Pico Rivera City Council
June 13, 2023

The intersection at Rosemead Boulevard at Beverly Boulevard is included in CIP No. 21276 and it is the last intersection to be completed as part of the Hot Spots Program intersection improvements work.

In order to comply with the environmental documents for the intersection improvement project, construction of an 8-foot-high masonry wall to mitigate traffic noise along the southerly property line of 4359 Lindell Avenue is required. This mitigation measure was not included in the original scope of work for the intersection project.

On January 26, 2023, the Notice Inviting Bids to construct the masonry wall along Lindell Avenue was published on Planet Bids through the City’s website portal. Three (3) bids were received through Planet Bids on February 15, 2023. Due to the number of non-responsive bids received, on March 28, 2023, City Council rejected all bids, per Pico Rivera Municipal Code Section 3.20.150 and authorized staff to re-advertise the project.

On April 14, 2023, the Notice Inviting Bids was published on Planet Bids through the City’s website portal. Two (2) bids were received through Planet Bids on May 17, 2023.

The following table summarizes the bids received:

No. Contractor Total Bid
1 HZS Engineering, Inc. $107,000
2 WE R Builders, Inc. $137,350
Staff completed the analysis of the bids and determined HZS Engineering, Inc. to be the apparent low and responsible bidder. Staff have verified HZS Engineering’s references and found their past performance in jobs of similar size and scope to be satisfactory.

HZS Engineering’s bid, bonds, and insurance documents are in order and their contractor’s license is current.
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CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 13, 2023

HOT SPOT INTERSECTION IMPROVEMENTS AT ROSEMEAD BOULEVARD AND BEVERLY BOULEVARD (CIP NO. 21276), LINDELL AVENUE BLOCK WALL –

AWARD CONSTRUCTION CONTRACT

The total funding sources and project budget, including design, is summarized as follows:

Project Funding Budget
Measure R – Fund 207 (FY 2014-2015) $4,040,000
Measure R – Fund 207 (FY 2017-2018) $4,434,000
Measure R – Fund 207 (FY 2018-2019) $5,005,000
TOTAL PROJECT BUDGET: $13,479,000
Project Expenditures Cost
Project Administration $430,000
Design and Right of Way Support $1,125,777
Right of Way $5,361,368
Building Demolition $185,340
Construction (Intersection Improvements) $5,595,917
Construction Management & Inspection $326,546
Construction – Block Wall $107,000
10% Contingency for Block Wall $10,700
TOTAL PROJECT COST: $13,142,648
TOTAL PROJECT FUNDING: $13,479,000
TOTAL ESTIMATED PROJECT EXPENDITURES $13,142,648
AMOUNT REMAINING: $336,352
CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 13, 2023

HOT SPOT INTERSECTION IMPROVEMENTS AT ROSEMEAD BOULEVARD AND BEVERLY BOULEVARD (CIP NO. 21276), LINDELL AVENUE BLOCK WALL –

AWARD CONSTRUCTION CONTRACT

The anticipated schedule for the Project is as follows:
• Award Construction ………….…. June 2023
• Start Construction ………………. July 2023
• Complete Construction …………. August 2023
Conclusion:

Staff recommends the award of a construction contract to HZS Engineering, Inc. for a not-to-exceed amount of $107,000. Additionally, authorize the City Manager to approve change orders, as needed, in an amount not-to-exceed $10,700, (approximately 10% of the total contract amount) for construction contingency to complete the project.

Steve Carmona
SC:NN:KG:ll
Enclosure: 1) Construction Contract
ENCLOSURE 1

CITY OF PICO RIVERA CONTRACT FOR
I-605 HOT SPOT INTERSECTION IMPROVEMENTS AT ROSEMEAD BOULEVARD AND BEVERLY BOULEVARD – BLOCK WALL;
CIP NO. 21276
THIS CONTRACT (“Contract”) is made and entered this 13th day of June 2023 (“Effective Date”), by and between the CITY OF PICO RIVERA, a California municipal corporation (“City”) and HZS Engineering Inc., dba HZS Construction, a California corporation (“Contractor”). The Contractor’s California State Contractor’s license number is 1039476.

In consideration of the mutual covenants hereinafter set forth, the parties hereto agree as follows:

1. Contract Documents. The Contract Documents consist of this Contract, the Notice Inviting Bids, Instructions to Bidders, Bid Proposal (including documentation accompanying the Bid Proposal and any post-Bid Proposal documentation submitted before the Notice of Award), the Bonds, permits from regulatory agencies with jurisdiction, General Provisions, Special Provisions, Plans, Standard Plans, Standard Specifications, Reference Specifications, Addenda, Change Orders, and Supplemental Agreements. In the event there is a conflict between the terms of the Contract Documents, the more specific or stringent provision shall govern. City shall decide which option is the more specific or stringent provision. The Contract Documents are attached hereto and incorporated herein by reference.

2. Scope of Services. The Contractor shall perform and provide all materials, tools, equipment, labor, and services necessary to complete the Work in a good and workmanlike manner for the project identified as I-605 HOT SPOT INTERSECTION IMPROVEMENTS AT ROSEMEAD BOULEVARD AND BEVERLY BOULEVARD – BLOCK WALL; PROJECT NO. 21276 (“Project”), as described in the Contract Documents.

3. Compensation.

3.1 Contract Price and Basis for Payment. In consideration for the Contractor’s full, complete, and timely performance of the Work required by the Contract Documents, the City shall pay the Contractor for the actual quantity of Work required under the Bid Items awarded by the City performed in accordance with the lump sum prices and unit prices for Bid Items, set forth in the Bidder’s Bid Schedule submitted with the Bid Proposal. The sum of the unit prices and lump sum prices for the Bid Items, awarded by the City is One Hundred Seven Thousand Dollars ($107,000.00) (“Contract Price”). It is understood and agreed that the quantities set forth in the Bidder’s Proposal for which unit prices are fixed are estimates only and that the City will pay and the Contractor will accept, as full payment for these items of work, the unit prices set forth in the Bidder’s Proposal multiplied by the actual number of units performed, constructed, or completed as directed by the Engineer
13a
Contractual Services Agreement
HZS Engineering, Inc. dba HZS Construction

3.2 Payment Procedures. Based upon applications for payment submitted by the Contractor to the City, the City shall make payments to the Contractor in accordance with Section 7 of the Standard Specifications, as modified by Section 7 of the General Provisions.

3.3 Substitution of Securities. Pursuant to Public Contracts Code Sec. 22300 Contractor shall be allowed to substitute securities for any moneys withheld by the City to ensure performance under a contract, unless, federal regulations or policies, or both, do not allow the substitution of securities. At the request and expense of the Contractor, securities equivalent to the amount withheld shall be deposited with the City, or with a state or federally chartered bank in this state as the escrow agent, who shall then pay those moneys to the Contractor. Upon satisfactory completion of the contract, the securities shall be returned to the Contractor.

4. Contract Time.

4.1 Initial Notice to Proceed. The City shall issue the “Notice to Proceed to Fulfill Preconstruction Requirements and Order Materials.” The date specified in the Notice to Proceed to Fulfill Preconstruction Requirements and Order Materials constitutes the date of commencement of the Contract Time of __25__ Working Days. The Contract Time includes the time necessary to fulfill preconstruction requirements, place the order for materials, and to complete construction of the Project (except as adjusted by subsequent Change Orders).

The Notice to Proceed to Fulfill Preconstruction Requirements and Order Materials shall further specify that the Contractor must complete the preconstruction requirements and order materials within __20___ Working Days after the date of commencement of the Contract Time; this duration is part of the Contract Time.

Preconstruction requirements include, but are not limited to, the following:
• Submitting and obtaining approval of Traffic Control Plans • Submitting and obtaining approval of the Stormwater Pollution Prevention Plan (SWPPP)/Water Pollution Control Plan (WPCP)
• Submitting and obtaining approval of critical required submittals • Obtaining an approved no fee Encroachment Permit
• Obtaining a Temporary Use Permit for a construction yard • Notifying all agencies, utilities, residents, etc., as outlined in the Contract Documents

4.2 Notice to Proceed with Construction. After all preconstruction requirements are met and materials have been ordered in accordance with the Notice to Proceed to Contractual Services Agreement
HZS Engineering, Inc. dba HZS Construction

Fulfill Preconstruction Requirements and Order Materials, the City shall issue the “Notice to Proceed with Construction,” at which time the Contractor shall diligently prosecute the Work, including corrective items of Work, day to day thereafter, within the remaining Contract Time.

5. Liquidated Damages for Delay and Control of Work.

5.1 Liquidated Damages. The Contractor and the City have agreed to liquidate damages pursuant to Section 6-9 of the General Provisions.

6. Early Completion.

Not applicable.

7. Work After Stop Work Notice. Any work completed by the Contractor after the issuance of a Stop Work Notice by the City shall be rejected and/or removed and replaced as specified in the applicable Section of the Special Provisions.

8. Antitrust Claims. In entering into this Contract, the Contractor offers and agrees to assign to the City all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Sec.§ 15) or under the Cartwright Act (Business and Professions Code Section 16700 et seq.) arising from purchases of goods, services, or materials pursuant to the Contract. This assignment shall be made and become effective at the time the City tenders final payment to the Contractor without further acknowledgment by the parties.

9. Prevailing Wages. The City and the Contractor acknowledge that the Project is a public work to which prevailing wages apply. The City has entered into the “Community Workforce Agreement” (“CWA”) with the Los Angeles and Orange Counties Building and Construction Trades Council attached as Appendix III to the Bid Documents, which requires the payment of prevailing wages on general public works contracts of greater than $250,000 and specialty contracts of greater than $50,000 and certain labor compliance provisions. Specialty contracts are entered into between the City and specialty contractors as defined in Business and Professions Code Section 7058, including Sections 832.02 through 832.62 of Title 16 of the California Code of Regulations.The Contractor awarded the Contract for the Work and all Subcontractors must agree to be bound by the CWA during performance of the Work. Each Contractor must submit a completed and executed Letter of Assent with its Bid Propoal; failure of a Bid Proposal to be accommpanied by the Contractor’s completed and executed Letter of Assent will render the Bid Proposal non-responsive and rejected. If awarded a Contract, the successful Contractor shall comply with provisions of the CWA, including without limitation: (i) craft labor hiring practices; (ii) alternative dispute resolution procedures for Site grievances and jurisdictional disputes; and (iii) prevailing wage rate responsibilities.

The CWA shall not apply if the City receives funding or assistance from any Federal, State, local or other public entity for the Construction Contract if a requirement, condition or other term of receiving that funding or assistance, at the time of the awarding of the contract, is that City not require, bidders, contractors, subcontractors or other persons or Contractual Services Agreement
HZS Engineering, Inc. dba HZS Construction

entities to enter into an agreement with one or more labor organization or enter into an agreement that contains any of the terms of the CWA. Public Works projects not covered by the CWA shall be subject to the prevailing wage requirements of the California Uniform Public Construction Cost Accounting Act which has been adopted by the City.

10. Workers’ Compensation. Labor Code Sections 1860 and 3700 provide that every contractor will be required to secure the payment of compensation to its employees. In accordance with the provisions of Labor Code Section 1861, by signing this Contract, the Contractor certifies as follows:
“I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that Code, and I will comply with such provisions before commencing the performance of the Work of this Contract.”

11. Miscellaneous Statutory Requirements.

11.1. Contractor License. Contractor shall possess a California contractor’s license type for the performance of the Project.

11.2 Ineligible Contractor Prohibited. Any contractor or subcontractor who is ineligible to perform work on a public works project pursuant to Section 1777.1 or 1777.7 of the Labor Code is prohibited from performing work under this Contract.

11.3 Compliance with SB 854 Registration. This Project is subject to compliance monitoring and enforcement by the Department of Industrial Relations. No prime contractor or subcontractor may be listed on a bid proposal for a public works project (submitted on or after March 1, 2015) unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5. No prime contractor or subcontractor may be awarded a contract for public work on a public works project (awarded on or after April 1, 2015) unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5. The Contractor will be required to post job site notices as described in 8 California Code of Regulation section 16451(d).

11.4 Trenches, Excavations and Unknown Conditions. Pursuant to California Public Contract Code Section 7104, in the event the work included in this Contract requires excavations more than four (4) feet in depth, the following shall apply. (a) Contractor shall promptly, and before the following conditions are disturbed, notify City, in writing, of any: (1) material that Contractor believes may be material that is hazardous waste, as defined in Section 25117 of the Health and Safety Code, that is required to be removed to a Class I, Class II, or Class III disposal site in accordance with provisions of existing law; (2) Subsurface or latent physical conditions at the site different from those indicated; or (3) Unknown physical conditions at the site of any unusual nature, different materially from those ordinarily encountered and generally recognized as Contractual Services Agreement
HZS Engineering, Inc. dba HZS Construction

inherent in work of the character provided for in the Contract. (b) City shall promptly investigate the conditions, and if it finds that the conditions do materially so differ, or do involve hazardous waste, and cause a decrease or increase in Contractor’s cost of, or the time required for, performance of any part of the work shall issue a change order per Section 2-7.1 of the General Provisions. (c) In the event that a dispute arises between City and Contractor whether the conditions materially differ, or involve hazardous waste, or cause a decrease or increase in Contractor’s cost of, or time required for, performance of any part of the work, Contractor shall not be excused from any scheduled completion date provided for by the contract, but shall proceed with all work to be performed under the Contract. Contractor shall retain any and all rights provided either by contract or by law which pertain to the resolution of disputes and protests between the contracting parties.

11.5 Trench and Pipeline Safety. If this Contract is for more than $25,000 and involves excavation of any trench five feet or more in depth, the Contractor shall submit a detailed plan of shoring, bracing, sloping or other provisions to be made for worker protection in accordance with Labor Code Section 6705. Such plan shall be approved by a qualified representative of the City.

11.6 Utility Relocation. City is responsible for removal, relocation, or protection of existing main or trunkline utilities to the extent such utilities were not identified in the invitation for bids or specifications. City shall reimburse Contractor for any costs incurred in locating, repairing damage not caused by Contractor and removing or relocating such unidentified utility facilities, including equipment idled during such work. Contractor shall not be assessed liquidated damages for delay arising from the removal or relocation of such unidentified utility facilities.

11.7 Third Party Claims Notification. The City shall timely notify the Contractor in writing of any third party claims relating to the Contract.

11.8 Unfair Business Practices Claims. The Contractor or subcontractor offers and agrees to assign to the City all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Section 15) or under the Cartwright Act (Chapter 2, (commencing with Section 16700) of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of goods, services or materials pursuant to the public works contract or the subcontract. This assignment shall be made and become effective at the time the City renders final payment to the Contractor without further acknowledgment by the parties. (Section 7103.5, California Public Contract Code.).

11.9 Day’s Work. Contractor acknowledges that under California Labor Code sections 1810 and following, 8 hours of labor constitutes a legal day’s work. Contractor will forfeit as a penalty to City the sum of $25.00 for each worker employed in the execution of this Contract by Contractor or any subcontractor for each calendar day during which such worker is required or permitted to work more than 8 hours in any one Contractual Services Agreement
HZS Engineering, Inc. dba HZS Construction

calendar day and 40 hours in any one calendar week in violation of the provisions of Labor Code section 1810. (Labor Code § 1813).

11.10 Hazardous Materials and Unknown Conditions. Contractor shall notify City in writing of the discovery of any of the following conditions, without disturbing the condition, as soon as Contractor, or any of Contractor’s subcontractors, agents or employees have knowledge and reporting is possible:
(1) The presence of any material that the Contractor believes is hazardous waste, as defined in Section 25117 of the Health and Safety Code; (2) Subsurface or latent physical conditions at the site differing from those indicated in the specifications; or,
(3) Unknown physical conditions at the site of any unusual nature, different materially from those ordinarily encountered and generally recognized as inherent in work of this character provided for in this Contract.

Pending a determination by City of appropriate action to be taken, Contractor shall provide security measures (e.g., fences) adequate to prevent the hazardous waste or physical conditions from causing bodily injury to any person.

City shall promptly investigate the reported conditions. If City, through its Director of Community Development and Public Works, or her designee, and in the exercise of its sole discretion, determines that the conditions do materially differ, or do involve hazardous waste, and will cause a decrease or increase in the Contractor’s cost of, or time required for, performance of any part of the work, then City shall issue a change order.

In the event of a dispute between City and Contractor as to whether the conditions materially differ, or involve hazardous waste, or cause a decrease or increase in the Contractor’s cost of, or time required for, performance of any part of the work, Contractor shall not be excused from any scheduled completion date, and shall proceed with all work to be performed under the Contract. Contractor shall retain any and all rights which pertain to the resolution of disputes and protests between the parties.

11.11 Payroll Records. Contractor shall maintain the certified payroll records required by Labor Code Sec. 1776 and shall report such records directly to the California Labor Commissioner as required by Labor Code Sec. 1771.4. Contractor and any subcontractor shall (1) keep accurate payroll records and verify such records in writing under penalty of perjury, as specified in Section 1776, (2) certify and make such payroll records available for inspection as provided by Section 1776, and (3) inform the City of the location of the records. The Contractor shall inform the City of the location of the records enumerated under Labor Code Sec. 1776, including the street address, city, and county, and shall, within five working days, provide a notice of a change of location and address. The Contractor has ten days in which to comply subsequent to receipt of a written notice requesting these records, or as a penalty to the City, the Contractor shall Contractual Services Agreement
HZS Engineering, Inc. dba HZS Construction

forfeit $100.00 for each Day, or portion thereof, for each worker, until strict compliance is effectuated. Upon the request of the Division of Labor Standards Enforcement, these penalties shall be withheld from progress payments then due.

11.12 Employment of Apprentices. Nothing in this Contract prevents Contractor or any subcontractor from employing properly registered apprentices in the execution of the Contract. Contractor is responsible for compliance with Labor Code section 1777.5 for all apprenticeable occupations. This statute requires that contractors and subcontractors must submit contract award information to the applicable joint apprenticeship committee, must employ apprentices in apprenticeable occupations in a ratio of not less than one hour of apprentice’s work for every five hours of labor performed by a journeyman (unless an exception is granted under §1777.5), must contribute to the fund or funds in each craft or trade or a like amount to the California Apprenticeship Council, and that contractors and subcontractors must not discriminate among otherwise qualified employees as apprentices solely on the ground of sex, race, religion, creed, national origin, ancestry or color. Only apprentices defined in Labor Code section 3077, who are in training under apprenticeship standards and who have written apprentice contracts, may be employed on public works in apprenticeable occupations.

11.13 Urban Runoff. Contractor shall implement and maintain activity specific Best Management Practices (BMPs) to prevent pollutant loading from stormwater and nonstormwater discharges to receiving waters as required in Municipal NPDES Permit No.

CAS004004. Contracting staff whose primary job duties are related to implementation of BMPs shall be adequately trained to effectively implement, operate, and maintain such BMPs and must be versed in factors affecting BMP effectiveness. Contractor shall certify they have received all applicable training to implement the requirements in Municipal NPDES Permit No. CAS004004 and shall provide documentation to that effect.

12. Termination.

12.1. Termination for Convenience. The City may terminate this Contract, in whole or in part, with 30 days written notice to the Contractor when it is in the City’s best interest. The Contractor shall be paid its costs, including contract close-out costs, and profit on work performed up to the time of termination. The Contractor shall promptly submit its termination claim to City to be paid the Contractor. If the Contractor has any property in its possession belonging to the City, the Contractor will account for the same, and dispose of it in the manner the City directs. The Contractor may terminate this Contract, in whole, with 90 days written notice to the City.

12.2 Termination for Default. If at any time the Contractor is determined to be in material breach of the Contract, a Notice of Potential Breach of Contract shall be prepared by the City and will be served upon the Contractor and its sureties. If the Contractor continues to neglect or refuses to comply with the Contract or with the Notice of Potential Breach of Contract to the satisfaction of the City within the time specified in such Notice, the City shall have the authority to terminate the Contract for this Project.

Contractual Services Agreement
HZS Engineering, Inc. dba HZS Construction

12.3 Waiver of Remedies for any Breach. In the event that City elects to waive its remedies for any breach by Contractor of any covenant, term or condition of this Contract, such waiver by City shall not limit City’s remedies for any succeeding breach of that or of any other term, covenant, or condition of the Contract.

13. Community Workforce Agreement. Contractor acknowledges and agrees that Contractor and its Subcontractors of any tier each agree to comply with the terms and conditions of the Community Workforce Agreement (“CWA”) executed between the City and the Los Angeles and Orange Counties Building and Construction Trades Council, attached hereto as part of the Contract Documents. Contractor must submit a completed and executed Letter of Assent.

14. Titles. The titles used in this Contract are for convenience only and shall in no way define, limit or describe the scope or intent of this Contract or any part of it.

15. Authority. Any person executing this Contract on behalf of the Contractor warrants and represents that he or she has the authority to execute this Contract on behalf of the Contractor and has the authority to bind the Contractor to the performance of its obligations hereunder.

16. Entire Contract. This Contract, including the Contract Documents and any other documents incorporated herein by specific reference, represents the entire and integrated Contract between the City and the Contractor. This Contract supersedes all prior oral or written negotiations, representations or agreements. This Contract may not be modified or amended, nor any provision or breach waived, except in a writing signed by both parties that expressly refers to this Contract.

17. Attorney’s Fees and Costs. If either party to this Contract is required to initiate or defend or made a party to any action or proceeding in any way connected with this Contract, the prevailing party in such action or proceeding, in addition to any other relief which may be granted, whether legal or equitable, shall be entitled to reasonable attorney's fees. Attorney's fees shall include attorney's fees on any appeal, and in addition a party entitled to attorney's fees shall be entitled to all other reasonable costs for investigating such action, taking depositions and discovery and all other necessary costs the court allows which are incurred in such litigation. All such fees shall be deemed to have accrued on commencement of such action and shall be enforceable whether or not such action is prosecuted to judgment.

18. Independent Contractor - The Contractor is and shall at all times remain as to the City, a wholly independent contractor. Neither the City, nor any of its officers, employees or agents shall have control over the conduct of the Contractor or any of the Contractors’ officers, employees or agents, except as herein set forth. The Contractor shall not at any time or in any manner represent that it or any of its officers, employees or agents are in any manner officers, employees or agents of the City, nor shall City officers, employees or agents be deemed the officers, employees, or agents of Contractor as a result of this Contract. The Parties further acknowledge the following: (i) that Contractor shall provide the services outlined in the Scope of Services directly to City; (ii) Contractor maintains a Contractual Services Agreement
HZS Engineering, Inc. dba HZS Construction

business location at the address listed under Section 19 that is separate and distinct from the City; (iii) Contractor contracts with other businesses to provide the same or similar services and maintains a clientele without restriction from the City; (iv) Contractor advertises and holds itself out to the public as available to provide the same or similar services; (v) unless otherwise specified in this Contract, Contractor provides its own tools, vehicles, and equipment necessary for performing the Scope of Services; (vi) Contractor has proposed and negotiated its own rates; and (vii) consistent with the nature and demands of the project and the City’s business hours and City staff availability, Contractor may set its own hours and location of work.

19. Notice. Any notice, demand, request, document, consent, approval, or communication either party desires or is required to give to the other party or any other person shall be in writing and shall be deemed to be given when served personally or deposited in the U.S. Mail, prepaid, first-class mail, return receipt requested, addressed as follows:

To City: City of Pico Rivera
6615 Passons Boulevard
Pico Rivera, California 90660
Attention: City Engineer
To Contractor: HZS Engineering, Inc., dba HZS Construction 1720 E. Garry Avenue, Suite 229
Santa Ana, California 92705
Attention: Hamid Shekarmiz

20. Prohibition Against Assignment. The experience, knowledge, capability and reputation of Contractor, its principals and employees were a substantial inducement for the City to enter into this Contract. Neither this Contract nor any interest herein may be transferred, assigned, conveyed, hypothecated or encumbered voluntarily or by operation of law, whether for the benefit of creditors or otherwise, without the prior written approval of City. Transfers restricted hereunder shall include the transfer to any person or group of persons acting in concert of more than twenty five percent (25%) of the present ownership and/or control of Contractor, taking all transfers into account on a cumulative basis. In the event of any such unapproved transfer, including any bankruptcy proceeding, this Contract shall be void. No approved transfer shall release the Contractor or any surety of Contractor of any liability hereunder without the express consent of City.

21. Counterparts. This Contract may be executed in counterpart originals, duplicate originals, or both, each of which is deemed to be an original for all purposes.

IN WITNESS WHEREOF, the parties hereto have executed this Contract the day and year first above written.

Contractual Services Agreement
HZS Engineering, Inc. dba HZS Construction

CITY OF PICO RIVERA
Dated:

Erik Lutz, Mayor
ATTEST: APPROVED AS TO FORM:

Cynthia Ayala, Jr. Deputy City Clerk Arnold M. Alvarez-Glasman, City Attorney (“CONTRACTOR”)

NAME TITLE

NAME TITLE

PROOF OF AUTHORITY TO BIND CONTRACTING PARTY REQUIRED
To: Mayor and City Council
From: City Manager
Meeting Date: June 13, 2023
Subject: AMEND A MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF PICO RIVERA AND SERVICE
EMPLOYEES’ INTERNATIONAL UNION LOCAL 721 -

DIRECTORS UNIT MEMBERS FOR A THREE-YEAR TERM,
JULY 1, 2021 THROUGH JUNE 30, 2024
Recommendation:

1. Approve Amendment No. 1 to the Memorandum of Understanding (MOU) between the City of Pico Rivera and the Service Employees International Union Local 721 – Directors Unit (SEIU Directors).

Fiscal Impact:

This negotiated item has an associated cost which will be impacted by this amendment.

Vacation (Article 13)
In order to be in line with the rest of the bargaining unit’s accrual schedules, the Directors’ Unit members will be allowed to accrue up to 208 hours of vacation, up from 168 hours, in a year if the member has 20 or more years of public service. It is estimated that the net fiscal impact of this change totals $112,556 from the initial calculation of $116,123 after 15 years of service. There is a total cost savings of $3,567 for the three-year period of this agreement.

Discussion:

In June 2021, management began meeting with Service Employees International Union Local 721 – Directors Unit to discuss a successor MOU to the expired MOU Agreement.

An error was discovered in the final MOU after it was approved by Council, which needed to be addressed and corrected to ensure that the SEIU Directors MOU will be in line with the other approved bargaining unit MOUs. The correction reflects on Page 11 of 23 of the attached MOU (Enclosure 1). In addition, the change from 15 years to 20 years of service impacts three (3) of the current directors. These individuals have been notified of 14 CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 13, 2023

AMEND A MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF PICO RIVERA AND SERVICE EMPLOYEES’ INTERNATIONAL UNION LOCAL 721 - DIRECTORS UNIT MEMBERS FOR A THREE-YEAR TERM, JULY 1, 2021 THROUGH JUNE 30, 2024

the change. The modifications will be reflected in the MOU as crossed-out line items will supersede the current MOU.

Conclusion:

Staff recommend that the City Council approve Amendment No. 1 to the Memorandum of Understanding (MOU) between the City of Pico Rivera and the Service Employees International Union Local 721 – Directors Unit (SEIU Directors) titled Article 13, Vacation, which states the Directors’ Unit members will be allowed to accrue up to 208 hours of vacation, up from 168 hours, with 15 or more years of public service to 20 or more years of public service. This modification will bring the SEIU Director's unit MOU in accordance with the accrual schedules of the remainder of the bargaining unit.

Steve Carmona
SC:KS:sp
Enclosure: 1) Amendment No. 1 – Memorandum of Understanding AMENDMENT NO. 1 TO THE MEMORANDUM OF

UNDERSTANDING
Between

CITY OF PICO RIVERA
And
SERVICE EMPLOYEES’ INTERNATIONAL UNION,
LOCAL 721 - DIRECTORS BARGAINING UNIT
July 1, 2021 through June 30, 2024
Enclosure 1
14a
SEIU Local 721
Table of Contents
Article 1: Preamble .................................................................................. 1 Article 2: Contract Term.......................................................................... 1 Article 3: Management Rights .............................................................2-3 Article 4: Severance ................................................................................ 3 Article 5: Union Leave ............................................................................. 3 Article 6: Salaries..................................................................................... 4 General Salary Increase ................................................................. 4 Class and Compensation Study...................................................... 4 Article 7: Work Schedules....................................................................... 5 Article 8: Longevity ................................................................................. 5 Article 9: Retirement.............................................................................5-7 Article 10: Supplemental Benefits.......................................................7-8 Deferred Compensation Plan.......................................................... 7 Health and Wellness Benefit........................................................7-8 Article 11: Retiree Health Insurance ...................................................... 8 Article 12: Health and Related Benefits ............................................ 8-10 Medical Benefits...........................................................................8-9 Dental Benefits................................................................................ 9 Vision Benefits ................................................................................ 9 Cash In-Lieu of Benefits Program .............................................. 9-10 Article 13: Types of Leave................................................................ 10-15 Administrative Leave..................................................................... 10 Sick Leave ............................................................................... 10-11 Vacation................................................................................... 11-12 Industrial Illness or Injury Leave.................................................... 13 Jury Duty....................................................................................... 13 Bereavement Leave...................................................................... 13 Catastrophic Leave .................................................................. 14-15 Holidays ........................................................................................ 16 Article 14: Technology Stipend ............................................................ 16 Article 15: Transportation Allowance .................................................. 17 Article 16: Personal Liability................................................................. 17 Article 17: Non-Discrimination ............................................................. 17 Article 18: Use of City Facilities ........................................................... 17 Article 19: Personnel Folders ............................................................... 18 Article 20: Employee Relations ............................................................ 18 Article 21: Fair Labor Standards Act (FLSA)....................................... 18 Article 22: Training, and Professional Development.......................... 19 Article 23: Professional Dues/Registration ......................................... 19 Article 24: Tuition Reimbursement ...................................................... 19 Article 25: Employee Volunteer Service Hours................................... 20 Article 26: Severability .......................................................................... 20 Article 27: Effect ............................................................................... 20-21 Appendix A: Classifications ................................................................. 22 Appedix B: Salary Schedule ................................................................. 23 SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 1 OF 23
ARTICLE 1

PREAMBLE
This Memorandum of Understanding (MOU) is made and entered into between the representatives of the City of Pico Rivera, hereinafter referred to as “City” and Service Employees International Union (SEIU), Local 721, hereinafter referred to as “Union”.

The City hereby formally recognizes the Director’s Bargaining Unit (“Unit”) as the exclusive representative of those employees in the classifications listed in Appendix “A”.

The City agrees to meet and confer on all matters within the scope of representation as authorized by law, except as specified in this MOU. Pursuant to the California Government Code Section 3500, et. Seq.

During the term of this memorandum of understanding, should any recognized Pico Rivera City (City) bargaining unit reach a signed agreement that results in a higher benefit than provided to members of the Pico Rivera Director’s bargaining unit, the City agrees to adjust the specified benefit to an equivalent amount.

Article 2

CONTRACT TERM
This MOU shall be effective on July 1, 2021, except as otherwise provided herein, and together with all the terms, conditions and effects thereof shall expire at midnight on June 30, 2024.

The City and Union agree that the provisions contained herein shall be subject to all applicable laws and cover the period of July 1, 2021 through June 30, 2024.

All negotiated raises and benefits enhancements/improvements shall be retroactive to July 1, 2021.

Notwithstanding the above, the provisions of this MOU shall remain in effect until a successor MOU is implemented. Both parties shall have mutual satisfaction and are continuing to meet and confer in good faith or at the conclusion of impasse proceedings in the event that the parties fail to reach agreement.

This MOU plus any amendments to this MOU sets forth the full and entire understanding of the parties regarding the matters set forth herein, and any other prior or existing understandings or agreements by the parties, whether formal or informal, regarding these matters are hereby superseded or terminated in their entirety.

Collective bargaining Directors Unit negotiations will commence six (6) months prior to MOU expiration date, unless mutually agreed to otherwise by the parties.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 2 OF 23
Article 3

MANAGEMENT RIGHTS
The City and Union agree, that the City retain and have the exclusive decision-making authority to manage municipal services and the workforce performing those services in accordance with existing law and provisions of the established Memorandum of Understanding. The Union further agrees that the City has, except as expressly and lawfully restricted by specific provisions of the MOU, the exclusive decision-making authority to:

1. Determine and modify the organization of City government and its constituents work units by defining the nature, facilities, methods, standards, equipment and apparatus, means, organizational structure, technology, levels and mode of delivery of service to be offered to the public;

2. To manage the City and determine and implement rules, policies, directives, procedures, and the right to manage the affairs of the City by defining the existence or nonexistence of facts, which form the basis of the Management decision consistent with law and the specific provisions of the MOU;

3. To determine the necessity, organization, and implementation of any service or activity conducted by the City or other governmental jurisdictions, and expand or diminish services;

4. To determine and plan methods of financing; determine and manage the City budget which includes changes in the number and types of personnel, of locations, relocations and types of operations, processes and materials to be used in carrying out all City budgetary functions including the right to contract for or subcontract any work or operation of the City;

5. No bargaining unit employee shall be laid off, demoted or suffer loss of pay or benefits as a result of the contracting out of work. The parties agree to meet and confer as required by law on matters relating to wage, hours or working conditions.

Said provisions will apply except for contract required by bona fide emergencies.

6. Direct employees, including schedule, assign work, and overtime. Control the establishment of employee performance standards and require compliance therewith, to include the control of employee discharge, suspend, demote, reduce in pay, reprimand, and withhold salary increases and benefits, or otherwise disciple employees subject to the requirements of applicable law due to the lack of work, lack of funds, or for other legitimate reasons.

7. Take all necessary actions to protect the public and carry out its missions in emergencies.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 3 OF 23

8. The City agrees to meet and confer on the establishment of understanding and/or procedures to be enacted in the absence of a duly appointed City Manager. The policy behind the council/manager form of government is based on the principle of separation of powers, which ensures that the council and city manager can perform their duties without unnecessary interference from one another as particularly identified in Chapter 2.04 of the Pico Rivera Municipal Code.

Should the exercise of these management rights impact employees’ wage, hours or working conditions, City agrees to meet and confer with Union pursuant to state law.

Article 4

SEVERANCE
Except where superseded by the terms of a personal employment agreement between an individual employee and the City, representing employees of this Unit in the classifications listed in Appendix “A”, whose employment is terminated for the convenience of the City or who resign in lieu of termination for the convenience of the City, and who execute a settlement agreement and general release between the employee and City, will be paid severance equal to the sum of the highest rate of pay and any leave accruals.

All bargaining unit employees who have completed at least one year of cumulative City employment (in any classification) and meets the above requirements are entitled to severance pay as follows:
1 year but less than 3 years of employment 3 months’ pay 3 years but less than 7 years of employment 6 months’ pay 7 years but less than 10 years of employment 9 months’ pay 10 years and over of employment negotiated
Article 5

UNION LEAVE
The City agrees that Union Stewards will be granted forty-eight (48) hours of paid leave annually to attend union sponsored meetings or training during working hours, exclusive of grievances, appeals or bargaining sessions.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 4 OF 23
Article 6

SALARIES
General Salary Increase
The salary schedule attached hereto as Appendix “B” and by reference made a part hereof shall be adjusted as described below:

Year One
A salary increase of four percent (4%) retroactive to the period of July 1, 2021 to June 30, 2022. The salary increase shall be four percent (4.0%) for Year One of this agreement.

The salary increase will be effective the first full payroll period commencing on or after July 1, 2021.

Year Two
A salary increase of three percent (3%) retroactive to July 1, 2022 and continuing through June 30, 2023. The salary increase shall be three percent (3.0%) for Year Two of this agreement. The salary increase will be effective the first full payroll period commencing on or after July 1, 2022.

Year Three
A salary increase of three percent (3%) for the period of July 1, 2023 through June 30, 2024.

Class and Compensation Study
If a class and compensation study is undertaken, the parties agree to meet and confer over the results of the study. Any recommendations and findings of a study must be approved by the City Council to take effect.

In no way will an employee be adversely impacted by the implementation of a class and compensation study. Should any recognized bargaining unit receive a higher salary increase in the fiscal year of this contract, the higher salary will also become effective in this memorandum of understanding on the same date.

The City agrees subject to City Manager approval, that any employee holding the classification of “Director” may be eligible for the salary range identified as Zone C on Appendix “B” and any employee holding the classification of “Director/City Clerk or Deputy Director” may be eligible for the salary range identified as represented in Appendix “B”.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 5 OF 23
Article 7

WORK SCHEDULES
4/10 Work Schedule
The City has approved of a 4/10 work schedule, the Unit employees shall operate on the same schedule.

Normal days of work will be Monday through Thursday, with one full day off, or as otherwise determined by the City Manager or Department Director at their discretion.

Holidays and personal leave days will be counted as ten (10) hours; regardless of whether or not a unit employee is working a schedule other than the 4/10.

Article 8

LONGEVITY
The City shall pay longevity to Deputy Directors that have completed 5, 10, 12 and 15 years of cumulative service from date of hire. The amount awarded is based on the table below, and will be provided in one payment the first full pay period of July. 5 Years of Service 2% of base pay
10 Years of Service 3% of base pay
12 Years of Service 4% of base pay
Article 9

RETIREMENT
CALIFORNIA PUBLIC EMPLOYEES’ RETIREMENT SYSTEM (CALPERS) The City offers a defined retirement benefit plan through contract with the California Public Employees’ Retirement System (CalPERS). Unit members are eligible for one of three (3) benefit tiers pursuant to the City’s contract with CalPERS. Information provided here is a summary of the benefits. The CalPERS contract is available to unit members or Union representatives upon request.

The applicable benefit tier available to an individual employee depends on his/her date of hire and/or status as a “new member,” as defined by the Public Employees’ Pension Reform Act of 2013 (PEPRA, AB 340) as assigned by CalPERS. Each benefit tier defines the applicable retirement formula, final compensation period, and employee contribution/cost sharing as follows:

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 6 OF 23
Tier I: Full-Time Employees hired on or before June 30, 2012

1. Shall be eligible for the CalPERS retirement benefits formula based on 2.5% at age 55.

2. The final retirement compensation level shall be calculated using the single highest year of CalPERS reportable earnings, per the California Government Code.

3. Beginning with the first full pay period beginning on or after July 1, 2017, Tier I members shall pay four percent (4.0%) of the eight percent (8.0%) member contribution. The City will continue to pay the remaining four percent (4.0%) of the employee share.

4. Beginning with the first full pay period beginning on or after July 1, 2021, Tier I members shall pay eight percent (8.0%) of the eight percent (8.0%) member contribution. Effective the same date, all employee CalPERS contributions towards the 8% normal cost will be offset through an increase in the employees base wage. For example, if an employee contributes an additional 4% to the CalPERS normal cost, that employee will receive a 4% base raise at the same time. This base wage increase has been incorporated in the salary schedules in Appendix B – Salary Schedules.

Tier II: Full-Time Employees hired after June 30, 2012

1. Shall receive the CalPERS retirement benefit formula based on 2.0% at age 60.

2. The final retirement compensation level shall be calculated using the average of the three (3) highest consecutive year earnings, per the California Government Code.

3. Employees in Tier II are responsible for paying the full amount of the employee share, equal to fifty percent (50%) of the total “normal cost” as determined by CalPERS annual valuation reports up to an 8% contribution rate. The City offers retiree medical through CalPERS medical. The City pays the minimum contribution required by the Public Employees Medical and Hospital Care Act (PEMHCA) toward the retiree’s CalPERS medical insurance premium.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 7 OF 23
Tier III: “New Members” under PEPRA - Full time employees hired on or after January 1, 2013
a. New Members are covered by the 2% at age sixty-two (62) benefit formula. b. New Members retirement benefit will be based on the highest thirty-six (36) consecutive months of compensation earnable.
c. Per PEPRA, the City does not make contributions towards the employee share for new members. New members are responsible for paying the full amount of the employee share, equal to fifty percent (50%) of the total “normal cost” as determined by CalPERS annual valuation reports. The City will not make any contributions towards the employee share of PERS, as outlined in AB 340.

The City has adopted the CalPERS resolution in accordance with IRS Code section 414(h)(2) to ensure that the employee contribution is made on a pre-tax basis by way of payroll deduction. All employee-paid member contributions shall be pre-tax via payroll deduction.

ARTICLE 10

SUPPLEMENTAL BENEFITS
Deferred Compensation Plan
The City has available a deferred compensation plan (i.e., Internal Revenue Code Section 457 program), which employees may choose to participate in at their own expense.

In addition, the City agrees to establish a contribution matching program effective as soon as practical after the final ratification of this agreement. In order to qualify for the City matching contribution, employees must be enrolled in the Deferred Compensation Plan and must be making bi-weekly contributions.

The City will match Union members’ contributions up to a maximum of one percent (1.0%) of base compensation.

Participation in the Deferred Compensation Plan is voluntary. The City will endeavor to provide education to all employees on the benefits of participating in the Deferred Compensation Program.

Health and Wellness Benefits
The City agrees to make available to each member of the Directors Unit, by means of reimbursement, up to $750 per fiscal year for use by the employee for any of the following purposes:

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 8 OF 23

1. Membership, subscriptions, and/or one-time fees associated with a health club, fitness center, physical training, fitness classes, and exercise gym;

2. Other formal mental and physical wellness programs, recovery treatments, alternative medication, and dietary supplements (smoking cessation, weight control, nutrition, chiropractic, mobility therapy, and/or similar programs);

3. Reimbursement for employee medical expenses and health screenings (deductibles or co-payments) not covered by the employee’s health, dental or vision insurance.

Reimbursement will be made based on City Manager’s approval, with proof such as expense receipts from the health screening, gym membership, vitamins, and other mental or physical health programs.

Article 11

RETIREE HEALTH INSURANCE
Retiree Health Insurance - The City offers retiree medical health coverage through CalPERS medical.

For Employees Hired Before July 1, 2012:

The City pays one hundred percent (100%) of the retiree’s health insurance premium based on the retiree’s level of coverage.

For Employees Hired on or after July 1, 2012:

The City pays the minimum contribution required by the Public Employees Medical and Hospital Care Act (PEMHCA) toward the retiree’s CalPERS medical insurance premium. This amount is adjusted annually by CalPERS.

In addition, the City agrees to establish a “retiree health savings account” program wherein the City matches employee contributions towards this program. The maximum matching amount provided by the City would be one percent (1.0%) of base salary. Program details will be discussed between unit employees and the City in order to establish a program that meets all IRS and PERS guidelines and regulations.

Article 12

HEALTH AND RELATED BENEFITS
A. Medical Benefits:

1. Employees Hired Before July 1, 2012
The City shall pay one hundred percent (100%) of the health insurance premiums for HMO providers and a maximum of eighty five percent (85%) of the premium rate for PERS CARE (PPO).

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 9 OF 23

2. Employees Hired On or After July 1, 2012
The City shall pay one hundred percent (100%) of the health insurance premiums for the employee and eligible dependents not to exceed the Kaiser HMO premium rate. Employees may choose a different health care provider offered by the City, however, any cost greater than the Kaiser HMO premium rate shall be paid by the employee, through payroll deductions.

B. Dental Benefits:

The City shall pay one hundred percent (100%) of the dental insurance premium for the employee and eligible dependents not to exceed the HMO premium rate.

Employees may choose a different dental plan offered by the City, however, any cost greater than the HMO premium rate shall be paid by the employee, through payroll deductions. The City shall offer at least one dental plan that covers adult orthodontia and has a benefit cap greater than $1,500 per year.

C. Vision Benefits:

The City shall pay one hundred percent (100%) of the vision insurance premium for the employee and eligible dependents.

D. Cash In-Lieu of Benefits Program:

1. The Cash In-Lieu of Benefits Program (i.e., “Cash In-Lieu”) allows employees to opt out of the City’s provided health plan under certain conditions. An employee will be eligible for the Cash In-Lieu Program only when the employee provides proof of other medical coverage and an executed Health Insurance Waiver form. An employee may participate in the Cash In-Lieu Program only at the time of Open Enrollment, when a qualifying life event (QLE) occurs, or at the time of hire. In the event the employee loses health coverage through the alternative source, the employee should contact Human Resources regarding the employee’s eligibility to enroll in the City’s Health Plan.

Cash In-Lieu of Benefits Program amounts for new enrollees after ratification of this agreement shall be equal to the PEMHCA minimum or $200, whichever is higher.

Current participants at time of ratification will be grandfathered into the cash in lieu benefits program at a rate equal to eighty percent (80%) of the health program amount they would qualify for. The amount will be distributed through the normal payroll process in twenty-four (24) equal payments.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 10 OF 23
When an employee leaves employment, the City must offer the opportunity to continue the medical, dental and vision benefits they have upon terminating. If the employee is participating in the Cash In-Lieu of Benefits Program, Consolidated Omnibus Budget Reconciliation Act (COBRA) medical benefits continuation will not be available.

2. Upon retirement, if an employee was not previously enrolled in a City sponsored PERS medical plan, the employee may be eligible to enroll in the CalPERS retirement medical plan subject to CalPERS regulations.

Article 13

TYPES OF LEAVE
Administrative Leave
City agrees that each employee in the Unit, shall receive 80 hours of administrative leave the first full pay period of July of each year.

A total of 120 hours of administrative leave may be accumulated. Administrative Leave cannot be “cashed out”.

Sick Leave
Sick leave with pay is granted to all permanent, probationary and provisional employees.

The following are details of the sick leave provision:

Accrual
Sick leave allowance is one hundred and five (105) hours per year Each employee will accrue four point zero three eight five (4.0385) hours of sick leave each pay period.

The maximum number of accrued hours per year is one hundred and five (105) hours.

The maximum number of hours available for cash payment per year is eighty-one (81) hours.

Use - An employee's sick leave and/or compensatory time accruals can be used for an illness or medical appointment of an employee or family member as well as for any unexpected absence. This should be done at the employee's discretion, keeping in mind that the use of sick leave rather than other available leave may impact future leave availability when needed.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 11 OF 23
Physician's Certificate - An employee may be required to provide the supervisor or Department Head with a physician's certification of illness or a release to return to work.

An employee injured off the job shall be required to provide a physician's release to return to work.

Accumulation - Up to eight hundred (800) hours of sick leave may be accumulated during the course of employment with the City. If an employee’s sick leave is exhausted, the employee may use vacation time for illness but only after a full work-day advance request and with the approval of the employee’s supervisor, Department Director and Director of Human Resources. Vacation leave, under any circumstance, may not be used for single day illnesses.

Cash Payment - In June of each year (i.e., the first full pay period of June), each employee may choose to take any or all of the fiscal year's accumulated sick leave as cash, provided the “cash out” amount does not exceed eighty-one (81) hours. The balance of the sick leave may be left on the books. Per California Labor Code, sick leave is paid at the employees rate of pay at the time of pay out (i.e., the employee’s pay rate during the first full pay period in June).

Credit Upon Termination - Employees who terminate employment may be paid the salary equivalent of all accrued sick leave prior to the effective date of termination. Per California Labor Code, sick leave is paid at the employees’ rate of pay at the time of termination/separation. Accumulated sick leave may also be converted to service credit with CalPERS at time of retirement, subject to CalPERS law. A choice of either sick leave as service credit or cash-out of sick leave will be given.

VACATION
Length: The amount of vacation that a member accrues is based on years of service.

One through Four Years 88 Hours (3.385 hours per pay period) Five through Nine Years 128 Hours (4.923 hours per pay period) Ten Years through Fourteen Nineteen for the three-year period of this agreement 168 Hours (6.462 hours per pay period)
Fifteen Twenty Years or More 208 Hours (8 hours per pay period) The City Manager has discretion to assign an appropriate vacation accrual – per the table above – for existing members in this unit or new hires based on their prior public sector service.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 12 OF 23
Accrual: Vacation leave will begin accruing immediately upon the employee’s official start-date.

Credit upon Termination: Employees who terminate employment shall be paid the salary equivalent of all accrued vacation leave earned prior to the effective date of termination.

Per California Labor Code, vacation leave is paid at the employees’ rate of pay at the time of termination/separation.

Schedules: Each department will keep and monitor the vacation schedule of its employees. Each employee shall request vacation time in writing in advance of the time desired. Such request will be signed by the employee and must be approved by the employee’s supervisor and/or Department Director to be valid. The Department Director will determine the vacation schedule with due regard for the wishes of the employee and the needs of the department subject to the MOU. In the event a vacation request is denied, the reason for the denial shall be provided in writing.

