policy Context........................................................................................101 Thispageisintentionallyblank.
The City of Huntington Park received a Caltrans Community Based Transportation Planning Grant to develop a Complete Streets Planfor the City. This effort focuses on using a robust and intensecommunity outreach process to understand and reÁect thecommunity’spreferencesanddesires,whilebuildingonexistingandon-goingplanningeffortsatthelocalandregionallevel.Thisreportdocumentsthisprocess,fromdatacollectionandanalysistooutreach,totherecommendationofseveralinfrastructure,program,andpolicyoptions.Whilethisplanfocusesontheuse,design,andcompositionofroadways,howpeopletravelandinteractwitheachotherandtheirenvironment has implications for numerous quality of life aspectscritical to residentsofHuntingtonPark; including safety, air quality,economicvitality,enhancedaccessibilityandtransportationoptions,andpublichealth.AsdeÀnedbyCaltrans,aCompleteStreetis“atransportationfacilitythatisplanned,designed,operated,andmaintainedtoprovidesafemobilityforallusers,includingpeoplewhobike,walk,ridetransit,ordrive,appropriatetothefunctionandcontextofthefacility.Completestreetconceptsapplytorural,suburban,andurbanareas.”ThispolicyissupportedbylawsandguidanceatvariouslevelsincludingFederallaw requiring safe accommodation for allusers, Statelaw requiringthat Caltrans provide an integrated multi-modal system, stateAssembly Bill 1358 requiring cities to plan for Complete Streets intheirGeneralPlan,andHuntingtonPark’sadoptedCompleteStreetsPolicy.Ultimately,thetransportationsystemshouldstrivetomeetthevariedneedsofmulti-modaltripsandtravelers,suchastheresidentsofHuntingtonParkwhoexhibitawiderangeoftravelpatternsandmodes(walking,biking,driving).The vision for this plan is to enhance the environment for all roadusers and balance future policies and investments to reÁect localvaluesandconditions.Forinstance,theCityofHuntingtonParkdoesnotcurrentlyhaveanydesignatedbicycle facilities,whilehavingan extensivestreetgridandthevastmajorityoftheCity’sresidentsbeingaverywalkableorbikeabledistance (withinoneto twomiles)fromkeydestinationssuchasschools,parks,retailcorridors,civicfacilities,and local/regional transit corridors. According to the U.S. Census,withintheCityofHuntingtonPark:• Approximately40%ofthepopulationisyoungerthan17orover 65,oftenrelyingonmodesotherthandrivingformobility • Approximately 20% of the population use transit, walking, or biking as their primary mode of travel to work (this number islikelyhigherforalltrips) • Approximately 50% of households make less than $35,000 a year,highlightingtheimportanceoftraveloptionsandpotentialbarrierstovehicleuseorownership AdditionalÀndingscompiledthisreportinclude:• Chapter2–ExistingConditions -TheCityhasnumerousexistingandon-goingplanningeffortsthatareconsistentwithandcomplementtherecommendationsofthisplan,suchasaBikeMasterPlanandadoptedCompleteStreetsPolicy-OvertheÀveyearperiodfrom2008-2012therewere518reportedmotorvehiclecollisionswith720injuries.Overthesametimeperiodtherewere292reportedcollisionsinvolvingbicyclistsorpedestrianswith300injuries.-Althoughbicyclistsandpedestrianswereinvolvedinfewercollisions,theyweremorelikelytobeseverelyinjuredorkilledthanmotorists.Manyofthestrategiesinthisplanhavebeenshowntoreducecollisionsforallroadwayusers,includingthosedrivingbasedonresearchpublishedbytheFederalHighwayAdministration.-ThecollisionanalysisidentiÀescorridorsandlocationswiththehighestnumbersofcollisionsbytravelmode
EXECUTIVE SUMMARY
• Chapter3–CommunityDesignWorkshopsandPublicInput -TheplanwasprecededbyaseriesofworkshopsthroughoutHuntingtonParkcalled“ChangeStartswithMe”-Aweeklongdesigncharrettewasheldthatfocusedonholdingeventsthroughoutthecommunitytogetinputfromlocalstakeholdersandfacilityusers,suchas(seechapter3foradditionaldetails):
•Openingpresentationtothecommunity•Walkingauditsorpop-upstationsatthreeschoolsduringschoolarrivalordismissalperiods•Guidedwalking,biking,andtransittourstowalk,bike,andridethroughtheCitywhileobtaininguserinput•ProjectoutreachandinformationsharingalongPaciÀcBoulevardwithapop-upeventonZoeAvenue • Chapter4–ProposedCompleteStreetsNetwork
-DiscussionofCompleteStreetElements-CompleteStreetsrecommendationstoenhancesafetyand/orimplementadditionalbicycleandpedestrianfacilitiesonvariousstreetsincluding:
•RegionalArterials:PaciÀcBoulevard,FlorenceAvenue,SantaFeAvenue,andSlausonAvenue•MajorNeighborhoodStreets:GageAvenue,MilesAvenue,StateAvenue,•LocalStreets:Rita&RugbyAvenues,ZoeAvenue,ClarendonAvenue,SaturnAvenue,MiddletonStreet,andArbutusAvenue•Multi-usePathopportunities:RandolphStreetandSaltLakeAvenue•Placemakingopportunities • Chapter 5 – Support Policies and Programs: Sample policies suchascrosswalkinstallationandremoval,alongwithEducation,Encouragement,EnforcementandEvaluationprograms • Chapter6–ImplementationGuide:Thissectionincludesplanning level cost estimates along with potential funding sources forvariousrecommendedCompleteStreetsoptions Thispageisintentionallyblank.
1. INTRODUCTION
INTRODUCTION | 02
BACKGROUND PUBLIC INVOLVEMENT AND PLAN DEVELOPMENT
The City of Huntington Park is located within the Gateway Citiesregion of Los Angeles County, approximately Àve miles southeastof Downtown Los Angeles and Àfteen miles north of the Ports ofLos Angeles and Long Beach. According to the 2010 US Census,Huntington Park has over 58,000 residents, with a median age ofabout29yearsold.Huntington Park is well-connected to neighboring cities via majorarterialcorridorssuchasSlausonAvenue,FlorenceAvenue,AlamedaStreet,SantaFeAvenue,PaciÀcBoulevard,SotoStreet/MilesAvenue,andStateStreet.WhileHuntingtonParkandneighborstothewest,east,andsouthsuchasBellandSouthGateareprimarilyresidentialandcommercial,adjacentcommunitiestothenorth,suchastheCityofVernonandunincorporatedLosAngelesCountyareheavilyindustrial.Asaresult,thestreetsofHuntingtonParkcarryhighvolumesoftrafÀc,alongwithtruckandfreighttrafÀc,allofwhichcombinetocreateanuncomfortableenvironmentforbicyclingandwalking.Additionally,theCityofHuntingtonParkiscommittedtoimprovinghealth among residents of the city, adopting a resolution in 2010designating thecity aHealthy EatingActiveLiving (HEAL)city. ThispolicyrecognizestheactivelivingbeneÀtsandthecollision-reductionbeneÀts associated with improving conditions for bicycling andwalking.Therefore,theprimarygoaloftheHuntingtonParkCompleteStreetsPlanistoidentifychallengespeoplefaceingettingaroundthecity,particularly by walking and biking, provide a range ofoptions thatcould improve the environment for all modes, and offer a plan toprioritizeandexpeditetheimplementationoftheseprojects.
This project included a robust public engagement process, whichwasdividedintotwophases.TheÀrstwasaseriesof“ChangeStartsWithMe”workshopsheldinOctober2014 toprepare residents forthe project charrette. The second phase ofoutreach focused on adesigncharretteheldinJanuaryof2015.AllofthepublicoutreachactivitieswereconductedinbothSpanishandEnglish,andtheformalmeetingsduringthedesigncharretteincludedchildcareandamealfor participants. More information about the public engagementprocessisdetailedinChapter3.
INTRODUCTION | 03
CONTENTS OF THE PLAN
CHAPTER 1
Introduction
CHAPTER 2
ExistingConditions,includingrelevantpoliciesandprogramsunderwayinHuntingtonPark,abrieftrafÀccollisionanalysis,andasummaryoflandusepatternsandexistingtransportationfacilities CHAPTER 3
PublicInvolvementandPlanDevelopment,includingadiscussionofthecommunitydesignworkshopsandpublicoutreachthattookplaceduringthedevelopmentofthePlan,aswellasoverarchingthemesthatcameupduringtheoutreachmeetings CHAPTER 4
ProposedCompleteStreetsNetwork,includingcity-widetreatmentsandtreatmentoptionsdesignedforspeciÀccorridorsorintersections CHAPTER 5
PoliciesandPrograms,includingarangeofeducation,encouragement,enforcementandevaluationactivitiesthatcouldbepursuedalongsideengineeringchangesinordertomaximizethebeneÀtsoftheinvestment CHAPTER 6
ImplementationGuide,includingprojectprioritization,fundingsources,andimplementationmilestones
APPENDIX
PolicyContext,includingadiscussionofthefederal,state,andcountyinitiativesthatsupportandrelatetoCompleteStreets The Complete Streets Plan is presented in six chapters
and an appendix, including the following information:
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2. EXISTING CONDITIONS
EXISTING CONDITIONS | 06
CITY OF HUNTINGTON PARK POLICIES AND PLANS
Huntington Park General Plan
The City of Huntington Park’s General Plan was adopted in 1991.The Plan includes a Land Use Element which sets goals related tourbandesignandpedestrianaccess,andaCirculationElementwhichincludes goals and policies related to all modes of transportationthroughout the city, including vehicles, bicycles, pedestrians, andtransit.TheCirculationElementidentiÀesseveralstreetssuchasRitaAvenue,RugbyAvenue,GageAvenue,PaciÀcBoulevard,andFlorenceAvenue, which are included in this Complete Streets Plan withproposedimprovementsforthecirculationofbicyclists,pedestrians,andtransitriders.TheCompleteStreetsPlanalsoincludesproposedimprovementstothestreetsidentiÀedintheCirculationElement.TheGeneralPlanisscheduledtobeupdatedin2016.
DowntownHuntingtonParkSpeciÀcPlan
The Downtown Huntington Park SpeciÀc Plan (DTSP) was adoptedin2008.ThePlanidentiÀesstrategiestoimprovethepublicrealminDowntownHuntingtonParkfortransitriders,bicyclistsandpedestrians,includingtreatmentssuchasstreetscaping,streetfurniture,improvedtransitstops,signageandwayÀnding,andbikeracks.TheDTSPalsodiscussesstandardsandguidelinesfortheprivaterealminDowntownHuntingtonPark,whichcanaffectthepublic’scomfortandenjoymentof space, site circulation, and safety. The boundaries of DowntownHuntingtonParkareRugbyAvenue to thewest,RandolphStreet tothe north, Seville Avenue to the east, and Florence Avenue to thesouth. It also includes Zoe Avenue east of Seville Avenue toMilesAvenue.
Huntington Park Healthy Eating Active Living (HEAL) Policy TheCityofHuntingtonParkadoptedaresolutionin2010designatingthe city aHealthy EatingActiveLiving (HEAL) city,with the goalofimproving public health through efforts that encourage healthyeatingandamoreactivelifestyle.
Huntington Park Complete Streets Policy
TheCityofHuntingtonParkpassedaCompleteStreetsPolicyin2012,basedinpartonthe2010designationofthecityasaHealthyEatingActive Living (HEAL) City. The objective of the policy is to provideguiding principles and practices so that transportation facilities areplanned, designed, constructed, operated, and maintained with allmodesinmind,includingwalking,bicycling,andtransituse.
Downtown Revitalization Strategy
In 2013, the City of Huntington Park developed strategies torevitalizeDowntownHuntingtonParkinpartnershipwith PrimestorDevelopment, Inc., an organization that focuses on real estatedevelopment and management. This work focused on PaciÀcBoulevard from Florence Avenue to Slauson Avenue, with a visionofgrowing theLatinocultureofthehistoricretailcenter,improvingthe familyorientationof thespace,developingPaciÀcBoulevardasan entertainment hub with community events, and enhancing thetransportation-orienteddevelopmentofthecorridor. EXISTING CONDITIONS | 07
EXISTING TRANSPORTATION FACILITIES AND CONDITIONS
PaciÀcBoulevardStreetscapePlan
TheCityofHuntingtonParkadoptedthePaciÀcBoulevardStreetscapePlanin2014.Thiseffortwastheculminationofthe2013DowntownRevitalizationStrategydescribedabove.ThePlansetsforthadesignvisionfortherevitalizationofPaciÀcBoulevard,includingastreetscapeplan,a“kit-of-parts”approachtosignage,landscaping, trees,shadestructures,streetfurniture,andaprocessforphasedimplementation.The Complete Streets Plan aligns with the PaciÀc Boulevard Plan,highlightingsomeofthesamedesigninterventionsandexpandingonthepedestrian-orientationofDowntownHuntingtonPark.
HuntingtonParkBicycleTransportationMasterPlan
The City of Huntington Park adopted the Bicycle TransportationMasterPlanin2014.ThisplanidentiÀesbicycleroutes,facilities,andimprovementsthatwouldencouragebicycleusethroughoutthecityandimprovesafetyforbicyclists.ThisPlanalignswiththeCity’sHEALdesignation and the Complete Streets Policy. TheComplete StreetsPlan builds off the facilities proposed in the Bicycle TransportationMaster Plan, including recommendations for many of the samecorridors such as Randolph Street, State Street, Salt Lake Avenue,GageAvenue,MilesAvenue,PaciÀcBoulevard,ClarendonAvenueandSaturnAvenue.
Collisions Analysis
Citywide bicycle, pedestrian, and motor vehicle collision data wereobtained from the Statewide Integrated TrafÀc Records System(SWITRS) and the Transportation Injury Mapping System (TIMS).Data were collected for all collisions from 2008-2012. This sectionsummarizesthedataandpresentsthecollisionanalysis.Acollisionreviewisvaluableforavarietyofreasons.Understandingexistingconditionsandcollisionhistorycanhelpidentifyandprioritizestudy areas and the most effective countermeasures dealing withspeciÀclocationsorcollisiontypes.Itisalsoimportanttorecognizethat collisions and complete street considerations are not only forpeoplewhobike andwalk,but all road users. Table 1 summarizesthecollisiondatabymodefortheCityofHuntingtonParkbetween2008and2012.Motorcyclecollisionsareincludedasasubsetoftotalmotorvehiclecollisions.OvertheÀveyearanalysisperiodthegreatestnumberof collisions and injuriesinvolvemotor vehiclesmore thananyothertravelmode,byfar.ThestrategiesinthisreportwillbeneÀtthesafetyandcomfortofallroadusers,notjustthosewhomaybewalkingorbiking.
TABLE 2: BICYCLE COLLISIONS
Intersection of Incident Number of CollisionsGage Avenue & Middleton Street 4Gage Avenue & Santa Fe Avenue 4Florence Avenue & Mountain View Avenue 3Florence Avenue & Santa Fe Avenue 3Florence Avenue & Stafford Avenue 3Rugby Avenue & Randolph Street 3SlausonAvenue&PaciÀcBoulevard 3State Street & Hope Street 3 Source:CityofHuntingtonPark,Fehr&Peers2014
TABLE 1: COLLISION SUMMARY TABLE BY MODE
Type of Collision Number of Collisions Number of Fatalities Number of InjuriesBicycle 137 0 140Pedestrian 155 11 160Motor Vehicles 518 4 720Motorcycles 32 2 33 EXISTING CONDITIONS | 08
Table 1 summarizes the collision data by mode for the City ofHuntingtonParkbetween 2008 and2012.Motorcyclecollisions areincludedasasubsetoftotalmotorvehiclecollisions. Table2liststheeightintersectionswiththehighestnumberofbicyclecollisions. The list is based on the number of collisions at a givenintersectionbetween2008and2012,andisnotnormalizedforvehicleorbicyclistvolumes.AmapdisplayingreportedbicyclecollisionsoverthisperiodisshowninFigure1.
FIGURE 1: REPORTED BIKE COLLISIONS 2008-2012
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Gage Ave
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Hill St
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Hope St
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Pacific Blvd
Flower St
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Grand Ave
Seville Ave
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Live Oak St
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Mi el s Ave
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Salt Lake Ave
Santa Fe Ave
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Rugby Ave
Cedar St
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Stafford Ave
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Zoe Ave
Belgrave Ave
Clarendon Ave
Hood Ave
S Boyle Ave
Corona Ave
Maywood Ave
Plaska Ave
Middleton St
E 58th St
Carmelita Ave
Benson St
Fishburn Ave
Marconi St
Wi ml ni gton Ave
Albany St
Everett Ave California Ave
Newell St
E 65th St
Elizabeth St
Arbutus Ave
Cottage St
Loma Vista Ave
Marbrisa Ave
E 56th St
Passaic St
Alameda St
E 53rd St
E 54th St
Hol el nbeck St
Regent St
E 70th St
Soto St
Bickett St E 60th Pl
Roseberry Ave
Laura Ave
E 67th St
Bear Ave
Riverside Ave
E 59th Pl
Wilson Ave
Randolph Pl
E 61st Pl
Ford Ln
Mission Pl
S 1st St
S 2nd St
Gentry St
Flora Ave
52nd St
Bissell Pl
Passaic St
Santa Ana St
Flower St
Otis Ave
Randolph St
E 60th Pl
Randolph St
Belgrave Ave
Newell St
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California Ave
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Zoe Ave
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Mountain View Ave
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EXISTING CONDITIONS | 09
TABLE 4: PEDESTRIAN COLLISIONS
Intersection of Incident Number of CollisionsState Street & Florence Avenue 6PaciÀcBoulevard&GageAvenue 5Gage Avenue & Marconi Street 4Santa Fe Avenue & Florence Avenue 4Seville Avenue & Saturn Avenue 4State Street & Olive Street 4Gage Avenue & Arbutus Avenue 3Gage Avenue & Miles Avenue 3Santa Fe Avenue & Clarendon Avenue 3Saturn Avenue & Rita Avenue 3State Street & Broadway 3State Street & Saturn Avenue 3 Source:CityofHuntingtonPark,Fehr&Peers2014
TABLE 3: MOTOR VEHICLE COLLISIONS
Intersection of Incident Number of CollisionsSlauson Avenue & Malabar Street 11State Street & Gage Avenue 11Florence Avenue & Mountain View Avenue 10Randolph Street & Rugby Avenue 10California Avenue & Broadway 9SlausonAvenue&PaciÀcBoulevard 9Slauson Avenue & Santa Fe Avenue 9Miles Avenue & Gage Avenue 8Santa Fe Avenue & Gage Avenue 8Saturn Avenue & Miles Avenue 8Slauson Avenue & Alameda Street 8 Source:CityofHuntingtonPark,Fehr&Peers2014
EXISTING CONDITIONS | 10
Table3liststhe11intersectionswiththehighestnumberofvehiclecollisions. The list is based on the number of collisions at a givenintersectionbetween2008and2012,andisnotnormalizedforvehiclevolumes.AmapdisplayingreportedmotorvehiclecollisionsoverthisperiodisshowninFigure2. Table4liststhe12intersectionswiththehighestnumberofpedestriancollisions. The list is based on the number of collisions at a givenintersection between 2008 and 2012, and is not normalized forvehicleorpedestrianvolumes.AmapdisplayingreportedpedestriancollisionsoverthisperiodisshowninFigure3.
FIGURE 2: MOTOR VEHICLE COLLISIONS 2008-2012
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EXISTING CONDITIONS | 11
FIGURE 3: PEDESTRIAN COLLISIONS 2008-2012
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EXISTING CONDITIONS | 12
TABLE 5 : PRIMARY COLLISION FACTORS - BICYCLE COLLISIONS PCF Occurrences PercentWrong Side of Road 58 45%TrafÀcSignalsandSigns 15 12%Auto Right-of-Way Violation 15 12%Other Hazardous Movement 14 11%Improper Turning 8 6%Pedestrian Right-of-Way Violation 5 4%Unsafe Starting or Backing 3 2%Other Improper Driving 3 2%Lights 2 2%Unsafe Speed 2 2%Unsafe Lane Change 2 2%Pedestrian Violation 1 1%Brakes 1 1% Source:CityofHuntingtonPark,Fehr&Peers2014
TABLE 6 : PRIMARY COLLISION FACTORS - PEDESTRIAN COLLISIONS PCF Occurrences PercentPedestrian Right-of-Way Violation 65 45%Pedestrian Violation 64 44%TrafÀcSignalsandSigns 6 4%Unsafe Speed 4 3%Unsafe Starting or Backing 2 1%Auto Right-of-Way Violation 2 1%DrivingUndertheInÁuence 1 1%Other Improper Driving 1 1%Improper Turning 1 1% Source:CityofHuntingtonPark,Fehr&Peers2014
EXISTING CONDITIONS | 13
Table5providesalistofthemostcommonprimarycollisionfactors(PCFs) for bicycle collisions in Huntington Park. The top two PCFsweretravelonthewrongsideoftheroadandtrafÀcsignalsandsignsviolations,accountingfor57%ofcollisions. Table6providesalistofthemostcommonprimarycollisionfactors(PCFs)forpedestriancollisionsinHuntingtonPark.ThetoptwoPCFswerepedestrianright-of-wayviolations(motorvehiclesviolatingthepedestrian right-of-way) and pedestrian violations, accounting for89%ofcollisions. TABLE 7 : PRIMARY COLLISION FACTORS - MOTOR VEHICLE COLLISIONS PCF Occurrences PercentAuto Right-of-Way Violation 158 32%Unsafe Speed 140 28%TrafÀcSignalsandSigns 72 14%DrivingUndertheInÁuence 35 7%Improper Turning 31 6%Unsafe Lane Change 19 4%Unsafe Starting or Backing 18 4%Wrong Side of Road 12 2%Following Too Closely 6 1%Other Hazardous Driving 4 1% Source:CityofHuntingtonPark,Fehr&Peers2014
TABLE 8 : COLLISION TYPE
Type of Collision
Bicycle
Collision
Motor Vehicle
Collision
Occurrences Percentage Occurrences Percentage
Head-On 1 1% 60 12%Sideswipe 10 7% 40 8%Rear-End 3 2% 170 33%Broadside 92 68% 214 42%Hit Object 2 1% 17 3%Overturned 0 0% 10 2%Vehicle/Pedestrian 4 3% 3 1%Other 24 18% 1 0% Source:CityofHuntingtonPark,Fehr&Peers2014
EXISTING CONDITIONS | 14
Table7providesalistofthemostcommonprimarycollisionfactors(PCFs)formotorvehiclecollisionsinHuntingtonPark.The toptwoPCFswereautoright-of-wayviolationsandunsafespeed,accountingfor60%ofcollisions. Table8summarizesthetypesofcollisionsforeachmode,bynumberandpercentofthetotalcollisionsforthatmode.Broadsidecollisionsaccountedforthehighestpercentageofbicyclecollisionsandmotorvehiclecollisions,with68%and42%,respectively.Rear-endcollisionsaccountedforanadditional33%ofmotorvehiclecollisions. FIGURE 4: COLLISIONS BY TIME OF DAY
EXISTING CONDITIONS | 15
Table9summarizestime-of-daydataforcollisions.Thetimeofdaywasgroupedintothree-hourblocks,whichcorrespondstoearlymorninghours,morningrushhours,mid-dayhours,afternoonhours,eveningrush hours, and nighttime hours. Most collisions occur between12:00PMand9:00PM,forallmodes.Thehighestpercentageofbicyclecollisionsoccursduringtheearly-afternoonperiod,between12:00PMand 6:00PM, while the highest percentage of pedestrian collisionsoccursduringtheeveninghoursbetween3:00PMand6:00PM.Thehighestpercentageofmotorvehiclecollisionsoccursduringtheearlyafternoon or evening rush hours, between 12:00PM-6:00PM, whichcorrespondstothetimepeoplearetypicallyleavingworkandschool.Figure4showsthedistributionofcollisionsthroughouttheday,bymode.
TABLE 9 : COLLISIONS BY TIME OF DAY
Type of Collision
Bicycle
Collision
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Collision
Motor Vehicle
Collision
Occurrences Percentage Occurrences Percentage Occurrences Percentage Very early morning
12:00-2:59AM 1 1% 5 3% 37 7%
3:00-5:59AM 0 0% 3 2% 22 4%
Morning rush hours 6:00-8:59AM 8 6% 20 13% 65 13%Mid-morning/ earlyafternoon 9:00-11:59AM 15 11% 10 6% 63 12%
12:00-2:59PM 38 28% 18 12% 86 17%
Evening rush hours 3:00-5:59PM 37 27% 42 27% 132 25%Late evening 6:00-8:59PM 31 23% 42 27% 77 15%Nighttime 9:00-11:59PM 7 5% 15 10% 36 7% Source:CityofHuntingtonPark,Fehr&Peers2014
FIGURE 5: COLLISIONS BY DAY OF THE WEEK
EXISTING CONDITIONS | 16
TABLE 10 : COLLISIONS BY DAY OF THE WEEK
Type of Collision Bicycle Collision Pedestrian Collision Motor Vehicle Collision Occurrences Percentage Occurrences Percentage Occurrences Percentage Monday 25 18% 26 17% 78 15%Tuesday 21 15% 18 12% 65 13%Wednesday 14 10% 22 14% 79 15%Thursday 18 13% 17 11% 71 14%Friday 26 19% 41 26% 71 14%Saturday 21 15% 15 10% 80 15%Sunday 12 9% 16 10% 74 14% Source:CityofHuntingtonPark,Fehr&Peers2014
Table10summarizesday-of-the-weekdataforcollisions.Forbicyclistsandpedestrians,morecollisionsoccuronMondayorFriday.Formotorvehicles,collisionsareevenlydispersedthroughouttheweek.Figure5showsthedistributionofcollisionsthroughouttheweek,bymode.
FIGURE 6: PERCENT HIT & RUN COLLISIONS
EXISTING CONDITIONS | 17
Table 11providesinformationon hit-and-runcollisions.Felony hitand-runcollisionsoccurwhen thereis aninjuryor fatalityandoneparty leaves the scene of the collision. Misdemeanor hit-and-runcollisionsoccurwhenonepartyleavesthesceneofthecollisionandtherearenoinjuriesor fatalities.Figure6shows thepercentofhitand-runcollisionsbymode.
TABLE 11 : PRIMARY COLLISION FACTORS - PEDESTRIAN COLLISIONS Total
Collisions
Felony
Hit-and-Run
Misdemeanor
Hit-and-Run
Not
Hit-and-Run
Percent of Total
Collisions
Hit-and-Run
Bicycle 137 22 6 109 20%Pedestrian 155 26 2 127 18%Motor Vehicle 518 53 23 442 15% Source: City of Huntington Park, Fehr & Peers 2014
EXISTING CONDITIONS | 18
ExistingLandUsePatterns
The most recent zoning map for the City of Huntington Park wasupdated in March 2015. It includes the Downtown SpeciÀc Planprimarily along PaciÀc Boulevard and other commercially zonedcorridorsalongSantaFeAvenue,SlausonAvenue,GageAvenue,SevilleAvenue,AlamedaStreet,FlorenceAvenue,StateStreet,andCaliforniaAvenue.ItalsoincludesManufacturingPlannedDevelopmenttothewestandnorthofdowntownandalongpartoftherailroadrightofwayinthenortheasternpartofthecity.Residentiallandusesaredividedbetweenlowdensityresidential,foundprimarilyinthesoutheasternpartofthecity,mediumdensityresidential,foundprimarilybetweenGageandSlausoninthenorthernpartofthecity,andhighdensityresidential, found south of Slauson in the western part of the city,northofRandolphintheeasternpartofthecity,andnorthofFlorencebySaltLakePark.Figure7showsthe2015ZoningMap.Additionally, Huntington Park has a number of schools and parkslocatedthroughouttheCity.DuetotheCity’ssizeanddevelopmentpatterns, nearly all residents are within one mile of a school, park,commercialorcivicfacility.Basedonthishighlevelofaccessibility,investingininfrastructureforallmodescanleadtoincreasedpublichealth and safety,improved airquality,enhanced economicvitality,andreducedcongestion.
FIGURE 7: 2015 ZONING MAP
EXISTING CONDITIONS | 19
EXISTING CONDITIONS | 20
ExistingTransportationFacilities
TheCityofHuntingtonParkhasastreetnetworkthatlargelyfollowsagridpatternthroughoutthecity.Arterialswiththehighestaveragedaily trafÀc counts include Slauson Avenue, Florence Avenue, andSantaFeAvenue.OthermajorthoroughfaresincludeAlamedaStreet,State Street, Miles Avenue, PaciÀc Boulevard, Gage Avenue, andRandolphStreet.Crosswalks are generally consistently striped at signalizedintersections, with crossings marked at some stop-controlledintersectionsoracrossonelegofanuncontrolledintersection,suchas Miles Avenue and Clarendon Avenue. There are also mid-blocksignalized pedestrian crossings on PaciÀc Boulevard. There are nodedicated on-street bicycle facilities (i.e., bicycle lanes or bicyclepaths)in theCityofHuntingtonPark,but therearebicycle racksatsomeschools,parks,andtheCivicCenter.SeveralstreetslikeStateStreet,FlorenceAvenue,andGageAvenueprovidemarkedcrossingsatuncontrolled locations that include high-visibility crosswalks andpedestriansignage.SomeofthesecrossingsalongGageAvenueandFlorence Avenue include Áashing signs and in-roadway pavementlights.TransitservicesintheCityofHuntingtonParkarecomprisedofMetroLocalbusesandashuttleservicerunbyMetrotransitknownastheCombi.TheMetroBlueLineisalsoproximatetothenorthwestpartofHuntingtonPark,althoughitisoutsidethecityboundaries.FuturetransitplansincludetwostopsontheEcoTransitline,aproposedlightrailline thatis currently under studybyMetro.Figure 8 shows thecurrentandfuturetransitfacilitiesinHuntingtonPark. Recent Huntington Park Implementation Actions
In addition to the policies and plans described above, HuntingtonParkhasundertakenmanystepstowardsimplementingtheCompleteStreetspolicy.TheCityhaspursuedimplementationgrantmoneyandfunding forbicyclefacilitiesonStateStreetandRandolphStreet,aswellasgrant funding forSafeRoutestoSchooleffortsandasignalsynchronization implementation project. The City has also installedparklets and partnered to host annual bicycle races on PaciÀcBoulevard. TheDepartmentofParks andRecreationhasconductedbicycletraining,thePoliceDepartmenthasorganizedbicyclerodeos,and the City has worked with neighboring agencies to coordinateprojectsofregionalsigniÀcance. EXISTING CONDITIONS | 21
FIGURE 8: CURRENT AND FUTURE TRANSIT FACILITIES
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3. COMMUNITY DESIGN WORKSHOPS AND PUBLIC INPUT
COMMUNITY DESIGN WORKSHOPS AND PUBLIC INPUT | 24
COMMUNITY DESIGN WORKSHOPS & PUBLIC INPUT
Purpose
The primary public involvement tool for the Huntington ParkCompleteStreetsPlanwasaweek-longcommunitydesigncharrette.Designcharrettesareanincreasinglypopulartoolforneighborhoodandstreetdesignprograms.Charrettesarecommunity-baseddesignexercisesthatcomeoutofasincereintenttohavethepublicinvolvedin a meaningful way to craft their own future. This format allowsresidents, users of a street, or other target populations to be theprimaryforcebehindthedesigns.Several partner organizations were involved in leading this project.City of Huntington Park Planning Staff provided oversight of theproject. Local Government Commission (LGC) staff managed theprojectandwereresponsibleforoverseeingcommunityengagementandfacilitation.CaliforniaCenterforPublicHealthAdvocacy(CCPHA)took the lead in the outreach to community members. Fehr &Peers and Meléndrez provided the main transportation planning,engineeringanddesignservicesfortheproject.From September 2014 to April of 2015, three advisory committeemeetings were held with residents, organizations active in thecommunity, school representatives, and City staff. Participants atthesemeetingshelpedguidetheprojectpartnerswithoutreachandplandevelopment.Thereweretwomainphasestoengagingthepublic.TheÀrstwasaseriesof“ChangeStartsWithMe”workshopsheldinOctober2014toprepareresidentsforthesecondphase.Afterthat,thesecondphaseofoutreachfocusedonadesigncharretteheldinJanuaryof2015. Public Input Process
Thepublicinputprocesswascomprisedofaninitialperiodofoutreachin the Fall of 2014, followed by a week-long intensive CommunityDesignCharrettetheweekofJanuary19th,2015.Theinitialoutreachwas conducted in partnership with the California Center for PublicHealthAdvocacy(CCPHA).CCPHAengagedlocalcommunity-basedorganizations,suchasWoodcraftRangers,CommunitiesforaBetterEnvironment, and the Huntington Park Chamber of Commerce,as well as Huntington Park schools to recruit participants for three“Change Starts With Me” Complete Streets training workshops.CCPHAdisseminatedÁyersfortheworkshopstoallprojectpartners,HuntingtonParkschools,andfaith-basedorganizations.Informationfortheworkshopswasalsopostedatcityhall,cityparks,andduringtheSabordeMexicoLindoeventinearlyOctober2014. Participantsintheworkshopsprovidedsomeinsightsintowhattheissueswereonthestreets. COMMUNITY DESIGN WORKSHOPS AND PUBLIC INPUT | 25
CCPHAconductedthethree“ChangeStartsWithMe”CompleteStreetstrainingworkshopsinmidtolateOctober2014atthefollowingcitylocations:RaulR.PerezMemorialPark,SaltLakePark,andFreedomPark. The purpose of the workshops was to provide communitymemberswiththeinformationandskillstheyneedtoparticipateinthe development of a community-basedComplete Streets plan fortheCity.Atotalof46residents,parents,and/orcommunitymembersparticipated.Topicsofthetrainingworkshopsincluded:introductionto public health, introduction to planning, trafÀc safety, CompleteStreets,andhealthadvocacy.Inaddition,CCPHAconductedfollow-upoutreacheffortsduringtheweekleadinguptotheCommunityDesignCharrette,including:• PostedÁyersatCityHallandSaltLakePark• Presentationsandphonecalls/mailerstoparentvolunteersand/ orDistrictEnglishLearnersAdvisoryCommittee(DELAC)studentsat4HuntingtonParkschools • Presentationto15membersoftheHuntingtonParkChamberof Commerce
• PresentationtoSeniorBingoClubatSaltLakePark• Emails and/or phone calls to administrators and/or parent representativesat15HuntingtonParkschools
• Mailersto9HuntingtonParkAspirepublicschools• Mailersto30faith-basedinstitutions(churches,temples,etc.)• Emailand/orphonecallstostaffatWoodcraftRangers,Oldtimers Foundation,andCommunitiesforaBetterEnvironment
• Disseminate Áyers at Huntington Park Farmer’s Market at Salt LakePark
• DisseminatedÁyersatNimitzMiddleSchoolWellnessFair• Calls,emails,and/ormailersto46workshopparticipants• EmailtoSpanishpublication FromJanuary20-24,2015thedesignteamheldvariouspubliceventsin English and Spanish to engage the community for a CompleteStreetsdesigncharrette.Thecharretteincludedseveraldifferentwaystointeractprojectteam,includingengagementactivitiesheldonlocalstreetsduringtimeperiodswherehighfoottrafÀcwasanticipated. Special Presentation on Complete Streets
GilPeñalosaof8-80Cities,andformerCommissionerofParks,Sportand Recreation in Bogota, Colombia, joined the team to conductpresentationsonthebeneÀtsofcreatingCompleteStreetsforpeopleofallages,and toprovideexamplesofhowothercommunitiesareimplementing Complete Streets practices and healthier communitydesign.GilpresentedataspecialsessionintheafternoonofTuesdayJanuary20forCitystaffandstakeholderagenciesandgroupsintheLosAngelesregion. GilPeñalosapresentingthebeneÀtsofcreatingCompleteStreets COMMUNITY DESIGN WORKSHOPS AND PUBLIC INPUT | 26
OpeningPresentationandCommunityDesignWorkshop
An opening session for the design charrette process was held onTuesday,January20attheSaltLakeParkCommunityCenterLoungeRoom.TheprojectteamprovidedstoryboardsshowingthebeneÀtsof Complete Streets, photos of some of the existing conditions inHuntingtonPark,aswellasmapsofschools,openspace,andtransit.Albert Fontanez, former Planning Manager for the City welcomedparticipants to the workshop.Miguel Nunez, Senior TransportationPlanner for Fehr & Peers provided background on the CompleteStreets Plan project and Gil Peñalosa presented on the beneÀts ofCompleteStreets.After the presentation, participants split into smaller groups for adesigntableexercise.Everyonewasaskedtoidentifycriticalissuesonlargeaerialmapsofthecity,aswellasputdownsomeoftheirownstreetdesignsolutions.Eachtablegroupheldenergeticconversationsastheydiscussedproblems,andalternativesolutions.Attheendoftheexercise,eachgrouptookturnssharingtheirrespectivesolutionswiththerestoftheparticipants.During this exercise, project team members circulated aroundthe room observing, commenting if appropriate, and answeringquestions when asked. This format kept expert designers available,butgavecommunitymembers thehands-onfreedomtooffer theirownsolutions. PosterboardswereavailablewithmoreinformationonCompleteStreetsconceptsandexistingconditions.Citystaffandteammemberswelcomeparticipantstoopeningworkshop.
COMMUNITY DESIGN WORKSHOPS AND PUBLIC INPUT | 27
Participantsbrokeupintogroups…Collaboratedwitheachotherforsolutions… Thenthegroupssharedtheirideaswitheveryone.
Discussedconditionsonthestreets…
COMMUNITY DESIGN WORKSHOPS AND PUBLIC INPUT | 28
Pop-UpEvents
Throughout the week, the design team engaged the communitydirectlyonthestreetthroughpop-upeventsatvariouslocations.Atthese events members of the design team set up storyboards andotherinformationalmaterials.TheobjectivewastoengageresidentsinlocationswheretherewasalotoffoottrafÀctoallowmoreoneon-one conversations about Complete Streets concepts and to gettheircommentsontheissuesinthecommunity.Thepop-upeventstookplaceattwoschoolsintheCity:MiddletonElementary School the morning of Monday, January 21 and GageMiddle School the afternoon ofFriday, January 23. These providedopportunitiestogettheuniqueperspectivesofyoungerresidents,aswellastheirparents.DuringtheeveningofFriday,January23,thedesignteamheldapopupattheintersectionofZoeAvenueandPaciÀcBoulevard,providingtheopportunitytointeractdirectlywithresidentsonabusycitystreet,andreachthosethathadnotattendedeventsearlierintheweek.
MiddletonElementarypop-upevent.
Pop-upnearGageMiddleSchool.Apop-upatZoeandPaciÀcAvenues… COMMUNITY DESIGN WORKSHOPS AND PUBLIC INPUT | 29
GuidedToursandAudits
During the week, thedesign team also held three differentguidedtoursthroughtheCity.Thesewerefocusedontransitconnections,aschoolneighborhoodandbicyclingimprovements.On January 21, members of the team led a guided Transit Tour toobserve different locations near amajor corridor, and consider theconnections to transit in the City. Following the tour, the groupreconvened at the Salt Lake Park to discuss observations from thetour. Then-Councilmember and former Mayor Ofelia Hernandezjoinedthediscussionfollowingthetour.The Parent/Student-FocusedWalkAudit on January 22was held atFreedomPark.Parentsandpublichealthstaff fromtheLosAngelesCountyDepartmentofPublicHealthattended.Theprojectteamledparticipants on a tour of the streets around Nimitz Middle Schooland Huntington Park Elementary School, observing and discussingexistinglandusesandstreetconditions,includingdesign,walkability,trafÀc patterns, intersections, crossings, sidewalk conditions, andother features. After the walk they regrouped to discuss CompleteStreetsandpossibledesignsolutionsfortheirneighborhoodandtherestoftheCity.Later thatafternoon, theproject teamledaBicycleAuditwithhighschoolstudentsandotherstoofferaÀrst-handlookatwhatitisliketo bike on Huntington Park’s streets, pointing out and discussinglocationswherebicycleimprovementswereplanned. ProvidedtheopportunitytointeractwithpeopleonaFridayevening.
COMMUNITY DESIGN WORKSHOPS AND PUBLIC INPUT | 30
GilPeñalosaspeakstoagroupofseniorcitizensabouttheimportanceofCompleteStreetsforresidentsofallages.
Participantsillustrateabulb-outduringNimitzM.S.andHuntingtonParkE.S.walkingAudit.Bus/Walkingtourabouttransitconnections. Discussingthebicyclist’sperspectiveofHuntingtonParkstreets.
COMMUNITY DESIGN WORKSHOPS AND PUBLIC INPUT | 31
WHAT WE HEARD
After thecommunity’sinitialinput from theopeningworkshop, thedesignteamstartedreÀningdetailsontherecommendationsfortheCompleteStreetsPlan.ThedesignteamspentthreedaysatSaltlakeParkreviewingtheconceptsdevelopedbythepublicandpreparingdraft recommendations for the closing session presentation. Thisincluded many ongoing discussions with team members andHuntingtonParkCitystaff.The design team held a public workshop at the Huntington ParkCityHallCouncilChamberon January 24, 2012 to present theÀrstdraftofrecommendationstoresidents.PaulZykofskyoftheLGCandMiguelNunezofFehrandPeersthenreviewedthekeyÀndingsfromthepreviouspublicevents,andsharedconceptsoftheteam’sinitialrecommendations, including visuals of potential changes. At theconclusion,theyopenedtheÁoortocommentsandquestionsfromthoseinattendance.Afterthisworkshop,andwithguidancefromtheAdvisoryCommitteethedesignteamthenbegantheprocessofdevelopingtheCompleteStreetsPlan.Theinputgatheredfromthecommunityoutreachonthisprojectformthebasisfortherecommendationsinthisreport.
SUMMARY OF KEY ISSUES
The key issues emerging out of the public input process primarilyrevolvedaroundimprovingsafety,enhancingpublicspace,andtheneedfortrafÀccalming.SpeciÀccommentsinclude:• Improvesidewalkandpavementqualityandconditions• Morestopsigns,particularlyaroundschools• Improvecrossings,particularlynearschools• Reducespeedsalongkeyarterials• MakebetteruseofspacealongRandolphStreet• Upgradecrosswalksandsignalsforpedestrians• Addresscrossing/pedestriansafetyissuesalongGage Avenue,particularlyatMilesAvenueandPaciÀcAvenue
• Provideseparatedfacilitiesforpeopleridingbicycles• Improveaccessforpeoplewalkingandridingbicyclestothe BlueLineStationatSlausonAvenue
Theseissuesareaddressedintheoptionspresentedinthisplan,bothatthepolicy-level,citywide,aswellasatthecorridororintersectionlevelwithspeciÀctreatmentoptionspresentedtoaddressthesafetyconcernsexpressedbythepublic.
Allthepublicinputwasconsolidatedontoonemap.
Thispageisintentionallyblank.
4. PROPOSED COMPLETE STREETS NETWORK
SOURCE: LOS ANGELES GREAT STREETS INITIATIVE
PROPOSED COMPLETE STREETS NETWORK | 34
CITY-WIDE COMPLETE STREETS TREATMENTSCurbExtensionTreatments Many of the treatments included in Figure 10 are appropriate forcity-wide adoption, wherever the opportunity or community desireis encountered. These interventions include treatments like curbextensions,orbulb-outs,asdepictedinFigure10alongGageAvenueatMiddletonandArbutus,amongotherlocationsthathaveon-streetparking.Theseextensionsshortencrossingdistancesforpedestrians,improvevisibility,andareindicatedinFigure10atschoollocationswherecrosswalksarealreadystriped.However,thisinterventioncanbeimplementedasalow-costpilotprojectanywhereinthecity,usingplantersandothertemporarymaterials.Figure9showsanexampleoftemporarycurbextensionsbuiltwithlow-costmaterials.
PROPOSED COMPLETE STREETS NETWORK
FIGURE 9: IMAGE OF TEMPORARY CURB EXTENSIONS WITH LOW-COST MATERIALS The Complete Streets Network, shown in Figure 10, includesopportunitiesformulti-modalenhancementsforpeopletravelingthroughouttheCityofHuntingtonPark.Thismapincludesstateof-the-practice recommendations intended to improve safety,comfort,anduserexperienceofpeoplewalking,bicycling, ridingtransit,andspendingtimeinpublicspacesinHuntingtonPark.Asdiscussedinthepriorchapters,anumberoffactorssuchaslandusepatterns,existinginfrastructure,anddemographicscontributetoexistingcirculationchoicesandpatterns.Theproposedcompletestreetsnetworkseekstobetterconnectpeoplewitheachotherandlocaldestinationsbybalancingthedevelopmentofinfrastructureto be more inclusive of modes other than the automobile. Forinstance,nearly allstreetsinHuntington Park aredesignated forvehicle travel and parking; however, there are few designatedbicycle facilities within the City. Most streets have sidewalks toaccommodate walking; however, neighborhood and residentialstreetscanexperiencehighvehiclevolumesandtravelspeedsthatmaydiscouragepeoplefromchoosingtowalkorridetheirbicyclesforshortdistancetrips.ThischaptercontainsanumberofgeneralstrategiesandspeciÀcoptionsforanumberofcorridorsintendedto develop a multi-modal transportation network that servesexistingandanticipatedcirculationpatternsinHuntingtonPark.
