Glendale City Council
February 8, 2022

A G E N D A
SPECIAL MEETING: GLENDALE CITY COUNCIL
(STAFF ACCESS ONLY) COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
Meetings are broadcast live on Glendale TV, viewable on Spectrum Cable, channel 6, and AT&T U- verse, channel 99. Meetings are also streamed live in high definition (HD) on the city's webpage, glendaleca.gov/live , on YouTube.com/myglendale , and on Apple TV, Roku, and Amazon Fire devices using a free app called Screenweave and choosing “Glendale TV” from the menu. Meetings are also archived on the City Website for viewing anytime at glendaleca.gov/agendas . Call (818) 548-4013 for program schedules. DVDs of the proceedings are available for purchase in the City Clerk's Office.

If you have any question about matters on the agenda, or requests for assistance, please contact the City Clerk at (818) 548-2090 during regular business hours.

PLEASE TURN OFF CELLULAR PHONES WHILE INSIDE THE MEETING LOCATION In compliance with the Americans with Disabilities Act (ADA) of 1990, auxiliary hearing aids, sign language translation, and Braille transcripts are available upon request. Assisted listening devices are available same-day upon request. At least 48 hours (or two business days) notice is required for requests regarding sign language translation and Braille transcription services. All documents related to open session items on this agenda that are received less than 72 hours prior to this meeting, and are public records, will be available for review in the Office of the City Clerk, 613 E. Broadway, RM 110, Glendale, CA 91206.

Translation services are provided for meetings through the use of bilingual staff for speakers who wish to utilize the service as available. Speakers should state their request by contacting the City Clerk’s office at (818) 548-2090, at least 24 hours prior to the scheduled meeting. Please specify the language for which you require translation. The exclusive use of City provided interpreters is not required and persons are welcome to use their own interpreter or speak in their native language.

FEBRUARY 8, 2022 AT 3:00 PM
To help slow the transmission of COVID-19, and protect the health and safety of the community, City Council, as well as Board & Commission meetings, will continue to be closed to the public for in-person attendance.

The public is encouraged to watch and participate from the safety of their homes to practice social distancing. Meetings are broadcast live on Glendale TV, viewable on Spectrum Cable, channel 6, and AT&T U-verse, channel 99. Meetings are also streamed live in high definition (HD) on the city's webpage, glendaleca.gov/live , on YouTube.com/myglendale , and on Apple TV, Roku, and Amazon Fire devices using a free app called Screenweave and choosing “Glendale TV” from the menu.

For public comments and questions during the meeting, call (818) 937-8100. Public comments on a specific agenda item will be taken when that agenda item is discussed. 1 TYPED 2/3/2022 5:08:39 PM
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REVISED
- Item 1 was revised

ROLL CALL
- 3:00 PM
- Report of the City Clerk of the City Council, re: Posting of Agenda. The Agenda for the Tuesday, February 8, 2022 Special Public Meeting of the City Council was posted on February 1, 2022 on the Bulletin Board Outside City Hall.

A SPECIAL PUBLIC MEETING of the City Council is hereby called to meet at 3:00 PM on Tuesday, February 8, 2022 , in the Council Chamber, 613 E. Broadway, 2nd Floor , Glendale, CA 91206 to consider the following item(s) of business, to wit;

1. Management Services, re: Consideration of Public Monument & Memorial Plaque Policy
a. Resolution Establishing the Public Monument & Memorial Plaque Policy

2. Community Development, re: Update of the Draft Economic Development Plan a. Note and file the report on the Draft Economic Development plan and provide feedback on priorities and initiatives

ADJOURNMENT
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1 CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Consideration of Public Monument & Memorial Plaque Policy

1. Resolution Establishing the Public Monument & Memorial Plaque Policy

COUNCIL ACTION
Item Type: Action Item
Approved for February 8, 2022 calendar

EXECUTIVE SUMMARY
The proposed Public Monument and Memorial Plaque Policy establishes the criteria and process for the placement of Monuments and Memorial Plaques sponsored by individuals and/or groups (whether they are private parties, non-profit organizations, or others) on City property.

The proposed policy would allow for the placement and public display of these Monuments and Memorial Plaques on City property, provided that they and their proposed locations are determined to be appropriate, compatible with existing uses, do not adversely impact the use of public spaces, and do not create liability or public funding issues. Monuments will be subject to approval by City Council. Memorial Plaques will be subject to approval by the Director of the Community Services and Parks Department.
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COUNCIL PRIORITIES
Exceptional Customer Service: Having a policy in place will allow staff to address requests that are received in an efficient manner.

Community Services & Facilities: Such monuments will enhance the City, its parks and community facilities, and reflect the City's diversity.

RECOMMENDATION
That the Council adopt the attached Resolution establishing a Public Monument and Memorial Plaque Policy.

BACKGROUND
Over the years, the Community Services and Parks Department has received many requests for memorial plaques throughout City parks. The Department has, in large part, denied these requests because no policy exists to guide such requests.