Accumulation: Vacation time may be accumulated to a maximum of three-hundred and twenty (320) hours. Employees with hours in excess of three hundred and twenty (320) will have those excess hours paid out the first payday in December. Per California Labor Code, vacation leave is paid at the employees’ rate of pay at the time of pay out (i.e., the employee’s pay rate during the first payday of December).

Vacation Cash Out: Each year in December (first payday of December), an employee may opt to cash out any or all vacation hours that exceed one-hundred twenty (120) hours. If a cash out is elected, a minimum balance of one-hundred twenty (120) hours must remain on the books. Per California Labor Code, vacation leave is paid at the employees’ rate of pay at the time of pay out (i.e., the employee’s pay rate during the first payday of December).

Emergency Cash-Out: At the request of the eligible employee, emergency vacation leave payouts may be approved throughout the year without the minimum balance requirement.

Employees must submit the request in writing to the City Manager describing the emergency. An emergency is defined as follows:

An emergency is defined as follows:

1. A severe financial hardship;

2. Event was unforeseeable (including but not limited to: illness, accident or casualty);

3. Event was incurred by employee, spouse or dependent; and

4. Employee has no other means to cover costs.

The City Manager’s decision is final.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 13 OF 23
Industrial Illness or Injury Leave:

An employee who is absent from work due to a work-related injury or illness shall be on industrial accident leave. The City shall conform to Workers’ Compensation laws of the State of California in effect at the time of injury. Employees may receive information on Workers’ Compensation Procedures from the Human Resources Division.

When a waiting period is required in order to begin Workers’ Compensation benefits, an injured worker may use available leave time along with the City paid Workers’ Compensation rate per day. Following the waiting period, an injured worker on total disability will receive the State Worker’s Compensation rate. The employee may make up the difference between the State mandated rate and her/his base pay by utilizing available leave time.

If an injured worker has exhausted all available leave, continues to receive Workers’ Compensation benefits and is medically unable to return to work, the City shall compensate the injured worker the difference between the State mandated benefit and sixty-six and twothirds percent (66.667%) of the employee’s base pay for a period not to exceed ninety (90) days from the date leave is exhausted or unless State law says differently.

Jury Duty:

Service as a juror by employees will be limited to serving once in any two-year period.

Payment for jury duty service will be limited to ten (10) days. If an employee is assigned to a trial within the first ten (10) days of jury service, the employee’s time to complete the trial will be paid by the City.

The employee must obtain proof of jury service from the Court and submit it to the Finance Department upon completion of his/her jury duty. The employee must also submit any payment received from the Court (except mileage reimbursement) to the Finance Department in order to receive full salary for the time served.

Bereavement Leave:

A three (3) day bereavement leave shall be granted to full-time employees for a death in the immediate family. The immediate family shall be defined as parents, step-parents, stepbrother/sister, step-children, mother/father-in-law, brother/sister-in-law, spouse, brother/sister, children, grandparents, grandchild, step-grandchild, court-appointed or other verifiable guardian. Upon request and with supervisory approval, a day of vacation may be added to bereavement leave to accommodate personal or travel need.

Bereavement leave shall not be charged to the employee's sick or vacation leave balance.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 14 OF 23
Catastrophic Leave:

Catastrophic leave is a leave sharing program intended to allow employees to voluntarily donate accrued leave to other eligible employees for the employee or the care of a spouse, parent or dependent child of an employee suffering from a catastrophic illness or injury. A catastrophic illness of an employee is any non-occupational medically verifiable illness or injury of such serious nature as to require long-term absence from work.

Catastrophic illness of a family member shall be defined as those medically verifiable illnesses or injuries which are of such serious nature as to require long-term and/or fulltime care by the employee. Family members are defined as the employee’s spouse/domestic partner, parent, parent-in-law, child, or other person for whom the employee is legal guardian. Catastrophic illness leave shall be additional paid leave available from vacation, sick or compensatory leave donated by other City employees to a specific qualified employee.

Eligibility –

1. An employee (recipient) may be eligible to receive and use donated leave if he or she, or their family member, has a catastrophic illness as defined above.

2. The employee must produce competent medical verification of the illness or nonwork related injury satisfactory to the City.

3. The employee must have a minimum of one year of service with the City.

4. The employee must have exhausted all paid leave, including but not limited to sick leave, vacation, and compensatory time.

5. In order to receive and use donated leave, an employee must not be receiving any other salary continuation benefits such as disability benefits.

6. No more than four-hundred eighty (480) hours per twelve (12) month period from date of catastrophic leave approval may be received by the employee.

7. The employee must complete the Catastrophic Illness Donation Request Form and submit the form to the employee’s department head and City Manager for signature. The Personnel Officer will certify that the employee is eligible to participate in the catastrophic leave donation program.

Donor Employee Eligibility –

1. The employee must have an accrued vacation leave balance of at least forty (40) hours after the donation of vacation time and a sick leave balance of at least sixty (60) hours after the donation of sick leave time. Employees may donate all of their compensatory time.

2. The employee must complete the Catastrophic Illness Donation Form.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 15 OF 23
Conditions for Making Leave Donations –

1. Donations must be in whole hours and the amount of hours an employee wishes to donate shall be at his/her own discretion on the condition the employee meets the leave balance minimums.

2. Donor names will be kept confidential.

3. All time donated will be credited on an hour-for-hour basis, regardless of hourly pay differentials between donating employee and recipient.

4. All donations shall be voluntary and at the discretion of the donor employee and once processed are irrevocable once leave hours are transferred to the recipient.

How to Apply for or Donate Leave –

1. An employee who qualifies for catastrophic illness leave shall complete the Catastrophic Illness Donation Request Form and submit it to the department head who shall, in conjunction with the City Manager and Personnel Officer, review it for approval or denial.

2. Upon approval, donor employees shall complete the Catastrophic Illness Donation Form indicating a willingness to donate vacation leave, sick leave or compensatory time and the amount of said time to be donated. The completed form should then be forwarded to payroll.

3. Subsequent to the receipt of the leave donation forms and the determination of the total hours donated, Payroll shall credit the recipient employee’s sick leave balance on a biweekly payroll basis. An employee who is receiving catastrophic illness leave donated by other employees shall be allowed to accrue vacation and sick leave while in that status; however, all accrued leave shall first be used prior to the use of donated leave time.

4. Donations not used by recipient will be returned to donors proportionately.

Solicitation of Donations –
Human Resources will notify City employees that the recipient employee is eligible to receive voluntary donations of accrued vacation, sick and compensatory time. Human Resources will not release any medical information regarding the recipient employee or his or her family member.

Contact Information –
Questions about Catastrophic Leave should be directed to Human Resources.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 16 OF 23

HOLIDAYS
Authorized City paid holidays shall be as follows:
- New Year’s Day
- Martin Luther King Day
- President’s Day
- Cesar Chavez Day
- Memorial Day
- Juneteenth
- Independence Day
- Labor Day
- Veteran’s Day
- Thanksgiving Day
- Day after Thanksgiving
- Christmas Day
-
The City shall fund the amount of hours per the current MOU productive schedule of compensation for each holiday.

Article 14

TECHNOLOGY STIPEND
Employees in the Director’s Unit will be compensated one hundred and fifty dollars ($150) per month as reimbursement for such use. Such reimbursement shall be taxable as compensation.

Payment of the monthly device/cell phone statement is the responsibility of the device/cell phone owner. The device/cell phone contract will be in the name of the employee who will be solely responsible for all payments to the service provider. The City does not accept any liability claims, chargers or disputes between the service provider and the staff member.

Recipients of a technology stipend must notify the City of the device/cell phone number and must continue to maintain the device/cell phone rental or air-time/pay-as–you-go contract while in receipt of the stipend.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 17 OF 23
Article 15

TRANSPORTATION ALLOWANCE
Unit employees’ duties under this Agreement require that they have use of an automobile in the normal course of conducting City’s business. The City therefore agrees to provide the Assistant City Manager five hundred dollars ($500) per month as transportation allowance. Each of the Directors, City Clerk and Deputy Directors, shall receive a car allowance in the sum of four hundred dollars ($400) per month. All employees shall be responsible for maintaining and paying for liability insurance as required by law and for all their automobile’s operating, maintenance, and repair costs.

This will not exclude members of this Unit to receive any benefit included in the City’s travel policy.

Article 16

PERSONAL LIABILITY
City may provide representation by legal counsel of City’s choice to any employee required to testify before a Grand Jury, Administrative Hearing or Trial that arise out of the performance of employee’s duties.

Article 17

NON-DISCRIMINATION
The City and Union mutually recognize and agree fully to protect the rights of all employees hereby to join and participate in the activities of the Association. The City and Union mutually reaffirm their respective policies of non-discrimination in the treatment of any employee because of race, religion, sex (including gender, gender identity, gender expression, and pregnancy), national origin, ancestry, disability, medical condition, genetic characteristics or information, marital status, age, sexual orientation (including homosexuality, bisexuality, or heterosexuality), union activity or any other legally protected classification.

Article 18

USE OF CITY FACILITIES
The Union shall be permitted to use the City facilities, on prior approval, for the purpose of holding meetings to the extent that such facilities can be made available, and to the extent that the use of a facility will not interfere with department operations. Participating employees will attend said meetings on their own time.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 18 OF 23
Article 19

PERSONNEL FOLDERS
A Directors Unit employee shall be entitled to review the contents of his/her official departmental personnel folder at reasonable intervals upon request. Such review shall not interfere with the normal business of the department.

The employee may authorize a City representative or Designee to inspect the personnel folder, upon written consent of the employee. The written consent must be presented in person by the employee to the City’s Human Resources Department. The City representative or Designee may not remove or have a copy of any document in the folder.

The employee or Association representative's review of the personnel folder shall not interfere with the normal business of the department.

No evaluation or disciplinary document may be placed in an employee's personnel file without his/her review and a copy of the document presented to him/her. The employee shall acknowledge that he/she has reviewed and received a copy of the document by signing the document with the understanding that such signature does not necessarily indicate agreement with its contents.

Article 20

EMPLOYEE RELATIONS
Meetings at reasonable intervals will be scheduled at the request of the Union or the City for the purpose of informally discussing employer-employee relations issues.

Article 21

FAIR LABOR STANDARDS ACT (FLSA)
Pursuant to the Fair Labor Standards Act (FLSA), all employees shall have a fixed workweek that consists of a regular recurring period of 168 consecutive hours (seven 24- hour periods), which can begin and end on any day of the week and at any time of the day.

Employees in this unit shall be treated as salaried employees in accordance with the provisions of the FLSA.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 19 OF 23
Article 22

TRAINING, AND PROFESSIONAL DEVELOPMENT
The City shall allow unit employees to attend training and professional development course or classes pertaining to the respected positions for professional training and development.

The City shall pay or reimburse all expenses for training and professional development this shall include travel, registration, lodging, and transportation.

Unit employees shall justify and receive written approval for such trainings and professional development before the course or training sessions commence. The training and professional development request and invoice of completion shall be signed by the Directors Unit employee and the City Manager.

Article 23

PROFESSIONAL DUES/REGISTRATION
Employees in classifications represented by the Association who require registration or professional membership as a condition of employment will have such expenses paid by the City. At the City Manager’s discretion, payment may either be made directly by the City to the appropriate organization or agency or may be reimbursed to the employee. In either case payment will only be on the basis of adequate documentation as required by the employee's appointing authority.

Article 24

TUITION REIMBURSEMENT
Tuition reimbursement for professional development shall be allowed for classroom or on-line type courses. The Unit employee may be reimbursed up to $5,250 per fiscal year, not to exceed the Internal Revenue Service (IRS) maximum is in a given year covered by the term of the MOU, after the course has been completed, and the Directors Unit employee receives a transcribed grade of a “B” or better AND commit to continued service (employment) to the City of Pico Rivera for the equivalent of the school units, not to exceed two (2) years. Tuition advancement shall not be permitted.

If the Unit employee does not meet the committed continued service of employment, the Directors Unit employee surrenders the cost of the course on the final payment of employment.

All financial documentation shall be submitted at the end of the course and an official grade from the course shall be submitted as documentation. Requests for reimbursement and approval must be in accordance with the City's policy on tuition reimbursement.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 20 OF 23
Article 25

EMPLOYEE VOLUNTEER SERVICE HOURS
Employee Volunteer Service Hours:

The City shall grant each Directors Unit employee 10 hours of productive pay while providing volunteer hours in a community event. Employee Volunteer Service hours are to motivate employees to serve community needs through the City of Pico Rivera leadership. It is at the discretion of the Directors Unit employee as to what and where to provide the volunteer service hours.

Article 26

SEVERABILITY
If an article, section, position or portion thereof contained in the Memorandum of Understanding or application thereof to any person or circumstance is held to be unconstitutional, invalid by operation of law, or by any tribunal or office of competent jurisdiction, or if compliance with or enforcement of any article or section should be restrained by tribunal or office, the remainder of the Memorandum of Understanding and application of such provisions or portion thereof, to other persons or circumstances, shall be deemed severable, shall not be affected, and shall remain in full force and effect. Furthermore, the City and the Association shall enter into immediate negotiations for the purpose of arriving at a mutually satisfactory replacement of such article, section, position or portion.

Article 27
EFFECT
It is understood and agreed that this agreement shall not become effective for any purpose or be binding on either party until approved by the City Council and the bargaining unit membership, and nothing herein shall be construed as obligating the City Council to approve in whole or in part. If the City Council approves in full, then this agreement shall become effective immediately upon ratification. The Memorandum of Understanding (MOU) constitutes and includes all negotiations, compromises, and representations made by either party; and both parties acknowledge that each has met and conferred in good faith in negotiations to this point.

SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 21 OF 23
IN WITNESS THERE OF, the parties hereto have caused this Memorandum of Understanding to be executed this ____ day of ________, 2023.

FOR THE CITY
DATE
______________________________ ________________________ Steve Carmona
City Manager

FOR THE UNION DATE
______________________________ _______________________
Jane Guo
Director of Administrative Services
______________________________ DATE
Julia Gonzalez,
Deputy Director of Community & Economic Development ________________________ SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 22 OF 23

APPENDIX A
Assistant City Manager
City Clerk
Director
Deputy Director
SEIU 721 – DIRECTORS UNIT
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING
July 1, 2021 – June 30, 2024
PAGE 23 OF 23
APPENDIX B – SALARY RANGES FOR UNIT EMPLOYEES
Position Group Zone A
2021-22
4%
Zone B
2021-22
4%
Zone C
2021-22
4%
Zone D
2021-22
4%
Assistant City Manager VII $15,156- $18,829
Director VII $11,989- $13,787 $13,788-$15,442 $15,443-$16,665 Deputy Director VII $10,750- $12,824
City Clerk VII $9,494- $11,643
Position Group Zone A
2022-23
3%
Zone B
2022-23
3%
Zone C
2022-23
3%
Zone D
2022-23
3%
Assistant City Manager VII $15,611 - $19,394
Director VII $12,349- $14,201 $14,202- $15,905 $15,906-$17,165 Deputy Director VII $11,073- $13,209
City Clerk VII $9,779- $11,992
Position Group Zone A
2023-24
3%
Zone B
2023-24
3%
Zone C
2023-24
3%
Zone D
2023-24
3%
Assistant City Manager VII $16,079- $19,976
Director VII $12,719- $14,627 $14,628- $16,382 $16,383-$17,680 Deputy Director VII $11,405- $13,605
City Clerk VII $10,072- $12,352
To: Mayor and City Council
From: City Manager
Meeting Date: June 13, 2023
Subject: ADA CITY HALL / CITY HALL WEST PROJECT –
APPROVE CONSTRUCTION CHANGE ORDER NO. 3
Recommendation:

1. Amend fiscal year (FY) 2022-23 Adopted Budget by appropriating $220,000 from the Public Image Enhancement (PIE Fund) to CIP No. 50073;

2. Approve Change Order No. 3 (Enclosure 1) for changes to the contract plans and specifications for the ADA City Hall/City Hall West Project, CIP No. 50073 (Project), in the amount of $164,772 for a new total not-to-exceed construction contract amount of $858,869; and

3. Authorize the City Manager or his designee to issue Change Order No. 3 for the Project.

Fiscal Impact:

The FY 2022-23 Adopted Budget included $821,683 in Community Development Block Grant (CDBG, Fund 280) Account No. 280.70.7300-54500-CIP.50073 for the ADA City Hall/City Hall West Improvements Project, CIP No. 50073. On April 25, 2023, the City Council approved an additional appropriation of $120,000 in unprogrammed CDBG funds. Staff is requesting an additional $220,000 from the PIE Fund (220.70.7300- 54500-CIP No. 50073) to increase the total project funding to $1,163,683.

Discussion:

On September 13, 2022, the City Council awarded a construction contract to Empire Design & Build, LLC in the amount of $596,900 for the construction of the Project, which includes Americans with Disabilities Act (ADA) improvements to the public restrooms and lobbies of both City Hall and City Hall West, as well as exterior paths-of-travel along parking lots and sidewalks. The project is currently under construction. 15 CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 13, 2023 ADA CITY HALL / CITY HALL WEST PROJECT – APPROVE CONSTRUCTION CHANGE ORDER NO. 3

The changes to the plans and specification to be approved by Change Order No. 3 include the following 10 items:

Item Description Reason
1 Cost for locating
underground utilities
($3,255)
Exact location of waste pipes under concrete slab
were not identifiable, requiring non-destructive
location detection services.
2 Frame and finish for waste
receptacle ($2,902)
Pre-existing waste receptacles were not identified in
the bid. The unforeseen change includes framing
and finish of recessed units.
3 Close gap in millwork
($1,567)
The existing concrete floor in City Hall West was
not level causing gaps between the new millwork,
requiring filling and rework.
4 Door widening and
electrical ($17,364)
Load bearing framing once exposed was found to
be inadequate, requiring modifications.
5 Replace galvanized piping
($14,470)
Existing galvanized piping was found to be prone to
fracture and leaking, requiring replacement with
new copper piping.
6 Install VCT flooring in City
Hall West ($5,559)
Original flooring material needed to fill gaps
between exiting flooring and new millwork is no
longer available, requiring additional new flooring.
7 Millwork City Hall ($23,885)
Additional counter gates and support walls
necessary for millwork, as modified to
accommodate additional file cabinets.
8 Electrical upgrade ($1,992) Revision to lobby light switches due to rerouting existing electrical circuits.
9 Pay adjustment per bid
error ($43,828)
Additional concrete quantities due to plan scaling
error.
10 Increase in contract due to
night work ($49,950)
Adjustment in work hours to nigh shift, to
accommodate ongoing public services and
operations during the day.

The contract has been amended to include a time extension of 21 working days for the 10 items listed above. According to the change order, the final day of work has been rescheduled to August 27, 2023.

CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 13, 2023
ADA CITY HALL / CITY HALL WEST PROJECT – APPROVE CONSTRUCTION CHANGE ORDER NO. 3

Conclusion:

Staff recommends an additional PIE funding allocation of $220,000 to complete the project. Furthermore, staff requests approval of Change Order No. 3 and authorization for the Director of Public Works to issue Change Order No. 3 in the amount of $164,772.

Steve Carmona
SC:NN:GE:ll
Enclosure: 1) Change Order No. 3
ENCLOSURE 1

CITY OF PICO RIVERA

PUBLIC WORKS DEPARTMENT
Engineering Division
CONTRACT CHANGE ORDER NO. 3
DATE: May 16, 2023
PROJECT NAME: ADA City Hall / City Hall West, CIP 50073 TO: Empire Builders
Contract Changer Order No. 3 shall constitute full compensation for all the changes associated with Change Order No. 3. Said changes are a result of negotiations between the City and Empire Builders, for purposes of addressing unforeseen conditions for the subject project. The Contractor is to furnish equipment, materials, labor and perform all work as necessary or required to complete the Change Order items at the prices agreed upon between the City and Contractor.

You are hereby instructed to comply with the following changes from the Contract Plans and Specifications:

SUMMARY OF CHANGES
Description
(Detailed Explanation Attached)
Change in
Contract Price1
Change in
Working Days

1. Adjustment in Bid Quantities:
• Cost for underground location $3,255.00 0

2. Adjustment in Bid Quantities:
• Frame and finish for waste recipetical $2,902.51 0

3. Adjustment in Bid Quantities:
• Close gap in millwork $1,567.20 0
4 Adjustment in Bid Quantities:
• Door widening and electrical $17,363.65 0

5. Adjustment in Bid Quantities:
• Replace galvanized piping $14,470.25 0

6. Adjustment in Bid Quantities:
• Install VCT flooring in City Hall West $5,559.15 0

7. Adjustment in Bid Quantities:
• Millwork City Hall $23,884.56 0

8. Adjustment in Bid Quantities:
• Electrical upgrade $1,991.62 0

9. Adjustment in concrete Bid Quantities:
• Pay adjustment per bid error $43,828.00 0

10. Adjustment in Bid Quantities:
• Increase in contract due to night work $49,950.00 20
Total $164, 771.94 20
The following change is hereby made a part of the Contract Documents and shall be performed under the same terms and conditions as required by the original Contract Documents. Except as modified herein, the original Contract Documents and all prior amendments shall remain in full force and effect and all of the terms of the Contract Documents are hereby incorporated in this Change Order. 15a
May 16, 2023

Project No. 50073
Change Order No. 3

SUMMARY OF ALL CHANGE ORDERS
ORIGINAL CONTRACT AMOUNT $ 596,900.00
CCO1…………………………………..$ 55,094.25
CCO2…………………………………..$ 42,102.37
CCO3…………………………………..$ 164, 771.94
TOTAL…………………………...........$ 858,868.56

SUMMARY OF WORKING DAYS
October 31, 2022
60 working days
January 31, 2024
83 working days
0 working days
10 working days
31 working days
20 working days
144 working days
August 27, 2023
Contract Time Extensions by previous Change Orders……………………… Contract Time Extensions by this Change Order………………………… Total Contract Time Extensions by this and previous Change Orders… REVISED COMPLETION DATE………………………………………………
Administrative Delay ……………………………………..……..……..……..

FIRST WORKING DAY……………………...………………………..…………………
Working days specified in Contract……………………………………………………
ORIGINAL COMPLETION DATE…………………………………………………
Non-working days due to weather delays by previous Change Orders…...… Non-working days due to weather delays by this Change Order…...………… May 16, 2023

Project No. 50073
Change Order No. 3

CHANGE ORDER DETAIL
Change Order No.: No. 3
Project Name: ADA City Hall / City Hall West, CIP 50073 The changes or interpretations described and noted herein are hereby authorized. The signed original of this order is on file in the Department of Public Works. Shown as separate paragraphs:
(A) Reason for Change; (B) Description of Change; and (C) Change in Contract Costs.

Item No. 1: Cost for underground location of restroom pipes with camera A. Reason for Change: Per RFI #39R2. The plans depicted the location of the existing utilities based on the As-Built drawings. The As-Built drawings were schematic and not exact in their depiction of the waste pipes. In order to connect the fixtures to the waste pipes a camera was inserted into the line to note the exact location. Location of pipes to be noted on as-built drawings for future maintenance and projects.

B. Description of Change:

ITEM DESCRIPTION UNIT UNIT
PRICE
BID OR

CURRENT

APPROVED

QUANTITY
FINAL

QUANTITY

CHANGE CHANGE
IN COST1
Bid Item
No. 8
Plumbing
Underground
location LS $1.00 $13,800.00 $17,055.00 $3,255.00 $3,255.00 C. Change in Contract Cost:

Add $3,255.00
Item No. 2: Frame and finish for waste recipetical
A. Reason for Change: Per RFI #46. The design plans as bid did not include a location for the the trash bin. In order to place the trash bin in a location that would match the interior finish upgrade a new location had to be framed and finished.

B. Description of Change:

ITEM DESCRIPTION UNIT UNIT
PRICE
BID OR

CURRENT

APPROVED

QUANTITY
FINAL

QUANTITY

CHANGE CHANGE
IN COST1
Bid Item No.
6 Specialties
Restroom
Waste recipetical LS $4,200 $4,843.00 $7,745.51 $2,902.51 $2,902.51 C. Change in Contract Cost:

Add $2,902.51
May 16, 2023

Project No. 50073
Change Order No. 3
Item No. 3: Close gap in millwork
A. Reason for Change: Per RFI #41. In City Hall West the millwork was installed with the existing floor being out of level. This mismatch resulted in a gap between the floor and the millwork.The gap was filled with a cementaious material to close the gap.

B. Description of Change:

ITEM DESCRIPTION UNIT UNIT
PRICE
BID OR

CURRENT

APPROVED

QUANTITY
FINAL

QUANTITY

CHANGE CHANGE
IN COST1
Bid Item No. 15 Partitions. LS $24,500.00 $24,500.00 $26,067.20 $1,567.20 $1,567.20 C. Change in Contract Cost:

Add $1,567.20
Item No. 4: Door widening and electrical
A. Reason for Change: Per RFI #55R2, In order to make all door height equal and match the new work existing walls need tempory shoring.The door frames needed to be reconstructed with new king studs to the roof. Electrical switches needed to be relocated and remove and replace existing framing
B. Description of Change:

ITEM DESCRIPTION UNIT UNIT
PRICE
BID OR

CURRENT

APPROVED

QUANTITY
FINAL

QUANTITY

CHANGE CHANGE
IN COST1
Bid Item No. 7 Doors LS $13,800.00 $17.159.65 $34,523.30 $17,363.65 $17,363.65 A. Change in Contract Cost:

Add $17,363.65
Item No. 5: Replace galvanized piping
A. Reason for Change: Per RFI #53R1 & RFI #60. In the restrooms of City Hall during the renovation process, the existing walls were removed.Once the wall were removed it revealed the existing pipe are made of galvanized piping. Galvanized piping is an outdated material that is prone to fracture and leaking. Replacing the galvanized piping with copper piping is more sutainable in the long term operation of the building. (Two RFIs: $11,950.25 + $2,520.00 = $14,470.25)
B. Description of Change:

May 16, 2023

Project No. 50073
Change Order No. 3

ITEM DESCRIPTION UNIT UNIT
PRICE
BID OR

CURRENT

APPROVED

QUANTITY
FINAL

QUANTITY

CHANGE CHANGE
IN COST1
Bid Item No. 8 Plumbing LS $13,800 $17,055.00 $31,525.25 $14,470.25 $14,470.25 C. Change in Contract Cost:

Add $14,404.25
Item No. 6: Install VCT flooring in City Hall West
A. Reason for Change: Per RFI #57. In City Hall West the flooring was replaced to accomodate the new millwork. The new flooring that was installed did not match the original flooring which was no longer available. This line item changes all the VCT flooring to new material that matches the interior upgrade.

B. Description of Change:

ITEM DESCRIPTION UNIT UNIT
PRICE
BID OR

CURRENT

APPROVED

QUANTITY
FINAL

QUANTITY

CHANGE CHANGE
IN COST1
Bid Item No. 16 Interior finishes LS $54,000 $64,280.78 $69,839.93 $5,559.15 $5,559.15 C. Change in Contract Cost:

Add $5,559.15
Item No. 7: Millwork additional work
A. Reason for Change: Per RFI #51R3, This change condition provides for two new swing doors at lobby 102 East and West elevation. Also provides for 2x7 stain grade hardwood cap. This additional work will provide a safe and accessiable route for the Public to enter City Hall.

B. Description of Change:

ITEM DESCRIPTION UNIT UNIT
PRICE
BID OR

CURRENT

APPROVED

QUANTITY
FINAL

QUANTITY

CHANGE CHANGE
IN COST1
Bid Item No. 5 Interior finishes LS $151,000 $195,260.36 $219,144.92 $23,884.56 $23,884.56 C. Change in Contract Cost:

Add $23,884.56
May 16, 2023

Project No. 50073
Change Order No. 3
Item No. 8: Electrical upgrade
A. Reason for Change: Per RFI #59R3. When the tile and drywall were removed in the restrooms it became apparent the exhaust fans and ducts also needed to be replaced.

This change covers the electrical ,ductwork and switches.

B. Description of Change:

ITEM DESCRIPTION UNIT UNIT
PRICE
BID OR

CURRENT

APPROVED

QUANTITY
FINAL

QUANTITY

CHANGE CHANGE
IN COST1
Bid Item No. 11 Standard electrical LS $15,000 $15,000 $16,991.62 $1,991.62 1,991.62 C. Change in Contract Cost:

Add $1,991.62
Item No. 9: Adjustment in bid quantities
A. Reason for Change:

Per RFI #50 response, during the bidding phase of the project the scale of the plans was not consistent. The original scale was 1” =20’. A note on the plan noted” CAUTION: IF THIS SHEET IS NOT 30”X42” IT IS A REDUCED PRINT. When the plan was printed in the 30”x42” scale the distance did not equal 1” =20’. The Contractor based his bid for the exterior work on these plans. The result of this conflict in the plans the Contractor’s bid for exterior quantities were low by 60%.

B. Description of Change:

ITEM DESCRIPTION UNIT UNIT
PRICE
BID OR

CURRENT

APPROVED

QUANTITY
FINAL

QUANTITY

CHANGE CHANGE
IN COST1
Bid Item No. 25
Exterior path of
travel from
accessible
parking stalls to
entrance of City
Hall West
Additional
quantities due to
scaling error
LS $1.00 $7,500.00 $22,838.00 $15,338.00 $15,338.00
Bid Item No. 26
Exterior path of
travel from
accessible
parking stalls to
Front entry to
City Hall
Additional
quantities due to
scaling error
LS $1.00 $9,000.00 $27,410.00 $18,410.00 $18,410.00
May 16, 2023

Project No. 50073
Change Order No. 3
Bid Item No. 27
Exterior path of
travel to public
right away to
Passons Blvd.

Additional
quantities due to
scaling error
LS $1.00 $5,000.00 $15,080.00 $10,080.00 $10,080.00
C. Change in Contract Cost:

Add $43,828.00
Item No. 10: Change shift to night work
Due to safety concerns of the Contractor working in close vinicity to City Hall employees during working hours it was determined that working the night shift would be the safetest construction method for all concerned. Working in this time frame would reduce the disruption to the public during the day and minimize the disruption of the daily operations of City Hall. Secondly it would help minimize the risk of accidents and injury as there would be fewer staff members around during the night. The Contractor is due additional compensation for loss of production, shift deferential and additional staff.

A. Reason for Change:

Per RFI #49 response, night work for City Hall interior lobby and restroom construction is desired by the City and is acceptable. Night work will allow the city staff to proceed with their work uninterrupted. This option also creates a safe option to keep the public and staff safe.

B. Description of Change:

ITEM DESCRIPTION UNIT UNIT
PRICE
BID OR

CURRENT

APPROVED

QUANTITY
FINAL

QUANTITY

CHANGE CHANGE
IN COST1
Bid Item
No. 1
Moblization
Change from day to
night shift work LS $36,000 $63,360.00 $113,310.00 $49,950 $49,950 C. Change in Contract Cost:

Add $49,950.

May 16, 2023

Project No. 50073
Change Order No. 3

CITY OF PICO RIVERA
Ordered:

Construction Manager
Date: _____________
Concurred by:

City Project Manager
Date: _____________
Concurred by:

Public Works Director
Date: _____________
Acceptance by the Contractor:

This Change Order is in full compromise and settlement of all adjustments to Contract Time and Contract Price, and compensation, including markups, for direct and indirect costs, for any and all delay, extended or additional field and home office overhead, any and all other overhead costs, profit, supervision, disruption, acceleration, inefficiencies, lost labor or equipment productivity, differing site conditions, construction interferences and other extraordinary or consequential damages (hereinafter called “Impacts”), including any ripple or cumulative effect of these Impacts on the overall Work under the Contract arising directly or indirectly from the performance of Work described in this Change Order. By execution of this Change Order, the Contractor agrees that this Change Order constitutes a complete accord and satisfaction with respect to all claims for schedule extension, Impacts, or any costs of any nature, character or kind arising out of or incidental to this Change Order.

EMPIRE BUILDERS
Name: Date:

Title:

To: Mayor and City Council
From: City Manager
Meeting Date: June 13, 2023
Subject: LOCAL ROADWAY SAFETY PLAN LRSPL-5351 (039)
(NONCIP NO. 4700) — RECEIVE AND FILE
Recommendation:

1. Receive and file the Local Roadway Safety Plan (LRSP).

Fiscal Impact:

There is no fiscal impact to the General Fund.

Discussion:

In June 2021, the Public Works Department applied for and was awarded a State grant under the Local Roadway Safety Plan Program (LRSP). The intent of the program is to assist local agencies in performing collision analysis, identifying safety issues on their roadway networks and to engage the community to develop a list of systemic countermeasures that will be used to prepare future Highway Safety Improvement Program (HSIP) Federal and/or State grant applications, which is a requirement as part of the grant application.

On April 26, 2022, City Council awarded a Professional Services Agreement to TJKM Transportation Consultants (TJKM) for the development of the LRSP.

The LRSP, developed by TJKM in collaboration with the City, provides a systemic safety approach that focuses on evaluating the City’s entire roadway network using a defined set of criteria. The plan studies accident history on an aggregate basis to identify high-risk roadway characteristics, rather than looking at high-collision concentration locations through site analysis. Systemic analysis acknowledges that crashes alone are not always sufficient to prioritize countermeasures across a system.

This is particularly true for many local streets with low volumes where crash densities tend to be low and there are few high crash locations, and in urban areas where vehicles interact with vulnerable road users (i.e., pedestrians, bicyclists, and motorcycles).
16 CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 13, 2023 LOCAL ROADWAY SAFETY PLAN LRSPL-5351 (039) (NONCIP NO. 4700) —

RECEIVE AND FILE

In addition, a key component to the LRSP was community engagement and participation of City roadway stakeholders, which included El Rancho Unified School District, Los Angeles County Sherriff and Fire Departments as well as the general public. To gather community input, stakeholder group meetings were held during development of the LRSP in addition to publishing a safety survey through the City’s social media accounts and City website for the general public to comment on locations and provide descriptions of traffic safety concerns within the City.

TJKM analyzed 3,194 collisions that occurred from 2017 to 2021 within the City and summarized the collisions by location, severity, primary collision factor, lighting conditions and facility type. Collision data was obtained through the Transportation Injury Mapping System (TIMS) and Statewide Integrated Traffic Records System (SWITRS). Prominent collision patterns include improper turning as well as collisions due to unsafe speed.

The LRSP was completed by TJKM in May 2023. During the twelve (12) month review process, collision patterns and field investigations were conducted. As part of this study, safety improvements based on Caltrans Local Safety Roadway Manual (LSRM) were recommended.

The identified locations were given recommended countermeasures, location- specific safety improvements segments and intersections, and preliminary benefit-cost ratios which help contextualize the cost effectiveness of implementing each countermeasure.

A total of six (6) safety projects were developed and prioritized based on benefit-to-cost ratio calculations as outlined in the Caltrans LRSM. Recommended improvements included, but were not limited to, signal hardware improvements, signal timing updates, striping modifications, signage upgrades, installation of speed warning signs and enhancement to unsignalized intersection crossings within the City. [This space left intentionally blank]
CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 13, 2023
LOCAL ROADWAY SAFETY PLAN LRSPL-5351 (039) (NONCIP NO. 4700) —

RECEIVE AND FILE

The top three (3) projects identified are described below:

Project
Ranking
Project Description Project Location Project Cost
1 Install radar feedback
speed warning signs,
delineators, reflectors
and or object markers
along roadway
segments
• Beverly Boulevard
• Durfee Avenue
• Paramount Boulevard
• Passons Boulevard
• Rosemead Boulevard
• Rooks Road
• Slauson Avenue
• Telegraph Road
• Washington Boulevard
• Whittier Boulevard
$533,120
2 Install striping through
intersection and raised
median island at
approaches
• Slauson Avenue at
Paramount Boulevard
• Rosemead Boulevard at
Whittier Boulevard
• Beverly Boulevard at
Paramount Boulevard
• Rosemead Boulevard at
Washington Boulevard
• Rosemead Boulevard at
Telegraph Road
$183,400
3 Signal timing
improvements
(coordination, phases,
red, yellow or
operation) and
installation of
emergency pre-emption
device
All intersections Citywide $1,459,350
Total $2,175,870
In September 2022, staff utilized the recommendations in the LRSP to apply for the Call for Projects (HSIP Cycle 11) grant application. In March 2023, the City was awarded three (3) grant applications totaling $4,704,390 for traffic safety improvements. Grant funded improvements include citywide signal hardware upgrades, roadway sign replacement and enhancements to school crossings and signage. The grant awarded projects are included in the current 5-year CIP budget and are fully funded. The projects CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 13, 2023
LOCAL ROADWAY SAFETY PLAN LRSPL-5351 (039) (NONCIP NO. 4700) —

RECEIVE AND FILE

are funded with Federal HSIP (Fund 698) and either Measure R (Fund 207), Measure M (Fund 208) or Transportation Development Act (Fund 210) funds.

The projects identified in the table above are unfunded and not included in the current 5-year CIP. Implementation and funding for these projects will be ongoing and staff will continue to look for funding opportunities.

Conclusion:

The LRSP was prepared in accordance with Caltrans Local Safety Roadway Manual.

The LRSP as a guidance document will be periodically updated by staff to assess its efficacy and potential solutions. Staff will continue to utilize the recommended safety measures in the LRSP to apply for future federal and state grant opportunities for implementation of traffic safety improvements.

Steve Carmona
SC:NN:KG:ll
Enclosure: 1) Final LRSP
Local Roadway Safety Plan
Final Report
-XQH2023
Enclosure 1
16a
i.

CONTENTS
EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Report Organization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

1. INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 What is an LRSP? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Goals and Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Study Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

2. SAFETY PARTNERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

3. EXISTING PLANNING EFFORTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

4. COLLISION DATA AND ANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 Data Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34 Collision Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34 Killed and Severe Injury Collisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40 Geographic Collision Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 Collision Severity Weight . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 High Injury Network . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54 Summary of Collision Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57

5. EMPHASIS AREAS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60 7KH(·VRI7UD඼F6DIHW\ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61 ([LVWLQJ7UD඼F6DIHW\(රRUWVLQWKH&LW\RI3LFR5LYHUD . . . . . . . . . . . . . . . . . . . . . .61 Factors Considered in the Determination of Emphasis Areas . . . . . . . . . . . . . . . . .63 ii.

6. COUNTERMEASURE SELECTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71 ,GHQWLÀFDWLRQRI&RXQWHUPHDVXUHV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71 Countermeasure Toolbox . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71

7. VIABLE SAFETY PROJECTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77

8. IMPLEMENTATION AND EVALUATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .83 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .83 Monitoring and Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .86 LRSP Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .86 Reports Discovery and Admission
into Evidence of Certain Reports, Surveys, and Information . . . . . . . . . . . . . . . . . .86 iii.

FIGURES
Figure 1. Study Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Figure 2. Zoom Meeting from Stakeholder Meeting #1 . . . . . . . . . . . . . . . . . . . . .13 Figure 3. Pico Rivera LRSP Project Website . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 Figure 4. Interactive Map Comment Responses . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 )LJXUH3XEOLF&RPPHQWVRQ7UD඼F6DIHW\E\/RFDWLRQ . . . . . . . . . . . . . . . . . . . .16 Figure 6. Injury Collisions in the City of Pico Rivera (2017-2021) . . . . . . . . . . . . . .33 Figure 7. Collisions by Severity (2017-2021) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34 Figure 8. Five-Year Collision Trend . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35 Figure 9. Roadway Segment vs. Intersection: All Collisions vs. KSI Collisions . . . .36 Figure 10. Collision Type - All Collisions vs KSI Collisions . . . . . . . . . . . . . . . . . . . .36 Figure 11. Primary Violation Categories: All Collisions vs KSI . . . . . . . . . . . . . . . . .37 Figure 12. Motor Vehicle Involved With: All Collisions vs KSI Collisions . . . . . . . .37 Figure 13. Transportation Modes: All Collisions vs KSI Collisions . . . . . . . . . . . . . .38 Figure 14. Lighting Conditions: All Collisions vs KSI Collisions . . . . . . . . . . . . . . . .38 Figure 15. Weather Conditions: All Collisions vs KSI Collisions . . . . . . . . . . . . . . .39 Figure 16. Time of the Day: All Collisions vs KSI . . . . . . . . . . . . . . . . . . . . . . . . . . . .39 Figure 17. Intersection vs. Roadway Segment Collisions – KSI Collisions . . . . . . .40 Figure 18. KSI Collisions (2017-2021) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 Figure 19. KSI Collision Type . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42 Figure 20. KSI Collisions: Violation Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42 Figure 21. KSI Collisions: Motor Vehicle Involved With . . . . . . . . . . . . . . . . . . . . . .43 Figure 23. KSI Collisions: Weather Conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44 Figure 24. KSI Collisions: Time of Day . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44 Figure 25. KSI Collisions by Gender and Age . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 iv.

Figure 26. Broadside Collisions (2017-2021) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47 Figure 27. Unsafe Speed Violations (2017-2021) . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Figure 28. Nighttime Collisions (2017-2021) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49 Figure 29. Rear End Collisions (2017-2021) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50 Figure 30. Improper Turning Violations (2017-2021) . . . . . . . . . . . . . . . . . . . . . . . .51 Figure 31. EPDO Score . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .53 Figure 32. High Injury Network . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55 v.

TABLES
Table 1. Pico Rivera Commute to Work Census Data . . . . . . . . . . . . . . . . . . . . . . . .11 Table 2. Collision by Severity and Facility Type . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35 Table 3. EPDO Score used in HSIP Cycle 11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 Table 4. High Injury Intersections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56 Table 5. High Injury Corridors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57 Table 6. Existing Programs Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62 Table 7. Emphasis Area 1 Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64 Table 8. Emphasis Area 2 Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .65 Table 9. Emphasis Area 3 Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .66 Table 10. Emphasis Area 4 Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .67 Table 11. Emphasis Area 5 Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68 Table 12. Emphasis Area 6 Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69 Table 13. Countermeasures Selected for City of Pico Rivera . . . . . . . . . . . . . . . . . .72 Table 14. List of Viable Safety Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .79 7DEOH$GGLWLRQDO/RFDWLRQV,GHQWLÀHG
from Public Comments and Recommended Countermeasures . . . . . . . . . . . . . . .80 Table 16. Safety Project Prioritization List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84 Table 17. List of Potential Funding Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84

APPENDICES
Appendix A: Summary of Community Comments
Appendix B: Summary of Planning Documents
Appendix C: Consolidated High Injury Collision Database Appendix D: LRSM Excerpt
Appendix E: Countermeasure Toolbox
Appendix F: B/C Ratio Calculation (HSIP Analyzers)
Appendix G: HSIP Cycle 11 Applications
vi.

GLOSSARY
4 E’s – Abbreviation for Education, Enforcement, Engineering, DQGEmergency Medical Services
(06
: $WUDIILFHQJLQHHULQJDSSURDFKIRULPSURYLQJVDIHW\RQWKHURDGZD\V ACS – Abbreviation for American Community Survey: A U.S. Census survey that helps local R඼FLDOVFRPPXQLW\OHDGHUVDQGEXVLQHVVHVXQGHUVWDQGWKHFKDQJHVWDNLQJSODFHLQWKHLU communities.

ADT²$EEUHYLDWLRQIRUDYHUDJHGDLO\WUD඼F
5HIHUVWRYHKLFOHWUD඼FYROXPHV
BCR²$EEUHYLDWLRQ IRUEHQHÀWFRVWUDWLR
,QGLFDWRUXVHGWRTXDQWLI\S URMHFWEHQHÀWVLQ
relation to project costs.

LRSP – Abbreviation for local road safety plan. A document that provides a framework for identifying, analyzing, and prioritizing roadway safety improvements on local roads.

CRF ² $EEUHYLDWLRQ IRU FUDVK UHGXFWLRQ IDFWRU
 7KH SHUFHQWDJH RI H[SHFWHG HරHFWRID
countermeasure or safety project to decrease collisions.

Collision Severity ² 'HÀQHGDVWKHLQWHQVLW\RIFROOLVLRQVW\SLFDOO\LQWKHIROORZLQJ categories: fatal (F), severe injury (SI), other visible injury and complaint of pain (Other), and property damage only (PDO).

EMS – Abbreviation emergency medical services.

EPDO²$EEUHYLDWLRQIRUHTXLYDOHQWSURSHUW\GDPDJHRQO\ FHWA – Abbreviation for Federal Highway Administration: The federal agency responsible managing the nation’s highway system, including bridges and tunnels.

HSIP – Abbreviation for Highway Safety Improvement Program: A roadway safety funding program managed by Caltrans, California State Department of Transportation.

KSI – Abbreviation for killed and severe injury collisions.

LRSM – Abbreviation for Local Roadway Safety Manual: A Manual for California’s Local Road Owners.

Primary Violation Factor/Primary Collision Factor²'HÀQHGDVFRQWULEXWLQJFDXVHVRI collisions.

SWITRS  $EEUHYLDWLRQ IRU 6WDWHZLGH ,QWHJUDWHG 7UD඼F5HFRUGV 6\VWHP  $ GDWDEDVH
managed by California Highway Patrol that collects and processes data gathered from collision scenes.

TIMS - Abbreviation for Transportation Injury Mapping System: A collision database managed by UC Berkeley SafeTREC system.
1 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

EXECUTIVE SUMMARY
The City of Pico Rivera’s Local Road Safety Plan (LRSP) is a comprehensive plan that FUHDWHV D IUDPHZRUN WR V\VWHPDWLFDOO\ LGHQWLI\ DQG DQDO\]H WUD඼F VDIHW\ UHODWHG LVVXHV and recommend projects and countermeasures. It aims to reduce killed and severe injury (KSI) collisions through a prioritized list of improvements that can enhance safety on local roadways.

The LRSP takes a proactive approach to addressing safety needs. It is viewed as a guidance document that can be a source of information and ideas. It will also be a living document, RQHWKDWLVURXWLQHO\UHYLHZHGDQGXSGDWHGE\&LW\VWDරDQGWKHLUVDIHW\SDUWQHUVWRUHÁHFW evolving collision trends and community needs and priorities. With the LRSP as a guide, the City will be able to apply for grant funds, such as the federal Highway Safety Improvement Program (HSIP). This document summarizes an analysis of collisions that occurred in Pico 5LYHUDLGHQWLÀHVKLJKLQMXU\ORFDWLRQVDQGUHFRPPHQGVFRXQWHUPHDVXUHVDWHDFKRIWKHVH high-risk locations.

GOALS OF THE LRSP
The goals are summarized as follows:
• Systematically identify and analyze active transportation problems and recommend improvements.
• ,PSURYHWKHVDIHW\RIDOOURDGXVHUVE\XVLQJSURYHQHරHFWLYHFRXQWHUPHDVXUHV • Coordinate with key stakeholders to implement roadway safety improvements and response within Pico Rivera.
• Continually leverage existing resources to secure additional funding for safety LPSURYHPHQWV6HHNFRQVLVWHQWIXQGLQJXQWLOWKHYLVLRQLVIXOÀOOHG • (QVXUHVDIHW\LPSURYHPHQWVDUHPDGHLQDPDQQHUWKDWLVIDLUDQGHTXLWDEOHIRUDOO3LFR Rivera residents, especially disenfranchised communities. • Serve as an informational document toward the development of a program to eliminate WUD඼F GHDWKV DQG VHYHUH LQMXULHV XWLOL]LQJ ERWK VRXQG HQJLQHHULQJ SULQFLSDOV DQG D Vision Zero approach.
2 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

PROCESS
The systemic approach in preparing the LRSP involves the following steps:
• Develop plan goals and objectives
• Analyze collision data
• Meet with stakeholders/safety partners
• Determine focus areas and identify crash reduction strategies • Prioritize countermeasures/projects
• Prepare the LRSP

COLLISION DATA
&ROOLVLRQGDWDZDVREWDLQHGIRUDÀYH\HDUSHULRGIURPWRIURPWKH&DOLIRUQLD +LJKZD\3DWURO·V6WDWHZLGH,QWHJUDWHG7UD඼F5HFRUGV6\VWHP 6:,756
DQGWKH8QLYHUVLW\
of California at Berkeley SafeTREC’s Transportation Injury Mapping Service (TIMS). For the SXUSRVHRIWKLVUHSRUWWKHGDWDZDVDQDO\]HGIRUDÀYH\HDUSHULRGIURPWRIURP 7,06·7UD඼F&ROOLVLRQ'DWDEDVH

COLLISION TREND
.H\ÀQGLQJVRQSDWWHUQVDQGWUHQGV

• A total of 3,194 collisions occurred between 2017 and 2021. • There were 19 fatalities, 62 collisions resulted in severe injuries, 242 resulted in a visible injury, 366 resulted in a complaint of pain injury, and 2,505 resulted in property damage only (PDO) collisions.
• The year 2018 had highest number of collisions with 740 collisions, and 2020 had the lowest number of collisions with 492 collisions.
• The highest number of injury collisions occurred within 250 feet of an intersection (84%).
• Rear-end and sideswipe collisions, each accounted for 29% of total collisions. 30% of broadside collisions resulted into KSI collisions.
• Improper turning accounted for 31% of all collisions, followed by unsafe speed (21%). • Most of the KSI collisions occurred between 8:00 p.m. and 10:00 p.m. • 64% of all collisions were motor vehicle involved with other motor vehicles followed E\PRWRUYHKLFOHLQYROYHGZLWKDSDUNHGPRWRUYHKLFOH

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• There were approximately a total of 64 bicycle and pedestrian collisions during the study period.