PROPOSED COMPLETE STREETS NETWORK | 35
FIGURE 10: CITYWIDE COMPLETE STREETS TREATMENTS
PEDESTRIAN AMENITIES
Providingamenitiesforpeoplewalkinghelpscreateasafeandcomfortableenvironment.Streettrees,benches,trashcans,andpedestrian-scaledlighting,aresomeofthepreferredamenitiesthatenhancethepedestrianexperience.
BIKE NETWORK
AwellthoughtoutbikenetworkincreasessafetyandallowscycliststoplanpreferredroutestospeciÀcdestinations.Locationsforbikeracks,bikelockers,andbikestationsshouldalsobeconsidered.
TRAFFIC CALMING
TrafÀccalmingreducesvehicularspeedsthatmaydiscourageactivestreetlife.Reducingthenumberoflanesencouragesslowerspeeds.Othertreatmentsinclude,roundabouts,chicanes,bulb-outs,orplantedmedians.
ENHANCED PUBLICTRANSPORTATION
Therearevariouswaystoenhancepublictransportationonacompletestreet.Dedicatedbuslanes,enhancedbusshelters,andreal-timetransitinformation,canhelpimprovetheuserexperience. Intersectionscanbeenhancedtoincreasethesafetyofallroadusers.Enhancedintersectiontreatmentsmayincludespecialcrosswalkmarkings,bulb-outsthatreducethecrossingdistance,leadingpedestrianintervals,andothersignal,signingandstripingtreatments.
INTERSECTION ENHANCEMENTS
GREEN STREETS
GreenStreetscapturestormwaterrunoffandreturnsittotheaquifer.Mostgreenstreetsusebioswalesandlandscapedbulb-outstoretainwater,allowingittoslowlypermeatebackintotheground.ThesetreatmentsalsocreateopportunitiesforlandscapingwhichcanbeneÀtaestheticsandtheenvironment.
PUBLIC SPACES
Introducingnewpublicspacesonthestreetprovidesasafeandcomfortableplaceforpeopletogather.Parkletsandplazasareaffordablewaystoincorporatenewpublicspacesintothestreetscape.Theyalsohavetheabilitytoprotectpedestriansbycreatingabufferbetweenthesidewalkandtheroadway.Publicspacescancatalyzecommunityrevitalizationandpromoteeconomicdevelopment.
SIGNAGE/WAYFINDING
SignageandwayÀndingdeviceshelpallstreetusersnavigatethecity.SignageandwayÀndingdevicesshouldbeclearandlegible.Thesedevicescouldalsobebrandedwithaconsistentcolorpaletteandgraphiclooktocreateasenseofplace.
ELEMENTS OF A COMPLETE STREET
PROPOSED COMPLETE STREETS NETWORK | 36
SignalTreatments
Similarly, signal treatments such as Leading Pedestrian Intervals(LPIs), which are recommended at Miles/Gage and Miles/Zoe, andpedestrian scramble phases, which are recommended at PaciÀc/GageandPaciÀc/Florence,inFigure10,canbeimplementedatotherlocationsthroughoutthecity,aswarranted.LPIsdisplaythepedestrianwalksignalforafewsecondswhileholdingallvehiclephasesred,inordertoallowpeoplewalkingtogetaheadstartintotheintersectionwheretheyaremorevisible.Thisimprovessafetybyclearlyindicatingtoturningvehiclesthattheyarerequiredtoyieldtherightofwaytopedestrians.Figure11showsanimageofaLeadingPedestrianInterval.Pedestrianscramblephasesareappropriatetreatmentswherethereareheavypedestrianvolumes thatwarranta fullcycleofdedicatedpedestrian crossing time while holding all vehicle phases red. ThisremovesconÁictsbetweenturningvehiclesandpeoplewalking,andalthoughitaddsadditionaltimetothesignalcyclebyaddingathirdphase, it canmitigate long delays for vehicles that end up waitingthroughseveralcycles,due tohighpedestrianvolumes,inorder tomakealeftorright turn.Figure12showsanimageofapedestrianscramblephase. FIGURE 12: PEDESTRIAN SCRAMBLE
FIGURE 11: IMAGE OF LEADING PEDESTRIAN INTERVAL
SOURCE: NACTO
PROPOSED COMPLETE STREETS NETWORK | 37
Crosswalks
The2000UniformVehicleCodeandModelTrafÀcOrdinance(UniformVehicleCode)(Section1-112)deÀnesacrosswalkas:• “That part of a roadway at an intersection included within the connectionsofthelaterallinesofthesidewalksonoppositesidesof the highwaymeasured from the curbs, or in the absence ofcurbs, from the edges of the traversable roadway; and in theabsenceofasidewalkononesideoftheroadway,thepartofaroadwayincludedwithintheextensionofthelaterallinesoftheexistingsidewalkatrightanglestothecenterline. • Anyportionofaroadwayatanintersectionorelsewheredistinctly indicated for pedestrian crossing bylines or othermarkings onthesurface.” Asdescribedontheright,crosswalksmaybelocatedatintersectionsor mid-block, and may be installed at locations with or withoutsignalsorstopsigns.Crosswalksmayalsobedistinguishedbasedonwhethertheyaremarked(striped)ontheroadwayorleftunmarked.It is recommended that Huntington Park establish a formal policyfor crosswalk installation, removal, and enhancement that providestransparency in decision making and adopts best practices inpedestriansafetyandaccommodation.PleaseseeChapter5formoreinformationregardingcrosswalkpolicyconsiderations. Controlled Marked
Crossing
Crosswalks that are
striped midblock or at
intersections controlled by
trafÀcsignalsorstopsigns
Uncontrolled Marked
Crossing
Crosswalks that are
striped midblock or at
intersections not controlled
bytrafÀcsignalsorstop
signs
Unmarked Crossing
Crosswalks that are not
striped at intersections
withorwithoutatrafÀc
signal or stop sign
PROPOSED COMPLETE STREETS NETWORK | 38
OtherTreatments
AdditionalCompleteStreetstreatmentsthatcanbeimplementedasthe opportunity arises throughout the city include bicycle parking,parklets,wayÀndingsignage, and trafÀccalming.Figures13, 14,15and16showexamplesofthesetreatments. FIGURE 13: BICYCLE PARKING
PROPOSED COMPLETE STREETS NETWORK | 39
FIGURE 14: PARKLETS
FIGURE 15: TRAFFIC CALMING FIGURE 16: WAYFINDING SIGNAGE SOURCE: CULLEN MCCORMICK
PROPOSED COMPLETE STREETS NETWORK | 40
PACIFIC BOULEVARD
PaciÀc Boulevard serves as a key regional arterial connectingHuntington Park to neighborhoods to the north and south, and asthekeybackbonethatcreatesavibrantdowntownHuntingtonParkneighborhood.Assuch,itiscriticaltobalancethecirculationofpeoplethroughthecorridorwiththedesiretocreateaplaceofenjoymentforpeoplewhiletravelingorspendingtime.ThedesignofPaciÀcBoulevardhasthecapabilitytobalanceallmodesoftransportation,includingpeoplewalking,biking,takingtransit,anddriving.Given thelimitationsin thewidthof the street, thiscanbedoneinseveralways.Figure17showstheexisting90’cross-sectionwhichincludesangledparkingonbothsidesofthestreet,twovehiclelanesineachdirection,andanarrowstripedmediandownthecenter.At three separate locations on PaciÀc Boulevard, several parkingspaceshavebeenconvertedtoparklets,whichareseatingareasforpeople tospend timein.There arealsotwoenhanced transitstopswith seating, shade, and amid-block crossing, between ClarendonAvenueandGageAvenue.
COMPLETE STREETS TREATMENTS FOR REGIONAL ARTERIALS
12’
Auto
12’
Auto
4’
Striped
Median
Pacific Blvd
15’
Angled
Parking
15’
Angled
Parking
16’
Auto
16’
Auto
EXISTING (90’)
FIGURE 17: PACIFIC BOULEVARD - EXISTING CROSS-SECTION
Figure 10 shows key treatments for regional arterials that crossthroughHuntingtonPark.ThesestreetsincludePaciÀcBoulevard,FlorenceAvenue,SlausonAvenue,andSantaFeAvenue,describedfurther,below. PROPOSED COMPLETE STREETS NETWORK | 41
*Thecross-sectionsinthisreportreÁectpotentialgeometriesthatareconsistentwithdesignstandardsandguidelinesfortravellanes,bicyclefacilities,andothertransportationinfrastructure.Asthesecross-sectionspresentseveralconceptualoptionsforthecorridors,theultimateimplementationoftheseoptionsmayresultinwidthsthatdifferfromthoseshownontheseÀgures. Option1:
FutureOption 1includesaClassIIIbicycle route,includingpaintedsharrowsintheoutertravellanestoindicatesharedspacebetweenpeople driving and people bicycling, spaced according to bicycleroutedesign standards.Noadditionalchanges to thecross-sectionwouldberequiredtoinstallabikeroute.Figure18showsthecrosssectionforFutureOption1.
Option2:
FutureOption2includesaClassIIbicyclelaneinbothtraveldirectionsand narrowedvehicle travellanes to accommodate the addition ofbicycle facilities.Inorder toaccommodateabicyclelane, the travellaneswouldbenarrowedto11’each.Additionally,diagonalparkingcouldbereversedtobecomeback-inangledparking,whichprovidesadded safety beneÀts and improved sight-lines between peopleparkingandpeopleridingabicycle.Figure19showsthecross-sectionfor Future Option 2. Figure 20 shows an image of back-in angledparkingincombinationwithabicyclelane. 12’
Auto
12’
Auto
4’
Striped
Median
15’
Angled
Parking
15’
Angled
Parking
16’
Sharrows
16’
Sharrows
SHARROWS
FIGURE 18: PACIFIC BOULEVARD - FUTURE OPTION 1*
6’
Bike
Lane
6’
Bike
Lane
4’
Striped
Median
11’
Auto
11’
Auto
15’
Back-In
Angled
Parking
15’
Back-In
Angled
Parking
11’
Auto
11’
Auto
BIKE LANE - BACK-IN ANGLED PARKING
FIGURE 19: PACIFIC BOULEVARD - FUTURE OPTION 2*
FIGURE 20: BACK-IN ANGLED PARKING IN COMBINATION WITH A BIKE LANE PROPOSED COMPLETE STREETS NETWORK | 42
FIGURE 22: PACIFIC BOULEVARD - FUTURE OPTION 3B* FIGURE 23: PACIFIC BOULEVARD - FUTURE OPTION 3C* 10’
Auto
10’
Auto
10’
Auto
10’
Auto
4’
Striped
Median
3’ 5’
CycleTrack
Buffer
5’
CycleTrack
3’
Buffer
15’
Angled
Parking
15’
Angled
Parking
PROTECTED BIKE LANE - LANE NARROWING
8’
Parking
8’
Parking
12’
Auto
12’
Auto
12’
Auto
12’
Auto
10’
Turn Lane
3’ 5’
CycleTrack
Buffer
5’
CycleTrack
3’
Buffer
PROTECTED BIKE LANE - PARALLEL PARKING
3’ 5’
CycleTrack
Buffer
5’
CycleTrack
3’
Buffer
16’
Auto
16’
Auto
15’
Angled
Parking
15’
Angled
Parking
PROTECTED BIKE LANE - LANE CONVERSION
12’
Turn Lane
FIGURE 21: PACIFIC BOULEVARD - FUTURE OPTION 3A*
Option3:
Future Option 3 includes a Class IV protected bicycle lane, oftenreferredtoasacycletrack.Thisfacilitycouldbeaccommodatedoneofthreeways,whicharealldetailedinthecross-sectionsbelow.• Option3awouldrelyonaroadconversioninwhichonetravellane ineithereachdirectionwouldbereplacedbyacenterturnlaneandseparatedbicyclelanesineachdirection.Figure21illustratesthecross-sectionforOption3a. • Option3bwouldrelyonnarrowingalllanesto10’andreducing thecentermedianto2’inordertoaccommodatethecycletrack.Option3bisillustratedinFigure22.Studieshavefoundinurbanareaswherespeedsareunder45mph,10-footlanesfunctionaswellorbetter,fromasafetyandcapacitystandpoint,thanwiderstreets. • Option3creplacesalldiagonalparkingwithparallelparkingand includestheinstallationofthecycletrackaswellasacenterturnlane.Option3cisillustratedinFigure23. OtherOptions:
PaciÀcBoulevardcouldalsobeenhancedforpedestriansbybuildingadditional parklets and installing pedestrian-friendly signal phases,suchasapedestrianscramblephaseatPaciÀcBoulevardandGageAvenueandPaciÀcBoulevardandFlorenceAvenue,asdescribedaboveinCity-WideCompleteStreets Treatments.In addition, RitaAvenueandRugbyAvenue areidentiÀedasstrongalternatecandidates forbicyclefacilitiesgiventheirproximitytoPaciÀcBoulevard.
PROPOSED COMPLETE STREETS NETWORK | 43
FLORENCE AVENUE
Florence Avenue is a key regional arterial, connecting HuntingtonPark to neighborhoods east and west of the city and providingaccess to the Metro Blue Line at the intersection with GrahamAvenue. It also provides key access to businesses, restaurants, andbus transit facilities. BetweenWilson Avenue and Seville Avenue, aunique placemaking opportunity exists along Florence Avenue tohelp improve safety and comfort for people traveling through thecorridor.TheintersectionofFlorenceAvenueandPaciÀcBoulevard,inparticular,isakeyconnectionthathelpsestablishthisareaasacenterofactivityinHuntingtonPark. Options:
TheintersectionofPaciÀcBoulevardandFlorenceAvenuewouldbean appropriate location to consider a pedestrian scramble phase.Street-level placemaking treatments could include pedestrian scalelighting,wayÀndingsignagetokeylocationswithinHuntingtonPark,streetscaping,publicart,andenhancedtransitfacilitieswithbenches,trashreceptacles,andshadetreesorstructures.
SLAUSON AVENUE
SlausonAvenueisakeyregionalarterial,providingaccesstotheMetroBlueLineatSlausonAvenueandLongBeachAvenue,industrialandcommercialbusinesses,andbustransitfacilities.Additionally,Slausonservesasakeyvehicularrouteacrosstheregionforbothpassengervehiclesandtrucks.AtthedirectionofMetro,astudyisunderwayforastretchofrailright-of-waythatexistsalongSlausonAvenuebetweenWilmingtonAvenueandSantaFeAvenue,curvingnorthtoMalabarStreet and running through the northern boundary of HuntingtonPark. The Rail to River Intermediate Active Transportation CorridorFeasibility Study proposes several alternatives for this right-of-way,including theconversionintoanactive transportationcorridor.ThisalternativewouldsupportthegoalsoftheHuntingtonParkCompleteStreetsPlan.
SANTA FE AVENUE
SantaFeAvenueisakeyregionalarterialthatprovidesnorth-southaccess through the west side of Huntington Park to employment,industrial and commercial uses, and key bus transit facilities. Inorder to provide a balance of corridors available for all modes oftransportation, only off-street improvements are recommended forSantaFeAvenueinordertoretainvehicularandtransitcirculation. Options:
Off-street improvements could include pedestrian scale lighting,improved transitstopswithbenches,shadestructuresor trees,andtrashreceptacles,andpublicart. PROPOSED COMPLETE STREETS NETWORK | 44
COMPLETE STREETS TREATMENTS FOR MAJOR NEIGHBORHOOD STREETS Figure 10 shows key treatments for major neighborhood streetsthatprovidecirculationandaccesswithinHuntingtonPark.Thesestreets include Gage Avenue, Miles Avenue, and State Street,describedfurther,below.Onallmajorneighborhoodstreets,curbextensionsshouldbeconsidered,particularly aroundschoolsandparks.Additionally,pedestrian-friendlystreetscapeelementscanbeintegratedintothedesignofbufferedorprotectedbicyclefacilities.SimilarprojectsinotherpartsoftheU.S.haveshownthatthistypeofroadconversioncanbeimplementedwithoutimpactingvehiculartrafÀcvolumesortraveltimesigniÀcantlyifaveragedailytrafÀcisbelow 15,000 vehicles per day, especially if the intersections andsignaltimingarewell-designed.Roadconversionshavealsobeenimplemented on streets with volumes up to 23,000 vehicles perday.Givenvolumesonlocalroadways,aroadconversioncouldbefeasibleon severalstreets.The additionofaleft turnlanewouldimprovesafetyformotoristsandreducerear-end,side-swipeandleft-turnbroadsidecrasheswhichoccuratamuchhigherratewithfourlaneconÀgurations.AddedbeneÀtsofreducinglanesincludeslower,saferspeedsandfewerconÁictsatintersections.Belowisalistofcandidatecorridorsforaroadconversionandtheir24-hourtrafÀcvolumes:• PaciÀcBoulevard:Lessthan20,000• GageAvenue:Between15,000and25,000• MilesAvenue:Lessthan20,000southofRandolphStreet, 20,000to25,000northofRandolphStreet
• StateStreet:Between15,000and25,000(roadconversion proposedinBicycleMasterPlan)
• RandolphStreet:Lessthan15,000
PROPOSED COMPLETE STREETS NETWORK | 45
GAGE AVENUE
GageAvenueisakeyneighborhoodstreetprovidingdirectaccesstothreeschoolsandconnectingtoadditionalschoolsandparks.GageAvenue experiences heavy foot trafÀc particularly at school arrivalanddismissalhours.GageAvenuehasahighincidenceofpedestriancollisions atPaciÀcBoulevard,MarconiStreet, andArbutusAvenue,highincidenceofbicyclecollisionsatSantaFeAvenueandMiddletonStreet, and high incidence of vehicular collisions at State Street. Inordertoprovidesafeandcomfortablecirculationforallmodes,threeoptions areincluded forGage: aClassIIIbike route, aClassIIbikelane,oraClassIVprotectedbikelane.Theexistingcross-sectiononGageAvenueincludes two10’ travellanesineachdirectionand an8’parallelparkinglaneonbothsides.Figure 24shows theexistingcross-section. Option1:
FutureOption1,aClassIVprotectedbicyclelane,wouldrequiretheremovalofparkingonbothsidesofthestreet.ThisoptionisshowninFigure25.Protectedbicyclelanesprovidethebestfacilitiesforpeopleriding bicycles, and also retain a buffer between pedestrians andvehicletravellanes.Comparedtoparkinglanes,theprotectedbicyclelanealsoimprovesairandnoisepollutionexposureforpedestrians. 8’
Parking
8’
Parking
10’
Auto
10’
Auto
10’
Auto
10’
Auto
EXISTING (56’)
FIGURE 24: GAGE AVENUE - EXISTING CROSS SECTION
PROTECTED BIKE LANE
10’
Auto
10’
Auto
10’
Auto
10’
Auto
5’
CycleTrack
3’
Buffer
3’ 5’
CycleTrack
Buffer
FIGURE 25: GAGE AVENUE - FUTURE OPTION 1*
PROPOSED COMPLETE STREETS NETWORK | 46
Option2:
FutureOption2,aClassIIbikelane,wouldrelyonaroadconversion,convertingone travellanein eachdirectionintoacenter turnlaneandbicyclelanes.Option2isillustratedinFigure26.Inadditiontoprovidingfacilitiesforpeopleridingbikes,roadconversionshavebeenshown to improve safety for all road users and particularly peopledriving,byreducingthenumberofrear-end,broadside,andside-swipecollisions typicallyassociatedwithmakingleftturnsfromtheinsidetravellane.Byprovidingacenterturnlanealongcorridorswithmanydriveways and opportunities to turn left, operational efÀciency ismaintainedforvehiclecirculationandsafetyisimproved. Option3:
FutureOption3includestheadditionofsharrowsandbicycleroutesignagetotheexistingcross-section.ThisisillustratedinFigure27. 8’
Parking
8’
Parking
10’
Sharrows
10’
Auto
10’
Sharrows
10’
Auto
SHARROWS
FIGURE 27: GAGE AVENUE- FUTURE OPTION 3*
ROAD DIET WITH BIKE LANE
5’
Bike
Lane
10’
Auto
10’
Auto
8’
Parking
8’
Parking
10’
Turn Lane
5’
Bike
Lane
FIGURE 26: GAGE AVENUE- FUTURE OPTION 2*
FIGURE 28: MILES / GAGE FOOT TRAFFIC FIGURE 29: MILES / GAGE FOOT TRAFFIC
MILES AVENUE
MilesAvenueisakeyneighborhoodstreetprovidingdirectaccesstothreeschoolsandconnectingaccesstoadditionalschoolsandparks.Miles Avenue experiences heavy foot trafÀc particularly at schoolarrivalanddismissalhours,andparticularlyattheMilesAvenueandGageAvenueintersection,asshowninFigures28and29.Inordertoprovidesafeandcomfortablecirculationforallmodes,threeoptionsareincludedforMiles:aClassIIIbikeroute,aClassIIbikelane,anda Class IV protected bike lane. The existing cross-section onMilesAvenueincludesa10’insidetravellaneineachdirection,a12’outsidetravellane in eachdirection, and an 8’parking lane onboth sides.Figure30showstheexistingcross-section. PROPOSED COMPLETE STREETS NETWORK | 47
8’
Parking
8’
Parking
12’
Auto
10’
Auto
12’
Auto
10’
Auto
EXISTING (60’)
FIGURE 30: EXISTING CROSS-SECTION MILES AVENUE
Option1:
FutureOption1,aClassIVprotectedbicyclelane,wouldrequiretheremovalofparkingonbothsides.ThisoptionisshowninFigure31.Protected bicycle lanes provide the best facilities for people ridingbicycles, and also retain a buffer between pedestrians and vehicletravellanes. Compared toparkinglanes, the protected bicycle lanealsoimprovesairandnoisepollutionexposureforpedestrians. Option2:
FutureOption2,aClassIIbikelane,wouldrelyonaroadconversioninwhichonetravellaneineachdirectionintoacenterturnlaneandbicyclelanes.• Option 2a is illustrated in Figure 32, which includes a buffered bicyclelaneoption.
• Option2bisillustratedinFigure33,whicheliminatesthebufferin exchangeforwidertravellanes.
In addition to providing facilities for people riding bikes, roadconversionshavebeenshowntoimprovesafetyforallroadusersandparticularlypeopledriving,byreducingthenumberofrear-endandside-swipecollisionstypicallyassociatedwithmakingleftturnsfromtheinsidetravellane.Byprovidingacenterturnlanealongcorridorswith many driveways and opportunities to turn left, operationalefÀciencyismaintainedforvehiclecirculationandsafetyisimproved.With thenumberofschoolsand residential frontages, this roadwayconÀguration will encourage reduced speeds and compliance withthespeedlimit,whichcanhelpreducecollisioninjuryseverity.
PROPOSED COMPLETE STREETS NETWORK | 48
ROAD DIET WITH BUFFERED BIKE LANE
5’
Bike
Lane
10’
Auto
10’
Auto
8’
Parking
8’
Parking
10’
Turn Lane
5’
Bike
Lane
2’
Buffer
2’
Buffer
ROAD DIET WITH BIKE LANE
5’
Bike
Lane
12’
Auto
12’
Auto
8’
Parking
8’
Parking
10’
Turn Lane
5’
Bike
Lane
FIGURE 32: MILES AVENUE FUTURE OPTION 2A*
FIGURE 33: MILES AVENUE FUTURE OPTION 2B*
3’ 5’
Cycle
Track
Buffer
PROTECTED BIKE LANE
12’
Auto
10’
Auto
12’
Auto
10’
Auto
5’
CycleTrack
3’
Buffer
FIGURE 31: MILES AVENUE FUTURE OPTION 1*
Option3:
FutureOption3includestheadditionofsharrowsandbicycleroutesignagetotheexistingcross-section.ThisisillustratedinFigure34.
STATE STREET
StateStreetisakeyneighborhoodstreetprovidingdirectaccess tothreeschoolsandconnectingaccesstoadditionalschoolsandparks.StateStreetisresidentialincharacternorthofFlorenceAvenue,andcommercialincharactersouthofFlorenceAvenue.Overall,therearehigh vehicular speeds along the corridor and a high incidence ofpedestriancollisionstendtooccuratFlorenceAvenueandOliveStreet.Inaddition,StateStreethasahighincidenceofbicyclecollisionsatHopeStreetandahighincidenceofvehiclecollisionsatGageAvenue.Inordertoprovidesafeandcomfortablecirculationforallmodesoftransportation,twooptionsarerecommendedforStateStreet:aClassIIIbikerouteoraClassIIbikelane.TheCityofHuntingtonParkhasalready received funding to implement a complete street on StateStreet. The existing cross-section on State Street includes two 10’travellanesineachdirectionand an 8’parkinglaneonbothsides.Figure35showstheexistingcross-section. PROPOSED COMPLETE STREETS NETWORK | 49
8’
Parking
8’
Parking
12’
Sharrows
10’
Auto
12’
Sharrows
10’
Auto
SHARROWS
FIGURE 34: MILES AVENUE FUTURE OPTION 3*
8’
Parking
8’
Parking
10’
Auto
10’
Auto
10’
Auto
10’
Auto
EXISTING (56’)
FIGURE 35: STATE STREET EXISTING CROSS SECTION
Option1:
FutureOption1,aClassIIbikelane,wouldrelyonaroadconversion,exchangingonetravellaneinbothdirections foracenterturnlaneandbicyclelanes.Option1isillustratedinFigure36.Inadditiontoprovidingfacilitiesforpeopleridingbikes,roadconversionshavebeenshown to improve safety for all road users and particularly peopledriving,byreducingthenumberofrear-endandside-swipecollisionstypicallyassociatedwithmakingleftturnsfromtheinsidetravellane.Byprovidingacenterturnlanealongcorridorswithmanydrivewaysandopportunitiestoturnleft,operationalefÀciencyismaintainedforvehiclecirculationandsafetyisimproved. Option2:
FutureOption2includestheadditionofsharrowsandbicycleroutesignagetotheexistingcross-section.ThisisillustratedinFigure37. PROPOSED COMPLETE STREETS NETWORK | 50
ROAD DIET WITH BIKE LANE
5’
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Lane
10’
Auto
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Auto
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Sharrows
10’
Auto
SHARROWS
FIGURE 36: STATE STREET FUTURE OPTION 1*
FIGURE 37: STATE STREET FUTURE OPTION 2*
RITA AVENUE & RUGBY AVENUE
RitaAvenueandRugbyAvenuearea“pairedone-waycouplet”–asetofone-wayparallelstreetsthatruninoppositedirections.CoupletsaredesignedtoprovideefÀciencyforvehiclesbyminimizingturningconÁicts that occur when all four directions of travel need to beaccommodated. These streets can be good locations for bicyclefacilities for the same reason; fewer turning conÁicts result in saferintersections for people riding a bicycle or walking. Rita AvenueandRugbyAvenueposeagoodopportunitynotonlyfromasafetyperspective,but alsobecause they runparallel toPaciÀcBoulevard,one of thekey destinations in Huntington Park.With the inclusionofwayÀndingsignagethroughthepaseosthatconnecttheparkinglotsbehindPaciÀcBoulevardtothestreetfrontagealongPaciÀc,RitaAvenueandRugbyAvenuecouldserveaskeybicyclefacilitiesforthecity.Theexistingcross-sectiononRitaAvenueandRugbyAvenueincludestwo14’travellanesinonedirection,andan8’parkinglaneonbothsides.ThisisshowninFigure38.TwooptionsexistforRitaAvenueandRugbyAvenuetointegratebicyclefacilities.FutureOption1includesaClassIIbikelane,andFutureOption2includesaClassIIIbikeroute. PROPOSED COMPLETE STREETS NETWORK | 51
COMPLETE STREETS TREATMENTS FOR LOCAL STREETS
Figure10showskeytreatmentsforlocalstreetsthatprimarilyserveto provide access within Huntington Park. These streets includeRitaAvenue,RugbyAvenue,ZoeAvenue,andClarendonAvenue,describedfurther,below.Onalllocalstreets,curbextensionsshouldbeconsidered,particularlyaroundschoolsandparks.Additionally,pedestrian-friendlystreetscapeandtrafÀccalmingelementscanbeintegratedintothedesignofbicycleboulevardfacilities. 14’
Auto
14’
Auto
EXISTING (44’)
8’
Parking
8’
Parking
FIGURE 38: RITA / RUGBY EXISTING CROSS SECTION
PROPOSED COMPLETE STREETS NETWORK | 52
Option1:
Option1,ClassIIbicyclelanes,canbeexecutedinoneoftwoways.• FutureOption1arequiresnarrowingthetravellanesfrom14’to 10’,allowingforabufferedbicyclelanetotherightofthetravellanes,asillustratedinFigure39.Thebufferistypically3’andcouldbepaintedonthestreetorenhancedwithbollards,asillustratedinFigure40. • FutureOption1bprovidesabikelanewithoutabuffer,andrequires narrowing the travel lanes from 14’ to 11’. This is illustrated inFigure41. Option2:
FutureOption2includestheadditionofsharrowsandbicycleroutesignagetotheexistingcross-section.ThisisillustratedinFigure42.
BUFFERED BIKE LANE
10’
Auto
10’
Auto
8’
Parking
8’
Parking
3’ 5’
Bike
Lane
Buffer
FIGURE 39: RITA AVENUE AND RUGBY AVENUE FUTURE OPTION 1A*
BIKE LANE
11’
Auto
11’
Auto
8’
Parking
8’
Parking
6’
Bike
Lane
FIGURE 41: RITA AVENUE AND RUGBY AVENUE FUTURE OPTION 1B* FIGURE 40: EXAMPLE OF BUFFER WITH BOLLARDS
14’
Auto
14’
Sharrows
SHARROWS
8’
Parking
8’
Parking
FIGURE 42: RITA AVENUE AND RUGBY AVENUE FUTURE OPTION 2*
ZOE AVENUE
ZoeAvenueprovidesaccessbetweenDowntownHuntingtonParkandthe Huntington Park Civic Center, connecting two key destinationswithin the city. Enhancing this corridor for all modes would helpestablish a visible commitment to Complete Streets while alsoprovidingsafeandcomfortableaccessbetweenthetwodistricts.ZoeAvenue also provides direct access to two schools and connectingaccesstoadditionalschoolsandparks.Theexistingcross-sectiononZoeAvenueincludesone13’travellaneineachdirectionandone8’parking lane on both sides. Figure 43illustrates the existing crosssection. Option1:
As illustrated in Figure 10, the future option for Zoe Avenue is anenhancedClassIIIbikeroute,alsoreferredtoasabicycleboulevard.Thecross-sectionofabicycleboulevardissimilartoaClassIIIbicycleroute, including painted sharrows and bicycle route signage, asshowninFigure44.Onabicycleboulevard,additionaltrafÀccalmingelementslikecurbextensions,chicanes,bicycle-friendlytrafÀcsignals,andothertoolsdecreasethespeedoftravelandprovidecomfortable,safe accommodation for bicyclists. Some bicycle boulevards alsoinclude trafÀc diverters to prevent cut-through vehicle trafÀc. Anexampleofthis typeoftrafÀccalmingdeviceisshowninFigure45and already exists on this corridor where through access on ZoeAvenueisrestrictedbytheHuntingtonParkciviccenter. PROPOSED COMPLETE STREETS NETWORK | 53
8’
Parking
12’
Auto
8’
Parking
12’
Auto
EXISTING (40’)
FIGURE 43: ZOE AVENUE EXISTING CROSS-SECTION 8’
Parking
12’
Bike Blvd
Markings
8’
Parking
12’
Bike Blvd
Markings
BIKE BOULEVARD
FIGURE 44: ZOE AVENUE CLASS III BIKE BOULEVARD*
CLARENDON AVENUE, SATURN AVENUE, MIDDLETON
STREET, & ARBUTUS AVENUE
Clarendon Avenue, Saturn Avenue, Middleton Street and ArbutusAvenueprovidenorth-southandeast-westaccessacrosstheCityofHuntingtonPark.Thesestreetsareprimarilyresidentialinnature,sowhiletheydonotservemanyemploymentorcommercialdestinations,theyservemanyoriginlocationsandprovidequietandcomfortablefacilities to bicycle or walk, while also providing cross-city access.Thesestreetsalsodirectlyservefourschoolsandprovideconnectingaccesstoadditionalschoolsandparks.Theexistingcross-sectiononthesestreetsincludesonetravellaneineachdirectionandparkingonbothsides,asillustratedinFigure46. PROPOSED COMPLETE STREETS NETWORK | 54
8’
Parking
12’
Auto
8’
Parking
12’
Auto
EXISTING (40’)
FIGURE 46: CLARENDON AVENUE, SATURN AVENUE, MIDDLETON STREET, & ARBUTUS AVENUE EXISTING CROSS-SECTION FIGURE 45: TRAFFIC CALMING DIVERTER – BIKE BOULEVARDS
PROPOSED COMPLETE STREETS NETWORK | 55
Option1:
ThefuturebicycleboulevardoptionisillustratedinFigure47,whichincludesClassIIIbicycleroutesignageandpaintedsharrows,aswellas bicycle-friendly signals at all major intersections and additionaltrafÀccalmingfeaturestocreateaslow,comfortableenvironmentforpeople riding abicycle.This reducescut-through trafÀc and speed,whichhassafetybeneÀtsforpeoplewalkingandforresidentsalongthecorridors. 8’
Parking
8’
Parking
SHARROWS
12’
Sharrows
12’
Sharrows
FIGURE 47: CLARENDON AVENUE, SATURN AVENUE, MIDDLETON STREET, & ARBUTUS AVENUE FUTURE OPTION: CLASS III BIKE BOULEVARD*
MULTI-USE PATH OPPORTUNITIES
Two key corridors are identiÀed in Figure 10 for multi-use pathopportunities: Randolph Street and Salt Lake Avenue. Thesecorridorshaveadditionalright-of-waythatcouldserveasoff-street,ClassImulti-usepaths. PROPOSED COMPLETE STREETS NETWORK | 56
RANDOLPH STREET
Currently, Randolph Street has a center-running railroad right-ofway that is partially owned by the City of Huntington Park. ThisspacecouldbeconvertedintoaClassIpathforpeoplebicyclingandwalking.RandolphStreetprovidesdirectaccesstoschoolsandparks,andcontinuouseast-westaccessacrossthenorthsideofthecity.Thistransformation of the rail right-of-way would require coordinationwiththeotherentitiesthatownoruseit.The existing cross-section on Randolph Street, shown in Figure48, changes across the corridor between the eastern and westernboundariesoftheCityofHuntingtonPark.AtRandolphandPaciÀc,the existing cross-section includes two eastbound travel lanes andtwowestboundtravellanes,witha40’railrightofwaybetween.Thereisalsooneparkinglaneinbothdirections. Option1:
FutureOption1wouldretainthestreetconÀgurationandconvertthecenter-runningright-of-waytoamixed-usepath,includingseparatepaved space and an adjacent unpaved path. Since the right-of-wayis center-running, care would need to be taken at intersections –particularly those controlled by stop signs – to ensure safety andvisibility for people riding bicycles or walking. Signal-controlledintersections would also need to be adapted to accommodatepedestrians or bicycles. The cross section for Future Option 1 isillustratedinFigure49. 8’
Parking
8’
Parking
11’
Auto
11’
Auto Railroad Right-of-Way
in Median
11’
Auto
11’
Auto
EXISTING (102’)
FIGURE 48: RANDOLPH STREET EXISTING CROSS-SECTION
8’
Parking
8’
Parking
11’
Auto
11’
Auto Bike/Walk Path in Median
11’
Auto
11’
Auto
MIXED-USE PATH
FIGURE 49: RANDOLPH STREET FUTURE OPTION 1*
PROPOSED COMPLETE STREETS NETWORK | 57
8’
Parking
8’
Parking
PROTECTED BIKE LANE - CURB PARKING
14’
Auto Railroad Right-of-Way
in Median
14’
Auto
3’ 5’
CycleTrack
Buffer
5’
CycleTrack
3’
Buffer
PROTECTED BIKE LANE
11’
Auto
11’
Auto Railroad Right-of-Way
in Median
11’
Auto
11’
Auto
3’ 5’
CycleTrack
Buffer
5’
CycleTrack
3’
Buffer
8’
Parking
8’
Parking
PROTECTED BIKE LANE - MEDIAN PARKING
11’
Auto
11’
Auto Railroad Right-of-Way
in Median
11’
Auto
11’
Auto
3’ 5’
CycleTrack
Buffer
5’
CycleTrack
3’
Buffer
FIGURE 50: RANDOLPH STREET FUTURE OPTION 2A* FIGURE 51: RANDOLPH STREET FUTURE OPTION 2B* FIGURE 52: RANDOLPH STREET FUTURE OPTION 2C* Option2:
Asecondalternativeistoinstallabicyclefacilityon-street.Thiscouldbedoneasabicyclelaneorprotectedbicyclelane.VehiclecountsarelowenoughonRandolphStreetthatitcouldserveexistingtrafÀcvolumeswithonelaneineitherdirection.Ifonetravellaneineachdirectionisconverted,oriftheparkinglaneisconverted,thiswouldprovide sufÀcient space to install a buffered or protected bicyclelaneon-street.Alternately,parkingcouldbe relocatedto thecentermedian, retaining some parking capacity while allowing enoughspaceforanon-streetcurb-runningcycletrackandtwotravellanesineachdirection.• Figure50showsOption2a,acurb-runningcycle trackwithonstreetparkingretained,butrelocatedadjacenttothemedian,and onetravellaneineachdirection.
• Figure51showsOption2b,acurb-runningcycletrackwithparking removedandtwotravellanesineachdirection.
• Figure52showsOption2c,acurb-runningcycletrackwithparking relocatedtothemedian.Thesealternativesdonotrequiresignaltreatments foracenter-runningbicyclepath,andthereforemaybeconstructedatalowercost. PROPOSED COMPLETE STREETS NETWORK | 58
8’
Parking Bike/Walk
Path
Railroad
Right-of-Way
MIXED-USE PATH
12’
Auto
16’
Auto
FIGURE 54: SALT LAKE AVENUE FUTURE CROSS SECTION*
SALT LAKE AVENUE
Currently, an 80’ wide rail right-of-way exists adjacent to Salt LakeAvenue. The street conÀguration of Salt Lake Avenue includes onetravellaneineachdirectionandasingleparkinglaneonbothsidesofSaltLakeAvenue.SaltLakeAvenueprovidesdirectnorth-southaccessto Salt Lake Park, a major recreational destination and communityassetontheeastsideofHuntingtonPark.Theexistingcross-sectionforSaltLakeAvenueisshowninFigure53. Option:
TheFutureOptionforSaltLakeAvenueisaClassImixed-usepath.Sincetheright-of-wayisentirelyoffstreet,thepathwouldhavefewinterruptionsbetweenthesouthernboundaryofHuntingtonParkatSantaAnaStreetandthenorthernterminusatRandolphStreet.Thiseffort will requirecoordination with theCityofBell for the portionof SaltLakeAvenuebetweenBellAvenue andGageAvenue, whichis immediately adjacent to the City of Huntington Park. A longterm extension of the path through Slauson Avenue could also beconsidered. The existing and future cross-sections are illustrated inFigure54. 8’
Parking Railroad
Right-of-Way
EXISTING (36’)
12’
Auto
16’
Auto
FIGURE 53: SALT LAKE AVENUE EXISTING CROSS SECTION
PROPOSED COMPLETE STREETS NETWORK | 59
STATE STREET AND MISSION PLACE
Figure 55 shows proposed placemaking and safety improvementsatStateStreetandMissionPlace.ThislocationwasidentiÀedinthecommunitydesigncharretteasacorridorthatexperiencesspeedingand frequent collisions, which is corroborated by the vehicle andpedestrian collision maps presented earlier in the plan. Currently,the conÀguration of the intersection allows for drivers travelingsouthonStateStreet tomergeontoMissionPlacewithoutslowingdownoryieldingtopedestrianswhomaybecrossingMissionPlace.Additionally,thecrossingisverywideasaresultoftheangleatwhichthestreetsintersect.By squaring off the intersection between Mission Place and StateStreet and constructing public space that is adequately bufferedfrom theStateStreetvehicles,anewpublicgreenspaceiscreated,speedingalongStateStreetwilllikelybereduced,crossingdistanceforpedestrianswillbeshortened,andvehicleaccesstoMissionPlaceand the residencesimmediatelyadjacent to theintersectionwillbemaintained.
PLACEMAKING OPPORTUNITIES
OpportunitiesexistwithinthecitytoreconÀgureexcesspavementintoplazasorcurbextensionsinordertoimprovesafetyandprovideadditionalpublicspace.TheseopportunitieshavebeenidentiÀedatthreekeylocations:StateStreetandMissionPlace,SaturnAvenueandBissellStreet,andStateStreetandHoodAvenue.
PROPOSED COMPLETE STREETS NETWORK | 60
SATURN AVENUE AND BISSELL STREET
Figure56showsproposedplacemakingandsafetyimprovementsatSaturnAvenueandBissellStreet.ThislocationwasidentiÀedduringthe community design charrette by residents and Huntington Parkstaff as a location that currently experiences speeding, has widepedestriancrossings,andisgenerallyconfusingfordrivers.By installing curb extensions, the intersection is squared off andconsiderablynarrower,encouragingslowerspeedsandmorecautiousdriverbehavior.Theextensionsalsoallowfornewpublicgreenspaceonthesouthwestcorner,andshortenedcrossingdistancesforpeopleonfoot.
STATE STREET AND HOOD AVENUE
Figure57showsproposedplacemakingandsafetyimprovementsatStateStreetandHoodAvenue.Thislocationhasexperiencedvehicleandpedestriancollisions,asillustratedinthecollisionmapspresentedearlier in the plan. Currently, the conÀguration of the intersectionallowsfordriverstravelingnorthonStateStreettomergeontoHoodAvenue,orsouthonHoodAvenuetomergeontoStateStreet,withoutslowingdownoryieldingtopedestrianswhomaybecrossingHoodAvenue.Additionally,thecrossingisverywideasaresultoftheangleatwhichthestreetsintersect.By squaring off the intersection between Hood Avenue and StateStreet and constructing public space that is adequately bufferedfrom theStateStreetvehicles, anewpublicgreenspaceiscreated,speedingalongStateStreetwilllikelybereduced,crossingdistanceforpedestrianswillbeshortened,andvehicleaccesstoHoodAvenueand the residencesimmediatelyadjacent to theintersectionwillbemaintained.
FIGURE 55: STATE STREET AND MISSION PL CONCEPT PLAN
PROPOSED COMPLETE STREETS NETWORK | 61
FIGURE 56: SATURN AVENUE AND BISSELL STREET CONCEPT PLAN PROPOSED COMPLETE STREETS NETWORK | 62
FIGURE 57: STATE STREET AND HOOD AVENUE CONCEPT PLAN
PROPOSED COMPLETE STREETS NETWORK | 63
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5. POLICIES AND PROGRAMS
POLICIES AND PROGRAMS | 66
POLICIES AND PROGRAMS CROSSWALK POLICY
Aformalpolicyforcrosswalkinstallation,removal,andenhancementprovidestransparencyindecision-makingandadoptsbestpracticesinpedestriansafetyandaccommodation.Thecitycouldadoptaformalcrosswalk policy, using research to inform the decisions to providemarked crossings at uncontrolled locations. Once the decision toprovideamarkedcrossinghasbeenmade,adecisiononthetypeofcrossingwouldbebasedonTable12.Thistableprovidesguidanceonthetypeofappropriatecrossingandenhancementtreatmentsthatare appropriate based on that location’s number of lanes, averagedaily trafÀc, posted speed limit, and presence of a raised median.These samples may be studied further before application to localconditions.ThecrosswalkpolicyshouldreÁectbestpracticesandrecentresearchwith respect to the installation, removal, and enhancement ofcrosswalks.Thispolicymayconsideradoptingthe“ladder”crosswalkstriping treatment as used in other jurisdictions in California.Additionally, the policy should include criteria for installingcrosswalk enhancements, such as flashing beacons, or pedestriansigns. Such a policy would also useful for determining when theremovalof crosswalks is appropriate. TheCity of Huntington Parkmay review the removalorinstallationofmidblockcrossingsbasedoncollisionhistory,sightdistance,levelsofactivity, andphysicaloroperationalcharacteristics,wherepracticableattherecommendationandconcurrenceoftheCityEngineer.