Additionally, the City has recently received a couple of requests to install public monuments in various locations in the City of Glendale. The City Manager wishes to formalize these processes by establishing a policy that will allow staff to address these requests in an efficient, equitable manner.

ANALYSIS
The proposed Public Monument and Memorial Plaque Policy establishes the criteria and process for the placement of Monuments and Memorial Plaques sponsored by individuals and/or groups (whether they are private parties, non-profit organizations, or others) on City property. The proposed policy would allow for the placement and public display of these Monuments and Memorial Plaques on City property, provided that they and their proposed locations are determined to be appropriate, compatible with existing uses, do not adversely impact the use of public spaces, and do not create liability or public funding issues.

Monuments or Memorial Plaques promoting violence or hatred against individuals or groups based on any of the following attributes will not be permitted: age, caste, ethnicity, nationality, race, immigration status, religion, sex/gender, sexual orientation, gender identity, gender expression, medical condition, physical or mental disability, victims of a major violent event and their kin. By accepting, placing, and publically displaying a privately-funded and donated Monument or Memorial Plaque on City property, the City deems these as an expression of government speech. Any accepted Monument or Memorial Plaque is meant to convey a government message, and is not for the purpose of providing a forum for private speech.

Monuments
For purposes of this proposed policy, “Monument” refers to memorials, statues, objects, or installation of other permanent materials commemorating individuals, groups, events, or concepts that made a significant contribution to the community. They may be free standing or affixed to buildings or other features.
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Requests for a proposed Monument would be submitted to the City Manager, and include information regarding the association between the subject matter of the proposed Monument and the City of Glendale, along with suggested locations for placement. The City Manager will then submit a report to City Council for consideration of approval.

The proposed policy does not permit Monuments commemorating living persons, and a minimum of five years from the occurrence of or conclusion of any specific event and its memorialization is required. If an application is submitted for a Monument to commemorate a living person or within five-year exclusion period, the application must include a detailed rationale as to why that criteria should not apply in this instance.

The City Council will consider the following criteria, as well as any other relevant factors it deems appropriate:
Appropriateness
oSensitive to social, environmental, historical, or relevant contexts, and suitable for all ages
oLong-term impact of the Monument (both physically and contextually) oWhether the proposed subject has made a contribution to the community Compatibility
oHow well the Monument integrates with the surrounding environment oConsistent with existing City ordinances and policies
Impact on Use of Public Space
oProposals likely to negatively impact existing park or right-of-way functions may be denied
Aesthetics
oA primary determinant in the acceptance of Monuments
oMonuments must show a high level of quality
oProposals reflecting inferior workmanship will not be approved Maintenance and Insurance
oThe proposal must specify the manner in which the Applicant will pay in advance, bond, or guarantee general liability insurance, and property insurance, in a form and amounts approved by the City
oThe proposal must also detail all projected Maintenance costs for the expected life of the Monument; elements likely to create extraordinary maintenance costs may cause an application to be denied Safety
oMonuments must be safe to passersby, especially children, and the environment as a whole
oMonuments with sharp projecting elements, loose parts, and other 5 of 89
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potential hazards will not be approved
The City Council may decide, in its sole discretion, to accept or reject a proposal for a Monument, to determine the appropriate location for a proposed Monument, or take whatever action(s) it deems appropriate. The City Council may impose additional conditions reasonably necessary to protect public health and safety.

After Council approval, final approval for installation of a Monument will not occur until the Applicant enters into a signed agreement with the City. This agreement will include, but is not limited to, the following provisions:
Transfer of Ownership to the City
Engineering, Construction, and Installation Standards
Maintenance and Insurance
Property Rights
Indemnification of the City
Additionally, the Applicant shall pay all costs associated with the design, fabrication, placement, permitting, site preparation, and installation of a Monument subject to this policy for final approval. The City shall pay for all basic maintenance of an approved Monument. Applicants may enter into a separate agreement to undertake any additional maintenance or refurbishment of a Monument, if desired.

Memorial Plaques
This proposed policy also establishes the criteria and process for the placement of Memorial Plaques sponsored by individuals and/or groups on benches in City parks, subject to the administrative jurisdiction of the Community Services and Parks Director (“Parks Director”). For purposes of this policy, “Memorial Plaque” refers to a metal plate made of bronze which is attached to a concrete bench or picnic table set placed in a City park to honor the life of someone who has passed. Proposed honorees should be recognized for some contribution to the community. Additionally, installation of Memorial Plaques commemorating living persons will not be approved. It should be noted that this proposed policy will not apply to plaques which may be used as a form of recognition for building dedications, official historical designation, donors, or sponsors.

The Memorial Plaque and concrete bench or picnic table set will be procured by the Community Services and Parks Department, based on the Department’s specifications and requirements. The Department will undertake construction, installation, and site preparation. The applicant shall pay all costs associated with a Memorial Plaque, including the procurement of a new concrete bench or picnic table set and all associated staff costs, which will be included in the Citywide Fee Schedule. The City will assume responsibility for maintaining the plaque and the bench/picnic table; however, if the Memorial Plaque, the bench, the picnic table set, or both are vandalized to the point that they have to be replaced, the applicant must pay for the replacement costs; otherwise, they will be permanently removed.
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Applications for proposed Memorial Plaques will be considered by the Parks Director.