HIGH RISK LOCATIONS
The collision analysis was performed on all City streets. The corridors were ranked to show the top 10 high-collision intersections and top 10 high-collision roadway segments. 3 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
.H\ÀQGLQJVRILGHQWLI\LQJKLJKULVNLQWHUVHFWLRQVDUHDVIROORZV

• There were a total of 85 injury collisions that occurred at intersections • 20 collisions led to KSI collisions
• The intersection of Slauson Avenue and Paramount Boulevard had the highest number of injury collisions overall (14 injury collisions)
.H\ÀQGLQJVRILGHQWLI\LQJKLJKULVNURDGZD\VHJPHQWDUHDVIROORZV

• There were a total of 369 injury collisions that occurred on roadway segments • 48 collisions led to KSI collisions
• Rosemead Boulevard within city limits had the highest number of injury collisions with 90, followed by Whittier Boulevard with 63 injury collisions

EMPHASIS AREAS
(PSKDVLVDUHDVDUHIRFXVDUHDVIRUWKH/563WKDWDUHLGHQWLÀHGWKURXJKWKHFRPSUHKHQVLYH FROOLVLRQDQDO\VLVRIWKHLGHQWLÀHGKLJKLQMXU\ORFDWLRQVZLWKLQWKH&LW\RI3LFR5LYHUD7KH VL[HPSKDVLVDUHDLGHQWLÀHGIRUWKH&LW\RI3LFR5LYHUDDUH

1. Improve intersection safety

2. Address rear-end collisions

3. Address broadside collisions

4. Reduce unsafe speed violations

5. Address nighttime collisions

6. Reduce improper turning violations

VIABLE SAFETY PROJECTS
A set of six safety projects were created for the high-risk intersections and roadway segments. The federal grant funding was awarded to two of these safety projects (Project 4 and Project 6) through the HSIP program in March 2023. • Project 1: Signalized Intersections: Install striping through intersection, Install raised median on approaches.
• 3URMHFW 
 8QVLJQDOL]HG ,QWHUVHFWLRQV
 ,QVWDOO 7UD඼F 6LJQDOV ,QVWDOO 3HGHVWULDQ 6LJQDO (including Pedestrian Hybrid Beacon (HAWK)), install Rectangular Rapid Flashing Beacon (RRFB).
• Project 3: Citywide Signal Timing: Improve signal timing (coordination, phases, red, yellow, or operation), Install emergency vehicle pre-emption systems. • Project 4 (HSIP Application): Citywide Signal Upgrade: Improve signal hardware: lenses, EDFNSODWHVZLWKUHWURUHÁHFWLYHERUGHUVPRXQWLQJVL]HDQGQXPEHU,QVWDOOSHGHVWULDQ countdown signal heads. Install advance stop bar before crosswalk (Bicycle Box). 4 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
• Project 5: Roadway Segments: Install dynamic/variable speed warning signs, Install GHOLQHDWRUVUHÁHFWRUVDQGRUREMHFWPDUNHUV
• Project 6 (HSIP Application): Citywide Sign Upgrade: Install/Upgrade signs with new ÁXRUHVFHQWVKHHWLQJ
UHJXODWRU\RUZDUQLQJ


IMPLEMENTATION AND EVALUATION
7KH/563LVDJXLGDQFHGRFXPHQWWKDWLVUHFRPPHQGHGWREHXSGDWHGHYHU\WZRWRÀYH years in coordination with the safety partners. The LRSP document provides engineering, education, enforcement, and emergency medical service (EMS) related countermeasures that can be implemented throughout the City to reduce KSI collisions. It is recommended that the City of Pico Rivera implement the selected projects in high-collision locations in coordination with other projects proposed for the City’s infrastructure development in their future Capital Improvement Plans. After implementing countermeasures, the performance measures for each emphasis area should be evaluated periodically to determine HරHFWLYHQHVV7KHPRVWLPSRUWDQWPHDVXUHRIVXFFHVVRIWKH/563VKRXOGEHUHGXFLQJ.6, collisions throughout the City. If the number of KSI collisions does not decrease over time, then the emphasis areas and countermeasures should be re-evaluated. 5 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Report Organization
CHAPTER 1 – INTRODUCTION
The Introduction describes what an LRSP is and details the study area. It also summarizes the systemic approach involved in preparing the LRSP and goal and objectives of the plan.

CHAPTER 2 – SAFETY PARTNERS AND PUBLIC OUTREACH
Involvement of safety partners is critical in the success of the LRSP. For the City of Pico 5LYHUD WKLV LQFOXGHG WKH &LW\ 6WDර /RV $QJHOHV /$
 &RXQW\ 6KHULර·V R඼FH /$ &RXQW\
)LUH 'HSDUWPHQW (O 5DQFKR 8QLÀHG 6FKRRO 'LVWULFW &LW\ FRQVXOWDQWV :LOOGDQ DQG 7.0
Engineering) and Pico Rivera residents. This chapter summarizes the public outreach involvement of the stakeholders in the LRSP process.

CHAPTER 3 – EXISTING PLANNING EFFORTS
This chapter summarizes City and regional planning documents and projects that are relevant to the LRSP. It ensures that the recommendations of the LRSP are in line with existing goals, objectives, policies, or projects.

CHAPTER 4 – COLLISION DATA AND ANALYSIS
This chapter summarizes the collision data analysis approach and presents preliminary as ZHOODVGHWDLOHGFROOLVLRQDQDO\VLVDQGÀQGLQJVLQWKHVWXG\DUHD CHAPTER 5 – EMPHASIS AREAS
7KLVFKDSWHULGHQWLÀHVWKHWRSVL[HPSKDVLVDUHDVIRUWKH&LW\DQGWKHVDIHW\VWUDWHJLHVIRU each.

CHAPTER 6 – COUNTERMEASURE IDENTIFICATION
7KLV FKDSWHU LGHQWLÀHV WKH HQJLQHHULQJ FRXQWHUPHDVXUHV ZHUH VHOHFWHG IRU HDFK RI WKH KLJKULVN ORFDWLRQV DQG IRU WKH HPSKDVLV DUHDV 7KHVH ZHUHEDVHG Rර RI DSSURYHG countermeasures from the Caltrans Local Roadway Safety Manual (LRSM) used in HSIP grant calls for projects. The intention is to give the City potential countermeasures for each location that can be implemented either in future HSIP calls for projects, or using other funding sources, such as the City’s Capital Improvement Program. Non-engineering countermeasures were also selected using the 4 E’s strategies, and are included with the emphasis areas.

CHAPTER 7 – SAFETY PROJECTS
This chapter summarizes the list of viable safety projects applicable to the high-risk intersections and roadway segments, along with the cost for implementation and their EHQHÀWFRVWUDWLR
CHAPTER 8 – IMPLEMENTATION AND EVALUATION
This chapter summarizes the process of implementation, monitoring, evaluation, and future updates.
1 INTRODUCTION
7 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
1 INTRODUCTION
What is an LRSP?
7KH /563 LV D ORFDOL]HG GDWDGULYHQ WUD඼F VDIHW\ SODQ WKDW SURYLGHV RSSRUWXQLWLHV WR DGGUHVVXQLTXHURDGZD\VDIHW\QHHGVDQGUHGXFHWKHQXPEHURI.6,FROOLVLRQV7KH/563 FUHDWHV D IUDPHZRUN WR V\VWHPDWLFDOO\ LGHQWLI\ DQG DQDO\]H WUD඼F VDIHW\UHODWHG LVVXHV and recommend safety projects and countermeasures. It facilitates the development of local agency partnerships and collaboration, resulting in the development of a prioritized OLVWRILPSURYHPHQWVWKDWFDQTXDOLI\IRU+6,3IXQGLQJ7KH/563LVDSURDFWLYHDSSURDFK to addressing safety needs and is viewed as a living document that can be constantly UHYLHZHGDQGUHYLVHGWRUHÁHFWHYROYLQJWUHQGVDQGFRPPXQLW\QHHGVDQGSULRULWLHV

PROCESS
The systemic approach in preparing the LRSP involves the following steps:
• Develop plan goals and objectives
• Analyze collision data
• Meet with stakeholders/safety partners
• Determine focus areas and identify crash reduction strategies • Prioritize countermeasures/projects
• Prepare the LRSP
8 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Goals and Objectives
GOAL 1: SYSTEMATICALLY IDENTIFY AND ANALYZE ACTIVE

TRANSPORTATION PROBLEMS AND RECOMMEND IMPROVEMENTS
Objective 1: 8VH WKH 6\VWHPLF 6DIHW\ $QDO\VLV GDWDGULYHQ SURFHVV WR LGHQWLI\ WUD඼F collisions in Pico Rivera, (with an emphasis on KSI collisions); where, when, and how they are occurring, and implement appropriate and proven countermeasures.

Objective 2: Improve roadway planning, design, operations, and connectivity to enhance safety and mobility for all modes, and for users of all ages and abilities.

Objective 3:,PSOHPHQWWUD඼FFDOPLQJVWUDWHJLHVWRGLVFRXUDJHVSHHGLQJDQGRWKHUXQVDIH driving behaviors on residential streets.

Objective 4: Ensure that all recommended improvements are consistent with City of Pico Rivera goals, as well as State and Federal plans and goals (such as, but not limited to: California Strategic Highway Safety Plan, and the FHWA Local and Rural Road Safety Program).

Objective 5: Review existing City policies and recommend improvements to ensure that WKH\PHHWFXUUHQWEHVWSUDFWLFHVLQWKHUHDOPRIWUD඼FVDIHW\ GOAL 2: IMPROVE THE SAFETY OF ALL ROAD USERS BY USING PROVEN

EFFECTIVE COUNTERMEASURES
Objective 1: Identify safety issues and locations/hot spots where bicycle and pedestrian FROOLVLRQV RFFXU LQ 3LFR 5LYHUD DQG WUHDW ZLWK DSSURSULDWH DQG HරHFWLYH HQJLQHHULQJ countermeasures.

Objective 2: Provide educational programs for bicyclists, pedestrians, and motorists to inform on how to be safe in the public right-of-way; either through after-school programs, law enforcement programs, or other public/private sponsored programs.

Objective 3: Improve sidewalks, walkways, and crossings to be free of hazards and to PLQLPL]HFRQÁLFWVZLWKYHKLFXODUWUD඼F
Objective 4: 3ULRULWL]HLPSURYHPHQWVWKDWSURPRWH6DIH5RXWHVWR6FKRRO 6576
HරRUWVRU
are located near schools.
9 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
GOAL 3: COORDINATE WITH KEY STAKEHOLDERS TO IMPLEMENT

ROADWAY SAFETY IMPROVEMENTS AND RESPONSE WITHIN PICO
RIVERA
Objective 1: &RRUGLQDWHEHWZHHQ&LW\'HSDUWPHQWV/$&RXQW\6KHULරDQG)LUH'HSDUWPHQW DQG(06DJHQFLHVWRHQVXUHDFRRUGLQDWHGUHVSRQVHWRWUD඼FVDIHW\LQFOXGLQJ 
• Implementation of safety improvements
• Public education on safely traveling in the public right-of-way, regardless of mode • (QIRUFHPHQWRIWUD඼FVDIHW\ODZVLQWKHSXEOLFULJKWRIZD\ • Minimizing impacts to emergency response times.

Objective 2: Coordinate with local, regional, and state partners (such as LA Metropolitan 7UDQVSRUWDWLRQ$XWKRULW\ >0HWUR@/$&RXQW\RU&DOWUDQV WRLGHQWLI\DQGDGGUHVVWUD඼F
safety issues and ensure a coordinated response.

GOAL 4: CONTINUALLY LEVERAGE EXISTING RESOURCES TO SECURE

ADDITIONAL FUNDING FOR SAFETY IMPROVEMENTS
Objective 1: Ensure the LRSP meets HSIP guidelines in order to apply for funding for LGHQWLÀHGFRXQWHUPHDVXUHV
Objective 2: Provide a list of prioritized locations and improvements that guide City investments and grant funding applications.

Objective 3:,GHQWLI\DQGSULRULWL]HVSHFLÀFW\SHVRIFRXQWHUPHDVXUHVWRDGGUHVVLGHQWLÀHG safety issues, for systemic implementation citywide.

Objective 4: Continually seek funding sources to implement engineering, education, HQIRUFHPHQWHTXLW\DQGHPHUJHQF\UHVSRQVHVROXWLRQVWRURDGZD\VDIHW\LVVXHVLQ3LFR Rivera.

GOAL 5: ENSURE THAT SAFETY IMPROVEMENTS ARE MADE IN A MANNER

THAT IS FAIR AND EQUITABLE FOR ALL PICO RIVERA RESIDENTS,

ESPECIALLY DISENFRANCHISED COMMUNITIES
Objective 1: 8WLOL]H SXEOLF LQSXW WR LGHQWLI\ WUD඼F LVVXHV DQG ORFDWLRQV DQG LQIRUP prioritization based on community desires and needs.

Objective 2: 3URYLGHDIRUXPIRUUHVLGHQWVWRVXEPLWWUD඼FVDIHW\UHODWHGFRQFHUQV DQG
IRU&LW\VWDරDQGR඼FLDOVWRUHVSRQGWRVXFKFRQFHUQV
Objective 3: Where feasible, implement community outreach to inform the public about upcoming safety improvements and seek input regarding viability and impacts while EXLOGLQJWUXVWDQGFRQÀGHQFHWRDFWLYHO\SDUWLFLSDWHLQVXFKGHFLVLRQV Objective 4: (QVXUH WKH FRQVLGHUDWLRQ RI HTXLW\ ZKHQ VHOHFWLQJ ZKHUH WR PDNH WUD඼F VDIHW\LPSURYHPHQWVDQGHVWDEOLVKPHWULFVE\ZKLFKWRPDNHHTXLWDEOHGHFLVLRQV 10 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Objective 5: Identify groups with a special interest in roadway safety and help build their FDSDFLW\WRVXSSRUWWKHFLW\LQRXWUHDFKHරRUWVLQFOXGLQJ6576DQG6DIH5RXWHVIRU6HQLRUV Programs.

GOAL 6: SERVE AS AN INFORMATIONAL DOCUMENT TOWARD THE

DEVELOPMENT OF A PROGRAM TO ELIMINATE TRAFFIC DEATHS AND

SEVERE INJURIES UTILIZING BOTH SOUND ENGINEERING PRINCIPALS

AND A VISION ZERO APPROACH
Objective 1: $ SURJUDP WKDW VXPPDUL]HV VSHFLÀF FKDQJHV WR SROLFLHV VWDQGDUGV HQIRUFHPHQWSURFHGXUHVHGXFDWLRQHරRUWVLQIUDVWUXFWXUHLPSURYHPHQWDQGRWKHUDFWLRQ items will assist the City towards zero fatalities and serious injuries.

Objective 2:7KLVSURJUDPFRXOGEHLPSOHPHQWHGLQDQHTXLWDEOHPDQQHUDFFRXQWLQJIRU KLVWRULFLQHTXLWLHVLQWUDQVSRUWDWLRQDQGVDIHW\LQYHVWPHQWVZLWKLQ3LFR5LYHUD Study Area
7KH&LW\RI3LFR5LYHUDORFDWHGLQ/$&RXQW\&DOLIRUQLDFRYHUVDWRWDODUHDRI VTXDUH
PLOHVRIZKLFKVTXDUHPLOHVLVODQGDQGVTXDUHPLOHVLVZDWHULQFOXGLQJWKH5LR Hondo Channel and San Gabriel River. Pico Rivera is located on the eastern edge of the LA basin, and on the southern edge of the area known as the San Gabriel Valley. The City’s estimated population is 62,088 (US Census 2020). Rosemead Boulevard, Paramount Boulevard, Whittier Boulevard, Slauson Avenue, Washington Boulevard, Beverly Boulevard, and Telegraph Road are main thoroughfares that connect the City with nearby cities, Interstate 605 (I-605), and Interstate 5 (I-5). The study area is mapped in Figure 1 on the following page.
11 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Figure 1. Study Area
$FFRUGLQJWRÀYH\HDUHVWLPDWHVIURPWKH$PHULFDQ&RPPXQLW\6XUYH\ $&6
1
from
the U.S. Census, 80% of Pico Rivera commuters get to work by driving alone, more than both the LA County and State rate of driving commuters. The second most common method of FRPPXWLQJWRZRUNLQWKHFLW\LVFDUSRROLQJDW
7KHGLරHUHQWPRGHVRIWUDQVSRUWDWLRQ
used by Pico Rivera residents to commute to work are shown in Table 1 below.

Table 1. Pico Rivera Commute to Work Census Data
Commute to Work Pico Rivera LA County California
Drive Alone 80% 63% 64%
Carpool 9% 9% 8%
Public Transportation 2% 3% 2%
Walked 1% 2% 2%
Work from Home 6% 21% 21%
Other 2% 2% 2%
Source: Data from the Census Bureau $&6ÀYH\HDUHVWLPDWH 2021 1 KWWSV
GDWDFHQVXVJRYWDEOH"T 3LFR5LYHUDFLW\&DOLIRUQLD W 7UDQVSRUWDWLRQ WLG $&6'7<% 2 SAFETY PARTNERS
2 SAFETY PARTNERS
13 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
2 SAFETY PARTNERS
Safety partners are vital to the development and implementation of an LRSP. For the City of 3LFR5LYHUDWKHVHLQFOXGH&LW\6WDර/$&RXQW\6KHULර·VR඼FH/$&RXQW\)LUH'HSDUWPHQW (O5DQFKR8QLÀHG 6FKRRO'LVWULFW&LW\&RQVXOWDQWV
:LOOGDQ DQG 7.0 (QJLQHHULQJ
 DQG
Pico Rivera residents. These stakeholders attended two virtual stakeholder meetings, held RQ6HSWHPEHUDQG'HFHPEHUWRUHYLHZSURMHFWJRDOVDQGÀQGLQJVDQG solicit feedback and comments.

Figure 2. Zoom Meeting from Stakeholder Meeting #1
This stakeholder outreach was supplemented by a project website with an interactive platform. The interactive map was used to solicit input from City of Pico Rivera residents DQGVWDNHKROGHUVRXWVLGHWKHFRQÀQHVRIWUDGLWLRQDOPHHWLQJV 14 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Figure 3. Pico Rivera LRSP Project Website
In total, 116 comments were received through the project website and interactive map platform for Pico Rivera. The most comments were received about Paramount Boulevard, Rosemead Boulevard, and Whittier Boulevard, and the most common concerns were VSHHGLQJELF\FOHDQGSHGHVWULDQVDIHW\DQGWUD඼FOLJKWDQGVLJQYLRODWLRQV7KHUHVXOWVRI the interactive map are shown below in Figure 4, and summarized in Figure 5. In Figure 4, each dot and line represents a comment provided by a community member. 15 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Figure 4. Interactive Map Comment Responses
3OHDVHQRWHWKDWWKHEOXHOLQHVRYHUWKH&LW\UHIHUWRVSHFLÀFFRPPHQWVIURPWKH&RPPXQLW\ regarding the need for more safe space for bicycle riders and pedestrians. 16 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
)LJXUH3XEOLF&RPPHQWVRQ7UD෈F6DIHW\E\/RFDWLRQ
Note: Corridors with less than three comments are not listed in this summary. Categories with less than four comments are included in ‘Other’. Category was chosen based on the primary issue listed in the comment. Each comment was assigned to the major road if at an intersection.

The community comments collected through Interactive map platform is included in Appendix A.
3 EXISTING

PLANNING EFFORTS
18 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

EXISTING

PLANNING EFFORTS
3 This chapter summarizes the planning documents, projects underway, and studies reviewed for the City of Pico Rivera LRSP. The purpose of this chapter is to ensure the LRSP vision, goals, and E’s strategies (Education, Enforcement, Engineering, and EMS) are aligned with SULRUSODQQLQJHරRUWVSODQQHGWUDQVSRUWDWLRQSURMHFWVDQGQRQLQIUDVWUXFWXUHSURJUDPV for the City. The documents reviewed are listed below:
• City of Pico Rivera Final Systemic Safety Analysis Report (2020) • Pico Rivera General Plan | Circulation Element (2014) • City of Pico Rivera Strategic Plan (2022-2023)
• Pico Rivera Regional Bikeway Project (2019)
• Pico Rivera Urban Greening Plan (2015)
• Pico Rivera Capital Improvement Plan | Fiscal Year (2021- 2023) • Gateway Cities Strategic Transportation Plan (2016)
• Pico Rivera Safe Routes to School Program, 2013-2015 (2015) • Lakewood/Rosemead Boulevard Master Plan and Complete Street Evaluation (2018) • :DVKLQJWRQ%RXOHYDUG7UDQVLW2ULHQWHG'HYHORSPHQW6SHFLÀF3ODQ 

• +LVWRULF:KLWWLHU%RXOHYDUG5HYLWDOL]DWLRQ3URJUDP6SHFLÀF3ODQDQG0XOWLPRGDO3ODQ • Whittier Boulevard Bike Trail Connection to Pico Rivera State Historic Park (2018) • Historic Whittier Boulevard Bike and Pedestrian Bridge (2021-2022) • Gold Line East Side Extension Transit Oriented Development Plan (2017) • Telegraph Road Over San Gabriel River Bridge (2021)
• Washington Boulevard Bridge Over Rio Hondo Channel (2022) • Metro Eastside Gold Line Project (2022)
• High Speed Rail Phase II (2021)
• Citywide Parking Analysis (2019)
• LA County Long Range Transportation Plan | LRTP (2020) • /$&RXQW\7UD඼F,PSURYHPHQW3ODQ


• LA County Bicycle Master Plan | Final Plan (2012)
• LA County A Plan for Safer Roadways | Vision Zero (2020-2025) The following sections include brief descriptions of these documents and how they inform the development of the LRSP. A detailed list of relevant policies and projects is listed in Appendix B (Summary of Planning Documents).
19 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
CITY OF PICO RIVERA SYSTEMIC SAFETY ANALYSIS REPORT (SSAR) (2020) The City of Pico Rivera Systemic Safety Analysis Report (SSAR) analyzes collision data, assesses infrastructure GHÀFLHQFLHVWKURXJKDQLQYHQWRU\RIURDGZD\V\VWHP
HOHPHQWV DQG LGHQWLÀHV URDGZD\ VDIHW\ VROXWLRQV
on a citywide basis. The SSAR includes; crash data
VRXUFHDQGDQDO\VLVWHFKQLTXHVFUDVKSDWWHUQVZLWKLQ
WKH &LW\ FUDVK GDWD DQDO\VLV ÀHOG LQYHVWLJDWLRQ proposed safety countermeasures, safety
LPSURYHPHQW SURMHFWV FROOLVLRQ UHGXFWLRQ EHQHÀWV cost estimation, prioritization of safety projects, and recommended projects for HSIP Cycle 10. The SSAR
focused on analysis of four principal corridors within
the City: Whittier Boulevard, Passons Boulevard,
Slauson Avenue, and Paramount Boulevard.

PICO RIVERA GENERAL PLAN | CIRCULATION ELEMENT (2014)
7KH *HQHUDO 3ODQ &LUFXODWLRQ (OHPHQW LGHQWLÀHV
safe, reliable and accessible transportation needs,
through policies and standards to enhance its
design and maintenance of an integrated multimodal transportation system. The element sets forth provisions for a multimodal transportation
system, including existing and future roadways
and intersections, pedestrian and bicycle paths,
public transit, and parking facilities. An analysis of
the existing transportation system is included in
the element, as well as a set of policies to guide
the development of Pico Rivera’s transportation
system. These goals and policies inform City's LRSP
to improve roadway safety for active transportation
users while encouraging users to choose walking,
ELF\FOLQJDQGWUDQVLWDVDPRGHRIWUDQVSRUWDWLRQLQ3LFR5LYHUDWRUHGXFHWUD඼FWULSVDQG LPSURYHHQYLURQPHQWDOTXDOLW\
20 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
CITY OF PICO RIVERA STRATEGIC PLAN (2022-2023)
The fundamental components of the Strategic Plan
is to include a mission, vision, and values statements, and concise goals, strategies, and actions. It also
includes shared vision of transportation and
warehousing, educational services, healthcare and
social assistance. The plan includes providing city
services, stewardship resources, and encouraging
LQIUDVWUXFWXUH LPSURYHPHQWV EHQHÀWLQJ UHVLGHQWV
businesses, and visitors. The plan includes data
collected from the public outreach and engagement
strategies in order develop the strategic plan. The
LPSURYHPHQWVLGHQWLÀHGLQWKLVSODQZLOOLQIRUPWKH
safety improvements and connectivity strategies to
be recommended in the City's LRSP.

PICO RIVERA REGIONAL BIKEWAY PROJECT (2023-2024)
The Regional Bikeways Project involves the
construction of a Class IV Bikeway and associated
ZDWHU TXDOLW\ DQG URDG LPSURYHPHQWV WR 0LQHV
Avenue between Paramount Boulevard and the San
Gabriel River. This document contains the Initial Study and Mitigated Negative Declaration for the project as
UHTXLUHGE\WKH&DOLIRUQLD(QYLURQPHQWDO4XDOLW\$FW

&(4$
7KHSURMHFWLQFOXGHVLPSOHPHQWDWLRQVKDUHG
road design for both pedestrian and bicycle, road
upgrades using landscape planters, physical barriers,
DQGRQVWUHHWSDUNLQJ7KHLPSURYHPHQWVLGHQWLÀHG
in this plan will inform the safety improvements and
strategies to be recommended in the City's LRSP for
countermeasures in the area.
21 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
PICO RIVERA URBAN GREENING PLAN (2015)
The City of Pico Rivera's Urban Greening Plan (UGP)
presents projects that provide a safe and connected
bicycle network and pedestrian improvements, creates a
unifying street tree canopy for more walkable and bikeable QHLJKERUKRRGVDQGLGHQWLÀHVSURVSHFWLYHJUHHQVSDFHV
and hydrology improvements. The Urban Greening Plan
establishes a system of green streets by incorporating
walking, biking, storm water management, and street
trees within Pico Rivera's streets. Additionally, the plan provides recommendations on how to successfully
implement and maintain these green streets. The City has experienced the cumulative impacts of environmental,
VRFLDODQGHFRQRPLFYXOQHUDELOLWLHVWKDWDරHFWTXDOLW\RI life and the built environment. This plan addresses many of these issues by providing a safe and connected multi-modal transportation system, unifying street tree palette, and opportunities for storm water management. The plan through policies and standards has addressed NH\ REMHFWLYHV ZKLFK UHÁHFW SURSRVHG improvements and pedestrian/bike management to operate and manage site pedestrian/ ELNHUHTXLUHPHQWV
PICO RIVERA CAPITAL IMPROVEMENT PLAN (2021-2023)
The City of Pico Rivera’s Capital Improvement
Program (CIP) is a planning document for longWHUPÀVFDOVXVWDLQDELOLW\DQG WRVXSSRUW&LW\·V TXDOLW\ RI OLIH E\ SURYLGLQJ LPSURYHG GHVLJQ
construction and renovation of major capital
SURMHFWV2YHUPLOOLRQLQWUD඼FSURMHFWVDUH
SODQQHG IRU )<  7KH ÀQDQFLDO SODQ
LV GHYHORSHG E\ &LW\ 6WDර DQG LV DGRSWHG E\
the City Council as a guide for prioritization
of various projects to accomplish community
JRDOV7KH&,3UHÁHFWVWRPHHWDQQXDOJRDOVDQG
funding availability, prioritized capital projects and community needs. These improvements LQÁXHQFH 3LFR 5LYHUD·V EXLOW DQG QDWXUDO HQYLURQPHQW DQG KHOS JXLGH WKH WUDMHFWRU\ RI IXWXUHJURZWKRUFKDQJH7KHLPSURYHPHQWVLGHQWLÀHGLQWKLVSODQZLOOLQIRUPWKHVDIHW\ improvements and strategies to be recommended in the City’s LRSP to ensure consistency. 22 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
GATEWAY CITIES STRATEGIC TRANSPORTATION PLAN (2016)
The Strategic Transportation Plan (STP) includes studies to improve the complex transportation network within
the Gateway Cities of LA County. The STP encompasses
all modes of surface transportation in the Gateway Cities, including local and regional arterial highways, freeways, local and regional transit, park and ride lots, and active transportation. This plan uses new, state-of-the-art
multimodal modeling and analysis to develop a strategic plan for sub regional travel throughout the Gateway
Cities and connecting to the Southern California region.

The plan has been developed a collaborative process
WKDW LQFOXGHG VLJQLÀFDQW LQSXW UHYLHZ DQG DSSURYDO of all of the jurisdictions throughout the process of
developing the plan. The primary objectives of the Gateway Cities Council of Governments (GCCOG) is coordination of transportation infrastructure among its member agencies, neighboring jurisdictions and other regional agencies including the LA County Metro. The LPSURYHPHQWVLGHQWLÀHGLQWKLVSODQZLOOLQIRUPWKHVDIHW\LPSURYHPHQWVDQGVWUDWHJLHVWR be recommended in the City’s LRSP to ensure consistency.

PICO RIVERA SAFE ROUTES TO SCHOOL PROGRAM, 2013-2015 (2015) The plan includes comprehensive goals to support
WUDYHOLQJWRVFKRROE\DFWLYHPRGHVDQGWRLPSURYHWUD඼F safety for children who walk and bike to school. The plan talks about various strategies and recommendations to
encourage active transportation amongst children to
walk or bike to school. These strategies include SRTS
Coordinator and Task Force and branding development,
spreading awareness through websites, educational
programs, encouragement programs, evaluation
programs, and enforcement programs. Part of the
HQJLQHHULQJ DQG WUD඼F LPSURYHPHQWV WKH &LW\ DOVR focuses on expanding the bike and walkable routes
system to school from nearby communities and also
focuses on better connectivity throughout the city.

The plan focuses of the strengths of active transportation and strategies for safer routes to school to be recommended in the City’s LRSP.
23 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

LAKEWOOD/ ROSEMEAD BOULEVARD MASTER PLAN AND COMPLETE
STREET EVALUATION (2018)
The plan includes comprehensive goals
to support comprehensive multimodal
transportation, and enhance sustainability
of the communities and address regional
transportation needs. The plan talks about
various strategies and recommendations
to improve commute to school and
implement complete street plans, enhance
pedestrian and bicycle plans, and improve
WUD඼F RSHUDWLRQV 7KHUH VWUDWHJLHV ZLOO
provide opportunities to revitalize the corridor through urban design, mixed useddevelopment and improved transit, bike, and pedestrian connectivity. Implementing improvements will attract more development and commercial businesses. The plan focuses on multi-use, increases multi-modal connectivity and better transit facilities, and infrastructure to be recommended in the City’s LRSP.

WASHINGTON BOULEVARD TRANSIT ORIENTED DEVELOPMENT SPECIFIC PLAN (2019)
The Washington Boulevard and
Rosemead Transit Oriented Development

72'
6SHFLÀF3ODQDGGUHVVUHYLWDOL]DWLRQ
and reuse of the Washington/Rosemead
area of future Gold Lone extension in
the City of Pico Rivera. The plan creates
a framework that strategically assesses
and executes an implementation plan an
also provides a compact multi-modal,
mixed-use, and sustainable environment
for the community. The plan also establishes a vibrant, interconnected community-oriented environment that reinforces and reuses, revitalization of the community. The plan would certainly enhance pedestrian and bicycle connectivity and create better mobility options.

TOCs include land use planning and community development policies that maximize access to transit as a key organizing principle and acknowledge mobility as an integral part of the urban fabric. The plan also concentrates on sustainable and mixed used solutions as SDUWWKLVVSHFLÀFSODQ7KHSODQIRFXVHVRQPXOWLXVHLQFUHDVHVPXOWLPRGDOFRQQHFWLYLW\ and better transit facilities, and infrastructure to be recommended in the City’s LRSP. 24 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

HISTORIC WHITTIER BOULEVAD REVITALIZATION PROGRAM SPECIFIC PLAN AND MULTIMODAL PLAN (2022)
The plan is a data driven, community-oriented
standards and guidelines that will serve as blueprint
for future development of the corridor, hounding, and
infrastructure along the corridors that spurs smart
growth, mobility and economic activity while retaining
the integrity and identify the needs of the community.

The revitalization program would enhance multimodal
and streetscape design plan, overlay and landscape
median improvements of the corridors. The plan
includes citywide multi-modal connectivity which will
help to close the digital divide in the City and will open access network will allow for multiple service providers WRXVHWKHQHWZRUNWRRරHUPRUHFKRLFHWRFRQVXPHUV
7KHSODQDOVRGHÀQHJRDOVIRUEHWWHUFRQQHFWLYLW\LQWKH unincorporated areas in the City. The plan focuses on incorporating sustainability, resiliency, accessibility, complete streets, and multi-modal transportation to be recommended in the City’s LRSP.

WHITTIER BOULEVAD BIKE TRAIL CONNECTION TO PIO PICO STATE HISTORIC PARK (2018)
The City proposes a project to propose Class I multiXVH SDWK QHZ QDWLYH ODQGVFDSLQJ DUWZRUN ZD\ÀQGLQJ VLJQDJH DQG ZDWHU LQÀOWUDWLRQ HOHPHQWV 7KLV SURMHFW ZLOOSURYLGHDVDIHRරVWUHHWDOWHUQDWLYHWRWKH+LVWRULF Camino Real (Whittier Boulevard) and connect the San
Gabriel River bike path with the Pio Pico State Historic Park. The project proposes extended Class I regional
bikeway network and promote safe, active modes of
transportation as a meaningful way to reduce greenhouse gas (GHG) emissions. The project is focuses on the urban land use considering the goals and policies of the local, regional and State planning criteria. The project would improve access to the Pio Pico State Park with active
transportation and improve connectivity within the city.

The project focuses on incorporating sustainability, accessibility, improved infrastructure, and active transportation to be recommended in the City’s LRSP. 25 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
GOLD LINE EAST SIDE EXTENSION TOD PLAN (2017)
The TOD Plan supports municipalities across LA County
to advance comprehensive transit-supportive planning
HරRUWV0HWURKDV DYHVWHGLQWHUHVWLQSODQQLQJ HරRUWV around transit stations that promote, encourage and
support transit riders and the interface between public transportation and surrounding communities. Metro’s
Transit Supportive Planning Toolkit (Toolkit) will be the basis for how Metro will evaluate grant applications
for Metro’s Grant Program and how grant-funded
SODQQLQJ HරRUWV DUH DGYDQFHG,QWHUHVWHG SDUWLHVPXVW demonstrate how their proposed project will advance
Metro’s goals of encouraging transit supportive
SODQQLQJHරRUWVDQGLQFUHDVLQJWUDQVLWULGHUVKLS7UDQVLW supportive places are areas where the presence of
HරHFWLYH DQG SUHGLFWDEOH WUDQVLW FDQ EH HQKDQFHG WKURXJK DSSURSULDWH SDWWHUQV DQG types of development. This can be achieved through practices such as community-scaled density, diverse land use mix, reduced reliance upon private automobiles, and enhanced infrastructure for pedestrians, bicyclists, and people of all ages and abilities. The project focuses on incorporating sustainability, accessibility, improved infrastructure, and active transportation to be recommended in the City’s LRSP.

TELEGRAPH ROAD OVER SAN GABRIEL RIVER BRIDGE (2021)
The goal of the project is to replace the bridge utilizing WKHPRVWFRVWHරHFWLYHPHWKRGVDQGZLWKFRQVLGHUDWLRQ
of the visual context of the bridge within the City. The proposed project work shall include, but not be limited to the replacement of the bridge, access roadways,
driveways, and any necessary removal of existing facilities, detours, stage construction, bridge approaches, and any necessary utility relocations. The bridge replacement
ZRXOG UHTXLUH WKUHHVWDJHVRIFRQVWUXFWLRQ)RXUODQHV RIWUD඼FPDLQWDLQVRQWKHH[LVWLQJEULGJH7UD඼FODQHV periodically closes to facilitate certain construction
activities during the construction phase of the project. 'XULQJ WKH FRQVWUXFWLRQ SKDVHV D RQH WUD඼F ODQH ZLOO be provided on the newly constructed northerly portion
of the bridge and one lane will be provided in the southern portion of the bridge. The project focuses on incorporating improved accessibility, improved infrastructure to be recommended in the City’s LRSP.
26 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
WASHINGTON BOULEVARD BRIDGE OVER RIO HONDO CHANNEL (2022) The study of the project includes life cycle cost analysis which determines removal and replacement of the
bridge. This proposal of the improvements to the bridge would improve ADT volume in the city and will have great impact of the communities and commercial centers. This
SURSRVDOZRXOGUHÀQHWUD඼FDQDO\VLVWRGHWHUPLQHWKH
QXPEHU RI ODQHV SURYLGHG WR HDFK GLUHFWLRQ RI WUD඼F The construction phases involves closure of the center
if the bridge with four lanes available to each direction RI WUD඼F 7KH SURSRVDO DOVR LQYROYHV WKH FORVXUH RI both the northernmost and southernmost portions of
the bridge and also leaving open two lanes to each
GLUHFWLRQRIWUD඼F,WDOVRLQYROYHVWKHFORVXUHLIFHQWHU RIWKHEULGJHOHDYLQJWZRODQHVRIWUD඼FRSHQWRHDFK
direction. The study focuses on incorporating improved accessibility and infrastructure to be recommended in the City’s LRSP.

METRO EASTSIDE GOLD LINE PROJECT (2022)
The Metro is evaluating an extension of the Metro L
Line (Gold) further east from its current terminus at
Pomona Boulevard and Atlantic Boulevard in East Los
Angeles potentially through the Cities of Commerce,
Montebello, Pico Rivera, Santa Fe Springs, Whittier,
and the unincorporated communities of East LA
and West Whittier-Los Nietos. The purpose of the
Eastside Transit Corridor Phase 2 project is to provide a transit connection to the Metro Gold Line Eastside
Extension linking communities farther east of LA to the regional transit network, to improve mobility within
the project study area by enhancing transit options, and to address projected growth in an environmentally responsible manner. Additional considerations supporting the need for the Eastside Transit Corridor Phase 2 project include: increased travel demand and projected land use changes; a project area that comprises more than 50% of external trip destinations to Central LA and LA Central Business District; large concentrations of population and employment presently creating mobility and accessibility challenges; and the high level of automobile congestion on local arterial and highway networks in the project area. The plan focuses on incorporating sustainability, better accessibility and connectivity to be recommended in the City’s LRSP.
27 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
HIGH SPEED RAIL PHASE II (2021)
The approximately 30-mile corridor travels through the
Cities of LA, Pico Rivera, Norwalk, Santa Fe Springs, La Mirada, Buena Park, Fullerton, and Anaheim as well as
portions of unincorporated LA County. Adding highspeed rail tracks enhances this shared urban rail corridor by improving safety and operations for rail and other
users. Corridor is currently used by both passenger
(Metrolink and Amtrak) and freight rail providers. This proposed project would enhance this 30-mile link in the statewide transportation network. Improves safety and
reliability through the use of the most advanced and
innovative safety technology available. Eliminates road track wait times at existing rail intersections by building grade separations and otherwise separating road and railroad track. Reduces passenger delays caused by mixing freight and passenger services and provides the capacity for more convenient and easier to use SDVVHQJHU VHUYLFH DQG VFKHGXOHV 7KH SODQ DOVR GHÀQH JRDOV IRU EHWWHU FRQQHFWLYLW\ LQ the unincorporated areas in the City. The plan focuses on incorporating accessibility and improved connectivity to be recommended in the City’s LRSP.

SB I-605 BEVERLY BOULEVARD INTERCHANGE IMPROVEMENTS (2020) The project consists of replacing the southern
ERXQG , RQUDPS DQG RරUDPS ZLWK D GLDPRQG
FRQÀJXUDWLRQ WKDWLQFOXGHV DGLUHFWRQUDPS DQGRර
ramp, ramp metering and a new signal at Beverly
Boulevard allowing for access to both directions of the street. The California Department of Transportation
(Caltrans) in cooperation with the LA County Metro
and the GCCOG proposes to improve the southern
I-605 Beverley Boulevard Interchange through ramp
UHFRQÀJXUDWLRQ UHPRYDO RI WKH FROOHFWRUGLVWULEXWRU road, and provisions of a new signaled intersection
at Beverley Boulevard to allow for eastbound and
ZHVWERXQGPRYHPHQW 7KHSODQ DOVRGHÀQHJRDOV IRU
better connectivity in the unincorporated areas in the
City. The plan focuses on incorporating sustainability, resiliency, accessibility, and multimodal transportation to be recommended in the City’s LRSP. 28 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
PICO RIVERS CITYWIDE PARKING ANALYSIS (2019)
The parking analysis consists of parking utilization
patterns within each of the sub areas during
projected peak hours for each area, based on the
predominant land use, and conducted observations
RI SDUNLQJ EHKDYLRUV DQG TXDQWLÀFDWLRQ RI SDUNLQJ demand within those sub areas. Phase two consists
of a review and recommendations of municipal code
SDUNLQJ UHTXLUHPHQWV LQIRUPHG E\ WKH ÀQGLQJV DQG observations from Phase I. The purpose of the Phase
I parking analysis is to understand current parking
conditions throughout the City by studying a number
of areas that represent parking conditions and various
neighborhoods throughout the City. The areas selected
are meant to be representative of the parking issues
IRXQGLQ WKH&LW\ DWODUJH 7KHSODQ DOVRGHÀQHJRDOV for parking analysis and reduce congestion in the City. The plan focuses on incorporating high demand parking spaces and reduce the impact of parking congestion in the City to be recommended in the City’s LRSP.

LA COUNTY LONG RANGE TRANSPORTATION PLAN (2020)
The plan outlines Metro’s visionary outcome is to
double the share of transportation modes other than
solo driving. The Plan lays out the future roadmap for
the County to bring more transportation infrastructure
and improved access to transit, resilient, and vibrant
future for LA County. It focuses on better transit,
less congestion, complete streets, and access to
RSSRUWXQLWLHV7KHDFWLRQVDQGJRDOVJXLGHWKHHTXLW\
RIWKH&LW\WRHQVXUHDරRUGDEOHWUDQVSRUWDWLRQFKRLFHV for the needs and sustainability for improved streets
and transportation planning.

The plan also focuses strengths of active transportation connections, community amenities and trail system
ZLWKLQ WKH &LW\ 7KH LPSURYHPHQWV LGHQWLÀHG LQ WKLV plan will inform the safety improvements and strategies to be recommended in the City’s LRSP to ensure consistency.
29 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
LA COUNTY TRAFFIC IMPROVEMENT PLAN (2008)
The plan includes comprehensive goals to improve
WUDQVSRUWDWLRQ DQG HDVH WUD඼F FRQJHVWLRQ WKURXJK
LPSURYHGIUHHZD\WUD඼FÁRZH[SDQGWKHUDLODQGUDSLG
transit system, repave local streets, repair potholes,
synchronize signals, keep the transit and highway system safe, make public transportation more accessible,
FRQYHQLHQW DQG DරRUGDEOH LQYHVW LQ WUDQVSRUWDWLRQ infrastructure. The plan also focuses on expanding the
rail/subway/bus system, and also focuses on better
connectivity throughout the county. The plan focuses
of the strengths of active transportation and strategies for safety improvements to be recommended in the
City’s LRSP.

LA COUNTY BICYCLE MASTER PLAN | FINAL PLAN (2012)
The LA County Bicycle Master Plan provides direction
for improving mobility of bicyclists and encouraging
more bicycle ridership within the county by expanding
the existing bikeway network, connecting gaps,
addressing constrained areas, providing for greater
local and regional connectivity, and encouraging more
residents to bike. The plan also focuses on projects that improve safety and convenience for bicycle commuters
within the County. The plan explores various options
for street designs and innovative bicycle lane
treatments. The recommendation includes bicycle
infrastructure improvements, bicycle-related programs,
implementation strategies and policy, and design
guidelines to incorporate additional improvements to
transportation facilities in the County. The goals and
policies included in the plan have helped develop and implement bicycle-friendly policies, SURJUDPV DQG LQIUDVWUXFWXUH 7KH LPSURYHPHQWV LGHQWLÀHG LQ WKLV SODQ ZLOO LQIRUP WKH safety improvements and strategies to be recommended in the City's LRSP. 30 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
LA COUNTY A PLAN FOR SAFER ROADWAYS | VISION ZERO (2020-2025) 7KH /$ &RXQW\ 9LVLRQ =HUR 3ODQ LQ D ÀYH\HDU SODQ IRFXVLQJRQDFKLHYLQJWKHJRDOVRIHOLPLQDWLQJWUD඼F
related fatalities on unincorporated County roadways
by 2035. The plan also includes elements which will
UHGXFHVHYHULQMXULHV DQG WUD඼FFROOLVLRQVLQ WKHORQJ WHUP7KHSODQLGHQWLÀHVYLVLRQIRUWKHIXWXUHREMHFWLYHV DQG DFWLRQV WR HQKDQFH WUD඼F VDIHW\LQ FROODERUDWLRQ with government and community partners. The plan
DOVRLQFOXGHVKHDOWKHTXLW\GDWDGULYHQSURFHVVDQG transparency regulating several goals and objectives.
7KHSODQGHVFULEHVSRWHQWLDOÀQGLQJVIRUSHGELNHVDIHW\DQGFRXQWHUPHDVXUHVWRUHGXFH FROOLVLRQVDQGWUD඼FFRQJHVWLRQ9LVLRQ=HURVXSSRUWVDQGFRPSOHPHQWVDQGKHOSDFKLHYH multiple County policies, plans, and actions to create healthier, sustainable, and more YLEUDQW FRPPXQLWLHV 7KH LPSURYHPHQWV LGHQWLÀHG LQ WKLV SODQ ZLOO LQIRUP WKH VDIHW\ improvements and strategies to be recommended in the City's LRSP. 4 COLLISION DATA

AND ANALYSIS
32 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

COLLISION DATA

AND ANALYSIS
4 This chapter summarizes the results of the collision analysis that have occurred in the City of Pico Rivera between January 1, 2017 and December 31, 2021, as part of the LRSP. This chapter includes the following sections:
• Data Collection
• Collision Data Analysis
• Fatal and Severe Injury Collision Analysis
• Geographic Collision Analysis
• High Injury Network
• Summary
7KH/563IRFXVHVRQV\VWHPLFDOO\LGHQWLI\LQJDQGDQDO\]LQJWUD඼FVDIHW\LVVXHVDQGUHFRPPHQGV appropriate safety improvements. The chapter starts with a comprehensive analysis of collisions of all severity types in the City of Pico Rivera and compares this with KSI collisions. Factors such as collision severity, type of collision, primary collision factor, lighting, weather, and time were analyzed. Following this, a more detailed analysis was conducted for KSI collisions that have occurred on the City’s roadways including analyzing intersection and roadway segment collisions separately.