This chapter discusses the range of options for future policiesthatwouldsupportComplete StreetseffortsinHuntington Park,including:• CrosswalkPolicy• BikeParkingPolicy• PedestrianFirstPolicy• VisionZeroPolicy• SafeRoutestoSchool/SchoolSitingPolicy• TransitShelterDesignGuidelines• First-LastMilePolicy• GreenStreetsandTreeCanopyPolicyFollowing a discussion of these policies, this chapter includes abriefdiscussionoftheelementsofaCompleteStreetsPlanwhichdo not rely on changes to the built environment, and includeeducation,encouragement,enforcementandevaluationprograms.While engineering and infrastructure enhancements are criticalelements for improving pedestrian, bicyclist, and transit ridersafety,thesenon-infrastructureeffortsareessentialcomponentsofacity’sfully-developedCompleteStreetsstrategy,complementinginfrastructure investment and increasing the safety, utility, andviabilityofinfrastructureprojects.Thedevelopmentandimplementationofbothoverallpoliciesandnon-infrastructureprogrammingoftenincludesacombinationofmunicipalsupportandvolunteerengagement,whichcanhaveanexponentialeffectontheextenttowhichacommunityembracesa city’s Complete Streets efforts. Because of this communitysupportedmodel,policiesandprogrammingcanhaveverylargeeffectswhilerelyingonsmallbudgets. TABLE 12: SAMPLE SUMMARY OF CROSSING TREATMENTS FOR STREETS OF VARYING LANES, POSTED SPEED LIMITS, AND AVERAGE DAILY TRAFFIC LEVEL ONE: TWO LANE STREETS
NUMBER OF CARS (ADT) 30 MPH OR LESS 35 MPH 40 MPH OR HIGHER Up to 15,000 cars per day
Ladder Crosswalk
Ladder Crosswalk Ladder Crosswalk plus a pedestrian refuge, overhead Áashingbeacons,orotherLevel1and2devices 15,000 cars or more per day Ladder Crosswalk plus a pedestrian refuge, overhead Áashingbeacons,orotherLevel1and2devices Pedestrian signal or bridge LEVEL FOUR: FOUR OR MORE LANES WITHOUT A RAISED MEDIAN
NUMBER OF CARS (ADT) 30 MPH OR LESS 35 MPH 40 MPH OR HIGHER 9,000 cars or fewer per day Ladder Crosswalk Ladder Crosswalk Ladder Crosswalk plus a pedestrian refuge,
overheadÁashingbeacons,orotherLevel1and2
9,000-12,000 cars per day devices Triple-four plus a pedestrian refuge, or other Level 1 device Ladder Crosswalk plus a pedestrian refuge, or other Level 1 device 12,000-15,000 cars per day Triple-four plus a pedestrian refuge, overhead Áashingbeacons,orotherLevel1and2devices Ladder Crosswalk plus a pedestrian refuge, overhead Áashingbeacons,orotherLevel1and2devices Pedestrian signal or bridge 15,000 cars or more per day Pedestrian signal or bridge Pedestrian signal or bridge LEVEL THREE: FOUR OR MORE LANES WITH A RAISED MEDIAN
NUMBER OF CARS (ADT) 30 MPH OR LESS 35 MPH 40 MPH OR HIGHER 9,000 cars or fewer per day
Ladder Crosswalk
Ladder Crosswalk Ladder Crosswalk plus a pedestrian refuge, overheadÁashingbeacons,orotherLevel1and2
9,000-12,000 cars per day devices
Ladder Crosswalk plus a pedestrian refuge, overhead
Áashingbeacons,orotherLevel1and2devices 12,000-15,000 cars per day Triple-four plus a pedestrian refuge, overhead Áashingbeacons,orotherLevel1and2devices Pedestrian signal or bridge 15,000 cars or more per day Pedestrian signal or bridge Pedestrian signal or bridge LEVEL TWO: THREE LANE STREETS
NUMBER OF CARS (ADT) 30 MPH OR LESS 35 MPH 40 MPH OR HIGHER 9,000 cars or fewer per day
Ladder Crosswalk
Ladder Crosswalk Ladder Crosswalk plus a pedestrian refuge, overhead Áashingbeacons,orotherLevel1and2devices 9,000-12,000 cars per day Ladder Crosswalk plus a pedestrian refuge, overhead Áashingbeacons,orotherLevel1and2devices 12,000-15,000 cars per day Triple-four plus a pedestrian refuge, overhead Áashingbeacons,orotherLevel1and2devices Pedestrian signal or bridge 15,000 cars or more per day Pedestrian signal or bridge POLICIES AND PROGRAMS | 67
Note:ThespeciÀctreatmentsappliedmaybefurtherstudiedandreÀnedbyCityStaffAlluncontrolledcrosswalkinstallationsshouldincludeMUTCDcompliantcrossingsigns,includingÁuorescentyellow-greendoublesidedpedestriansignswithdownwardfacingarrowsatthecrosswalk,advancedpedestriansigns,andadvancedyieldlines,alongwiththestripingofthecrosswalk(ladderorotherpattern).
Standard Crosswalk Marking Patterns
Image source: FHWA, Planning and Designing for Pedestrian Safety Course, 2008 FIGURE 59: CROSSWALK TYPES
POLICIES AND PROGRAMS | 68
Additionalcrosswalkpolicyresourcesinclude:• SacramentoCrosswalkPolicy (www.cityofsacramento.org/transportation/dot_media/engineer_media/ pdf/PedSafety.pdf )
• StocktonCrosswalkPolicy
(www.stocktongov.com/publicworks/publications/PedGuidelines.pdf ) • FederalHighwayAdministrationStudyonMarkedversus UnmarkedCrosswalks
(http://safety.fhwa.dot.gov/ped_bike/docs/cros.pdf)
• NationalCooperativeHighwayResearchProgramReporton CrosswalksatUncontrolledLocations
(http://onlinepubs.trb.org/onlinepubs/nchrp/nchrp_rpt_562.pdf) • Caltrans/UCBerkeleyStudyonPedestrian/DriverBehaviorat MarkedversusUnmarkedCrosswalks
(http://repositories.cdlib.org/its/tsc/UCB-TSC-RR-2007-4) POLICIES AND PROGRAMS | 69
BIKE PARKING POLICY PEDESTRIAN-FIRST POLICY
A Bike Parking Policyincludes detaileddesign standards and sitingrequirementsforbicycleparking.Thiswillensurethatinstalledbicycleparking is accessible and functional. Both the City of Los AngelesOrdinanceandtheModelCaliforniaBicycleParkingOrdinancehavegooddesignandsitinglanguage.TheAssociationofPedestrianandBicycle Professionals’ (APBP)BicycleParkingDesignGuidelines alsoprovidegoodsitinglanguagealongwithaccompanyingphotosandgraphics.TheAPBPguidecanbeprovidedasacompanionreferenceto developers and City design review staff. Guidelines should bedevelopedfortheamountofbicycleparkingtoberequiredbylanduse,thedesignoftheracks,andplacementinthepublicrightofway. A Pedestrian-First Policy recognizes the vulnerability of those whowalk relative to allothermodes,given thecurrentway thatstreets,sidewalks, and crossings are constructed. This policy places theneeds of the pedestrian as the primary consideration for all futuredevelopment and infrastructure projects, going further than aComplete Streets Policy which simply ensures consideration of theneeds of all road users including pedestrians, bicyclists, and transitriders.ThispolicyhasbeenadoptedinChicagoandVancouver,B.C.,which set a default “modal hierarchy,” with pedestrians Àrst, for allworkthatoccursonstreets,fromelectricalworktomajorredesigns.Agrowingnumberofcitiesarerecognizingthatintheirdowntownandneighborhoodcenters,pedestriansneed tobe theprimaryfocusinordertosupporteconomicactivityandvibrantpublicspaces.
POLICIES AND PROGRAMS | 70
VISION ZERO POLICY SAFE ROUTES TO SCHOOL / SCHOOL SITING POLICY A Vision Zero policy views trafÀc crashes as preventable incidentsthatcanbesystematicallyaddressed.Agrowingnumberofcities –including New York, Chicago, Boston, and Portland – are declaringthat “no level of fatality on city streets is inevitable or acceptable.”Thoughit is ambitious, it clearly articulates the idea that even onetrafÀc-related fatality is unacceptable, and that the city is activelyworking to improve safetyconditions for all road users – includingvulnerableuserslikepedestriansandcyclists–throughoutthecity. AschoolsitingpolicycanaddressbothlocationandsizeofnewschoolswithintheCityofHuntingtonPark.Neighborhood-sizedschools,asopposedtomegaschoolsontheperiphery,areakeyingredientforencouragingwalkingandbicyclingtoschool.Inaddition,pedestrianandADAimprovementsshouldbeprioritizednearschools.ThoughtheLosAngelesUniÀedSchoolDistrictcontrolsdecisionsrelatingtoschoolsintheCityofHuntingtonPark,theCitycouldadoptaformalpolicy to encourage neighborhood-sized schools, and proactivelyworkwithLAUSDtoimplementschooldecisionsthatareinkeepingwiththeCity’svision.
POLICIES AND PROGRAMS | 71
TRANSIT SHELTER DESIGN GUIDELINES FIRST-LAST MILE POLICY Transit Shelter DesignGuidelines articulate theminimum standardsand recommended siting elements for transit stops, such asminimum landing area, curb ramps, signage, safety and security,pedestrian connections, benches, trash receptacles, lighting, andstreetscapefeatures.GuidelinescanserveasaresourcefortheCityin conversations with transit providers that serve Huntington Park,andcancreateopportunities forpublicspaceimprovements,safetyimprovements,andaccessibilityimprovements.Byenhancingtransitstops,peoplearemoreinclined to ride transitservices andexistingtransitridersareaccommodatedinacomfortable,customer-serviceorientedenvironment.
A First-Last Mile Policy establishes a priority for implementationof pedestrian and bicycle facilities that will assist transit riders inaccessing stops and stations. By prioritizing implementation ofactive transportation facilities around transit stops, investmentscan reap exponential beneÀts because they help to create aseamless, comfortable transportation network for several types oftransportation.Thispolicyrecognizesthatmosttransitusersarriveatthestoporstationbyfootorbybike;thereforebicycleandpedestrianfacilitiesareacriticalcomponentofthetransitsystem.Similarly,manybicyclistsandpedestriansusetransittocompleteapartoftheirtrip,andthispolicyrecognizesthatthetransitsystem,therefore,isacriticalcomponentofthepedestrianandbicyclenetwork.
POLICIES AND PROGRAMS | 72
EDUCATION PROGRAMS
Green streets are deÀned as public right-of-way areas that allowfor inÀltration, bioÀltration, and/or water storage and use bestmanagementpractices(BMPs)tocollect,retain,ordetainstormwaterrunoff.Thisincludesastrongdesignelement thatcreatesattractivestreetscapes.GreenstreetsareanamenitythatprovidesmanybeneÀtsincluding water quality improvement, groundwater replenishment,creationofattractivestreetscapes,creationofparks,andpedestrianand bicycle accessibility. A citywide policy could require any newdevelopmentorredevelopmentofstreetscapeorroadwayprojectstoincorporategreenstreetBMPs.Other green streets-associated policies could relate to the urbantree canopy.In particular, they could include elements such as: thepreservationofprotected treespecies,heritage,orotherdedicatedtreesalongkey routesorcitywide; the formationofa tree-advisorycommittee;thedesignandtechnicalguidancefortreeplantingandtreeremoval;etc.Awell-maintainedurbantreecanopyisabeneÀttothehealth,sustainability,andoverallbeautyofacity. Education programs help to inform residents – both those whoprimarilywalkorbikeandthosewhodonotoftenwalkorbike–abouttherights,responsibilities,andresourcesavailableforpedestriansandbicyclists. Education programs can be ongoing, in partnership withschoolsorthepolicedepartment,ortheycanbeone-timeeventsinadvanceofpedestrianinfrastructureinstallation.Educationcampaignsshouldincluderesidentsofallages,especiallyemphasizing school-aged children where safe walking and bikinghabitscanbeinstilledasalife-longlesson.These typesofsupportprograms also ensure compliance with the criteria required by theActive Transportation Program (ATP) for an active transportationplan,whichcanincreasethecompetitivenessofacity’sfuturegrantapplicationstothisprogram. Staff/AgencyTraining
Providecitystaffandenforcementstaffwithtrainingonnewpedestrianandbicycledesigntreatmentsintherightofway.Thisalsoincludesworking with City maintenance and utility crews to ensure theyunderstandtheneedsofpedestriansandfollowstandardprocedureswhenworkingonoradjacenttoroadwaysandwalkways.Establishinginternalunderstandingoftheissuesfacingpedestriansinthecityisa critical step to developing effective, implementable policies andinfrastructure. Training for city staff should occur whenever a newpolicyisadoptedornewsetofguidelinesisdeveloped. SafeRoutestoSchool(SRTS)Programs
This category refers to a variety of children’s programs aimed atpromoting both walking and bicycling to school and improvingtrafÀcsafetyaroundschools.Theprogramtakesacomprehensive“5E” approach with speciÀc engineering, education, encouragement,enforcement, and evaluation. The programs involve partnerships
GREEN STREETS AND TREE CANOPY POLICY
POLICIES AND PROGRAMS | 73
among school staff, parents, students, city staff, school districts,neighbors, and law enforcement. The National Center for SafeRoutestoSchoolhasin-depthprogramminginformation.IntegratingeducationalmessagesintoacomprehensiveSRTSprogramcanbeaveryeffectivewaytokick-startacitywideprogram.SpeciÀceducationtoolsinclude:• Pedestrianskillstrainingfor1stand3rdgraders• Bicycleskillstrainingfor3rdand5thgraders• Messaging to parents about safe driving, walking and bicycling habits
• Creatingdrop-offandpick-upprocedures• Incorporating information about walking and bicycling into classroomsubjectssuchasmathorscience(e.g.,calculateaveragewalkingspeedsordistances) • Assembliesorclassroomsessionsaboutwalkingandbikingsafety TeenTransportationSafetyEducation
Teens beneÀt from different educational messages than adults orchildren. Many teens also already take drivers’ education, healtheducation, or other courses where walking, biking and transitcurriculacouldbeeasilyintegrated.TheCityshouldworkwithlocalteen-organizations or schools to facilitate a participatory processwhereby teens create educational messages. Youth ParticipatoryActionResearch (YPAR)is aneffectiveway toassistyouth tocreatevisuals,videos,orcampaignsforpedestriansafetyamongtheirpeers.TheCaliforniaDepartmentofPublicHealthhasguidesonYPARandyouth-ledprojects.
SafeRoutesAmbassadors/SafetyEducationTeam
A team of Safe Routes Ambassadors or Safety Educators can helpimplement direct Safe Routes to School programming, teen safetyeducation, and outreach to the community, parents, and schoolofÀcials. They can act as the public face of pedestrian and bicycle safety efforts for the city. A successful example of this program isfrom Chicago,Illinois, where Safe Routes Ambassadors and BicycleAmbassadorspromote,educate,andinformstudentsandthegeneralpublicaboutpedestrianandbicyclesafetyissues. PedestrianandBicycleScaleSignageandWayÀnding
Pedestrianandbicyclescalesignagecanhelppeoplewhoarewalkingorbikingunderstandwheretheyare,whatiswithinwalkingorcyclingdistance,andwhatthebestpathistogetthere.Forexample,simplestreetsignsareofteninstalledsothatdriverscanseethemfromfaraway,atadrivingspeed.Thisplacementistoohighforpedestriansandbicycliststravelingatmuchlowerspeeds,andcouldbeduplicatedat a more human scale to help pedestrians and bicyclists navigatethroughouttheCityofHuntingtonPark.MoreexpansivewayÀndingeffortscouldincludemapswithkeydestinationsanda5-10minutewalking or cycling distance highlighted. These wayÀnding effortsshould be effectively branded and tied into any existing signageeffortsintheDowntownHuntingtonPark. CitywideWalkingandCyclingMaps
Attractivemapswithwalkingandbicyclingroutes,bothinprintandoncitywebsites,canserveasaneducationaltool.Thesemapsshouldhighlight convenient routes for walking and biking in HuntingtonParkandincludetipsonsafewalkingandbicyclingpractices.Mapsshouldbedistributedatpublic facilities throughout theCityandatbusinessesthatexpressinterestinparticipating. WebPresence
Via a website dedicated to pedestrian and bicycle projects inHuntington Park, city staff can provide overviews and updates onimplementation of major projects and their related goals, designfeatures, scheduleof approval,design andconstruction, impacts toneighborhood, etc. The website should be hosted within the City’s POLICIES AND PROGRAMS | 74
webdomain.OneexampleistheCityofLosAngelesPedestrianSafetyProgram(http://ladot.lacity.org/WhatWeDo/Safety/PedestrianSafety/index.htm).Inadditiontomaintainingawebsite,citystaffcanincreasepresenceonTwitter,Facebook,Instagram,Flickr,andothersocialmediaplatformsasawayofcommunicatingnews,educatingresidents,andsolicitingfeedbackandpublicinputaboutfutureprojects. Billboards/ElectronicMessageBoards
Billboards and electronic message boards promote safety in thecommunity, inform the public about pedestrian and bicycle safetyprograms,andprovidefeedbackontheprogram’seffects.Messagescan focus on safety and / or explain new design treatments in thepublic right-of-way. They can be changed regularly and the boardscanbemovedtomaximizetheirimpact.Signscanalsobedisplayedonbusshelters. Public Service Announcements
Radioandtelevisionpublicserviceannouncements(PSAs)canprovideaccurateandcurrentinformationtothepublic.PSAsarevaluableastheyareversatileandcanreachalargeaudienceaboutwalkingandbicyclingsafetyissues,education,andannouncements.OnechallengeisthatPSAscanbecostlyandmaynotreachtheintendedaudience.Alower-costalternativeistoairPSAsonlyonpublicaccesschannels;however, thislow-costapproachmaynotbeaseffectiveasusingapublic relations Àrm and purchasing advertising time targeted to aspeciÀcaudience.
Videos
VideoscanbeshownbeforeCouncilMeetings,uploadedtoYouTube,andembeddedontheCity’swebsitetopromotepedestrianandbicyclesafetyprojectsandexplainnewdesignconceptsforHuntingtonPark’sstreets.
Flyers,Postcards,BrochuresandPamphlets
Theseprintmaterialscanbedistributedtoresidentsandbusinessesalong the major streets affected by new pedestrian and bicycleinfrastructureprojects,andmadeavailableatpublicbuildings,publicmeetings,andothermajoractivitycenters.Theycanalsobeprintedas an on-going effort to disseminate pedestrian and bicycle safetymessaging, including topics such as safe street crossing at varioustypes of intersections, pedestrians’ rights and responsibilities whencrossingthestreet,andmotorists’rightsandresponsibilitiesrelatedto pedestrians and cyclists. These materials should be providedin multiple languages, and can target speciÀc populations such aschildrenorolderadults.ExamplesareavailablethroughtheFederalHighway Administration (http://safety.fhwa.dot.gov/ped_bike/ped_bike_order), AAA (http://www.aaafoundation.org/products), and theNational Highway TrafÀc Safety Administration (http://www.nhtsa.gov/Pedestrians).
PartnershipwithLocalBicycleShops
Localbicycleshopsareoftenhappytopartnerwithcitiesforeventslikebicycling trainingandbicycle repairclasses.Theseareexcellenttools to increase community knowledge of bicycle maintenanceissues and street riding skills. Youth training classes can include a“build-a-bike”program,inwhichyouthlearnhowtorebuildausedbicyclethattheymaykeepattheendoftheprogram.Suchclassesaremosthelpfulforbeginnertointermediatebicyclistswhowouldliketoimprovetheirunderstandingofbicyclemaintenanceandstreetridingskills.Bicycleshopsarealsoanaturaloutletfordistributingwalkingand cycling pamphlets,maps, and other informationalmaterials tothecommunity.Thesestoresareideallocationstopostnoticesaboutbicycle/pedestrian meetings, safety workshops, and events. Bicycleshops also offer knowledgeable personnel and/or sponsorship forfuturecyclingeventsandworkshops.
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PedestrianandAlcoholAwarenessCampaign
AccordingtotheCentersforDiseaseControlandPrevention,alcoholinvolvementforthedriverorthepedestrianwasreportedin48%ofthe trafÀccrashes that resultedinpedestriandeath.Thissafety riskcanbeaddressedthroughatargetedcampaigntoincreaseawarenessoftheproblem,bothforpedestriansanddrivers.Thiscampaigncanbe implemented in partnership with businesses, restaurants, bars,andlocalcollegestoobtainawidereachwhileretainingatargetedapproach. Safety Device Giveaway
Atspecialevents,theCityofHuntingtonParkcanprovidecommunitymembers with pedestrian equipment such as walking/jogginglights and reÁectors, bicycle lights, pedometers, or water bottles.These giveaways help draw attention to safe walking and bicyclingthroughoutthecity. TargetedEducationEventsinHigh-NeedAreas
Ingeneral,educationeventsandprogramsshouldbetargetedinhighneedareasÀrst,ifresourcesarelimitedandacity-wideprogramisnotpossible.Thechallengeisdeterminingwhatconstitutes“highneed.”Severalmetricsareavailabletosetathresholdforneed,includingbutnotlimitedtoincome,healthdisparity,pollutionexposure,injuryrisk,andage-relatedvulnerability(olderadultsorchildren).Thiseducationstrategy works well in conjunction with several of the evaluationstrategies discussed below, which involve data collection, analysis,andperformanceevaluation. Encouragement programs are similar to education programs, butfocusmoreonaddressingindividualbarrierstowalkingandbicyclingandencouragingpeopletotrywalkingandbicyclingasamodesoftransportationorrecreation. PedestrianandBicycleAdvisoryCommittee
EstablishastandingHuntingtonParkPedestrianandBicycleAdvisoryCommittee (PBAC) that meets regularly with City staff to discusswalkingandpedestriansafetyissues.TheroleofthePBACincludesidentifying key problems, crafting public outreach campaigns,promotingpedestrianprograms,andservingasaninterfacebetweenthe City and community members/advocacy organizations. PBACmembersmayinclude:• HuntingtonParkSchools’students,parents,andstaff• CityPublicWorksDepartmentstaff• CityCommunityDevelopmentDepartmentstaff• CityParksandRecreationDepartmentstaff• LawenforcementandÀredepartmentofÀcers• Neighborhoodbusinessowners• Hospitalandpublichealthstaff Open Streets Events
Exploreopportunitiestohostanopenstreetsevent,suchasCicLAviain Los Angeles. These events are good opportunities not only toencouragewalkingandbiking,buttodistributeeducationalmaterials,andtoengagewiththepublicaboutfuturepedestrianfacilities. Bike-FriendlyBusinessDistricts
Establish a Bike-Friendly Business District (BFBD) in DowntownHuntingtonPark.LongBeachbegantheÀrstBFBDprogramin2010.Theprogramencouragesmerchantsandtheircustomers toreplacecarswithbicycles.TheCityworkswithlocalbusinessownersincertainretaildistricts,suchasDowntownHuntingtonPark,toofferincentives
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includingdiscounts forbicyclists,freebikevalet, freebiketune-ups,bicycleparking,andspecialstickers.Thiscreatesanincentivetotravelby bicycle and beneÀts merchants, who often see an increase incustomers.
DesignPoliciesandDevelopmentStandards
Designpoliciesanddevelopmentstandardscanimprovethewalkingand bicycling experience, encourage walking and biking, enhanceeconomicvitality,andofferfundingopportunitiesforpedestrianandbicyclingimprovements.Thecitycandevelopguidelinesforfaçadedesign, urban art, open space, sidewalks, and gateways. City staffcanalsoencouragepedestrian-andbicycling-orienteddevelopmentthroughinternalreviewofprojectsonacase-by-casebasis.TheCityof Huntington Park General Plan includes some recommendationsthatnewdevelopmentsitedesignbeorientedtopedestrianaccess.SpeciÀc types of design policies and development standards thathaveaneffectonthepedestrianandbicyclingenvironmentinclude:• Adoption of Street TreeRequirements: Street trees enhance the pedestrian environment by providing shade and a buffer fromvehicles.Streettreesmayalsoenhancepropertyvalues,especiallyin residential neighborhoods. However, street trees, whenimproperlyselected,planted,ormaintained,maycausedamagetoadjacentpublicutilitiesandsidewalks. • Adoption ofOpen Space Requirements: Residents typically rate openspaceasamongajurisdiction’skeyassetsandneeds.Openspace may encourage walking, especially for recreational trips.Landscapingrequirementsandlotcoveragelimitsresultinopenspaceprovisionsforresidentialandnon-residentiallanduses. • Adoption of Newspaper Rack Ordinance: Newspaper racks may obstruct walkways and reduce accessibility and pedestrianvisibility when ordinances are not in place. A Newspaper RackOrdinanceimprovesthepedestrianrealmbyreducingclutterand organizingsidewalkzones.ANewspaperRackOrdinancedetailssize,location,andmaintenancerequirements. • Adoption of Street Furniture Requirements: Street furniture encourageswalkingbyaccommodatingpedestrianswithbenchesto rest along the route or wait for transit; trash receptacles tomaintainacleanenvironment;streettreesforshade,etc.Uniformstreet furniture requirements also enhance the design of thepedestrianrealmandmayimproveeconomicvitality. • AdoptionofPublicArtProgram:Publicartenhancespublicspace thatisexperiencedbypedestrians.Thiscouldincludepublicartin active pedestrian areas, like the Central Business District, orin places that otherwise feel uninviting to pedestrians, such asfreewayunderpasses. • Adoption of a Temporary Use Program for Vacant Space in BusinessDistrict:Temporaryusesforvacantspaceinthebusinessdistrictcanavoidtheuninviting,unsafe,orunpleasanteffectsofbusinessclosuresonablock-face,causingvoidsinactivitylevelandeyesonthestreets.Utilizing thespacemorecreativelybetweentenantsorusescanhelpbridgethesegaps,andcanprovideidealopportunitiesfortemporaryartinstallationsorpop-upshops. • AdoptionofConstructionAccessStandards:Constructionaccess standards ensure pedestrians have an alternate path duringconstruction projects that obstruct the sidewalk or shoulder.Themostpedestrian-friendlyoptionistoconstructatemporarywalkway protected from trafÀc with temporary ADA-compliantrampswherenecessary.Establishingandenforcingthesestandardscan allow a city tomaintain a pedestrian-oriented environmenteveninperiodsofheavydevelopment. GeneralPlanUpdates
Planningprinciplescontainedinacity’sGeneralPlancanprovideanimportantpolicycontextfordevelopingpedestrian-oriented,walkableareas.Transit-orienteddevelopment,higherdensities,andmixedusesareimportantplanningtoolsforpedestrian-orientedareas.Thecity POLICIES AND PROGRAMS | 77
canenhancepedestrian-friendlygoals,policies,andactionsdeÀnedin the City’s General Plan, possibly through the development ofa Pedestrian Master Plan and establishing transit and auto vehiclepoliciesthatsupportabalancedmulti-modaltransportationnetwork.Additionally, the Circulation Element of the Plan assigns roadwaytypologies, which could include a layered network approach withprioritized corridors for transit, pedestrian, bicycle, and auto travel.FutureupdatestotheGeneralPlancouldincludepedestriannodes,pedestrian-orientedguidelines,andsidewalknetworksaspartoftheCirculationElement. PedestrianMasterPlanDevelopmentandUpdates
LikeaBicycleMasterPlan,thistypeofplanaugmentstheCirculationElementin theGeneralPlan,and typicallyincludesalargemenuofpolicy,program,andpracticesuggestions,aswellassite-speciÀc(andprototypical)engineeringtreatmentsuggestions.APedestrianMasterPlandocumentsajurisdiction’svision forimprovingwalkabilityandpedestrian safety; establishes policies, programs, and practices;and outlines the prioritization and budgeting process for projectimplementation. Preparation of a Cultural or Historical Preservation Plan A cultural or historical preservation plan can help identify some ofthemostvaluableassetsinacommunity,andcanworktopromotepedestrianaccesstothesesites.Establishinggoalsandsettingpoliciesand programs to retain cultural and historical assetswith attentionto pedestrian access can increase economic vitality, tourism, andcommunityengagement. BiketoWorkDay/Month
TheCityshouldcontinuetopromoteandparticipateinBiketoWorkDay/Month,aregionaleventsponsoredbyMetroduringthemonth ofMay.Thisisagoodopportunitytogiveawaysafetyequipment,raisethevisibilityofcyclingintheCity,andpartnerwithlocalcommunitygroupsandbusinessestocreateabikeadvocacycommunity.
BikeValet
HuntingtonParkshouldworkwiththeLACountyBicycleCoalitiontosponsorbikevaletatcommunityeventswithhighvisibilityintheCity.Thisencouragespeopletorideabicycletoaneventtheymighthaveotherwisedrivento,withoutconcernaboutÀndingsecureparkingfortheirbicycle.
WalktoWorkDay
HostandpromoteWalktoWorkDay,aneventoftenhostedbyvariouscitiesaroundthecountryannuallyinApril.Thisisagoodopportunityto give away safety equipment, raise the visibility of walking andpedestriansafetyintheCity,andpartnerwithlocalcommunitygroupsandbusinessestocreateapedestrianadvocacycommunity.
Pop-upNeighborhoodEvent
During the design development phase of pedestrian and bicycleinfrastructure, Huntington Park can host a “pop-up” event withtemporary in-street installations at the site of approved facilities.These events allow community members to try out, touch, andsee the potential improvements in their future location. The eventhelps residents understand the beneÀts of sometimes unusual ornon-traditional neighborhood greenway treatments, such as trafÀcdiverters,parklets,pavementmarkingsandsignage.
RideshareWeek
TheCityshouldpromoteandparticipateinRideshareWeek,aregionaleventsponsoredbyMetrointhemonthofOctober.Itisalsoagoodopportunity to distribute pedestrian education materials and workwithlocalbusinessestosponsorfuturepedestrianevents.
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Repair,Air,andBikeMaintenanceSites
These sites can be located at high volume end-of-trip locations,builtintoabicyclecorral,orsponsoredbybikeshopsorotherlocalbusinesses.TheyallowindividualstoreÀlltires,tightencomponents,andmakeadjustmentsonthego. Bike-BuddyProgram
Establisha“bike-buddy”programinconjunctionwiththeLACountyBicycleCoalitionandemployers.Thisprogramwouldpairexperiencedcyclistswithnewcycliststobicycletoworktogether.TheCitycouldholdskillstrainingworkshopspriortotheprogram’skick-offtoteachbicyclingsafetyskillstoallparticipants.
WalkingSchoolBusesandBicycleTrains
Establish Walking School Buses and Bicycle Trains to and fromschoolsinHuntingtonPark.WalkingSchoolBusesandBicycleTrainsare organized walking and biking groups where adults “pick up”kidsalongaspeciÀcroutestoschoolatspeciÀclocations.Thisway,childrenaresupervisedduringtheirtraveltoschool.Theseprogramscanbeorganizedonaweeklyordailybasis,orforspecialeventslikeWalkandBiketoSchoolDay. WalkingMascot
A walking mascot helps generate excitement around walking toschool, and can be usedinconjunction with aWalk to SchoolDaycelebration,walkingschoolbuses,orSafeRoutestoSchoolprograms.In Bellevue, WA, a walking mascot campaign at their elementaryschool was used in conjunction with roadway improvements. Themascot, called PedBee, is also featured on school safety signs andmakespersonalappearancesatschoolsafetydays.Safetydaysincludelocal staff from the City’s Transportation and Police Departments.ChildrenaretaughtwalkingandtrafÀcsafetybasics,suchascrossing thestreetsafely.ChildrenarealsogiventrafÀcsafetyworkbooksthatprovideguidancewithhands-onactivitiessuchascoloringandsafetyprocedurequizzes.
CornerCaptains/SafePassagesProgram
The Corner Captain program is effective in neighborhoods wherelack of adult supervisionis abarrier for children to walk to school.Neighborsorparentsagreetostandatacornerofaroutetoschoolduring thestartor endof the schoolday tosupervisekids as theywalktoorfromschool.Withclearsightlines,studentswillbeseentheentirelengthoftheblock.CornercaptainsshouldwearreÁectivevests for safety and to demonstrate their ofÀcial participation inthe program. In Chicago, a similar program was implemented inpartnershipbetweenChicagoPublicSchoolsandtheChicagoPoliceDepartmentcalledSafePassages,usingpaidcommunity-hiredstafftoensurestudentshadadultsupervisionandarapidconnectiontopolice,ifnecessary,ontheirwalkingcommutetoandfromschool. IndividualizedMarketing
Individualized marketing programs encourage walking, carpooling,bicyclingandtransitusethroughinformationpacketswithpersonalizedrouteselectionsandsuggestedorganizedactivities thatgetpeopleoutintheirneighborhoodsorplacesofemploymenttoshop,work,anddiscoverhowmanytripstheycaneasily,conveniently,andsafelymakewithoutusingacar.Asuccessfulexampleofanindividualizedmarketing program is SmartTrips, developed in Portland, Oregon,which provides print and onlinematerials to helpindividualsmaketheswitchtoothermodesoftransportationforsometrips. TransportationDemandManagementPrograms
Transportation Demand Management (TDM) programs encouragemulti-modal travel by incentivizing non-auto options. As newdevelopment occurs, TDM programs can be expanded, formalized, POLICIES AND PROGRAMS | 79
andstrengthened.AspartofacomprehensiveTDMprogram,theCityofHuntingtonParkcanhireoridentifyapart-timeTDMCoordinator,create a TDM program and accompanying website with separatepages for employees, residents, and visitors, and develop a TDMpolicywhichdoesthefollowing:
• Incentivesnon-autotraveloptions(e.g.,commuterchecks,parking cash-outprograms,transitpasses,etc.)
• Creates support for major employers to implement a TDM program(e.g.,emergencyridehomeprograms)
• Involvesthelocaltransitprovider(s)inmajordecisions NationalNightOut
The city can distribute pedestrian and bicycle safety educationmaterialsand/orequipmentatneighborhoodblockpartiesorlocalpolicedepartment eventsduringNationalNightOut, typicallyheldannuallyinAugust.
NeighborhoodPaceCar
Residentscansetthepaceonstreetsintheirneighborhoodbydrivingnofasterthanthepostedspeedlimit.Onstreetswithonlyonelanein each direction, thiswill effectively force othermotorists to driveslower.Manycommunitiesdistributestickersthatsay“NeighborhoodPaceCar-DrivetheSpeedLimit,”whichresidentscanplaceontheirrearwindshield.Speedingcanincreasetheriskofcollisions,aswellastheseverityofcollisionsthatinvolvepedestriansandbicyclists. Develop Communications Strategy for Emergency Responders Emergency responders can be vital partners in a city’s effort toimprovepedestrianandbicyclistsafety.Inparticular,theycanbecomecompelling advocates for changes to infrastructure that improvessafety, but appears to interfere with emergency response time ormaneuverability. Establishing early partnerships with emergency responderscanavoidtheseperceivedconÁicts,andcanofferinsightanddifferingperspectiveintopublicsafety. POLICIES AND PROGRAMS | 80
Enforcementtoolsinvolveeffortsbythepolicedepartment,andhavebeendemonstratedtobeveryeffectiveinimprovingsafetyforroadusers.However,someprogramscanrequireasigniÀcantinvestmentofstafftimefromlocalpolicedepartmentsorcityagencies.
PedestrianTrainingforOfÀcers/PedestrianLiaisonOfÀcer LawenforcementofÀcersshouldreceivetrainingspeciÀcallyfocusedon pedestrian and bicycle safety and enforcement principles. As acost-saving measure, the City of Huntington Park may collaboratewith surrounding jurisdictions and share resources as practical.Additionally,theHuntingtonParkPoliceDepartmentshouldconsiderappointingapedestrianandbicycleliaisonofÀcerwhoisasinglepointofcontactforallmattersconcerningpedestrianandbicyclesafety.
TrafÀcSafetyGrants
SeveralgrantsourcesexistspeciÀcallyfortrafÀcsafetyrelatedefforts.Huntington Park Police Department or the City of Huntington Parkcan pursue California OfÀce of TrafÀc Safety grants for outreachcampaigns to support the normal time budgeted for police ofÀcerduties.MoreinformationisavailableontheOTSwebsite(http://www.ots.ca.gov/Grants/). IncreasedFines
Anincreasein trafÀcÀnes forinfractions thathaveparticularsafetyimplications for pedestrians bicyclists, such as red-light running,speeding, passing too closely, and running stop signs, has beenshowntodiscouragedriverviolationsandimprovesafety.VariationsonthisincludedoubleÀnesinschoolzonesandconstructionzones. PoliceBicyclePatrol
Apolicepatrolconductedby bicycle helps to bring awareness andattentiontothesafetyissuesrelatedtowalkingandbicyclingwithinHuntingtonPark.Italsocanimprovetherelationshipbetweenpolice ofÀcers and communitymembers, pedestrians and bicyclists. Areaswithhighpedestrian andbicycleactivity shouldbe consideredÀrstforpolicebicyclepatrols,suchasDowntownHuntingtonPark. SpeedEnforcementinSchoolZones
Strict enforcement of speed laws in school zones can improve thesafety for children walking and biking to school. A ‘zero tolerance’policyforspeedersinschoolzones,andanincreaseinÀnesfordriverswhoviolate theposted schoolzone speedlimit, arebothpotentialapproaches.
SpeedTrailersandActiveSpeedMonitors
Speed trailers and active speed monitors display the speed ofoncoming vehicles. Speed trailers are portable, whereas speedmonitors are installed at permanent locations. Both devices helpofÀcerstrackmotoristspeed,displaycurrentspeedtomotorists,andcreateawarenessofthepostedspeedlimit.Devicesshouldbeplacedatknown locationswith reported speeding, and should be usedinconjunctionwithrandomticketingoperations.
NeighborhoodSpeedWatch/RadarLendingProgram
If speeding is a problem, law enforcement ofÀcers can lend speedradar guns to students or residents to check speeds of passingvehicles. The student or resident records the license plate numberofanyspeedingvehicles,andlawenforcementwillsendaspeedingnoticewarningtothemotorist.Agroupoforganizedneighborscanalsocommittoperiodicallymonitoringstreetsforspeedingvehicles.
BicycleTrafÀcSchool/CitationDiversionProgram
Withthisprogram,bicyclistsormotoristswhoareticketedforunsafebicycling or unsafe driving around bicyclists, respectively, attend aclassaboutsafeandlawfulbehaviorwhileridingabicycleorsharingthe road as amotoristwithbicyclists. Theclassisofferedinlieuof
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paying a Àne or appearing in court. Bicycle trafÀc school is oftenaccompanied by a media campaign informing road users of theprogram.Citationscanbefocusedoncommonoruniquelyhazardousbehaviorssuchasunsafepassingofbicyclistsbymotoristsorwrongwayridingbybicyclists. WrongWayRidingSigns
Signscaninformbicycliststheyareridinginthewrongdirectionforeachsideofthestreet.TheCaliforniaMUTCDprovidesguidanceonwrongwaysigns thatcanbemountedon thebacksideofexistingsign posts on streets with bike lanes tomaximize their visibility tobicyclists traveling in the wrong direction. Local law enforcementshouldalsoprovideenforcementbyeducatingand/orcitingcyclistswhoareridingintheoppositedirectionoftrafÀc,asthisisacommoncauseofcollisions. TattletaleLights
Tohelplaw enforcementofÀcerscatch red-light runners safelyandmoreeffectively,a“ratbox”iswiredintothebacksideofatrafÀcsignalcontrollerandallowsenforcementofÀcersstationeddownstreamtoidentify,pursue,andcitered-lightrunners.Warningsignsmaybesetup along with the box to warn drivers about the Àne for red-lightviolations.Ratboxesarealow-costinitiative(approximately$100toinstallthebox),butdorequirepoliceofÀcersforenforcement.
TrafÀcComplaintHotline
Huntington Parkresidentscanreportnon-emergencytrafÀcviolationstolawenforcementthroughanestablishedtrafÀccomplainthotline.OfÀcers can target problem areas more effectively with records oftrafÀccomplaints.ThisalsoallowsthecommunitytoengageefÀcientlywithofÀcers. TargetedEnforcementEfforts
TargetedenforcementeffortsdrawattentiontospeciÀcissues,suchascrosswalkviolations,speeding,ordrivingundertheinÁuence,whichcanendangerpedestriansandbicyclists.Theseeffortsoftenincludebothcitationsandeducationalmaterialsthatfocusonsafeandlawfulbehaviorforallroadusers.Enforcementcanbetargetedatareassuchasschools,publicfacilities,andlocationswithdemonstratedcollisionhistory.
SidewalkRidingProhibition
Sidewalk bicycle riding can be dangerous for pedestrians andbicyclistsalike,particularlyinareasofhighactivitysuchasDowntownHuntingtonPark.Inareaswhereon-streetbicyclelanesareavailable,consider prohibiting sidewalk bicycle riding, particularly in highpedestrian areas. Include educational signage on the sidewalk toinformbicycle riders andpedestrians that ridingin the bikelaneissaferforeveryone. POLICIES AND PROGRAMS | 82
Evaluationeffortscandemonstratethevalueofinvestinginpedestrianandbicycleinfrastructure and programming. Theseefforts can alsohelpguidedatacollection,evenifnottoimmediatelyworktowardsevaluationofparticularprojectsorinitiatives. DataCollectionandMonitoring
Partnerwithlocalschoolsandcollegestoconductannualpedestrianandbicyclecountsandanannualmonitoringprogramthat reviewsand compares these counts. Additionally, the City of HuntingtonPark can require that all trafÀc study counts include bicycles andpedestrianstoestimateactivitylevelsandchangesovertime.
CollisionDataandMonitoring
The Statewide Integrated TrafÀc Records System and theTransportationInjuryMappingSystemaretwostate-wideresourcesthatmake it relatively easy tomonitor collision data. However, thedatacanlaguptotwoyearsbehind,whichmakesitchallengingtoevaluate improvements in a time-efÀcient manner along collisionrelated parameters. TheCity of Huntington Park can workwith theHuntington Park Police Department, emergency responders, andhealthprofessionalstodevelopamoretimelycollisionreportingandanalysispractice. Pedestrian-OrientedSpeedLimitsandSpeedSurveys
Pedestrian fatality rates increase exponentially with vehicle speed.Thus,reducingvehiclespeedsinpedestrianzonesmaybeoneofthemostimportantstrategiesforenhancingpedestriansafety.Arecentpolicy directive from the California Department of Transportation,pursuant to the California Vehicle Codes (CVC) and resulting inchangestotheCaliforniaManualonUniformTrafÀcControlDevices(MUTCD), provides state andlocalmunicipalities with the authoritytoreducethepostedspeedlimitifanengineeringandtrafÀcstudydemonstratesthatadifferent(lower)speedlimitmaybeabetterÀt basedonlocalconditions.TheallowablereductionisÀvemilesperhourfromwhatthepostedspeedlimitneedstobebasedonthe85thpercentilespeedoffree-ÁowingtrafÀc.Thecitycouldexploretheuseof reduced speed limits in schoolzonesor heavypedestrian areas,andcouldconsiderpedestrianvolumeswhensettingspeedlimits. Pedestrian-OrientedTrafÀcSignalandStopSignWarrants Providingall-waystoporsignalcontrolatanintersectionmayimprovepedestrian safety by reducing speeds and controlling pedestrianvehicle conÁicts. TheMUTCD deÀnes warrants for installing signalsand stop signs. The City may choose to deÀne relaxed pedestriancriteria to encourage pedestrian safety. Bestpractices for stop-signwarrantapplicationinclude:• RequiringacollisionhistoryofthreeinsteadofÀveyearsbasedon routineunderreporting
• ReducingtrafÀcvolumethresholdsbasedonlatentdemand• Providing consideration for school children, pedestrians and trafÀcspeeds
Pedestrian-andBicycle-FriendlyTrafÀcSignals
Pedestrian-friendly trafÀc signals can include Leading PedestrianIntervals (LPIs), lagging left turn phases, and pedestrian scrambles.Bicycle-friendlytrafÀcsignalscanincludebicyclesignalheads,bicycledetectorsatintersections,andlongerminimum-greentimesthanformotorvehicles.Thesetreatmentsforbothpedestriansandbicyclistscanbeinstalledwhere trafÀcsignalsorhybridbeacons are alreadypresent. PerformanceMeasurementandMetrics
Develop metrics to measure the impact of walking and biking onpublic health, resident and merchant perceptions, environmentalimpact, amount of walking and biking activity, and safety (note: itmay not be possible to measure the exact impact attributable to
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walkingandbikingonthesevariables).Someexamplesareprovidedbelow:• Public Health – Partner with local schools to measure distance walked and biked, or calories burned duringWalk and Bike toSchoolDay/Month/Week. • Resident andMerchant Perceptions – Survey questions such as “howfrequentlydoyouwalkorbikearoundtown?”“Whatpreventsyou fromwalkingorbiking?”and“Whatmodeof traveldoyouuse for short trips?” aim to understand attitudes and commonconcernsaboutwalkingandbiking.Thesesurveys,whichshouldbeavailableinEnglishandSpanish,canbeconductedcitywideoraspartofaSRTSprogramforparents. • Environmental Impact – Measure reductions in vehicle miles traveledorvehicleemissionsthroughsurveys.
• Amount of Walking or Biking – Partner with local schools to conduct counts, and/or require pedestrian and bicycle countswithtrafÀcstudiessothatchangesinlevelsofwalkingandbikingcanbemeasuredovertime. • Safety–Reviewthenumberofpedestrian-andbicycle-involved collisionsonaregularbasisanddevelopcollisionratesasdataonthenumberofpedestriansandbicyclistsiscollectedovertime.
InventoryofBikeFacilities,Sidewalks,InformalPathways,andKeyOpportunityAreas AGIS-basedinventoryofbicyclefacilities,sidewalks,informalpaths,and key opportunity areas enables the City to be opportunistic indevelopingnewpedestrianandbicycleprojectsincoordinationwithother development that may be occurring throughout HuntingtonPark.AninventoryallowsforeasyprojectidentiÀcation,prioritization,and coordination with new development, roadway resurfacing, andothercityinfrastructureprojects. InventoryofPedestrianTrafÀcControlDevices
The2009federalManualofUniformTrafÀcControlDevices(MUTCD)requirestheinstallationofcountdownpedestriansignalsforallnewsignals.ReplacingtrafÀcsignalbulbswithLEDbulbsisalsosuggestedto increase visibility and improve efÀciency. In order to assist thisprocess,and toprioritize future retroÀtsandinfrastructureprojects,theCityofHuntingtonParkshouldmaintainaninventoryofpedestriansigns,markings,andtrafÀccontroldevices. CoordinationwithHealthAgencies
Involvingnon-traditionalpartnerssuchasEmergencyMedicalService(EMS) personnel, public health agencies, pediatricians, etc., in theplanning or design of pedestrian and bicycle facilities may createopportunities to be more proactive with pedestrian and bicyclesafety,identify safety challenges and educationvenues, and securefunding.Additionally,under-reportingofpedestrian/bicyclecollisionswithvehiclescouldbeaproblemthatmaybepartiallymitigatedbyinvolving the medical community in pedestrian and bicycle safetyplanning.1 The City of Huntington Park could seek opportunitiesfor technicalcollaborationand fundingwithÀrstresponders,publichealthandhealthcareprofessionals.
Health Impact Assessments
HealthImpactAssessments(HIA)areatoolborrowedfromtheÀeldof Public Health to assess how health a community is, related tocommunitydesignandpublicspace.AnHIAcanhelpacityidentifypublichealth-relatedareasofimprovement,utilizenewdatasourcesandanalyticmethods,anddevelopactionitemstoimprovethehealthofthecommunityoverallandmitigatedisproportionatedistributionofnegativehealtheffectsacrossapopulation.Thisevaluationeffortcan be undertaken in conjunction with health professionals, asdescribedabove. POLICIES AND PROGRAMS | 84
BicyclingandWalkingAudits
ConductbicyclingandwalkingauditsaspartofoutreachstrategiesfornewdevelopmentprojectsorasacomprehensiveSRTSprogram.A bicycling and walking audit leads stakeholders on a set courseto discuss pedestrian and bicycle safety concerns and strategies toimprovesafety.
END NOTES1. Sciortino, S., Vassar, M., Radetsky, M. and M. Knudson, “San Francisco Pedestrian Injury Surveillance: Mapping, Thispageisintentionallyblank.
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6. IMPLEMENTATION GUIDE
IMPLEMENTATION GUIDE | 88
The Implementation Guide includes a project list, a summaryof funding options, and milestones for implementation of theCompleteStreetsPlan.Funding Sources ThissectionwilldescribethefundingsourcesavailabletoimplementtheprojectsrecommendedintheCompleteStreetsPlan.Implementation MilestonesThissectionwillpresentimplementationmilestonesfortheComplete Streets Plan, separated into short term (0-6 months),mid-term(6months–2years)andlong-term(2+years). To assist and guide Huntington Park’s efforts to implement theCompleteStreetsPlan,Table13listsallcorridorsandcorrespondingtreatments, including potential timeframes for implementation,planning-level cost estimates, and potential funding sources basedon the scope and typeof theproject.Mostgrant fundingsourcesarecompetitiveandmayrequireadditionalsupportandresourcestoassemblecompetitivegrantapplications.Muchof theinformation,particularlyinthischapterandpriorsections,relatingtodemographics,safety,improvementbeneÀts,and theinvolvementof residentsandstakeholders will be useful for assembling grant applications. It isrecommended that the City review the potential options on eachcorridor and pursue grant funding in the suggested timeframe.StrategiesthatHuntingtonParkmaypursueduringthefundingandimplementationprocessinclude:• Combiningbicycle,pedestrian,transit,andplacemakingstrategies onasinglecorridorwithinHuntingtonPark
• Combiningmultiplecorridorsandstrategiestopackageprojects thataddressmobilitychallengesassociatedwithaparticularlanduse or geography such as schools, downtown, or transit hubswithinHuntingtonPark • Coordinating with adjacent jurisdictions to seek funding for projectswithregionalsigniÀcancethatspanmultiplejurisdictions,provideaccesstoregionaltransit,orovercomeregionalbarrierssuchaswaterwaysandfreewaysthroughoutthearea
PROJECT IMPLEMENTATION MATRIX
TABLE 13: PROJECT IMPLEMENTATION MATRIX
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Corridor Treatment Unit Type Units
Cost
Funding Sources Timing
Low Medium High
ARTERIALS Metro Call for Projects 2017PaciÀcBoulevardOption 1 Class III Bicycle Route (Sharrows) Per Mile 1.5 $33,800 $45,000 $56,300 Not eligible for grant fundingOption 2 Class II Bicycle Lane Per Mile 1.5 $67,500 $90,000 $112,500 Option 3 (3a, 3b or 3c) Class IV Cycletrack Per Mile 1.5 $1,687,500 $2,250,000 $2,812,500 Additional Options Parklet Per Unit 3 $105,000 $148,500 $192,000
Pedestrian Scramble Phase Per Intersection 2 $10,000 $10,000 $10,000 Florence AvenueEnhanced Transit Facilities
Pedestrian Scramble Phase Per Intersection 0 - - -
Pedestrian Scale Lighting Per Block 25 $1,000,000 $1,500,000 $1,700,000 WayÀndingSignage Per Unit 5 $3,800 $4,500 $5,000
Street Trees Per Unit 50 $16,100 $21,500 $26,900
Public Art Per Unit 1 $3,000 $5,000 $10,000
Bench Per Unit 5 $3,800 $5,000 $6,300
Trash Receptacle Per Unit 5 $1,500 $2,000 $2,500
Street Trees Per Unit 10 $3,200 $4,300 $5,400
Transit Shelter Per Unit 5 $112,500 $150,000 $187,500
Slauson AvenueTBD with future study of Rail to River Active Transportation PlanSanta Fe AvenueEnhanced Transit Facilities Pedestrian Scale Lighting Per Block 10 $400,000 $600,000 $680,000 Public Art Per Unit 1 $3,000 $5,000 $10,000
Bench Per Unit 4 $3,000 $4,000 $5,000
Trash Receptacle Per Unit 4 $1,200 $1,600 $2,000
Street Trees Per Unit 8 $2,600 $3,400 $4,300
Transit Shelter Per Unit 4 $90,000 $120,000 $150,000
TABLE 13: PROJECT IMPLEMENTATION MATRIX (CONTINUED)
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Corridor Treatment Unit Type Units
Cost
Funding Sources Timing
Low Medium High
MAJOR NEIGHBORHOOD STREETS Caltrans ATP Metro Call for Projects 2016 - 2017Gage AvenueOption 1 Class IV Cycletrack Per Mile 2 $2,250,000 $3,000,000 $3,750,000 Option 2 Class II Bicycle Lane Per Mile 2 $90,000 $120,000 $150,000 Option 3 Class III Bicycle Route (Sharrows) Per Mile 2 $45,000 $60,000 $75,000 Not eligible for grant funding Bicycle Route Signage Per Unit 112 $16,800 $30,200 $50,400 Miles AvenueOption 1 Class IV Cycletrack Per Mile 1.25 $1,406,300 $1,875,000 $2,343,800 Option 2a Buffered Bicycle Lane Per Mile 1.25 $75,000 $100,000 $125,000 Option 2b Class II Bicycle Lane Per Mile 1.25 $56,300 $75,000 $93,800 Option 3 Class III Bicycle Route (Sharrows) Per Mile 1.25 $28,100 $37,500 $46,900 Not eligible for grant funding Bicycle Route Signage Per Unit 48 $7,200 $13,000 $21,600 State StreetOption 1 Class II Bicycle Lane Per Mile 2 $90,000 $120,000 $150,000 Option 2 Class III Bicycle Route (Sharrows) Per Mile 2 $45,000 $60,000 $75,000 Bicycle Route Signage Per Unit 96 $14,400 $25,900 $43,200 Not eligible for grant funding LOCAL STREETS Caltrans ATP Metro Call for Projects 2017 - 2019Rita Avenue and Rugby AvenueOption 1a Buffered Bicycle Lane Per Mile 1.5 $90,000 $120,000 $150,000 Bollards Per Unit 225 $126,600 $168,800 $210,900
Option 1b Class II Bicycle Lane Per Mile 1.5 $67,500 $90,000 $112,500 Option 2 Class III Bicycle Route (Sharrows) Per Mile 1.5 $33,800 $45,000 $56,300 Not eligible for grant funding Bicycle Route Signage Per Unit 40 $6,000 $10,800 $18,000 TABLE 13: PROJECT IMPLEMENTATION MATRIX (CONTINUED)
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Corridor Treatment Unit Type Units
Cost
Funding Sources Timing
Low Medium High
LOCAL STREETS Caltrans ATP Metro Call for Projects 2017 - 2019Zoe AvenueOption 1 (Bicycle Boulevard) Class III Bicycle Route (Sharrows) Per Mile 1.5 $33,800 $45,000 $56,300 Not eligible for grant funding Bicycle Route Signage Per Unit 96 $14,400 $25,900 $43,200 Curb Extension Per Unit 96 $720,000 $902,400 $1,084,800 Chicanes Per Unit 6 $44,800 $59,800 $74,700
Bicycle Signal Per Intersection 2 $100,000 $150,000 $200,000 Diverters Per Unit 6 $21,600 $30,000 $36,000
Clarendon Avenue, Saturn Avenue, Middleton Street, Arbutus AvenueOption 1 (Bicycle Boulevard) Class III Bicycle Route (Sharrows) Per Mile 4.6 $103,500 $138,000 $172,500 Not eligible for grant funding Bicycle Route Signage Per Unit 232 $34,800 $62,600 $104,400 Curb Extension Per Unit 232 $1,740,000 $2,180,800 $2,621,600 Chicanes Per Unit 15 $112,100 $149,400 $186,800
Bicycle Signal Per Intersection 4 $200,000 $300,000 $400,000 Diverters Per Unit 15 $54,000 $75,000 $90,000
MULTI-USE PATH OPPORTUNITIES Metro Call for Projects 2017Randolph StreetOption 1 Class I Path + Intersection
Improvements
Per Mile 2.85 $3,918,800 $5,700,000 $7,481,300
Option 2a and 2b Class IV Cycletrack Per Mile 2.85 $3,206,300 $4,275,000 $5,343,800 Option 2c Class IV Cycletrack Per Mile 2.85 $3,206,300 $4,275,000 $5,343,800 Parking Relocation Per Space 680 $1,020,000 $1,360,000 $1,700,000 Salt Lake Avenue
Class I Bike/Ped Path Per Mile 1.2 $1,350,000 $1,800,000 $2,250,000 TABLE 13: PROJECT IMPLEMENTATION MATRIX (CONTINUED)
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Corridor Treatment Unit Type Units
Cost
Funding Sources Timing
Low Medium High
PLACEMAKING OPPORTUNITIES
Local or other funding sources:
Public-Private Partnerships,
Development Agreements,
Southwest Airlines, Heart of the
Community Grant
TBD
State Street and Mission Place
Curb Extension Per Unit 2.5 $18,800 $23,500 $28,300
Street Trees Per Unit 3 $1,000 $1,300 $1,600
Street Furniture Per Unit 2 $1,500 $2,000 $2,500
Landscaping Per Square Foot 1400 $8,400 $11,200 $14,000 High Visibility Crosswalk Per Unit 1 $600 $800 $1,000
Stop Line Per Unit 1 $100 $100 $100
Saturn Avenue and Bissell Street
Curb Extension Per Unit 4.5 $33,800 $42,300 $50,900
Street Trees Per Unit 3 $1,000 $1,300 $1,600
Street Furniture Per Unit 2 $1,500 $2,000 $2,500
Landscaping Per Square Foot 1600 $9,600 $12,800 $16,000 High Visibility Crosswalk Per Unit 4 $2,400 $3,200 $4,000 Stop Line Per Unit 4 $400 $400 $400
State Street and Hood Avenue
Curb Extension Per Unit 2.5 $18,800 $23,500 $28,300
Street Trees Per Unit 2 $600 $900 $1,100
Landscaping Per Square Foot 400 $2,400 $3,200 $4,000
High Visibility Crosswalk Per Unit 1 $600 $800 $1,000
Stop Line Per Unit 1 $100 $100 $100
CITYWIDECurb Extension Treatments
Curb Extension Per Unit 1 $7,500 $9,400 $11,300
Bulb-out Per Unit 1 $5,600 $7,500 $9,400
Temporary Curb Extension Per Unit 1 $1,900 $2,500 $3,100 TABLE 13: PROJECT IMPLEMENTATION MATRIX (CONTINUED)
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Corridor Treatment Unit Type Units
Cost
Funding Sources Timing
Low Medium High
CITYWIDESignal Treatments
Leading Pedestrian Interval Per Intersection 1 $2,000 $2,500 $3,000 Pedestrian Scramble Phase Per Intersection 1 $5,000 $5,000 $5,000 Crosswalks
Controlled Marked Crossing Per Unit 1 $2,900 $3,300 $3,900 Uncontrolled Marked Crossing Per Unit 1 $1,000 $1,400 $2,000 Other Treatments
Bicycle Rack Per Unit 1 $800 $1,000 $1,300
Bicycle Corral Per Unit 1 $2,300 $3,000 $3,800
Parklet Per Unit 1 $35,000 $49,500 $64,000
WayÀndingSignage Per Unit 1 $800 $900 $1,000
TrafÀcCircle Per Unit 1 $7,100 $13,000 $18,200
Diverters Per Unit 1 $3,600 $5,000 $6,000
Chicanes Per Unit 1 $7,500 $10,000 $12,500
TOTAL 14,393,800 $19,786,700 $24,779,400
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LOCAL FUNDING OPTIONS
LocalCityFunds
Forsomeprojectsorprograms,theuseofgeneralfundmoniesmaybeanappropriatefundingstrategy.Projectscanalsobeimplementedalongthenormalscheduleofroadwaymaintenance,takingadvantageofresurfacingprojectstorestriperoadstoincludebicyclefacilitiesorenhancedpedestriancrossings.Project example:CityofLosAngelesGreatStreetsProgram–ProtectedBicycle Lane on Reseda Boulevard. The City of LA expedited theimplementationofaprotectedbicyclelanetoalignwiththeexistingresurfacing schedule, signiÀcantly reducing construction costs. TheLADOTestimatesthisprojectcost$235,000toimplementonemileofaprotectedbicyclelane–considerablylowerthanthecostofothercomparablefacilities. DevelopmentFees
Some agencies have implemented development fees thatcan thenbe used to fund various types of infrastructure.For example, a feemaybeadopted foreachPMpeakhour tripthatisgeneratedbyaproject.This fundingiscombinedwithfundsfromotherprojectstoestablishasourceoffundstoconstructtheimprovementsthatareonanadoptedprojectlist,whichcaninclude avarietyofprojects thatserveseveraltravelmodes.
Public Private Partnership
Increasingly, innovative bicycle projects are being implementedwiththeassistanceandfundingfromprivateentities.Thesetypesofprojectstypicallydonotoccurinthepublicright-of-way,butsupporttheinvestmentsmadebyacitytoencouragemoreuseofthefacilities.Theseprojectsmayincludetheprovisionofsharedbicyclesathotels,thefundingofcitybikeshareprograms,theconstructionofshowerand changing facilities in ofÀce buildings, and the development ofbicyclestorageroomsatnewresidentialdevelopmentsites. Project example: Santa Monica’s Breeze bicycle sharing program issponsoredbyHuluatthelevelof$675,000peryearforÀveyearsinexchangeforlogoplacementonthebicycles. IMPLEMENTATION GUIDE | 95
MetroCallforProjects
The biannual Metro Call for Projects is the largest local source oftransportationfunding.TheCallforProjectsprogramisacompetitiveprocess that distributes capital transportation funds to regionallysigniÀcant projects on a discretional basis. Funding for theCall forProjects comes from a variety of local, state, and federal sources(includingCongestionMitigationandAirQuality[CMAQ]fundsandRegional Surface Transportation Program [RSTP] funds). FundinglevelsforeachmodeareannouncedduringtheinitialstagesofeachCallforProjectscycle,andarebasedontheavailablefundsfromthecomponentfundingsources.Atotalof84projectswererecommendedforfundinginthe2015cycle,totalingnearly$193million.In 2015, applicants submitted proposals to receive funding in oneof seven modal categories, including bicycle improvements andpedestrianimprovements.Inaddition,the2015cyclehadafocusonCompleteStreets;projectssubmittedintheotherÀvecategoriesalsowereencouragedtoincludebicycleandpedestriancomponents.Program Requirements: Program requirements shift from cycle tocycle.In2015,thefollowingrequirementsapplied:• Applicationsdueinmid-January• 20%localmatch• ClassIIIbicyclefacilitieswerenoteligible• Capitalexpensesonlywereeligible• Beforeandafterpedestrianandbicyclecountsmustbecollected byapplicantfollowingSCAG/Metroguidelines
• Projectfundsmustbeexpended,allocated,orobligatedintheyear ofprogramming,identiÀedbyMetrointheFundingAgreementorLetterofAgreement Project example: City of Downey Bicycle Master Plan Phase I –Downtown/Transit:ClassIIImplementation.Thisprojectimplements17milesofbikelanesoneightroadwaysprovidingenhancedaccess toactivitycentersandmulti-modalassetssuchastheGreenLineandbikepaths.Metroisprovidingnearly$2.3millionwithalocalmatchofabout$570,000. MetroExpressLanesNetTollRevenueRe-InvestmentGrantProgramMetro(Other) Other fundingisdisbursedonaper-capitabasisbyMetro thatcanbe used for related bicycle or pedestrian projects, ormay becomeavailableinthefuture,including:• Proposition A, Proposition C, and Measure R Local Return programs(percapita)
• TransportationDevelopmentActfunds(percapita)• FTASection5310Program(competitiveapplicationadministered by Metro, for accessible pedestrian upgrade projects at transitstopsorstations) SCAG Sustainability Planning Grant
Formerly the Compass Blueprint Program, the Southern CaliforniaAssociation of Governments (SCAG) Sustainability Planning Grantwasestablishedin2005totestinnovativelocalplanningtools.Grantsareavailableinthreecategories,includingActiveTransportation.The2013-2014 call forproposalscycle was themost recent applicationperiod, and funded planning efforts including corridor studies,feasibility studies, and visioning processes, among others. FutureprojectcycleswillbeannouncedontheSCAGwebsite(http://sustain.scag.ca.gov/pages/default.aspx).
REGIONAL FUNDING OPTIONS
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CaliforniaActiveTransportationProgram(ATP)
The California Transportation Commission developed programguidelinesandprojectselectioncriteriafortheÀrstcallforprojectsforthestatewideActiveTransportationProgram(ATP)inMarch2014.TheActiveTransportationProgramconsolidatedandreplacedtheformerTransportationAlternativesProgram,SafeRoutestoSchoolProgram,and Bicycle Transportation Account. The ATP provides funding forinfrastructure improvements and non-infrastructure programs. TheÀrstcycleoftheATPfunded265projectswithover$350,000,000inATPfunds.ThesecondcycleoftheATPwasheldinSpring,2015,andathirdcycleoftheATPisanticipatedin2016.Program Requirements: Program requirements shift from cycle tocycle.In2015,thefollowingrequirementsapplied:• ApplicationsdueonJune1,2015• Localmatchnotrequired,butstronglyencouraged• Bothinfrastructureandnon-infrastructureprojectsareeligible• Projects must demonstrate potential for increased walking and bicyclingandpotentialforreducedcollisions/improvedsafety • Minimum ATP amount of $250,000 per application (noninfrastructureexempt)Project example: CityofPicoRivera–RegionalBikewayProject($3.9million from ATP; total project cost of $4.9 million); Los AngelesCounty–Hawthorne/LennoxGreenLineStationCommunityLinkages($2.4millionfromATP;totalprojectcostof$3.1million)andAviation/LAXGreenLineStationCommunityLinkages($1.9millionfromATP;totalprojectcostof$2.5million). Highway Safety Improvement Program (HSIP)
TheHighwaySafetyImprovementProgram (HSIP)isacore federalaidprogramthataimstoreducetrafÀcfatalitiesandseriousinjuriesonpublicroads.HSIPfundscanbeusedforprojectssuchasbikelane orsidewalkprojectsonlocalroadways,improvementstoClassImultiusepaths,orfortrafÀccalmingmeasures.Applicationsthatidentifya historyofincidents anddemonstrate theirproject’simprovementtosafetyaremostcompetitiveforfunding.CaltransadministerstheprograminCaliforniaandreceivedover$160millionforthe2015/2016FederalFiscalYear.HSIPCall-for-Projectsareexpectedeveryone totwoyears.Program Requirements: Program requirements shift from cycle tocycle.In2015,thefollowingrequirementsapplied:• ApplicationsdueonJuly31,2015• MaximumHSIPfundingratiois90%• MaximumHSIPamountof$10millionperprojectandperagency• Both infrastructure and non-infrastructure projects are eligible, provided non-infrastructure elements support an infrastructureproject • ApplicationsmustdemonstrateaminimumB/Cratioof5.0tobe considered (deÀned based on speciÀc guidelines for the grantprogram) • Requestforauthorizationtoproceedwithprojectengineeringis required within 6months; request for authorization to proceedwithconstructionisrequiredwithin30months Project example: CityofCompton–InstallraisedmedianandClassIIbicyclelanesonComptonBoulevard.TheHSIPwillfundnearly$1.7millionforatotalprojectcostofabout$1.9million. CaltransSustainableTransportationPlanningGrant
CaltransprovidesTransportationPlanningGrantsonanannualbasis.These grants are available to jurisdictions focusing on improvingmobility by innovatively addressing problems or deÀciencies in thetransportation system. Community outreach is a key componentofsuccessfulgrantapplications.Fundscanbeused forplanningor
STATE FUNDING OPTIONS
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feasibility studies. Fiscal year 2015/2016 grants were awarded toover 50projects advancing thegoalsof sustainability,preservation,mobility, safety, innovation, economy, health and equity. A total of$9.8millionisavailableinthe2016/2017grantcycleintwocategories:StrategicPartnershipsandSustainableCommunitiesProgram Requirements: Program requirements shift from cycle tocycle. In 2015 (Àscal year 2016/2017), the following requirementsapply:• Fiscalyear2016/2017applicationsaredueDecember31,2015• Cities areeligible toapplydirectly forSustainableCommunities category;mustapplywithSCAGasprimaryapplicantforStrategicPartnershipscategory • ForStrategicPartnershipscategory:
-20%minimumlocalmatch-Grantminimumof$100,000andmaximumof$500,000 • ForSustainableCommunitiescategory:
-11.47%minimumlocalmatch-Grantminimumof$50,000andmaximumof$500,000 Project example: CityofVernon–LosAngelesRiverBikewayFeasibilityStudy:Evaluate arangeofalternativesandchallenges,anddeveloprecommendationsforinstallingaregionallyconnectedbikewaywithintheCityofVernon’sportionoftheLosAngelesRiver. AffordableHousingandSustainableCommunities(AHSC)Program The StrategicGrowthCouncil’sAffordableHousing and SustainableCommunities (AHSC) Program funds land-use, housing,transportation, and land preservation projects to support inÀll andcompact development that reduces greenhouse gas emissions.Over $140millioninprojectswere fundedinÀscalyear2014/2015,from the state Greenhouse Gas Reduction Fund (GGRF). Beginning inÀscalyear2015/2016,20%ofGGRFfundswillbeapportionedtotheAHSCannually.Developers,citiesandpublicagenciesareeligibletoapply, and applications thatincludechanges to thepublic rightof-way must include the relevant public agency as a co-applicant.Eligibletransportationcomponentscanincludeactivetransportationplanning, construction, transit-related infrastructure, or programsthatshifttripsfromsingleoccupantvehiclestoothermodessuchaswalking,biking,ortransit.Program Requirements: Program requirements shift from cycle tocycle. In 2015 (Àscal year 2016/2017), the following requirementsapply:• Fiscal year 2016/2017 application draft guidelines are available forpublicreviewathttps://www.sgc.ca.gov/docs/Draft_2015-16_Affordable_Housing_and_Susatainable_Communities_Program_Guidelines.pdf • Application reviewprocesswillhappenin twostages–Concept ProposalreviewfollowedbyFullApplicationReviewbyinvitation • ConceptapplicationsanticipatedtobedueinFebruary2016• Citiesareeligibletoapplyindependentlyorasco-applicantswith developers
• Grantminimumof$1millionandmaximumof$20millionProject example:CrenshawVillasintheCityofLosAngeles–includedfunding for walkways, crossings and trafÀc calming, bike racks,storage,andrepairkiosks.TheAHSCwillprovideabout$83,000forthese transportation improvements, which represents 3.8% of thetotalamountrequestedfromtheAHSCforthehousingdevelopmentproject. IMPLEMENTATION GUIDE | 98
EnvironmentalEnhancementandMitigationProgram(EEMP) The Environmental Enhancement and Mitigation Program (EEMP)wasestablishedin1989andisadministeredbytheCaliforniaNaturalResources Agency and Caltrans. The program offers a total of $7millioneachyearforgrantstolocal,state,andfederalgovernmentalagenciesandtononproÀtorganizations.EEMPFundsareallocatedtoprojectsthateitherdirectlyorindirectlyoffsetenvironmentalimpactsof modiÀed or new public transportation facilities including theacquisition,restoration,orenhancementofresourcelandstomitigatethelossofordetrimenttosuchlandswithinornear transportationright-of-way, and the planting of trees and other plants to offsetvehicularemissions.Program Requirements: Program requirements shift from cycle tocycle.In2015,thefollowingrequirementsapplied:ApplicationsdueonJuly13,2015Localmatchnotrequired,butadditionalpointsaregiventoapplicationsthatincludeothersourcesoffundsfortheproposedprojectGrants are generally limited to $500,000 each (except acquisitions,whichmaybefundedupto$1million)ProjectsmustbespeciÀcallyrelatedtoatransportationprojectthathas an adverse environmental impact, which is addressed by theenvironmentalenhancementandmitigationprojectProject example: Los Angeles River Greenway Tree-Planting Project,bynon-proÀtCommunityConservationSolutions($339,000);CityofSouthGateUrbanGreeningProject($296,700). TIGER
The US DOT’s Transportation Investment Generating EconomicRecovery (TIGER) competitive grant program is intended to fundcapitalinvestmentsin surface transportation infrastructure thatwillhave a signiÀcant impact on the US, region, or metropolitan area.Established in 2009, TIGER has provided over $4.5 billion to 381projects across the country. Capital bicycle and pedestrian projectsareeligibleforTIGERgrants.Program Requirements: Program requirements shift from cycle tocycle.In2015,thefollowingrequirementsapplied:• Requiredpre-applicationdueMay4,2015;Ànalapplicationdue onJune5,2015
• Minimumgrantawardisfor$10million• Maximum grant award is for $200 million; no more than $125 millioncanbeallocatedtoprojectsinasinglestate
• FundsmustbeobligatedbySeptember30,2017andexpended bySeptember30,2022
Project example: Los Angeles County Metropolitan TransportationAuthority – Rail to Rail Active Transportation Corridor ConnectionProject:repurposesdormantrailcorridorandunderusedright-of-wayas a pedestrian and bicycle route that will span 6.4 miles throughSouthLosAngelescommunities,linkingtheBlueLine,theSilverLine,and the Crenshaw/LAX Line. TIGER is providing $15 million, with atotalprojectcostof$34million.
FEDERAL FUNDING OPTIONS
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POLICY CONTEXT
APPENDIX A:
APPENDIX A: POLICY CONTEXT | 102
APPENDIX: POLICY CONTEXT FEDERAL INITIATIVES
The PolicyContext appendix describes the national, state, regional,and local direction related to Complete Streets. It also includes asection on Best Practices, which describes the gold standard ofCompleteStreetsdesignandimplementation. USDOTPolicyStatementonBicycleandPedestrianAccommodation In addition to local, regional, and state planning initiatives, theUnited States Department of Transportation issued a PolicyStatement on Bicycle and Pedestrian Accommodation Regulationsand Recommendations in 2010. This policy directive demonstratestheDOT’ssupportoffullyintegratedactivetransportationnetworksby incorporating walking and bicycling facilities into transportationprojects. The statement encourages transportation agencies to gobeyondminimumstandardsintheprovisionofthefacilities.TheDOTfurtherencouragesagencies toadoptpolicystatements thatwouldaffectbicyclingandwalking,suchas:• Considering walking and bicycling as equals with other transportationmodes
• Ensuring availability of transportation choices for people of all agesandabilities
• Goingbeyondminimumdesignstandards• Integrating bicycle and pedestrian accommodations on new, rehabilitated,andlimitedaccessbridges
• Collectingdataonwalkingandbikingtrips• Settingmodeshareforwalkingandbicyclingandtrackingthem overtime
• Removingsnowfromsidewalksandsharedusepaths• Improvingnon-motorizedfacilitiesduringmaintenanceprojects APPENDIX A: POLICY CONTEXT | 103
STATE POLICIESAB32(2006)/SB375(2008)
Senate Bill (SB) 375 (2008) is the implementation legislation forAssembly Bill (AB) 32. AB 32 (2006) requires the reduction ofgreenhousegases(GHG)by28percentbytheyear2020andby50percentbytheyear2050.GHGsareemissions–carbondioxidechiefamong them – that accumulate in the atmosphere and trap solarenergyin away thatcanaffectglobalclimatepatterns. Thelargestsource of these emissions related to human activity is generatedby combustion-powered machinery, internal combustion vehicleengines, and equipment used to generate power and heat. SB 375tasks metropolitan and regional planning agencies with achievingGHGreductionsthroughtheirRegionalorMetropolitanTransportationPlans.ThereductionoftheusetheautomobilefortripmakingisonemethodforreducingGHGemissions.Thiscanbeachievedthroughtheuseofmodesotherthantheautomobile,suchaswalking,bicycling,orusingtransit.TheHuntingtonParkCompleteStreetsPlansupportsthegoalsofAB32/SB375bypromotingbicyclingthroughoutthecity,azero-emissionsmodeoftransportation. CaliforniaVehicleCode
The California Vehicle Code establishes rules and regulations foroperating a bicycle on the street in the state of California, whichtheHuntingtonParkPoliceDepartmentisresponsibleforenforcing.CloseadherenceandstrictenforcementoftheVehicleCodeforbothmotorists and bicyclists would have safety beneÀts for everyone inHuntingtonPark.Thefollowingisanon-exhaustivelistofregulationsrelatedtopedestriansorbicycleoperation,byVehicleCodeSection:• 21200–Apersonridingabicyclehasalltherightsandissubject toalltheprovisionsapplicabletothedriverofavehicle. • 21200.5 –Itis unlawful to ride abicycle under the inÁuence of alcoholordrugs.
• 21201 – Establishes equipment requirements for bicycles, includinglights,brakes,andhandlebarconÀgurations. • 21202–Apersonridingabicycleataspeedlessthanthenormal speedoftrafÀcshallrideascloseaspracticabletotheright-handcurb or edge of the roadway except when overtaking anotherbicycleorvehicle,whenpreparingforaleftturn,whennecessarytoavoidunsafeconditions,orwhenapproachingaright-turnlane. • 21206–Localjurisdictionsmayadoptbicycleregulationsprovided theydonotconÁictwiththeCVC.
• 21209–Nopersonshalldriveamotorvehicleinthebicyclelane excepttoparkinacurblanewhereparkingispermitted,toenterorleavetheroadway,ortoprepareforaturnwithin200feetfromtheintersection. • 21210 – Bicycle parking must not conÁict with the path for pedestriantrafÀc.
• 21212–Bicycleridersundertheageof18mustwearahelmet.• 21368 – Whenever a marked pedestrian crosswalk has been establishedinaroadwaycontiguoustoaschoolbuilding,itshallbepaintedormarkedinyellow. • 21451(a)–Anydriver,includingoneturning,shallyieldtherightof-way to other trafÀc and to pedestrians lawfully within the intersectionoranadjacentcrosswalk.
• 21456.2–BicycleridersmustfollowofÀcialtrafÀccontrolsignals, except where bicycle trafÀc signals direct bicycles otherwise, inconjunctionwithSection21456.3. • 21650.1 – Bicyclesoperated on the streets or shoulder shallbe operatedinthesamedirectionasvehicles.
• 21760 – “ThreeFeet for SafetyAct” requires drivers of amotor vehicletopassabicyclewithatleastthreefeetofspace(effectiveSeptember16,2014.) • 21949 (a)–Itisapolicyof theStateofCalifornia thatsafeand convenient pedestrian travel and access, whether by foot,wheelchair,walker,orstroller,beprovidedtotheresidentsofthestate. • 21950 (b) – No pedestrianmay suddenly leave a curb or other placeofsafetyandwalkorrunintothepathofavehicle. APPENDIX A: POLICY CONTEXT | 104
• 21950(d)–Subdivision(b)doesnotrelieveadriverofavehicle fromthedutyofexercisingduecareforthesafetyofanypedestrianwithinanymarkedcrosswalkorwithinanyunmarkedcrosswalkatanintersection. • 21952–Thedriverofanymotorvehicle,priortodrivingoveror uponanysidewalk,shallyieldtheright-of-waytoanypedestrianapproachingthereon. • 21954(a)–Everypedestrianuponaroadwayatanypointother thanwithinamarkedcrosswalkorwithinanunmarkedcrosswalkatanintersectionshallyieldtheright-of-waytoallvehiclesupontheroadway. • 21954 (b) – The provisions of this section shall not relieve the driverofavehiclefromthedutytoexerciseduecareforthesafetyofanypedestrianuponaroadway. • 39001 – California Department of Motor Vehicles designs and distributes the licenses and registration forms to any city thatadoptsabicyclelicenseordinance. Caltrans’ Complete Streets Policy
In2001,CaltransadoptedaroutineaccommodationpolicyforthestateintheformofDeputyDirective64,“AccommodatingNonmotorizedTravel.” The directive was updated in 2008 as “Complete Streets—IntegratingtheTransportationSystem.”Thenewpolicyreads,inpart:“The Department views all transportation improvements asopportunitiestoimprovesafety,access,andmobilityforalltravelersinCaliforniaandrecognizesbicycle,pedestrian,andtransitmodesasintegralelementsofthetransportationsystem.TheDepartmentdevelopsintegratedmultimodalprojectsinbalancewith community goals, plans, and values. Addressing the safetyandmobilityneedsofbicyclists,pedestrians,andtransitusersinallprojects,regardlessoffunding,isimplicitintheseobjectives.Bicycle,pedestrian and transit travel is facilitated by creating “completestreets”beginningearlyinsystemplanningandcontinuingthrough projectdeliveryandmaintenanceandoperations….”The directive establishes Caltrans’ own responsibilities under thispolicy. Among the responsibilities that Caltrans assigns to variousstaffpositionsunderthepolicyare:• Ensurebicycle,pedestrian,andtransitinterestsareappropriately represented on interdisciplinary planning and project deliverydevelopmentteams. • Ensurebicycle,pedestrian,and transituserneedsareaddressed anddeÀcienciesidentiÀedduringsystemandcorridorplanning,projectinitiation,scoping,andprogramming. • Ensure incorporation of bicycle, pedestrian, and transit travel elementsinallDepartmenttransportationplansandstudies. • Promotelandusesthatencouragebicycle,pedestrian,andtransit travel.
• Research, develop, and implement multimodal performance measures.
CaliforniaCompleteStreetsAct(2008)
Assembly Bill 1358, the “California Complete Streets Act of 2008,”requires “that the legislative body of a city or county, upon anysubstantive revision of the circulation element of the general plan,modify the circulation element to plan for a balanced, multimodaltransportationnetworkthatmeetstheneedsofallusers[including]motorists, pedestrians, bicyclists, children, persons with disabilities,seniors, movers of commercial goods, and users of publictransportation….”ThisprovisionofthelawwentintoeffectonJanuary1, 2011. Thelaw alsodirects theGovernor’sOfÀceofPlanning andResearchtoamenditsguidelinesforthedevelopmentofcirculationelements so as to assist cities and counties in meeting the aboverequirement.
AB1581(2007)andCaltrans’PolicyDirective09-06(2009) AssemblyBill(AB)1581(2007)providesdirectionthatnewactuated APPENDIX A: POLICY CONTEXT | 105
trafÀcsignalconstructionandmodiÀcationstoexistingtrafÀcsignalsinclude the ability to detect bicycles and motorcycles. It also callsfor the timing of actuated trafÀc signals to account for bicycles. Inresponse to AB 1581, Caltrans has issues TrafÀc Operations PolicyDirective 09-06 (2009), which has proposed modiÀcations to Table4D-105(D)oftheCaliforniaManualonUniformTrafÀcControlDevices.TheCalifornia TrafÀcControl DevicesCommitteeisconsidering theproposedmodiÀcations.
LACountyMetroBicycleTransportationStrategicPlan
In2006,theLosAngelesCountyMetropolitanTransportationAuthority(Metro) released twodocuments relating tobicycleplanningin theregion: theMetro Bicycle Transportation Strategic Plan (BTSP) andBicycle Transportation Account (BTA) Compliance Document. Bothof these documents supplant prior countywide bicycle planningdocuments dating back to 1996. The Strategic Plan is intended tobe used by local cities and Los AngelesCounty Transit agencies insettingbicycle-relatedprioritiesthatleadtoregionalimprovements.ThedocumentdiscussesthesigniÀcanceofbicycleusagewithtransitas away of expandingmobility options within the region. The BTAdocumentinventoriesandmapsexistingandplanned facilities,andprovides information regarding past expenditures by the 89 localjurisdictionswithinthecounty.Theplanalsoincludes:alistingof167“bike-transit hubs” in the county, procedures for evaluating accessto transit, best-practices in a tool box of designmeasures, gaps intheregionalbikewaynetwork,and12prototypical“bike-transithub”accessplansindifferentareasofthecounty,includingasamplebicycleaccess plan for Metrolink Stations. The Huntington Park CompleteStreetsPlansupportsthegoalsoftheBTSPandBTAbyrecommendingbicycleaccessimprovementstotransitthroughoutHuntingtonPark,andbyimprovingbicycleaccesswithinLACountygenerallyandtheGatewayCitiesregionspeciÀcally. LACountyBicycleMasterPlan
TheLosAngelesCountyBicycleMasterPlanwasadoptedbytheLosAngelesCountyBoardofSupervisors.ThePlanwasdevelopedbytheLosAngelesCountyPublicWorksDepartmentandanappointedBicycleTaskForce.TheCountywideBicyclePlanidentiÀesopportunities foroff-streetbicyclefacilities,on-streetbicyclefacilities,andshared-usepathwaysinunincorporatedareasofLosAngelesCounty,includingthose adjacent to the City of Huntington Park, including Class II
LOS ANGELES COUNTY METRO AND OTHER COUNTY PLANS AND POLICIES APPENDIX A: POLICY CONTEXT | 106
bikelanesonFlorenceAvenueandSlausonAvenueintheFlorenceFirestonecommunitywestofHuntingtonPark. LACountyMetroCountywideSustainabilityPlanningPolicyandImplementationPlan/SustainableCommunitiesStrategies In 2012, the Los Angeles County Metropolitan TransportationAuthority (Metro) released theirCountywideSustainabilityPlanningPolicy & Implementation Plan as a complement to their previouseffortstoimproveairqualityandincreasetherangeoftransportationchoicesavailabletoresidentsinLosAngeles.ThePolicyaimstobetterintegrate land-use and transportation planning in order to providemoremobilityoptionsandbetteraccess,aswellaspromote“greenmodes”oftransportationincludingactivetransportationmodessuchaswalkingandbicycling.Metro’sPolicyissupersededbytheGCCOG’ssub-regionalSCS,discussedbelow,butis relevantinunderstandingcounty-widegoalsinorder toalign theproposedCompleteStreetsnetworkinHuntingtonParkwiththerestofLosAngelesCounty. LACountyMetroFirstLastMileStrategicPlan
The Los Angeles County Metropolitan Transportation Authority(Metro)releasedadraftoftheirFirstLastMileStrategicPlaninlate2013.Thegoalofthisdocumentistoprovideguidelinestoimproveaccesstotransitacrossthecounty,andindoingso,maximizemultimodalbeneÀts.TheguidanceinthisdocumentalignswiththeGCCOGSCS, the SCAG RTP/SCS and the Metro Countywide SustainabilityPlanningPolicy,describedabove.TheFirstLastMileStrategicPlancitestheexistingconditions,bothintermsofdesignandsafetystatistics,and introduces the concept of The Path, a proposed countywidetransitaccessnetwork,comprisedofaseriesofactivetransportationimprovementsthatextendtoandfromMetroRailandBusRapidTransit(BRT)stations.Thedocumentalsoincludesastep-by-stepprocessforidentifyingaPathnetworkforanygivenstationareaanda toolbox of improvements that would help establish a Path network aroundthestation.TheHuntingtonParkCompleteStreetsPlansupportsthegoalsof theFirstLastMile StrategicPlan by recommending accessimprovementstotransitthroughoutHuntingtonPark.
LACountyMetroCongestionManagementProgram
The LA County Metropolitan Transportation Authority (Metro)adopted the 2010CongestionManagement Program as the eighthupdate to a history of congestion management programs datingback to 1992. The 2010 CMP is a multimodal program, includingstrategies related to the freeways and streets, the transit network,transportationdemandmanagement,andlanduse.JurisdictionsarerequiredtoconformtotheCMPinordertoreceivefundingfromthestategas tax, as allocated by Section 2105of theCalifornia StreetsandHighwaysCode. APPENDIX A: POLICY CONTEXT | 107
Southern California Association of Governments Regional TransportationPlan/SustainableCommunitiesStrategy In 2012, SCAG adopted the 2012 Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS), which integrates theregion’s transportation and land use planning. The non-motorizedtransportationsectionprovidesinformationregardingexistingmodesplit, bicyclist types, bicycle safety, theCalifornia StrategicHighwaySafetyPlanforbicyclists,andidentiÀesimplementationprioritiesforlocaljurisdictions.Ofthe$524.7billiontransportationexpendituresintheRTP,$6.9billionareallocatedfornon-motorizedprojects.LiketheLACountyMetroSCSdiscussedabove,theSCAGSCSissupersededby the GCCOG sub-regional SCS but is relevant in understandingregional goals in order to align the proposed Complete StreetsnetworkinHuntingtonParkwiththerestoftheSouthernCaliforniaregion. LARiverEcosystemRestorationIntegratedFeasibilityReport TheUnitedStatesArmyCorpsofEngineers,inpartnershipwith theCity of Los Angeles, completed the Los Angeles River EcosystemRestoration Integrated Feasibility Report in September 2013. Themain objective of the Tentatively Selected Plan (TSP) and planalternatives is restore approximately 11 miles of the Los AngelesRiver with a more natural habitat, reconnect existing tributariesand habitats, reestablishing thehistoric Áood plain, and preservingexisting levels of Áood risk management. The document focuseson four action alternatives that have undergone detailed analysisand represent the options available for selection. The options varyin termsofinvestmentandÀnalimplementationcomponents.WithportionsoftheLARiverintheareahavingadesignatedbicyclepathnorthandsouthofdowntownLosAngeles, theselectedalternativewillhelpclose the facilitygapandimprovebicycleaccessibilityandconnectivitythroughouttheregion. GatewayCitiesActiveTransportationPlan
TheGatewayCitiesCouncilofGovernmentsisdevelopinganActiveTransportationPlan(ATP).ThisPlanproposesanactivetransportationnetworkconnectingthecitiesthatarepartoftheGatewayCitiesCouncilofGovernments,includingtheCityofHuntingtonPark.Forexample,theSlausonAvenue,GageAvenue,StateStreet,andPaciÀcBoulevardareallidentiÀedintheGatewayCitiesATPasregionalbicyclefacilityideasthatgothroughHuntingtonPark,andsomeofthesecorridorshavetreatmentsproposedintheHuntingtonParkCompleteStreetsPlan. TheGatewayCitiesATP also includes a discussion of supportprograms,pedestrianfacilities,transitstationareaimprovements(atselectedstations),andfundingfortheproposedimprovements. Gateway Cities Sustainable Communities Strategy
TheGatewayCitiesCouncilofGovernmentshaschosentodevelopaSustainableCommunitiesStrategy(SCS)ratherthanrelyonaregionalSCSdevelopedbySCAG.OnlyoneotherSCAGsubregionhasdecidedtodothis,outof14totalsubregions.SCAG’sSCS(discussedbelow)issupersededbytheGCCOGSCS.TheGCCOGSCSiscomposedofÀvebundlesofGHGreductionstrategies,including:• TransportationStrategies• TransportationDemandManagementStrategies• LandUseStrategies• Regional Transportation Projects, including Measure R-funded projects
• InteractiveEffectsBetweenLandUseandRegionalTransitProjectsSome strategies have alreadybeenemployedover thelastdecade;allwillbeimplementedinthefuturetoreducesubregionalemissionsfroma2005benchmark to targetlevelsby2020and2035.GCCOGSCS strategies have been integrated with regional transportationprojects included in the 2012 SCAG RTP for the GCCOG area. The
REGIONAL PLANS AND POLICIES GATEWAY CITIES PLANS AND POLICIES APPENDIX A: POLICY CONTEXT | 108
tailored,localnatureoftheGatewayCities’SCSisprojectedtoresultinGHGreductionsof8.4percentpercapitaby2020and15percentpercapitaby2035,exceedingregionaltargetssetbytheCaliforniaAirResourcesBoard.TheHuntingtonParkCompleteStreetsPlanalignswiththegoalsoftheGatewayCitiesSCSbypromotingzero-emissionstransportation strategies, connecting to regional transportationprojects included in the Gateway Cities ATP, and proposing policychangeswhichstrengthentheCityofHuntingtonPark’sapproachtotransportationdemandmanagement. BicyclePlansfromAdjacentCities
SeveralcitiesnearHuntingtonParkhaveadvancedactivetransportationplanningbyadoptingplansthatfocusonthedevelopmentofbicycleandpedestrianinfrastructure, support facilities, publicinvolvement,programsandpractices,andpotential fundingsources.Thesecitiesinclude:• CityofSouthGateBicycleTransportationPlan• LynwoodBicycleandPedestrianTransportationPlan• CityofDowneyBicycleMasterPlan–inprogress• Paramount–inprogress• BellÁower–inprogress This sectionidentiÀesbestpractices from other agenciesonpolicy,technical support project development, checklist examples, andfunding. Each agency described has developed programs withattributes worth emulating that include developing additionaltechnical resources, consolidating existing policies, or creatingfunding strategies that encourage Complete Streets policies. Thesepracticesprovideamenuofoptionstoevaluatewhendevelopingalocalpolicy.