Figure 6 illustrates all the injury collisions that have occurred in the City of Pico Rivera from January 1, 2017 to December 31, 2021.
33 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Figure 6. Injury Collisions in the City of Pico Rivera (2017-2021) 34 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Data Collection
&ROOLVLRQ GDWD KHOSV WR XQGHUVWDQG GLරHUHQW IDFWRUV WKDWPLJKWEH OHDGLQJ WR FROOLVLRQV DQGLQÁXHQFLQJFROOLVLRQSDWWHUQVLQDJLYHQDUHD)RU WKHSXUSRVHRI WKLVDQDO\VLVÀYH years of jurisdiction-wide collision data (2017 to 2021) was retrieved from Transportation Injury Mapping System (TIMS) and SWITRS. The collision data was analyzed and plotted in ArcMap to identify high-risk intersections and roadways segments.

Collision Analysis

COLLISION ANALYSIS BY SEVERITY
There were a total of 3,194 collisions reported on the City of Pico Rivera roads from 2017 to 2021. Out of these, 2,505 were PDO collisions (78%). 366 collisions led to a complaint of pain injury (11%), and 242 collisions (8%) led to a visible injury. There were 81 KSI (killed and severe injury) collisions, of which 62 collisions (2%) led to a severe injury and 19 collisions (1%) led to a fatality. Figure 7 LOOXVWUDWHVWKHFODVVLÀFDWLRQRIDOOFROOLVLRQVEDVHG on severity.

Figure 7. Collisions by Severity (2017-2021)
7KHDQDO\VLVÀUVWLQFOXGHVDFRPSDUDWLYHHYDOXDWLRQEHWZHHQDOOFROOLVLRQVDQG.6,FROOLVLRQV based on various factors including (but not limited to): collision trend, primary collision factor, collision type, facility type, motor vehicle involved with, weather, lighting, and time of the day. Following this, a comprehensive analysis is conducted for only KSI collisions. KSI FROOLVLRQVFDXVHWKHPRVWGDPDJHWRWKRVHDරHFWHGDQGWRLQIUDVWUXFWXUH7KHDIWHUPDWK of these collisions can lead to great expenses for jurisdiction administration. The LRSP process thus focuses on these collision locations to proactively identify and counter safety issues leading to these KSI collisions.
35 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
The collision data was separated by facility type, i.e. based on collisions occurring on intersections and roadway segments. For the purposes of the analysis and in accordance with HSIP guidelines, a collision was designated to have occurred at an intersection if it occurred within 250 feet of it. The reported collisions categorized by facility type and collision severity are presented in Table 2.

Table 2. Collision by Severity and Facility Type
Collision Severity Roadway Segment Intersection Total
Fatal 4 15 19
Severe Injury 16 46 62
Visible Injury 47 195 242
Complaint of Pain 59 307 366
Property Damage Only 370 2,135 2,505
Total 496 2,698 3,194

YEARLY COLLISION TREND
The number of reported total collisions observed a steady trend between 2017 and 2019, GHFUHDVHGVLJQLÀFDQWGXULQJDQGLQFUHDVHGDJDLQLQ7KH\HDUZLWKWKHKLJKHVW number of total collisions was 2018 (740 collisions), while the year with the lowest number of total collisions was 2020 (492 collisions). A total of 81 KSI collisions occurred in the City of Pico Rivera during the study period, it was observed that KSI collisions percentage was higher during the pandemic years (2020 and 2021). Overall, this shows that during the pandemic the total number of collisions were lower but the severity of collisions higher than normal, which could be lesser number of vehicles within the system. The least number of KSI collisions occurred in 2017 (eight collisions), while the most occurred in 2021 (26 collisions). Figure 8 LOOXVWUDWHVWKHÀYH\HDUFROOLVLRQWUHQGIRUDOOFROOLVLRQVDQG KSI collisions.

Figure 8. Five-Year Collision Trend
36 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

ROADWAY SEGMENT VS INTERSECTION
When evaluating the locations of collisions, most collisions occurred at intersections and not along roadway segments. In the City of Pico Rivera, 84% of all collisions (2,698 collisions) occurred at intersections whereas 16% (496 collisions) occurred on roadway segments. The proportion of roadway segment collisions is slightly higher (25%) when ORRNLQJRQO\DW.6,FROOLVLRQV7KLVFODVVLÀFDWLRQE\IDFLOLW\W\SHLVLOOXVWUDWHGLQFigure 9.

Figure 9. Roadway Segment vs. Intersection: All Collisions vs. KSI Collisions

COLLISION TYPE
For all collisions, the most commonly occurring collision types were sideswipe collisions


DQGUHDUHQGFROOLVLRQV


7KHFROOLVLRQW\SHVIRU.6,FROOLVLRQVIROORZDGLරHUHQW pattern, where the most commonly occurring collision type was broadside collisions (30%), rear end collisions (17%) and vehicle/pedestrian (15%). Figure 10 illustrates the collision type for all collisions as well as KSI collisions.

Figure 10. Collision Type - All Collisions vs KSI Collisions 37 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

PRIMARY VIOLATION CATEGORY
For all collisions, the top three primary violation categories were observed to be improper turning (31%), unsafe speed (21%), and automobile right of way (13%). The top two primary violation categories for KSI collisions were unsafe speed (32%), and automobile right-ofway (17%). Figure 11 illustrates the violation category for all collisions and KSI collisions.

Figure 11. Primary Violation Categories: All Collisions vs KSI

MOTOR VEHICLE INVOLVEMENT
For all collisions, 64% of the collisions occurred by motor vehicles colliding with other vehicles. This was followed by motor vehicles involved with parked motor vehicle (17%) DQGÀ[HGREMHFW


)RU.6,FROOLVLRQV LQYROYHGRWKHUPRWRUYHKLFOH RI WKH FROOLVLRQVLQYROYHGDÀ[HGREMHFWDQGLQYROYHGSHGHVWULDQFigure 12 illustrates the PRWRUYHKLFOHLQYROYHPHQWZLWKGLරHUHQWYHKLFOHRUPRGHW\SHIRUDOOFROOLVLRQVDVZHOODV KSI collisions.

Figure 12. Motor Vehicle Involved With: All Collisions vs KSI Collisions 38 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

TRANSPORTATION MODES
The modes category provides a more detailed breakdown of the vehicle type at fault in the collision. For all collisions, the majority were caused by motor vehicles (63%). Collisions caused by motor vehicles (68%) also makes up the majority of KSI collisions, but pedestrian or bicycle caused collisions and truck or bus were both the same percentage (11%). Figure 13 illustrates the percentage for all collisions as well as KSI collisions by mode.

Figure 13. Transportation Modes: All Collisions vs KSI Collisions

LIGHTING
For all collisions, 65% of collisions occurred in daylight, while 28% of collisions occurred in the dark on streets with streetlights. For KSI collisions, a higher percentage of crashes occurred in nighttime conditions, with 33% of collisions having occurred in daylight and 60% of collisions occurred in the dark on streets with street lights. Figure 14 illustrates the lighting condition for all collisions and KSI collisions.

Figure 14. Lighting Conditions: All Collisions vs KSI Collisions 39 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

WEATHER
For all collisions, the vast majority occurred during clear weather conditions (88%). For KSI collisions similar trends have been observed, with 95% of the collisions having occurred during clear weather conditions. Figure 15 illustrates the percent distribution of weather conditions during occurrence of collisions of all severity as well as KSI collisions.

Figure 15. Weather Conditions: All Collisions vs KSI Collisions

TIME OF THE DAY
For all collisions, the time period with the most number of collisions was between 5:00 p.m. to 6:00 p.m. (8%), while the time period with the fewest number of collisions was between 3:00 a.m. to 4:00 a.m. (1%). For all KSI collisions, the maximum number of collisions occurred between 9:00 p.m. to 11:00 p.m., and while the time period with the fewest number of collisions was between 8:00 a.m. to 10:00 a.m. Figure 16 illustrates the percentage of collisions occurring during each hour of the day for all collisions as well as KSI collisions.

Figure 16. Time of the Day: All Collisions vs KSI
40 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Killed and Severe Injury Collisions
This section describes a detailed collision analysis performed for KSI collisions occurring at roadway segments and intersections in the City of Pico Rivera. Of the total 81 KSI collisions that occurred during the study period, 20 collisions (25%) occurred on roadway segments and 61 collisions (75%) occurred at intersections. This distribution is illustrated in Figure 17 below.

Figure 17. Intersection vs. Roadway Segment Collisions – KSI Collisions Figure 18 maps the KSI collisions that occurred the City of Pico Rivera during the study period. 41 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Figure 18. KSI Collisions (2017-2021)
42 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

COLLISION TYPE
The most common KSI collision types were broadside (30%) and rear end collisions (17%).

These collisions were most likely to occur at intersections, along with vehicle/pedestrian collisions (14%). Figure 19 shows KSI collisions by locations as well as the collision type.

Figure 19. KSI Collision Type

PRIMARY VIOLATION CATEGORY
The most common primary violation types among KSI collisions were unsafe speed (32%), automobile right of way (17%) and improper turning (11%). These KSI collisions majorly occurred at intersections. Unsafe speed was the most common violation category along intersections, as well as at roadway segments. Figure 20 shows fatal and severe injury collisions as well as the location type and violation category.

Figure 20. KSI Collisions: Violation Category
43 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

MOTOR VEHICLE INVOLVED WITH
KSI collisions involving another vehicle (46% of all KSI collisions) was the most common type majorly occurring at intersections. Another most common collisions were collision ZLWKSHGHVWULDQ

DQGÀ[HGREMHFWV

Figure 21 shows KSI collisions locations as
well as the collision type.

Figure 21. KSI Collisions: Motor Vehicle Involved With

LIGHTING CONDITIONS
Most KSI collisions occurred in the dark with street lights (60%). The second most common lighting for KSI collisions was collisions that occurred at intersections in daylight (27%).

Figure 22 shows KSI collisions locations as well as lighting conditions.

Figure 22. KSI Collisions: Lighting Conditions
44 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

WEATHER CONDITIONS
The majority of KSI collisions occurred during clear weather primarily at intersections (72%). Figure 23 shows KSI collisions locations as well as weather conditions.

Figure 23. KSI Collisions: Weather Conditions

TIME OF THE DAY
The time duration with the most KSI collisions was during 9:00 p.m. to 12:00 a.m. These primarily occurred at intersections, though the most number of roadway segment KSI collisions also occurred between 12:00 a.m. and 3:00 a.m. and 6:00 p.m. and 9:00 p.m.

Figure 24 shows KSI collisions by location type and time of day.

Figure 24. KSI Collisions: Time of Day
45 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

GENDER VS AGE
For KSI collisions, the gender of the party at fault was split between female and male.

Parties at fault from the age group of 20-29 years accounts for the largest percentage (21%) of all KSI collisions. Parties at fault under 40 years of age accounts for slightly more than half (54%) of all KSI collisions. Figure 25 illustrates the gender and age of the party at fault for KSI collisions.

Figure 25. KSI Collisions by Gender and Age
Geographic Collision Analysis
This section describes a detailed geographic collision analysis performed for injury collisions occurring on roadway segments and at intersections in the City of Pico Rivera. Although previous charts use total (including fatal, injury and PDO) collisions and KSI collisions, the EHORZDQDO\VLVXVHVRQO\.6,FROOLVLRQVWRLGHQWLI\ÀYHPDLQFROOLVLRQIDFWRUVWKDWKLJKOLJKW WKHWRSFROOLVLRQWUHQGVLQWKH&LW\RI3LFR5LYHUD7KHVHÀYHFROOLVLRQIDFWRUVZHUHLGHQWLÀHG to be broadside collisions, unsafe speed violations, nighttime collisions, rear end collisions, and improper turning violations.

BROADSIDE COLLISIONS
Broadside collisions represented the highest proportion of all injury collisions (29%), and similar trend for KSI collisions (30%). Figure 26 shows the distribution of broadside collisions throughout the City of Pico Rivera between 2017 and 2021. The intersections of Paramount Boulevard/Whittier Boulevard and Passons Boulevard and Slauson Avenue have a higher concentration of broadside collisions.

UNSAFE SPEED VIOLATIONS
28% of all injury collisions in Pico Rivera were caused by unsafe speed. However, 32% of all KSI collisions were due to unsafe speed violation.

Figure 27 shows the distribution of unsafe speed collisions throughout the City of Pico Rivera between 2017 and 2021. Paramount Boulevard, Whittier Boulevard, Slauson Avenue and Telegraph Road have a higher concentration of unsafe speed collisions. 46 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

NIGHTTIME COLLISIONS
&ROOLVLRQVRFFXUULQJDWQLJKWUHSUHVHQWHGRIDOOLQMXU\FROOLVLRQVEXWURVHVLJQLÀFDQWO\ to 67% for KSI only collisions, indicating that lighting may be a factor in KSI collisions.

Figure 28 shows the distribution of nighttime collisions throughout the City of Pico Rivera between 2017 and 2021. Beverly Boulevard, Paramount Boulevard, Rosemead Boulevard and Whittier Boulevard have a higher concentration of nighttime collisions.

REAR END COLLISIONS
Rear end collisions caused 29% of all injury collisions, and 17% when considering only KSI collisions. Figure 29 shows the distribution of rear end collisions throughout the City of Pico Rivera between 2017 and 2021. Telegraph Road, Slauson Avenue, Washington Boulevard, and Whittier Boulevard have a higher concentration of rear end collisions.

IMPROPER TURNING VIOLATIONS
Improper turning violations accounted for 19% of all injury collisions, and nearly similar trend of 11% was observed when considering only KSI collisions. Figure 30 shows the distribution of injury collisions due to improper turning throughout the City of Pico Rivera between 2017 and 2021.
7KH IROORZLQJ ÀJXUHV GHWDLO FRQFHQWUDWLRQV RI HDFK RI WKH DERYH ÀYH FROOLVLRQ IDFWRUV on roadways throughout Pico Rivera. All injury collisions, whether they occurred at an intersection or roadway segment, are considered in these maps (for example, roads where a particular collision factor is more concentrated may have collisions that occurred at an intersection within the segment, or along the segment itself away from an intersection).

Note that below maps were created using all injury collisions and does not include PDO collisions.
47 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Figure 26. Broadside Collisions (2017-2021)
48 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Figure 27. Unsafe Speed Violations (2017-2021)
49 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Figure 28. Nighttime Collisions (2017-2021)
50 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Figure 29. Rear End Collisions (2017-2021)
51 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Figure 30. Improper Turning Violations (2017-2021)
52 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Collision Severity Weight
(TXLYDOHQW3URSHUW\'DPDJH2QO\
(3'2
PHWKRGZDVXVHGWRLGHQWLI\WKHKLJKVHYHULW\
FROOLVLRQ QHWZRUN 7KH (3'2 PHWKRG DFFRXQWV IRU ERWK WKH VHYHULW\ DQG IUHTXHQF\ RI FROOLVLRQV E\ FRQYHUWLQJ HDFK FROOLVLRQ WR DQ HTXLYDOHQW QXPEHU RI 3'2 FROOLVLRQV 7KH EPDO method assigns a crash cost and score to each collision according to the severity of the crash weighted by the comprehensive crash cost. These EPDO scores are calculated XVLQJ D VLPSOLÀHG YHUVLRQ RI WKH FRPSUHKHQVLYH FUDVK FRVWV SHU +6,3 &\FOH  JUDQW application. The weights used in the analysis are shown below in Table 3.

Table 3. EPDO Score used in HSIP Cycle 11
Collision Severity EPDO Score
Fatal and Severe Injury Combined 165*
Visible Injury 11
Possible Injury 6
PDO 1
*This is the score used in HSIP Cycle 11 for collisions on roadways segments, to simplify the analysis this study uses the same score for all KSI collisions regardless of location.

EPDO is used because it provides a methodology for the project team to understand the locations in Pico Rivera that are experiencing the most severe crashes. Because of the high score given to KSI crashes, locations that have these types of crashes are more likely to receive a higher EPDO score than other locations that may have more collisions, but fewer KSI collisions. Locations that have the highest EPDO scores are selected for inclusion in the +LJK&ROOLVLRQ1HWZRUNVKRZQLQWKHQH[WVHFWLRQ,GHQWLÀHGLQWHUVHFWLRQVDUHVFRUHGEDVHG on collisions occurring at or within 250 feet of the intersection, while roadway segment ORFDWLRQVDUHLGHQWLÀHGEDVHGRQFROOLVLRQVWKDWRFFXUDORQJWKHVHJPHQWH[FHSWGLUHFWO\ at an intersection (0 feet from intersection per SWITRS and TIMS data). Identifying the locations with the most severe crashes allows the team to focus recommended solutions and countermeasures at these locations.

The EPDO scores for all collisions can then be aggregated in a variety of ways to identify collision patterns, such as location hot-spots. The weighted collisions for the City of Pico Rivera were geolocated onto Pico Rivera’s road network. GIS is then used to calculate the EPDO score for each roadway segment and intersection citywide, which is then ranked according to its score. Figure 31 shows the location and geographic concentration of all collisions (those that occurred at intersections and along roadway segments) by their EPDO score.
53 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Figure 31. EPDO Score
54 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
High Injury Network
Following the detailed collision analysis, the next step was to identify the high-injury roadway segments and intersections in Pico Rivera. The methodology for scoring the high injury locations is the same method as used in the collision severity weight section. Figure 32 shows the top 10 high-injury roadway segments, and top 10 high-injury intersections.

For the purposes of the high injury network analysis, intersections include collisions that occurred within 250 feet of it, and roadway segments include all collisions that occurred along the roadway except for collisions that occurred directly at an intersection. Such collisions are assigned a zero value in distance from intersection value column in the SWITRS.
55 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Figure 32. High Injury Network
56 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

INTERSECTION RANKINGS BASED ON COLLISION ANALYSIS
7KHUHZDVLQWHUVHFWLRQVWKDWLGHQWLÀHGDVKLJKFROOLVLRQLQWHUVHFWLRQV7KHUHZHUHDWRWDO of 85 injury collisions and 20 KSI collisions that occurred at these intersections during the ÀYH\HDU VWXG\SHULRG

 7KHLQWHUVHFWLRQRI 6ODXVRQ$YHQXH DQG3DUDPRXQW
Boulevard had the highest number of KSI collisions with the highest severity weight.

Table 4 OLVWVWKHWRSLGHQWLÀHGKLJKULVNLQWHUVHFWLRQVDORQJZLWKWKHQXPEHURILQMXU\ collisions, the number of KSI collisions, and the severity weight for each intersection.

Table 4. High Injury Intersections
ID Intersection Total Injury Collisions Severity Weight 1 Slauson Ave and Paramount Blvd 14 581
2 Rosemead Blvd and Whittier Blvd 8 535
3 Beverly Blvd and Paramount Blvd 14 530
4 Rosemead Blvd and Washington Blvd 10 422
5 Rosemead Blvd and Danbridge St 7 365
6 Rosemead Blvd and Maxine St 5 358
7 Rosemead Blvd and Telegraph Rd 4 342
8 Beverly Blvd and Rosemead Blvd 9 248
9 Slauson Ave and Passons Blvd 10 244
10 Gregg Rd and Whittier Blvd 8 227
In addition to the collision analysis, comments received from the community, stakeholders, DQG&LW\VWDරZHUHDOVRDQDO\]HGWRLGHQWLI\DGGLWLRQDOLQWHUVHFWLRQVZKLFKKDYHREVHUYHG VLJQLÀFDQW QHDU PLVVHV DQG D QHHG IRU VDIHW\ LPSURYHPHQWV 7KHVH LQWHUVHFWLRQV DQG recommended countermeasure are listed in Table 15.

CORRIDOR RANKINGS BASED ON COLLISION ANALYSIS
FRUULGRUVZHUHLGHQWLÀHGDVKLJKLQMXU\FRUULGRUV7KHUHZDVDWRWDO LQMXU\FROOLVLRQV
DQG.6,FROOLVLRQVRQWKHVHFRUULGRUVGXULQJWKHÀYH\HDUVWXG\SHULRG 
7KH
Rosemead Boulevard corridor had the highest number of KSI collisions with 18.

On the following page, Table 5OLVWV WKH WRSLGHQWLÀHGKLJKFROOLVLRQFRUULGRUVDORQJ with the number of injury collisions, the number of KSI collisions, corridor length, and the severity weight for each corridor.
57 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Table 5. High Injury Corridors
ID Corridor Total Injury
Collisions
KSI
Collisions
Length
(miles)
Severity
Weight
A Rosemead Blvd: From/To City Limits 90 15 4.4 2,777
B Whittier Blvd/ SR 72: From/
To City Limits 63 8 1.6 1,452
C Slauson Ave: From/To City Limits 55 8 1.8 1,379
D Washington Blvd: From/To City Limits 38 10 2.0 1,237
E Telegraph Rd: From/To City Limits 29 6 2.5 850
F Paramount Blvd: Gallatin Rd
to Telegraph Rd 24 9 4.0 820
G Passons Blvd: Stephens St
to City Limit 26 7 3.6 648
H Beverly Blvd: From/To City Limits 32 4 1.8 560
I Rooks Rd: Sports Arena Dr
to San Gabriel River Pkwy 7 0 0.9 519
J Durfee Ave: Kruse Road to Jackson St 8 1 1.6 205
In addition to the collision analysis, the comments received from the community, VWDNHKROGHUVDQG&LW\VWDරZHUHDOVRDQDO\]HGWRLGHQWLI\DGGLWLRQDOURDGZD\VHJPHQWV ZKLFKKDYHREVHUYHGVLJQLÀFDQWQHDUPLVVHVDQGDQHHGIRUVDIHW\LPSURYHPHQWV7KHVH segments and recommended countermeasures are listed in Table 15.

Summary of Collision Analysis
Between 2017 and 2021, a total of 689 injury collisions occurred within the City of Pico Rivera, of which 81 resulted in a KSI. Among all injury collisions, the most prominent collision types were broadside and rear-end collisions, while unsafe speed and improper turning were the most common violation types. The corridor with the most number of KSI crashes was Rosemead Boulevard, while the intersection with the most KSI crashes was Slauson Boulevard and Paramount Boulevard.

Five prominent collision factors that emerged were: broadside collisions, unsafe speed violation, nighttime collisions, rear-end collisions, and improper turning violations.

Each of these is described in turn.

Broadside collisions represented the highest proportion of all injury collisions (29%), and similar trend for KSI collisions (30%). The intersections of Paramount Boulevard/Whittier Boulevard and Passons Boulevard and Slauson Avenue have a higher concentration of broadside collisions. Broadside collisions can potentially be mitigated by improving the VLJQDO WLPLQJ DQG SKDVLQJ LPSURYLQJ WKH YLVLELOLW\ RI WUD඼F FRQWURO GHYLFH SURYLGLQJ protected left turn phase.
58 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
28% of all injury collisions in Pico Rivera were caused by unsafe speed. Higher numbers of these collisions were experienced on Paramount Boulevard, Whittier Boulevard, Slauson Avenue, and Telegraph Road. Speeding can be mitigated through the introduction of WUD඼FFDOPLQJZKLFKFDQEH DFRPELQDWLRQRI VWUHHWQDUURZLQJPHGLDQVEXOERXWV DW intersections, or Complete Streets elements like high visibility crosswalks, bike lanes, and wider sidewalks. Driver education and speed enforcement, either through radar trailers or R඼FHUSDWUROVFDQDOVRKHOSWRPLWLJDWHLQVWDQFHVRIXQVDIHVSHHGYLRODWLRQV Collisions occurring at night represented only 36% of all injury collisions, but rose VLJQLÀFDQWO\ WR  IRU .6, FROOLVLRQV +LJKHU QXPEHUV RI WKHVH FROOLVLRQV RFFXUUHG RQ %HYHUO\%RXOHYDUG3DUDPRXQW%RXOHYDUGDQG5RVHPHDG%RXOHYDUG0DQ\GLරHUHQWIDFWRUV can contribute to nighttime collisions, such as low lighting levels that can be targeted with countermeasure, but extraneous factors can also contribute to nighttime injury such as alcohol use or sleepiness/fatigue. Improvements such as installing new lighting, upgrading existing lighting to a higher lumen, installing and upgrade signs with new ÁXRUHVFHQWVKHHWLQJDQGLQVWDOOLQJSHGHVWULDQLPSURYHPHQWVZLWKOLJKWLQJHOHPHQWVVXFK DVUHFWDQJXODUUDSLGÁDVKLQJEHDFRQV
55)%V
DQG+$:.VFDQKHOSPDNHWKHVHORFDWLRQV
safer for all road users.

Rear end collisions caused 29% of all injury collisions, and 17% when considering only KSI collisions. Telegraph Road, Slauson Avenue, Washington Boulevard, and Whittier Boulevard have a higher concentration of rear end collisions. Rear-end collisions can be mitigated by LPSURYLQJFXUEUDGLLSURYLGLQJVSHFLDOSKDVHIRUOHIWWXUQLQJWUD඼FLPSURYLQJDGYDQFH warning devices, reducing speed on approaches, and adding all red-clearances.

Improper turning violations accounted for 19% of all injury collisions and nearly similar trend of 11% was observed when considering only KSI collisions. Improper turning FROOLVLRQVFDQEHUHGXFHVE\XSJUDGLQJLQWHUVHFWLRQSDYHPHQWPDUNLQJVLQVWDOOLQJÁDVKLQJ beacons at intersections, improving sight distance to intersection, providing directional median openings for left and right turns, and adding a right lane. 1RWHWKDWWKHORFDWLRQVLGHQWLÀHGLQWKLV&KDSWHUDUHEDVHGRQWHFKQLFDODQDO\VLVRISDVW collisions. However, additional locations were reviewed and recommendations were provided based on input from the stakeholders and general public comments and suggestions.

Chapter 7 discusses the additional locations and recommended countermeasures.

The next steps in the LRSP is to identify Emphasis Areas based on the collision analysis presented in this Chapter. The most prominent collision types, violations, and human behaviors is selected for inclusion as an Emphasis Area, as these represent the most SURPLQHQW WUD඼F VDIHW\LVVXHVLQ 3LFR5LYHUD (DFK (PSKDVLV$UHDLV DFFRPSDQLHGZLWK strategies corresponding to the 4 E’s of safety (Engineering, Enforcement, Education, and EMS) to comprehensively make the City of Pico Rivera safer for all modes of transportation. 5 EMPHASIS AREAS
60 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
5 EMPHASIS AREAS
(PSKDVLV DUHDV DUH IRFXV DUHDV WKDW DUHLGHQWLÀHG WKURXJK DQDO\]LQJ WKHFKDUDFWHULVWLFV RI FROOLVLRQV WKDW KDYH RFFXUUHG LQ WKH &LW\ RI 3LFR 5LYHUD ZLWKLQ WKH ÀYH\HDU SHULRG collected (2017-2021). Emphasis areas help in identifying appropriate safety strategies and countermeasures that have the greatest potential to reduce collisions occurring at roadway VHJPHQWVDQGLQWHUVHFWLRQV7KLV&KDSWHUVXPPDUL]HVVL[HPSKDVLVDUHDVLGHQWLÀHGIRUWKH City of Pico Rivera. These emphasis areas were derived by focusing on the collisions that KDYHRFFXUUHGRQ WKHKLJKLQMXU\QHWZRUNLGHQWLÀHGLQFROOLVLRQDQDO\VLV IRU&LW\RI3LFR Rivera.
7KHUHDUHDQXPEHURIGLරHUHQWDSSURDFKHVWRWUD඼FVDIHW\VWXGLHV6RPHPHWKRGRORJLHV focus more on a reactive and responsive approach and others focus on a more proactive V\VWHPLFDSSURDFKWRWUD඼FVDIHW\GDWD$UHDFWLYHDSSURDFKWRURDGVDIHW\LVEDVHGRQ the analysis of existing crash data. Road safety improvements proposed are considered LQUHDFWLRQWRLGHQWLÀHGVDIHW\SUREOHPVEURXJKWWROLJKWE\FUDVKHVWKDWKDYHRFFXUUHG after the road has been designed, and built, and opened. Traditional reactive road safety engineering processes include such activities as information collection and management

FUDVK LQIRUPDWLRQ V\VWHPV
 LGHQWLÀFDWLRQ RI SUREOHP ORFDWLRQV RQ WKH URDG QHWZRUN analysis, development, and implementation of countermeasures. The Hazard Elimination Program or a jurisdictions high crash location list are examples of reactive approaches to FUDVKIUHTXHQF\DQGRUVHYHULW\UHGXFWLRQ$SURDFWLYHDSSURDFKIRFXVHVRQWKHHYROYLQJ ´6FLHQFHRI6DIHW\µWKDWLVZKDWLVNQRZQDERXWWKHHYROYLQJVSHFLÀFVDIHW\LPSOLFDWLRQVRI highway design and operations decisions. The proactive approach applies this knowledge to the roadway design process or to the implementation of improvement plans on existing roads to diminish the potential of crashes occurring prior to the road being built or UHFRQVWUXFWHG7KH(PSLULFDO%D\HVPHWKRGLVDQH[DPSOHRIVXFKSURDFWLYHWUD඼FVDIHW\ approach that attempts to predict future crashes based on roadway typologies. Most methodologies use a balance of both reactive and systemic safety approaches. 61 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
%DVHGRQWKHV\VWHPLFVDIHW\DQDO\VLVWKDWKHOSHGLGHQWLÀHGKLJKLQMXU\LQWHUVHFWLRQVDQG URDGZD\VHJPHQWVWKHWRSULVNIDFWRUVDQGHPSKDVLVDUHDVGHWHUPLQHGIRUWUD඼FVDIHW\LQ the City of Pico Rivera are as follows:
• Improve intersection safety
• Address rear-end collisions
• Address broadside collisions
• Reduce unsafe speed violations
• Address nighttime collisions
• Reduce improper turning violations
The consolidated high-injury collision database can be found in Appendix C. 7KH(·VRI7UD෈F6DIHW\
/563 XWLOL]HV D FRPSUHKHQVLYH DSSURDFK WR VDIHW\ LQFRUSRUDWLQJ´ (·V RI WUDIILFVDIHW\µ 
Engineering, Enforcement, Education and EPHUJHQF\0HGLFDO 6HUYLFHV (06
 This
approach recognizes that not all locations can be addressed solely by infrastructure improvements. Incorporating the 4 E’s RI WUDIILF VDIHW\ LV RIWHQ UHTXLUHG WR HQVXUH WKH VXFFHVVIXO LPSOHPHQWDWLRQ RI VLJQLILFDQWVDIHW\ LPSURYHPHQWV DQG UHGXFH WKH VHYHULW\ DQG IUHTXHQF\ RI FROOLVLRQV WKURXJKRXW Djurisdiction. 6RPH RI WKH FRPPRQ YLRODWLRQ W\SHV WKDWPD\ UHTXLUH D FRPSUHKHQVLYH DSSURDFK DUH speeding, failure-to-yield to pedestrians, red-light running, aggressive driving, failure to wear safety belts, distracted driving, and driving while impaired. When locations are LGHQWLÀHGDV KDYLQJ WKHVH W\SHV RI YLRODWLRQV FRRUGLQDWLRQ ZLWK WKH DSSURSULDWH ODZ enforcement agencies is needed to arrange visible targeted enforcement to reduce the potential for future driving violations and related crashes and injuries. 7R LPSURYH VDIHW\ HGXFDWLRQ HරRUWVFDQ DOVREH XVHG WR VXSSOHPHQW DQGLPSURYH WKH H඼FLHQF\RIHQIRUFHPHQWDQGYLFHYHUVD(GXFDWLRQFDQDOVREHHPSOR\HGLQWKHVKRUW term to address high crash locations until the recommended infrastructure project can be implemented, and addressed under Engineering improvements and countermeasures.

Similarly, EMS entails strategies around supporting organizations that provide rapid response and care when responding to collisions causing injury, by stabilizing victims and transporting them to facilities.
([LVWLQJ7UD෈F6DIHW\(෇RUWVLQWKH&LW\RI3LFR5LYHUD The City of Pico Rivera already has previously prepared safety strategies corresponding WRWKH(·VRIWUD඼FVDIHW\7KHVWUDWHJLHVGHWDLOHGLQWKLV&KDSWHUFDQVXSSOHPHQWWKHVH existing programs and concentrate them on high injury collision locations and crash types.

These initiatives are summarized in Table 6 on the following page. 62 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Table 6. Existing Programs Summary
Document/ Program Description E’s Addressed
The City of Pico
Rivera System Safety
Analysis Report
(2018)
This report evaluates city-wide crash trends and
LGHQWLÀHVSRWHQWLDOVROXWLRQV$UHFRPPHQGHGVHWRI
countermeasures were provided based on analysis of four principal corridors within the City: Whittier Blvd, Passons Blvd, Slauson Ave, and Paramount Blvd.

Engineering
Pico Rivera Urban
Greening Plan (2015)
This plan presents projects that provide a safe and
connected bicycle network and pedestrian improvements.

These improvement includes signal timing and calibration, pedestrian countdown signal, raised crosswalks, corner curb extension, and bike lanes.

Engineering
Pico Rivera Safe
Routes to School
Program, 2013-2015
(2015)
The plan includes comprehensive goals to support traveling WRVFKRROE\DFWLYHPRGHVDQGWRLPSURYHWUD඼FVDIHW\ for children who walk and bike to school. The strategies include SRTS coordinator and task force and branding
development, spreading awareness through websites,
educational programs, encouragement programs,
evaluation programs, enforcement programs, and
improvement of the bike and walkable routes system to
school from nearby communities.

Engineering,
Education,
Enforcement
/$&RXQW\7UD඼F
Improvement Plan
(2008)
The plan includes comprehensive goals to improve
WUDQVSRUWDWLRQDQGHDVHWUD඼FFRQJHVWLRQWKURXJK
LPSURYHGIUHHZD\WUD඼FÁRZH[SDQGWKHUDLODQGUDSLG
transit system, repave local streets, repair potholes,
synchronize signals, keep the transit and highway
system safe, make public transportation more accessible, FRQYHQLHQWDQGDරRUGDEOHLQYHVWLQWUDQVSRUWDWLRQ
infrastructure.

Engineering
LA County A Plan
For Safer Roadways
| Vision Zero (2020-
2025)
7KH/$&RXQW\9LVLRQ=HUR3ODQLQDÀYH\HDUSODQIRFXVLQJ RQDFKLHYLQJWKHJRDOVRIHOLPLQDWLQJWUD඼FUHODWHG
fatalities on unincorporated County roadways by 2035.
7KHSODQDOVRLQFOXGHVKHDOWKHTXLW\GDWDGULYHQSURFHVV and transparency regulating several goals and objectives. 7KHSODQGHVFULEHVSRWHQWLDOÀQGLQJVIRUSHGHVWULDQELNH VDIHW\DQGFRXQWHUPHDVXUHVWRUHGXFHFROOLVLRQVDQGWUD඼F congestion.

Engineering,
Education,
Enforcements,
EMS
63 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Factors Considered in the Determination of Emphasis Areas This section presents collision data analysis of collision type, collision factors, facility type, and roadway geometries, analyzed for the various emphasized areas. Emphasis areas were determined by factors that led to the highest amount of injury collisions, with a VSHFLÀFHPSKDVLVRQ.6,FROOLVLRQV7KH&LW\RI3LFR5LYHUDH[SHULHQFHGDWRWDORILQMXU\ collisions at high injury network locations during the 2017-2021 study period, including 57 KSI collisions. The data presented in each emphasis area is based on these collisions. This section also presents comprehensive programs, policies, and countermeasures to reduce FROOLVLRQVLQVSHFLÀFHPSKDVLVDUHDV
Note: Engineering countermeasures are based on the Caltrans LRSM and are used in HSIP calls for projects. They are categorized as follows:
• 6 6LJQDOL]HG,QWHUVHFWLRQV&RXQWHUPHDVXUHV
• 16 1RQ6LJQDOL]HG,QWHUVHFWLRQV&RXQWHUPHDVXUHV
• 5 5RDGZD\6HJPHQWV&RXQWHUPHDVXUHV
An excerpt of the Caltrans LRSM providing additional details on each countermeasure is included in Appendix D.
64 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
EMPHASIS AREA 1 – IMPROVE INTERSECTION SAFETY
Intersection collisions made up the vast majority of collisions occurring on the Pico Rivera high injury network during the study period, with a total of 75%. The 65% of KSI collisions also occurred at intersections. The following collision data is based on only intersection collisions on the high injury network in the City of Pico Rivera, followed by 4 E’s strategies selected to address intersection collisions.
34%
Unsafe Speed
38%
Rear-End Collisions
10%
Pedestrian Collisions
Table 7. Emphasis Area 1 Strategies
Objective: Reduce the number of KSI collisions at intersections Strategy Performance
Measure
Agencies/
Organizations
Education
Conduct public information and education campaign
IRULQWHUVHFWLRQVDIHW\ODZVUHJDUGLQJWUD඼FVLJQDOVVWRS signs, and turning left or right.

Number of
education
campaigns or
residents reached.

City/LA
&RXQW\6KHULර
Department
Enforcement
Targeted enforcement at high-injury intersections to
monitor right-of-way violations, speed limit laws and
other violations that occur at intersections.

Decrease in
number of
citations and/or
warnings issued
over time due to
increased driver
compliance.

LA County
6KHULර
Department
Engineering
• S02, Improve signal hardware: lenses, back-plates
ZLWKUHWURUHÁHFWLYHERUGHUVPRXQWLQJVL]HDQG
number
• S03, Improve signal timing
• S09, Install striping (through Intersection)
• S16/NS04/NS05, Convert intersection to roundabout
• S20PB, Install advance stop bar before crosswalk
• NS06, Install/upgrade larger or additional stop signs or other intersection warning/regulatory signs
• NS07, Upgrade intersection pavement markings
• NS08, Install Flashing Beacons at Stop-Controlled
Intersections
• 16
,QVWDOOÁDVKLQJEHDFRQVDVDGYDQFHZDUQLQJ
(Non-Signalized Intersection) (NS.I.)
• NS11, Improve sight distance to intersection (Clear
Sight Triangles)
• NS13, Install splitter-islands on the minor road
approaches
• NS14, Install raised median on approaches
• NS19PB, Install raised medians (refuge islands)
• Automated Red-light Enforcement
Number of
intersections
improved.

City
EMS
• S05, Install emergency vehicle pre-emption systems
• Improve resource of deployment for emergency
responses to collision sites
• (QVXUHHPHUJHQF\URXWHVDUHFOHDUDQGZHOOGHÀQHG
EMS vehicle
response time.

City/LA County
LA County Fire
'HSDUWPHQW 
EMS Response
Teams
65 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
EMPHASIS AREA 2 – ADDRESS REAR END COLLISIONS
150 (38%) of the high injury network collisions were rear-end collisions, including 13 KSI collisions. The following is based on only rear-end injury collisions on the high injury network intersections and roadway segments, followed by 4 E’s strategies to address them. 63%
Unsafe Speed
77%
Occurred at Intersections
22%
Occurred on Whittier
Table 8. Emphasis Area 2 Strategies
Objective: Reduce the number of rear end KSI collisions Strategy Performance Measure Agencies/
Organizations
Education
Conduct public information and education
campaign for safety laws regarding unsafe speed
and improper turning and its dangers.

Number of education
campaigns or residents
reached.

City/LA County
6KHULර'HSDUWPHQW
Enforcement
Targeted enforcement at high-injury locations
where unsafe speed violations and improper
turning are more common.

Deploy a radar trailer at locations where instances
of unsafe speed is more prevalent
Decrease in number
of citations and/or
warnings issued over
time due to increased
driver compliance.
/$&RXQW\6KHULර
Department
Engineering
• S02, Improve signal hardware
• S09, Install striping (Through Intersection)
• 6,QVWDOOÁDVKLQJEHDFRQVDVDGYDQFH
warning (S.I.)
• S16/NS04/NS05, Convert intersection to
roundabout
• NS07, Upgrade intersection pavement
markings (NS.I.)
• NS08, Install Flashing Beacons at StopControlled Intersections • R22, Install/Upgrade signs with new
ÁXRUHVFHQWVKHHWLQJ
• 5,QVWDOOGHOLQHDWRUVUHÁHFWRUVDQGRU
object markers
• R26, Install dynamic/variable speed warning
signs
• R28, Install edge-lines and centerlines
• Decrease width of travel lanes
• 6LPSOLI\WXUQFRQÀJXUDWLRQV
• Decrease curb radius of intersections
• 7UD඼FFDOPLQJVWUDWHJLHVZKHUHDSSURSULDWH
Number of locations
improved. City
EMS
• S05, Install emergency vehicle pre-emption
systems
• Improve resource of deployment for
emergency responses to collision sites
• Ensure emergency routes are clear and well
GHÀQHG
EMS vehicle response
time.

City/LA County Fire
'HSDUWPHQW (06
Response Teams
66 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
EMPHASIS AREA 3 – REDUCE UNSAFE SPEED VIOLATIONS
136 (32%) of the high injury network collisions were rear-end collisions, including 20 KSI collisions. The following is based on only unsafe speed injury collisions on the high injury network intersections and roadway segments, followed by 4 E’s strategies to address them. 70%
Rear-End Collisions
75%
Occurred at Intersections
23%
Occurred on Whittier
Table 9. Emphasis Area 3 Strategies
Objective: Reduce the number of KSI rear end and unsafe speed collisions Strategy Performance
Measure
Agencies/
Organizations
Education
Conduct public information and education campaign
for safety laws regarding unsafe speed and its
dangers.

Number of
education
campaigns or
residents reached.

City/LA County
6KHULර'HSDUWPHQW
Enforcement
Targeted enforcement at high-injury locations where
unsafe speed violations are more common.

Deploy a radar trailer at locations where instances of
unsafe speed is more prevalent
Decrease in number
of citations and/
or warnings issued
over time due to
increased driver
compliance.
/$&RXQW\6KHULර
Department
Engineering
x S02, Improve signal hardware
x S09, Install striping (Through Intersection)
x S16/NS04/NS05, Convert intersection to
roundabout
x NS07, Upgrade intersection pavement markings
(NS.I.)
x NS10, Install transverse rumble strips on
approaches
x R08, Install Raised Medians
x 5,QVWDOO8SJUDGHVLJQVZLWKQHZÁXRUHVFHQW
sheeting
x 5,QVWDOOGHOLQHDWRUVUHÁHFWRUVDQGRUREMHFW
markers
x R26, Install dynamic/variable speed warning signs
x R28, Install edge-lines and centerlines
x Decrease width of travel lanes
x 6LPSOLI\WXUQFRQÀJXUDWLRQV
x Decrease curb radius of intersections
x 7UD඼FFDOPLQJVWUDWHJLHVZKHUHDSSURSULDWH
Number of
locations improved. City
EMS
• S05, Install emergency vehicle pre-emption
systems
• Improve resource of deployment for emergency
responses to collision sites
• Ensure emergency routes are clear and well
GHÀQHG
EMS vehicle
response time.

City/LA County Fire
'HSDUWPHQW (06
Response Teams
67 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
EMPHASIS AREA 4 – ADDRESS BROADSIDE COLLISIONS
90 (22%) of the high injury network collisions were broadside collisions, including 13 KSI collisions. The following collision data is based on only broadside injury collisions on the high injury network intersections and roadway segments of the City of Pico Rivera, followed by 4 E’s strategies to address them.
43%
Automobile Right of Way
Violation
29%
Occurred at Night
71%
Occurred at Intersection
Table 10. Emphasis Area 4 Strategies
Objective: Reduce the number of KSI broadside collisions Strategy Performance
Measure
Agencies/
Organizations
Education
Conduct public information and education campaigns for
LQWHUVHFWLRQVDIHW\ODZVUHJDUGLQJWUD඼FOLJKWVVWRSVLJQVDQG turning left or right.

Number of
education
campaigns
or residents
reached.

City/LA
&RXQW\6KHULර
Department
Enforcement
Targeted enforcement at high-injury locations where
violations that lead to broadside collisions are more common, VXFKDVDXWRPRELOHULJKWRIZD\DQGWUD඼FVLJQDOVWRSVLJQ violations.

Decrease in
number of
citations and/
or warnings
issued over
time due to
increased driver
compliance.

LA County
6KHULර
Department
Engineering
• S02, Improve signal hardware: lenses, back-plates with UHWURUHÁHFWLYHERUGHUVPRXQWLQJVL]HDQGQXPEHU • S03, Improve signal timing (coordination, phases, red, yellow, or operation) • S07, Provide protected left turn phase (left turn lane already exists) • S08, Convert signal to mast arm (from pedestal- mounted) • S09, Install striping (Through Intersection)
• S12, Install raised median on approaches
• S16/NS04/NS05, Convert intersection to roundabout
• NS02, Convert to all-way STOP control (from 2-way or Yield control) • NS03, Install signals
• NS06, Install/upgrade larger or additional stop signs or other intersection warning/regulatory signs • NS07, Upgrade intersection pavement markings (NS.I.)
• 16,QVWDOOÁDVKLQJEHDFRQVDWVWRSFRQWUROOHG
intersections
• 16
,QVWDOOÁDVKLQJEHDFRQVDVDGYDQFHZDUQLQJ
16,

• NS11, Improve sight distance to intersection (Clear Sight Triangles) • NS13, add splitter-islands on the minor road approaches • NS14, install raised median on approaches
• R08, Install raised medians
Number of
locations
improved
to mitigate
broadside
collisions.

City
EMS
• S05, Install emergency vehicle pre-emption systems
• Improve resource of deployment for emergency
responses to collision sites
• (QVXUHHPHUJHQF\URXWHVDUHFOHDUDQGZHOOGHÀQHG
EMS vehicle
response time.

City/LA County
Fire Department
(06
Response Teams
68 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
EMPHASIS AREA 5 – ADDRESS NIGHTTIME COLLISIONS
149 (37%) of high injury network collisions occurred at night or in low light (dawn/dusk) conditions, including 39 KSI collisions. The following collision data is based on only nighttime injury collisions on the high injury network intersections and roadway segments of the City of Pico Rivera, followed by 4 E’s strategies selected to address nighttime collisions. 36%
Unsafe Speed Violations
36%
Rear End Collisions
18%
Involves Fixed Object
Table 11. Emphasis Area 5 Strategies
Objective: Reduce the number of KSI collisions that occur at night or dawn/dusk Strategy Performance
Measure
Agencies/
Organizations
Education
Develop an awareness program to inform motorists of
safe nighttime driving habits and the dangers of drunk
driving, as well as high-injury collision locations and the most common violations/collision types occurring
at night.

Number of
education
campaigns or
residents reached.

City/LA
&RXQW\6KHULර
Department
Enforcement
Targeted enforcement at high-injury intersections and
roadway locations where nighttime collisions are more
common.

Establish DUI checkpoints at night and enforce over
speeding where appropriate.

Decrease in number
of citations and/
or warnings issued
over time due to
increased driver
compliance.
/$&RXQW\6KHULර
Department
Engineering
• S01, Add intersection lighting (Signalized
,QWHUVHFWLRQ !6,

• S02, Improve signal hardware
• 6,QVWDOOÁDVKLQJEHDFRQVDVDGYDQFHZDUQLQJ
(S.I.)
• NS01, Add intersection lighting
• NS06, Install/upgrade larger or additional stop
signs or other intersection warning/regulatory
signs
• NS07, Upgrade intersection pavement markings
(NS.I.)
• NS08, Install Flashing Beacons at Stop-Controlled
Intersections
• 16
,QVWDOOÁDVKLQJEHDFRQVDVDGYDQFHZDUQLQJ
(NS.I.)
• NS22PB, Install Rectangular Rapid Flashing Beacon
(RRFB)
• R01, Add Segment Lighting
• 55HPRYHRUUHORFDWHÀ[HGREMHFWVRXWVLGHRI
Clear Recovery Zone
• 5,QVWDOO8SJUDGHVLJQVZLWKQHZÁXRUHVFHQW
sheeting (regulatory or warning)
• 5,QVWDOOGHOLQHDWRUVUHÁHFWRUVDQGRUREMHFW
markers
• R28, Install edge-lines and centerlines
Number of locations
improved. City
EMS
• S05, Install emergency vehicle pre-emption
systems
• Improve resource of deployment for emergency
responses to collision sites
• Ensure emergency routes are clear and well
GHÀQHG
EMS vehicle
response time.