Policy
The National Complete Streets Coalition, in collaboration with theAmerican Planning Association, developed “Complete Streets: BestPolicyandImplementationPractices.”Thispublicationprovidescasestudyexamplesofthebestpolicyandimplementationguidelines.Itdraws from 30 communities nationwide and provides a frameworkto build support, adopt a policy, and integrate Complete Streetsconceptsintoplans,processes,andstandards.The Metropolitan Washington Council of Governments (MWCOG)developed the “Complete Streets Policy for the National CapitalRegion.”1 At the time of development, some MWCOG memberagencieshadexistingCompleteStreetspoliciesandothersdidnot,similar to the current state of the Los Angeles region. Thus, theypreparedaconsensuspolicytohavesomecommonpolicybackgroundbetweenmemberagenciesinMWCOG.IndevelopingtheConsensusPolicy, theydrew fromhighlightsof existingpolicies. TheMWCOGpolicy provides guidance and a template for member agencies toadopttheirownCompleteStreetspolicies.Arlington County, Virginia developed a Form-Based Code toimprovethequalityofdevelopmentalongColumbiaPike,anhistoricthoroughfare connecting Washington, D.C. to the Arlington/FairfaxCounty line. Form-Based Zoning is developed such that planningcontrolsareonbuilding form,withbroadparametersandÁexibility
BEST PRACTICES
APPENDIX A: POLICY CONTEXT | 109
onspeciÀcbuildinguse.Indoingso,thepublicspacecanbebettershaped to meet the community’s design principles and CompleteStreets objectives, and as a result the “life” of a building can beextended and repurposed over and over. Since implementation,therehavebeenseveralmixed-useredevelopmentprojects,includingboth improvements made by existing property owners and newdevelopments by new owners. TheCounty has also seen an uptickindevelopmentintheperipheryoftheColumbiaPikedistrictduetosupportintheareafortheform-basedcode.Thisuptickhasimprovedthelivelihoodofthestreetsandtheactivityalongthecorridor.TheCityofRedwoodCity,CAincludedCompleteStreetssectionandaseriesofsupportingpolicieswithinits2010GeneralPlan.Insteadofdifferentiatingdifferent roadways asarterialsorcollectorstreets,theCityoptedtodevelopanewsetofstreettypologiesbasedonthefunctionandpurposeofroadways,suchasatransitstreetorbicycleboulevard.Additionally,thepoliciesandimplementationprogramsintheCirculation Elementwere updated to supportComplete Streetsvalues.TheRedwoodCityCirculationElementalsoidentiÀesseveralimplementation actions regarding Complete Streets. These includehiringaCompleteStreetsCoordinator,implementingthenewstreetstandards, re-evaluating the existing Level of Service Policy anddevelopingandadoptingmulti-modalLOSstandards.TheCityofFortCollins,COhasbeenafrontrunnerinimplementingMulti-Modal Level of Service (MMLOS) standards. The City createdMMLOSstandardsforitsstreetsinthelate1990sandhascontinuedto reÀne them since then. The standards consider both routecharacteristicsandlandusecharacteristics–high-prioritylanduses,suchasschools,requirehigherpedestrianandbicycleLOS.MMLOSanalysisisrequiredintheCity’stransportationimpactstudyguidelinesforarterialimprovementsandallpublicandprivatedevelopmentin theCity,connectingCompleteStreetsgoalsdirectlytodevelopmentandinfrastructure.Several Minnesota cities have adopted Complete Streets policiesor legislation surrounding livable streets. Furthermore, the State ofMinnesota enacted a statewide Complete Streets policy, joining 13otherstateswithCompleteStreetslawsinplace.ThelegislationdeÀneslivablestreets,requiresMinnesotaDepartmentofTransportation(Mn/DOT)toimplementastatewideCompleteStreetspolicyonstate-aidstreets,establishesstakeholderconsultationproceedings,encourageslocalgovernmentstoadopttheirownpolicies,andensuresthatanylocalgovernmentseeking toimplementaCompleteStreetsprojectmay request a variance for this purpose. As part of the legislation,Mn/DOThastoreporteveryonetotwoyearsontheimplementationstatusoftheCompleteStreetspolicy,includingidentiÀcationofbarriersandchanges to thevariance process, developmentofperformanceindicators,andidentiÀcationofstatutoryrecommendations. TechnicalSupport
BrowardCounty,Florida,developedthe“CompleteStreetsGuidelines,”which provides design guidance for Broward County.2This processwas led by the Broward Regional Health Planning Council (BRHPC)aspartofanawardtohelpcreatehealthiercommunitiesinBrowardCounty. The County held several local outreach efforts, includingCompleteStreetsworkshopsthroughoutthecounty,charrettes,andsurveys,andhaveongoingoutreacheffortsbyemailandphone.Theresulting guidelines include an extensive chapter with prescriptivewaysforagenciestoreachouttopublic.The Maricopa Association of Governments (MAG) developedthe Complete Streets Guide in 2011 that provides its own designguidelines for member jurisdictions.3 The guide features a unique APPENDIX A: POLICY CONTEXT | 110
chapteronDesignTechniquesandSampleOutcomesthatidentiÀeshowprojectscanbedevelopedwithregardtotheexistinglandusecontext and character. Outcomes for different types of land usecontextsarealsoprovidedtohelpright-sizeprojects.AlthoughMAGdoesnotdeveloptheirowncompletestreets,theyhaveaprocessformemberjurisdictionstoapplytoMAGtoobtaindesignassistanceforcompletestreetsprojects.The Regional Transportation Commission of Southern Nevada(RTCSNV) developed the “Complete Streets Design Guidelines forLivableCommunities,”publishedinMarch 2013.4RTCSNV alsoheldComplete Streets workshop for member agencies to attend.5 The guidelines have a focus on public outreach, and provide sectionsfor each mode of transportation. This document provides designguidancefortheregion,whichincludesLasVegas,BoulderCity,andothercitiesinClarkCounty.RTCSNV acknowledged thatmostlocaljurisdictions’designguidelinesandpoliciesaregearedtowardmotorvehicletravel.ThedocumentfocusesonhowtoimplementCompleteStreets at alocallevel,by providing a template andmodelmanualthatcanbeadoptedtoreplaceexistingdesignmanuals.It focuseson designing streets for health, safety, livability, and sustainability,and provides policies for Southern Nevada that align with the tenelementsforCompleteStreets,notedearlier.Thedocumentprovidesbenchmarks and performance measures. The guidelines includetraveled way design, intersection design, pedestrian access andcrossings, bikeway design, transit accommodations, trafÀc calming,andstreetscapeecosystem.Thepublicationalsoincludesinformationonlanduseandtransportationintegration,livablestreetsinsuburbanenvironments,andcommunityengagement.TheAssociationofMontereyBayAreaGovernmentsdeveloped theCompleteStreetsGuidebookinAugust2013,whichalsofunctionsasa designguide.6Theguidebookprovidesguidanceonhowcommunitiescan meet requirements of the Complete Streets Act (AB 1358) byincorporating complete streets policies into their general plans. Itcontains a unique Complete Streets action plan for coordinatingintra-agencytasksandcontext-sensitiveCompleteStreetstypes.
ProjectDevelopment
TheWashoeCountyRegionalTransportationCommissionestablishedthe Pavement Preservation Program in 2004.7 This was conductedin conjunction with member agencies, such as the public worksdepartments of Reno, Sparks, and Washoe County. They alsopartnered with a local university to do in-depth studies of roadconversionprojectsinconjunctionwiththisproject.Thepurposeoftheprogramistomaintainroadsingoodconditionandminimizelongtermcosts, which can bedone by applying themost cost effectivetreatmentstotherightpavementsattherighttimes.RTCfundstacticalroadwaypreservationprogramswhilethelocalgovernmentsprovidepreservation services for non-regional roadways; they maintaindata on index ratings for each regional road to assist in projectselection.Theprogramstrategyreliesonpreventativeandcorrectivemaintenance methods to maintain roadways in good condition.Throughtheprogram,RTChasnarrowedtravellanes,addedbicyclelanes, and – in some cases – eliminated travel lanes. The desiredeffectsoftheprogramaretoslowtrafÀctodesignatedpostedspeed,reducevehicular collisions, and provided space for non-auto users.TheRTChasfoundthatcrashreductionshaverangedbetween25to45percent. Checklists
The Mid-Ohio Regional Planning Commission, which serves theColumbus, Ohio region, developed a Regional Complete Streetspolicy foritsmember agencies.One featureof thepolicyis thatit APPENDIX A: POLICY CONTEXT | 111
isaccompaniedbyachecklist,whichwasdevelopedtoassistprojectsponsorsindeÀninganddesigningtheirprojectsinadherencetothepolicy.8Thechecklistincludesexplainingexistingconditions,suchasroutineaccommodations,andhowaprojectwillimprovepedestrianand bicycle safety. The checklist is a combination of narrative and“checkoff”items,withtheapplicantprovidinginformationincludingwhether design guidance and interjurisdictional consultation hasbeencompleted.Thechecklistalsoprovidesinformationonhow toconductpublicoutreach.9The San Francisco Bay Area’s Metropolitan TransportationCommission (MTC) provides a checklist for livable streets projects.The checklist includes policies for routine accommodation, andprovides those applying for regional funding for transportationprojectstheopportunity toidentifytripgeneratorsneartheprojectsiteforattractingbicyclistsandpedestrians.Thechecklistalsoaskstheapplicanttosupplycollisioninformation,identifylocalplansandpolicies, and note whether there are additional alternative modeaccommodations.10 FundingandProjectSelection
The MTC OneBayArea grant program provides funding to localagenciestosupporttheregion’sSustainableCommunitiesStrategy.11Tobeeligibleforfunds,jurisdictionsneedtoaddresscompletestreetspoliciesbyeitheradoptingaCompleteStreetsresolutionorhavingaGeneralPlanthatiscompliantwiththeCaliforniaCompleteStreetsAct.Thisfundingrequirementisoneofthemoreaggressiveapproachestoencouragememberjurisdictionstodevelopandadoptpolicies.12The Nashville Area MPO and the Mid-American Regional Council(MARC)havesimilarmechanisms forproject selectionand funding.The Nashville AreaMPO adopted its 2035 Regional Transportation Planin2010.13Theguidingprinciples for theplaninclude:livability,prosperity, sustainability, and diversity with an emphasis on publichealthandequity.Thescoringsystemusedtoprioritizeprojectsinthe plan dedicates 50 percent of the available points to quality oflife,accessibility,health,andsafety.14Theplanhasalsoincorporatedregionalhealthimpactassessmentsontransportationaspartoftheprojectselectionprocessandcriteria.MARCis the regionalplanningorganization for thebi-stateKansasCity region. Like the Nashville area, MARC drew heavily on itsmemberagencies’comprehensiveandadoptedplansindevelopingproject selection criteria, and developed a focus on healthy livingand economic activity. Similar to the Nashville Area MPO, MARCdeveloped a 100-point scoring system to prioritize projects.15 The result of the prioritization process was to refocus 75 percent of itsÀnanciallyconstrainedprojects tosupporthigher-intensitylaneuseinregionalactivitycenters.Boulder,COallocatesmostofitsCapitalImprovementProgrambudgetfortransportationtowardsalternativetransportationmodes–63%ofinvestmentisallocatedforbicycleandpedestrianimprovements,and11%isallocatedfortransitimprovements.TheCityisaleaderamongcities dedicated to open government and transparency aroundcityexpenditures.SpeciÀcallyfortransportationfunding,theydevelopeda reporting approach based on direct input from stakeholdergroups including bicycle activists, the University of Colorado, andenvironmentalgroups,inadditiontoanadvisoryboardandcitystaff.The2008TransportationMasterPlanincludedthreefuturenetworks,basedoncurrentfundingavailability,theactionplan,andthevisionplanforthearea.The2008planincludedaplanforCompleteStreetsinvestmentsthattotaled$115.8million. APPENDIX A: POLICY CONTEXT | 112
InWashington,D.C.,theGreatStreetsInitiativeisamulti-agencyeffortbetweentheDeputyMayorforPlanning&EconomicDevelopment,theDepartmentofTransportation,andtheOfÀceofPlanning,andisstronglygearedtowardseconomicdevelopment.TheDistrictidentiÀednineunderdevelopedcorridorsfortheGreatStreetsInitiative,whichincludesimprovementssimilartoCompleteStreetsimprovements.Ineachcorridor,theDistrictisusingtaxincrementÀnancingtosupportgrantsforsmallbusinesses.Thegrantfundingwillprovidestorefrontimprovements and help to redevelop underutilized corridors intothrivingenvironments.The City of Austin, TX has been funding part of its Great StreetsInitiative through a public/private partnership. Their Great StreetsDevelopmentProgramincludesamechanismforÀnancialassistanceto private developers to implement streetscape standards that gobeyond the City’s minimum requirements, through reimbursement.The funding for the reimbursementprogramcomes from theGreatStreetsParkingMeterfund,whichsetsaside30%ofparkingrevenuescollected within the program’s boundaries to implement thesestandards. ReportingandMonitoring
TheSeattleDepartmentofTransportationprovidesaprogressreportofitsworkoveratwo-yearperiod,calledthe“TransportationActionAgenda.” Within this report, the agency identiÀes new projects,recent accomplishments, and project highlights. They also presenta summary of transportation work, such as the number of milesof new bicycle lanes, number of potholes Àlled, and bridge repairscompleted. They identify the projects that were funded using the“BridgingtheGap”levyrevenues,aprogramdesignedtoprovidethecapital necessary for ongoing operations and maintenance for thedepartment.Theentirereportiswrittenfortheaverageresident,with accessiblelanguage,concisetables,andadepthofinformationthatinformsuserswithoutoverburdeningthemwithdata.16TheCityofBillings,MontanapreparedaCompleteStreetsBenchmarkReportin2013 toaddressCompleteStreetsperformancemeasuresand benchmarking for the city. The report is designed attractivelywithinfographicsandchartstodisplayinformation,suchaschangesin pedestrian counts, the addition of bicycle lane miles, and majorroadway projects completed. One highlight of the Billings reportis that they provide charts illustrating year over year changes, andsummarizetheprojects’compliancewithCompleteStreets.17New York City maintains a website, sustainablestreets.info, whichmapssustainablestreetsprojectsinaninteractivemanner.Byvisitingthesite,userscanviewCompleteStreetsprojectsbyyearandtype,aswellasstreetscape andsafetyimprovements.18TheCityhas alsoprepared a summary document presenting accomplishments andbenchmarksforsustainablestreetsprojects.
Design Innovation
Charlotte, NC developed a new street classiÀcation system, as anoverlay to federal classiÀcations as part of its 2006 TransportationAction Plan (TAP). This work was predominantly developed by theCharlotte Department of Transportation (CDOT) as a change in itsapproach tostreets,tocreateastreetnetworkdesigned forpeopleusing various modes of transportation. The Urban Street DesignGuidelines (USDG), anoutcomeof theTAP,wasdeveloped throughstakeholderoutreachwithcitystafftakingprimaryownershipoftheproject.CDOTclassiÀedanetworkofstreetsintheurbancoreunderÀvetypologies:mainstreets,avenues,boulevard,parkways,andlocalstreets.Thenewstreettypesfallalongacontinuum,withsomebeingmore oriented towards pedestrians and others to vehicles. Sample APPENDIX A: POLICY CONTEXT | 113
cross-sections foreachtypeareillustratedin thedesignguidelines.Rather than showing right-of-waywidthsor standarddrawings, thecross-sectionsdisplaydifferentpublicrealms:pedestrianzones,greenzones,motoristzonesandthelike.New York City has adopted an innovative program with the City’sPlaza Program, which converts underutilized rights-of-way intothriving public space. This includes expanding a median refugeislandtoaccommodatestreetfurnitureorapocketpark,reducingalaneoftrafÀc,orremovingacut-throughturnlanetodevelopmorepublic space. The Plaza Program seeks to develop open space forallresidentswithina10-minutewalkingradius.Priorityareasincludeneighborhoodslackingopen space and lowerincome areas. Plazasaredevelopedthroughpublic-privatepartnershipsbetweentheCity’sDepartment of Transportation and local non-proÀt organizations,Business Improvement Districts, or community redevelopmentorganizations.TheDOTusesdesigners tocreate theplazaconcept,which is then discussed at community outreachmeetings.Inmanycases, the initial plaza is temporary, consisting of paint on thepavement,bollards,andstreetfurniture.TheuseoftheplazaandtheeffectsontrafÀcarethenmonitored,withnewtrafÀcandpedestriancounts collected, to determine whether it should be consideredfor permanent installation. This is an example of a public-privatepartnershipthatisrelativelyquickandinexpensivetoimplement,butimprovesthespaceforallmodesoftransportationusers. MaintenanceandOperations
Beginningin2006,Seattle,WAhasbeenleveraginga$365million,nine-year, transportation levy (Bridging the Gap) to implementCompleteStreets.Thetaxlevywasapproved toreducethebacklogof transportation projects.With the program, all CIP projects havetoundergoCompleteStreetsreviewincludingreviewbybicycleand pedestrianprogramstaff,toseeifthereisright-of-wayavailablefornon-motorized transportation improvements. With this program inplace,planningforprojectsbeginsnineyearsbeforeimplementation,whichallowsSDOTstafftoprioritizetheprojectsbeingplannedandallowingadjacentprojectstobegroupedtogethertodecreasecostandincreaseefÀciency.In the2010annualreport,theCityincludedaccomplishments such as installing pedestrian countdown signals,buildingnewsidewalkblockfaces,remarkingcrosswalks,stripingandrestriping bicycle lanes and sharrows, and building and improvingbicycletrails.Denver, CO has a comprehensive approach to Livable Streets thatconsidersinputfromallCitydepartmentsinroadwaychanges.Denver’seffortestablishedaframeworktoincludedepartmentheadsfromtheOfÀceofEconomicDevelopment,ParksandRecreation,PublicWorks,Development Services, and Community Planning & Development.Theprojectalsoconsideredthemultipleinterestsanddepartmentalresponsibilities for the various elements of the street, with specialfocusonthemaintenanceandoperationsprocessresponsibilitiesandneeds.TheCityestablishedanewprocesstoincludereviewbystaffin the PublicWorks Planning group for all repaving and restripingprojects.Thiscoordinated interdepartmental approach ensures thatan opportunity for a multi-modal facility is not overlooked duringroadway reconstruction.Inaddition, theLivableStreetsprocesshasresultedinacomprehensiveCompleteStreetspolicy.InSanFrancisco,CA,theBetterStreetsPlanprovidesdesignguidanceand outlines both challenges and solutions. Beyond standardcomponents of a complete streets document, the City provides anorganization matrix of what department is responsible for a givenelement of the complete streets work and the design process. IntheirBetterStreetsPlan,theCityaddressesthechallengetoefÀcient APPENDIX A: POLICY CONTEXT | 114
design, including Ànancing and shared responsibilities for a singlestreetscape project across severaldepartments. The Plan addresseshow tocoordinatesecuring full funding foraproject andidentiÀesa framework and process for implementing complete streets. Byexplicitlystatingtheresponsibilitiesofeachdepartmentintheprocess,whilealsocoordinatingtheimplementation,thePlanprovidesamorestreamlinedandefÀcientmeans todevelopandmaintaincompletestreets.
END NOTES1. Metropolitan Washington Council of Governments (2012). “Complete Streets Policy for the National Capital Region.” Available at: http://www.mwcog.org/uploads/committee-documents/mV1dXl9e20120510092939.pdf2. Broward County. Broward Complete Streets Guidelines. Available at: http://dl.dropboxusercontent.com/u/29194392/Broward%20Complete%20Streets%20Guidelines%20-%20Complete.pdf3. Maricopa Association of Governments (2011). “Complete Streets Guide.” Available at: http://www.azmag.gov/Documents/BaP_2011-01-25_MAG-Complete-Streets-Guide-December-2010.pdf4. Regional Transportation Commission of Southern Nevada. “Complete Streets Design Guidelines for Livable Communities.” March 2013. Available at: http://www.rtcsnv.com/wp-content/uploads/2013/03/Complete-Streets-Design-Guidelines-for-Livable-Communities.pdf5. Conversation with Stefanie Seskin, NCSC, 12/12/136. Association of Monterey Bay Area Governments (2013). “Complete Streets Guidebook.” Available at:http://sccrtc.org/wp-content/uploads/2013/08/Ànal-2013-complete-streets-guidebook.pdf7. Washoe County Regional Transportation Commission. “Regional Preventative Maintenance Program.” April 2004. Available at: http://www.rtcwashoe.com/shfunding/documents/Reg%20Prev%20Maint%20Manual%20April%202004.pdf8. Mid-Ohio Regional Planning Commission. “Complete Streets Checklist for Project Sponsors.” Available at: http://www.smartgrowthamerica.org/documents/cs/impl/oh-morpc-checklist.pdf.9. ibid.10. Metropolitan Transportation Commission. Routine Accommodation Checklist. http://www.mtc.ca.gov/planning/bicyclespedestrians/Routine_Accommodation_checklist_FINAL.pdf11. Metropolitan Transportation Commission. OneBayArea Program Information. Available at: http://www.mtc.ca.gov/funding/onebayarea/12. Metropolitan Transportation Commission. “Resolution No. 4035, Revised.” OneBayArea Grant Programming Policies, Page 11. Available at: http://www.mtc.ca.gov/funding/onebayarea/RES4035_approved.pdf13. Nashville MPO. 2035 Regional Plan. Available at: http://www.nashvillempo.org/plans_programs/rtp/2035_rtp.aspx14. Federal Highway Administration. “Kansas City, MO-KS and Nashville, NT – Incorporating Livability into the Metropolitan Planning Organization Project Prioritization Process” FHWA’s Livable Communities Case Study Series. Available at: http://www.fhwa.dot.gov/livability/case_studies/kansas/kansascitynashville.pdf15. Mid-American Regional Council (2010). “Appendix C: Project Solicitation & Evaluation.” Transportation Outlook 2040. Available at: http://www.to2040.org/assets/plan/AppendixC_ProjectSolicitationEvaluation.pdf.16. Seattle Department of Transportation (2013). Action Agenda: 2013 Progress Report. Available at: http://www.seattle.gov/transportation/docs/SDOTActionAgendatProgRep_2013-01.pdf.17. City of Billings (2013). Complete Streets Benchmark Report. Available at: http://www.healthybydesignyellowstone.org/wp-content/uploads/REPORT_BillingsCSBenchmarkRprt_2013.08.08_FINAL.pdf18. City of New York (2013). Sustainable Streets: 2013 and Beyond. Available at: www.sustainablestreets.info.
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ITEM 3
CITY OF HUNTINGTON PARK
Human Resources Department
City Council Agenda Report
December 16, 2024
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
CONSIDERATION AND APPROVAL OF A RESOLUTION APPROVING NEW
SALARY RANGE FOR THE EXISTING POSITION OF RISK MANAGER AND
APPROVING REVISED CLASS SPECIFICATIONS FOR THE POSITIONS OF POLICE
OFFICER TRAINEE, POLICE CORPORAL, AND POLICE SERGEANT
IT IS RECOMMENDED THAT THE CITY COUNCIL:
1. Adopt a Resolution of the City Council of the City of Huntington Park Approving New Salary Range for Existing Position of Risk Manager and Revised Class Specifications for the Positions of Police Officer Trainer, Police Corporal, and Police Sergeant.
BACKGROUND
Based upon the current needs of the City and the adopted budget for Fiscal Year 2024- 2025, a review of salaries for all City positions determined that a Salary Range was never established for the position of Risk Manager/Records Manager, which was approved by the City Council October 7, 1996. As such, a Salary Range has been established. A copy of the Class Specification for the Risk Manager/Records Manager is attached to Resolution No. 2024-XX as Exhibit A.
Additionally, to assist the Police Department in recruiting various positions, the Class Specifications for the Police Officer Trainee, Police Corporal, and Police Sergeant positions were revised and presented to the Civil Service Commission for review on December 11, 2024. Each of these revised Class Specifications were unanimously approved by the Civil Service Commission and copies are attached to Resolution No. 2024-XX as Exhibits B, C and D.
CONSIDERATION AND APPROVAL OF A RESOLUTION APPROVING NEW
SALARY RANGE FOR THE EXISTING POSITION OF RISK MANAGER AND
APPROVING REVISED CLASS SPECIFICATIONS FOR THE POSITIONS OF POLICE
OFFICER TRAINEE, POLICE CORPORAL, AND POLICE SERGEANT
December 16, 2024
FISCAL IMPACT/FINANCING
The salary range for the Risk Manager/Records Manager position is $8,363 to $10,266 per month (Salary Grid Number 299). The salary and benefits for this position are included in the Fiscal Year 2024-2025 Human Resources Department Operating Budget.
CONCLUSION
Upon adoption of this resolution, the new Salary Range will be applied to the Risk Manager/Records Manager position.
Additionally, the three (3) revised Class Specifications will be used for future recruitments by the Police Department.
Respectfully submitted,
RICARDO REYES
City Manager
BRYCE M. TYLER
Human Resources Department
ATTACHMENT(S)
A. Resolution approving New Class Specifications for the Positions of Purchasing Agent and Human Resources Manager.
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ATTACHMENT “A”
RESOLUTION NO. 2024-XX
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF HUNTINGTON PARK, CALIFORNIA,
APPROVING NEW SALARY RANGE FOR THE
EXISTING POSITION OF RISK MANAGER AND
APPROVING REVISED CLASS SPECIFICATIONS
FOR THE POSITIONS OF POLICE OFFICER
TRAINEE, POLICE CORPORAL, AND POLICE
SERGEANT
WHEREAS, the City of Huntington Park has established a salary range for an existing job classification to meet the needs of the City as detailed in Exhibit A; and WHEREAS, three (3) classification specifications have been revised for existing job classifications as detailed in Exhibits B, C, and D.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF HUNTINGTON PARK DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The City Council of the City of Huntington Park hereby adopts and approves the salary range and revised class specifications for:
• The position of Risk Manager/Records Manager, a copy of which is attached hereto as Exhibit A, with a salary range of $8,363 to $10,266 per month and Salary Grid Number 299 (Exhibit A).
• The revised Classification Specifications for positions of Police Officer Trainee, Police Corporal, and Police Sergeant (Exhibits B, C, and D).
SECTION 2. The City Clerk shall certify the adoption of this Resolution.
PASSED, APPROVED AND ADOPTED this 16th day of December 2024.
Karina Macias,
Mayor
ATTEST:
______
Eduardo Sarmiento,
City Clerk
EXHIBIT
A
CITY OF HUNTINGTON PARK
Class Specification
RISK MANAGER/RECORDS MANAGER
Service: Exempt Approved by Commission: 09/17/96
Approved by Council: 10/7/96
Resolution Number: 96-68
DEFINITION:
Under administrative direction, to administer, organize, coordinate, and implement theCity’s LiabilityRisk Management program and Records Management program; administers the loss control program and the City’s safety committee; litigation management, employee safety management program, and property program; assures full and ready access to the records and directs the City’s microfilm program; performs related duties as required.
EXAMPLE OF DUTIES:
Receive, process, coordinate and administer claims, lawsuits, and subpoenas served upon the City with the City Council, Third Party Administrator and City Attorney; represents the City in various organizations; makes recommendations regarding claims settlement and the advisability of pursuing litigation on unsettled claims; supervises, trains and evaluates assigned personnel; assists in the development of the Risk Management budget; acts as chairperson for the City’s Safety Committee; license and insures all City vehicles and equipment; issues billing for City property damage and represents City in Small Claims Court; supervises the Records Management of records for all departments of the City to meet all governmental requirements; assists the public and staff by providing information and research assistance; and performs other related duties as assigned.
MINIMUM QUALIFICATIONS:
Education
and Experience: Any combination of education and experience equivalent to a Bachelor’s degree with at least three (3) years increasingly responsible experience in risk management, loss prevention, municipal insurance administration, and administrative experience. Certified Municipal Clerk highly desirable.
Knowledge, Skills,
and Abilities: Knowledge of the principles and methods of public administration; knowledge of the organization, functions, and problems of municipal government; knowledge of the principles and methods loss control and self-insurance programs; claims administration and adjustment methods and; records management and file systems, manual and computerized; applicable federal, state, and municipal laws and procedures; political reform requirements; ability to analyze difficult administrative problems and to develop and present sound conclusions and recommendations; ability to speak and write effectively; ability to establish and maintain effective working relationship with others; ability to prepare written reports.
License: A valid California driver’s license is required.
EXHIBIT
B
1 Civil Service Status: Exempt
Probationary Period: At-Will
POLICE OFFICER TRAINEE
Bargaining Unit: Non-RepresentedEmployees
Approved by City Council: TBD
Classification Series: Police/Non-Sworn
FLSA Status: Non-Exempt
Resolution No.: TBD
Class specifications are intended to present a descriptive list of the range of duties performed by employees in this class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under immediate supervision this entry level non-sworn, non-peace officer, uniformed position participates in pre-academy, police officer training academy certified by the California Commission on Peace Officers Standards and Training (P.O.S.T.) and receives training required to become a police officer; to participate in police departmental training activities; and to do related work as required.
EXAMPLE OF DUTIES
The following duties are typical for this classification. Incumbents may not perform all the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.
• The Police Officer Trainee is a non-sworn non-safety employee who attends a P.O.S.T. certified police academy to develop knowledge and skill to become a Police Officer with the City of Huntington Park.
• Upon successful completion of all training, Police Officer Trainees will be eligible for consideration for appointment to a sworn Police Officer position. • Police Officer Trainees who do not successfully complete all the training will be automatically terminated from employment with the City without the right of appeal of the termination. • Assumes responsibility for ensuring the duties of the position, that they are performed in a safe, and efficient manner.
• Performs related duties as assigned or as the situation requires.
MINIMUM QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time to successfully perform the assigned duties.
Knowledge of
• Good customer service practices.
Skills
• Possess skills to word process general correspondence, spread sheets, and reports using a personal computer and software application.
Ability to
• Complete all training requirements to be eligible for consideration for appointment to a sworn Police Officer position.
Education and Experience Guidelines – Any combination of equivalent education, training and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
2 Civil Service Status: Exempt
Probationary Period: At-Will
POLICE OFFICER TRAINEE
Bargaining Unit: Non-RepresentedEmployees
Approved by City Council: TBD
Classification Series: Police/Non-Sworn
FLSA Status: Non-Exempt
Resolution No.: TBD
Education/Training
• Graduation from high school or attainment of GED (General Education Degree) or CHSPE (California High School Proficiency Examination)
• Graduation from a POST approved California Law Enforcement Training Academy Age
• Must be 21 years of age at time of hire (sworn police positions only); Citizenship
• Must be a United States citizen or a permanent resident alien who has applied for citizenship at least one (1) year before employment application.
License or Certificate
• A valid California Class C Driver’s License and a satisfactory driving record.
Special Requirements
• Failure to successfully complete the Police Academy, background check, medical, polygraph, psychological examinations and drug screening will result in termination of employment with the City of Huntington Park.
• Requires wearing uniforms.
Physical Requirements
• Must meet approved physical and pre-placement medical standards for the position. • Must have no less than 20-70 uncorrected vision or 20-20 corrected vision and normal color vision and depth perception.
• Must have normal hearing.
• A test of physical strength and agility may be required.
Bilingual Pay
• Employees who qualify and are certified to speak Spanish may be eligible to receive bilingual pay.
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
EXHIBIT
C
1 POLICE CORPORAL
Civil Service Status: Competitive
Probationary Period: Promotional/ Six (6) months
Classification Series: Police - Sworn
FLSA Status: Non-Exempt
Bargaining Unit: Police Officers’ Association
Approved by City Council: TBD
Resolution No.: TBD
Class specifications are intended to present a descriptive list of the range of duties performed by employees in this class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under direction and supervision of the Police Sergeant or the Police Management, this Senior Police Officer position patrols an assigned beat area in the maintenance of order, enforcement of laws and ordinances, prevention of crime, and the protection of life and property; conducts criminal, traffic accident, and other investigations or other related work as required
EXAMPLE OF DUTIES
The following duties are typical for this classification. Incumbents may not perform all the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.
• Perform same or similar duties as required to be performed by a Police Officer. • In the absence of the sergeant or as directed, acts as supervisor and lead officer to subordinate police personnel.
• Police Corporal may be assigned to patrol duties, investigations, field training officer, motorcycle patrol, traffic officer, desk officer, radio communications dispatch duties, jail, records, property evidence, air support, special enforcement response team, crisis negotiations team, bike team, administration, and other related duties as required. • Uses sound judgment when making decisions and provides support to subordinates and superiors as required.
• Strives to keep abreast of new strategies, tactics, procedures, programs and technologies in law enforcement.
• Disseminates information in an instructor mode to subordinates when necessary or when directed.
• Ensures proper safety practices are followed by subordinates. • Is responsible for assisting in auditing both the activities of subordinate personnel and the condition of their issued supplies and equipment.
• Participates as a field training officer and acts as a mentor to newly hired employees. • Identifies problems which may meet the criteria of opening a problem-oriented policing project in a specific location in the City and facilitates successful closure. • Directs traffic, administers first aid and CPR.
• Assists the public and takes appropriate action when responding to calls for service. • Assumes responsibility for ensuring the duties of the position that they are performed in a safe, and efficient manner.
• Performs related duties as assigned or as the situation requires.
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
2 POLICE CORPORAL
Civil Service Status: Competitive
Probationary Period: Promotional/ Six (6) months
Classification Series: Police - Sworn
FLSA Status: Non-Exempt
MINIMUM QUALIFICATIONS
Bargaining Unit: Police Officers’ Association
Approved by City Council: TBD
Resolution No.: TBD
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time to successfully perform the assigned duties.
Knowledge of
• Good customer service practices
Skills
• Possess skills to word process general correspondence, spread sheets, and reports using a personal computer and software application.
• Meet the minimum Police Department standards for firearm proficiency.
Ability to:
• Read, understand, and explain technical material consisting of laws, regulations, and departmental policies concerning the protection of life and property and the maintenance of law and order.
• Analyze situations and adopt effective courses of action, giving due regard to surrounding hazards and circumstances.
• Understand oral and written directions.
• Prepare accurate and factual reports in a clear, legible, and precise manner. • Maintain cooperative relationships with fellow employees and the public. • Physical endurance and agility.
• A willingness to remain available for calls and report for duty in any emergency and to work under close supervision.
• Understand and interpret provisions of the municipal code, MOU’s Administrative Policies and Departmental Rules and other City Policies related to job duties. • Review and evaluate employees’ job performance.
• Effectively supervise subordinates and provide leadership. • Foster a teamwork environment.
• Plan, organize and prioritize progress.
• Lead, coach, instruct and motivate employees.
• Provide work instructions.
• Willingness to initiate, recommend and carry out personnel actions as required. • Organize, assign, schedule and delegate workload among employees. • Speak before groups of people.
• Effectively manage workplace diversity issues in a diverse organization. • Work necessary hours and times to accomplish goals, objectives and required tasks. • Effectively communicate both orally and in writing.
• Deal with all levels of employees and the public.
• Initiate and accomplish work in a timely manner.
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
3 POLICE CORPORAL
Civil Service Status: Competitive
Probationary Period: Promotional/ Six (6) months
Classification Series: Police - Sworn
FLSA Status: Non-Exempt
(Continued)
Bargaining Unit: Police Officers’ Association
Approved by City Council: TBD
Resolution No.: TBD
• Assume responsibility for providing effective customer service. • Effectively handle stressful situations.
• Work overtime as requested.
• Handle confidential information with discretion.
• Assume responsibility for maintaining a safe working environment. • Establish smooth working relationships and resolve interpersonal conflicts. • Develop necessary skills from on -t h e -j o b training and meet the standards of performance or higher for the classification.
Education and Experience Guidelines – Any combination of equivalent education, training and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Training:
• Graduation from high school or attainment of GED (General Education Degree) or CHSPE (California High School Proficiency Examination) A P.O.S.T. Intermediate Certificate or thirty (30) accredited college semester units; or fifteen (15) accredited semester units plus experience equivalent to thirty (30) units (one (1) full year of service is equivalent to three (3) units) Experience:
• A total of four (4) years experience as a sworn California police officer of which at least two years as a Huntington Park Police Officer, just prior to testing.
License or Certificate:
• A valid California Class C Driver’s License and a satisfactory driving record.
Special Requirements:
• Requires wearing uniforms.
Physical Requirements:
• Must meet approved physical and pre-placement medical standards for the position.
Bilingual Pay:
• Employees who qualify and are certified to speak Spanish may be eligible to receive bilingual pay.
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
EXHIBIT
D
1 Civil Service Status Competitive
POLICE SERGEANT
Bargaining Unit: Police Officers’ Association
Probationary Period Promo–6mos/Competitive–12mos
Classification Series: Police-Sworn
FLSA Status: Non-Exempt
Approved by City Council: TBD
Resolution No.: TBD
Class specifications are intended to present a descriptive list of the range of duties performed by employees in this class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under the direct supervision of the Police Management, this supervising position participates in various types and combinations of law enforcement activities, including patrol, preliminary investigations, traffic, and technical services, and performs other related work as required.
EXAMPLE OF DUTIES
The following duties are typical for this classification. Incumbents may not perform all the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices. • Performs same or similar duties as required to be performed by a Senior Police Officer. • Supervises police officers, senior police officers, and civilian employees in a variety of assignments. • Ensures police activities and investigations are conducted in conformance with department rules and regulations. • Assigns and deploys police employees according to the needs of the community based on direction from staff and analysis of workload requirements.
• Uses sound judgment and makes best use of subordinates and employee skills when assigning duties. • Reviews the quality and efficiency of work completed by subordinates while commensurately providing compliance checks on the work performed.
• Offers clear expectations to subordinates verbally and in writing to establish a baseline for communication of department standards.
• Keeps subordinates and superiors adequately informed of matters which affect their work, behavior, and morale. • Maintains control over equipment, supplies, and materials utilized in the workplace. Identifies methods of streamlining or improving operational methods and tactics and makes proposals for change. • Completes and maintains thorough and accurate records and prepares reports as necessary. • Strives to keep abreast of new strategies, tactics, procedures, programs and technologies in law enforcement. • Disseminates information in an instructor mode to subordinates on a regular basis and ensures proper safety practices are followed.
• Accepts, investigates and evaluates complaints of police misconduct generated from the public or within the department.
• Assumes responsibilities for ensuring the duties of the position are performed in a safe, efficient manner. • Performs other related duties as assigned or as situation dictates.
MINIMUM QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time to successfully perform the assigned duties.
Knowledge of
• A thorough knowledge of the organization, operation, rules and regulations of the Police Department. • Principles of police science and administration, including patrol and crime prevention. • Criminal investigation, the rules of evidence and laws of arrest, court procedures. • Firearms, ammunition and special equipment normally used in law enforcement activities are required.
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
2 Civil Service Status Competitive
POLICE SERGEANT
Bargaining Unit: Police Officers’ Association
Probationary Period Promo–6mos/Competitive–12mos
Classification Series: Police-Sworn
FLSA Status: Non-Exempt
Skills
Approved by City Council: TBD
Resolution No.: TBD
• Skill in applying common sense and logic in decision making. • Possess skills to word process general correspondence, spreadsheets and reports using a personal computer and word processing software application.
• Meet the minimum Police Department standards for firearm proficiency.
Ability to
• Analyze the situation and adopt quick, effective and reasonable courses of action. • Train, instruct and advise subordinate employees in any phases of law enforcement and police procedures. • Assemble, analyze and evaluate facts and evidence and draw sound conclusions. • Obtain valid information by interrogation.
• Write clear, precise, legible and accurate reports.
• Handle confidential information with discretion.
• Communicate effectively orally and in writing.
• Effectively handle stressful situations.
• Assume responsibility to maintain a safe working environment. • Establish smooth working relationships and resolve interpersonal conflicts. • Work overtime as requested.
• Understand and interpret provisions of the municipal code, MOU’s, Administrative Policies and Departmental Rules and other City Policies related to their respective job duties. • Review and evaluate employee’s job performance.
• Effectively supervise subordinates.
• Foster a teamwork environment.
• Plan, organize and prioritize progress.
• Lead, coach, instruct and motivate employees.
• Provide leadership.
• Provide work instructions.
• Willingness to initiate, recommend and carry out personnel actions as required. • Organize, assign, schedule and delegate workload among employees • Speak before groups of people.
• Effectively manage workplace diversity issues in a diverse organization. • Work necessary hours and times to accomplish goals, objectives and required tasks. • Effectively communicate both orally and in writing.
• Deal with all levels of employees and the public.
• Initiate and accomplish work in a timely manner.
• Assume responsibility for providing effective customer service. • Develop necessary skills from on-t h e -j o b training and meet the standards of performance or higher for the classification by the end of the probationary period.
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
3 Civil Service Status Competitive
POLICE SERGEANT
Bargaining Unit: Police Officers’ Association
Probationary Period Promo–6mos/Competitive–12mos
Classification Series: Police-Sworn
FLSA Status: Non-Exempt
Approved by City Council: TBD
Resolution No.: TBD
Education and Experience Guidelines – Any combination of equivalent education, training and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Training
• Graduation from high school or attainment of GED (General Education Degree) or CHSPE (California High School Proficiency Examination);
• P.O.S.T. Intermediate Certificate and thirty (30) accredited college/university semester units; or • Fifteen (15) accredited college/university semester units plus experience equivalent to 30 college/university units (one full year of service is equivalent to three units) and, Experience
One of the following options must be possessed by the candidate/incumbent:
• Option #1 – A total of four (4) years experience as a Huntington Park Police Officer, of which two (2) years were served as a Huntington Park Police Corporal.
• Option #2 – A total of eight (8) years experience as a full-time police officer.
License
• A valid California Class C Driver’s License and a satisfactory driving record.
Special Requirements
• Requires wearing uniforms.
Physical Requirements
• Must meet approved pre-placement, physical and medical standards for this position.
Bilingual Pay
• Employees who qualify and are certified to speak Spanish may be eligible to receive bilingual pay.
CITY OF HUNTINGTON PARK
CLASS SPECIFICATION
ITEM 4
CITY OF HUNTINGTON PARK
Human Resources Department
City Council Agenda Report
December 16, 2024
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
CONSIDERATION AND APPROVAL OF A RESOLUTION ADOPTING A NEW
MEMORANDUM OF UNDERSTANDING (MOU) WITH THE HUNTINGTON PARK
POLICE OFFICERS ASSOCIATION (POA)
IT IS RECOMMENDED THAT THE CITY COUNCIL:
1. Approve the New Memorandum of Understanding (MOU) for the period July 1, 2024, through June 30, 2029, with the Huntington Park Police Officers Association (POA); and
2. Adopt Resolution No. 2024-XX approving and adopting a New Memorandum of Understanding (MOU) with the Huntington Park Police Officers Association; and
3. Approve additional budget appropriation to offset the balance needed for Fiscal Year (FY) 2024-2025 payroll expenditures.
BACKGROUND
The City Council authorized the City Manager to open negotiations on a new Memorandum of Understanding (MOU) with the Police Officers Association (POA) as the previous MOU expired June 30, 2024. On November 13, 2024, the City’s negotiating team and the POA’s negotiating team reached a tentative agreement on the proposed changes within the new MOU.
If approved by the City Council, the proposed MOU would be in effect from July 1, 2024, through June 30, 2029. Upon adoption, provisions outlined would be implemented and changes enumerated in the MOU relating to wages, hours, benefits and other terms and conditions of employment for unit employees represented by the Police Officers Association would be enacted.
CONSIDERATION AND APPROVAL OF A RESOLUTION ADOPTING A NEW
MEMORANDUM OF UNDERSTANDING (MOU) WITH THE HUNTINGTON PARK
POLICE OFFICERS ASSOCIATION (POA)
December 16, 2024
The City Manager and POA believe this MOU is fair to the much appreciated and valued employees that serve the City’s residents while being mindful of the City’s current budget realities.
FISCAL IMPACT/FINANCING
The new MOU calls for a 10% base salary increase effective July 1, 2024 (including retroactive pay), a 3% base salary increase effective July 1, 2025, and July 1, 2026, and a 4% base salary increase effective July 1, 2027, and July 1, 2028. The MOU also adds additional allowances for uniforms and an increase in Longevity Pay for POA members who hold the job classification of Police Officer. Lastly, the MOU also calls for other nonmonetary language clean-ups to address inconsistencies.
Approving and adopting this new MOU with the Huntington Park Police Officers Association will require an additional budget appropriation to cover the expenditures related to the payroll increases and related benefit increases for FY 24-25.
CONCLUSION
Upon approval by City Council, a fully executed Resolution and MOU will be forwarded to the Police Officers Association and the Finance Department will appropriate an additional amount within the City’s FY 24-25 Budget to cover the payroll increases.
Respectfully submitted,
RICARDO REYES
City Manager
BRYCE M. TYLER
Human Resources Department
CONSIDERATION AND APPROVAL OF A RESOLUTION ADOPTING A NEW
MEMORANDUM OF UNDERSTANDING (MOU) WITH THE HUNTINGTON PARK
POLICE OFFICERS ASSOCIATION (POA)
December 16, 2024
ATTACHMENT(S)
A. Resolution No. 2024-XX, Approving and Adopting a New Memorandum of Understanding with the Huntington Park Police Officers’ Association B. DRAFT Memorandum of Understanding (MOU) with the Huntington Park Police Officers Association (POA).
ATTACHMENT
A
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RESOLUTION NO. 2024-XX
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF HUNTINGTON PARK, CALIFORNIA,
APPROVING AND ADOPTING A NEW
MEMORANDUM OF UNDERSTANDING WITH THE
HUNTINGTON PARK POLICE OFFICERS
ASSOCIATION
WHEREAS, the Huntington Park Police Officers Association (HPPOA) representatives and City representatives have met and conferred, and tentatively agreed to a New Memorandum of Understanding; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF HUNTINGTON PARK DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The New Memorandum of Understanding, a copy of which is attached hereto as Attachment A and made part hereof, is hereby approved for the period July 1, 2024, through June 30, 2029.
SECTION 2. The City Council hereby authorizes the City Manager to execute the New Memorandum of Understanding on behalf of the City of Huntington Park.
SECTION 3. The City Manager and Director of Finance are hereby authorized to adjust the budget and the records of employees necessary to pay the salaries and costs related to the terms of the approved New Memorandum of Understanding.
SECTION 4. This resolution shall take effect immediately upon its adoption SECTION 5. The City Clerk shall certify the adoption of this Resolution.
PASSED, APPROVED AND ADOPTED this 16th day of December 2024.
Karina Macias,
Mayor
ATTEST:
______
Eduardo Sarmiento,
City Clerk
ATTACHMENT
B
1 HPPOA _______
CITY _________
MEMORANDUM OF UNDERSTANDING
BETWEEN
CITY OF HUNTINGTON PARK,
CALIFORNIA
AND
THE HUNTINGTON PARK POLICE
OFFICERS ASSOCIATION (HPPOA)
FINAL DRAFT
TABLE OF CONTENTS
2 Table of Contents
ARTICLE ONE: ..........................................................................................................................17 EMPLOYEE AND EMPLOYER RIGHTS ..............................................................................17 I. PARTIES TO THE MEMORANDUM OF UNDERSTANDING.....................................17 II. RECOGNITION FULL-TIME GENERAL CLASSIFIED EMPLOYEES.....................17 III. BARGAINING UNIT CHANGES .......................................................................................17 IV. NONDISCRIMINATION .....................................................................................................17 A. POLICY............................................................................................................................17 B. ASSOCIATION AGREES NOT TO DISCRIMINATE ..............................................18 V. DUES/INSURANCE CHECK-OFF.....................................................................................18 VI. INDEMNIFICATION ...........................................................................................................18 VII. USE OF CITY FACILITIES ...............................................................................................18 VIII. USE OF BULLETIN BOARDS......................................................................................18 IX. RIGHTS..................................................................................................................................19 A. EMPLOYEE RIGHTS ....................................................................................................19 B. MANAGEMENT RIGHTS AND RESPONSIBILITIES ............................................19 C. IMPACT ON MANAGEMENT RIGHTS.....................................................................21 X. PAID TIME OFF FOR HPPOA REPRESENTATIVES...................................................21 A. RELEASE TIME.............................................................................................................21 B. LIMITATIONS................................................................................................................21 ARTICLE TWO:.........................................................................................................................21 SALARIES AND COMPENSATION........................................................................................21 I. SALARIES..............................................................................................................................22 A. SALARY ADJUSTMENTS - July 2014.........................................................................22
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B. SALARY ADJUSTMENTS - July 2025.........................................................................22 C. SALARY ADJUSTMENTS - July 2026.........................................................................22 D. SALARY ADJUSTMENTS - July 2027.........................................................................22 E. SALARY ADJUSTMENTS - July 2028.........................................................................22 II. CITY'S RIGHT TO INCREASE SALARIES - RECLASSIFICATION STUDY ..........22 III. FIVE STEP SALARY SCHEDULE.....................................................................................22 IV. STEP INCREASES - BASED ON MERIT .........................................................................23 A. NOT AUTOMATIC.........................................................................................................23 B. BASED ON MERIT.........................................................................................................23 V. POLICE TRAINEE CLASSIFICATION - SALARY RANGE ........................................23 A. NON-CIVIL SERVICE STATUS ..................................................................................23 B. SALARY RANGE............................................................................................................23 C. TIME IN CLASS..............................................................................................................24 D. TIME SERVED TOWARDS PROBATIONARY PERIOD........................................24 E. POLICE OFFICER — 12 MONTH PROBATIONARY PERIOD ............................24 VI. PROBATIONARY PERIOD................................................................................................24 A. LENGTH OF PROBATIONARY PERIOD .................................................................24 B. "AT WILL" STATUS .....................................................................................................24 C. PROMOTIONS................................................................................................................25 VII. ADJUSTMENT TO SALARY RANGE OR CLASSIFICATION...................................25 A. REDUCTION OF UNIT SALARY RANGE.................................................................25 B. INCREASE OF SALARY RANGE OR CLASSIFICATION.....................................25 C. TRANSFER OR DEMOTION TO CLASSIFICATION WITH LOWER
SALARY RANGE............................................................................................................25
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D. TRANSFER OR PROMOTION TO CLASSIFICATION WITH HIGHER
SALARY RANGE............................................................................................................25 VIII. ANNIVERSARY DATE..................................................................................................25 A. DATE OF INITIAL HIRE..............................................................................................26 B. LIMITATIONS................................................................................................................26 IX. EQUIVALENT BIWEEKLY, MONTHLY AND ANNUAL RATE ................................26 A. FREQUENCY OF PAYCHECK ISSUANCE ..............................................................26 B. PAYROLL WITHHOLDING CHANGES ...................................................................26 X. VOLUNTARY 457 DEFERRED COMPENSATION PLAN............................................26 A. VOLUNTARY 457 DEFERRED COMPENSATION PLAN......................................26 B. PLAN DOCUMENTS AND RULES..............................................................................27 C. CHANGING YOUR CONTRIBUTION........................................................................27 D. LIMITATIONS................................................................................................................27 XI. POLICE CORPORAL CLASSIFICATION.......................................................................27 A. PURPOSE.........................................................................................................................27 B. SALARY...........................................................................................................................27 C. NUMBER OF AUTHORIZED POLICE CORPORALS ............................................27 XII. ACTING PAY .......................................................................................................................27 A. ELIGIBILITY..................................................................................................................27 B. COMPENSATION ..........................................................................................................28 XIII. FIELD TRAINING OFFICER PAY..............................................................................28 A. PURPOSE.........................................................................................................................28 B. APPOINTMENT AND LENGTH OF ASSIGNMENT ...............................................28 C. COMPENSATION ..........................................................................................................29 XIV. BILINGUAL PROGRAM ..............................................................................................29
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A. PURPOSE.........................................................................................................................29 B. QUALIFICATION ..........................................................................................................29 C. COMPENSATION ..........................................................................................................29 XV. SPECIAL ASSIGNMENT PAY.....................................................................................29 XVI. P.O.S.T. AND EDUCATIONAL INCENTIVE PROGRAM.......................................30 A. PURPOSE.........................................................................................................................30 B. COMPENSATION ..........................................................................................................30 C. LIMITATIONS................................................................................................................31 XVII. LONGEVITY PAY....................................................................................................31 A. PURPOSE.........................................................................................................................31 B. COMPENSATION ..........................................................................................................31 XVIII. QUARTERLY RANGE PAY ...................................................................................32 A. REQUIRED TO ATTEND RANGE QUALIFICATION............................................32 B. PERISHABLE SKILLS TRAINING.............................................................................32 XIX. TEMPORARY ASSIGNMENTS ...................................................................................32 A. LIMITATIONS................................................................................................................33 B. NOT ENTITLED TO ADMINISTRATIVE APPEAL ................................................33 ARTICLE THREE:.....................................................................................................................34 WORK PERIODS. SCHEDULES AND OVERTIME.............................................................34 I. ESTABLISHING AND POSTING WORK SCHEDULES ...............................................34 II. WORK PERIODS - UNIT EMPLOYEE ............................................................................34 A. SEVEN (7) DAY WORK WEEK ...................................................................................34 B. SEVEN (7) DAY WORK PERIOD FOR EMPLOYEES BEGINNING/
ENDING............................................................................................................................34 III. WORK SCHEDULES/WORK SHIFTS..............................................................................34
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A. CITY WORK SCHEDULES ..........................................................................................34
1. 5/40 Work Schedule:..................................................................................................34
2. 4/10 (Weekdays) Work Schedule:.............................................................................34
3. 3x13.0; 13.50;13.50 (Weekends) "Hybrid" Work Schedule:.................................35 B. SHIFT BIDDING.............................................................................................................35 IV. PUNCTUALITY/TARDINESS ............................................................................................35 A. POLICY............................................................................................................................35 B. NO PAY FOR TARDINESS...........................................................................................36 C. NO USE OF LEAVE TIME BENEFITS.......................................................................36 D. DISCIPLINARY ACTION .............................................................................................36 V. OVERTIME ...........................................................................................................................36 A. POLICY............................................................................................................................36 B. DEFINITION AND ELIGIBILITY...............................................................................36 C. PAID LEAVE OF ABSENCE TIME INCLUDED IN WORK TIME .......................36 D. OVERTIME CREDITED IN FIFTEEN MINUTES OR MORE ...............................37 E. REGULAR DAY OFF WORKED .................................................................................37 F. REGULAR RATE OF COMPENSATION — 40 HOUR WORKWEEK .................37 VI. TIME WORKED ...................................................................................................................37 A. TIME WORKED — 7 DAY WORK PERIOD.............................................................37 VII.....WORK TIME/NON-WORK TIME — OUT OF TOWN TRAVEL AND TRAINING TIME.......................................................................................................................................38 A. ADVANCED APPROVAL .............................................................................................38 B. ONE DAY TRAVEL TRIPS...........................................................................................38 C. OVERNIGHT TRIPS......................................................................................................38 D. TRAINING DAY OCCURS ON EMPLOYEE WORKDAY......................................39
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VIII. BREAK-REST PERIODS WITH PAY FOR UNIT EMPLOYEES...........................39 A. BREAK-REST PERIOD DEFINED..............................................................................39 B. BREAK-REST PERIOD SCHEDULING.....................................................................39
1. Break-rest periods are scheduled and/or rescheduled by Police Management so as not to impair service and as job requirements dictate...........39 C. BREAK-REST PERIOD FIFTEEN (15) MINUTE DURATION...............................39 D. LIMITATIONS................................................................................................................39 IX. MEALTIME...........................................................................................................................39 A. MEALTIME SCHEDULING.........................................................................................39 B. MEALTIME ONE-HALF (1/2) HOUR DURATION ..................................................40 C. LIMITATIONS................................................................................................................40 X. CALL BACK PAY (UNSCHEDULED) ..............................................................................40 A. PURPOSE.........................................................................................................................40 B. COMPENSATION ..........................................................................................................40 C. LIMITATIONS................................................................................................................40 XI. ON-CALL DUTY PAY..........................................................................................................41 A. DEFINITION ...................................................................................................................41 B. ASSIGNMENT.................................................................................................................41 C. COMPENSATION ..........................................................................................................41 D. NOT ELIGIBLE FOR ON-CALL PAY ........................................................................41 XII. COURT, PAROLE, and DMV ON-CALL.........................................................................42 XIII. ASSIGNMENT OF OVERTIME...................................................................................42 XIV. COMPENSATORY TIME .............................................................................................42 A. ELIGIBILITY..................................................................................................................42 B. ACCUMULATION OF COMPENSATORY TIME BANK .......................................42
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C. SCHEDULING AND USE OF COMPENSATORY TIME.........................................43 D. PAY OUT OF COMPENSATORY TIME UPON SEPARATION FROM
SERVICE..........................................................................................................................43 XV. COURT TIME PAY ........................................................................................................43 A. COMPENSATION ..........................................................................................................43 B. REQUIREMENT.............................................................................................................43 ARTICLE FOUR:........................................................................................................................43 SUPPLEMENTAL BENEFITS..................................................................................................44 I. RETIREMENT......................................................................................................................44 A. CALPERS RETIREMENT BENEFITS........................................................................44 B. DEFINITION OF NEW MEMBER AND CLASSIC EMPLOYEES.........................45 C. EMPLOYEE PORTION OF SAFETY (SWORN) OF CALPERS
RETIREMENT................................................................................................................46 D. EMPLOYEE PORTION OF MISCELLANEOUS (NON-SWORN) OF
CALPERS RETIREMENT ............................................................................................46 II. MISCELLANEOUS (NON-SWORN) - RETIREMENT BENEFIT - PARS "0.5% STACK"..................................................................................................................................46 A. ADDITIONAL RETIREMENT BENEFIT...................................................................46 B. MISCELLANEOUS (NON-SWORN) UNIT EMPLOYEE PAYMENT
SHARE..............................................................................................................................46 C. ELIGIBILITY..................................................................................................................46 D. LIMITATIONS................................................................................................................46 III. HEALTH INSURANCE........................................................................................................47 A. HEALTH INSURANCE - CalPERS MEDICAL PLANS............................................47 B. HEALTH INSURANCE - CITY CONTRIBUTION ...................................................47 IV. RETIREE HEALTH INSURANCE.....................................................................................47 A. ELIGIBILITY..................................................................................................................47
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B. RETIRED HEALTH INSURANCE BENEFIT............................................................47 C. RETIRED HEALTH INSURANCE BENEFIT FOR EMPLOYEES HIRED
AFTER RATIFICATION OF THIS CONTRACT AND ONCE CALPERS
CONTRACT IS AMENDED. .........................................................................................48 V. HEALTH INSURANCE PREMIUMS - OPT-OUT/CASH OUT OPTION (NONPERSABLE)...........................................................................................................................48 A. EMPLOYEE SPOUSES/DEPENDENTS NOT ELIGIBLE FOR OPT-OUT...........48 B. PROOF OF COVERAGE/WAIVE CITY LIABILITY...............................................49 C. OPT-OUT CASH VALUE (NON-PERSABLE)...........................................................49 D. RE-ENROLLMENT IN CITY HEALTH INSURANCE PLAN ................................49 VI. DENTAL INSURANCE........................................................................................................49 A. BENEFITS - DELTA CARE/PMI PLAN .....................................................................49 B. LIMITATIONS — DELTA PREFERRED OPTION PLAN......................................50 C. DENTAL INSURANCE BENEFITS - LIMITATIONS ..............................................50 VII.LIFE INSURANCE ...............................................................................................................50 A. BENEFIT..........................................................................................................................50 B. LIMITATION ..................................................................................................................50 VIII. VISION CARE INSURANCE ........................................................................................50 A. BENEFIT..........................................................................................................................50 IX. LONG TERM DISABILITY INSURANCE .......................................................................51 A. PURPOSE.........................................................................................................................51 B. BENEFIT..........................................................................................................................51 C. LIMITATIONS................................................................................................................51 X. UNIFORMS ALLOWANCE AND ISSUED UNIFORM EQUIPMENT - SWORN UNIT EMPLOYEES .............................................................................................................51 A. PURPOSE.........................................................................................................................51
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B. SWORN EMPLOYEES-POLICE /LATERAL POLICE OFFICER
UNIFORMS - ONE-TIME PURCHASE ORDER .......................................................52 C. PURCHASE AND REPLACEMENT OF UNIFORM AND EQUIPMENT .............52 D. UNIFORM CLEANING AND REPLACEMENT ALLOWANCE —
SWORN UNIT EMPLOYEE..........................................................................................53 E. NON-SWORN PURCHASE AND REPLACEMENT OF UNIFORM AND
EQUIPMENT...................................................................................................................54 F. LIMITATIONS................................................................................................................55 G. PURCHASE - SPECIFICATIONS AND RECEIPTS..................................................55 H. TERMINATION PRIOR TO COMPLETION OF PROBATION.............................55 I. UNIFORM EQUIPMENT — REPAIR AND REPLACEMENT.....................................56 J. SPECIAL ASSIGNMENT SAFETY EQUIPMENT....................................................56 K. OTHER UNIFORM ITEMS...........................................................................................57 L. CHIEF OF POLICE - SAFETY EQUIPMENT NOT LISTED..................................57 XI. UNIFORM ALLOWANCE AND ISSUED UNIFORM EQUIPMENT - NON-SWORN EMPLOYEES ........................................................................................................................57 A. PURPOSE.........................................................................................................................58 B. UNIFORM PURCHASE ORDER- NON-SWORN UNIT EMPLOYEE...................58 C. ANNUAL UNIFORM CLEANING AND REPLACEMENT ALLOWANCE..........58 XII.........................................................................................................................BOOT ALLOWANCE ..................................................................................................................................................58 A. PURPOSE.........................................................................................................................58 B. ALLOWANCE.................................................................................................................59 XIII. TUITION REIMBURSEMENT PROGRAM...............................................................59 A. PURPOSE.........................................................................................................................59 B. ANNUAL REIMBURSEMENT .....................................................................................59 C. REQUIREMENTS...........................................................................................................59
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XIV. COFFEE SUPPLIES .......................................................................................................60 ARTICLE FIVE: .........................................................................................................................60 LEAVE POLICIES......................................................................................................................60 I. HOLIDAYS ............................................................................................................................60 A. ANNUAL HOLIDAY LEAVE........................................................................................60 B. OFFICIAL PAID HOLIDAYS FOR UNIT EMPLOYEES ........................................60 C. UNUSED HOLIDAY LEAVE TIME ............................................................................61
1. Sworn Unit Employee................................................................................................61
2. Non-Sworn Unit Employee........................................................................................61 D. USE OF HOLIDAY LEAVE ..........................................................................................61 E. EMPLOYEE REQUIRED TO WORK AN OFFICIAL HOLIDAY..........................61 F. HOLIDAYS OCCURRING DURING VACATION PERIOD....................................62 G. HOLIDAYS AND SICK LEAVE USE..........................................................................62 H. PAY OFF OF UNUSED HOLIDAY LEAVE OR FLOATING HOLIDAY
LEAVE UPON TERMINATION...................................................................................62 I. DECEMBER 24-CHRISTMAS EVE/DECEMBER 31- NEW YEAR'S EVE...........62 II. VACATION LEAVE.............................................................................................................62 A. VACATION LEAVE ACCRUAL..................................................................................63 B. VACATION LEAVE EARNED .....................................................................................63 C. APPROVAL OF VACATION LEAVE REQUESTS...................................................63 D. NO VACATION TAKEN PRIOR TO ACCRUED......................................................63 E. LIMITATIONS ON VACATION LEAVE ...................................................................64 F. PAYMENT ON SEPARATION .....................................................................................64 G. VACATION CASH-OUT IN LIEU OF GRANTING VACATION...........................64 III. SICK LEAVE.........................................................................................................................64
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A. PURPOSE OF SICK LEAVE.........................................................................................64 B. SICK LEAVE ACCRUAL RATE..................................................................................65 C. 50% CASH OUT OF ANNUAL ACCUMULATED SICK LEAVE ..........................65 D. USE OF SICK LEAVE....................................................................................................66 E. ABUSE OF SICK LEAVE..............................................................................................66 F. UNPAID LEAVE OF ABSENCE DUE TO INJURY OR ILLNESS .........................67 IV. PERSONAL BUSINESS LEAVE.........................................................................................67 A. SICK LEAVE WITH PAY-UP TO TWO (2) WORKING DAYS PER
CALENDAR YEAR.........................................................................................................67 B. NOTIFICATION TO DEPARTMENT HEAD OR DESIGNEE................................67 C. LIMITATIONS................................................................................................................67 V. WORK RELATED DISABILITY........................................................................................67 A. POLICY............................................................................................................................67 B. USE OF LEAVE BENEFITS..........................................................................................68 VI. SICK LEAVE WITHOUT PAY...........................................................................................68 A. POLICY............................................................................................................................68 B. LIMITATIONS................................................................................................................68 VII................................................................................................TEMPORARY MODIFIED WORK ..................................................................................................................................................68 A. ELIGIBILITY..................................................................................................................68 B. LIMITATIONS................................................................................................................69 C. APPLICATION AND ACCEPTANCE.........................................................................69 D. OUTSIDE EMPLOYMENT...........................................................................................69 E. FINAL DECISION ..........................................................................................................69 VIII. CITY SHALL COMPLY WITH ITS LEGAL OBLIGATIONS RELATED TO GUARANTEED STATE AND FEDERAL LEAVE RIGHTS..........................................70
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IX. LEAVE OF ABSENCE WITHOUT PAY...........................................................................70 A. POLICY............................................................................................................................70 B. LIMITATIONS................................................................................................................70 X. ABSENCE WITHOUT PAY ................................................................................................70 A. POLICY............................................................................................................................70 B. UNAUTHORIZED LEAVE OF ABSENCE/ABANDONMENT OF
POSITION........................................................................................................................70 XI. EMPLOYEE DEATH - ACCUMULATED ELIGIBLE LEAVE TIME BENEFITS PAID TO SPOUSE OR ESTATE.........................................................................................71 ARTICLE SIX: ............................................................................................................................71 WORKING CONDITIONS ........................................................................................................71 I. AMERICANS WITH DISABILITIES ACT (ADA)...........................................................71 A. ACCOMMODATIONS...................................................................................................71 B. ADA COMPLIANCE......................................................................................................71 C. ACTIONS TAKEN NOT GRIEVABLE .......................................................................72 II. RESIGNATION.....................................................................................................................72 III. EMPLOYEE INCARCERATED - UNABLE TO REPORT TO WORK........................72 A. NON-PAY STATUS.........................................................................................................72 B. USE OF ACCUMULATED LEAVE .............................................................................72 C. NO USE OF SICK LEAVE.............................................................................................73 IV. CITY DRESS CODE.............................................................................................................73 A. RIGHT TO SET DRESS CODE ....................................................................................73 B. POLICE DEPARTMENT UNIT EMPLOYEES..........................................................73 V. CITY ADMINISTRATIVE POLICIES ..............................................................................73 A. POLICIES ........................................................................................................................73
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B. ADDITIONAL ADMINISTRATIVE POLICIES ........................................................73 VI. POLICE DEPARTMENT SUBSTANCE ABUSE POLICY.............................................73 A. POLICIES ........................................................................................................................73 B. RANDOM DRUG TESTING .........................................................................................73 C. DETAILS..........................................................................................................................74 VII.SPECIAL EVENTS ...............................................................................................................74 A. PREFERENCE ................................................................................................................74 B. PROCEDURES................................................................................................................74 VIII. SENIORITY SHIFT BID POLICY ...............................................................................74 A. SENIORITY - POLICE SERGEANT ...........................................................................74 B. SENIORITY - POLICE CORPORAL...........................................................................74 C. POLICE OFFICER .........................................................................................................75 D. SENIORITY - PARKING ENFORCEMENT OFFICER ...........................................75 E. ORIGINAL DATE OF HIRE.........................................................................................75 F. DEMOTION TO A LOWER RANK.............................................................................76 G. SENIORITY BIDDING ..................................................................................................76 H. SPECIAL CONSIDERATIONS.....................................................................................76 I. PROBATIONARY EMPLOYEES.................................................................................76 J. SPECIAL ASSIGNMENT ..............................................................................................77 K. REASSIGNMENT...........................................................................................................77 L. LIMITATIONS................................................................................................................77 M. POLICE MANAGEMENT — RIGHT TO TRANSFER ............................................77 ARTICLE SEVEN:......................................................................................................................77 GRIEVANCE PROCEDURE.....................................................................................................77 A. SCOPE AND LIMITATIONS........................................................................................77
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B. SCOPE AND LIMITATIONS........................................................................................77 C. PROCEDURE ..................................................................................................................78
1. 1sT STEP INFORMAL - VERBAL.........................................................................78
2. 2nd STEP — FORMAL WRITTEN........................................................................78
3. 3rd STEP — APPEAL TO PERSONNEL OFFICER (CITY
MANAGER)...............................................................................................................78
4. 4th STEP APPEAL TO THE CIVIL SERVICE COMMISSION ........................79
5. 5th STEP CIVIL SERVICE COMMISSION REVIEW........................................79 ARTICLE EIGHT:......................................................................................................................80 GENERAL PROVISIONS..........................................................................................................80 I. TERM OF MEMORANDUM OF UNDERSTANDING ...................................................80 II. EMERGENCY WAIVER .....................................................................................................80 III. SEVERABILITY PROVISION............................................................................................80 IV. CIVIL SERVICE RULES AND REGULATIONS/CITY POLICY.................................80 V. FULL AGREEMENT AND IMPLEMENTATION...........................................................81 A. FULL AGREEMENT - WAIVER OF MEET AND CONFER ..................................81 VI. CONTINUED PERFORMANCE OF CITY SERVICES AND OPERATIONS.............81 A. NO STRIKES/JOB ACTION .........................................................................................81 B. ASSOCIATION RESPONSIBILITY ............................................................................81 ARTICLE NINE:.........................................................................................................................82 RATIFICATION..........................................................................................................................82 I. RATIFICATION....................................................................................................................82 A. ACKNOWLEDGEMENT...............................................................................................82 B. MUTUAL RECOMMENDATION................................................................................82 C. RATIFIED — CITY COUNCIL APPROVAL.............................................................82
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D. TERM................................................................................................................................82 ARTICLE TEN:...........................................................................................................................83 IMPLEMENTATION .................................................................................................................83 ARTICLE ELEVEN:...................................................................................................................84 EXECUTION OF NEW AGREEMENT...................................................................................84
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ARTICLE ONE
17 MEMORANDUM OF UNDERSTANDING
BETWEEN
CITY OF HUNTINGTON PARK, CALIFORNIA
AND
THE HUNTINGTON PARK POLICE OFFICERS ASSOCIATION (HPPOA) ARTICLE ONE:
EMPLOYEE AND EMPLOYER RIGHTS
I. PARTIES TO THE MEMORANDUM OF UNDERSTANDING
This Memorandum of Understanding ("MOU") is made by and between the City of Huntington Park, California ("City") and the Huntington Park Police Officers Association ("HPPOA") or "Association" representing the full-time, non-management, sworn police and certain non-sworn police safety classified City employees (collectively referred to herein as "the Parties)". This MOU is made pursuant to the California Government Code Section 3500, et seq. and the City's Employer-Employee Relations Resolution 69-76, as amended ("EERR").
II. RECOGNITION FULL-TIME GENERAL CLASSIFIED EMPLOYEES
The City hereby recognizes HPPOA as the exclusive representative of the full-time, non¬management, sworn police and certain non-sworn police general employees in a unit comprised of those classifications, as set forth in Appendix "A" to this MOU, pursuant to the City's EERR,.
III. BARGAINING UNIT CHANGES
Any change in the classifications represented by the HPPOA shall be in accordance with the City's EERR.
IV. NONDISCRIMINATION
A. POLICY
No employee shall be subjected to discrimination prohibited by federal, state or local law.
The City agrees that no employee shall be interfered with, intimidated, restrained, coerced, promoted, demoted, discharged or in any way favored or discriminated against because of political opinions or affiliations, race, religious belief, age (40 and above), sex, sexual orientation, gender orientation, national orientation, ethnicity, physical or mental disability, genetic information, medical condition, or because of the exercise of his/her rights under
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this MOU or under the Meyers-Milias-Brown Act ("MMBA"), Government Code section 3500, et seq.
B. ASSOCIATION AGREES NOT TO DISCRIMINATE
In accordance with the above policy, HPPOA agrees not to intimidate, coerce, or interfere with, or discriminate against an employee because of the employee's exercise of his or her rights granted under this MOU or the MMBA, or with respect to admission to membership and the rights of membership in HPPOA for any of the above-enumerated bases.
V. DUES/INSURANCE CHECK-OFF
During the term of this MOU, the City shall do the following:
1. Provide official payroll deductions for HPPOA dues and approved insurance and welfare plan fees to be deducted bi-weekly by the City from the salary of each unit employee for whom HPPOA has certified it has obtained a written authorization for, such deduction;
2. Provide HPPOA on a quarterly basis with contact information for unit employees in the bargaining unit; and
3. Inform all new hires in the bargaining unit that HPPOA is the employee organization designated as the exclusive representative of the employees in the bargaining unit and permit HPPOA to attend new employee orientation and /or provide new employees with printed material about HPPOA.
VI. INDEMNIFICATION
HPPOA agrees to defend and indemnify and hold harmless the City against all claims and/or other forms of liability arising from the provisions of Article One, Section VI, of this MOU.
VII. USE OF CITY FACILITIES
1. Employee organizations may, with the prior approval of the Municipal Employee Relations Officer (City Manager), be granted the use of City facilities during nonwork hours for employee meetings provided space is available. Such meetings, however, are not to be used for organizational activities or membership drives. All such requests shall be in writing and shall state the purpose or purposes of the meeting. The City reserves the right to assess reasonable charges for the use of such facilities.
2. The use of City equipment other than items normally used in the conduct of business meetings, such as desks, chairs, and bulletin boards, is strictly prohibited, the presence of such equipment in approved City facilities notwithstanding.
VIII. USE OF BULLETIN BOARDS
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HPPOA may use portions of City bulletin boards under the following conditions:
1. All materials must be dated and must identify the organization which published them.
2. The actual posting of materials will be done by the HPPOA during non-work time.
In the event that posted materials are, in the Police Chief's opinion, objectionable or interfere with the proper functioning of the department, the Police Chief may order the material removed provided, however, the Police Chief first discusses the proposed removal with the Municipal Employee Relations Officer (City Manager).
3. The City reserves the right to determine where bulletin boards shall be placed and what portion of them are to be allocated to HPPOA materials.
4. If HPPOA does not abide by these rules they will forfeit their right to have material posted on City bulletin boards.
5. The HPPOA may use the City's email system to communicate to bargaining unit members provided that the association and bargaining unit members comply with the City's Information Technology Equipment policy and other City regulations.
IX. RIGHTS
A. EMPLOYEE RIGHTS
1. Employees shall have the right to form, join, and participate in the activities of employee organizations of their own choosing for the purpose of representation on all matters of employer-employee relations including but not limited to wages, hours, and other terms and conditions of employment.
2. Employees also shall have the right to refuse to join or participate in the activities of employee organizations.
3. No employee shall be interfered with, intimidated, restrained, coerced, or discriminated against by the City or by any employee organization because of the exercise of these rights.
B. MANAGEMENT RIGHTS AND RESPONSIBILITIES
The City reserves, retains and is vested with, solely and exclusively, all rights of Management which have not been expressly abridged by specific provision of this MOU or by law to manage the City for the residents of Huntington Park, as such rights existed prior to the execution of this MOU. The sole and exclusive rights of Management shall include, but not be limited to, the following rights:
1. To determine methods of financing;
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2. To determine quality, quantity and types of equipment or technology to be used;
3. To determine and/or change the facilities, methods, technology, equipment and apparatus, means, organizational structure, size and composition of the work force and allocate and assign work by which the City operations and services are to be conducted;
4. To plan, determine and manage City budget which includes changes in the number of locations, relocations and types of operations, processes and materials to be used in carrying out all City functions including the right to contract for or subcontract any work or operation of the City;
5. To assign work to and schedule unit employees in accordance with requirements as determined by the City and to establish and change work hours, schedules and assignments; To lay off unit employees from duties because of lack of work or funds, or under conditions where continued work would be ineffective or nonproductive or not cost effective as determined by the City.
6. To establish and modify productivity and performance programs and standards;
7. To transfer for disciplinary reasons, discipline, discharge, terminate, suspend, demote, reduce, reprimand, withhold salary increases and benefits, or otherwise discipline unit employees for cause;
8. To determine minimum qualifications, skills, abilities, knowledge, selection procedures and standards, job classifications and to reallocate and reclassify unit employees;
9. To direct, supervise, recruit, select, hire, evaluate transfer, promote, reduce in rank, demote, reallocate, and terminate unit employees and take other personnel action for non-disciplinary reasons in accordance with the MOU and applicable resolutions and Codes of the City;
10. To maintain order and efficiency in its facilities and operations;
11. To establish and promulgate and/or modify rules and regulations, policies and procedures related to productivity, efficiency, conduct, safety, health and order in the City and to require compliance therewith;
12. To restrict the activity of an employee organization on City property and on City time except as set forth in the EERR and applicable laws.
13. To take any and all necessary steps and actions to carry out the service requirements and to determine the issues of public policy and the overall mission of the City, as well as its mission in emergencies or at other times deemed necessary by the City not otherwise specified above.
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C. IMPACT ON MANAGEMENT RIGHTS
1. The City agrees to meet and confer with the HPPOA, except in cases of emergencies defined in the MOU, over the exercise of a Management right which has significant impact upon the wages, hours and terms and conditions of employment of unit employees.
2. Notwithstanding the above, if the proposed changes impact "Terms and Conditions of Employment," as defined by state law, the City shall comply with the meet and confer requirement as otherwise required by law.
3. After meeting and conferring with HPPOA and if needed, exhausting all applicable impasse resolution procedures, including fact-finding as set forth in the City's EERR and/or the MMBA, nothing shall prevent the City from implementing said management rights.
X. PAID TIME OFF FOR HPPOA REPRESENTATIVES
A. RELEASE TIME
1. HPPOA representatives are eligible for paid release time to attend employer relations related conferences, meetings, institutes, or similar affairs, provided the request for release time is approved in advance by the Police Chief. This release time shall be in addition to reasonable release time for purposes of meet and confer sessions with City representatives.
2. Except for release time necessary to attend meet and confer sessions with City representatives, all other release time shall be subject to the prior approval of the Chief of Police or City Manager.
3. Upon request from HPPOA, the City agrees to meet and confer regarding California Government Code Section 3558.8.
B. LIMITATIONS
HPPOA agrees that any off-duty release time shall not constitute hours worked for computation of overtime in the respective work period.
ARTICLE TWO:
SALARIES AND COMPENSATION
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I. SALARIES
A. SALARY ADJUSTMENTS - July 2014
Effective on the first day of the pay period, which includes July 1, 2024 all classifications in the unit, shall receive a ten percent (10%) base salary increase.
B. SALARY ADJUSTMENTS - July 2025
Effective on the first day of the pay period, which includes July 1, 2025, all classifications in the unit shall receive a three percent (3%) base salary increase.
C. SALARY ADJUSTMENTS - July 2026
Effective on the first day of the pay period, which includes July 1, 2026, all classifications in the unit shall receive a three percent (3%) base salary increase.
D. SALARY ADJUSTMENTS - July 2027
Effective on the first day of the pay period, which includes July 1, 2027, all classifications in the unit shall receive a four percent (4%) base salary increase.
E. SALARY ADJUSTMENTS - July 2028
Effective on the first day of the pay period, which includes July 1, 2028, classifications in the unit, shall receive a four percent (4%) base salary increase.
II. CITY'S RIGHT TO INCREASE SALARIES - RECLASSIFICATION STUDY The City shall not be restricted in its ability to increase any of those salaries for unit employees as a result of a reclassification study or if a determination is made by the City that it is not possible to recruit effectively or competitively for a classification in the unit.
No such salary increases are mandated.
III. FIVE STEP SALARY SCHEDULE
Step 1
a) New employees shall be hired at the entry-level step in all classifications unless otherwise another step is approved by the City Manager. b) The City Manager may appoint a new employee to the maximum salary for the classification if he/she determines that the candidate is exceptionally qualified or there has been difficulty in recruiting.
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c) A unit employee must serve at least six (6) months of satisfactory job performance in Step 1 to be eligible to advance to Step 2.
Step 2
A unit employee is eligible to receive this step after the completion of six (6) months of satisfactory job performance in Step 1 in the same classification.
Step 3
Should be considered the proper step for a unit employee who has completed one (1) year of service with satisfactory job performance in Step 2 in the same classification.
Step 4
Should be considered the proper step for a unit employee who has completed one (1) year of service with satisfactory job performance in Step 3 in the same classification.
Step 5
Should be considered the proper step for a unit employee who has completed one (1) year of service with satisfactory job performance in Step 4 in the same classification.
IV. STEP INCREASES - BASED ON MERIT
A. NOT AUTOMATIC
No step increase in salary shall be automatic merely upon completion of a specific period of service.
B. BASED ON MERIT
All increases shall be based on merit as established by record of the unit employee's job performance with at least a satisfactory job performance rating. To be denied a merit increase, an employee shall be notified in writing no later than the 30th calendar day following employee's annual merit increase date.
V. POLICE TRAINEE CLASSIFICATION - SALARY RANGE
A. NON-CIVIL SERVICE STATUS
The Police Officer Trainee classification shall be exempt from Civil Service status.
B. SALARY RANGE
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The salary range for Police Officer Trainee shall be approximately twenty percent (20%) below the Police Officer classification.
C. TIME IN CLASS
1. A unit employee shall serve as a Police Officer Trainee no longer than twelve (12) months.
2. Upon successful completion of service as a Police Officer Trainee, the City shall appoint the unit employee to the Police Officer classification at Step
1. D. TIME SERVED TOWARDS PROBATIONARY PERIOD
1. The time served by the unit employee as Police Officer Trainee shall count towards the probationary period for the Police Officer classification.
2. The total probationary time served in the classification of both Police Officer Trainee and Police Officer shall not exceed eighteen (18) months.
E. POLICE OFFICER — 12 MONTH PROBATIONARY PERIOD
A unit employee hired directly into the classification of Police Officer shall serve a twelve (12) month probationary period.
VI. PROBATIONARY PERIOD
A. LENGTH OF PROBATIONARY PERIOD
1. All unit employees, including all lateral transfers, except demotions and promotions, shall serve a probationary period of twelve (12) full calendar months.
2. An employee's probationary period may be extended by the Chief of Police and City Manager by providing advance written notification to the employee.
B. "AT WILL" STATUS
1. During the probationary period, a unit employee serves "at will" and may be dismissed with or without cause and with or without notice.
2. If a promoted unit employee fails their probationary period, they shall return to their former classification they held as permanent employee prior to the promotion, unless he/she is dismissed from the City service in the manner provided in Civil Service Rules and Regulations as amended and the personnel rules and regulations.
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C. PROMOTIONS
Promoted unit employees will serve a six (6) month probationary period.
VII. ADJUSTMENT TO SALARY RANGE OR CLASSIFICATION
A. REDUCTION OF UNIT SALARY RANGE
In the event the salary range assigned to any classification is reduced, all unit employees within such classification shall be reassigned to a classification in such lower range, which most nearly corresponds to the salary being received by such unit employee at the time such range is reduced.
B. INCREASE OF SALARY RANGE OR CLASSIFICATION
In the event the salary range assigned to any classification is increased, all unit employees within such classification will be reassigned to the step to which such unit employee was assigned immediately prior to such increase.
C. TRANSFER OR DEMOTION TO CLASSIFICATION WITH LOWER
SALARY RANGE
1. Any unit employee voluntarily transferred or demoted to a classification where a lower salary range is assigned shall be placed at a salary step in a lower salary range, which is closest to the unit employee's salary step immediately prior to such voluntary transfer or demotion.
2. Upon such transfer or demotion, such unit employee shall be entitled to annual increases as authorized for their new classification as a salaried fulltime employee.
D. TRANSFER OR PROMOTION TO CLASSIFICATION WITH HIGHER
SALARY RANGE
1. Any unit employee receiving promotion to a higher classification to which a higher salary range is assigned shall receive compensation at the step within the assigned range which will result in at least a one-step increase in salary over that being received by such employee immediately prior to such promotion, or to the lowest step in the salary range of such higher classification, whichever results in a greater increase.
2. After promotion to a higher classification, or transfer to a classification to which a higher salary range is assigned, such employees will be eligible for regular step increases for their new classification.
VIII. ANNIVERSARY DATE
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A. DATE OF INITIAL HIRE
For all purposes, except eligibility for salary increases, which uses the date of promotion to a higher classification, a unit employee's anniversary date, including Police Officer Trainee, shall be the date of initial hire with the City as a salaried full-time employee.
In cases of reemployment of a unit employee who has left the City for longer than one (1) year, the anniversary date shall be the effective date of reemployment as a salaried fulltime employee.
B. LIMITATIONS
Salary range adjustments for a classification will not set a new salary anniversary date for unit employees serving in that classification.
IX. EQUIVALENT BIWEEKLY, MONTHLY AND ANNUAL RATE
A. Equivalent biweekly pay rate shall be determined by multiplying the hourly rate by eighty (80) hours.
B. Equivalent annual pay rate shall be determined by multiplying the hourly rate by two-thousand eighty (2,080) hours.
C. Equivalent monthly pay rate shall be determined by dividing the annual rate by twelve (12) months.
A. FREQUENCY OF PAYCHECK ISSUANCE
Current unit employees shall be paid bi-weekly, once every two (2) weeks, by direct deposit.
B. PAYROLL WITHHOLDING CHANGES
1. Unit employees must submit any changes in payroll withholdings at least fourteen (14) calendar days in advance of the implementation of said withholdings.
2. If a unit employee, due to an emergency situation, requests to have withholding to be effective in less than fourteen (14) calendar days, they may appeal to the City's Human Resources Director who may grant or deny employee’s request.
X. VOLUNTARY 457 DEFERRED COMPENSATION PLAN
A. VOLUNTARY 457 DEFERRED COMPENSATION PLAN
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City agrees to provide a deferred compensation plan for unit employees covered herein pursuant to IRS Code Section 457.
B. PLAN DOCUMENTS AND RULES
Plan documents and participation rules under Section 457 are maintained by and available from the Human Resources Department.
C. CHANGING YOUR CONTRIBUTION
Unit employees may reduce or increase the amount of their bi-weekly deferred compensation contribution at any time with advance written notice on the appropriate form to the Human Resources Department.
D. LIMITATIONS
The City does not warrant that amounts deposited in the deferred compensation plans are "qualified" for tax deferral and is not to be held liable for such tax payments as may be determined assessable.
XI. POLICE CORPORAL CLASSIFICATION
A. PURPOSE
The Police Corporal classification was created to provide a working supervisor and lead officer to subordinate police department employees.
B. SALARY
The top salary, Step 5, for Police Corporal classification shall be five percent (5%) higher than that of the Police Officer classification Step 5.