City/LA County
Fire Department
(065HVSRQVH
Teams
69 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
EMPHASIS AREA 6 – REDUCE IMPROPER TURNING VIOLATIONS
$WRWDORI


KLJKLQMXU\QHWZRUNFROOLVLRQVDUHFODVVLILHGDVLPSURSHUWXUQLQJ YLRODWLRQVHowever, of these 78 collisions, 10 led to a fatality or severe injury. The following collision data is based on only hit object injury collisions on the high injury network intersections and roadway segments of the City of Pico Rivera, followed by 4 E’s strategies selected to reduce improper turning collisions. 30%
Sideswipe Collisions
20%
Involves Fixed Object
71%
At Intersections
Table 12. Emphasis Area 6 Strategies
Objective: Reduce the number of KSI collisions that occur due to improper turning Strategy Performance
Measure
Agencies/
Organizations
Education
Conduct public information and education campaigns
on risks that can lead to improper turning, such
DVGLVWUDFWHGGULYLQJGULYLQJXQGHUWKHLQÁXHQFH
disregard of lane markings and signs.

Number of
education
campaigns or
residents reached.

City/LA County
6KHULර'HSDUWPHQW
Enforcement
Targeted enforcement at high-injury locations where
improper turning collisions are more common.

Decrease in
number of
citations and/or
warnings issued
over time due to
increased driver
compliance.
/$&RXQW\6KHULර
Department
Engineering
• S03, Improve signal timing (coordination, phases, red, yellow, or operation) • S06, Install left-turn lane and add turn phase (signal has no left-turn lane or phase before) • S07, Provide protected left turn phase (left turn lane already exists) • S08, Convert signal to mast arm (from pedestal- mounted) • S09, Install striping (Through Intersection)
• S12, Install raised median on approaches (S.I.)
• S16/NS04/NS05, Convert intersection to
roundabout
• NS11, Improve sight distance to intersection (Clear Sight Triangles) • 165HGXFHG/HIW7XUQ&RQÁLFW,QWHUVHFWLRQV
(NS.I.)
• NS17, Install right-turn lane (NS.I.)
• NS18, Install left-turn lane (where no left-turn lane exists)
• R01, Add Segment Lighting
• 55HPRYHRUUHORFDWHÀ[HGREMHFWVRXWVLGHRI
Clear Recovery Zone
• R08, Install raised medians
Number of
locations
improved.

City
EMS
• S05, Install emergency vehicle pre-emption
systems
• Improve resource of deployment for emergency responses to collision sites • Ensure emergency routes are clear and well GHÀQHG
• Increase the number of EMS personnel taking 7UD඼F,QFLGHQW0DQDJHPHQW7UDLQLQJ EMS vehicle
response time.

City/LA County Fire
'HSDUWPHQW (06
Response Teams
6 COUNTERMEASURE

SELECTION
71 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

COUNTERMEASURE

SELECTION
6 ,GHQWLÀFDWLRQRI&RXQWHUPHDVXUHV
8SRQWKHLGHQWLÀFDWLRQRIKLJKULVNORFDWLRQVDQG(PSKDVLV$UHDVWKHQH[WVWHSZDVWRLGHQWLI\ appropriate safety countermeasures. The Caltrans LRSM provides 82 countermeasures, of which 21 are eligible in the current HSIP call for signalized intersections, 23 for unsignalized intersections, and 38 for roadway segments. The LRSM provides guidance on where to apply the countermeasures including the crash types each countermeasure would address, and a Crash Reduction Factor (CRF) for each countermeasure. The Federal Highway Administration (FHWA) CMF Clearinghouse and published research papers were UHYLHZHG E\ WKH SURMHFW WHDP WR JDLQ DGGLWLRQDO LQVLJKW RQ &5)V DQG HරHFWLYHQHVVRI VSHFLÀFFRXQWHUPHDVXUHV
The project team conducted a thorough review of the high-risk locations (intersections and roadway segments) using aerial photography and Google Maps Street View software. &RXQWHUPHDVXUHVZHUHFRQÀUPHGDIWHUUHYLHZE\&LW\VWDරDQGYLUWXDODQGLQSHUVRQVLWH visits. Crash characteristics of all collisions occurring on the High Injury Network were considered. After combining the physical and collision characteristics, the project team GHYHORSHG D WDEOH RI SUHOLPLQDU\ FRXQWHUPHDVXUHV WKDW DGGUHVV HDFK RI WKH LGHQWLÀHG HPSKDVLVDUHDV7KHWDEOHZDVUHÀQHGE\VHOHFWLQJXSWRÀYHFRXQWHUPHDVXUHVIRUHDFK high-risk location that were most commonly recommended among all emphasis areas.

By doing this, the project team was able to identify countermeasures with the greatest opportunity for systemic implementation.

Countermeasure Toolbox
Engineering countermeasures were selected for each of the high-risk locations and for the HPSKDVLV DUHDV 7KHVH ZHUH EDVHG RරRI DSSURYHGFRXQWHUPHDVXUHV IURP WKH&DOWUDQV LRSM used in HSIP grant calls for projects. The intention is to give the City potential countermeasures for each location that can be implemented either in future HSIP calls for projects, or using other funding sources, such as the City’s Capital Improvement Program.

Non-engineering countermeasures were also selected using the 4 E’s strategies, and are included with the emphasis areas. The countermeasure toolbox in Appendix E details the countermeasures for each high-risk location and emphasis area, separated by intersections and roadway segments. While not all of these countermeasures DUH included in the resulting safety projects, they are included to give the City a toolbox for implementing future safety improvements through other means, such as the City’s Capital Improvement Program.
72 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Table 13 provides a description of each SRWHQWLDO countermeasure along with the CRF, federal funding eligibility, and opportunity for systemic implementation. An excerpt of the LRSM, detailing each available HSIP countermeasure referenced in the recommendations tables, is included as Appendix D.

Table 13. 3RWHQWLDOCountermeasures Selected for City of Pico Rivera Code Countermeasure
Name Countermeasure Description CRF Federal Funding
Systemic
Approach
Opportunity
S02
Improve signal
hardware: lenses,
back-plates with
UHWURUHÁHFWLYH
borders, mounting,
size, and number
Includes New LED lighting,
signal back plates, retroUHÁHFWLYHWDSHRXWOLQLQJWKH back plates, or visors to increase
signal visibility, larger signal
heads, relocation of the signal
heads, or additional signal
heads.
15% 90% Very High
S03
Improve
signal timing
(coordination,
phases, red, yellow,
or operation)
Includes adding phases,
lengthening clearance intervals,
eliminating or restricting
higher-risk movements, and
coordinating signals at multiple
locations.
15% 50% Very High
S09
Install raised
pavement
markers and
striping (Through
Intersection)
Adding clear pavement
markings can guide motorists
through complex intersections.

When drivers approach and
traverse through complex
intersections, drivers may be
UHTXLUHGWRSHUIRUPXQXVXDORU
unexpected maneuvers.
10% 90% Very High
S10
,QVWDOOÁDVKLQJ
beacons as advance
warning (S.I.)
Increased driver awareness
of an approaching signalized
intersection and an increase in
the driver's time to react.
30% 90% Medium
S11
Improve pavement
friction (High
Friction Surface
Treatments)
Improving the skid resistance at
ORFDWLRQVZLWKKLJKIUHTXHQFLHV
of wet road crashes and/or
failure to stop crashes.
55% 90% Medium
S12 Install raised median
on approaches (S.I.)
Raised medians next to left
turn lanes at intersections
RරHUDFRVWHරHFWLYHPHDQVIRU
reducing crashes and improving
operations at higher volume
intersections.
25% 90% Medium
S13PB
Install pedestrian
median fencing on
approaches
Signalized Intersections with
high pedestrian-generators
nearby (e.g. transit stops) may
experience a high volumes of
pedestrians J-walking across
the travel lanes at mid-block
locations instead of walking to
the intersection and waiting to
cross during the walk-phase.
30% 90% Low
73 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Code Countermeasure
Name Countermeasure Description CRF Federal Funding
Systemic
Approach
Opportunity
S20PB
Install advance stop
bar before crosswalk
(Bicycle Box)
Signalized Intersections with
a marked crossing, where
VLJQLÀFDQWELF\FOHDQGRU
pedestrians volumes are known
to occur.
15% 90% Very High
S21PB
Modify signal
phasing to
implement a
Leading Pedestrian
Interval (LPI)
Intersections with signalized
pedestrian crossing that have
high turning vehicles volumes
and have had pedestrian vs.
vehicle crashes.
60% 90% Very High
NS01 Add intersection
lighting (NS.I.)
Provision of lighting at
intersection. 40% 90% Medium
NS02
Convert to all-way
STOP control (from
2-way or Yield
control)
Unsignalized intersection
locations that have a crash
history and have no controls on.
25% 90% Low
NS06
Install/upgrade
larger or additional
stop signs or
other intersection
warning/regulatory
signs
Additional regulatory and
warning signs at or prior to
intersections will help enhance
the ability of approaching
drivers to perceive them.
15% 90% Very High
NS11
Improve sight
distance to
intersection (Clear
Sight Triangles)
Unsignalized intersections with
restricted sight distance and
patterns of crashes related
to lack of sight distance
where sight distance can be
improved by clearing roadside
obstructions without major
reconstruction of the roadway.
20% 90% High
NS22PB
Install Rectangular
Rapid Flashing
Beacon (RRFB)
RRFB includes pedestrianDFWLYDWHGÁDVKLQJOLJKWV
and additional signage that
enhance the visibility of marked
crosswalks and alert motorists
to pedestrian crossings. It uses
DQLUUHJXODUÁDVKSDWWHUQWKDW
LVVLPLODUWRHPHUJHQF\ÁDVKHUV
on police vehicles. RRFBs
are installed at unsignalized
intersections and mid-block
pedestrian.
35% 90% Medium
R01 Add Segment
Lighting
Provision of lighting along
roadways. 35% 90% Medium
74 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Code Countermeasure
Name Countermeasure Description CRF Federal Funding
Systemic
Approach
Opportunity
R02
Remove or relocate
À[HGREMHFWVRXWVLGH
of Clear Recovery
Zone
Known locations or roadway
segments prone to collisions
ZLWKÀ[HGREMHFWVVXFKDVXWLOLW\
poles, drainage structures, trees,
DQGRWKHUÀ[HGREMHFWVVXFKDV
the outside of a curve, end of
ODQHGURSVDQGLQWUD඼FLVODQGV
A clear recovery zone should be
developed on every roadway, as
space is available. In situations
where public right-of-way is
limited, steps should be taken to
UHTXHVWDVVLVWDQFHIURPSURSHUW\
owners, as appropriate.
35% 90% High
R08 Install Raised
Median
Adding raised medians is a
SDUWLFXODUO\HරHFWLYHVWUDWHJ\
as it adds to or reallocates
the existing cross section to
LQFRUSRUDWHDEXරHUEHWZHHQ
the opposing travel lanes and
reinforces the limits of the travel
lane. Raised median may also
be used to limit unsafe turning
movements along a roadway.
25% 90% Medium
R10PB Install pedestrian
median fencing
Roadway segments with
high pedestrian-generators
and pedestrian-destinations
nearby (e.g. transit stops) may
experience a high volume of
pedestrians J-walking across
the travel lanes at mid-block
locations instead of walking
to the nearest intersection or
designated mid-block crossing.

When this safety issue cannot
be mitigated with shoulder,
sidewalk and/or crossing
treatments, then installing a
continuous pedestrian barrier
in the median may be a viable
solution.
35% 90% Low
R21
Improve pavement
friction (High
Friction Surface
Treatments)
Improving the skid resistance at
ORFDWLRQVZLWKKLJKIUHTXHQFLHV
of wet road crashes and/or
failure to stop crashes.
55% 90% High
R22
Install/Upgrade
signs with new
ÁXRUHVFHQWVKHHWLQJ
(regulatory or
warning)
Additional or new signage
can address crashes caused
by lack of driver awareness or
compliance of roadway signing.
15% 90% Very High
75 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Code Countermeasure
Name Countermeasure Description CRF Federal Funding
Systemic
Approach
Opportunity
R23 Install chevron signs
on horizontal curves
Roadways that have an
unacceptable level of crashes on
relatively sharp curves during
periods of light and darkness.
40% 90% Very High
R26
Install dynamic/
variable speed
warning signs
Includes the addition of dynamic
speed warning signs (also
known as Radar Speed Feedback
Signs).
30% 90% High
R27
Install delineators,
UHÁHFWRUVDQGRU
object markers
Installation of delineators,
UHÁHFWRUVDQGRUREMHFWPDUNHUV
are intended to warn drivers of
DQDSSURDFKLQJFXUYHRUÀ[HG
object that cannot easily be
removed.
15% 90% Very High
R30 Install centerline
rumble strips/stripes
Center Line rumble strips/stripes
can be used on virtually any
roadway – especially those with
a history of head-on crashes.
20% 90% High
R36PB Install Raised
Pedestrian Crossing
Roadway segments with
no controlled crossing for
DVLJQLÀFDQWGLVWDQFHLQ
high-use midblock crossing
areas and/or multilane roads
locations. Flashing beacons,
curb extensions, medians and
pedestrian crossing islands and/
or other safety features should
be added to complement the
standard crossing elements.
35% 90% Medium
* Code: S - Signalized intersection improvements
NS - Non-signalized intersection improvements
R - Roadway segment improvements
7 VIABLE

SAFETY PROJECTS
77 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
VIABLE

SAFETY PROJECTS
7 This chapter summarizes the process of selecting safety projects as part of the analysis IRU 3LFR 5LYHUD·V /563 7KH QH[W VWHS DIWHU WKH LGHQWLÀFDWLRQ RI KLJKLQMXU\ ORFDWLRQV HPSKDVLV DUHDV DQG DSSOLFDEOHFRXQWHUPHDVXUHVZDV WRLGHQWLI\ORFDWLRQ VSHFLÀF VDIHW\ improvements for all high-risk roadway segments and intersections. 6SHFLÀF FRXQWHUPHDVXUHV DQG LPSURYHPHQWV ZHUH VHOHFWHG IURP WKH  /560 IURP Caltrans, where:
• S refers to improvements at signalized locations,
• NS refers to improvements at non-signalized locations, and • R refers to improvements at roadway segments.

The corresponding number refers to the countermeasure number in the LRSM (2022).

The countermeasures were grouped into safety projects for high-risk intersections and roadway segments. A total of six safety projects were developed. All countermeasures ZHUH LGHQWLÀHG EDVHG RQ WKH WHFKQLFDO WHDPV· DVVHVVPHQW RI YLDELOLW\ WKDW FRQVLVWHG RI H[WHQVLYHDQDO\VLVREVHUYDWLRQV&LW\VWDරLQSXWDQGVWDNHKROGHUFRPPXQLW\LQSXW7KH PRVW DSSOLFDEOH DQG DSSURSULDWH FRXQWHUPHDVXUHV DV LGHQWLÀHG KDYH EHHQ JURXSHG together to form projects that can help make high-risk locations safer.

Table 14 lists the safety projects for high-risk intersections and roadway segments, along with total base planning level cost (2022 dollar amounts) estimates and the resultant SUHOLPLQDU\%HQHÀW&RVW
%&
5DWLR7KH´7RWDO%HQHÀWµHVWLPDWHVZHUHFDOFXODWHGIRUWKH SURSRVHGLPSURYHPHQWVEHLQJHYDOXDWHGLQWKHSURDFWLYHVDIHW\DQDO\VLV7KLV´7RWDO%HQHÀWµ is divided by the “Total Cost per Location” estimates for the proposed improvements, giving the resultant B/C Ratio. The B/C Ratio Calculation follows the methodology as mentioned in the LRSM (2022). Additionally, based on community comments received from the survey SRUWDO DQG 6WDNHKROGHU0HHWLQJV DGGLWLRQDO ORFDWLRQV ZLWK WUD඼F VDIHW\ FRQFHUQV ZHUH LGHQWLÀHGDQGFRXQWHUPHDVXUHZHUHUHFRPPHQGHGIRUORFDWLRQVOLVWHGLQTable 15.

Appendix F lists the detailed methodology to calculate B/C Ratio, as well as the complete FRVWEHQHÀWDQG%&5DWLRFDOFXODWLRQVSUHDGVKHHW
78 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
These safety projects were chosen based on the previously completed collisions analysis, which was used to identify main collision attributes that were found to be leading factors of KSI in Pico Rivera. These collision factors are shown below, as well as viable safety projects that can help address these factors.

Broadside Collisions: For KSI collisions in Pico Rivera, 30% of collisions were broadside collisions. This is slightly higher than its share of collisions of all severity (29%). Broadside collisions can potentially be mitigated by increasing the visibility of an intersection through XSGDWHGSDYHPHQWPDUNLQJVQHZRUXSGDWHGVLJQDJHOLJKWLQJDGYDQFHÁDVKLQJEHDFRQV and improving sight distance.

Unsafe Speed Violations: 32% of KSI collisions in Pico Rivera were due to unsafe speed YLRODWLRQVFRPSDUHGWRRIFROOLVLRQVRIDOOVHYHULW\&RXQWHUPHDVXUHVVXFKDVWUD඼F calming, dynamic speed warning signs, road diet can all help to address unsafe speed violation collisions.

Nighttime Collisions: 67% of KSI collisions in Pico Rivera were nighttime collisions, compared to 36% of collisions of all severity. These collisions can potentially be mitigated with installing or upgrading street lighting with higher lumen, installing delineators, UHÁHFWRUVDQGREMHFWPDUNHUVDGGLQJÁXRUHVFHQWVKHHWLQJWRWUD඼FVLJQVDQGLQVWDOOLQJ ÁDVKLQJEHDFRQV
Rear End Collisions: 29% of collisions of all severity were rear end collisions. It also makes up 17% of KSI collisions. Rear end collisions can potentially be mitigated through upgrading VLJQDO KDUGZDUH RU DGGLQJ UHWURUHÁHFWLYH ERUGHUV LPSURYLQJ VLJQDO WLPLQJ XSJUDGLQJ DGGLQJLQWHUVHFWLRQZDUQLQJVLJQVRUDGGLQJÁDVKLQJEHDFRQVLQDGYDQFHRILQWHUVHFWLRQV 0HWKRGVWRUHGXFHVSHHGLQJVXFKDVWUD඼FFDOPLQJFDQDOVRKHOSWRDGGUHVVUHDUHQG collisions.

Improper Turning Collisions: For KSI collisions in the City of Pico Rivera, 11% of collisions occurred due to improper turning violation. It also contributed to 19% of all injury collisions.

Countermeasures such as improving sight distance at intersections, installing dedicated left turn lanes, median splitter islands on minor road approaches, and raised medians can help to mitigate improper turning caused collisions.

The next step in the process will be to secure grant funding for the recommended safety projects. It should be noted that while the LRSP projects were based on high-risk locations, HSIP applications can be expanded to include many locations across the city, which is UHÁHFWHG LQ 3URMHFWV   DQG  $V SDUW RI WKLV VFRSH 7-.0 SUHSDUHG DQG VXEPLWWHG two HSIP Cycle 11 applications for Projects 4 and 6. Apart from this scope, the City also submitted a third project for safety around several school sites in the City. All applications were funded in March 2023. Each application is included in the Appendix G.

Table 14VKRZVWKHOLVWRILGHQWLÀHGSURMHFWVIRUWKH&LW\RI3LFR5LYHUDZLWKDSUHOLPLQDU\ FRVWHVWLPDWHIRUHDFKORFDWLRQDQGWKHUHVXOWLQJEHQHÀWFRVWUDWLRRIWKHSURMHFW WKHWLWOH
of each countermeasure is located in Table 14).
79 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Table 14. List of Viable Safety Projects
Location CM1 CM2 CM3 Cost per
Location Total Cost B/CRatio
Project 1: Signalized Intersections: Install striping through intersection (for turning movements and R෇VHWLQWHUVHFWLRQV
LQVWDOOUDLVHGPHGLDQRQDSSURDFKHV
Slauson Ave and Paramount Blvd S09 $3,696
$183,400 115.5
Rosemead Blvd and Whittier Blvd S09 $4,099
Beverly Blvd and Paramount Blvd S09 $3,696
Rosemead Blvd and Washington
Blvd S09 S12 $151,375
Rosemead Blvd and Telegraph Rd S09 $7,900
Slauson Ave and Passons Blvd S09 $3,024
Gregg Rd and Whittier Blvd S09 $40,446
Project 2: Unsignalized Intersections: Install signals, install pedestrian signal (including HAWK), install RRFB (when warranted, additional study warrant required) Rosemead Blvd and Danbridge St NS03* $870,800
$3,507,700 5.44
Rosemead Blvd and Maxine St NS03* $870,800
Durfee Ave and Olympic Blvd^ NS22PB $172,060
Beverly Rd and Canal Way^ NS03* $870,800
Durfee Ave and West St^ NS23PB $361,620
Paramount Blvd and Maris Ave^ NS23PB $361,620
Project 3: Citywide Signal Timing: Improve signal timing (coordination, phases, red, yellow, or operation), install emergency vehicle pre-emption systems (where applicable) Citywide Signalized Intersections S03 S05 $1,459,350 $1,459,350 24.48 Project 4 (HSIP Application): Citywide Signal Upgrade: Improve signal hardware: lenses, back-plates ZLWKUHWURUHÁHFWLYHERUGHUVPRXQWLQJVL]HDQGQXPEHULQVWDOOSHGHVWULDQFRXQWGRZQVLJQDO heads, install advance stop bar before crosswalk (Bicycle Box) Citywide Signalized Intersections S02 S17PB S20PB $ $2,130,800 39.24 Project 5: Roadway Segments: Install dynamic/variable speed warning signs (radar feedback sign), LQVWDOOGHOLQHDWRUVUHÁHFWRUVDQGRUREMHFWPDUNHUV
Rosemead Blvd: From/To City
Limits R26 R27 $123,130
$533,120 284.79
Whittier Blvd/SR 72: From/To City
Limits R26 R27 $71,190
Slauson Ave: From/To City Limits R27 $15,540
Washington Blvd: From/To City
Limits R27 $8,820
Telegraph Rd: From/To City Limits R26 R27 $85,400
Paramount Blvd: Gallatin Rd to
Telegraph Rd R26 R27 $107,240
Passons Blvd: Stephens St to City
Limit R27 $4,200
Beverly Blvd: From/To City Limits R27 $12,600
Rooks Rd: Sports Arena Dr to San
Gabriel River Pkwy R26 R27 $96,600
Durfee Ave: Kruse Road to
Jackson St R27 $8,400
80 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Location CM1 CM2 CM3 Cost per
Location Total Cost B/C Ratio
3URMHFW
+6,3$SSOLFDWLRQ

&LW\ZLGH6LJQ8SJUDGH
,QVWDOOXSJUDGHVLJQVZLWKQHZÁXRUHVFHQW
sheeting (regulatory or warning)
Citywide Roadways R22 $3,607,625 $2,821,300 32.82
1RWHV
&0²FRXQWHUPHDVXUH%&UDWLRLVWKHGROODUDPRXQWRIEHQHÀWVGLYLGHGE\WKHFRVWRIWKHFRXQWHUPHDVXUH *NS03 (Install Signals) countermeasure is applicable only if Signal Warrant is met at respective locations. If not, NS23PB

+$:.
DVDÀUVWDOWHUQDWLYHDQG163%
5DSLGÁDVKLQJ%HDFRQ
DVDVHFRQGDOWHUQDWLYHLVUHFRPPHQGHG
A/RFDWLRQVLGHQWLÀHGIURPSXEOLFFRPPHQWVDQG6WDNHKROGHULQSXW 7DEOH$GGLWLRQDO/RFDWLRQV,GHQWLÀHGIURP3XEOLF&RPPHQWVDQG Recommended Countermeasures
Location CM1 CM2 CM3
Beverly Blvd and San Gabriel River Pkwy^ S21PB
Paramount Blvd and Mines Ave^ S17PB S20PB S21PB
Stephens St and Passons Blvd^ NS11 NS08 Restrict onstreet parking Paramount Blvd and Maris Ave^ NS14 NS18
Rosemead Blvd: From/To City Limits R02
Beverly Blvd: From/To City Limits R02
Olympic Blvd^
7UD඼F&DOPLQJ
measures e.g.
speed humps, curb
extensions
Paramount Blvd: Mines Ave and
Washington Blvd^ R08 R34PB
Notes: CM – countermeasure.

A/RFDWLRQVLGHQWLÀHGIURPSXEOLFFRPPHQWVDQG6WDNHKROGHULQSXW 81 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Countermeasure Name
6,PSURYHVLJQDOKDUGZDUH
OHQVHVEDFNSODWHVZLWKUHWURUHÁHFWLYHERUGHUVPRXQWLQJVL]HDQG number
S03 - Improve signal timing (coordination, phases, red, yellow, or operation) S05 - Install emergency vehicle pre-emption systems
S09 - Install raised pavement markers and striping (Through Intersection) S12 - Install raised median on approaches
S17PB - Install pedestrian countdown signal heads
S20PB - Install advance stop bar before crosswalk (Bicycle Box) S21PB - Modify signal phasing to implement a Leading Pedestrian Interval (LPI) NS03 - Install signals
NS08 - Install Flashing Beacons at Stop-Controlled Intersections NS11 - Improve sight distance to intersection (Clear Sight Triangles) NS14 - Install raised median on approaches (NS.I.)
NS18 - Install left-turn lane (where no left-turn lane exists) NS22PB- Install Rectangular Rapid Flashing Beacon (RRFB) NS23PB - Install Pedestrian Signal (including Pedestrian Hybrid Beacon [HAWK]) 55HPRYHRUUHORFDWHÀ[HGREMHFWVRXWVLGHRI&OHDU5HFRYHU\=RQH R08 - Install raised median
5,QVWDOO8SJUDGHVLJQVZLWKQHZÁXRUHVFHQWVKHHWLQJ UHJXODWRU\RUZDUQLQJ

R26 - Install dynamic/variable speed warning signs
5,QVWDOOGHOLQHDWRUVUHÁHFWRUVDQGRUREMHFWPDUNHUV R34PB - Install sidewalk/pathway (to avoid walking along roadway) 8 IMPLEMENTATION

AND EVALUATION
83 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA

IMPLEMENTATION

AND EVALUATION
8 This chapter describes the steps the City may take to evaluate the success of this plan and steps needed to update the plan in the future. The LRSP is a guidance document and UHTXLUHVSHULRGLFXSGDWHV WR DVVHVVLWV H඼FDF\ DQG UHHYDOXDWHSRWHQWLDO VROXWLRQV,WLV UHFRPPHQGHGWRXSGDWHWKHSODQHYHU\WZRWRÀYH\HDUVLQFRRUGLQDWLRQZLWKWKHLGHQWLÀHG safety partners. This document was developed based on community needs, stakeholder input, and collision analysis conducted to identify priority emphasis areas throughout the City. The implementation of strategies under each emphasis area would aim to reduce KSI collisions in the coming years.

Implementation
7KH/563LVDJXLGDQFHGRFXPHQWWKDWLVUHFRPPHQGHGWREHXSGDWHGHYHU\WZRWRÀYH years in coordination with the safety partners. The LRSP document provides Engineering, Education, Enforcement, and EMS-related countermeasures that can be implemented throughout the City to reduce KSI collisions. It is recommended that the City of Pico Rivera implement the selected projects in high-collision locations as well as safety concerns LGHQWLÀHG E\ VWDNHKROGHUV DQG WKH FRPPXQLW\ LQ FRRUGLQDWLRQ ZLWK RWKHU SURMHFWV proposed for the City’s infrastructure development in their future Capital Improvement Plans. After implementing countermeasures, the performance measures for each emphasis area should be evaluated periodically. The most important measure of success of the LRSP should be reducing KSI collisions throughout the City. If the number of KSI collisions does not decrease over time, then the emphasis areas and countermeasures should be reevaluated.

As community feedback and comment were an important component of the crafting of these projects and countermeasures, continuing the collection of community feedback DQGFRPPHQWZLOOEHHTXDOO\DVLPSRUWDQWDVWKHVHDUHLPSOHPHQWHG7KHVXFFHVVRIWKHVH countermeasures and projects will not only depend on data collection but also how the community and users use and interact with these over a period of time. 7KH VDIHW\ SURMHFW SULRULWL]DWLRQ OLVW LV LGHQWLÀHG Table 16) for the top three projects
based on the B/C Ratio of the project. In addition, KSI and total collisions near the project ORFDWLRQVDQGWRWDOH[SHFWHGEHQHÀWIURPWKHSURMHFWLVDOVRQRWHGLQ7DEOH Note that the two citywide projects (Project 4: Citywide Signal Upgrade and Project 6:

Citywide Sign Upgrade) have already been awarded funding through HSIP Cycle 11, so these two projects are not included in this list.
84 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Table 16. Safety Project Prioritization List
Priority
Ranking Project KSI Collisions
Total
Collisions
Total Expected
%HQHÀW BCR
1 Project 5: Roadway Segments:

Install dynamic/variable speed
warning signs, Install delineators,
UHÁHFWRUVDQGRUREMHFWPDUNHUV
68 2,554 $151,878,243 284.79
2 Project 1: Signalized Intersections:

Install Striping Through Intersection,
Install raised median on
approaches.
20 354 $21,182,945 115.5
3 Project 3: Citywide Signal Timing:

Improve signal timing (coordination,
phases, red, yellow, or operation),
Install emergency vehicle preemption systems.
47 1,285 $35,725,958 24.48
Funding is a critical component of implementing any safety project. While the HSIP program is a common source of funding for safety projects, there are numerous other funding sources that could be pursued for such projects. (See Table 17 below).

Table 17. List of Potential Funding Sources
Funding Source Funding
Agency
Amount
Available
Next
Call for
Projects
Applicable
E’s Notes
Active
Transportation
Program
Caltrans,
California
Transportation
Commission,
MTC
~$450
million per
cycle (every
two years)
2024 Engineering,
Education
Can use used for most
active transportation
related safety projects
as well as education
programs? Funding
available through
Caltrans or MTC
Highway Safety
Improvement
Program (HSIP)
Caltrans Varies 2024 Engineering
Most common grant
source for safety
projects
2෈FHRI7UD෈F
Safety Grants
California
2඼FHRI
7UD඼F6DIHW\
Varies by
grant
Closes
January
31st
annually
Education,
Enforcement,
Emergency
Response
10 grants available
to address various
FRPSRQHQWVRIWUD඼F
safety
$෇RUGDEOH
Housing and
Sustainable
Communities
Program
Strategic
Growth
Council and
Dept. of
Housing and
Community
Development
~$10-15
million per
award
TBD; most
recent in
2023
Engineering,
Education
Must be connected
WRDරRUGDEOH
housing projects;
typically focuses
on bike/pedestrian
infrastructure/
programs
Urban Greening
California
Natural
Resources
Agency
$28.5
million
TBD; most
recent in
2022
Engineering
Focused on
bike/pedestrian
infrastructure and
greening public
spaces
85 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Funding Source Funding
Agency
Amount
Available
Next
Call for
Projects
Applicable
E’s Notes
Local Streets
and Road
Maintenance
and
Rehabilitation
CTC
(distributed to
local agencies)
$1.5 billion
statewide
N/A;
distributed
by formula
Engineering
Typically pays for road
maintenance type
projects
RAISE Grant USDOT ~$1.5
billion 2023 Engineering
Typically used for
larger infrastructure
projects
Sustainable
Transportation
Equity Project
California Air
Resources
Board
~$19.5
million
TBD; most
recent call
in 2023
Engineering,
Education
Targets projects
that will increase
WUDQVSRUWDWLRQHTXLW\
in disadvantaged
communities
Transformative
Climate
Communities
Strategic
Growth
Council
~$105
million
TBD; most
recent call
in 2022
Engineering
Funds community-led
projects that achieve
major reductions
in greenhouse
gas emissions in
disadvantaged
communities
Safe Streets and
Roads for All
(SS4A)
USDOT $200k - $50
million 2023 Engineering
Two types of SS4A
grants available:

Action Plan Grants
and Implementation
Grants
Clean California
Local Grant
Program
Caltrans
$100 – 5
million per
award
2023 Engineering
Funding for local
communities to
beautify and improve
local streets and
roads, tribal lands,
parks, pathways, and
transit centers
Sales Tax
Exclusion (STE)
Program
State
Treasurer's
2඼FH
$100
million Ongoing Engineering
Provide incentives
- a sales and use
tax exclusion to
manufacturers
SXUFKDVLQJHTXLSPHQW
to promote alternative
energy, advanced
transportation
and recycling, as
well as advanced
manufacturing
Countywide
Sales Tax
Measures
(Measures R, M
and Proposition
C)
Los Angeles
County
Distributed
by formula Annually Engineering,
Education
Typically used by City
as a match for other
grant funds
86 LOCAL ROADWAY SAFETY PLAN CITY OF PICO RIVERA
Monitoring and Evaluation
For the success of the LRSP, it is crucial to monitor and evaluate the 4 E-strategies continuously. Monitoring and evaluation help provide accountability, ensures the HරHFWLYHQHVVRIWKHFRXQWHUPHDVXUHVIRUHDFKHPSKDVLVDUHDDQGKHOSPDNLQJGHFLVLRQV on the need for new strategies. The process would help the City make informed decisions regarding the implementation plan’s progress and accordingly, update the goals and objectives of the plan.

After implementing countermeasures, the strategies should be evaluated annually as per their performance measures. The evaluation should be recorded in a before-after study to YDOLGDWHWKHHරHFWLYHQHVVRIHDFKFRXQWHUPHDVXUHDVSHUWKHIROORZLQJREVHUYDWLRQV 
• Number of KSI collisions
• Number of police citations
• Number of public comments and concerns
Evaluation should be conducted during similar time periods and durations each year.

The most important measure of success of the LRSP should be reduction in KSI collisions throughout the City. If the number of KSI collisions doesn’t decrease initially, then the countermeasures should be evaluated as per the other observations, as mentioned above. 7KH HරHFWLYHQHVV RI WKH FRXQWHUPHDVXUHV VKRXOG EH FRPSDUHG WR WKH JRDOV IRU HDFK emphasis area.

LRSP Update
7KH/563LVDJXLGDQFHGRFXPHQWDQGLVUHFRPPHQGHGWREHXSGDWHGHYHU\WZRWRÀYH years after adoption. After monitoring performance measures focused on the status and progress of the 4 E’s strategies in each emphasis area, the next LRSP update can be tailored to resolve any continuing safety problems. An annual stakeholder meeting with the safety partners is also recommended to discuss the progress for each emphasis area and oversee the implementation plan. The document should then be updated as per the latest collision data, emerging trends, and the 4 E’s strategies’ progress and implementation. This LRSP is a living document that will be used to apply for HSIP, Active Transportation Plan (ATP), Safe Streets and Roads for All (SS4A) funding grants in future cycles. Table 17 above outlines additional potential funding sources.

Reports Discovery and Admission into Evidence of Certain Reports, Surveys, and Information
Notwithstanding any other provision of law, reports, surveys, schedules, lists, or data FRPSLOHG RU FROOHFWHG IRU DQ\ SXUSRVH UHÁHFWHG WR WKLV 5HSRUW VKDOO QRW EH VXEMHFW WR discovery or admitted into evidence in a Federal or State court proceeding or considered for other purposes in any action for damages arising from any occurrence at a location LGHQWLÀHGRUDGGUHVVHGLQWKHUHSRUWVVXUYH\VVFKHGXOHVOLVWVRURWKHUGDWDSXUVXDQWWR 23 U.S.C. Section 148(h)(4).

APPENDIX A:

Summary of
Community Comments
ZĞƐƉŽŶĚĞŶƚ/ η >Ăƚ >ŽŶŐ /ŶƚĞƌƐĞĐƚŝŽŶ EĂŵĞ tŚĂƚƚƌĂĨĨŝĐͲƌĞůĂƚĞĚĐŽŶĐĞƌŶĚŽLJŽƵŚĂǀĞĂƚƚŚŝƐůŽĐĂƚŝŽŶ͍ DŽĚĞ WĞƌƚŝŶĞŶƚ/ƐƐƵĞ ϳŵŝϰǁƉůϰŬϴƵϵ ϭ ϯϯ͘ϵϳϵϰϰϰ Ͳϭϭϴ͘ϬϵϬϭϱϲ z WĂƐƐŽŶƐůǀĚ ƉĞĚĞƐƚƌŝĂŶĐƌŽƐƐŝŶŐĂŶĚƉĂǀĞŵĞŶƚƐƚƌŝƉŝŶŐƐĂĨĞƚLJĐŽŶĐĞƌŶƐ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJ ϰϲŚĚĨϲǀϲϵũϲϰ Ϯ ϯϯ͘ϵϳϵϰϱϰ Ͳϭϭϴ͘ϬϵϬϬϲϯ z WĂƐƐŽŶƐůǀĚ
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ϵϰϳĐϯďƵϵŬĨϳϯ ϭϮ ϯϰ͘ϬϭϰϯϮϯ Ͳϭϭϴ͘ϬϲϴϬϭϰ z tŽŽĚĨŽƌĚ^ƚ
dŚĞƉĂŝŶƚĂƚƚŚŝƐƐƚŽƉƐŝŐŶŚĂƐĨĂĚĞĚ͘/ƚŶĞĞĚƐƚŽďĞƌĞƉĂŝŶƚĞĚ;ƉŽƐƐŝďůLJůĂƌŐĞƌͿƐŽƚŚĂƚĐĂƌƐǁŝůůƐƚŽƉ͘DĂŶLJĐĂƌƐĚŽŶŽƚĐŽŵĞƚŽĂĐŽŵƉůĞƚĞƐƚŽƉĂƚƚŚŝƐƐƚŽƉƐŝŐŶ͘ĂŶĂƐƚŽƉƐŝŐŶǁŝƚŚĨůĂƐŚŝŶŐůŝŐŚƚƐ;ƐŽůĂƌƉŽǁĞƌĞĚͿďĞŝŶƐƚĂůůĞĚƚŽŽ͍ DŽƚŽƌsĞŚŝĐůĞ /ŶƚĞƌƐĞĐƚŝŽŶ^ĂĨĞƚLJ
ϵϰϳĐϯďƵϵŬĨϳϯ ϭϯ ϯϰ͘ϬϭϮϴϭϭ Ͳϭϭϴ͘Ϭϲϳϰϰϰ z ^ĂŶ'ĂďƌŝĞůZŝǀĞƌWŬǁLJ dŚĞůŝŶĞƐƐĞƉĂƌĂƚŝŶŐƚŚĞďŝŬĞůĂŶĞƐŚĂǀĞĨĂĚĞĚ͘/ƚ͛ƐŶŽƚƐĂĨĞĨŽƌďŝŬĞƌŝĚĞƌƐƚŽƌŝĚĞŽŶĞŝƚŚĞƌƐŝĚĞŽĨ^ĂŶ'ĂďƌŝĞůZŝǀĞƌWĂƌŬǁĂLJ͘ĂŶŵŽƌĞƐŝŐŶƐďĞƉŽƐƚĞĚƌĞŵŝŶĚŝŶŐĚƌŝǀĞƌƐƚŽŵĂŬĞƚŚĞŵĂǁĂƌĞŽĨƚŚĞďŝŬĞůĂŶĞƐ͍ ŝĐLJĐůĞ ŝĐLJĐůĞ^ĂĨĞƚLJ
ϵϰϳĐϯďƵϵŬĨϳϯ ϭϰ ϯϰ͘ϬϭϮϴϭϭ Ͳϭϭϴ͘Ϭϲϳϰϰϰ z ^ĂŶ'ĂďƌŝĞůZŝǀĞƌWŬǁLJ dŚĞůŝŶĞƐƐĞƉĂƌĂƚŝŶŐƚŚĞďŝŬĞůĂŶĞƐŚĂǀĞĨĂĚĞĚ͘/ƚ͛ƐŶŽƚƐĂĨĞĨŽƌďŝŬĞƌŝĚĞƌƐƚŽƌŝĚĞŽŶĞŝƚŚĞƌƐŝĚĞŽĨ^ĂŶ'ĂďƌŝĞůZŝǀĞƌWĂƌŬǁĂLJ͘ĂŶŵŽƌĞƐŝŐŶƐďĞƉŽƐƚĞĚƌĞŵŝŶĚŝŶŐĚƌŝǀĞƌƐƚŽŵĂŬĞƚŚĞŵĂǁĂƌĞŽĨƚŚĞďŝŬĞůĂŶĞƐ͍ ŝĐLJĐůĞ ^ŝŐŶĂŐĞ/ŵƉƌŽǀĞŵĞŶƚ
ZĞƐƉŽŶĚĞŶƚ/ η >Ăƚ >ŽŶŐ /ŶƚĞƌƐĞĐƚŝŽŶ EĂŵĞ tŚĂƚƚƌĂĨĨŝĐͲƌĞůĂƚĞĚĐŽŶĐĞƌŶĚŽLJŽƵŚĂǀĞĂƚƚŚŝƐůŽĐĂƚŝŽŶ͍ DŽĚĞ WĞƌƚŝŶĞŶƚ/ƐƐƵĞ ϵϰϳĐϯďƵϵŬĨϳϯ ϭϱ ϯϰ͘ϬϭϴϭϮϵ Ͳϭϭϴ͘Ϭϱϰϭϭϰ z ^ĂŶ'ĂďƌŝĞůZŝǀĞƌWŬǁLJ dŚŝƐƉŽƌƚŝŽŶŽĨ^ĂŶ'ĂďƌŝĞůZŝǀĞƌWĂƌŬǁĂLJŝƐŝŶĚŝƌĞŶĞĞĚŽĨƌĞƉĂŝƌƐ͘ŽƚŚƐŝĚĞƐŚĂǀĞƉŽƚŚŽůĞƐĂŶĚƵŶĞǀĞŶĂƐƉŚĂůƚ͘dŚŝƐĞŶƚƌLJǁĂLJŝŶƚŽƉŝĐŽZŝǀĞƌĂĚĞƐƉĞƌĂƚĞůLJŶĞĞĚƐƐŽŵĞd>͘ DŽƚŽƌsĞŚŝĐůĞ ZŽĂĚ/ŵƉŽƌǀĞŵĞŶƚ
ϮƐůϮůϵϲϲdžŬϳϳ ϭϲ ϯϯ͘ϵϴϴϳϯϳ Ͳϭϭϴ͘ϭϬϯϳϭϭ z WĂƌĂŵŽƵŶƚůǀĚ ƵĞƚŽƚŚĞĐƵƌǀĞ͕ƚƌĂĨĨŝĐĐŽŵŝŶŐĨƌŽŵƚŚĞŶĞŝŐŚďŽƌŚŽŽĚƐ ĐĂŶ͛ƚƐĞĞŽŶĐŽŵŝŶŐƚƌĂĨĨŝĐ͘ DŽƚŽƌsĞŚŝĐůĞ sŝƐŝďŝůŝƚLJ ϮƐůϮůϵϲϲdžŬϳϳ ϭϳ ϯϰ͘ϬϬϵϴϭϭ Ͳϭϭϴ͘ϬϴϰϬϲϵ E >ŽƐdŽƌŽƐǀĞ WĂƐƐĞƌďLJ͛ƐƚĞŶĚƚŽƐƉĞĞĚŶŽƚƌĞĂůŝnjŝŶŐƚŚĂƚŝƚĐƵƌǀĞƐ͘ DŽƚŽƌsĞŚŝĐůĞ sŝƐŝďŝůŝƚLJ ϴƌϰƌŶŝϯLJŝĂϳϯ ϭϴ ϯϰ͘ϬϬϱϰϳ Ͳϭϭϴ͘ϬϳϳϬϲϳ z ĞǀĞƌůLJZĚ
ŽŶƚĂĐƚĞĚƚŚĞĐŝƚLJƐĞǀĞƌĂůƚŝŵĞƐĂďŽƵƚŝŶƐƚĂůůŝŶŐƐƉĞĞĚďƵŵƉƐĂƐĐĂƌƐƐƉĞĞĚĂƚĂďŽƵƚϱϬͲĂƚƚŝŵĞƐϲϬŵŝůĞƐƉĞƌŚŽƵƌ͘dŚĞLJŝŶƐƚĂůůƚŚĞŵĞƚĞƌƌĞĂĚĞƌƐĨŽƌĂĚĂLJŽƌƚǁŽ͕ĂŶĚŽĨĐŽƵƌƐĞƚŚĞƌĞŝƐŶŽƚĞŶŽƵŐŚĞǀŝĚĞŶĐĞďLJƐƉĞĞĚĞƌƐŶŽƚŝĐŝŶŐƚŚĞƐƉĞĞĚƌĞĂĚĞƌĂŶĚƐĂŵĞŝƐƐƵĞ͕ƚŚĞŶĞdžƚĚĂLJǁŚĞŶƚŚĞƐƉĞĞĚƌĞĂĚĞƌŝƐƚĂŬĞŶĚŽǁŶ͕ĐĂƌƐƐƉĞĞĚŝŶŐŝŶĂƌĞƐŝĚĞŶƚŝĂůĂƌĞĂĂƐǁĞůůĂƐůĂƌŐĞƚƌƵĐŬƐƉĂƐƐŝŶŐďLJƚŽƚŚĞŵĞĂƚĨĂĐƚŽƌLJ͘ƚŽƚĂůŵĞƐƐ͕ĐĂŶ͛ƚĞǀĞŶƉƵůůŽƵƚŽĨŵLJĚƌŝǀĞǁĂLJƐĂĨĞůLJĂƐĐĂƌƐƐƉĞĞĚ͘ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϴƌϰƌŶŝϯLJŝĂϳϯ ϭϵ ϯϯ͘ϵϵϱϳϭϳ Ͳϭϭϴ͘Ϭϵϯϵϯϯ E WĂƌĂŵŽƵŶƚůǀĚ ĂƌƐĚŽŶ͛ƚƌĞƐƉĞĐƚƚŚĞƐƉĞĞĚůŝŵŝƚĂŶĚĐĂƵƐĞĂĐĐŝĚĞŶƚ͘dŽŽ ŵĂŶLJĂĐĐŝĚĞŶƚƐŚĂǀĞŚĂƉƉĞŶĞĚŚĞƌĞ͘ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐϴƌϰƌŶŝϯLJŝĂϳϯ ϮϬ ϯϰ͘ϬϬϳϵϱ Ͳϭϭϴ͘Ϭϴϭϳϯϵ z ĞǀĞƌůLJZĚ ƚƌĂĨĨŝĐůŝŐŚƚŝƐŶĞĞĚĞĚƚŽƚƵƌŶůĞĨƚŽƌƌŝŐŚƚ͕ďĞĨŽƌĞĂ ĂĐĐŝĚĞŶƚŚĂƉƉĞŶƐ͕ĐĂƌƐĚŽŶ͛ƚŐŝǀĞƚŚĞƌŝŐŚƚĂǁĂLJƐ͘ DŽƚŽƌsĞŚŝĐůĞ /ŶƚĞƌƐĞĐƚŝŽŶ^ĂĨĞƚLJϴƌϰƌŶŝϯLJŝĂϳϯ Ϯϭ ϯϯ͘ϵϵϬϯϭϲ Ͳϭϭϴ͘ϬϵϮϭϵϵ z ZŽƐĞŵĞĂĚůǀĚ ƚƌĂĨĨŝĐůŝŐŚƚŶĞĞĚƐƚŽďĞŝŶƐƚĂůůĞĚ͕ƉĞŽƉůĞǁŝƚŚĐŚŝůĚƌĞŶĂƌĞ ĂůǁĂLJƐĐƌŽƐƐŝŶŐďĞĐĂƵƐĞƚŚĞŶĞdžƚĐƌŽƐƐŝŶŐůŝŐŚƚŝƐĨĂƌŽĨĨĨƌŽŵǁŚĞƌĞŵĂŶLJŽĨƚŚĞĨŝĞůĚƐĂƌĞǁŚĞƌĞĐŚŝůĚƌĞŶƉůĂLJ͘ĂƌƐƐƉĞĞĚĂůůƚŚĞƚŝŵĞ DŽƚŽƌsĞŚŝĐůĞ /ŶƚĞƌƐĞĐƚŝŽŶ^ĂĨĞƚLJ
ϴƌϰƌŶŝϯLJŝĂϳϯ ϮϮ ϯϯ͘ϵϵϬϯϭϲ Ͳϭϭϴ͘ϬϵϮϭϵϵ z ZŽƐĞŵĞĂĚůǀĚ
ƚƌĂĨĨŝĐůŝŐŚƚŶĞĞĚƐƚŽďĞŝŶƐƚĂůůĞĚ͕ƉĞŽƉůĞǁŝƚŚĐŚŝůĚƌĞŶĂƌĞ ĂůǁĂLJƐĐƌŽƐƐŝŶŐďĞĐĂƵƐĞƚŚĞŶĞdžƚĐƌŽƐƐŝŶŐůŝŐŚƚŝƐĨĂƌŽĨĨĨƌŽŵǁŚĞƌĞŵĂŶLJŽĨƚŚĞĨŝĞůĚƐĂƌĞǁŚĞƌĞĐŚŝůĚƌĞŶƉůĂLJ͘ĂƌƐƐƉĞĞĚĂůůƚŚĞƚŝŵĞ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϵŵϯϯŬĐϳϰƌŽĂϯ Ϯϯ ϯϰ͘Ϭϭϲϴϭϳ Ͳϭϭϴ͘Ϭϴϰϳϯϯ z WĂƌĂŵŽƵŶƚůǀĚ DŽƌĞůŝŐŚƚŝŶŐĨƌŽŵƉĂƌĂŵŽƵŶƚďů͘'ĂůůĂƚŝŶƌĚƚŽŵŝŶĞƐĂǀĞ͘ dŽĚĂƌŬ DŽƚŽƌsĞŚŝĐůĞ >ŝŐŚƚŝŶŐϵŵϯϯŬĐϳϰƌŽĂϯ Ϯϰ ϯϰ͘ϬϬϱϴϮϵ Ͳϭϭϴ͘ϬϵϬϴϯϭ z KůLJŵƉŝĐůǀĚ dŚŝƐƐƚƌĞĞƚƚŽĚĂƌŬŶŽůŝŐŚƚŝŶŐ DŽƚŽƌsĞŚŝĐůĞ >ŝŐŚƚŝŶŐϵŵϯϯŬĐϳϰƌŽĂϯ Ϯϱ ϯϯ͘ϵϵϴϯϳϵ Ͳϭϭϴ͘ϬϵϭϲϰϮ z WĂƌĂŵŽƵŶƚůǀĚ dŽĚĂƌŬ DŽƚŽƌsĞŚŝĐůĞ >ŝŐŚƚŝŶŐϵŵϯϯŬĐϳϰƌŽĂϯ Ϯϲ ϯϯ͘ϵϵϲϱϯ Ͳϭϭϴ͘ϬϵϯϭϲϮ E WĂƌĂŵŽƵŶƚůǀĚ dŽĚĂƌŬ DŽƚŽƌsĞŚŝĐůĞ >ŝŐŚƚŝŶŐϵŵϯϯŬĐϳϰƌŽĂϯ Ϯϳ ϯϯ͘ϵϵϰϴϳϱ Ͳϭϭϴ͘ϬϵϱϮϯϱ z WĂƌĂŵŽƵŶƚůǀĚ dŽĚĂƌŬ DŽƚŽƌsĞŚŝĐůĞ >ŝŐŚƚŝŶŐϵŵϯϯŬĐϳϰƌŽĂϯ Ϯϴ ϯϯ͘ϵϵϯϯϵϴ Ͳϭϭϴ͘Ϭϵϲϳϲϲ E WĂƌĂŵŽƵŶƚůǀĚ dŽĚĂƌŬ DŽƚŽƌsĞŚŝĐůĞ >ŝŐŚƚŝŶŐϵŵϯϯŬĐϳϰƌŽĂϯ Ϯϵ ϯϯ͘ϵϵϳϯϵϵ Ͳϭϭϴ͘ϬϵϮϮϬϲ z WĂƌĂŵŽƵŶƚůǀĚ dŽĚĂƌŬƉĞŽƉůĞŚŽƚĚŝǀŝĚĞƌ DŽƚŽƌsĞŚŝĐůĞ >ŝŐŚƚŝŶŐ ϯĞƐϵϴƵƚĚϯϯϯĐ ϯϬ ϯϯ͘ϵϴϯϭϬϳ Ͳϭϭϴ͘Ϭϴϳϱϰϯ z WĂƐƐŽŶƐůǀĚ WĞŽƉůĞďĞƌƵŶŶŝŶŐƚŚĞůŝŐŚƚŽŶƌĞĚ͘ DŽƚŽƌsĞŚŝĐůĞ dƌĂĨĨŝĐZĞĚ>ŝŐŚƚƐΘ^ŝŐŶsŝŽůĂƚŝŽŶƐ ϯĞƐϵϴƵƚĚϯϯϯĐ ϯϭ ϯϯ͘ϵϴϮϮϲϴ Ͳϭϭϴ͘Ϭϴϱϯϲϰ z DŝůůƵdžǀĞ WĞŽƉůĞƌƵŶƚŚĞƐƚŽƉƐŝŐŶĂůŵŽƐƚĞǀĞƌLJĚĂLJ͘ DŽƚŽƌsĞŚŝĐůĞ dƌĂĨĨŝĐZĞĚ>ŝŐŚƚƐΘ^ŝŐŶsŝŽůĂƚŝŽŶƐ ϯĞƐϵϴƵƚĚϯϯϯĐ ϯϮ ϯϯ͘ϵϴϱϴϴϰ Ͳϭϭϴ͘Ϭϴϰϴϳϭ z
ŐůŝƐĞǀĞ ^ƚŽƉƐŝŐŶŶĞĞĚĞĚƉĞŽƉůĞƐŽŵĞƚŝŵĞƐĚŽŶ͛ƚďŽƚŚĞƌƚŽLJŝĞůĚ ƚŽŽŶĐŽŵŝŶŐƚƌĂĨĨŝĐ DŽƚŽƌsĞŚŝĐůĞ ^ŝŐŶĂŐĞ/ŵƉƌŽǀĞŵĞŶƚ ZĞƐƉŽŶĚĞŶƚ/ η >Ăƚ >ŽŶŐ /ŶƚĞƌƐĞĐƚŝŽŶ EĂŵĞ tŚĂƚƚƌĂĨĨŝĐͲƌĞůĂƚĞĚĐŽŶĐĞƌŶĚŽLJŽƵŚĂǀĞĂƚƚŚŝƐůŽĐĂƚŝŽŶ͍ DŽĚĞ WĞƌƚŝŶĞŶƚ/ƐƐƵĞ ϳŽŐϮǁdžďϮϳŶŚϯ ϯϯ ϯϯ͘ϵϵϮϮϲϮ Ͳϭϭϴ͘ϬϴϵϴϮϱ z ZŽƐĞŵĞĂĚůǀĚ
dŚĞƌĞƐŚŽƵůĚďĞŵŽƌĞƉƌŽƚĞĐƚŝŽŶŝŶƚŚĞĚŝǀŝĚĞƌƐŽŶZŽƐĞŵĞĂĚďĞƚǁĞĞŶDŝŶĞƐĂŶĚtŚŝƚƚŝĞƌŽŶƚŚĞƐŝĚĞƐ͘dŚĞƌĞĂƌĞĨĂƌƚŽŽŵĂŶLJĂĐĐŝĚĞŶƚƐ͘dŚĞƌĞŝƐŶŽŝƐĞƉŽůůƵƚŝŽŶ͘dŚĞǁĂůůƐƐŚĂŬĞǁŚĞŶƚŚĞĐĂƌƐĂŶĚƐĞŵŝƚƌƵĐŬƐĂƌĞƐƉĞĞĚŝŶŐŝŶĂůůƚŝŵĞƐŽĨĚĂLJ͘ ŝƚŚĞƌƉůĂŶƚƐŽƌĐŽŶĐƌĞƚĞǁĂůůƐŽƌĂĐŽŵďŝŶĂƚŝŽŶŽĨďŽƚŚƐŚŽƵůĚŚĞůƉ͘ DŽƚŽƌsĞŚŝĐůĞ ŽƌƌŝĚŽƌ^ĂĨĞƚLJ
ϵďƉϰϳƐϰůŶϰϳϵ ϯϰ ϯϰ͘ϬϬϰϱϵϵ Ͳϭϭϴ͘Ϭϳϱϴϭϯ z KůLJŵƉŝĐůǀĚ
^ƉĞĞĚŝŶŐĐĂƌƐĚƌŝǀŝŶŐĚŽǁŶƚŚĞƐƚƌĞĞƚ͘EĂƌƌŽǁƐƚƌĞĞƚǁŝƚŚĐĂƌƐƉĂƌŬĞĚŽŶďŽƚŚƐŝĚĞƐŽĨƚŚĞƌŽĂĚĐĂƵƐĞƐĐŽŶŐĞƐƚŝŽŶĚƵƌŝŶŐƚŚĞĚĂLJ͕ĞƐƉĞĐŝĂůůLJŽŶǁĞĞŬĞŶĚƐ͘ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϵďƉϰϳƐϰůŶϰϳϵ ϯϱ ϯϰ͘ϬϬϰϱϵϵ Ͳϭϭϴ͘Ϭϳϱϴϭϯ z KůLJŵƉŝĐůǀĚ
^ƉĞĞĚŝŶŐĐĂƌƐĚƌŝǀŝŶŐĚŽǁŶƚŚĞƐƚƌĞĞƚ͘EĂƌƌŽǁƐƚƌĞĞƚǁŝƚŚĐĂƌƐƉĂƌŬĞĚŽŶďŽƚŚƐŝĚĞƐŽĨƚŚĞƌŽĂĚĐĂƵƐĞƐĐŽŶŐĞƐƚŝŽŶĚƵƌŝŶŐƚŚĞĚĂLJ͕ĞƐƉĞĐŝĂůůLJŽŶǁĞĞŬĞŶĚƐ͘ DŽƚŽƌsĞŚŝĐůĞ EĂƌƌŽǁZŽĂĚǁĂLJ
ϰŬŐϵϳϮĞũϮďƚϰ ϯϲ ϯϰ͘ϬϬϮϱϯϯ Ͳϭϭϴ͘Ϭϳϰϰϱϯ z dŽďŝĂƐǀĞ dŚĞƌĞƐŚŽƵůĚďĞĂƐƚŽƉƐŝŐŶŽŶdŽďŝĂƐĂŶĚ^ƚĞƉŚĞŶƐ^ƚ ďĞĐĂƵƐĞĐĂƌƐŽĨƚĞŶĚŽŶ͛ƚƐƚŽƉǁŚŝĐŚĐĂŶĐĂƵƐĞĐŽůůŝƐŝŽŶƐ͘ DŽƚŽƌsĞŚŝĐůĞ /ŶƚĞƌƐĞĐƚŝŽŶ^ĂĨĞƚLJϰŬŐϵϳϮĞũϮďƚϰ ϯϳ ϯϰ͘ϬϬϮϱϯϯ Ͳϭϭϴ͘Ϭϳϰϰϱϯ z dŽďŝĂƐǀĞ dŚĞƌĞƐŚŽƵůĚďĞĂƐƚŽƉƐŝŐŶŽŶdŽďŝĂƐĂŶĚ^ƚĞƉŚĞŶƐ^ƚ ďĞĐĂƵƐĞĐĂƌƐŽĨƚĞŶĚŽŶ͛ƚƐƚŽƉǁŚŝĐŚĐĂŶĐĂƵƐĞĐŽůůŝƐŝŽŶƐ͘ DŽƚŽƌsĞŚŝĐůĞ /ŶƚĞƌƐĞĐƚŝŽŶ^ĂĨĞƚLJ ϳϰƉƉĂϮŝϮǁĞƵϴ ϯϴ ϯϰ͘ϬϬϳϲϭϴ Ͳϭϭϴ͘Ϭϴϲϰϳϴ z WĂƌĂŵŽƵŶƚůǀĚ sĞŚŝĐůĞĚŽĞƐŶ͛ƚƐƚŽ DŽƚŽƌsĞŚŝĐůĞ dƌĂĨĨŝĐZĞĚ>ŝŐŚƚƐΘ^ŝŐŶsŝŽůĂƚŝŽŶƐϳϰƉƉĂϮŝϮǁĞƵϴ ϯϵ ϯϰ͘ϬϬϳϰϴϴ Ͳϭϭϴ͘Ϭϴϲϯϱϭ z WĂƌĂŵŽƵŶƚůǀĚ ĂƌƐĚŽĞƐŶ͛ƚƐƚŽƉďĞĐĂƵƐĞƚŽŽŵƵĐŚĐĂƌƐƉĂƌŬƚŚĞƌĞ DŽƚŽƌsĞŚŝĐůĞ dƌĂĨĨŝĐZĞĚ>ŝŐŚƚƐΘ^ŝŐŶsŝŽůĂƚŝŽŶƐ ϴϲĂϲLJǀŵϴǀnjϯϵ ϰϬ ϯϯ͘ϵϴϳϱϳϴ Ͳϭϭϴ͘ϬϴϮϴϭϯ z ŝĐŬLJ^ƚ
ĂƌƐĂƌĞĂůǁĂLJƐĚƌŝǀŝŶŐďLJĨĂƐƚ͕ĂŶŝŐŚƚƚŚĞLJŚĂƌĚůLJĞǀĞƌƐƚŽƉ͘tĞĂůƌĞĂĚLJĐĂůůĞĚĐŝƚLJŚĂůůĂďŽƵƚĂLJĞĂƌĂŐŽĂŶĚŶŽƚŚŝŶŐŚĂƐďĞĞŶĚŽŶĞ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϳũϰƵŝŵϳdžϰϳLJϴ ϰϭ ϯϰ͘ϬϬϵϵϰ Ͳϭϭϴ͘Ϭϳϵϳϭ z ĞǀĞƌůLJůǀĚ
/ƚŝƐŵŽƌĞŽĨĂWĞĚĞƐƚƌŝĂŶƐĂĨĞƚLJͲĚƵĞƚŽƚŚĞĨĞŶĐĞďĞŝŶŐĐŽǀĞƌĞĚ͙͘͘ĐĂƌƐƚŚĂƚĂƌĞĞdžŝƚŝŶŐ;ĨƌŽŵEŽƌŵ͛ƐƉĂƌŬŝŶŐůŽƚͿŵĂŬŝŶŐĂƌŝŐŚƚƚƵƌŶĂƌĞŶŽƚĂďůĞƚŽƐĞĞŝĨWĞĚĞƐƚƌŝĂŶƐĂƌĞĂƉƉƌŽĂĐŚŝŶŐĞdžŝƚĚƌŝǀĞǁĂLJ͙͘͘/ĂŵǀĞƌLJĐĂƵƚŝŽƵƐǁŚĞŶ/ĞdžŝƚďƵƚ/ĚŽŶ͛ƚƚŚŝŶŬŝƚ͛ƐƐĂĨĞĨŽƌWĞĚĞƐƚƌŝĂŶƐŽƌďŝĐLJĐůŝƐƚƐ͘dŚĂŶŬLJŽƵ͊ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJ
ϳũϰƵŝŵϳdžϰϳLJϴ ϰϮ ϯϰ͘ϬϬϵϵϰ Ͳϭϭϴ͘Ϭϳϵϳϭ z ĞǀĞƌůLJůǀĚ
/ƚŝƐŵŽƌĞŽĨĂWĞĚĞƐƚƌŝĂŶƐĂĨĞƚLJͲĚƵĞƚŽƚŚĞĨĞŶĐĞďĞŝŶŐĐŽǀĞƌĞĚ͙͘͘ĐĂƌƐƚŚĂƚĂƌĞĞdžŝƚŝŶŐ;ĨƌŽŵEŽƌŵ͛ƐƉĂƌŬŝŶŐůŽƚͿŵĂŬŝŶŐĂƌŝŐŚƚƚƵƌŶĂƌĞŶŽƚĂďůĞƚŽƐĞĞŝĨWĞĚĞƐƚƌŝĂŶƐĂƌĞĂƉƉƌŽĂĐŚŝŶŐĞdžŝƚĚƌŝǀĞǁĂLJ͙͘͘/ĂŵǀĞƌLJĐĂƵƚŝŽƵƐǁŚĞŶ/ĞdžŝƚďƵƚ/ĚŽŶ͛ƚƚŚŝŶŬŝƚ͛ƐƐĂĨĞĨŽƌWĞĚĞƐƚƌŝĂŶƐŽƌďŝĐLJĐůŝƐƚƐ͘dŚĂŶŬLJŽƵ͊ DŽƚŽƌsĞŚŝĐůĞ hŶƐĂĨĞdƵƌŶŝŶŐ
ϰϯϮƐŶϳǁĞnjϯŚǁ ϰϯ ϯϯ͘ϵϳϰϭϱϮ Ͳϭϭϴ͘ϭϬϬϭϵϮ E ƌĂǀĞůůǀĞ
dŚŝƐƐƚƌĞĞƚŝƐĂĚĞĂĚĞŶĚƐƚƌĞĞƚĂŶĚŝƚ͛ƐďĞĞŶĚĂŶŐĞƌŽƵƐŚŽǁĐĂƌƐĚƌŝǀĞǁŝƚŚƐŽŵƵĐŚƐƉĞĞĚŝƚĐĂŶŬŝůůĂĐŚŝůĚŽƌƉĞĚĞƐƚƌŝĂŶ͘WůĞĂƐĞĐŽŶƐŝĚĞƌĂƐƉĞĞĚďƵŵƉ͘ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϰϯϮƐŶϳǁĞnjϯŚǁ ϰϰ ϯϯ͘ϵϳϲϬϮϲ Ͳϭϭϴ͘Ϭϵϴϲϰϴ z ZĞdžZĚ
dŚŝƐƐƚƌĞĞƚĐŽŶŶĞĐƚƐƚŽƚŚĞĞůĞŵĞŶƚĂƌLJƐĐŚŽŽůĂŶĚŬŝĚƐĂƌĞĂůǁĂLJƐǁĂůŬŝŶŐŚŽŵĞ͘tŝƚŚƚŚŝƐƐƚƌĞĞƚďĞŝŶŐůŽŽƉLJĂŶĚƐƚĂŐŐĞƌŝŶŐƐŽŵĞƚŝŵĞƐĐĂƌƐĚƌŝǀĞĨĂƐƚĂŶĚƚŚĞLJĐĂŶ͛ƚƐĞĞŝĨĂƉĞĚĞƐƚƌŝĂŶŽƌĂŶŽƚŚĞƌĐĂƌŝƐĐŽŵŝŶŐ͘^ĞǀĞƌĂůĂĐĐŝĚĞŶƚƐŚĂǀĞŽĐĐƵƌƌĞĚŚĞƌĞĂŶĚĞǀĞŶŝŶƚŽƚŚĞŚŽŵĞǁĂůůďLJƚŚŝƐƐƚƌĞĞƚƐ͕ƐƉĞĞĚŝƐĂŶŝƐƐƵĞ͘ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ZĞƐƉŽŶĚĞŶƚ/ η >Ăƚ >ŽŶŐ /ŶƚĞƌƐĞĐƚŝŽŶ EĂŵĞ tŚĂƚƚƌĂĨĨŝĐͲƌĞůĂƚĞĚĐŽŶĐĞƌŶĚŽLJŽƵŚĂǀĞĂƚƚŚŝƐůŽĐĂƚŝŽŶ͍ DŽĚĞ WĞƌƚŝŶĞŶƚ/ƐƐƵĞ ϰϯϮƐŶϳǁĞnjϯŚǁ ϰϱ ϯϯ͘ϵϳϲϬϮϲ Ͳϭϭϴ͘Ϭϵϴϲϰϴ z ZĞdžZĚ
dŚŝƐƐƚƌĞĞƚĐŽŶŶĞĐƚƐƚŽƚŚĞĞůĞŵĞŶƚĂƌLJƐĐŚŽŽůĂŶĚŬŝĚƐĂƌĞĂůǁĂLJƐǁĂůŬŝŶŐŚŽŵĞ͘tŝƚŚƚŚŝƐƐƚƌĞĞƚďĞŝŶŐůŽŽƉLJĂŶĚƐƚĂŐŐĞƌŝŶŐƐŽŵĞƚŝŵĞƐĐĂƌƐĚƌŝǀĞĨĂƐƚĂŶĚƚŚĞLJĐĂŶ͛ƚƐĞĞŝĨĂƉĞĚĞƐƚƌŝĂŶŽƌĂŶŽƚŚĞƌĐĂƌŝƐĐŽŵŝŶŐ͘^ĞǀĞƌĂůĂĐĐŝĚĞŶƚƐŚĂǀĞŽĐĐƵƌƌĞĚŚĞƌĞĂŶĚĞǀĞŶŝŶƚŽƚŚĞŚŽŵĞǁĂůůďLJƚŚŝƐƐƚƌĞĞƚƐ͕ƐƉĞĞĚŝƐĂŶŝƐƐƵĞ͘ DŽƚŽƌsĞŚŝĐůĞ ^ĐŚŽŽů^ĂĨĞƚLJ
ϯĂϳĚϳŐĂLJϳůdžƉ ϰϲ ϯϯ͘ϵϵϲϮϯϳ Ͳϭϭϴ͘ϬϵϯϴϭϮ E WĂƌĂŵŽƵŶƚůǀĚ
ĞƚǁĞĞŶ,ĂŶĞLJĂŶĚĂƌƌŽŶŽŶWĂƌĂŵŽƵŶƚĐĂƌƐƐƉĞĞĚĂƌŽƵŶĚƚŚĂƚĐŽƌŶĞƌ͘dŚĞƌĞǁĂƐĂďŝŐĂĐĐŝĚĞŶƚŽŶ^ƵŶĚĂLJKĐƚŽďĞƌϯϬƚŚ͘dŚĞƐƉĞĞĚŝŶŐŝƐŽƵƚŽĨĐŽŶƚƌŽů͘ƚƌĂĨĨŝĐůŝŐŚƚŝƐŶĞĞĚĞĚ͘dŚĂŶŬƐ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϳůnjϯϴϴůŚdžϮϳϲ ϰϳ ϯϯ͘ϵϳϭϵϵϯ Ͳϭϭϴ͘Ϭϵϰϲϵ z WĂƐƐŽŶƐůǀĚ
>ĂƌŐĞǀĞŚŝĐůĞƐƉĂƌŬŽŶƚŚŝƐĐŽƌŶĞƌŽĨWĂƐƐŽŶƐůǀĚĐƌĞĂƚŝŶŐĂďůŝŶĚƐƉŽƚĂŶĚŵĂŬŝŶŐŝƚĚŝĨĨŝĐƵůƚĨŽƌĐĂƌƐĐŽŵŝŶŐŽƵƚŽĨĂƐĐŽŵĂŶĚĂƚƚĞŵƉƚŝŶŐƚŽƚƵƌŶEŽƌƚŚďŽƵŶĚŽŶWĂƐƐŽŶƐ͘dŚĞĨƌŽŶƚĞŶĚŽĨĐĂƌƐĂƌĞĨŽƌĐĞĚƚŽĞŶƚĞƌƚŚĞƐŽƵƚŚƐŝĚĞůĂŶĞƐĂŶĚǁŝƚŚƚŚĞďůŝŶĚƐƉŽƚĐƌĞĂƚĞĚ͕ŝƚŵĂŬĞƐĨŽƌĂǀĞƌLJĚĂŶŐĞƌŽƵƐƐŝƚƵĂƚŝŽŶ͘ZĞƋƵĞƐƚƚŽƉĂŝŶƚĐƵƌďƌĞĚŽŶWĂƐƐŽŶƐůǀĚ͘;ĐŽƌŶĞƌŽĨƉĂƐƐŽŶƐĂŶĚďĂƐĐŽŵͿůůŽƚŚĞƌĐŽƌŶĞƌƐĂƌĞƉĂŝŶƚĞĚƌĞĚŽŶƉĂƐƐŽŶƐ͘dŚŝƐŝƐƚŚĞŽŶůLJĐŽƌŶĞƌƚŚĂƚĚŽĞƐŶ͛ƚŚĂǀĞƚŚĞƉĂŝŶƚ͘ DŽƚŽƌsĞŚŝĐůĞ /ŵƉƌŽƉĞƌWĂƌŬŝŶŐ
ϯLJŝϯϵϳŝƐŐϲĨϵ ϰϴ ϯϯ͘ϵϴϴϲϳϳ Ͳϭϭϴ͘ϭϬϭϴϬϮ z ĂŶĚĂĐĞǀĞ dŚĞŝŶƚĞƌƐĞĐƚŝŽŶĚŽĞƐŶ͛ƚŚĂǀĞƐƚŽƉƐŽŶĞŝƚŚĞƌƐŝĚĞ͘ DŽƚŽƌsĞŚŝĐůĞ /ŶƚĞƌƐĞĐƚŝŽŶ^ĂĨĞƚLJ ϵnjĨϵϰϮLJŶŶϲϮϳ ϰϵ ϯϯ͘ϵϴϵϬϮϭ Ͳϭϭϴ͘Ϭϴϯϵϭϳ z DŝŶĞƐǀĞ ǁŝĚĞŝŶƚĞƌƐĞĐƚŝŽŶ͕ůŽŶŐĐƌŽƐƐǁĂůŬƚŝŵĞƐ͕ŝŵƉĂƚŝĞŶƚĚƌŝǀĞƌƐ DŽƚŽƌsĞŚŝĐůĞ /ŶƚĞƌƐĞĐƚŝŽŶ^ĂĨĞƚLJ ϵnjĨϵϰϮLJŶŶϲϮϳ ϱϬ ϯϰ͘ϬϬϬϭϱϯ Ͳϭϭϴ͘Ϭϴϭϭϵϭ z tŚŝƚƚŝĞƌůǀĚ ůŽƚƐŽĨƌĞĚůŝŐŚƚƌƵŶŶŝŶŐďLJĐĂƌƐ͕ǁĂůŬƐŝŐŶĂůƐŽŵĞƚŝŵĞƐ ĚŽĞƐŶΖƚĂĐƚŝǀĂƚĞ DŽƚŽƌsĞŚŝĐůĞ dƌĂĨĨŝĐZĞĚ>ŝŐŚƚƐΘ^ŝŐŶsŝŽůĂƚŝŽŶƐ ϵnjĨϵϰϮLJŶŶϲϮϳ ϱϭ ϯϰ͘ϬϬϭϱϲϭ Ͳϭϭϴ͘Ϭϴϯϴϱϳ z ZŽƐĞŵĞĂĚůǀĚ ŝůůĞŐĂůƵͲƚƵƌŶƐĨƌŽŵƐŽƵƚŚďŽƵŶĚZŽƐĞŵĞĂĚƚŽŶŽƌƚŚďŽƵŶĚ ƚŽƌĞĂĐŚĐŚŝĐͲĨŝůͲĂ DŽƚŽƌsĞŚŝĐůĞ dƌĂĨĨŝĐZĞĚ>ŝŐŚƚƐΘ^ŝŐŶsŝŽůĂƚŝŽŶƐ ϵnjĨϵϰϮLJŶŶϲϮϳ ϱϮ ϯϰ͘ϬϬϬϰϯϯ Ͳϭϭϴ͘ϬϴϰϬϲ z ZŽƐĞŵĞĂĚůǀĚ ƉĞĚĞƐƚƌŝĂŶƐĐƌŽƐƐƚŚĞƐƚƌĞĞƚŚĞƌĞ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJϵnjĨϵϰϮLJŶŶϲϮϳ ϱϯ ϯϰ͘ϬϬϬϳϰ Ͳϭϭϴ͘ϬϴϮϰϵϰ z tŚŝƚƚŝĞƌůǀĚ ƉĞĚĞƐƚƌŝĂŶƐĐƌŽƐƐƚŚĞƐƚƌĞĞƚŚĞƌĞ͕ŶĞĞĚƐĂĐƌŽƐƐǁĂůŬ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJϵnjĨϵϰϮLJŶŶϲϮϳ ϱϰ ϯϰ͘ϬϬϭϮϮϱ Ͳϭϭϴ͘Ϭϳϴϵϱϰ z tĞƐƚůǀĚ ƐŝŐŚƚůŝŶĞŝƐƐƵĞƐĂƚŝŶƚĞƌƐĞĐƚŝŽŶĐŽƌŶĞƌĚƵĞƚŽŝůůĞŐĂůƉĂƌŬŝŶŐ ŽŶtĞƐƚůǀĚ DŽƚŽƌsĞŚŝĐůĞ /ŵƉƌŽƉĞƌWĂƌŬŝŶŐ ϵnjĨϵϰϮLJŶŶϲϮϳ ϱϱ ϯϰ͘ϬϬϭϬϮϯ Ͳϭϭϴ͘ϬϴϮϴϮϯ z tŚŝƚƚŝĞƌůǀĚ ŶĞǁďƵƐůĂLJŽǀĞƌĨŽƌDĞƚƌŽϮϲϱ͕ĐĂƵƐĞƐĚŝĨĨŝĐƵůƚLJŝŶŵĂŬŝŶŐ ƌŝŐŚƚƚƵƌŶĨƌŽŵ^ĂŶ'ĂďƌŝĞůƚŽtŚŝƚƚŝĞƌůǀĚ DŽƚŽƌsĞŚŝĐůĞ hŶƐĂĨĞdƵƌŶŝŶŐ ϵnjĨϵϰϮLJŶŶϲϮϳ ϱϲ ϯϰ͘ϬϭϬϱϲϳ Ͳϭϭϴ͘ϬϴϬϴϴϮ z ĞǀĞƌůLJůǀĚ ǁŝĚĞŶĞĚŝŶƚĞƌĞƐĞĐƚŝŽŶŝŶĐƌĞĂĞƐǁĂůŬĐƌŽƐƐƚŝŵĞ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJϵnjĨϵϰϮLJŶŶϲϮϳ ϱϳ ϯϯ͘ϵϵϱϬϯϮ Ͳϭϭϴ͘ϬϴϲϯϬϱ z ZŽƐĞŵĞĂĚůǀĚ ĐƌŽƐƐǁĂůŬŶĞĞĚĞĚ͕ƉĞŽƉůĞĐƌŽƐƐŚĞƌĞ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJ ϮĞdžϴƚƚŶϳϵǀŝϰ ϱϴ ϯϯ͘ϵϵϮϳϲϮ Ͳϭϭϴ͘ϬϵϳϰϮϳ z WĂƌĂŵŽƵŶƚůǀĚ
ŝĨĨŝĐƵůƚƚŽĐƌŽƐƐƚŚŝƐƐƚƌĞĞƚƚŽĂĐĐĞƐƐƉĂƌŬŝŶƚŚĞŶĞdžƚŶĞŝŐŚďŽƌŚŽŽĚ͘hŶƐĂĨĞĚƵĞƚŽǀĞŚŝĐůĞƐŶŽƚƐƚŽƉƉŝŶŐŽƌƚŚĞƌĞŝƐŶŽƐŝŐŶĂŐĞͬĐƌŽƐƐǁĂůŬ DŽƚŽƌsĞŚŝĐůĞ dƌĂĨĨŝĐZĞĚ>ŝŐŚƚƐΘ^ŝŐŶsŝŽůĂƚŝŽŶƐ
ϮĞdžϴƚƚŶϳϵǀŝϰ ϱϵ ϯϯ͘ϵϵϮϳϲϮ Ͳϭϭϴ͘ϬϵϳϰϮϳ z WĂƌĂŵŽƵŶƚůǀĚ
ŝĨĨŝĐƵůƚƚŽĐƌŽƐƐƚŚŝƐƐƚƌĞĞƚƚŽĂĐĐĞƐƐƉĂƌŬŝŶƚŚĞŶĞdžƚŶĞŝŐŚďŽƌŚŽŽĚ͘hŶƐĂĨĞĚƵĞƚŽǀĞŚŝĐůĞƐŶŽƚƐƚŽƉƉŝŶŐŽƌƚŚĞƌĞŝƐŶŽƐŝŐŶĂŐĞͬĐƌŽƐƐǁĂůŬ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJ
ϳϯLJǀĨϵĚϮĐƌϰϲ ϲϬ ϯϰ͘ϬϭϬϳϯ Ͳϭϭϴ͘ϬϴϬϵϬϴ z ZŽƐĞŵĞĂĚůǀĚ
dŚĞƐŝnjĞŽĨƚŚŝƐŝŶƚĞƌƐĞĐƚŝŽŶŝƐƌŝĚŝĐƵůŽƵƐĂŶĚĐƌŽƐƐŝŶŐƚŚĞϱůĂŶĞƌŽĂĚŝƐŝŶĐƌĞĚŝďůLJŝŶƚŝŵŝĚĂƚŝŶŐ͘WůĞĂƐĞĚŽŶΖƚďƵŝůĚĂŶLJŵŽƌĞŽĨƚŚĞƐĞĂƐŝƚǁŝůůĚĞĐƌĞĂƐĞƚŚĞƐĂĨĞƚLJŽĨƉĞĚĞƐƚƌŝĂŶƐ͘ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJ
ZĞƐƉŽŶĚĞŶƚ/ η >Ăƚ >ŽŶŐ /ŶƚĞƌƐĞĐƚŝŽŶ EĂŵĞ tŚĂƚƚƌĂĨĨŝĐͲƌĞůĂƚĞĚĐŽŶĐĞƌŶĚŽLJŽƵŚĂǀĞĂƚƚŚŝƐůŽĐĂƚŝŽŶ͍ DŽĚĞ WĞƌƚŝŶĞŶƚ/ƐƐƵĞ ϴǁdžŵϲĐĞŽϮďŽϵ ϲϭ ϯϯ͘ϵϵϬϯϲϵ Ͳϭϭϴ͘ϬϵϵϮϳϴ z WĂƌĂŵŽƵŶƚůǀĚ
tĞŶĞĞĚĂůŝŐŚƚ͘dŚĞǀĞŚŝĐůĞĂƌĞĚƌŝǀŝŶŐŽǀĞƌϱϬŵƉŚĨƌŽŵDŝŶĞƐƚŽtĂƐŚŝŶŐƚŽŶůǀĚ͘/ůŝǀĞŶĞĂƌdŚŝƐůŽĐĂƚŝŽŶĂŶŶĞĞĚƚŽƉĂƐƐŽǀĞƌƚŽĚƌŽƉŽĨĨĂŶĚƉŝĐŬƵƉŵLJĚĂƵŐŚƚĞƌĨƌŽŵƐĐŚŽŽů͘^ŝůǀĞƌĞƚƚĞƌͬ͘WĂƌĂŵŽƵŶƚůǀĚ͘ƉůĞĂƐĞŚĞůƉ͘ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϴǁdžŵϲĐĞŽϮďŽϵ ϲϮ ϯϯ͘ϵϵϬϯϲϵ Ͳϭϭϴ͘ϬϵϵϮϳϴ z WĂƌĂŵŽƵŶƚůǀĚ
tĞŶĞĞĚĂůŝŐŚƚ͘dŚĞǀĞŚŝĐůĞĂƌĞĚƌŝǀŝŶŐŽǀĞƌϱϬŵƉŚĨƌŽŵDŝŶĞƐƚŽtĂƐŚŝŶŐƚŽŶůǀĚ͘/ůŝǀĞŶĞĂƌdŚŝƐůŽĐĂƚŝŽŶĂŶŶĞĞĚƚŽƉĂƐƐŽǀĞƌƚŽĚƌŽƉŽĨĨĂŶĚƉŝĐŬƵƉŵLJĚĂƵŐŚƚĞƌĨƌŽŵƐĐŚŽŽů͘^ŝůǀĞƌĞƚƚĞƌͬ͘WĂƌĂŵŽƵŶƚůǀĚ͘ƉůĞĂƐĞŚĞůƉ͘ DŽƚŽƌsĞŚŝĐůĞ /ŶƚĞƌƐĞĐƚŝŽŶ^ĂĨĞƚLJ
ϴĞďϴƌƚŽϯƚĞŽϳ ϲϯ ϯϯ͘ϵϵϱϬϳϮ Ͳϭϭϴ͘Ϭϵϰϵϭϲ z WĂƌĂŵŽƵŶƚůǀĚ
ĂƌƐĂƌĞŶŽƚǁĂƚĐŚŝŶŐƉĞĚĞƐƚƌŝĂŶƐĐƌŽƐƐƚŚĞƐƚƌĞĞƚ͕ŵLJĨĂŵŝůLJĂŶĚ/ŚĂǀĞĂůŵŽƐƚŐŽƚŚŝƚŵƵůƚŝƉůĞƚŝŵĞƐĐƌŽƐƐŝŶŐƚŚĞƐƚƌĞĞƚƚŽŐĞƚƚŽƚŚĞĚĂŵ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJ
ϴĞďϴƌƚŽϯƚĞŽϳ ϲϰ ϯϯ͘ϵϵϯϭϭϴ Ͳϭϭϴ͘Ϭϵϭϯϳϳ z DĂŶnjĂŶĂƌǀĞ dŚĞƌĞƐŚŽƵůĚďĞĂƐƚŽƉƐŝŐŶ DŽƚŽƌsĞŚŝĐůĞ ^ŝŐŶĂŐĞ/ŵƉƌŽǀĞŵĞŶƚ ϮϯĞϮŬϯŝŐũϵƚϰ ϲϱ ϯϰ͘Ϭϭϰϴϲϱ Ͳϭϭϴ͘Ϭϴϱϯϳϯ z WĂƌĂŵŽƵŶƚůǀĚ
tŝƚŚƚŚĞƐƉĞĞĚŽĨĐĂƌƐƚŚĞLJĚŽŶ͛ƚƐƚŽƉƚŽŐŝǀĞƚŚĞƌŝŐŚƚĂǁĂLJƚŽƉĞĚĞƐƚƌŝĂŶƐ͘dŚĞƌĞ͛ƐŵƵůƚŝƉůĞƚŝůĞƐ/ŚĂǀĞƚŽǁĂŝƚϱŵŝŶƵƚĞƐƵŶƚŝů/ĐĂŶĐƌŽƐƐǁŝƚŚŵLJĐŚŝůĚĚƵƌŝŶŐƌƵƐŚŚŽƵƌƐ͘ƐŝŐŶĂůůŝŐŚƚƚŚĂƚŝƐǀŝƐŝďůĞďŝŐĞŶŽƵŐŚƚŽŶŽƚŝĐĞƚŚĂƚŝƚ͛ƐĂĐƌŽƐƐǁĂůŬ͘dŚŝƐŝƐĚĂŶŐĞƌŽƵƐ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJ
ϮϯĞϮŬϯŝŐũϵƚϰ ϲϲ ϯϰ͘ϬϬϱϴϭϱ Ͳϭϭϴ͘ϬϴϮϰϵϯ z ZŽƐĞŵĞĂĚůǀĚ
ƐŝŐŶĂůůŝŐŚƚŶĞĞĚƐƚŽďĞŝŶƐƚĂůůĞĚ͘dŚĞƌĞ͛ƐďĞĞŶƚŝŵĞƐǁŚĞƌĞ/ĂůŵŽƐƚĐƌĂƐŚďĞĐĂƵƐĞƚŚĞƌĞ͛ƐƐŽŵƵĐŚƚƌĂĨĨŝĐŐŽŝŶŐƚŽŶŽƌƚŚZĂŶĐŚŝƚŽƐĐŚŽŽůƚŚĂƚƉĂƌĞŶƚƐƌƵƐŚĂŶĚĚŽŶ͛ƚƉƵƚƚŚĞƐŝŐŶĂůǁŚĞŶƚƵƌŶŝŶŐ͘/ƚ͛ƐĂŵĞƐƐŝŶƚŚĞŵŽƌŶŝŶŐƐĂŶĚĂĨƚĞƌŶŽŽŶƐ͘EŽƚŝĐĞƐĐŽƵƉůĞŽĨĐƌĂƐŚĞƐŝŶƚŚĂƚŝŶƚĞƌƐĞĐƚŝŽŶĂƐǁĞůůĂƐĐŚŝůĚƌĞŶĂŶĚƉĂƌĞŶƚƐĂůŵŽƐƚƌƵŶŽǀĞƌĂƐƚŚĂƚĐƌŽƐƐǁĂůŬŝƐƚŽĐƌŽƐƐƚŽƚŚĞĞůĞŵĞŶƚĂƌLJ͘ DŽƚŽƌsĞŚŝĐůĞ ^ĐŚŽŽů^ĂĨĞƚLJ
ϮϯĞϮŬϯŝŐũϵƚϰ ϲϳ ϯϰ͘ϬϬϱϴϭϱ Ͳϭϭϴ͘ϬϴϮϰϵϯ z ZŽƐĞŵĞĂĚůǀĚ
ƐŝŐŶĂůůŝŐŚƚŶĞĞĚƐƚŽďĞŝŶƐƚĂůůĞĚ͘dŚĞƌĞ͛ƐďĞĞŶƚŝŵĞƐǁŚĞƌĞ/ĂůŵŽƐƚĐƌĂƐŚďĞĐĂƵƐĞƚŚĞƌĞ͛ƐƐŽŵƵĐŚƚƌĂĨĨŝĐŐŽŝŶŐƚŽŶŽƌƚŚZĂŶĐŚŝƚŽƐĐŚŽŽůƚŚĂƚƉĂƌĞŶƚƐƌƵƐŚĂŶĚĚŽŶ͛ƚƉƵƚƚŚĞƐŝŐŶĂůǁŚĞŶƚƵƌŶŝŶŐ͘/ƚ͛ƐĂŵĞƐƐŝŶƚŚĞŵŽƌŶŝŶŐƐĂŶĚĂĨƚĞƌŶŽŽŶƐ͘EŽƚŝĐĞƐĐŽƵƉůĞŽĨĐƌĂƐŚĞƐŝŶƚŚĂƚŝŶƚĞƌƐĞĐƚŝŽŶĂƐǁĞůůĂƐĐŚŝůĚƌĞŶĂŶĚƉĂƌĞŶƚƐĂůŵŽƐƚƌƵŶŽǀĞƌĂƐƚŚĂƚĐƌŽƐƐǁĂůŬŝƐƚŽĐƌŽƐƐƚŽƚŚĞĞůĞŵĞŶƚĂƌLJ͘ DŽƚŽƌsĞŚŝĐůĞ /ŶƚĞƌƐĞĐƚŝŽŶ^ĂĨĞƚLJ
ϮϯĞϮŬϯŝŐũϵƚϰ ϲϴ ϯϰ͘ϬϬϱϯϳϰ Ͳϭϭϴ͘Ϭϳϰϱϴϳ z ĂŶĂůtĂLJ
ƐŝŐŶĂůůŝŐŚƚŶĞĞĚƐƚŽďĞŝŶƐƚĂůůĞĚ͕ĐĂƌƐƐƉĞĞĚƵƉƚŽϱϬǁŝƚŚŽƵƚƐƚŽƉƉŝŶŐĂƚƚŚĞƐƚŽƉƐŝŐŶ͘^ƉĞĞĚďƵŵƉƐƐŚŽƵůĚďĞŝŶƐƚĂůůĞĚĂƌƐƌĂĐĞŝŶƚŚĞŵŝĚĚůĞŽĨƚŚĞŶŝŐŚƚ͘ĂůůĞĚƚŚĞĐŝƚLJĐŽƵƉůĞŽĨƚŝŵĞƐƚŚĞLJŝŶƐƚĂůůƚŚĞƐƉĞĞĚŵĞƚĞƌĐĂƌƐĚŽŶ͛ƚƐƉĞĞĚĂƐƚŚĞLJƐĞĞŝƚŽŶĐĞŝƚ͛ƐƌĞŵŽǀĞĚƚŚĞLJĐŽŶƚŝŶƵĞ͘ DŽƚŽƌsĞŚŝĐůĞ /ŶƚĞƌƐĞĐƚŝŽŶ^ĂĨĞƚLJ
ϮϯĞϮŬϯŝŐũϵƚϰ ϲϵ ϯϰ͘ϬϬϱϯϳϰ Ͳϭϭϴ͘Ϭϳϰϱϴϳ z ĂŶĂůtĂLJ
ƐŝŐŶĂůůŝŐŚƚŶĞĞĚƐƚŽďĞŝŶƐƚĂůůĞĚ͕ĐĂƌƐƐƉĞĞĚƵƉƚŽϱϬǁŝƚŚŽƵƚƐƚŽƉƉŝŶŐĂƚƚŚĞƐƚŽƉƐŝŐŶ͘^ƉĞĞĚďƵŵƉƐƐŚŽƵůĚďĞŝŶƐƚĂůůĞĚĂƌƐƌĂĐĞŝŶƚŚĞŵŝĚĚůĞŽĨƚŚĞŶŝŐŚƚ͘ĂůůĞĚƚŚĞĐŝƚLJĐŽƵƉůĞŽĨƚŝŵĞƐƚŚĞLJŝŶƐƚĂůůƚŚĞƐƉĞĞĚŵĞƚĞƌĐĂƌƐĚŽŶ͛ƚƐƉĞĞĚĂƐƚŚĞLJƐĞĞŝƚŽŶĐĞŝƚ͛ƐƌĞŵŽǀĞĚƚŚĞLJĐŽŶƚŝŶƵĞ͘ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ZĞƐƉŽŶĚĞŶƚ/ η >Ăƚ >ŽŶŐ /ŶƚĞƌƐĞĐƚŝŽŶ EĂŵĞ tŚĂƚƚƌĂĨĨŝĐͲƌĞůĂƚĞĚĐŽŶĐĞƌŶĚŽLJŽƵŚĂǀĞĂƚƚŚŝƐůŽĐĂƚŝŽŶ͍ DŽĚĞ WĞƌƚŝŶĞŶƚ/ƐƐƵĞ ϮǁĨϮϵƵďdžϳĨLJϴ ϳϬ ϯϯ͘ϵϲϭϬϯϲ Ͳϭϭϴ͘Ϭϴϵϭϭϯ E 'ƌĞĞŶǀĂůĞǀĞ
dŽŽĨĂƐƚŽĨĚƌŝǀĞƌƐŽŶ'ƌĞĞŶǀĂůĞĂŶĚŵLJƌŽŶ͘EŽƚƐĂĨĞĨŽƌĐŚŝůĚƌĞŶǁŚŽƉůĂLJĂŶĚƌŝĚĞďŝŬĞƐ͘DĂLJďĞƐƉĞĞĚďƵŵƉƐĂƌĞŶĞĐĞƐƐĂƌLJ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϯϲϴŵǁǁϴŝŵŐϵϳ ϳϭ ϯϯ͘ϵϲϴϱϯϭ Ͳϭϭϴ͘ϬϵϳϮϰϳ z WĂƐƐŽŶƐůǀĚ
sŝƐŝďŝůŝƚLJŽĨŽŶĐŽŵŝŶŐƚƌĂĨĨŝĐƚƌĂǀĞůŝŶŐƐŽƵƚŚŽŶWĂƐƐŽŶƐĚŝĨĨŝĐƵůƚƚŽƐĞĞǁŚĞŶŵĂŬŝŶŐĂůĞĨƚƚƵƌŶĨƌŽŵŶŽƌƚŚďŽƵŶĚWĂƐƐŽŶƐŽŶƚŽ^ůĂƵƐŽŶǁŝƚŚŽƵƚŐƌĞĞŶĂƌƌŽǁ͘ DŽƚŽƌsĞŚŝĐůĞ sŝƐŝďŝůŝƚLJ
ϯŚĐϲƉŶϳϵŶŶĐϯ ϳϮ ϯϰ͘ϬϭϭϬϮ Ͳϭϭϴ͘ϬϳϰϯϬϰ E ŽƌŬ^ƚ ^ƉĞĞĚŝŶŐĐĂƌƐƚŚƌƵĂǀĞƌLJĚĂŵĂŐĞĚƉƌŝǀĂƚĞƌĚ͘dŽŽŵĂŶLJ ŽƵƚƐŝĚĞƌƐƵƐŝŶŐŝƚƚŽĂǀŽŝĚƚƌĂĨĨŝĐŽŶĞǀĞƌůLJůǀĚ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ ϰŚϰĚĂƵϴĚǀŽϵϯ ϳϯ ϯϯ͘ϵϴϱϮϲϮ Ͳϭϭϴ͘Ϭϵϱϰϴϵ z ZŽƐĞŵĞĂĚůǀĚ ũĂLJǁĂůŬŝŶŐ͘ĞǀĞŶǁŝƚŚĂĨĞŶĐĞŝŶƉůĂĐĞŵĂŶLJƉĞŽƉůĞĐƌŽƐƐ ŚĞƌĞĂƚĂůůŚŽƵƌƐ WĞĚĞƐƚƌŝĂŶ KƚŚĞƌͲ:ĂLJǁĂůŬŝŶŐ ϲĂdžϵŝŬŶϰƉϲŽϲ ϳϰ ϯϯ͘ϵϳϱϴϮϱ Ͳϭϭϴ͘Ϭϵϱϳϯϴ E ŝƚƌŽŶĞůůǀĞ
dŚĞƌĞŝƐůŝƚƚůĞŽƌŐĂŶŝnjĂƚŝŽŶĂŶĚŚŝŐŚƚƌĂĨĨŝĐĚƵƌŝŶŐƐĐŚŽŽůŵŽƌŶŝŶŐĂŶĚƐĐŚŽŽůƌĞůĞĂƐĞƚŝŵĞƐ͘ůƐŽ͕ŶĞĞĚƐƉĞĞĚďƵŵƉƐƚŽĐŽŶƚƌŽůƐƉĞĞĚŝŶŐ͘ DŽƚŽƌsĞŚŝĐůĞ ^ĐŚŽŽů^ĂĨĞƚLJ
ϲĂdžϵŝŬŶϰƉϲŽϲ ϳϱ ϯϯ͘ϵϳϱϴϮϱ Ͳϭϭϴ͘Ϭϵϱϳϯϴ E ŝƚƌŽŶĞůůǀĞ
dŚĞƌĞŝƐůŝƚƚůĞŽƌŐĂŶŝnjĂƚŝŽŶĂŶĚŚŝŐŚƚƌĂĨĨŝĐĚƵƌŝŶŐƐĐŚŽŽůŵŽƌŶŝŶŐĂŶĚƐĐŚŽŽůƌĞůĞĂƐĞƚŝŵĞƐ͘ůƐŽ͕ŶĞĞĚƐƉĞĞĚďƵŵƉƐƚŽĐŽŶƚƌŽůƐƉĞĞĚŝŶŐ͘ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϳƚŚϲƐǀŬϳŝϳϳϴ ϳϲ ϯϰ͘ϬϬϭϯ Ͳϭϭϴ͘Ϭϳϴϴϵϳ z ƵƌĨĞĞǀĞ
dŚĞŶĞǁƌŽĂĚǁĂLJƵŶĚĞƌƉĂƐƐĐŽŶƐƚƌƵĐƚŝŽŶŽŶƵƌĨĞĞǀĞŶƵĞďĞƚǁĞĞŶtŚŝƚƚŝĞƌŽƵůĞǀĂƌĚĂŶĚĞǀĞƌůLJZŽĂĚŚĂƐŚĞůƉĞĚƚŚĞĐŝƚLJ͛ƐƚƌĂĨĨŝĐŐŽŝŶŐŶŽƌƚŚĂŶĚƐŽƵƚŚďƵƚŵĂŶLJĐĂƌƐĂƌĞƐƉĞĞĚŝŶŐĂŶĚĞǀĞŶŝŐŶŽƌŝŶŐƚŚĞƐƚŽƉƐŝŐŶŝŶƚŚĞĐŽƌŶĞƌŽĨƵƌĨĞĞǀĞŶƵĞĂŶĚtĞƐƚ^ƚƌĞĞƚ͕ǁŚŝĐŚŵĂŬĞƐŝƚĚĂŶŐĞƌŽƵƐĨŽƌƉĞĚĞƐƚƌŝĂŶƐŝŶĐůƵĚŝŶŐƚŚĞŵĂŶLJƐƚƵĚĞŶƚƐƚŚĂƚǁĂůŬďLJ͕ĞƐƉĞĐŝĂůůLJŶŽǁƚŚĂƚŝƚŐĞƚƐĚĂƌŬĞĂƌůŝĞƌ͘/ƚŚŝŶŬŝƚǁŽƵůĚďĞĂŐŽŽĚŝĚĞĂƚŽĂĚĚƐƉĞĞĚďƵŵƉƐďĞĨŽƌĞƚŚĞƐƚŽƉƐŝŐŶŐŽŝŶŐƐŽƵƚŚŽŶƵƌĨĞĞ͘ůƐŽĂĚĚŝŶŐĂƐƚƌĞĞƚůŝŐŚƚďƵƚƚŽŶƚŚĂƚůŝŐŚƚƐƵƉƚŚĞƐƚŽƉƐŝŐŶĂŶĚƐƚƌĞĞƚƐŽƉĞĚĞƐƚƌŝĂŶƐĐĂŶĐƌŽƐƐǁŽƵůĚďĞŐƌĞĂƚ͘ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJ
ϳƚŚϲƐǀŬϳŝϳϳϴ ϳϳ ϯϰ͘ϬϬϭϯ Ͳϭϭϴ͘Ϭϳϴϴϵϳ z ƵƌĨĞĞǀĞ
dŚĞŶĞǁƌŽĂĚǁĂLJƵŶĚĞƌƉĂƐƐĐŽŶƐƚƌƵĐƚŝŽŶŽŶƵƌĨĞĞǀĞŶƵĞďĞƚǁĞĞŶtŚŝƚƚŝĞƌŽƵůĞǀĂƌĚĂŶĚĞǀĞƌůLJZŽĂĚŚĂƐŚĞůƉĞĚƚŚĞĐŝƚLJ͛ƐƚƌĂĨĨŝĐŐŽŝŶŐŶŽƌƚŚĂŶĚƐŽƵƚŚďƵƚŵĂŶLJĐĂƌƐĂƌĞƐƉĞĞĚŝŶŐĂŶĚĞǀĞŶŝŐŶŽƌŝŶŐƚŚĞƐƚŽƉƐŝŐŶŝŶƚŚĞĐŽƌŶĞƌŽĨƵƌĨĞĞǀĞŶƵĞĂŶĚtĞƐƚ^ƚƌĞĞƚ͕ǁŚŝĐŚŵĂŬĞƐŝƚĚĂŶŐĞƌŽƵƐĨŽƌƉĞĚĞƐƚƌŝĂŶƐŝŶĐůƵĚŝŶŐƚŚĞŵĂŶLJƐƚƵĚĞŶƚƐƚŚĂƚǁĂůŬďLJ͕ĞƐƉĞĐŝĂůůLJŶŽǁƚŚĂƚŝƚŐĞƚƐĚĂƌŬĞĂƌůŝĞƌ͘/ƚŚŝŶŬŝƚǁŽƵůĚďĞĂŐŽŽĚŝĚĞĂƚŽĂĚĚƐƉĞĞĚďƵŵƉƐďĞĨŽƌĞƚŚĞƐƚŽƉƐŝŐŶŐŽŝŶŐƐŽƵƚŚŽŶƵƌĨĞĞ͘ůƐŽĂĚĚŝŶŐĂƐƚƌĞĞƚůŝŐŚƚďƵƚƚŽŶƚŚĂƚůŝŐŚƚƐƵƉƚŚĞƐƚŽƉƐŝŐŶĂŶĚƐƚƌĞĞƚƐŽƉĞĚĞƐƚƌŝĂŶƐĐĂŶĐƌŽƐƐǁŽƵůĚďĞŐƌĞĂƚ͘ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ZĞƐƉŽŶĚĞŶƚ/ η >Ăƚ >ŽŶŐ /ŶƚĞƌƐĞĐƚŝŽŶ EĂŵĞ tŚĂƚƚƌĂĨĨŝĐͲƌĞůĂƚĞĚĐŽŶĐĞƌŶĚŽLJŽƵŚĂǀĞĂƚƚŚŝƐůŽĐĂƚŝŽŶ͍ DŽĚĞ WĞƌƚŝŶĞŶƚ/ƐƐƵĞ ϳƚŚϲƐǀŬϳŝϳϳϴ ϳϴ ϯϰ͘ϬϬϭϯ Ͳϭϭϴ͘Ϭϳϴϴϵϳ z ƵƌĨĞĞǀĞ
dŚĞŶĞǁƌŽĂĚǁĂLJƵŶĚĞƌƉĂƐƐĐŽŶƐƚƌƵĐƚŝŽŶŽŶƵƌĨĞĞǀĞŶƵĞďĞƚǁĞĞŶtŚŝƚƚŝĞƌŽƵůĞǀĂƌĚĂŶĚĞǀĞƌůLJZŽĂĚŚĂƐŚĞůƉĞĚƚŚĞĐŝƚLJ͛ƐƚƌĂĨĨŝĐŐŽŝŶŐŶŽƌƚŚĂŶĚƐŽƵƚŚďƵƚŵĂŶLJĐĂƌƐĂƌĞƐƉĞĞĚŝŶŐĂŶĚĞǀĞŶŝŐŶŽƌŝŶŐƚŚĞƐƚŽƉƐŝŐŶŝŶƚŚĞĐŽƌŶĞƌŽĨƵƌĨĞĞǀĞŶƵĞĂŶĚtĞƐƚ^ƚƌĞĞƚ͕ǁŚŝĐŚŵĂŬĞƐŝƚĚĂŶŐĞƌŽƵƐĨŽƌƉĞĚĞƐƚƌŝĂŶƐŝŶĐůƵĚŝŶŐƚŚĞŵĂŶLJƐƚƵĚĞŶƚƐƚŚĂƚǁĂůŬďLJ͕ĞƐƉĞĐŝĂůůLJŶŽǁƚŚĂƚŝƚŐĞƚƐĚĂƌŬĞĂƌůŝĞƌ͘/ƚŚŝŶŬŝƚǁŽƵůĚďĞĂŐŽŽĚŝĚĞĂƚŽĂĚĚƐƉĞĞĚďƵŵƉƐďĞĨŽƌĞƚŚĞƐƚŽƉƐŝŐŶŐŽŝŶŐƐŽƵƚŚŽŶƵƌĨĞĞ͘ůƐŽĂĚĚŝŶŐĂƐƚƌĞĞƚůŝŐŚƚďƵƚƚŽŶƚŚĂƚůŝŐŚƚƐƵƉƚŚĞƐƚŽƉƐŝŐŶĂŶĚƐƚƌĞĞƚƐŽƉĞĚĞƐƚƌŝĂŶƐĐĂŶĐƌŽƐƐǁŽƵůĚďĞŐƌĞĂƚ͘ DŽƚŽƌsĞŚŝĐůĞ /ŶƚĞƌƐĞĐƚŝŽŶ^ĂĨĞƚLJ
ϳƚŚϲƐǀŬϳŝϳϳϴ ϳϵ ϯϰ͘ϬϬϰϰϴϰ Ͳϭϭϴ͘Ϭϳϳϳϱϴ z ƵƌĨĞĞǀĞ
dŚŝƐŝƐĂŶŽƚŚĞƌƐƚƌĞĞƚǁŚĞƌĞĐĂƌƐƐƉĞĞĚďLJĂŶĚŝŐŶŽƌĞƚŚĞƉĞĚĞƐƚƌŝĂŶǁĂůŬŝŶŐƐŝŐŶ͘/ŚĂǀĞƐĞĞŶĐĂƌƐŶĞĂƌůLJŵŝƐƐŝŶŐŚŝƚƚŝŶŐƉĞŽƉůĞ͘ŶŽƚŚĞƌĨůĂƐŚŝŶŐƐƚŽƉƐŝŐŶǁŽƵůĚďĞŐŽŽĚŚĞƌĞ͘ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϳƚŚϲƐǀŬϳŝϳϳϴ ϴϬ ϯϰ͘ϬϬϰϰϴϰ Ͳϭϭϴ͘Ϭϳϳϳϱϴ z ƵƌĨĞĞǀĞ
dŚŝƐŝƐĂŶŽƚŚĞƌƐƚƌĞĞƚǁŚĞƌĞĐĂƌƐƐƉĞĞĚďLJĂŶĚŝŐŶŽƌĞƚŚĞƉĞĚĞƐƚƌŝĂŶǁĂůŬŝŶŐƐŝŐŶ͘/ŚĂǀĞƐĞĞŶĐĂƌƐŶĞĂƌůLJŵŝƐƐŝŶŐŚŝƚƚŝŶŐƉĞŽƉůĞ͘ŶŽƚŚĞƌĨůĂƐŚŝŶŐƐƚŽƉƐŝŐŶǁŽƵůĚďĞŐŽŽĚŚĞƌĞ͘ DŽƚŽƌsĞŚŝĐůĞ /ŶƚĞƌƐĞĐƚŝŽŶ^ĂĨĞƚLJ
ϰƉĚϴďŵLJϳϲƚϯϴ ϴϭ ϯϰ͘ϬϬϴϭϱϲ Ͳϭϭϴ͘Ϭϳϯϭϵϴ z ĞǀĞƌůLJůǀĚ
ϭ͘ĂƌƐĐŽŶƐŝƐƚĞŶƚůLJƌƵŶŶŝŶŐƌĞĚůŝŐŚƚƐĂƚŚŝŐŚƐƉĞĞĚƐ͘Ϯ͘hŶƐĂĨĞĐƌŽƐƐŝŶŐĐŽŶĚŝƚŝŽŶƐďĞƚǁĞĞŶƌĞƐŝĚĞŶƚŝĂůŶĞŝŐŚďŽƌŚŽŽĚĂŶĚƉĂƌŬ͘ DŽƚŽƌsĞŚŝĐůĞ dƌĂĨĨŝĐZĞĚ>ŝŐŚƚƐΘ^ŝŐŶsŝŽůĂƚŝŽŶƐ
ϰƉĚϴďŵLJϳϲƚϯϴ ϴϮ ϯϰ͘ϬϬϴϭϱϲ Ͳϭϭϴ͘Ϭϳϯϭϵϴ z ĞǀĞƌůLJůǀĚ
ϭ͘ĂƌƐĐŽŶƐŝƐƚĞŶƚůLJƌƵŶŶŝŶŐƌĞĚůŝŐŚƚƐĂƚŚŝŐŚƐƉĞĞĚƐ͘Ϯ͘hŶƐĂĨĞĐƌŽƐƐŝŶŐĐŽŶĚŝƚŝŽŶƐďĞƚǁĞĞŶƌĞƐŝĚĞŶƚŝĂůŶĞŝŐŚďŽƌŚŽŽĚĂŶĚƉĂƌŬ͘ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJ
ϴϲLJϳƚŶƐϰƐƌLJϲ ϴϯ E ZĂŝůƚŽŶ^ƚ ^ƚƌĞĞƚŶĞĞĚƐƚŽďĞƌĞƉĂǀĞĚ DŽƚŽƌsĞŚŝĐůĞ ZŽĂĚ/ŵƉŽƌǀĞŵĞŶƚ ϴƉϵĞƐŬϮĚĂdžϮϳ ϴϰ E ^ĂŶ'ĂďƌŝĞůZŝǀĞƌWŬǁLJ
dŚĞƌĞŝƐŶŽƐƚŽƉƐŝŐŶŽŶ^ƚĞƉŚĞŶƐƐƚĂŶĚƉĂƐƐŽŶƐďůǀĚ͘ĐĂƌƐĂƌĞĂůǁĂLJƐƉĂƐƐŝŶŐĨƵůůƐƉĞĞĚ͘dŚĞƌĞŚĂƐďĞĞŶϯĂĐĐŝĚĞŶƚƐǁŚĞƌĞĂĚƌŝǀĞƌŚĂƐŚŝƚĂƉĂƌŬĞĚĐĂƌĂŶĚǁĞŚĂǀĞƐƚƵĚĞŶƚƐǁĂůŬŝŶŐĂůŽŶŐƚŚĂƚĂƌĞĂ͘ DŽƚŽƌsĞŚŝĐůĞ ^ŝŐŶĂŐĞ/ŵƉƌŽǀĞŵĞŶƚ
ϴƉϵĞƐŬϮĚĂdžϮϳ ϴϱ E ^ĂŶ'ĂďƌŝĞůZŝǀĞƌWŬǁLJ
dŚĞƌĞŝƐŶŽƐƚŽƉƐŝŐŶŽŶ^ƚĞƉŚĞŶƐƐƚĂŶĚƉĂƐƐŽŶƐďůǀĚ͘ĐĂƌƐĂƌĞĂůǁĂLJƐƉĂƐƐŝŶŐĨƵůůƐƉĞĞĚ͘dŚĞƌĞŚĂƐďĞĞŶϯĂĐĐŝĚĞŶƚƐǁŚĞƌĞĂĚƌŝǀĞƌŚĂƐŚŝƚĂƉĂƌŬĞĚĐĂƌĂŶĚǁĞŚĂǀĞƐƚƵĚĞŶƚƐǁĂůŬŝŶŐĂůŽŶŐƚŚĂƚĂƌĞĂ͘ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϴƉϵĞƐŬϮĚĂdžϮϳ ϴϲ E ^ĂŶ'ĂďƌŝĞůZŝǀĞƌWŬǁLJ
dŚĞƌĞŝƐŶŽƐƚŽƉƐŝŐŶŽŶ^ƚĞƉŚĞŶƐƐƚĂŶĚƉĂƐƐŽŶƐďůǀĚ͘ĐĂƌƐĂƌĞĂůǁĂLJƐƉĂƐƐŝŶŐĨƵůůƐƉĞĞĚ͘dŚĞƌĞŚĂƐďĞĞŶϯĂĐĐŝĚĞŶƚƐǁŚĞƌĞĂĚƌŝǀĞƌŚĂƐŚŝƚĂƉĂƌŬĞĚĐĂƌĂŶĚǁĞŚĂǀĞƐƚƵĚĞŶƚƐǁĂůŬŝŶŐĂůŽŶŐƚŚĂƚĂƌĞĂ͘ DŽƚŽƌsĞŚŝĐůĞ ^ĐŚŽŽů^ĂĨĞƚLJ
ϴƉϵĞƐŬϮĚĂdžϮϳ ϴϳ z ^ĂŶ'ĂďƌŝĞůZŝǀĞƌWŬǁLJ EŽƐŝĚĞǁĂůŬ͘ŚĂǀĞƚŽǁĂůŬͬƌƵŶŽŶƚŚĞƐƚƌĞĞƚ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJϴƉϵĞƐŬϮĚĂdžϮϳ ϴϴ E tŚŝƚƚŝĞƌůǀĚ ŚĂƌĚƚŽƐŚĂƌĞƐƉĂĐĞǁŝƚŚĐĂƌƐĂŶĚƉĂƌŬĞĚĐĂƌƐǁŚŝůĞďŝŬŝŶŐ͕ĂŐŐƌĞƐƐŝǀĞƉĂƐƐŝŶŐ͕ƐƋƵĞĞnjĞĚďĞƚǁĞĞŶƉĂƌŬĞĚĂŶĚƉĂƐƐŝŶŐĐĂƌƐ ŝĐLJĐůĞ ŝĐLJĐůĞ^ĂĨĞƚLJ
ϴƉϵĞƐŬϮĚĂdžϮϳ ϴϵ z WĂƐƐŽŶƐůǀĚ
ttŚŝƚƚŝĞƌ͕ƉĂƌŬĞĚǀĞŚŝĐůĞƐĨŽƌĐĞĐLJĐůŝƐƚƚŽƚĂŬĞƚŚĞƚƌĂǀĞůůĂŶĞ͕ƚŚŝƐƐĞĐƚŝŽŶĐŽƵůĚďĞĂďŝŬĞůĂŶĞĞdžĐĞƉƚĨŽƌĂůůŽǁĞĚƐƚƌĞĞƚƉĂƌŬŝŶŐ͕ƚŚĞƌĞĂƌĞƉĂƌŬŝŶŐůŽƚƐĂǀĂŝůĂďůĞ ŝĐLJĐůĞ ŝĐLJĐůĞ^ĂĨĞƚLJ
ZĞƐƉŽŶĚĞŶƚ/ η >Ăƚ >ŽŶŐ /ŶƚĞƌƐĞĐƚŝŽŶ EĂŵĞ tŚĂƚƚƌĂĨĨŝĐͲƌĞůĂƚĞĚĐŽŶĐĞƌŶĚŽLJŽƵŚĂǀĞĂƚƚŚŝƐůŽĐĂƚŝŽŶ͍ DŽĚĞ WĞƌƚŝŶĞŶƚ/ƐƐƵĞ ϴƉϵĞƐŬϮĚĂdžϮϳ ϵϬ z DŝŶĞƐǀĞ