C. NUMBER OF AUTHORIZED POLICE CORPORALS
The City agrees to maintain ten (10) Police Corporal positions.
XII. ACTING PAY
A. ELIGIBILITY
1. Any unit employee who is required in writing to and does act and perform duties included within a vacant higher classification and which are broader than the specifications governing such employee's position shall be eligible for acting pay upon written approval by the Police Chief and the City Manager.
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2. To be eligible, the unit employee must have actually worked in the acting higher classification a minimum of five (5) consecutive scheduled workdays, including official paid holidays.
3. To be eligible, the unit employee who is a supervisor must actually work in the acting classification a minimum of one-week scheduled work-, including paid holidays.
4. Unit employees shall not serve in an acting assignment for longer than 960 hours per fiscal year.
B. COMPENSATION
1. A unit employee approved for acting pay:
a) Shall be paid the hourly rate for the acting classification which is a minimum of five percent (5%) above the current base salary of the employee's permanent position, or Step "1" of the acting classification whichever is greater; and
b) Shall in no instance be entitled to be paid more than Step "5" of the acting classification.
2. During that period of acting service, a unit employee shall be paid at the acting pay rate when off on an official City holiday or sick leave, but not on a leave of absence exceeding 30 days.
3. A unit employee working overtime or called back during acting assignment shall be paid at the acting pay rate for such time.
4. A unit employee receiving acting pay, as set forth above, shall continue to receive the benefits associated with his/her permanent position and not the benefits associated with the acting position.
XIII. FIELD TRAINING OFFICER PAY
A. PURPOSE
The purpose of the Field Training Officer (FTO) program is to have experienced sworn and non-sworn employees help train and develop new employees in their skills, abilities and knowledge.
B. APPOINTMENT AND LENGTH OF ASSIGNMENT
The Chief of Police has the total discretion as to what employees shall be assigned as an FTO.
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C. COMPENSATION
1. Employees assigned to serve as a FTO who work a shift in the Hybrid 3
13.5¬13.5-13.0 work schedule shall be compensated sixty dollars ($60.00) per shift, in which they serve as an FTO.
2. If an FTO works a shift in the 4/10 (weekday) schedule, the compensation shall be forty-five dollars ($45.00) per shift.
3. To be eligible to receive this pay, the unit member must be a Commission on Peace Officer Standards and Training (POST) or Standards and Training for Corrections (STC) Certified Training Officer as determined by their respective classification or assignment and must complete (prepare and submit) Daily Observation Reports (DOR).
XIV. BILINGUAL PROGRAM
A. PURPOSE
1. The purpose of the Bilingual Program is to provide linguistic assistance for non-English speaking person(s) who represent a large segment of the community.
2. The service is provided through certain selected unit employees who have been certified as proficient in a designated foreign language that is regularly utilized in providing services to the community
B. QUALIFICATION
1. Unit employees that deal with the public and are in designated classes eligible to serve as a bilingual translator and pass a test given by the City to be certified to qualify.
2. The Human Resources Department will conduct the proficiency tests, as needed, in designated languages.
3. The Human Resources Department will then certify an eligible list of qualified bilingual translators so certified to perform technical bilingual skills including reading, writing, and translation.
C. COMPENSATION
Eligible certified unit employees shall receive compensation in the amount of two hundred fifty dollars ($250.00) dollars per month above their base salary.
XV. SPECIAL ASSIGNMENT PAY
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1. Effective July 1, 2024 Employees assigned to any assignment other than patrol provided the sworn employee is dedicated full-time to a single special assignment the following agreed upon special assignments shall receive special compensation of five percent (5%) of base pay for each hour worked.
2. Collateral or part-time duties such as SWAT will be excluded from special assignment pay
3. If a sworn certified unit member working a special assignment position chooses to work an additional non-special assignment shift, the certified unit member’s pay will be determined by the regular assignment pay for that shift.
4. Special assignment pay cannot be compounded, stacked or combined with other special assignment or specialty pay, certified unit members will receive the lowest applicable special assignment/specialty pay.
5. Management will monitor and authorize the assignment of all special assignments.
The City is not required to maintain any given special assignment position.
XVI. P.O.S.T. AND EDUCATIONAL INCENTIVE PROGRAM
A. PURPOSE
The purpose of the educational incentive program is to motivate unit employees to achieve higher educational and professional law enforcement-related standards and enhance career development.
B. COMPENSATION
1. Unit employees who qualify for the following P.O.S.T. certificates or who have obtained a bachelor's degree (BA/BS) shall receive additional compensation above their base salary on a non-cumulative basis as follows:
P.O.S.T PAY
• Intermediate P.O.S.T. Certificate or BA/BS in any major Police Officer 5%
Police Corporal 5%
Police Sergeant 5%
• Advanced P.O.S.T. Certificate or BA/BS in Administration of Justice, Criminal Justice or equivalent degree
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Police Officer 10%
Police Corporal 10%
Police Sergeant 10%
• Supervisory P.O.S.T. Certificate or Master’s Degree
Police Officer 12%
Police Corporal 12%
Police Sergeant 12%
2. Such compensation shall commence on the pay period following the eligible unit employee either 1) meeting the eligibility requirements for the P.O.S.T. certificate, or 2) possession of a Bachelor's Degree or Master’s Degree and submitting documentation to Human Resources AND the employee having completed any probationary period.
C. LIMITATIONS
This extra compensation shall be awarded only for the highest achieved certificate as specified in the above section.
XVII. LONGEVITY PAY
A. PURPOSE
The purpose of Longevity Pay is to act as a retention incentive for employees who have attained designated levels of experience. Accordingly, employees who have the requisite years of full-time sworn law enforcement service (for sworn classifications), or years of full-time service with a POST-Certified California law enforcement agency (non-sworn) shall receive Longevity Pay, as set forth below. Years of service must be with the City, provided however, a unit employee may count up to five (5) years of related service with another agency for attainment of the 25-year Longevity Pay, only.
B. COMPENSATION
Eligible unit employees shall receive the following longevity compensation upon commencement of their 7th, 13th, 20th and 25th year of service. Longevity pay is notcumulative. Employees only receive the longevity pay applicable to their total years of service. Longevity pay is available for sworn and non-sworn police personnel.
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LONGEVITY
CLASSIFICATION 7 Years 13 Years 20 Years 25 Years
Police Sergeant/Adv POST $175 $225 $870 $870 + 8% of base salary* Police Corporal/Adv POST $175 $225 $780 $780 + 8% of base salary * Police Officer/Adv POST $175 $225 $745 $1800 *
Public Safety Dispatch Supervisor $175 $225 $605 $605 + 8% of base salary * Public Safety Dispatcher $175 $225 $550 $550 + 8% of base salary * Property and Evidence Specialist $175 $225 $540 $540 + 8% of base salary * Community Service Officer $175 $225 $520 $520 + 8% of base salary * Jailer $175 $225 $470 $470 + 8% of base salary *
Parking Enforcement Officer $175 $225 $435 $435 + 8% of base salary * *In the event there are six (6) or more members who qualify for the 25-year longevity step at any one time, the parties agree to immediately discuss possible revisions to the longevity bonus structure.
XVIII. QUARTERLY RANGE PAY
A. REQUIRED TO ATTEND RANGE QUALIFICATION
Unit employees required by Police Management to attend range qualification for firearm qualifications outside their regular schedule shall be compensated for the actual time spent qualifying at the range with a minimum of two (2) hours at 1.5 times their regular rate of pay.
B. PERISHABLE SKILLS TRAINING
Police Management may require unit employees to attend Perishable Skills Training on or off-duty in addition to firearm qualifications.
XIX. TEMPORARY ASSIGNMENTS
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A. LIMITATIONS
All persons assigned to a temporary assignment serve at the pleasure of the Chief of Police.
Temporary assignments are not promotions as defined in the City’s Civil Service Rules.
All assignment pay, skill pay, and additional compensation including but not limited to those referenced herein (acting pay, FTO, bilingual pay, motorcycle duty pay, etc.) above are:
• Temporary assignments,
• Not a separate job classification,
• Do not have civil service status,
• Are not subject to civil service selection procedures, appeals or seniority, • Do not have any property rights, and
• May be revoked by Police Management at any time for job related reasons or operational necessity.
B. NOT ENTITLED TO ADMINISTRATIVE APPEAL
1. Unit employees assigned to these, and other extra pay positions may be transferred in accordance with normal department practices and/or operational needs for non-disciplinary and/or non-punitive reasons. If such a transfer occurs, the unit employee shall not be entitled to an administrative appeal unless the unit employee alleges the transfer was for punitive/discipline reasons
2. It is agreed that the loss of compensation associated with the above referenced transfers/removals shall not be considered punitive nor entitle a unit employee to receive an administrative appeal pursuant to Government Code section 3304 or White v. County of Sacramento (1976) 31 Ca1.3d 676, unless the removal is imposed for disciplinary or punitive purposes
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WORK PERIODS. SCHEDULES AND OVERTIME
I. ESTABLISHING AND POSTING WORK SCHEDULES
A. The City shall establish work schedules for unit employees. The work schedule shall specify the days of the week and the daily starting and quitting times.
B. Work schedules shall be posted by the City in such a manner so all employees may be aware of the work schedule.
II. WORK PERIODS - UNIT EMPLOYEE
A. SEVEN (7) DAY WORK WEEK
The work period for unit employees, for the purposes of the Fair Labor Standards Act (FLSA), shall be a fixed and regularly recurring period of time consisting of one-hundred and sixty-eight (168) consecutive hours consisting of seven (7) consecutive twenty-four (24) hour periods.
B. SEVEN (7) DAY WORK PERIOD FOR EMPLOYEES BEGINNING/
ENDING
The seven (7) day work period shall begin on Monday at 12:00 a.m. and end on Sunday at 11:59:59 p.m. except as modified by Police Management.
III. WORK SCHEDULES/WORK SHIFTS
A. CITY WORK SCHEDULES
City work schedules shall be as herein defined, except as otherwise provided for in this agreement:
1. 5/40 Work Schedule:
The 5/40 work schedule shall consist of five (5) consecutive workdays consisting of eight (8) consecutive work hours in each seven (7) consecutive calendar day period, inclusive of any meal periods assigned by Police Management.
2. 4/10 (Weekdays) Work Schedule:
a) The weekdays 4/10 work shift shall consist of three (3) shifts (Day shift, Swing shift, and Graveyard).
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b) Weekday shift will cover Tuesday through Friday.
c) The weekday shift shall consist of a four (4) ten (10) hour shift per week.
d) It is the goal of the City that shifts should consist of one (1) Police Sergeant, one (1) Police Corporal, and three (3) Police Officers (four (4) Officer shifts) as a minimum.
e) In the event of an emergency, Police Management may alter the work schedule for the duration of the emergency.
3. 3x13.0; 13.50;13.50 (Weekends) "Hybrid" Work Schedule:
a) The weekend: Saturday and Sunday 13.5 hours each; Monday 13.0 hours work shift shall consist of two (2) fully staffed shifts and one (1) cover shift (Dayshift, Cover shift, or Graveyard).
b) The weekend work will cover Saturday through Monday. c) The weekend shift shall consist of two (2) thirteen (13) hours and thirty (30) minutes shifts, and one (1) thirteen (13) hours shift per week.
d) It is the goal of the City that Dayshift and Graveyard shift should consist of one (1) Sergeant, one (1) Police Corporal, and three (3) Police Officers (four (4) Officer shifts).
e) The cover shift should consist of one (1) Police Sergeant, one (1) Police Corporal, and two (2) Police Officers (three (3) Officer shifts).
f) In the event of an emergency, Police Management may alter the work schedule for the duration of the emergency.
B. SHIFT BIDDING
Employees shall bid shifts every four months, a minimum of 2 weeks prior to the deployment. Shifts shall be bid by seniority, defined as time in rank. For special assignments, however, seniority is defined by time in that specific assignment. All ties shall be broken by overall City seniority.
IV. PUNCTUALITY/TARDINESS
A. POLICY
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It is a job requirement for all unit employees to report to work at their required work schedule starting time. Lack of punctuality has a negative impact on the City's work productivity and therefore tardiness shall not be tolerated.
B. NO PAY FOR TARDINESS
Any unapproved tardiness time that is seven (7) minutes or more from the unit employee assigned work starting time shall be docked in increments of fifteen (15) minutes or more, which is the proportionate wage that would have been earned during the time lost by the employee's tardiness.
C. NO USE OF LEAVE TIME BENEFITS
Unit employees who are "Docked" any time for unapproved tardiness may not use any accumulated leave time benefits (Annual Sick Leave or Sick Leave Bank) to cover tardy unpaid time unless approved by the department head or their designee.
D. DISCIPLINARY ACTION
Any unit employee who is tardy on a continuous basis, including one (1) minute or more late for his/her work starting time, may be subject to appropriate disciplinary action.
V. OVERTIME
A. POLICY
It is the policy of the City that overtime work is to be discouraged. All overtime work must be approved in advance by the Police Chief or designee. Employees who work overtime without prior authorization may be subject to discipline. Whenever the public interest or necessity requires it, the Police Chief may require any unit employee to perform overtime work.
B. DEFINITION AND ELIGIBILITY
FULL TIME UNIT EMPLOYEES - 40 HOURS PER 7 DAY WORK PERIOD Full-time unit employees who are required to work in excess of their regularly scheduled forty (40) hour work week, shall be paid overtime at one and one-half (1.5) times their regular rate for all hours worked in their work period in excess of forty (40) hours, except as provided below.
C. PAID LEAVE OF ABSENCE TIME INCLUDED IN WORK TIME
Each workday a unit employee is off duty on an authorized paid leave of absence, e.q., holiday, vacation leave, comp time, except for sick leave, during the scheduled workweek shall be considered hours worked by the unit employee for the purpose of establishing eligibility for overtime in the seven (7) day work period.
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D. OVERTIME CREDITED IN FIFTEEN MINUTES OR MORE
1. Overtime shall be credited in increments of fifteen (15) minutes or more per workday.
2. Time so worked of less than seven (7) minutes of an hour shall be considered incidental and shall not be credited.
3. Time worked in excess of seven (7) minutes shall be rounded up to fifteen (15) minutes for overtime credit.
E. REGULAR DAY OFF WORKED
Unit employees required to work on a regularly scheduled day off shall receive overtime pay for hours actually worked at 1.5 times their regular rate of pay.
F. REGULAR RATE OF COMPENSATION — 40 HOUR WORKWEEK
The regular rate for employees on a forty (40) hour week work schedule shall be 1/173.33 of the employee's monthly salary. The regular rate shall be determined in accordance with the requirements set forth in the Fair Labor Standards Act (FLSA).
VI. TIME WORKED
A. TIME WORKED — 7 DAY WORK PERIOD
The following activities shall not be considered work time, except as provided for in this MOU:
1. Leave of absence taken for sick leave or IOD.
2. All travel time to work and returning home in either personal or City vehicle unless in the event of a callout.
3. All time in off-duty training assignments (Homework, study time, mealtime, sleep time, etc.) except as otherwise provided by this MOU or pursuant to FLSA.
4. All off-duty travel to training sites and returning home, except as otherwise provided for by this MOU or pursuant to FLSA.
5. All time putting on/taking off uniforms, unless required by law.
6. All time for personal preparation and clean up or pursuant to FLSA.
7. All off-duty time (defined as non-work time, such as breaks and lunch periods) spent in a City vehicle or using City equipment by civilian employees.
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8. All time assigned on standby assignment and/or assigned electronic recall devices.
9. Any time spent by unit employees in an Employee Wellness Program (EAP).
VII. WORK TIME/NON-WORK TIME — OUT OF TOWN TRAVEL AND TRAINING TIME
A. ADVANCED APPROVAL
All out-of-town trips and training time, including attendance at lectures, meetings, training programs and similar events must be approved in advance by the Police Chief.
B. ONE DAY TRAVEL TRIPS
One-Day Trips travel time for training programs is not counted as time worked, if a unit employee is traveling to another location and travel time is comparable to the normal commute time. Any meal period while traveling is not time worked.
C. OVERNIGHT TRIPS
1. On Overnight Trips the unit employee's normal hours of work shall exclude mealtime and sleep time. The City shall count as time worked either the time spent driving or the time it would have taken on public transportation, if the employee is offered public transportation and chooses to travel by automobile.
2. Any trip or training time not authorized by the Chief of Police or designee is not treated as time worked if all of the following criteria are met:
a) Attendance is outside the employee's normal working hours; b) Attendance is voluntary;
c) The training course is not directly related to the unit employee's job; and
d) The unit employee does not perform any significant job-related work while in attendance.
3. If a unit employee voluntarily attends a conference, seminar, a school, college, university, or trade school after hours, the time is not considered as time worked even if the City contributes any incidental expenses. A unit employee's voluntary training for another job or training to add new or additional skills is not considered as directly related to the unit employee's job.
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D. TRAINING DAY OCCURS ON EMPLOYEE WORKDAY
If a unit employee is assigned to a full day of training of eight (8) hours or more on their scheduled workday, then said training day shall serve as the affected unit employee's full workday.
VIII. BREAK-REST PERIODS WITH PAY FOR UNIT EMPLOYEES
A. BREAK-REST PERIOD DEFINED
Break-rest periods must be earned as any other benefit and are computed at the rate of fifteen (15) minutes per four (4) hours worked or major fraction thereof.
B. BREAK-REST PERIOD SCHEDULING
1. Break-rest periods are scheduled and/or rescheduled by Police Management so as not to impair service and as job requirements dictate.
2. Unit employees may receive:
a) Two (2) paid break-rest periods of fifteen (15) minutes each for each scheduled workday actually worked; and
b) One (1) paid break-rest period of fifteen (15) minutes for each four (4) consecutive hours of overtime worked.
C. BREAK-REST PERIOD FIFTEEN (15) MINUTE DURATION
The duration of a break-rest period shall consist of fifteen (15) minutes of cessation of work and will include time involved in going to and from a rest area unless otherwise authorized by this MOU.
D. LIMITATIONS
1. Break-rest periods are non-cumulative and shall not be added to any mealtime, vacation, or any other form of authorized absence from work, unless authorized by Police Management.
2. Break-rest periods may not be used within the first or last two (2) hours of the scheduled work period or the end of a work shift unless authorized by Police Management.
IX. MEALTIME
A. MEALTIME SCHEDULING
The schedule for mealtimes shall be determined by Police Management in consideration of the continuity of services provided to the public and the convenience of the unit employee.
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B. MEALTIME ONE-HALF (1/2) HOUR DURATION
1. The normal paid mealtime shall be one-half (0.5) hour in duration.
2. In no case will paid mealtime be permitted to exceed one (1) hour, unless approved by Police Management.
C. LIMITATIONS
1. Mealtime is non-cumulative and shall not be added to any break-rest time, vacation, or any other form of authorized absence from work, unless authorized by Police Management.
2. Mealtime may not be used at the beginning or the end of a work shift unless authorized by Police Management.
3. All mealtime taken is considered on-duty subject to call for both sworn and non-sworn unit employees.
X. CALL BACK PAY (UNSCHEDULED)
A. PURPOSE
1. Call-back work is unscheduled time worked performed by an off-duty unit employee called-back to work after they have completed their regular work schedule and have left the work area or are on their day off.
2. The City shall, when possible, make available to qualified unit employees an equitable distribution of call-back work within their assigned section.
B. COMPENSATION
1. The unit employee eligible for Call-back pay as set forth in this section and if their actual Call-back time is two and three quarters (2.75) hours or less they shall be compensated a minimum guarantee of four (4) hours of straight time pay.
2. If the unit employee eligible for Call-back pay as set forth in this section and if the actual Call-back time is more than two and three quarters (2.75) hours, they shall be compensated at time and one-half (1.5) at their regular rate of pay for all hours worked on their Call-back assignment.
C. LIMITATIONS
1. The four (4) hour minimum shall not apply if the unit employee is called-in 30 minutes or less prior to the unit employee's regularly scheduled work
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shift and instead shall receive overtime pay at one and one-half (1.5) times the unit regular rate of pay. for the 30 minutes worked
2. Another call back during the original or initial four (4) hour period shall not be treated as a new call back and shall not require a new four (4) hour minimum and all such subsequent Call-backs, shall be for actual hours worked plus reasonable travel time. In this event, the unit employee shall be paid for the actual time worked.
XI. ON-CALL DUTY PAY
A. DEFINITION
On-Call Duty for unit employees shall be defined as that circumstance which requires a unit employee to:
1. Be ready to respond immediately to a call for service;
2. Be readily available at all hours by telephone, cell phone, text message, or other communication equipment;
3. Refrain from activities that might impair his/her assigned duties upon call; and
4. With the approval of the City Manager, the Chief of Police may assign a unit employee or group of unit employees to On-Call Duty.
B. ASSIGNMENT
1. On-Call duty is normally assigned in one-week increments; and
2. On-Call duty will be distributed among those employees deemed qualified and competent by Police Management.
C. COMPENSATION
1. Unit employees who are assigned by the Chief of Police to On-Call duty shall receive a daily on-call rate of $25 for On-Call duty.
2. If called to duty while on On-Call duty, the unit employee shall be compensated in accordance with the applicable Call-Back policy and the On-Call allowance shall not be interrupted.
D. NOT ELIGIBLE FOR ON-CALL PAY
1. It is agreed that other unit employees may have a responsibility to respond to texts or phone messages, and if contacted may be ordered to respond
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under the Call-Back provisions of the MOU but are not considered to be On-Call under the terms of this MOU.
2. The use of cell phones or other communication devices is voluntary unless the employee is placed in On-Call assignment.
XII. COURT, PAROLE, and DMV ON-CALL
Unit employees who are placed on-call for court, parole or DMV proceedings shall receive two (2) hours straight time compensation for each morning session and two hours straight time compensation for each afternoon session spent in such on-call capacity.
A unit employee who is called to testify shall, in lieu of on-call pay for that particular court session, be paid at time and one-half the employee's regular hourly rate for his or her actual time spent in court, with a minimum of 2.75 hours (i.e. equal to 4 hours straight time pay).
XIII. ASSIGNMENT OF OVERTIME
Except as otherwise provided for in this MOU, Police Management retains the right to determine the assignment of overtime or stand-by to any qualified unit employee based upon availability, eligibility and seniority.
XIV. COMPENSATORY TIME
A. ELIGIBILITY
Unit employees may choose to have overtime hours worked or compensated at the rate of one and one-half (11/2) times the employee's regular rate of pay or converted to compensatory time in-lieu of overtime payment.
B. ACCUMULATION OF COMPENSATORY TIME BANK
1. Compensatory time will be accumulated on the basis of one-and-one-half (1 1/2) hours for each one (1) hour worked in excess of the scheduled workday or workweek.
2. The maximum number of compensatory hours that may be accumulated in each fiscal year is two-hundred (200) hours, which shall be paid to the unit employee upon separation from service for any reason.
3. Any additional overtime will be automatically paid to the unit employee in the corresponding pay period.
4. For any compensatory time earned during the pay periods within each fiscal year, the unit employee must request in writing to management the option to carry over all or part of their accumulated unused compensatory time, if any. Failure to request carryover will result in automatic payout of the
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current balance. Any payouts shall be paid by the first pay period of the following new fiscal year. In the last full pay period in June each year, employees shall have the option to cash out up to 125 hours of CTO at employee's regular rate.
5. At any point in time, the total number of compensatory hours shall not exceed 200 hours.
C. SCHEDULING AND USE OF COMPENSATORY TIME
1. The scheduling of compensatory time off shall be handled the same as the scheduling of vacation time off.
2. Accumulated compensatory time may be utilized as paid leave on a straight time hour for hour basis at the mutual convenience of management and the unit employee.
D. PAY OUT OF COMPENSATORY TIME UPON SEPARATION FROM
SERVICE
In the event of separation from the City for any reason, the unit employee shall be entitled to cash payment of one hundred percent (100%) of his/her accumulated unused compensatory time at employee regular rate.
XV. COURT TIME PAY
A. COMPENSATION
Unit employees, who attend court while off duty, shall be paid at time and one half their regular rate for all time spent in court, with a minimum of 2.75 hours (equal to 4.125 hours of straight time pay). All court time compensation shall be paid and not banked.
B. REQUIREMENT
1. Employees required to make court appearances shall clock in with subpoenas while first arriving at station or courthouse and punch out the subpoena when the officer concludes their court appearance.
2. On-Call subpoenas are considered court appearance subject to this section.
3. If the unit employee voluntarily elects to go "On-Call" for court and does not physically appear; it is understood they do not receive court time compensation.
4. Employees are not entitled to Court Time Pay for their own personal court appearances.
ARTICLE FOUR:
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SUPPLEMENTAL BENEFITS
I. RETIREMENT
A. CALPERS RETIREMENT BENEFITS
The City agrees to provide retirement benefits to eligible unit employees hired prior to ratification of this contract under the California Public Employees' Retirement System (CalPERS) as follows:
Government
Code
Section
Benefit
20042 One Year Final Compensation:
For Classic Members, final compensation is the average full-time monthly pay rate for the highest twelve (12) consecutive months. 7522.32 Three Year Final Compensation:
For PEPRA members, provides that final compensation means the highest average annual pensionable compensation earned by a member during a period of at least 36 consecutive months. Also prohibits a public employer from adopting a final compensation period of less than three years for classic members who are currently subject to a three-year final compensation period. 20055 Prior Service Credit:
Unit employees may be eligible to purchase prior service credit. 20124 Military Service Credit as Public Service:
Unit employees may elect to purchase up to four (4) years of service credit. 20965 Credit for Unused Sick Leave:
Unit employees may be eligible to convert unused sick leave hours at time of retirement to additional service time.
21329 Two percent (2%) COLA:
Beginning the Third calendar year after the year of retirement, retirement and survivor allowances will be adjusted annually on a compound basis of two percent (2%); the adjustment may not be greater than the change in the CPI. 21354 2% @ 55 for Local "Classic" Miscellaneous Members:
Base retirement plan of two percent (2%) at age 55 for eligible unit employees hired before 12/30/12.
21353 2% @ 60 for Local "Classic" Miscellaneous Members:
Base retirement plan of two percent (2%) at age 60 for all eligible unit CalPERS members hired on or after 12/30/12.
7522.20 2% @ 62 for Local "New" Miscellaneous Members:
Base retirement plan of two percent (2%) at age 62 for new CalPERS members
21362.2 3% @ 50 for "Classic" Safety Members:
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Base retirement plan of three percent (3%) at age 50 for eligible unit employees hired before 12/30/12.
3% (a) 55 for "Classic" Safety Members:
Base retirement plan of three percent (3%) at age 55 for eligible unit employees hired on or after 12/30/12.
2.7% (ii), 57 for "New" Safety Members:
Base retirement plan of two and 7/10 percent (2.7%) at age 57 for all new CalPERS members
21551 Death Benefit Continues:
Provides that death benefits paid to a spouse of a member who died prior to retirement will continue in full should the spouse remarry. 21574 Fourth Level of 1959 Survivor Benefit:
Benefits are paid monthly to certain survivors of a unit employee who dies before retirement.
21620 Retired Death Benefit $500:
Upon the death of a retiree, a one- time lump sum payment of five-hundred dollars ($500) will be paid to the retiree's designated survivor(s), or to the retiree's estate.
21624 and
21626
a
n
d
Post Retirement Survivor Allowance:
Provides surviving spouse fifty percent (50%) of the amount of retirement allowance, dependent on option choices, as it was at time of death of retiree.
B. DEFINITION OF NEW MEMBER AND CLASSIC EMPLOYEES
The City contracts with CalPERS for retirement benefits. As a result of the Public Employees' Pension Reform Act of 2013 ("PEPRA"), new member employees and classic employees receive some different benefits. The definitions of "new member" and "classic member" are as follows:
New Member
Government Code section 7522.04(f) defines "new member" as follows:
(f) "New member" means any of the following:
(1) An individual who becomes a member of any public retirement system for the first time on or after January 1, 2013, and who was not a member of any other public retirement system prior to that date.
(2) An individual who becomes a member of a public retirement system for the first time on or after January 1, 2013, and who was a member of another public retirement system prior to that date, but who was not subject to reciprocity under subdivision (c) of Section 7522.02.
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(3) An individual who was an active member in a retirement system and who, after a break in service of more than six months, returned to active membership in that system with a new employer.
Classic Member
CalPERS refers to all members who do not fit the definition of new member as a Classic member.
C. EMPLOYEE PORTION OF SAFETY (SWORN) OF CALPERS
RETIREMENT
All "Classic" Safety members shall continue to pay a total of twelve percent (12%) of employee share of CalPERS contribution. All "New" Members will pay 50% of the total normal cost rate.
D. EMPLOYEE PORTION OF MISCELLANEOUS (NON-SWORN) OF
CALPERS RETIREMENT
All "Classic" Miscellaneous employees shall continue to pay a total of seven (7%) of the employee share of CalPERS contribution. All "New" Members will pay 50% of the total normal cost rate.
II. MISCELLANEOUS (NON-SWORN) - RETIREMENT BENEFIT - PARS "0.5% STACK"
A. ADDITIONAL RETIREMENT BENEFIT
The City will provide an additional retirement benefit referred to as "PARS 0.5% Stack Plan" through the Public Agency Retirement Services (PARS).
New PEPRA guidelines prohibit a public employer from offering the PARS 0.5% Stack Plan to any employee that was not covered by an existing plan prior to January 1, 2013.
B. MISCELLANEOUS (NON-SWORN) UNIT EMPLOYEE PAYMENT
SHARE
All non-sworn unit employees will pay one and one-half percent (1.5%) of their salary to the City to help pay for the increased cost to the City for the "PARS 0.5% Stack Plan".
C. ELIGIBILITY
All non-sworn unit employees who have worked full-time for the City for at least five (5) years shall be eligible to receive "PARS 0.5% Stack" Retirement Benefits upon their retirement from the City.
D. LIMITATIONS
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Eligible non-sworn unit employees as set forth in this section must retire from the City of Huntington Park to receive the "PARS 0.5% Stack" benefit.
III. HEALTH INSURANCE
A. HEALTH INSURANCE - CalPERS MEDICAL PLANS
The City will provide unit employees, their eligible dependents and retirees and their eligible dependents with medical insurance provided through the California Public Employees' Retirement System under the Medical and Hospital Care Act (PEHMCA).
B. HEALTH INSURANCE - CITY CONTRIBUTION
1. The City shall contribute on behalf of each unit employee an amount equal to 100% of the cost of the employee's insurance plan (i.e. Employee Only, Employee plus One Dependent, Employee Plus Two or more Dependents) not to exceed the cost of the respective plan of the Kaiser Permanente (HMO)-Los Angeles Region Plan available through (PEMHCA).
2. Effective once during each fiscal year, at the time rate changes are implemented by CalPERS, the City will adjust its monthly contribution for each contribution category (Employee Only, Employee plus One Dependent, Employee plus Two or More Dependents) equal to the KaiserPermanente California — L.A. Region CalPERS approved HMO plan.
IV. RETIREE HEALTH INSURANCE
A. ELIGIBILITY
A unit employee who subsequently retires from the City of Huntington Park and who qualifies as set forth in the following shall receive the following retiree Health Insurance Benefits upon official retirement from the City of Huntington Park. The intent of the parties is that entitlement to receive retiree health benefits is a vested benefit according to the plan in effect on the date an employee commences employment with the City. The inclusion of this vesting language is to comply with the Supreme Court's decision in M&G Polymers v.
Tackett, 135 S.Ct. 926, 935 (2015), requiring that the intent to vest a benefit be explicitly set forth.
B. RETIRED HEALTH INSURANCE BENEFIT
1. All unit employees who officially retire from the City of Huntington Park with at least five (5) years of full-time service with the City of Huntington Park, the City shall pay one-hundred percent (100%) of the maximum level of the City's contribution based on the Basic Kaiser Permanente — L.A.
Area Region monthly health premium for those eligible retired unit employees under the California Public Employee's Medical and Hospital
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Care Act or other health insurance and all other form of health insurance for these retired employees and their dependents.
2. Effective January 1, 2011, for retired unit employees who are eligible for Medicare, the City's contribution shall be solely based upon Kaiser Permanente -L.A. Area Region Supplement/Managed Medicare monthly health premium or the Combination of both Basic (meaning non-Medicare basic medical coverage) and the Kaiser Medicare monthly health premium.
3. The City agrees to defend and indemnify and hold harmless the POA against all claims and/or other forms of liability arising from provisions of Article Four, Section IV, B-2 of this MOU.
4. These qualifying requirements shall be waived for unit employees who retire from City service on an Industrial Disability Retirement.
C. RETIRED HEALTH INSURANCE BENEFIT FOR EMPLOYEES HIRED
AFTER RATIFICATION OF THIS CONTRACT AND ONCE CALPERS
CONTRACT IS AMENDED.
All new unit employees hired after ratification of this contract and once CalPERS contract is amended, will not be eligible for retiree medical benefits beyond the minimum allowed by CalPERS.
The City will establish a Health Savings Account (HSA) by July 1, 2020, Contributions into the HSA will be solely the employee's responsibility.
V. HEALTH INSURANCE PREMIUMS - OPT-OUT/CASH OUT OPTION (NONPERSABLE) Unit employees may elect to discontinue participation in, "opt out," of the CalPERS Health Plan medical insurance coverage. The intent of this provision is to share premium savings that the City will incur as a result of a unit employee canceling City coverage.
A. EMPLOYEE SPOUSES/DEPENDENTS NOT ELIGIBLE FOR OPT-OUT
1. For these medical plans, when a unit employee is the spouse of another benefited City employee, the affected employees shall have the option of:
a) Individual coverage; or
b) One (1) employee may select a plan and list the spouse as a dependent.
2. A unit employee who is covered as the dependent of a City employee in the City plan is eligible for single-party rate "opt-out" compensation.3. Unit employees may not both insure each other or the same dependents.
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B. PROOF OF COVERAGE/WAIVE CITY LIABILITY
1. Unit employees electing to cancel City health insurance coverage for themselves and all eligible family members must provide proof. a) The unit employee is not receiving Medicare or Medical. b) The unit employee must sign a document stating his/her desire to waive their City medical insurance coverage.
c) The unit employee has coverage through another (non-City) benefit plan end year prior to open enrollment (e.g., spouse's coverage through another employer), and must waive any liability to the City for their decision to cease coverage under the City's health insurance plan.
C. OPT-OUT CASH VALUE (NON-PERSABLE)
Unit employee's electing to opt out will receive the taxable cash (non-PERSable) value of one-half (0.5) of the monthly medical premium rate for which the unit employee would have qualified had the qualified unit employee not "opted-out" payable in two equal amounts and added to the first and the next subsequent paycheck of each month. If, for any reason, CalPERS determines that unit employees may not "opt out", this program becomes null and void.
D. RE-ENROLLMENT IN CITY HEALTH INSURANCE PLAN
1. After electing the Opt-Out provision, a unit employee and their dependents who later request to re-enroll under the City plan can only do so during the open enrollment period or after a qualifying event as permitted by the insurance carrier. Coverage will commence per the plan document.
2. A qualifying event shall be defined as set forth in the CalPERS medical plan, a copy of which is available to unit employees in the Human Resources Department.
VI. DENTAL INSURANCE
A. BENEFITS - DELTA CARE/PMI PLAN
1. Benefits — DeltaCare/PMI Plan. The City shall contribute an amount, equal to the DeltaCare/PMI premiums, but not to exceed the cost of coverage for an Employee plus Two or More Dependents, on a monthly basis towards an employee's choice of dental plans made available and administrated by Delta Dental Plan.
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2. Effective once during each fiscal year, at the time rate changes are implemented by Delta Care PMI, the City will adjust its monthly contribution for each contribution category (Employee Only, Employee Plus One Dependent, Employee Plus Two or More Dependents) to equal the corresponding Delta Care PMI monthly premium.
B. LIMITATIONS — DELTA PREFERRED OPTION PLAN
Unit employees who choose the Delta Insurance Delta Preferred Option Plan shall pay the difference in monthly premium between the Delta/PMI Plan and Delta Preferred Option Plan.
C. DENTAL INSURANCE BENEFITS - LIMITATIONS
The Dental Insurance coverage shall cease for unit employees upon termination, including retirement, at the end of the month after the unit employee terminates City employment.
VII. LIFE INSURANCE
A. BENEFIT
1. The City shall pay the full monthly premium for unit employees for Term Life Insurance Group coverage of $100,000.
2. Said Life Insurance benefit shall include coverage for Accidental Death and Dismemberment (AD&D).
B. LIMITATION
This Life Insurance Plan Coverage shall cease upon the unit employee termination from City employment.
VIII. VISION CARE INSURANCE
A. BENEFIT
1. Effective July 1, 2010, the City shall pay the full monthly premium for the unit employee up to Employee plus Two or more Dependents category for Vision Care Insurance.
2. Effective once during each fiscal year, at the time rate changes are implemented, the City will adjust its monthly contribution for each contribution category (Employee Only, Employee Plus One Dependent, Employee Plus Two or More Dependents) for the vision care insurance monthly premium.
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3. The vision care insurance coverage shall cease upon the unit employee's termination from City employment.
IX. LONG TERM DISABILITY INSURANCE
A. PURPOSE
The City has a Long-Term Disability insurance policy intended to augment the annual sick leave accrual and sick leave bank programs and provide certain income protection for unit employees up to one (1) year.
B. BENEFIT
1. The City shall pay the full monthly premium for the Long-Term Disability Insurance Plan Coverage for unit employees.
2. Long Term Disability may be used by sworn unit employees for non-workrelated injuries or illnesses and may be used by non-sworn unit employees for either work or non-work-related injuries or illnesses, in accordance with City Policy and the insurance company carriers qualifying rules and regulations.
3. Long Term Disability Insurance benefits shall be paid to eligible unit employees in accordance with the policies established by the insurance carrier's written policy rules and regulations for qualifying and a thirty (30) calendar day waiting period established by the insurance carrier before benefits can be paid.
C. LIMITATIONS
1. The unit employee must use all their accumulated annual sick leave hours, and all accumulated sick leave bank time before being eligible to receive Long Term Disability benefits.
2. Accumulated sick leave may be used in separate thirty (30) calendar day periods.
3. This Long-Term Disability Insurance Plan shall cease upon the unit employee's termination from City employment.
X. UNIFORMS ALLOWANCE AND ISSUED UNIFORM EQUIPMENT - SWORN
UNIT EMPLOYEES
A. PURPOSE
1. The purpose of uniform allowance is to provide sworn unit employees funds for the future purchase, replacement, and cleaning of uniforms and clothing.
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2. Additionally, the funds are provided to compensate for all time expended in cleaning and maintaining required uniform equipment in proper order.
3. Unit employees, except employees on IOD status, who have been on an unpaid leave of absence for any reason from active service for any time in excess of sixty (60) calendar days, shall have the payments suspended and prorated.
B. SWORN EMPLOYEES-POLICE /LATERAL POLICE OFFICER
UNIFORMS - ONE-TIME PURCHASE ORDER
1. Upon taking oath of office as a Police Officer or Lateral Police Officer for the City, Police Officer or Lateral Police Officers shall receive a one time purchase order for uniform clothing and equipment purchases in lieu of issue.
2. This one-time uniform clothing and equipment purchase order shall be used toward purchase of the following items:
▪ 2 Long Sleeve Shirts ▪ 1 Set of Rain Gear
(Hooded jacked, pants, rubber boots)
▪ 2 Short Sleeve Shirts ▪ 1 set dark blue BDU's
▪ 2 Uniform Pants ▪ 1 Name tag
▪ 1 Pants Belt ▪ Helmet and Face Shield with carry
bag mask
▪ 1 Tie & Tie Clip ▪ Vest with one cover
▪ 1 Winter Jacket ▪ Trauma First Aid Kit
▪ 1 Soft Hat
SAM BROWN UTILITY BELT WITH:
▪ 2 Handcuffs, key & cases ▪ Holster to match standard duty weapon
▪ Asp (Expandable baton) and case ▪ 3 ammunition magazines ▪ OC (Pepper Spray) & case ▪ Baton belt ring
▪ Standard duty weapon ▪ Baton
▪ 4 double snap keepers ▪ Key ring
▪ Radio holder ▪ Holster to match standard duty
weapon
3. Some equipment items (re-issued equipment) may be provided to sworn unit employees as approved by Police Management.
C. PURCHASE AND REPLACEMENT OF UNIFORM AND EQUIPMENT
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1. After the City provided the one-time purchase order to purchase initial uniform and equipment the sworn police employees will purchase, at his/her cost, maintain and replace the following items as needed:
▪ Long Sleeve Shirts ▪ 1 Soft Hat
▪ Short Sleeve Shirts ▪ 1 Set of Rain Gear (Hooded jacked, pants, rubber boots)
▪ Uniform Pants ▪ 1 set dark blue BDU's
▪ Pants Belt ▪ 1 Name tag
▪ Tie & Tie Clip
▪ Winter Jacket
SAM BROWN UTILITY BELT WITH:
▪ 2 Handcuffs, key & cases ▪ Baton belt ring
▪ Asp (Expandable baton) and case ▪ Baton
▪ 4 double snap keepers ▪ Key ring
▪ Radio holder
2. After the City provided the one-time purchase order to provide the following safety equipment, the City will be responsible for maintaining and replacing the following safety equipment:
▪ Duty weapon ▪ Helmet & Face Shield with carry bag
▪ Duty Weapon Holster ▪ Gas Mask
▪ Ammunition magazines ▪ Vest
▪ OC (Pepper Spray) canister & case ▪ Trauma First Aid Kit D. UNIFORM CLEANING AND REPLACEMENT ALLOWANCE — SWORN
UNIT EMPLOYEE
All sworn unit employees shall receive a uniform purchase, cleaning and replacement allowance of one thousand two-hundred dollars ($1,200.00) per year. The allowance shall
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be paid over the course of the year through equal disbursements provided each pay period if the sworn unit member is employed for the entire year. Uniform Allowance pay will be suspended and prorated if the eligible employee is in an unpaid status for any period greater than 60 days.
E. NON-SWORN PURCHASE AND REPLACEMENT OF UNIFORM AND
EQUIPMENT
After the City provided the one-time purchase order to purchase initial uniform and equipment the non-sworn police employee will purchase at his/her cost, maintain and replace the following items as needed
Public Safety Dispatcher
▪ 2 Long Sleeve Shirts ▪ Silent Key Holder (Hush Keeper), Leather, Basket Weave
▪ 2 Short Sleeve Shirts ▪ 1 Name Plate
▪ 2 Uniform Pants
▪ 1 Jacket “Tuffy” Type Black
▪ 1 Belt, Trousers, Basket Weave
Community Service Officer/Property and Evidence Specialist ▪ 2 Long Sleeve Shirts ▪ 1 Belt, Trousers, Basket Weave ▪ 2 Short Sleeve Shirts ▪ 1 Name Plate
▪ 2 Uniform Pants
▪ Silent Key Holder (Hush
Keeper), Leather, Basket
Jailer
▪ 2 Long Sleeve Shirts ▪ Silent Key Holder (Hush Keeper), Leather, Basket weave
▪ 2 Short Sleeve Shirts ▪ 1 Tie & Tie Clip
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▪ 2 Uniform Pants ▪ 1 Tie Bar
▪ 1 Jacket “Tuffy” Type Black ▪ 5 Name Patches
▪ 1 Belt, Trousers, Basket Weave
Parking Enforcement Officer
▪ 2 Long Sleeve Shirts ▪ Envelope Holder, Black, Basket Weave ▪ 2 Short Sleeve Shirts ▪ Belt, Trousers, Basket weave (Black) ▪ 2 Uniform Pants ▪ Silent Key Holder Leather, Basket
weave
▪ 1 Jacket “Tuffy” Type Black
▪ 1 Rain Gear (Pant and Jacket)
▪ 1 Name Plate
F. LIMITATIONS
All unit employees who resign from their positions and are later reinstated shall not be recognized as a new hire and shall not be eligible for equipment allowance.
G. PURCHASE - SPECIFICATIONS AND RECEIPTS
1. Such uniform equipment purchases allowances meet legal requirements and shall be in lieu of the purchase and supply of these items by the City.
2. Uniform equipment and uniform clothing items shall meet specifications as set forth in the Huntington Park General Order Manual.
3. Unit employees shall provide the City with original receipt toward the purchase of those items in this section on Uniform Allowance.
H. TERMINATION PRIOR TO COMPLETION OF PROBATION
Any unit employee who fails probation with the City shall return to the City all uniform equipment purchased with or from the uniform allowance.
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I. UNIFORM EQUIPMENT — REPAIR AND REPLACEMENT
1. Repair and Replacement
a) The City shall replace or repair uniform equipment, damaged in the course of regular duty not due to regular wear and tear with Chief of Police approval
b) Should the City choose to issue a voucher for the damaged item, such voucher shall be for an amount permitting the repairs or replacement of equipment meeting the minimum division standards regardless of the type, make, model or modifications of the item. c) Upon the City's replacement or issuance of a voucher, the damaged equipment shall be turned in to the City except equipment, which is repaired pursuant to approval by a division commander.