tŚŝƚƚŝĞƌůǀĚ͕ĐĂƌƐƵƐĞĨŝƌƐƚůĂŶĞŶĞdžƚƚŽĐƵƌďƚŽƉĂƐƐĂƚŚŝŐŚƐƉĞĞĚ͕ĐĂƵƐĞƐĐŽŶĨůŝĐƚǁŝƚŚĐLJĐůŝƐƚƌŝĚŝŶŐĂƐĨĂƌƚŽƚŚĞƌŝŐŚƚĂƐĨĞĂƐŝďůĞ;ĂƐƌĞƋƵŝƌĞĚďLJůĂǁͿ ŝĐLJĐůĞ ŝĐLJĐůĞ^ĂĨĞƚLJ
ϴƉϵĞƐŬϮĚĂdžϮϳ ϵϭ z DŝŶĞƐǀĞ

tŚŝƚƚŝĞƌůǀĚ͕ĐĂƌƐƵƐĞĨŝƌƐƚůĂŶĞŶĞdžƚƚŽĐƵƌďƚŽƉĂƐƐĂƚŚŝŐŚƐƉĞĞĚ͕ĐĂƵƐĞƐĐŽŶĨůŝĐƚǁŝƚŚĐLJĐůŝƐƚƌŝĚŝŶŐĂƐĨĂƌƚŽƚŚĞƌŝŐŚƚĂƐĨĞĂƐŝďůĞ;ĂƐƌĞƋƵŝƌĞĚďLJůĂǁͿ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϴƉϵĞƐŬϮĚĂdžϮϳ ϵϮ E ĞǀĞƌůLJůǀĚ ďŽƚŚĚŝƌĞĐƚŝŽŶƐ͕ŶĂƌƌŽǁĞĚƐƚƌĞĞƚǁŝĚƚŚĐĂƵƐĞƐĐŽŶĨůŝĐƚ ďĞƚǁĞĞŶŚŝŐŚƐƉĞĞĚĐĂƌƐĂŶĚĐLJĐůŝƐƚƐ DŽƚŽƌsĞŚŝĐůĞ EĂƌƌŽǁZŽĂĚǁĂLJϴƉϵĞƐŬϮĚĂdžϮϳ ϵϯ E ĞǀĞƌůLJůǀĚ ďŽƚŚĚŝƌĞĐƚŝŽŶƐ͕ŶĂƌƌŽǁĞĚƐƚƌĞĞƚǁŝĚƚŚĐĂƵƐĞƐĐŽŶĨůŝĐƚ ďĞƚǁĞĞŶŚŝŐŚƐƉĞĞĚĐĂƌƐĂŶĚĐLJĐůŝƐƚƐ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ ϯƚŶϲƚϲLJũŽϮŶϯ ϵϰ z ĞƋƵĞƚƚĞǀĞ
ďĂĐŬĞĚƵƉƚƌĂĨĨŝĐĨƌŽŵŝŶͲŶͲŽƵƚďůŽĐŬƐĐƌŽƐƐǁĂůŬ͕ďƵƐƐƚŽƉ͕ĂŶĚŵĂŬĞƐĚƌŝǀĞƌƐĚĂŶŐĞƌŽƵƐůLJƐǁĞƌǀĞĂƐƚŚĞLJĐƌŽƐƐZŽƐĞŵĞĂĚĂůŽŶŐ tŚŝƚƚŝĞƌ
DŽƚŽƌsĞŚŝĐůĞ ^ůŽǁDŽǀŝŶŐdƌĂĨĨŝĐ
ϰĞŚŽϵƌƚǀϰŬŽǁ ϵϱ E ^ĞƌĂƉŝƐǀĞ
ǀĞƌLJŶĂƌƌŽǁƐŝĚĞǁĂůŬĨŽƌĐĞƐƉĞŽƉůĞƚŽƐƚĞƉŝŶƚŽƌŽĂĚǁĂLJƚŽƉĂƐƐĞĂĐŚŽƚŚĞƌ͕ĞƐƉĞĐŝĂůůLJŝĨƚŚĞLJŚĂǀĞƐŚŽƉƉŝŶŐĐĂƌƚƐ͕ƐƚƌŽůůĞƌƐ͕ďŝŬĞƐ WĞĚĞƐƚƌŝĂŶ ^ŝĚĞǁĂůŬ/ŵƉƌŽǀĞŵĞŶƚ
ϵŵϯϯŬĐϳϰƌŽĂϯ ϵϲ z WĂƌĂŵŽƵŶƚůǀĚ
LJĐůŝƐƚƐĂƌĞĨŽƌĐĞĚƚŽƚĂŬĞĂŐĞŶĞƌĂůƉƵƌƉŽƐĞůĂŶĞŝŶƐƚĞĂĚŽĨƌŝĚŝŶŐĐůŽƐĞƌƚŽƐŚŽƵůĚĞƌĚƵĞƚŽϰͲϱƉĂƌŬĞĚĐĂƌƐ͕ZŽƐĞŵĞĂĚůǀĚĐŽƵůĚĨŝƚďŝŬĞůĂŶĞƐ;ŶŽƌƚŚůŝŵŝƚƐƚŽtĂƐŚŝŶŐƚŽŶͿĞdžĐĞƉƚĨŽƌƚŚĞƐĞϰͲϱĐĂƌƐ ŝĐLJĐůĞ ŝĐLJĐůĞ^ĂĨĞƚLJ
ϳŽŐϮǁdžďϮϳŶŚϯ ϵϳ E ZŽƐĞŵĞĂĚůǀĚ
EZŝŽƐĞŵĞĂĚƌĞͲƐƚƌŝƉĞĚƚŽϯůĂŶĞƐĨƌŽŵĞǀĞƌůLJZĚƚŽĞǀĞƌůLJůǀĚ͕ƌĞƚƵƌŶƐƚŽϮůĂŶĞƐĂĨƚĞƌĞǀĞƌůLJůǀĚ͘ĂƌƐƵƐĞƌŝŐŚƚƚƌĂǀĞůůĂŶĞƚŽƉĂƐƐĂƚŚŝŐŚƐƉĞĞĚ͘ĂƵƐĞƐĐŽŶĨůŝĐƚǁŝƚŚĐLJĐůŝƐƚƐƵƐŝŶŐƌŝŐŚƚŵŽƐƚůĂŶĞĂƐƌĞƋƵŝƌĞĚďLJůĂǁ DŽƚŽƌsĞŚŝĐůĞ hŶƐĂĨĞdƵƌŶŝŶŐ
ϳŽŐϮǁdžďϮϳŶŚϯ ϵϴ z ƌĂĚŚƵƌƐƚ^ƚ ůŝƚƚůĞƐƉĂĐĞĨŽƌĐLJĐůŝŶŐ͕ĚĂŶŐĞƌǁŝƚŚĐĂƌƐƉƵůůŝŶŐŽƵƚĨƌŽŵ ƉĂƌŬŝŶŐĂŶĚŶŽƚƐĞĞŝŶŐĐLJĐůŝƐƚƐ ŝĐLJĐůĞ ŝĐLJĐůĞ^ĂĨĞƚLJ ϰŬŐϵϳϮĞũϮďƚϰ ϵϵ E ^ƚĞƉŚĞŶƐ^ƚ WĂƌŬĞĚĐĂƌƐĨŽƌĐĞĐŽŶĨůŝĐƚďĞƚǁĞĞŶĐLJĐůŝƐƚƐĂŶĚĚƌŝǀĞƌƐŝŶ ƚƌĂǀĞůůĂŶĞ ŝĐLJĐůĞ ŝĐLJĐůĞ^ĂĨĞƚLJϰŬŐϵϳϮĞũϮďƚϰ ϭϬϬ z ^ƚĞƉŚĞŶƐ^ƚ sĞŚŝĐůĞƐƐƉĞĞĚŝŶŐŶŽƚƐĂĨĞĨŽƌĐŚŝůĚƌĞŶƚŽďĞŽƵƚƐŝĚĞ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ ϳϰƉƉĂϮŝϮǁĞƵϴ ϭϬϭ E WĂƌĂŵŽƵŶƚůǀĚ
ůůƐƚƌĞĞƚƐŶĞĞĚƚŽďĞƌĞĚŽŶĞ͘
ƐƉĞĐŝĂůůLJŶĞĂƌƚŚĞƐĐŚŽŽůƐĂŶĚĚŝƐƚƌŝĐƚĂŶĚtŚŝƚƚŝĞƌůǀĚǁŚĞƌĞƚŚĞǁĂƚĞƌĐŽůůĞĐƚƐĂŶĚĐĂƌƐĚŽŶΖƚƐĞĞƚŚĞƌŽĂĚĂŶĚǁŚĞŶĚƌŝǀĞŶŽǀĞƌŝƚŵĞƐƐĞƐƵƉŽƵƌǀĞŚŝĐůĞƐĂŶĚƚŝƌĞƐ͘ DŽƚŽƌsĞŚŝĐůĞ ZŽĂĚ/ŵƉŽƌǀĞŵĞŶƚ
ϮĞϵĨĞŬϯŝŵƵϳϲ ϭϬϮ z WĂƐƐŽŶƐůǀĚ ^ƉĞĞĚŝŶŐǀĞŚŝĐůĞƐĂŶĚĂĐĐŝĚĞŶƚƐŝŶƌĞĐĞŶƚLJĞĂƌƐŝŶĐůƵĚĞĨĂƚĂů ĂĐĐŝĚĞŶƚ͘DĂLJďĞĞdžƚĞŶĚŵĞĚŝĂŶ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ ϴǁŬdžϯnjůϵϯĐϵϲ ϭϬϯ z ^ƚĞƉŚĞŶƐ^ƚ
dŚĞǁŝĚĞƐƚƌĞĞƚůĞĂĚƐƚŽƐƉĞĞĚŝŶŐŽĨƚĞŶĂŶĚƚŚĞƌĞĂƌĞƵƐƵĂůůLJĐŚŝůĚƌĞŶĂƌŽƵŶĚĚƵĞƚŽƚŚĞƉĂƌŬ͘dƌĂĨĨŝĐĐĂůůŝŶŐǁŽƵůĚďĞƵƐĞĨƵůŚĞƌĞ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϵnjĨϵϰϮLJŶŶϲϮϳ ϭϬϰ E DŝŶĞƐǀĞ
WĞŽƉůĞƵƐĞƚŚŝƐůŽŽƉĂƐĂƌĂĐĞƚƌĂĐŬĂƚŶŝŐŚƚ͕ƚŚĞƌĞĂƌĞĐƵƌƌĞŶƚůLJŶŽƐƉĞĞĚďƵŵƉƐŝŶƚŚŝƐůŽŽƉĂŶĚƚŚŝƐŝƐĂŶĞŝŐŚďŽƌŚŽŽĚǁŝƚŚĐŚŝůĚƌĞŶĂŶĚĂŶĞůĞŵĞŶƚĂƌLJƐĐŚŽŽůŽŶƚŚĞĐŽƌŶĞƌ͘/ǁŽƌƌLJĂƐƉĞĞĚďƵŵƉǁŽŶΖƚďĞŝŶƐƚĂůůĞĚƵŶƚŝůĂĨƚĞƌĂƚƌĂŐŝĐĂĐĐŝĚĞŶƚŽĐĐƵƌƐ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ZĞƐƉŽŶĚĞŶƚ/ η >Ăƚ >ŽŶŐ /ŶƚĞƌƐĞĐƚŝŽŶ EĂŵĞ tŚĂƚƚƌĂĨĨŝĐͲƌĞůĂƚĞĚĐŽŶĐĞƌŶĚŽLJŽƵŚĂǀĞĂƚƚŚŝƐůŽĐĂƚŝŽŶ͍ DŽĚĞ WĞƌƚŝŶĞŶƚ/ƐƐƵĞ ϵnjĨϵϰϮLJŶŶϲϮϳ ϭϬϱ z WĂƐƐŽŶƐůǀĚ hŶĐŽŶƚƌŽůůĞĚ͕ƵŶŵŽŶŝƚŽƌĞĚ͕ŽǀĞƌůŽĂĚĞĚnjĞƌŽĞŶĨŽƌĐĞŵĞŶƚ ŽĨĐŽŵŵĞƌĐŝĂůǀĞŚŝĐůĞƚƌĂĨĨŝĐ DŽƚŽƌsĞŚŝĐůĞ dƌĂĨĨŝĐZĞĚ>ŝŐŚƚƐΘ^ŝŐŶsŝŽůĂƚŝŽŶƐ ϵnjĨϵϰϮLJŶŶϲϮϳ ϭϬϲ E tŚŝƚƚŝĞƌůǀĚ hŶĐŽŶƚƌŽůůĞĚ͕ƵŶŵŽŶŝƚŽƌĞĚŽǀĞƌůŽĂĚĞĚnjĞƌŽĞŶĨŽƌĐĞŵĞŶƚ ŽĨŽŵŵĞƌĐŝĂůsĞŚŝĐůĞƐ DŽƚŽƌsĞŚŝĐůĞ dƌĂĨĨŝĐZĞĚ>ŝŐŚƚƐΘ^ŝŐŶsŝŽůĂƚŝŽŶƐ ϵnjĨϵϰϮLJŶŶϲϮϳ ϭϬϳ E tŚŝƚƚŝĞƌůǀĚ hŶĐŽŶƚƌŽůůĞĚ͕ƵŶŵŽŶŝƚŽƌĞĚ͕ŽǀĞƌůŽĂĚĞĚnjĞƌŽĞŶĨŽƌĐĞŵĞŶƚ ŽĨŽŵŵĞƌĐŝĂůsĞŚŝĐůĞƐ DŽƚŽƌsĞŚŝĐůĞ dƌĂĨĨŝĐZĞĚ>ŝŐŚƚƐΘ^ŝŐŶsŝŽůĂƚŝŽŶƐ ϵnjĨϵϰϮLJŶŶϲϮϳ ϭϬϴ E tŚŝƚƚŝĞƌůǀĚ
/ƚŶĞĞĚƐƚŽŚĂǀĞŵŽƌĞƐƉĂĐĞĨŽƌďŝĐŝĐůĞƌŝĚĞƌƐĂŶĚŵŽƌĞĂĐĐĞƐƐĨŽƌƉĞĚĞƐƚƌŝĂŶƐǁŝƚŚƐŝŐŶĂŐĞĂŶĚĂůŝŐŚƚƐŽǁĞĐĂŶĂůůĐƌŽƐƐƐĂĨĞƚLJĂŶĚŚĂǀĞƚƌĂĨĨŝĐƐƚŽƉƐŽŝƐĞĂƐLJƚŽĐƌŽƐƐ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJ
ϵnjĨϵϰϮLJŶŶϲϮϳ ϭϬϵ E tŚŝƚƚŝĞƌůǀĚ
/ƚŶĞĞĚƐƚŽŚĂǀĞŵŽƌĞƐƉĂĐĞĨŽƌďŝĐŝĐůĞƌŝĚĞƌƐĂŶĚŵŽƌĞĂĐĐĞƐƐĨŽƌƉĞĚĞƐƚƌŝĂŶƐǁŝƚŚƐŝŐŶĂŐĞĂŶĚĂůŝŐŚƚƐŽǁĞĐĂŶĂůůĐƌŽƐƐƐĂĨĞƚLJĂŶĚŚĂǀĞƚƌĂĨĨŝĐƐƚŽƉƐŽŝƐĞĂƐLJƚŽĐƌŽƐƐ ŝĐLJĐůĞ ŝĐLJĐůĞ^ĂĨĞƚLJ
ϵnjĨϵϰϮLJŶŶϲϮϳ ϭϭϬ E tŚŝƚƚŝĞƌůǀĚ ^ƉĞĞĚŝŶŐ͕ŶŽƐƚŽƉůŝŐŚƚƐ͕ŶŽďŝŬĞůĂŶĞ͕ŶŽƐŝĚĞǁĂůŬĨŽƌƚƌĂŝů ĞŶƚƌĂŶĐĞ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ ϵnjĨϵϰϮLJŶŶϲϮϳ ϭϭϭ E tŚŝƚƚŝĞƌůǀĚ ^ƉĞĞĚŝŶŐ͕ŶŽƐƚŽƉůŝŐŚƚƐ͕ŶŽďŝŬĞůĂŶĞ͕ŶŽƐŝĚĞǁĂůŬĨŽƌƚƌĂŝů ĞŶƚƌĂŶĐĞ ŝĐLJĐůĞ ŝĐLJĐůĞ^ĂĨĞƚLJ ϵnjĨϵϰϮLJŶŶϲϮϳ ϭϭϮ E tŚŝƚƚŝĞƌůǀĚ ^ƉĞĞĚŝŶŐ͕ŶŽƐƚŽƉůŝŐŚƚƐ͕ŶŽďŝŬĞůĂŶĞ͕ŶŽƐŝĚĞǁĂůŬĨŽƌƚƌĂŝů ĞŶƚƌĂŶĐĞ WĞĚĞƐƚƌŝĂŶ WĞĚĞƐƚƌŝĂŶ^ĂĨĞƚLJϵnjĨϵϰϮLJŶŶϲϮϳ ϭϭϯ E ZŽƐĞŵĞĂĚůǀĚ dŚŝƐƐƚƌĞĞƚŚĂƐĚƌŝǀĞƌƐŐŽŝŶŐϯϱнƚŽŐĞƚƚŚĞƐŝŐŶĂů͘dŚĞƌĞĂƌĞŚŽƵƐĞƐĂŶĚĂŶĞůĞŵĞŶƚĂƌLJƐĐŚŽŽůŽŶŝƚ͘/ƚŚŝŶŬƐŽŵĞƐƉĞĞĚďƵŵƉƐǁŽƵůĚĞŶĐŽƵƌĂŐĞƉƌŽƉĞƌƌĞƐŝĚĞŶƚŝĂůƐƉĞĞĚ DŽƚŽƌsĞŚŝĐůĞ ^ƉĞĞĚŝŶŐ
ϵnjĨϵϰϮLJŶŶϲϮϳ ϭϭϰ E ZŽƐĞŵĞĂĚůǀĚ
dŚŝƐƐƚƌĞĞƚŚĂƐĚƌŝǀĞƌƐŐŽŝŶŐϯϱнƚŽŐĞƚƚŚĞƐŝŐŶĂů͘dŚĞƌĞĂƌĞŚŽƵƐĞƐĂŶĚĂŶĞůĞŵĞŶƚĂƌLJƐĐŚŽŽůŽŶŝƚ͘/ƚŚŝŶŬƐŽŵĞƐƉĞĞĚďƵŵƉƐǁŽƵůĚĞŶĐŽƵƌĂŐĞƉƌŽƉĞƌƌĞƐŝĚĞŶƚŝĂůƐƉĞĞĚ DŽƚŽƌsĞŚŝĐůĞ ^ĐŚŽŽů^ĂĨĞƚLJ
ϵnjĨϵϰϮLJŶŶϲϮϳ ϭϭϱ E ZŽƐĞŵĞĂĚůǀĚ
dŚŝƐƐƚƌĞĞƚŚĂƐĚƌŝǀĞƌƐŐŽŝŶŐϯϱнƚŽŐĞƚƚŚĞƐŝŐŶĂů͘dŚĞƌĞĂƌĞŚŽƵƐĞƐĂŶĚĂŶĞůĞŵĞŶƚĂƌLJƐĐŚŽŽůŽŶŝƚ͘/ƚŚŝŶŬƐŽŵĞƐƉĞĞĚďƵŵƉƐǁŽƵůĚĞŶĐŽƵƌĂŐĞƉƌŽƉĞƌƌĞƐŝĚĞŶƚŝĂůƐƉĞĞĚ DŽƚŽƌsĞŚŝĐůĞ ZŽĂĚ^ĂĨĞƚLJ
ϵnjĨϵϰϮLJŶŶϲϮϳ ϭϭϲ E ZŽƐĞŵĞĂĚůǀĚ
EĞĞĚƚŽĂĚĚĂĐĞŶƚĞƌĚŝǀŝĚĞƌŽŶƚŚĞĐƵƌǀĞŽŶƉĂƌĂŵŽƵŶƚƚŽƉƌĞǀĞŶƚĂŶLJǀĞŚŝĐůĞĂĐĐŝĚĞŶƚƐ͘,ĞĂĚŽŶĐŽůůŝƐŝŽŶŚĂƉƉĞŶĞĚƌĞĐĞŶƚůLJ DŽƚŽƌsĞŚŝĐůĞ ZŽĂĚ/ŵƉŽƌǀĞŵĞŶƚ
APPENDIX B:

Summary of
Planning Documents
15 $SSHQGL[%: 6XPPDU\RI3ODQQLQJ'RFXPHQWV
Document Highlights
Pico Rivera Systemic Safety Analysis
Report (2020)
The SSAR focused on four main corridors for analysis and improvements.

They were Whittier Boulevard, Passons Boulevard, Slauson Avenue, and Paramount Corridor.

For Whittier Boulevard, the following intersections were analyzed:

Rosemead Boulevard, Paramount Boulevard, Durfee Avenue, Gregg Avenue, Passons Boulevard, Millux Avenue and Lindsey Avenue. The following roadway segments were also analyzed: The whole Whittier corridor and the portions from Esperanza Avenue and Gregg Road and Rosemead Boulevard to Paramount Boulevard.

For Passons Boulevard Corridor, the following intersections were analyzed: Washington Boulevard, Slauson Avenue, Rex Road, and Rivera Road. The roadway segments analyzed were: Washington Boulevard to Rex Road and Rex Road to Rivera Road.

For Slauson Avenue, intersections analyzed were: Rosemead Boulevard, Paramount Boulevard, Reeve Road, Serapis Avenue, and Crossway Drive.

Roadway segments analyzed were Paramount Boulevard to Serapis Avenue and Serapis Avenue to Songfest Drive.

The Paramount Boulevard intersections analyzed included: Gallatin Road, Beverly Boulevard, Beverly Road, Loch Lomond Drive, Mines Avenue, Maris Avenue, Washington Boulevard, Rex Road, Trojan Street, Slauson Avenue, Maxine Street, and Telegraph Road. Roadway segments included: Beverly Boulevard to Gallatin Road, Whittier Boulevard to Mines Avenue, Mines Avenue to Washington Boulevard, and Washington Boulevard to Rex Road.

Safety Countermeasures were recommended at additional intersections and roadway segments.

The additional intersections analyzed with countermeasures recommended included:
x Beverly Boulevard and Durfee Avenue
x Rex Road and Rosemead Boulevard
x Rosemead Boulevard and Danbridge Street
x Beverly Boulevard and Pine Street
16 Document Highlights
x Beverly Boulevard and Sandoval Avenue
x Kilgarry Avenue and Danbridge Street
x Rosemead Boulevard and Havewood Drive
Roadway segments included:
x Gallatin Road from Paramount Boulevard to Rosemead
Boulevard
x Kruse Road from Durfee Avenue to Narrows Drive
x Mines Avenue from Paramount Boulevard to San Gabriel River Pico Rivera General Plan |
Circulation Element (2014)
The Circulation Element presents the City’s policies for achieving and maintaining safe, efficient, and reliable mobility for residents, visitors, goods, and services throughout the community. Through
implementation of this Element, the City seeks to:

Goals
o Establish and maintain a safe and efficient roadway and highway network with adequate carrying capacity during peak travel hours;
o Make provisions for local and regional transit services that represent viable alternatives to automobile travel during peak commuting hours as well as adequately accommodating the needs of transit-dependent residents throughout the day; o Support the community’s local economy by providing for the movement of needed goods by truck and rail without impacting the community’s residential neighborhoods;
o Enhance the ability of children to safely access schools, parks, and library facilities by walking or riding bicycles; and
o Provide adequate and accessible parking facilities.
o Build a walkable city, reduce traffic congestion, improve transit, and expand the bicycle network.

Goals, Objectives ,Policies and Implementation Actions:

Complete Streets:

Goal 5.1
Promote active living, improve local air quality, and enhance the livability of the community through an integrated multimodal network that serves all users within the City and offers convenient mobility options, including vehicular travel, transit services, bicycle routes, and pedestrian paths. 17 Document Highlights
Policy 5.1-1 Multimodal Options. Make transportation mode shifts possible by designing, operating, and maintaining streets to enable safe and convenient access and travel for all users—pedestrians, bicyclists, transit riders, and people of all ages and abilities, as well as freight and motor vehicle drivers—and to foster a sense of place in the public realm.

Implementation Programs for Policy 5.1-1:

Work with Montebello Bus Lines to determine the feasibility and desirability of relocating the existing terminal along Passons Boulevard and Jackson Street to a different location (potentially along Washington Boulevard) to anchor higher intensity transit-oriented development.

Policy 5.1-2 Serve All Users. Provide a safe, efficient, and accessible transportation network that meets the needs of all users in the community, including seniors, youth, and the disabled, and contributes to the community’s quality of life by:
x Balancing the needs of all users of the public rights-of-way by providing safe and convenient travel and access for bicyclists, transit riders, freight and motor vehicle drivers, and people of all ages and abilities.
x Designing streets to accommodate larger vehicles such as buses, fire service vehicles, and freight delivery trucks without compromising pedestrian and bicycle safety.
x Providing safe and comfortable access for persons with disabilities.
x Providing public open space that integrates amenities including street trees and landscaping, street and sidewalk lighting, transit facilities, street furniture, water features, and public art work.

Policy 5.1-3 Complete Streets. Accommodate other modes of travel such as bicycling and walking when implementing roadway improvements, where feasible.
x Promote the use of transit by improving the efficiency of transit systems and creating safe and attractive walking environments. x Promote the ability to walk by providing safe and comfortable pedestrian facilities and traffic signal timing that allows for the safe crossing of major roadways by pedestrians.
18 Document Highlights
x Provide street lighting that is attractive, functional, and appropriate to the character and scale of the neighborhood or area, and that contributes to vehicular, pedestrian, and bicycle safety.
x Demand-actuated traffic signals should include push buttons to signal the need for pedestrians to cross, and include audible signals and countdown signs to assist the disabled in crossing streets.
x Demand-actuated traffic signals corresponding with bicycle routes should include bicycle sensitive loop detectors or push buttons adjacent to the curb.
x Permit the sharing or parallel development of pedestrian walkways with bicycle paths, where this can be safely
accomplished, in order to maximize the use of public rights-ofway. x Require the construction of attractive walkways in new residential, commercial, office, and industrial developments, including provision of shading for pedestrian paths.
x Maximize visibility and access for pedestrians, and encourage the removal of barriers for safe and convenient movement of pedestrians.

Policy 5.1-4 Smart Growth Development. Integrate transportation and land use decisions to enhance opportunities for development that is compact, walkable, and transit oriented.

Policy 5.1-5 Access to Key Locations. Strive to provide multimodal access throughout the City, but especially to key locations such as employment centers, schools, parks medical facilities, libraries, and grocery stores.

Policy 5.1-6 System Expansion. Require new development to contribute funds to area-wide transit improvements to expand the system and increase efficiency.

Policy 5.1-7 Transit Ridership. “Utilize the Gateway Cities 2014 Strategic Transportation Plan as a guide to analyze proposed and future transportation projects that affect transit ridership, personal vehicle travel, and other modes at a local and regional level.
19 Document Highlights
Policy 5.1-8 Context-Sensitive Street Standards. Design and operate streets and intersections to be sensitive to adjacent land uses and districts and to all roadway users, including transit, bicycles, and pedestrians, where appropriate.

Policy 5.1-9 Roadway Sizing. Provide appropriate roadway sizing in the city. Where roads are wider than traffic requires, consider converting surplus land to landscaped medians, bicycle lanes, and wider sidewalks to make the roadway more pedestrian and bicycle friendly.

Policy 5.1-10 Amenities. Improve streetscape amenities around the city, including bus shelters and trash receptacles to create an enhanced environment and encourage usage.

Goal 5.2
A roadway system that ensures the safe and efficient movement of people, goods, and services.

Policy 5.2-1 Roadway Plan. Plan, design, and improve roadways in accordance with Figure 5-1 Circulation Plan.

Policy 5.2-2 Level of Service Objective. Strive to achieve and maintain operations at intersections at LOS D or better at peak travel times within the City.
o In those locations where this objective is infeasible, implement all feasible mitigation measures.
o Require all development projects to provide their fair share (in the form of physical improvements and/or fee payment) for all feasible improvements.

Policy 5.2-3 Alternative Measures to Increase Efficiency. Maximize the operational efficiency of the roadway system by developing alternative measures where improvements are needed but are not feasible to implement. Measures can include traffic demand management programs, consolidation of driveways, and prohibiting on-street parking to ease congestion.
20 Document Highlights
Policy 5.2-4 Intersections. Identify intersection improvements needed throughout the city to provide acceptable levels of service to maintain consistency with the Circulation Element.

Implementation Program for Policy 5.2-4:
o Prioritize needed intersection improvements.
o Identify potential funding sources for needed intersection improvements.
o As funds for intersection improvements become available, make improvements to priority intersections.

Policy 5.2-5 Bridge Widening. Work with surrounding jurisdictions and the Southern California Association of Governments to plan for and secure funding for needed future bridge improvements over the Rio Hondo and San Gabriel
Rivers.

Policy 5.2-6 Roadway Capacity. Create additional roadway capacity along Passons Boulevard and other roadways, where feasible, through elimination of on-street parking (either all day or during peak hours), as well as other street improvements that can be made within the existing right-of-way.

Policy 5.2-7 Park and Ride Lots. Maintain the existing park and ride lot at Pico Park and explore adding additional lots within the city to encourage carpooling, including at Smith Park.

Policy 5.2-8 Medians. Identify proposed locations for enhanced medians within the community to improve the existing streetscape.

Policy 5.2-9 Private Streets. Private streets, where permitted, shall provide for adequate circulation and emergency vehicle access. Private streets that will accommodate more than 50 vehicles per hour in the peak hour or that are designed for on-street parking shall be designed to public street standards. The design of other private streets shall be subject to the review and approval of the Public Works Director. Prior to their approval, adequate provisions for the long term maintenance of private streets shall be ensured. Private streets shall be improved to public street standards prior to acceptance of dedications to the City. 21 Document Highlights
Policy 5.2-10 Traffic Studies. Require the preparation of site-specific traffic studies for new development proposals that are determined by the City to have the potential to impact traffic.

Policy 5.2-11 Funding Sources. Pursue and develop funding sources for the maintenance and rehabilitation of the transportation system.

Policy 5.2-12 Regional Coordination. Continue to coordinate transportation and land use plans and policies with local and regional planning agencies, and incorporate the Regional Transportation Plan, where feasible. This includes:
o Continuing to work with Caltrans and neighboring cities to minimize any
o cumulative significant impacts on State facilities, including Interstate 5,
o State Route 60, and State Route 605.
o Participation in the development of a fair share fee program if required by Caltrans, to address mitigation of significant impacts to the above listed state facilities.

Policy 5.2-13 Regional Trips. Coordinate with adjacent jurisdictions and regional agencies to address the impacts of trips originating outside of and passing through the city.

Policy 5.2-14 Transportation Demand Management. Promote transportation demand management programs, as appropriate, for uses with substantial traffic generating characteristics.

Policy 5.2-15 Traffic Calming. Consider development of a traffic calming program and implementation of traffic calming measures, where appropriate and feasible, to minimize the impacts on the use of local streets by vehicular traffic and to maintain the health, safety and livability of the neighborhoods.

Policy 5.2-16 Pavement Maintenance. Utilize the 2012-2017 Pavement Management Program for the ongoing maintenance of city streets.

Goal 5.4 A balanced transportation system where bicycling and walking are alternative methods to the automobile.
22 Document Highlights
Policy 5.4-1 Continuous Network. Provide a safe and continuous bicycle and pedestrian network that links neighborhoods, parks, schools, libraries, commercial development, major employers, and other frequently visited destinations as a means of improving health in the city.

Policy 5.4-2 Roadway Improvement Projects. Incorporate bicycle and pedestrian features within roadway improvement projects, when feasible.

Policy 5.4-3 Bicycle Network. Design and implement a functional bicycle network by expanding bicycle routes, striping bicycle lanes where feasible, providing signage for bicycle routes, and providing adequate bicycle parking at City facilities.

Policy 5.4-4 Bicycle Support Facilities. Require bicycle parking and support facilities at new industrial, commercial, institutional developments, and transit facilities, as appropriate.

Policy 5.4-5 River Bike Trails. Improve, maintain, and expand bike trails along the Rio Hondo and San Gabriel river corridors.

Policy 5.4-6 Pedestrian Network. Improve the pedestrian network by incorporating streetscape improvements such as shade trees, plantings, lighting, and street furniture.

Policy 5.4-7 Sidewalk Deficiencies. Improve areas with sidewalk deficiencies to increase walking in Pico Rivera.

Policy 5.4-8 ADA. Incorporate American with Disabilities Act (ADA) requirements to create an accessible pedestrian system that can serve all users.

Policy 5.4-9 Regional System. Coordinate with surrounding jurisdictions, regional agencies, and non-profit groups to improve the Emerald Necklace Park Network, a loop trail system of parks and greenways which includes areas within the City of Pico Rivera.

Goal 5.5
Well-managed parking opportunities that are balanced with traffic congestion and other City priorities.
23 Document Highlights
Policy 5.5-1 Parking Standards. Ensure that City parking standards are appropriate to the use and location of existing and new development.

Policy 5.5-2 Older, Strip Commercial. Develop off-street parking solutions for older, strip commercial developments only where reducing or eliminating on street parking will improve carrying capacity and reduce congestion. Such solutions might include, but are not limited to, parking restrictions during peak travel hours or provision of joint use off-street parking facilities.

Policy 5.5-3 On-Street Parking Turnover. Implement parking management tools that maximize on-street parking turnover, where appropriate.

Policy 5.5-4 Shared Parking. Encourage parking in shared surface lots to make the most efficient use of land, while maximizing shared parking opportunities for uses with varied peak parking standards.

City of Pico Rivera Strategic Plan
(2022-2023)
Strategic plans are a vital tool for local jurisdictions to ensure that the priorities set by the City Council are conveyed in the organization’s goals, that strategies are clearly defined to meet those goals, and the overall city government is accountable for meeting the community’s needs. x The fundamental components of a strategic plan include mission, vision and values statements, and concise goals, strategies, and actions. Defining the mission of the organization provides a starting point for the planning process; the vision defines the end goal, and the values guide how the organization will behave to reach that goal.

Goals and Strategies:

Fiscal and Organization Sustainability:

Create a city government built to adapt to change.

Strategies:
o Build a more transparent and sustainable fiscal system to improve trust and efficiency.
o Identify and implement opportunities for financial efficiency. o Improve organizational effectiveness to reduce costs and streamline efforts.
o Foster organizational sustainability to ensure long-term stability. o Develop, retain, and acquire an effective team within the city. 24 Document Highlights
Economic Development and Land use
Encourage the development of vacant/underutilized space, creatively plan for growth and engage the business community to transform the city as an economic and cultural hub.

Strategies
o Foster an environment that promotes diverse business growth, attraction, retention, and housing opportunities in the city. o Create special assessment districts to finance and facilitate economic development.
o Facilitate public infrastructure improvements that enhance safety, accessibility, and mobility.
o Establish the City of Pico Rivera as an environmentally friendly, sustainable community that attracts green industries.

Infrastructure
Plan, fund, build and maintain reliable and cost- effective infrastructure that contributes to enhancing quality of life.

Strategies:
o Prepare and update master plans to ensure up-to-date planning, innovative practices, sustainable methods, and future
technology.
o Develop funding policies and strategies to invest in infrastructure planning, construction, and maintenance.
o Complete construction of necessary infrastructure projects to implement master plans in a timely manner.
o Facilitate a high-level of maintenance of City infrastructure to reduce increased costs from prolonged deferral.

Community Engagement
Foster a connected, collaborative and actively participating city and workforce.

Strategies:
o Increase community participation and inclusion to cultivate a powerful sense of community pride and public awareness. o Continue city communications and media content to inform, involve, and empower stakeholders.
o More effectively communicate information to be transparent, open, and accountable.
25 Document Highlights
Pico Rivera Regional Bikeway
Project (2019)
Circulation Element
Goals and Policies applicable to this project:
x Goal 5.1 Promote active living, improve local air quality, and enhance the livability of the community through an integrated multimodal network that serves all users within the City and offers convenient mobility options, including vehicular travel, transit services, bicycle routes, and pedestrian paths. o Policy 5.1-1 Multimodal Options: Make transportation mode shifts possible by designing, operating, and maintaining streets to enable safe and convenient access and travel for all users— pedestrians, bicyclists, transit riders, and people of all ages and abilities, as well as freight and motor vehicle drivers—and to foster a sense of place in the public realm.
o Policy 5.1-3 Complete Streets: Accommodate other modes of travel such as bicycling and walking when implementing roadway improvements, where feasible. Demand-actuated traffic signals corresponding with bicycle routes should include bicycle sensitive loop detectors or push buttons adjacent to the curb.

Permit the sharing or parallel development of pedestrian walkways with bicycle paths, where this can be safely
accomplished, in order to maximize the use of public rights-ofway. o Policy 5.1-9 Roadway Sizing: Provide appropriate roadway sizing in the city. Where roads are wider than traffic requires, consider converting surplus land to landscaped medians, bicycle lanes, and wider sidewalks to make the roadway more pedestrian and bicycle friendly.
x Goal 5.4 A balanced transportation system where bicycling and walking are alternative methods to the automobile.
o Policy 5.4-1 Continuous Network: Provide a safe and
continuous bicycle and pedestrian network that links
neighborhoods, parks, schools, libraries, commercial
development, major employers, and other frequently visited destinations as a means of improving health in the city. o Policy 5.4-2 Roadway Improvement Projects: Incorporate bicycle and pedestrian features within roadway improvement projects, when feasible.
26 Document Highlights
o Policy 5.4-3 Bicycle Network: Design and implement a
functional bicycle network by expanding bicycle routes, striping bicycle lanes where feasible, providing signage for bicycle routes, and providing adequate bicycle parking at City facilities.

Project Proposed:
o Mines Avenue Class IV Bikeway
o Mines Avenue Bikeway Bridge
o Dunlap Crossing Road Bikeways
Pico Rivera Urban Greening Plan
(2015)
Goals for Trees along Transit Corridors:
o Increase canopy cover using upright species and varying height to add interest.
o Encourage infill of existing vacancies where feasible. o Plant trees in patterns where feasible. Plant tall and short, fine textured with coarse textured to add interest to the street. o Use predominantly columnar or vase-shaped species in the parkway.
o Median islands can be planted with broader crowing species and accented with specimen palms or other trees that can be used for wayfinding purposes.

Bicycle and Pedestrian Corridors:

These streets should have consistent character due to bicycle and pedestrian improvements for non-motorized users, and their connections within Pico Rivera and surrounding cities. Areas identified as Bike/Ped focus can use trees that are more diverse than the Commercial and Transit areas.
o Streets that have bicycle facilities and connections to schools, parks and retail.
o Streets that should have wayfinding, consistent tree palette and adequate shade for pedestrians.
o Provide trees species that can be kept at 8 feet from grade to allow room for bicyclists.
o Decrease summer peak temperatures and sun exposure by increasing large crowning shade trees where parkway space allows.
o Avoid species with large hard pods or other obstructions that might land in the street.
27 Document Highlights
o New tree planting should take into consideration that a bicyclist needs at least 3 feet of lateral clearance to operate and avoid trees that might encroach on that space.

Type of Green Streets:
o Commercial Green Streets: Emphasizes specific branding to establish a strong retail presence. The street includes coordinated streetscape furnishings. Surrounding buildings are typically mixed-use with ground floor retail.
o Transit Green Street: Highlights the transit stops on specific streets. These streets focus on creating safe, attractive pedestrian and/or bicycle connections as a priority to allow optimized access to transit stops.

Pedestrian/bike Green Street: Creates a comfortable and safe walking environment which includes a bicycle facility or access to school and parks. The street design focuses on walking, biking, and connecting major origins and destinations.

Neighborhood Green Street: Enhances the walking environment, attracting more pedestrians and creating open space opportunities in residential neighborhoods. Design elements may include different paving materials and textures, landscaping that is adjacent to the roadway, and curb less streets.

Pedestrian Facilities Element
The commercial green street is primarily concerned with the pedestrian environment, and safe routes for pedestrians should be provided, including:
o Timing of intersections and signal calibration
o Raised crosswalks and pedestrian signal countdowns
o Wide sidewalks with adequate street lighting
o Pedestrian parklets
o Access to adjacent retail
Standard Improvement:
o Corner Curb Extension
o Pedestrian Scale Lighting
o Marked Crosswalks
o Parkway Plants
o Ped Signals (Countdown)
o Street trees
28 Document Highlights
o Special Paving in Sidewalk Zone
o New Signal and Signal Calibration
o Street Furnishings
o Class 3 Bike Routes Class2 Bike Lane
Bicycle Facilities Element:

In addition to walking, people may walk to a bus stop. It is important for adjacent streets to provide safe bicycle routes. Bicycle facilities include:
o Class 3 bike routes with sharrow markings and roadway signage that bikes may take the lane.
o Bike lanes if right of way exists.

Pico Rivera Capital Improvement
Plan (2021-2023)
The City’s Departments have various initiatives for FY 2021-2023 using the City’s Council’s Major priorities as a guide. x The budget presented herein demonstrates our continued commitment to ensuring optimal service delivery to our resilient community, fiscal sustainability and a major focus on maintaining long-term financial stability.
x Expenditures have been developed with a “zero based budget” approach. City-wide each department built their budget from the ground up, starting from zero.
x This involves re-evaluating every line item of the Maintenance and Operations budget and justifying all the expenditures that are proposed to be incurred by the department.
o Recognizing the need for preventative maintenance and repairs to preserve City facilities and infrastructure, the City Council continues to fund multiple capital projects.
o The Capital Improvement Program (CIP) is a long range fiscal forecast, which identifies major public improvements to the City’s infrastructure over the next five years.
o The City’s CIP encompasses street and roadway improvements, park projects, information technology upgrades, facilities infrastructure improvements and other large-scale capital projects.
o The five-year CIP plan has been developed in accordance with the recommendations set forth in the master plans completed over the last year that include water, wastewater, storm drain, Americans with Disabilities Act (ADA) and Pavement
Management Program (to assess the condition of our streets). 29 Document Highlights
The total CIP budget for the five-year period of FY 2021-26 is $187 million. Of this amount, over $114 million represents continuing projects and $73 million in new project funding being requested for FY 2021-22.

City Council Priorities:
x Fiscal and Organizational Sustainability
x Economic Development
x Infrastructure
x Land Use
x Public Safety
Gateway Cities Strategic
Transportation Plan (2016)
The STP encompasses all modes of surface transportation in the Gateway Cities, including:
o Local and regional arterial highways;
o Freeways;
o Local and regional transit;
o Park-and-ride lots;
o Active transportation; and
o Goods movement and logistics.

Active Transportation Policy Issues:
o Coordinated Planning. Although regional connectivity requires regional coordination, active transportation infrastructure planning and implementation are typically conducted at the jurisdictional level. Differing local preferences and priorities can create institutional obstacles to planning and implementation of bicycle or pedestrian infrastructure. Enhanced coordination between jurisdictions, Metro and the GCCOG is a sub-regional priority.
o Integrated Construction. Transit, roadway, and major utility projects near major transit hubs should incorporate the improvements identified in this ATP and local plans. Interagency coordination will maximize the limited investment dollars available, and minimize disruptions associated with construction projects.
o Safety. Perceived safety and personal security are important determinants of whether one will choose to walk or bicycle over other means of transportation. Surveys indicate that many do not feel safe or comfortable riding on streets that exhibit high vehicle volumes and travel speeds, or that do not provide marked or separated bicycle lanes.
30 Document Highlights
o Connectivity. The ability to access one’s destination is a critical factor when considering transportation modes. Common barriers to accessibility for bicyclists and pedestrians in the Gateway Cities include gaps in the network of bike routes, lanes, and paths; impassable or non-existent sidewalks; linear barriers such as freeways, train tracks, and long blocks; and insufficient infrastructure to facilitate roadway crossings. Traveling long distances can be a barrier to active transportation, thus connecting bicycling and walking to transit is vital for enabling longer trips.

Transit Policy Issues:
o Invest in service and operational improvements that improve the frequency and reliability of existing services. Funding and financing should be used to preserve and maintain existing services. Where possible, investments should strive to enhance transit service frequency and reliability.
o Invest in enhanced personal security features. Improve personal security of both patrons and employees at bus stops, stations and on buses by investing in enhanced lighting, closedcircuit cameras, and monitoring. o Invest in transit access safety features. Local jurisdictions and transit agencies share a mutual interest in improving first and last mile access to transit stations and stops. Transit agencies and jurisdictions should work together to improve the safety of bicyclists and pedestrians by addressing hazardous road crossings, removing barriers to access, and improving station area maintenance (e.g. pavement conditions).
o Invest in providing real-time arrival and departure
information to customers. Provide real-time bus arrival and departure information to improve system reliability and reduce uncertainty among transit users.
o Invest in improved transit station and stop amenities to meet the needs of persons with disabilities and senior citizens. Ensure bus stops comply with Americans with Disabilities Act requirements. o Invest in context-sensitive amenities at bus stops. One size does not fit all when it comes to improving station/stop amenities. The needs of each station and stop in the transit system vary based on location, ridership demand, customer base, 31 Document Highlights
and other context-specific factors. Benches, shading, and other amenities should be implemented to meet the specific needs of each bus stop.
o Provide fare incentives to key transit users through
regionally coordinated program. Encourage targeted
discounts for students, persons with disabilities, senior citizens, and/or participating employers.
o Improve coordination between transit agencies. Regional constraints require regional solutions. Move toward improved regional cooperation between municipal transit providers and Metro to address system deficiencies, including a compatible fare collection payment system that meets the needs of
customers.

Pico Rivera Safe Routes to School
Program, 2013-2015 Final Report
(2015)
Safe Routes to School (SRTS) is a national movement to support children and families in traveling to school by active modes, and to improve traffic safety for children who walk and bicycle.

SRTS Coordinator Responsibilities:
o Meet with school principals and introduce the program. o Meet with City departments and local groups to build
relationships and partnerships.
o Attend existing parent group meetings to obtain feedback on challenges to walking/biking and program opportunities. o Coordinate logistics with City, District and school staff. o Schedule Talk the Talk trainings, citywide bike festival, and other events.
o Reports findings at Task Force meetings.

Walk Audit Recommendations:

Location Observed Change Lead Agency
Klinedale Ave at Florpark St Install RRFB
(South Side)
Klinedale Ave at Florpark St MUTCD signage is
outdated
Replace
existing
signage with
yellow-green
S1-1 and W16-
7P (Assembly
B) signs
32 Document Highlights
Florpark St between Hasty
Ave and Klinedale Ave
Motor vehicle
encroachment onto
sidewalk creates
obstacles for
walkers.

Widen
sidewalks to
reduce motor
vehicle
encroachment
and improve
visibility
Hasty Ave at Florpark St No crosswalk on
east side.

Construct a
crosswalk (east
side)
Hasty Ave at Florpark St No tactile domes on
NE curb ramp.

Install tactile
domes on NE
curb ramps.

Nova St at Orange Ave No tactile domes on
NE and SE curb
ramps.

Install tactile
domes on NE
and SE curb
ramps.

Nova St at Orange Ave MUTCD signage is
outdated.

Replace
existing
signage with
yellow-green
S1-1 and W16-
7P (Assembly
B) signs.

Orange Ave at Sunglow St No tactile domes on
NW, NE and SE curb
ramps.

Install tactile
domes on NW,
NE and SE curb
ramps.

Orange Ave at Sunglow St No crosswalk on
east side.

Construct
crosswalk (east
side)
Orange Ave at Sunglow St MUTCD signage is
outdated.

Replace
existing
signage with
yellow-green
S1-1 and W16-
7P (Assembly
B) signs.
33 Document Highlights
Lakewood/Rosemead Boulevard
Master Plan and Complete Street
Evaluation
Focus Area:
o Lakewood Blvd at PCH:

This focus area is generally consistent with the “Residential Calming” street designation.
o Lakewood Blvd at I-405:

This focus area is generally consistent with the “Principal Route” street designation.
o Lakewood Blvd at Del Amo Blvd:

This focus area is generally consistent with the “Downtown Lifestyle” street designation.
o Lakewood Blvd at SR- 91:

These focus areas are generally consistent with the “Residential Calming,” “Principle Route,” and “Urban Activity” street designations.
o Lakewood Blvd at Alondra Blvd:

These focus areas are generally consistent with the “Residential Calming,” “Principle Route,” and “Urban Activity” street designations.
o Lakewood Blvd at Somerset Blvd & Future Eco Rapid
Corridor:

These focus areas are generally consistent with the “Residential Calming,” “Principle Route,” and “Urban Activity” street designations.
o Lakewood Blvd at Firestone:

This focus area is generally consistent with “Residential Calming” street designations.
o Lakewood Blvd at Mines Ave:

This focus area is generally consistent with “Residential Calming” street designations.

Objectives:
o Identify improvements to reduce transportation related greenhouse gases
o Identify concepts for creating sustainable communities o Identify and develop community to school or safe routes to school plans
o Identify and develop Complete Street plans and streetscape plans
o Identify and develop bike and pedestrian safety enhancement plans
34 Document Highlights
o Identify traffic operations and safety enhancements
opportunities
Goals:
o Corridor enhancements for multimodal mobility, access, safety and linkages
o Transit improvement opportunities to preserve transit facilities and optimize transit infrastructure
o Accessibility and connectivity of the multimodal transportation network
Proposed Projects;
o Reducing the Corridor’s use as an I-405, SR-91, I-105, and I-5 relieve arterial and maximizing its ability to serve the communities as a complete street with enhanced/increased development
o At-Grade Crossing Proposed for the West Santa Ana Branch Light Rail Line at Lakewood Boulevard
o Reduce recurrent intersection delay and improve travel time reliability and information, fuel consumption, and emissions on designated truck route arterials through cross-jurisdictional signal coordination and updated signal controllers and systems Focus will be on the connectivity and relationship between the various transit lines. Proper evaluation of the transit connectivity relies on overall public circulation. Attention will be directed to the following planning elements:
o Pedestrian pathways, such as sidewalks, need to occur throughout the community in order to effectively connect neighborhoods with facilities and amenities, such as parks, schools, businesses and social locations.
o Sidewalks and/or trails are to be separated from adjacent streets by parkways and infiltration planters as presented in the streetscape, which are consistent with the Sustainable Strategies. o Crosswalks are to be clearly delineated and shall include paving enhancements for easy identification and traffic calming.

Washington Boulevard Transit
Oriented Development Specific
Plan (2019)
Goals:
o Enhancement of economic development successes in the area o Creation of a mixed-used, compact, and multi-modal
environment
o Promotion if sustainable principles in design and development. 35 Document Highlights
o Enhancement of the pedestrian scale and function of the built environment
o Establishment of a complementary mix of cultural uses, public spaces and outdoor activities
o Providing stronger connections with local neighborhoods and connectively with mobility options
o Promoting a family-oriented, culturally enriched healthy lifestyle o Celebration and reinforcement of Pico Rivera’s character and history
o Support future regional transportation and transit planning objectives
o Positioning the City to be highly competitive in securing future grant funding and alternative funding and financing options.

Policies affecting the Specific Plan Project Area:

Circulation:
o GP Policy 5.1-1 Multimodal Options. Make transportation mode shifts possible by designing, operating, and maintaining streets to enable safe and convenient access and travel for all users— pedestrians, bicyclists, transit riders, and people of all ages and abilities, as well as freight and motor vehicle drivers—and to foster a sense of place in the public realm
o GP Policy 5.1-2 Serve All Users. Provide a safe, efficient, and accessible transportation network that meets the needs of all users in the community, including seniors, youth, and the disabled, and contributes to the community’s quality of life o GP Policy 5.1-4 Smart Growth Development. Integrate
transportation and land use decisions to enhance opportunities for development that is compact, walkable, and transit oriented. o GP Policy 5.1-7 Transit Ridership. “Utilize the Gateway Cities 2014 Strategic Transportation Plan as a guide to analyze proposed and future transportation projects that affect transit ridership, personal vehicle travel, and other modes at a local and regional level.
o GP Policy 5.4-8 ADA. Incorporate American with Disabilities Act (ADA) requirements to create an accessible pedestrian system that can serve all users.

General Plan Land Use:
o GP Policy 3.6-2 Sustainable Development. Promote land development practices that reduce energy and water
36 Document Highlights
consumption, pollution, greenhouse gas emissions, and disposal of waste materials.
o GP Policy 3.8-2 Reuse and Intensification. Promote the reuse of vacant, underutilized and inefficient commercial uses for more economically productive purposes, including higher intensity businesses, housing admixed-use development.
o GP Policy 3.8-3 Revitalization of Obsolete and Underused Properties. Encourage the consolidation of small parcels, joint public-private partnerships and land clearance and resale, to facilitate revitalization of underused and obsolete commercial properties.
o GP Policy 3.6-3 Code Enforcement. Improve the appearance of substandard structures, properties and signage through
improved code enforcement efforts, which is the primary means to ensure that properties are well-maintained.
o GP Policy 3.7-2 Neighborhood Revitalization. Promote
revitalization of neighborhoods in need by maintaining public improvements, encouraging infill development compatible with the scale and character of existing development, and supporting public and private efforts to upgrade and maintain
neighborhood appearance and the existing housing stock. o GP Policy 3.7-5 Innovative Housing. Encourage development of innovative forms of housing that increase the diversity of affordable housing options in the city and provide additional quality housing options for residents of all income levels. o GP Policy 3.11-2 Specific Plans. Support the preparation and adoption of new specific plans consistent with policies pertaining to the redevelopment of properties within opportunity areas to assure achievement of the intended scale, character and quality of development
General Plan Housing;
o GP Policy 2.1: Support and promote the creation of new opportunities for affordable housing.
o GP Policy 3.2: Pursue the feasibility of providing additional senior housing opportunities in the City.

Opportunity Areas and Corridors: (Washington and Rosemead Intersection)
o Ensure that any new transit-oriented development in this area is carefully planned by requiring a Specific Plan or Master Plan to 37 Document Highlights
ensure an appropriate mix of land uses, high quality design, and that infrastructure, amenities and services needed to adequately serve the development are provided.
o Should the proposed above-grade transit station associated with the Gold Line Eastside Extension be developed, ensure that opportunities to enhance visibility of commercial uses, improved transit connections in the city and improved pedestrian access are addressed.
o Support ongoing improvement of commercial properties in this area through programs of financial assistance, code
enforcement, business investment district and partnerships with local businesses.

Opportunity Areas and Corridors: (Washington and Paramount Intersection)
o Implement Safe Routes to School recommendations to
encourage the safety of children attending the school’s further north.
o Enhance the intersection through special lighting, signage, landscaping, architectural elements, paving and other unique features to reinforce its location as a key entry to the civic center. o Strengthen pedestrian and bicycle linkages between businesses at the intersection, to adjacent neighborhoods and to the Civic Center.

Zoning:
o GP Policy 4.2: Establish a mixed-use overlay zone and increase minimum density in identified areas to meet the City’s housing need.
o GP Policy 5.1: Continue to support changes to the City’s Zoning Ordinance as a means to streamline the development process.

The specific plan area is currently zoned for R-I–Residential Infill. o South of the site is currently zoned for P-F–Public Facilities, IPD– Industrial Planned Development and S-F–Single Family
Residential;
o West of the site is currently zoned for-G–General Industrial; o North of the site is currently zoned for C-I–General Commercial, C-G–Community Commercial, and S-F–Single Family Residential; o And east of the site is currently zoned for S-F–Single Family Residential, R-M–Multi-Family Residential, and C-G–Community Commercial.
38 Document Highlights
Economic Development;
o Policy 7.3-13 Workplace Alternatives. Promote the establishment of workplace alternatives, including home occupations and telecommuting to reduce peak hour congestion, including permitting home occupations in all residential districts. o Policy 7.3-14 Business Incubators. Encourage the development of technology incubators to promote entrepreneurship and support start-up companies.

Findings;
Bike and Pedestrian access: Potential for bike lanes along Washington boulevard to created increased access to the proposed Metro transit stop and to connect the Class I bike lanes along Rio Hondo and San Gabriel River.

Bike and Pedestrian access: Increased pedestrian safety measures including additional crosswalks along Paramount, Rosemead and Washington to slow traffic and provide safer routes for residents to walk to work, nearby retail center, or to school.

Complete Neighborhoods: Additional retail uses that serve immediate need of the surrounding community, including supermarkets and grocery stores, restaurants and eateries, and activity centers or open space parks to serve nearby neighborhoods.

Complete Neighborhoods: Current housing conditions include majority single family residential, there are opportunities for increased multifamily housing as a part of mixed-use developments in commercial centers off Washington or infill residential development such as town =homes or condos.

Connectivity: Washington Boulevard has the highest levels of collisions and lowest levels of service during peak traffic hours. Increased bicycle pedestrian services om Washington would provide additional routes of access to the proposed Metro Transit Stops.

Historic Whittier Boulevard
Revitalization Program Specific
Plan and Multimodal Plan
Goals and Objectives:
o Develop a comprehensive assessment and analysis of the existing conditions, challenges and opportunities within the Whittier Boulevard and Durfee Avenue corridors and
surrounding communities.
o Establish a clear vision, mission, goals and objectives that will serve as the guiding principles for the major chapters of the Specific plan which aligns with the City’s General Plan. 39 Document Highlights
o Develop data driven, community- oriented standards and guidelines that will serve as the blueprint for future development, housing and infrastructure along the corridors that spurs smart growth, mobility and economic activity while retaining the integrity and identify of the community it serves.
o Develop a technical specific plan that incorporates modern industry standards and practices such as but not limited to form based code, sustainability, resiliency, accessibility, complete streets, multi-modal transportation and more.

The project area generally encompasses the east-west Whittier Boulevard commercial corridor between the western city boundary shared with the City of Montebello and the eastern city boundary shared with the City of Whittier (see image below).

The project area also includes a portion of the north-south Durfee Avenue corridor extending from Bartolo Avenue on the north end to Passons Boulevard on the south end. Please be advised that these project boundaries are not exact and are subject to change throughout the planning process.

Focused Areas:
o Land use planning and zoning
o Mixed-use development with an emphasis on affordable housing o Parks, open, and recreation space
o Urban streetscape, landscape and architectural design o Creative funding and financing mechanisms (e.g special assessment districts)
o Multimodal transportation and mobility
o Social justice, equity, diversity, and inclusion
o Technology advancements and disruptive innovations in community development
o Environment sustainability, climate change and resiliency o Public health and wellness
o Public safety and security
o Strategic partnership and leveraging resources
o Private sector influence on community and economic
development
o Civil engineering
40 Document Highlights
o Environmental compliance
o Communications, content creation, 3D modelling
Whittier Boulevard Overlay & Landscape Median Improvements:
o The Whittier Blvd Overlay Project consists of removing/grinding 2-inches of the existing asphalt and replaced with a 2-inch asphalt rubber hot mix from Paramount Boulevard to Durfee Avenue.
o The Whittier Boulevard Landscape Median Improvements consist of the beautification of the median islands along Whittier Boulevard from Paramount Boulevard to the east City limits. o Some of the main improvements include the installation of an irrigation system, hardscape, drought tolerant plants and trees.

Pico Rivera Bikeway Extension Project:
o In partnership with the RMC, the City seeks to complete the engineering design plans for a Class-I multi-use trail adjacent to Whittier Blvd.
o Connect the San Gabriel River bike path with the Pico Rivera State Historic Park, the only California State Historic Landmark along the San Gabriel River.

Multimodal & Streetscape Design Plan:
o Funded by the Caltrans Sustainable Communities Grant Program, the multimodal and streetscape design plan will serve as the formal transportation/circulation element of the Specific Plan and satisfy the independent deliverable of the Caltrans grant. o Through creative streetscape designs, this plan will explore and define a built environment that prioritizes the safety of vulnerable road users while promoting a more walkable, bikeable and transit-friendly community.

Whittier Boulevard Bike Trail
Connection to Pio Pico State
Historic Park (2018)
x Equitably engage the public, especially disenfranchised communities, while building capacity, trust, and confidence to actively participate in civic decision-making processes, x Increase access to cultural centers, historic landmarks, parks, open, and recreation space with an emphasis on Disadvantaged Communities;
x Extend the Class-I regional bikeway network and promote safe, active modes of transportation as a meaningful way to reduce greenhouse gas emissions and improve public health outcomes; 41 Document Highlights
x Beautify areas of the City that contribute to visual blight and instill a greater sense of social stewardship for public facilities among the public;
x Boost climate resilience by educating the public, restoring natural habitats, improving water quality, reducing GHG, and utilizing renewable energy and/or reusable materials.
x The Project will include localized wayfinding and directional signage to guide patrons to local attractions and destinations such as the historic park, the river bike path, and local transit stops. The signage will comply with regionally established standards and where possible exercise design discretion for interpretive signage and community-oriented
education/information boards.
x The Project will establish a new Class-I multi-use trail to accommodate safe passage between the San Gabriel River bike path and Pio Pico State Historic Park. The existing roadway condition does not include a bike lane and the sidewalk satisfies the minimum design standards for pedestrian use. The new trail will be ADA compliant and will be completely separated from vehicular traffic to accommodate a wide range of users, especially vulnerable road users.
x The Project will activate and beautify an area that is otherwise considered visual blight due to the lack of landscape
maintenance and regular illegal dumping.
x The Project will add to the existing regional bikeway network by extending a Class-I trail connection from the San Gabriel River to the existing Pio Pico State Historic Park.

Gold Line East Side Extension TOD
Plan (2017)
Transit Supportive Planning elements:

1. Compact Design: Higher density, especially within a quarter or half mile of a transit facility, can impact travel behavior by providing more opportunities to live in close proximity to transit.

2. Street and Network Connectivity: Well-connected streets and non-automobile networks bring destinations closer together, reduce travel distances, and improve pedestrian and bicycle access to adjacent areas and uses.

3. Affordable Housing: Low-income residents often have some of the highest rates of transit ridership. Adding new affordable housing near transit can improve access to employment, health 42 Document Highlights
care and education opportunities, and reduce commuting cost for low-income families.

4. Transit Prioritization, accessibility and area design: Prioritizing transit and active transportation as the first and highest priority of a circulation network may result in increased transit service, through better travel times and speeds, which can result in significant transit ridership improvements.

5. Transportation Demand Management: TDM strategies influence a variety of factors to encourage greater transportation system efficiency, including trip mode, trip timing, travel safety and trip cost.

6. Complete Neighborhood: Complete neighborhoods include variety of housing options, retail and commercial services, and community services. Complete neighborhoods bring land uses and amenities closer together, reduce travel distances, and allow for more non- automobile trips.

7. Site Layout, Parking Layout & Building Design: Placing buildings towards the edges of streets and public spaces help create walkable urban environments.

8. Commercial Stabilization, Business Retention & Expansion:

Commercial stabilization measures can help protect and
encourage existing small, local businesses that serve the needs of neighborhood residents.

9. Parking Management: Efficient parking management can reduce the parking supply needed, allowing an increase in land use intensity, mix of uses, wider sidewalks and bike networks.

10. Pedestrian and Bicycle Circulation: Adding pedestrian and bicycle amenities to station areas and connecting those facilities to the surrounding area can create a more accessible transit
environment, encouraging new riders.

Telegraph Road Over San Gabriel
River Bridge (2021)
x The goal of the project is to replace the bridge utilizing the most cost effective methods and with consideration of the visual context of the bridge within the City.
x The proposed project work shall include, but not be limited to the replacement of the bridge, access roadways,
driveways, and any necessary removal of existing facilities, detours, stage construction, bridge approaches, and any necessary utility relocations.
43 Document Highlights
x The bridge replacement would require three stages of
construction. Four lanes of traffic maintains on the existing bridge. Traffic lanes periodically closes to facilitate certain construction activities during the construction phase of the project.
x During the construction phases a one traffic lane will be provided on the newly constructed northerly portion of the bridge and one lane will be provided in the southern
portion of the bridge.

Washington Boulevard bridge over
Rio Hondo Channel (2022)
x The study of the project includes life cycle cost analysis which determines removal and replacement of the bridge. x This proposal of the improvements to the bridge would improve ADT volume in the city and will have great impact of the communities and commercial centers.
x This proposal would refine traffic analysis to determine the number of lanes provided to each direction of traffic. The construction phases involves closure of the center if the bridge with 4 lanes available to each direction of traffic. x The proposal also involves the closure of both the
northernmost and southernmost portions of the bridge
and also leaving open two lanes to each direction of traffic.

It also involves the closure if center of the bridge leaving 2 lanes of traffic open to each direction.

Metro Eastside Gold Line Project
The Public Participation Plan for the Eastside Transit Corridor Phase 2 project provides an efficient, proactive and comprehensive guide to community outreach efforts throughout the Draft EIS/EIR and Advanced Conceptual Engineering phases of this project. This Plan builds on the foundation of the public engagement effort developed during the Alternatives Analysis. The public
involvement and consensus building effort for this project has several goals and objectives; it will:
x Utilize an inclusive outreach strategy that both informs and maximizes input from a broad range of project
stakeholders; Provide forums for residents, businesses and community leaders to participate in the planning process; 44 Document Highlights
x Create multiple opportunities for the generation of ideas, comments and possible mitigation measures; and,
x Establish a forum for educating stakeholders on a regular basis as the project evolves.

High Speed Rail Phase II
x The Los Angeles to Anaheim project section connects Los Angeles and Orange counties from Los Angeles Union
Station (LAUS) to the Anaheim Regional Transportation
Intermodal Center (ARTIC) using the existing Los AngelesSan Diego-San Luis Obispo (LOSSAN) rail corridor. The LOSSAN Corridor is currently used by both passenger
(Metrolink and Amtrak) and freight rail providers. Adding high-speed rail tracks enhances this shared urban rail
corridor by improving safety and operations for rail and other users.
x The approximately 30-mile corridor travels through the cities of Los Angeles, Vernon, Commerce, Bell, Montebello, Pico Rivera, Norwalk, Santa Fe Springs, La Mirada, Buena Park, Fullerton and Anaheim as well as portions of
unincorporated Los Angeles County. It also supports the national and regional economy by facilitating cargo
movements in and out of the two busiest Ports in the
country – Los Angeles and Long Beach.
x Connects LAUS to ARTIC – enhancing this 30-mile link in the statewide transportation network
x Improves safety and reliability through the use of the most advanced and innovative safety technology available.
x Uses next-generation signaling technology (Positive Train Control, intrusion barriers and warning system, earthquake early warning, and more) to enhance performance while
reducing pollution, noise, and congestion along the
corridor.
x Eliminates road track wait times at existing rail intersections by building grade separations and otherwise separating
road and railroad track.
45 Document Highlights
x Reduces passenger delays caused by mixing freight and passenger services and provides the capacity for more
convenient and easier to use passenger service and
schedules.
x Four proposed stations: LAUS, ARTIC, Norwalk/Santa Fe Springs and Fullerton.

SB I-605 Beverley Blvd. Interchange
Improvement Project
x The project consists of replacing the southern bound I-605 on-ramp and off-ramp with a diamond configuration that
includes a direct on-ramp and off-ramp, ramp metering
and a new signal at Beverly Boulevard allowing for access to both directions of the street.
x The California Department of Transportation (Caltrans) in cooperation with the Los Angeles County Metropolitan
Transportation Authority (Metro) and the Gateway cities council of governments (GCCOG) proposes to improve the
southern I-605 Beverley Boulevard Interchange through
ramp reconfiguration, removal of the collector-distributor road, and provisions of a anew signaled intersection at Beverley Boulevard to allow for eastbound and westbound movement.
x The plan also define goals for better connectivity in the unincorporated areas in the City.

Pico Rivera Citywide Parking
Analysis (2019)
The purpose of the Phase One parking analysis is to understand current parking conditions throughout the city by studying a number of areas that represent parking conditions and various neighborhoods throughout the City. The areas selected are meant to be representative of the parking issues found in the city at large.

The following summary presents the overall findings and themes that resulted from Phase One of the parking analysis.

The level of parking Congestion observed among sub areas with the same land uses varied significantly. Some areas were found to experience parking issues. Others did not.
x For example, not all sub areas characterized as Single Family Residential (SF) zones were found to have parking congestion issues.
46 Document Highlights
x Subarea F’s parking congestion is likely due to the physical characteristics of the neighborhood i.e., older, smaller lots and structures, and driveways) meaning that more cars may be parking On-street because there is limited off -street space.
x Off all the Single Family Residential (SF) sub-areas
characteristics of the neighborhood meaning that more
cars may be parking on- street because there is limited offstreet space. x Multiple Family Residential (RM) Zones were observed to have high on street parking utilization, including sub- area M and T. This is typical in many multifamily zones
throughout Southern California.
x Residential streets near parks with youth and adult sports leagues appeared to experience spillover does not appear to be an issue during off- peak park hours.
x Commercial Planned Development (CPD) sub-areas appear to have sufficient parking even with restaurant additions. x Commercial spillover into residential streets seems to occur in some sub- areas, the level of spillover does not yet appear to have reached a critical point.

LA County Long Range
Transportation Plan (2020)
As outlined in the Vision 2028 Strategic Plan, Metro’s visionary outcome is to double the share of transportation modes other than solo driving.

The Plan details five goals:
o Provide high-quality mobility options that enable people to spend less time traveling
o Deliver outstanding trip experiences for all users of the transportation system
o Enhance communities and lives through mobility and access to opportunity
o Transform LA County through regional collaboration and national leadership
o Provide responsive, accountable, and trustworthy governance within the Metro organization
Strategic Plan goals:
o Better Transit:
47 Document Highlights
Provide more transit options with improved quality and service. - Transit Projects
- Bus Improvements
- New Mobility Options
o Less Congestion:

Managing the transportation system to reduce the amount of time people spend in traffic.
- Roadway Improvements
- Congestion Managements
- Goods Movements
o Complete Streets:

Making streets and sidewalks safe and convenient for everyone, to support healthy neighborhoods.
- Bike and Pedestrian Projects
- Local Streets Improvements
- Station and Stop Access Enhancement
o Access to Opportunity:

Investing in communities to expand access to jobs, housing and mobility options.
- Workforce initiatives
- Support for Local Business
- Transit Orients Communities
Transit improvements in the 2020 LRTP, including the expansion of Metro Rail and Bus Rapid Transit, will help add more than 1,000,000 daily transit trips, an increase of 81%. For commute trips, this has the potential to increase transit mode share for daily trips to and from work from 8.8% to

14.7%.

Complete Streets:

Complete streets create a comprehensive, integrated network that utilizes infrastructure and design to allow safe and convenient travel along streets for all users. This means better connectivity and integration of all transportation modes, including active transportation, private vehicles, transit and commercial deliveries. Complete streets provide safer crossing and roadway facilities for bicyclists and pedestrians, have more greenery and fewer potholes, and help create a more environmentally sustainable transportation system.

LA County Traffic Improvement
Plan (2008)
Projects funded under traffic improvement plan:
48 Document Highlights
x Transit Operating and Maintenance Sub fund, for Metro Rail Operations program funds, Transit Operations (Metro and Municipal Providers) program funds, ADA Paratransit for the disabled and metro discounts for seniors and students program funds.
o Metro Rail Operations program funds are eligible to be used for Metro Rail State of Good Repair.
o Transit Operations program funds are eligible to be used for Metro State of Good Repair.
x Transit, First/Last Mile (Capital) Sub fund, for Transit Construction (including System Connectivity Projects – Airports, Union Station, and Countywide BRT) program funds and Metro State of Good Repair program funds. This sub fund shall include a Transit Contingency Sub fund.
x Highway, Active Transportation, Complete Streets (Capital) sub fund, for Highway Construction (including System Connectivity Projects – Ports, Highway congestion Programs and Goods Movement) program funds and Metro Active Transportation Bicycle, Pedestrian, Complete Streets) program funds. This sub fund shall include a Highway Contingency Sub fund.
x Local Return/Regional Rail Sub fund, for local Return program fuds and regional rail program funds.

Expenditure Plan Major Projects:

Such expenditures shall commence in the fiscal year identified in the column “Groundbreaking Start Date,” or in the subsequent two fiscal years, except that expenditures for preconstruction costs may commence sooner.

LA County Bicycle Master Plan
(2012)
The purpose of creating a Bicycle Master Plan for the County of Los Angeles, and how the community has been involved in the planning process. It also presents the benefits of bicycling, describing how a bicycle-friendly County will contribute to resolving general complex issues that affect the quality of life of its residents.

Goals, policies and implementation Actions:

The Goals, Policies, and Implementation Actions necessary to implement the Plan. The overarching goal of the Plan is to increase bicycling throughout the County of Los Angeles through the development and implementation of bicycle-friendly policies, programs, and infrastructure.

To achieve this, the Plan identified the following goals:
49 Document Highlights
Goal 1 - Bikeway System: Expanded, improved, and interconnected system of County bikeways and bikeway support facilities.

Goal 2 - Safety: Increased safety of roadways for all users.

Goal 3 - Education: Develop education programs that promote safe bicycling.

Goal 4 - Encouragement Programs: Encourage County residents to walk or ride a bike for transportation and recreation.

Goal 5 - Community Support: Community supported bicycle network.

Goal 6 - Funding: Funded Bikeway Plan.

Policies:
o Policy 1.1 Construct the bikeways proposed in 2012 County of Los Angles Bicycle Master Plan over the next 20 years.
o Policy 1.2 Amend the County Code to encourage additional bikeways and bicycle support facilities.
o Policy 1.3 Coordinate with developers to provide bicycle facilities that encourage biking and link to key destinations. o Policy 1.4 Support the development of bicycle facilities that encourage new riders.
o Policy 1.5 Complete regular updates of the bicycle master plan to be current with policies and requirements for grant funding and to improve network.
o Policy 1.6 Develop a bicycle parking policy.
o Policy 2.1 Implement projects that improve the safety of bicyclists at key locations.
o Policy 2.2 Encourage alternative streets standards that improve safety such as lane reconfigurations and traffic calming o Policy 2.3 Support traffic enforcement activities that increase bicyclist’s safety.
o Policy 2.4 Evaluate impacts on bicycles when designing new or reconfiguring streets
o Policy 2.5 Improve and enhance the County’s suggested routes to school programs.
o Policy 2.7 Support the use of the Model Design Manual for living streets and design as a references for DPW.
o Policy 3.1 Provide bicycle education for all road users, children and adults
o Policy 3.2 Create safety education campaigns aimed at bicycle and motorists (eg: public service announcements, brochures) 50 Document Highlights
o Policy 3.3 Train county staff working a streets design, construction and maintenance projects to consider the safety of bicycles in their work.
o Policy 3.4 Support training for the California Highway Patrol (CHP)
o Policy 4.2 Support organized riders or cycling events, including those that may include periodic streets closures in the unincorporated areas.
o Policy 4.2 Encourage non-automobile commuting
o Policy 4.3 Develop maps and wayfinding’s signage and striping to assist navigating the regional bikeways.

LA County A Plan for safer
Roadways (2020-2025)
Guiding principles:

Three guiding principles will direct decision making as the County implements Vision Zero actions:
o Health Equity: Reduce gaps in health outcomes by addressing the practices that disadvantage some populations over others and lead to health inequities.
o Data-driven process: Identify where and why traffic collisions are happening and prioritize projects and programs in these areas.
o Transparency: Maintain regular communication with the public about progress, and how the County is working to enhance traffic safety.

Objectives:

Based on meetings with community members, County departments, and partner agencies, a clear set of actions has been developed for the next five years to move closer to the goal of eliminating traffic fatalities and severe injuries. These actions include efforts to update, expand, and establish new processes, policies, trainings, projects, and programs.

The actions are organized into five objectives. These objectives represent the County’s priorities and help put the guiding principles into action. o Enhance County Processes and Collaboration
o Address Health Inequities and Protect Vulnerable Users o Collaborate with Communities to Enhance Roadway Safety o Foster a Culture of Traffic Safety
o Be Transparent, Responsive, and Accountable
APPENDIX C:

Consolidated High Injury
Collision Database
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