2. Safety Equipment Replacement List
The following is the uniform safety equipment that the City will replace after initial purchase order from City or repair:
o Duty weapon
o Duty Weapon Holder
o Ammunition magazines
o OC (Pepper Spray) canister & case
o Helmet & Face Shield with carry bag
o Gas Mask
o Vest
o Trauma First Aid Kit
J. SPECIAL ASSIGNMENT SAFETY EQUIPMENT
The City shall be responsible for the cost for initial purchase and replacement of safety equipment for the following special assignments:
1. Bicycle Detail
o Safety Helmet and cover
o Safety eye wear and gloves
2. SWAT Team
o Entry vests or any increased ballistic vests
o Safety Goggles
o Gloves
o Entry holster for alternative duty weapon
o 1 Green BDU
o 1 Training BDU
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3. Motorcycle Officers
o DOT approved helmet with boom mike and earpieces
o Safety Glasses
o Gloves
4. Detective Bureau/SERT/Gang Detail/Narcotics/K-9 Detail o Concealment holster for duty weapon
o Other specialized equipment as required
5. Special Assignment Safety Equipment
City is responsible at its cost for initial purchase of the following equipment and the unit employee is responsible at his/her cost for maintaining and replacement thereafter of the following:
o Motorcycle Officers
o 2 pair safety riding britches
o Motorcycle Boots
o Leather Jacket
o Honor Guard
o The Chief of Police retains the right to authorize uniform or equipment purchases for the Honor Guard.
6. Prior Special Assignment Posting
The City is responsible at its cost for the initial purchase of special assignment uniforms for the unit employee when it is within one (1) year of a prior special assignment posting.
K. OTHER UNIFORM ITEMS
1. The City will provide at no cost to the unit employee uniform patches, badge, hat piece, and identification cards.
2. The unit employee will be responsible for purchasing rank insignia and authorized special assignment tabs or pins.
L. CHIEF OF POLICE - SAFETY EQUIPMENT NOT LISTED
The City, Police Department, and unit employees acknowledge employee safety is paramount and the changing nature and dangers that are inherent to police work may require safety equipment not listed in this MOU. Nothing in this agreement abrogates the City's responsibility to provide safety equipment as required by law and P.O.S.T. regulations.
XI. UNIFORM ALLOWANCE AND ISSUED UNIFORM EQUIPMENT - NONSWORN EMPLOYEES
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A. PURPOSE
1. The purpose of uniform cleaning and replacement allowance is to provide funds for the future purchase, replacement, and cleaning of uniforms and clothing.
2. Additionally, the funds are provided to compensate for all time expended in cleaning and maintaining required uniform equipment in proper order.
B. UNIFORM PURCHASE ORDER- NON-SWORN UNIT EMPLOYEE
1. Non-Sworn unit employees shall receive a one-time uniform purchase order cleaning and replacement allowance for the following non-sworn classifications:
• Public Safety Dispatcher
• Public Safety Dispatch Supervisor
• Community Service Officer
• Jailer
• Parking Enforcement Officer
• Property and Evidence Specialist
C. ANNUAL UNIFORM CLEANING AND REPLACEMENT ALLOWANCE
1. After the initial purchase order to purchase required uniform and equipment, non-sworn unit employees shall receive an annual uniform allowance as follows:
Annual Uniform Cleaning and Replacement Allowance
Classification Uniform Allowance
Public Safety Dispatcher $1.000.00
Public Safety Dispatch Supervisor $1,000.00
Community Service Officer $1,000.00
Jailer $1,000.00
Parking Enforcement Officer $1,000.00
Property and Evidence Specialist $1,000.00
XII. BOOT ALLOWANCE
A. PURPOSE
The annual boot allowance is for unit employees to purchase and/or replace work boots.
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B. ALLOWANCE
All unit employees who have worked for the City a minimum of one (1) year shall receive an annual allowance of one-hundred fifty dollars ($150), in the first complete pay period in July of each fiscal year.
XIII. TUITION REIMBURSEMENT PROGRAM
A. PURPOSE
The purpose of the City's Educational Tuition Reimbursement Program is to promote and encourage employees to obtain a college level education up to, and including, a Bachelor’s degree. All unit employees may use the tuition reimbursement program each fiscal year, subject to the conditions of the program set forth in this section.
B. ANNUAL REIMBURSEMENT
1. The maximum amount of the annual reimbursement shall be fifteen hundred ($1,500) dollars, which shall cover tuition, enrollment fees, required textbooks and other related material;
2. Participation for reimbursement shall be on a first-come, first-served basis and subject to a twenty-five thousand ($25,000) dollar City-wide cap. If the $25,000 City-wide annual cap is not reached, the remaining amount does not result in an increase to the maximum annual reimbursement amount;
3. To the extent that funds remaining in the pool are insufficient to fund all the supplemental applications, participants shall receive equal reimbursements from the remaining funds in the City-wide Tuition Reimbursement Fund.
C. REQUIREMENTS
1. All courses must be completed at an accredited college, university, community college or other institution, as recommended by the Police Chief and approved by the City Manager;
2. To be eligible for reimbursement, unit employees must receive a grade of "C" or better (or "Pass" if the course is given on a "Pass/Fail" basis);
3. Classes must be taken while a unit employee is off-duty and not during employees scheduled work hours; and
4. Approval for reimbursement must be obtained from the City Manager prior to the beginning of the class and payment for reimbursement shall be made
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only after the certified transcript of grades and receipts for payment of tuition fees and other expenses are received by the City.
XIV. COFFEE SUPPLIES
The coffee and related supplies that are provided for the City Council and the various City Commissions shall also be made available for use by City employees.
ARTICLE FIVE:
LEAVE POLICIES
I. HOLIDAYS
A. ANNUAL HOLIDAY LEAVE
Regular full-time employees shall be compensated a total of one hundred (110) hours of Holiday Leave per fiscal year at his/her base rate.
B. OFFICIAL PAID HOLIDAYS FOR UNIT EMPLOYEES
1. The official paid recognized holidays granted to unit employees are as follows:
(1) New Year's Day (January 1)
(2) Martin Luther King's, Jr. Birthday (31'
d Monday in January)
(3) President's Day (3"1 Monday in February)
(4) Cesar Chavez Birthday (March 31St)
(5) Memorial Day (4th Monday in May)
(6) Independence Day (4th of July)
(7) Labor Day (1" Monday in September)
(8) Veterans Day (November 11)
(9) Thanksgiving Day (4th Thursday in November)
(10) Day after Thanksgiving
(11) Christmas Day (December 25th)
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2. The City Manager or City Council has the right to designate any additional day or part of a day as a Holiday.
C. UNUSED HOLIDAY LEAVE TIME
1. Sworn Unit Employee
a) For sworn unit employees, unused Holiday Leave Time shall be accumulated and paid in the last pay period in June of each fiscal year.
b) A sworn unit employee who is not required to work on his/her regularly scheduled workday because it is a recognized City Holiday, may, at the employee's option, use accrued vacation leave, COLA in Lieu Leave or compensatory time off to provide a full paycheck for the pay period.
2. Non-Sworn Unit Employee
a) For non-sworn employees, unused Holiday Leave Time shall be paid in the pay period where the recognized City holiday occurs. b) If a non-sworn unit employee works on a recognized City holiday, he or she shall receive his/her regular salary (including overtime, if applicable) plus ten (10) hours of holiday leave pay.
c) If a non-sworn unit employee is not required to work or has his/her request for a holiday leave off approved, he/she shall be compensated only for ten (10) hours of holiday pay for that day. d) A non-sworn unit employee shall not use vacation time, COLA or compensatory time for the requested time off.
D. USE OF HOLIDAY LEAVE
Unit employees may take his/her unused Holiday Leave Time as approved by Police Management with due regard to the service needs of the City and the needs of the unit employee.
E. EMPLOYEE REQUIRED TO WORK AN OFFICIAL HOLIDAY
1. When a unit employee is required to work on an official holiday, all hours worked shall be paid at the unit employees' regular hourly rate of pay; and
2. No Holiday Leave Time shall be deducted from their annual Holiday Leave Bank.
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F. HOLIDAYS OCCURRING DURING VACATION PERIOD
Any official holiday time occurring within a non-sworn unit employee's vacation period shall be charged as Holiday Leave Time in lieu of Vacation.
G. HOLIDAYS AND SICK LEAVE USE
If a unit employee is on Annual Sick Leave or taking Sick Leave Bank Leave on the last working day before the holiday or immediately after any official holiday, ten (10) holiday leave hours shall be deducted from their annual Holiday Leave Bank.
H. PAY OFF OF UNUSED HOLIDAY LEAVE OR FLOATING HOLIDAY
LEAVE UPON TERMINATION
1. Any unit employee terminating City employment, either voluntarily or involuntarily, shall have any eligible accrued Holiday Leave Time hours cashed out at the employee's current hourly rate of pay.
2. Eligible holiday hours shall mean those holidays in the fiscal year which have already been earned by the terminating unit employee. (Earned meaning the employee was employed by the City when certain eligible Holidays had occurred.)
3. In the case of any unit employee whose employment with the City is terminated by death, such payment shall be made to the estate, spouse or beneficiaries entitled to, or in the case of doubt to the beneficiary of records for public retirement, upon approval by the City Attorney.
I. DECEMBER 24-CHRISTMAS EVE/DECEMBER 31- NEW YEAR'S EVE
1. If approved by the City Manager, each unit employee, who is scheduled to work and is working on December 24 and December 31, except those unit employees determined by the City Manager and Chief of Police to provide services for the necessary functions of the Police Department which he/she is employed, shall be permitted to be absent for duty five (5) hours on December 24 (Christmas Eve) and December 31 (New Year's Eve) or the last working day prior to December 24 and December 31.
2. Only unit employee actually working on December 24 or December 31 or the last working day prior to December 24 and December 31 shall be eligible and considered for this leave.
3. Should a unit employees be on approved leave with pay (holiday leave, vacation leave, or compensatory time, but not sick leave) on December 24 or December 31 and it's a regular assigned workday for them they shall be charged leave time for five (5) hours for said day.
II. VACATION LEAVE
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A. VACATION LEAVE ACCRUAL
1. All unit employees are eligible to earn vacation leave time.
2. Unit employees shall accrue vacation leave time on the fifteenth (15) day of each month.
3. Unit employees shall be entitled to utilize their accumulated vacation leave with pay upon completion of six (6) months of continuous employment with the City and approval by Chief of Police.
B. VACATION LEAVE EARNED
1. Vacation time shall be earned and accrued on the following basis:
YEARS/MONTH
S EMPLOYED
VACATION
EARNED
Per month
VACATION
EARNED
Per Year
*TWICE
MAXIMUM
VACATION
EARNED
0-4 yrs
(0-48 months)
9.33 hours per month 112 hours per year 224 Hours
5-9 yrs
(49-108 months)
12.66 hours per month 152 hours per year 304 Hours
10 yrs and up
(109 months and up
thereafter)
16.66 hours per month 200 hours per year
(see B.3 below)
400 Hours
2. Vacation Leave is earned on a continuous service time with the City and is prorated on a monthly basis.
3. *After a unit employee accrues twice their annual Vacation Leave Time accrual said unit employee ceases to earn Vacation Leave balance. The affected unit employee will only begin accruing vacation Leave Time again after their vacation Leave balance is less than twice the annual Vacation Leave Time accrual.
C. APPROVAL OF VACATION LEAVE REQUESTS
The Department Head shall approve unit employee Vacation Leave requests with due regard to the service needs of the City and the personal need of the unit employee.
D. NO VACATION TAKEN PRIOR TO ACCRUED
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1. Unit employees may take only Vacation Leave as they have accumulated at the time the vacation begins.
2. Vacation Leave shall only be approved if the unit employee has accumulated sufficient Vacation Leave.
E. LIMITATIONS ON VACATION LEAVE
1. Vacation is charged on the basis of the actual hours the unit employee is on vacation leave, rounded to the nearest quarter (0.25) hour.
2. Unit employees do not accrue vacation leave while on leave in excess of thirty (30) calendar days.
3. An employee who is sick during their vacation leave may charge the period of illness and/or injury to sick leave if available. Verification may be required from a physician.
F. PAYMENT ON SEPARATION
1. Employees will be paid a lump sum of all accrued Vacation Leave upon separation at their current rate of pay. Upon death all accrued vacation leave will be paid to the employee's beneficiary, after approval by the City Attorney.
2. Unit employees who are reemployed after one (1) year or more in break of service time receive vacation leave as if they were a new employee.
3. Those reemployed after less than a one-year break, shall begin accruing vacation leave using their total City service time.
G. VACATION CASH-OUT IN LIEU OF GRANTING VACATION
Certified unit members may make an irrevocable election to cash-out a maximum of 80 hours of vacation time so long as in the current calendar year the unit member has used at least 80 hours of cumulative vacation time. Such an election shall be designated by October in the calendar year prior to desired cash-out year and paid between July and November of the following calendar year.
III. SICK LEAVE
A. PURPOSE OF SICK LEAVE
1. Sick Leave is not a right, which a unit employee may use at his or her discretion. Sick leave is leave from duty necessitated by illness or injury to the unit employee or illness or injury of a member of the unit employee's immediate family requiring the unit employee's attendance, and medical
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appointment to the extent that such appointment cannot be scheduled outside the workday.
2. For the purposes of this section, immediate family means employee's spouse or domestic partner, child, stepchild, father, mother, stepfather, stepmother, father-in-law, mother-in-law, brother, sister, grandfather, grandmother, grandchild, or other individual residing in the same household whose relationship to the unit employee is that of a dependent.
3. The maximum amount of accrued sick leave that can be used by a unit employee for use for their immediate family shall be forty-eight (48) hours per fiscal year.
4. All sick leave requires approval by Police Management and such requests will not be unreasonably denied.
B. SICK LEAVE ACCRUAL RATE
1. Each eligible unit employee shall accrue Sick Leave at the rate of eight (8) hours for each month, or major fraction thereof, of continuous City services.
2. The maximum annual Sick Leave accrual shall be ninety-six (96) hours for each year of continuous City service.
3. There is no maximum limit on the amount of total Sick Leave bank a unit employee may accumulate with the City.
4. A unit employee shall not accrue sick leave during absences from duty in excess of thirty (30) calendar days by reason of illness, disability or injury on duty, except where such credit is mandated by law (Labor Code 4850).
C. 50% CASH OUT OF ANNUAL ACCUMULATED SICK LEAVE
1. In the last pay period of each fiscal year, one half (50%) of an employee's unused, accrued sick leave from that fiscal year (48 hours maximum), shall be cashed out by the City at the unit employee's regular rate of pay in effect on June 30th.
2. The remaining one-half (50%) of a unit employee's unused Sick Leave from the fiscal year (not to exceed forty-eight (48) hours) shall be added to the unit employee’s Sick Leave Bank.
3. Unit employees shall receive the payment for the cash-out of leave in November following the end of the fiscal year.
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4. With the exception of the annual cash out of one-half (50%) of a unit employee's unused, accrued sick leave from that fiscal year, there is no other cash out of accrued sick leave.
5. Upon separation, an employee shall be paid for 50% of their accrued unused sick leave from that fiscal year (plus the employee's payout of the prior fiscal year, if it was not previously paid). No sick leave bank time is paid to employees upon separation.
D. USE OF SICK LEAVE
1. In order to receive compensation while absent on sick leave an employee (or someone on the employee's behalf) shall notify the Chief of Police or immediate supervisor within thirty (30) minutes after the beginning of the unit employee's daily duties.
2. The first day of sick leave shall not commence until such notice is given except in cases of emergency or when provision of such notice is not reasonably possible.
3. In order to be compensated with sick leave for three (3) or more consecutive working days, the unit employee shall be required to submit upon return to work, a physician's verification of illness or injury.
4. A unit employee may use accrued sick leave for the actual number of hours of the regular work period that the unit employee is absent due to illness or injury.
5. A unit employee’s Sick Leave Bank is limited to use for situations of catastrophic leave as approved by the City. Sick Leave Bank hours cannot be used to supplement regular sick leave or a lack of sick leave hours.
Catastrophic leave shall be defined as a catastrophic illness of an employee, that is any non-occupational illness, injury, or physical or mental condition of such serious nature as to require long-term absence from work. Chronic illnesses or injuries which result in intermittent absences from work may be considered catastrophic; however, eligibility for catastrophic leave under these circumstances is determined on a case-by-case basis.
E. ABUSE OF SICK LEAVE
1. A unit employee shall be subject to disciplinary action for abuse of sick leave, which is defined as a unit employee's use of sick leave when the unit employee is not sick, not required to care for a member of the employee's immediate family or not attending a doctor's appointment.
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2. If a unit employee calls in sick in violation of the City's rules and regulations, then a deduction shall be made from the unit employee's earned vacation credit, holiday bank, and/or compensatory time bank.
F. UNPAID LEAVE OF ABSENCE DUE TO INJURY OR ILLNESS
A unit employee who is absent due to illness or injury and who does not have any form of accrued leave on the books shall be required to furnish a physician's statement giving the reason for the absence and a further statement indicating that the unit employee is fit to return to work with or without limitations.
IV. PERSONAL BUSINESS LEAVE
A. SICK LEAVE WITH PAY-UP TO TWO (2) WORKING DAYS PER
CALENDAR YEAR
Each unit employee may use up to two (2) working days per calendar year of Sick Leave for personal time days as part of the unit employee's accrual.
B. NOTIFICATION TO DEPARTMENT HEAD OR DESIGNEE
In order to be compensated while absent on Personal Time Leave, the unit employee must notify the Chief of Police or designee at least twenty-four (24) hours in advance; provided that such notice shall not be required in an emergency situation. However, the unit employee shall notify the Chief of Police or his/her immediate supervisor within thirty (30) minutes after the beginning of his/her shift.
All Personal Time Leave requires the Chief of Police or designee's approval.
C. LIMITATIONS
1. Personal Time Leave shall be charged to the unit employee in even two (2) hour Sick Leave increments or more.
2. Personal Time Leave shall be deducted from the unit employee's annual sick leave accrual.
3. Any unused sick leave, including Personal Time Leave shall be compensated in accordance with the City's Annual accumulated unused sick leave buy-back program.
4. Personal Time Leave shall not be used for vacation or any other leave.
V. WORK RELATED DISABILITY
A. POLICY
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1. If an industrial injury causes temporary disability to a non-sworn unit employee, payment shall be made on the fourth (4th) day after the injured unit employee leaves work as a result of the injury; provided, that in cases where the injury causes disability of more than fourteen (14) calendar days or necessitates hospitalization, the disability payment shall be made from the first (1st) day the injured unit employee leaves work or is hospitalized as a result of the injury.
2. The City may provide a temporary light-duty assignment when available and when a treating physician's release for such an assignment is obtained.
B. USE OF LEAVE BENEFITS
Sworn unit employees who have exhausted Labor Code 4850 benefits and nonsworn unit employees beginning with their thirty-first (31) calendar day of such disability, may use all accumulated leave time benefits (sick leave, compensatory time off, holiday, vacation, etc.) with any workers' compensation temporary disability or permanent disability payment to augment their pay to their full salary.
VI. SICK LEAVE WITHOUT PAY
A. POLICY
Whenever a unit employee must take sick leave, but does not have any annual sick time accrual or sick time accrual bank credit accumulated for such sick leave because he or she has either not yet earned any credit for such sick leave or has exhausted such credits through the use of sick leave accrual or long term disability accrual, then such unit employee may be allowed to take sick leave, without pay, upon approval of the City Manager.
B. LIMITATIONS
1. Use of unpaid sick Leave, in combination with annual sick leave accrual or sick leave bank accrual, shall not extend beyond one (1) year. Unit employees shall retain all rights and privileges granted unit employees on a regular sick leave, except for compensation and except that they shall not accumulate holidays, vacations or annual sick day accrual or sick leave bank accrual while on unpaid leave.
2. Such unit employee shall return to the same step and range currently assigned to such former position if and when the unit employee returns to work.
VII. TEMPORARY MODIFIED WORK
A. ELIGIBILITY
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Any unit employee who is temporarily incapable of performing his/her normal assigned duties because of an illness or injury may request assignment or be required by his/her department supervisor to participate in the temporary modified work program.
B. LIMITATIONS
Participation in the temporary modified work program is limited to unit employee who shall not:
1. Have an industrial disabling injury, disease, or sickness that exceeds a projected recovery date of twenty-six (26) weeks from the date such temporary modified work program is scheduled to commence; or
2. Have a non-industrial disabling injury, disease, or sickness that exceeds a projected recovery date of twenty-six (26) weeks from the date such temporary modified work program is scheduled to commence; or
3. Be in a Vocational Rehabilitation Plan approved by the City.
C. APPLICATION AND ACCEPTANCE
Application for the Temporary Modified Work shall be in writing by the unit employee when consideration is requested for the work program and by written direction when the Chief of Police requires the employee to participate. The Chief of Police shall make a determination of admission to the program based upon such factors as:
1. The attending physician's release to temporary modified work program;
2. Availability of City-wide work stations suitable to accommodate the employee's specific limitations; and
3. The employee's ability to perform satisfactorily in a selected temporary assignment.
D. OUTSIDE EMPLOYMENT
During convalescence and/or temporary modified work assignment, employees shall be expressly forbidden from engaging in any outside employment that would interfere with their convalescence.
E. FINAL DECISION
The Chief of Police shall make the final decision regarding an employee's eligibility for a temporary modified work assignment based upon stated criteria and shall provide written notification of the determination to the affected unit employee.
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VIII. CITY SHALL COMPLY WITH ITS LEGAL OBLIGATIONS RELATED TO
GUARANTEED STATE AND FEDERAL LEAVE RIGHTS
At all times the City will comply with its legal obligations related to the leave rights guaranteed to employees by applicable federal, state, and local laws (e.g. FMLA/CFRA, Military Leave, Military Family Leave, Voting Leave, Pregnancy Disability Leave, School Leave, Jury Duty Leave, etc.)
IX. LEAVE OF ABSENCE WITHOUT PAY
A. POLICY
1. Upon written request, the City Manager may, in his/her discretion and upon recommendation of the Chief of Police, grant a leave of absence to any unit employee who has been employed by the City regularly for one (1) year or more.
2. Any such unit employee, with the approval of the City Manager or Chief of Police, may return prior to the time fixed for the expiration of such leave.
B. LIMITATIONS
In no event shall the City Manager grant a leave of absence contrary to this MOU or the Civil Service Rules and Regulations.
X. ABSENCE WITHOUT PAY
A. POLICY
Failure of a unit employee to report for duty on a normal working day or shift without notice to his/her department head of the reason for such absence within thirty (30) minutes after the time designated as the beginning of the workday shall constitute absence without leave and without pay.
B. UNAUTHORIZED LEAVE OF ABSENCE/ABANDONMENT OF
POSITION
1. A unit employee who is absent without authorization for three (3) or more consecutive workdays and who fails to contact the Chief of Police to provide justification for the absence and who's absence would cause disruption to a City service, shall be considered to have abandoned his/her position and resigned from City employment as of the third (3rd) day of absence.
2. The Chief of Police shall notify the unit employee that the City considers him/her to be absent without leave, and that, under this section, a termination of employment will be processed.
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3. Such notification shall be made pursuant to the procedures for notification of intent to discipline as provided in the Civil Service Rules & Regulations.
4. The unit employee may be reinstated, subject to disciplinary action for other causes, if adequate justification for the absence is provided to the Chief of Police prior to the end of the notification period.
XI. EMPLOYEE DEATH - ACCUMULATED ELIGIBLE LEAVE TIME BENEFITS
PAID TO SPOUSE OR ESTATE
In the event a unit employee's services are terminated as a result of the employee's death, the payment of eligible accumulated unused vacation leave, sick leave and compensatory time off, if any, shall be made to the employee's spouse or estate. If there are questions of doubt as to the appropriate person(s) entitled thereto, the beneficiary of record for the California Public Employees' Retirement System shall be determined, with the approval of the City Attorney.
ARTICLE SIX:
WORKING CONDITIONS
I. AMERICANS WITH DISABILITIES ACT (ADA)
A. ACCOMMODATIONS
1. The HPPOA recognize that the City may be required to make accommodations in order to carry out its obligations under the Americans with Disabilities Act (ADA).
2. Some of these accommodations may require actions which are contrary to the language or intent of existing provisions of this agreement.
3. In such cases, the parties agree that such accommodation shall not constitute a "past practice" or waiver by either party of its right to fully enforce such provisions in the future with regard to persons not subject to the protections of the ADA.
B. ADA COMPLIANCE
1. The HPPOA recognizes that circumstances surrounding ADA compliance in individual cases may involve matters which are personal and require the utmost confidentiality.
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2. Specifics of an individual case may not be divulged by the City or HPPOA.
C. ACTIONS TAKEN NOT GRIEVABLE
Actions taken by the City under Section I, shall not be subject to the grievance procedure.
II. RESIGNATION
A unit employee wishing to leave the City in good standing shall file with the Chief of Police a written notice stating the effective date and reasons for leaving at least two (2) weeks in advance of his or her resignation. A statement as to the resigned employee's service performance and other pertinent information shall be forwarded to the Human Resources Office. Failure to give notice may be the cause for denying future employment with the City.
III. EMPLOYEE INCARCERATED - UNABLE TO REPORT TO WORK
A. NON-PAY STATUS
1. Should a unit employee become incarcerated and held in any jail custody and not be able to come to work to perform his/her job assigned work schedule and duties, they shall be placed on unpaid, administrative leave — unable to report to work status, until they return to work as assigned.
2. If a unit employee is indicted by any Federal, State or Superior Court or held to answer by the court on any felony charge, the unit employee may at the discretion of the Chief of Police, be placed on unpaid administrative leave.
3. If the charge(s) are dismissed by the court or if the unit employee is cleared of all charges, the City may reimburse the unit employee's Holiday Time, Vacation Time, and CTO that was used by the unit employee during that time period. The unit employee is not entitled to any reimbursement other than those listed in this section.
4. If a sworn unit employee is prohibited from possessing a firearm as a result of legal proceedings, then the unit employee may, at the Chief of Police's discretion, be placed on unpaid Administrative Leave until the prohibition is lifted.
B. USE OF ACCUMULATED LEAVE
Unit employees who are on unpaid Administrative Leave and/or unable to report to work may use their accumulated, if any, Vacation, Holiday or Compensatory Time for any unpaid work time due to their incarceration or indictment. The use of accumulated leave, however, does not preclude the City from taking disciplinary
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action against the employee if the conduct that resulted in the incarceration or indictment violated any City or Department policy, code, or expectation.
C. NO USE OF SICK LEAVE
No unit employee may use any of their accumulated sick time to cover any unpaid time due to their incarceration or indictment.
IV. CITY DRESS CODE
A. RIGHT TO SET DRESS CODE
The City reserves the right to establish and regulate a Workplace Dress Code for all unit employees subject to meet and confer with the HPPOA.
B. POLICE DEPARTMENT UNIT EMPLOYEES
Unit employees shall abide by the Police Personnel appearance and grooming standards as set forth by Police Management in the Police Department Policy Manual.
V. CITY ADMINISTRATIVE POLICIES
A. POLICIES
The City has a number of Administrative Policies covering a wide range of subjects, which address important City and work-related issues. These policies remain in full force and effect and may or may not be addressed specifically in this MOU. All currently enforced City Administrative policies apply to the Police Department and its personnel.
B. ADDITIONAL ADMINISTRATIVE POLICIES
Additional City Administrative Policies may be implemented in the future as set forth in the Management Rights Clause in Article One, Section X of this MOU.
VI. POLICE DEPARTMENT SUBSTANCE ABUSE POLICY
A. POLICIES
The City and HPPOA have a mutual agreement upon Police Department Substance Abuse Administrative Policy adopted March 18, 1996, and amended July 1, 2001.
B. RANDOM DRUG TESTING
The policy includes Random Drug testing requirement for all sworn and non-sworn police unit employees.
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C. DETAILS
Specific details of the program are set forth in the policy and copies are available in the Police Department and the Human Resources office.
VII. SPECIAL EVENTS
A. PREFERENCE
Whenever a special event is scheduled to occur in the City and, in the opinion of the Chief of Police, law enforcement employees are required, sworn officers will be given first preference to those law enforcement assignments. Should a special event be cancelled on the same day as scheduled for the event, the sworn employees assigned to that event shall be compensated for either the scheduled duration of the event or four (4) hours, whichever is less. If the event is canceled before the scheduled day of the event, there shall be no minimum pay.
B. PROCEDURES
Such assignments shall be made in accordance with procedures established by the Chief of Police.
VIII. SENIORITY SHIFT BID POLICY
A. SENIORITY - POLICE SERGEANT
1. Seniority for a Police Sergeant shall be based on the employee's initial date of promotion to the rank of Police Sergeant.
2. If more than one Police Sergeant is promoted on the same date, the Civil Service test results listing the position on the eligibility list will be used to determine their seniority in regard to shift bidding.
3. Police Sergeants may not bid for the same shift with the same days off for more than one year.
B. SENIORITY - POLICE CORPORAL
1. Seniority for a Police Corporal shall be based on the employee's date of promotion to the rank of Police Corporal.
2. If more than one Police Corporal is appointed on the same date, the officer's position on the eligibility list will be used to determine seniority in regards to shift bidding.
3. Police Corporals may not bid for the same shift with the same days off for more than one year.
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C. POLICE OFFICER
1. Seniority for a Police Officer shall be based on the employee's total length of time of continuous service with the City of Huntington Park. a) This includes the twelve (12) months first served as a Police Officer Trainee and then the six (6) months as a Probationary Police Officer and the total time served shall not exceed eighteen (18) months. The original date of hire for the purpose of seniority in the class of Police Officer shall begin on the employee's initial hire date as a Police Officer Trainee.
b) An employee hired directly into the classification of Police Officer shall serve a twelve (12) month probationary period. The original date of hire for the purpose of seniority in the class of Police Officer shall begin on the initial hire date of the probationary period for Police Officer.
c) An employee hired directly as a Lateral Police Officer shall serve a twelve (12) month probationary period. The original date of hire for the purpose of seniority in the class of Lateral Police Officer shall begin on the initial hire date of the probationary period for Lateral Police Officer.
d) If more than one (1) Police Officer is sworn in on the same date and time, the Police Officer's ranking on the hiring eligibility list will be used to determine seniority tin regards to shift bidding.
2. Police Officer may not bid for the same shift with the same days off for more than one year.
D. SENIORITY - PARKING ENFORCEMENT OFFICER
1. Seniority for a Parking Enforcement Officer shall be based on the date of appointment as Parking Enforcement Officer.
2. If more than one Parking Enforcement Officer is appointed on the same date, the officer's position on the list will be used to determine seniority in regards to shift bidding.
3. Parking Enforcement Officer may not bid for the same shift with the same days off for more than one year. A shift trade counts toward the one-year limit. Management may assign any shift based on operation or performance evaluation needs.
E. ORIGINAL DATE OF HIRE
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The original date of hire shall determine seniority between unit members for the purpose of Shift Bidding, Service Credit and Vacation Leave Time Accrual with City.
F. DEMOTION TO A LOWER RANK
Should a unit employee in a higher rank be demoted to a lower rank that Police Officer will bid on the shifts based on the date of the original promotion to the lower rank.
G. SENIORITY BIDDING
1. With respect to work assignments in the Patrol Division, regular work shifts and days off will be based on the above-mentioned seniority.
2. Shift selection procedures involving unit employee bidding based on seniority shall be implemented regularly in four (4) or six (6) months increments.
3. Officers may not bid for the same shift with the same days off for more than one.
H. SPECIAL CONSIDERATIONS
1. Police Corporals — there shall be a minimum of one (1) Police Corporal per crew when applicable.
2. Special Units/Assignments — All unit employees assigned to special units/assignments are exempt from the shift bidding process.
3. Seniority — Primary
a) Seniority shall be the primary consideration in scheduling a single period of annual leave for each member based on the officer's date of hire or date of promotion in rank.
b) If more than one Police Corporal is appointed on the same date, the Civil Service test results of the officer's position on the list will be used to determine seniority in regards to shift bidding.
I. PROBATIONARY EMPLOYEES
1. Police Officers who are in the FTO training program, as a Police Officer shall have the same shift and days off as their assigned training officer.
2. Probationary employees shall not be allowed to bid for a shift until they have officially passed probation.
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3. At that time, they shall acquire seniority from their date of hire.
J. SPECIAL ASSIGNMENT
1. Special assignments and non-patrol assignments shall not be affected by the above listed shift bid schedule.
2. Police Officers assigned to special or non-patrol assignments shall have their shifts and days off determined by the Chief of Police, or designee.
K. REASSIGNMENT
1. If a Police Officer is reassigned from a special or non-patrol assignment, the Police Officer will fill the vacated spot of the replacement Police Officer for the continuation and remainder of the shift bid cycle.
2. Upon completion of the shift bid cycle, the Police Officer reassigned to patrol will take part in the shift bid in the above listed manner.
L. LIMITATIONS
Once a shift is bid upon and assigned, it cannot be traded between Police Officer without the authorization from the Chief of Police, or designee.
M. POLICE MANAGEMENT — RIGHT TO TRANSFER
Police Management retains the right to transfer employees where unforeseen circumstances occur, based on the needs of the police department in accordance with the police department's established practice.
ARTICLE SEVEN:
GRIEVANCE PROCEDURE
A. SCOPE AND LIMITATIONS
In accordance with the Civil Service Rules, the purpose of the grievance procedure is to provide adequate opportunity for City employees to bring forth their views and concerns relating to any alleged unfair or improper aspect of their employment situations and to seek corrective action
B. SCOPE AND LIMITATIONS
The grievance procedures as set forth in the following shall apply to all employee grievances except where other methods have been specifically prescribed in the Civil Service Rules or in this MOU.
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C. PROCEDURE
1. 1sT STEP INFORMAL - VERBAL
In any instance of grievance, the employee or employees concerned shall first verbally make efforts to resolve such grievance with their immediate supervisor.
2. 2nd STEP — FORMAL WRITTEN
a) In the event such verbal efforts with their immediate supervisor are not productive to a mutually satisfactory resolution, the aggrieved employee or employees may present their complaint in writing. b) Said complaint shall set forth all the issues involved, and it shall be free from any charges or language not germane to the real issue involved.
c) The written grievance complaint shall be signed by the employee or employees and shall be submitted to the employee's immediate supervisor. The supervisor shall promptly forward the written grievance to the Department Head.
d) The Department Head will make such investigation of the facts and issues as he/she deems necessary and will reach a conclusion at the earliest date consistent with the nature of the investigation and with the conduct of the department's business.
e) Upon reaching such conclusion, but in no event later than fifteen (15) working days, unless otherwise agreed by the parties, following his/her receipt of the grievance statement, the Department Head shall reply to the grievance in writing, stating the department head's findings and decision on the issue(s) involved.
f) A copy of such written reply shall be transmitted to the employee by the Department Head.
3. 3rd STEP — APPEAL TO PERSONNEL OFFICER (CITY
MANAGER)
a) If the employee wishes to appeal the grievance further, he/she shall within two (2) working days of the receipt of the Department Head's written reply, so notify the Department Head of their request to appeal their grievance to the City's Personnel Officer. b) The Department Head shall then notify the Personnel Officer of such appeal and shall submit the original written grievance complaint
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together with the written decision of the Department Head to the Personnel Officer.
c) The Personnel Officer shall then promptly arrange a grievance meeting with the aggrieved employee, the Department Head, and him or herself. At such meeting(s) discussion shall be limited to the issues raised in the grievance complaint and an earnest effort shall be made to arrive at a satisfactory resolution of the issue(s). d) A record of notes shall be made of the substance of the issues and conclusions of the meeting as the Personnel Officer deems necessary.
e) The conclusions and finding of the grievance meeting shall be reduced to writing and will be provided to the grieved party and Department Head and shall be final except in cases as set forth in Section 4 below.
4. 4th STEP APPEAL TO THE CIVIL SERVICE COMMISSION
a) Only in such cases, which involve the alleged violation of the Civil Service Rules, the Classifications in the Salary Resolution or City's Personnel Rules, including: (1) job classification, (2) conduct, scoring or recording of examinations, (3) employee performance evaluation for permanent employees, (4) dismissals, suspension or demotions, subject to the special rules thereon, (5) reduction in salary not provided for by resolution of the City Council, (6) reemployment rights, and (7) layoff action (subject to the special rules thereon), the employee may within two (2) working days after receiving the notice of the Personnel Officer's decision, submit written notification to the Personnel Officer requesting the submission of the grievance issue to the Civil Service Commission, stating specifically the paragraphs and subparagraphs of the Civil Service Rules, The City's Personnel Rules which he/she alleges are being violated.
5. 5th STEP CIVIL SERVICE COMMISSION REVIEW
a) The Personnel Officer shall then submit said written request, together with copies of all pertinent forms, documents, and materials, to the Civil Service Commission and the Commission shall review all such evidence and information as it relates to the specific grievance alleged by the employee.
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b) The Commission may then at its discretion make such investigations and hold such hearing as it requires and shall make its findings and decision on said grievance set forth in the Civil Service Rules ARTICLE EIGHT:
GENERAL PROVISIONS
I. TERM OF MEMORANDUM OF UNDERSTANDING
This MOU shall be effective July 1, 2024 and together with all the terms, conditions and effect thereof, shall expire as of midnight on June 30, 2029.
II. EMERGENCY WAIVER
In the event of circumstances beyond the control of the City, such as acts of God, fire, flood, insurrection, civil disorder, national emergency, or similar circumstances, as determined by the City, the non-economic provisions of this Memorandum of Understanding which restrict the City's ability to respond to these emergencies shall be suspended for the duration of such emergencies. After the emergency is over, the Huntington Park Police Officers' Association (HPPOA) shall have the right to meet and confer with the City regarding the impact on unit employees of this suspension of these provisions in this Memorandum of Understanding.
III. SEVERABILITY PROVISION
Should any article, section, subsection, subdivision, sentence, clause, phrase, or provision of this Memorandum of Understanding be found to be illegal, unenforceable, inoperative, void, or invalid by a court of competent jurisdiction, all other provisions of this Memorandum of Understanding shall remain in full force and effect for the duration of this Memorandum of Understanding. In the event of such invalidation, the City and the HPPOA agree to meet to determine an alternative equivalent article, section, subsection, subdivision, sentence, clause, phrase, or provision, if any.
IV. CIVIL SERVICE RULES AND REGULATIONS/CITY POLICY
1. Reference is made in this MOU to certain Civil Service Rules and Regulations, Personnel Rules and Regulations, and City's Policy statements. Nothing in this MOU shall preclude the City from amending the Civil Service Rules and Regulations, Personnel Rules and Regulations, and City policies as needed subject to meet and confer with the POA.
2. The parties agree that all conditions of employment, as they pertain to unit employees covered by this MOU, subject to meet and confer provided for by the City's Civil Service Rules and Regulations, Personnel Rules and Regulations,
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Ordinances, Resolutions or any Policy Statements in effect prior to the date of this MOU, unless specifically provided for to the contrary in this MOU, shall remain in force and effect during the term of this MOU. Any conflicts with the City's Civil Service Rules and Regulations, Personnel Rules and Regulations, and City Policy Statements shall be considered to have been superseded by this MOU.
V. FULL AGREEMENT AND IMPLEMENTATION
A. FULL AGREEMENT - WAIVER OF MEET AND CONFER
1. This MOU contains all of the covenants, stipulations, and provisions agreed upon by the parties.
2. Therefore, during the term of this agreement, except as provided herein, all other compensation and benefits not modified in this agreement shall remain in full force and effect.
3. For the purpose of the MOU neither party shall be compelled to meet with the other concerning any issues, whether specifically discussed prior to the execution of this MOU or which may have been omitted in the meet and confer process leading up to the execution of the MOU, except as provided for in this MOU or by mutual agreement of the parties or required by law.
4. Each party acknowledges that they had the full and unlimited opportunity to meet and confer over any issue it either did raise or could have raised and hereby waives the right to meet and confer further during the term of this MOU except as specifically provided for in this MOU.
VI. CONTINUED PERFORMANCE OF CITY SERVICES AND OPERATIONS A. NO STRIKES/JOB ACTION
HPPOA hereby agrees that during the term of this MOU the unit employees of the City as set forth in this MOU and officers and/or agents of the recognized unit employee organization shall not engage in, encourage, sanction, support, authorize, or suggest any work stoppages, picketing, job actions, strikes, walkouts, boycotts, slowdowns, mass resignations, or any other intentional interferences of the work of the City.
B. ASSOCIATION RESPONSIBILITY
In the event that HPPOA, its officers, agents, representatives or employees engage in any of the conduct listed above, HPPOA shall immediately instruct, in writing, any persons engaging in such activity that their conduct is in violation of the MOU and unlawful, and that they must cease engaging in such conduct and return to work.
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82 ARTICLE NINE:
RATIFICATION
I. RATIFICATION
A. ACKNOWLEDGEMENT
The City and the HPPOA acknowledge that this Memorandum of Understanding shall not be in force and effect until ratified by simple majority vote of unit employees who are in classifications represented by HPPOA set forth in this agreement and adopted by the City Council of the City of Huntington Park.
B. MUTUAL RECOMMENDATION
This agreement constitutes a mutual recommendation of this new MOU by the parties hereto, to the City Council, that one or more ordinances and/or resolutions be adopted and implemented accepting its provisions and effecting the changes enumerated herein relating to wages, hours, benefits and other term and conditions of employment for unit employees represented by the HPPOA.
C. RATIFIED — CITY COUNCIL APPROVAL
This Memorandum of Understanding is hereby ratified and approved by the City Council, representatives of the City of Huntington Park and the Huntington Park Police Officers' Association, entered into this 16th day of December 2024.
D. TERM
This agreement shall be retroactively effective beginning July 1, 2024 and shall expire at 11:59 p.m. on June 30, 2029.
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ARTICLE TEN:
IMPLEMENTATION
PARTIES TO AGREEMENT
Huntington Park Police Officers' Association City of Huntington Park, California George Dominguez, President Huntington Park
Police Officers’ Association
Ricardo Reyes, City Manager
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EXECUTION OF NEW AGREEMENT
EXECUTION OF NEW AGREEMENT
This MOU has been approved by a vote of the City Council of the City of Hunting Park. Following its execution by the parties hereto, the City Council shall implement its terms and conditions by appropriate lawful action.
In witness whereof, the parties have caused this agreement to be executed this ______________________ day of December, 2024.
Huntington Park Police Officers' Association City of Huntington Park, California George Dominguez, President Huntington Park
Police Officers’ Association
Ricardo Reyes, City Manager
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APPENDIX “A”
85 CITY OF HUNTINGTON PARK
POLICE OFFICERS ASSOCIATION
UNIT CLASSIFICATIONS
Public Safety Dispatcher
Public Safety Dispatcher Supervisor
Community Service Officer
Police Corporal
Jailer
Jailer Supervisor
Parking Enforcement Officer
Police Officer
Police Sergeant
Property and Evidence Specialist
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ITEM 5
CITY OF HUNTINGTON PARK
Public Works Department
City Council Agenda Report
December 16, 2024
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
CONSIDERATION AND APPROVAL FOR THE RECLASSIFICATION OF EXPENSES AND CHANGING OF FUNDING SOURCE OF CIP PROJECT 2020-03 & THE WATER
MASTER PLAN PROJECT FROM WATER & SEWER FUNDS TO AMERICAN
RESCUE PLAN ACT (ARPA) FUNDS
IT IS RECOMMENDED THAT THE CITY COUNCIL:
1. Approve the reclassification of CIP 2020-03 Cottage Reservoir at Well 15 expenses in the amount of $1,943,144.66; and
2. Approve the reclassification of the Water Master Plan expenses in the amount of $56,516.44; and
3. Approve the change of funding source for the Water Master Plan from Funds 681 & 283 to the ARPA Fund, Fund No. 113; and
4. Authorize the Finance Department to conduct the reclassification of expenses from the water and sewer funds to the ARPA fund; and
5. Authorize the City Manager and the Finance Director to execute the change in funding source.
PURPOSE/JUSTIFICATION OF RECOMMENDED ACTION
The American Rescue Plan Act (ARPA), enacted on March 11, 2021, aimed to provide. financial relief in response to the economic impacts of COVID-19, addressing various sectors such as food supply chain security, supplemental nutrition assistance programs, education emergency relief, childcare, public health, and housing. Approximately $45.5 billion was allocated to metropolitan cities to mitigate the effects of the pandemic. This funding is distributed in two tranches, covering eligible costs incurred between March 3,
CONSIDERATION AND APPROVAL FOR THE RECLASSIFICATION OF EXPENSES AND CHANGING OF FUNDING SOURCE OF CIP PROJECT 2020-03 & THE WATER
MASTER PLAN PROJECT FROM WATER & SEWER FUNDS TO AMERICAN
RESCUE PLAN ACT (ARPA) FUNDS
December 16, 2024