While an applicant can make a request for a specific site, it will be up to the Parks Director whether the application is approved, and if so, where the Memorial Plaque and bench or picnic table set will ultimately be sited. Plaque content, including design, text font, verbiage, illustration or graphics, and scope, is subject to staff review, recommendation, and approval. Any appeals to the Director’s decision may be made to the Parks, Recreation, and Community Services Commission. An appeal must be in writing and filed with the Department no later than 15 calendar days after the date of the Park Director’s written decision.

Once the proposed Public Monument and Memorial Plaque Policy has been adopted, the City Manager, or a designee, is authorized to amend the adopted policy as may be appropriate, necessary, or in the City’s best interest for implementing and administering the policy.

STAKEHOLDERS/OUTREACH
A few community groups have reached out to staff to discuss placement of public monuments in the City of Glendale. These conversations have informed staff as to what the needs of local groups will likely entail, and have been considered when drafting the proposed policy. Staff has also reviewed similar policies of neighboring cities.

FISCAL IMPACT
Should this policy be established by Council, staff will include a program in the FY 2022- 23 budget for Memorial Plaque expenditures. Additionally, staff is working to identify all costs associated with the procurement and installation of memorial plaques and benches through the Citywide Fee Study, and this cost will be reflected in the Fee Schedule that will come before Council in the near future. Public Monuments and Memorial Plaques should have no fiscal impact as all costs shall be borne by applicants. Additionally, the Community Services and Parks and the Public Works Departments may request a service level increase for the FY 2022-23 budget for maintenance of public monuments.

ENVIRONMENTAL REVIEW (CEQA/NEPA)
The establishment of a policy for the acceptance, placement, and public display of privately-funded and donated public monuments and memorial bench plaques on City property is categorically exempt under CEQA Guidelines section 15311 (Accessory Structures), which consists of the construction or replacement of minor structures accessory to existing commercial, industrial, or institutional facilities, including, but not limited to on premise signs, small parking lots, and seasonal or temporary uses. The policy is also categorically exempt under CEQA Guidelines section 15304 (Minor Alternations to Land) which involves minor public or private alterations in the condition of land water and or vegetation which do not involve the removal of healthy, mature, or scenic trees. Implementation of the policy would not involve the removal of any trees, and would not involve anything other than minor alterations to existing landscapes or hardscaped areas on existing public property.

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CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: Establish the proposed policy as recommended.

Alternative 2: Change any portion of the proposed policy prior to adoption.

Alternative 3: Do not establish the proposed policy. For proposed public monuments, staff would take them to Council on a case-by-case basis, but have no process in place to ensure consistency. For Memorial Plaques, staff will continue denying these requests as no policy is in place to approve them.

ADMINISTRATIVE ACTION
Prepared by:

Christine Powers, Senior Executive Analyst
Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1: City of Glendale Public Monument & Memorial Plaque Policy 8 of 89
1 C:\INETPUB\WWWROOT\GLENDALE\TEMP\SPCC_02082022_RESOLUTION_1A.PDF RESOLUTION NO. ___________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA ESTABLISHING A POLICY FOR THE CITY’S ACCEPTANCE, PLACEMENT, AND

PUBLIC DISPLAY OF PRIVATELY-FUNDED AND DONATED MONUMENTS AND

MEMORIAL PLAQUES ON CITY PROPERTY
WHEREAS, over the years, individuals, groups, and organizations have sought to commemorate persons or significant events through the placement of monuments and memorial plaques on City property, often times in City parks;
WHEREAS, the Council finds that a need exists to provide a mechanism and policy guidance for commemorating individuals, groups, events, or concepts that have made a significant contribution to the community;
WHEREAS, the Council wishes to establish a uniform policy with criteria and procedures for regulating the City’s acceptance, placement, and public display of privately-funded and donated monuments, and memorial plaques, on City property; WHEREAS, the Council desires to ensure that the placement and public display of these monuments and memorial plaques are suitable for the location proposed, correlate with existing or future City plans or projects, and can be maintained properly to provide a long-term asset to the City;
WHEREAS, the Council determines that the “Public Monument & Memorial Plaque Policy” (“Policy”)— which is attached as Exhibit 1 to the February 8, 2022 Report to the City Council, and is hereby incorporated into this Resolution by this reference— will not only facilitate commemoration, but also protect the aesthetics, character, integrity, and functionality of City properties and parks; and
WHEREAS, the establishment of a policy for the acceptance, placement, and public display of privately-funded and donated public monuments and memorial plaques on City property is categorically exempt under CEQA Guidelines section 15311 (Accessory Structures) and section 15304 (Minor Alternations to Land).

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

SECTION 1.The Council approves and adopts the Public Monument & Memorial Plaque Policy.

SECTION 2. The Council authorizes the City Manager or a designee to amend the Policy as may be appropriate, necessary, or in the City’s best interest for implementing and administering the Policy.
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2 C:\INETPUB\WWWROOT\GLENDALE\TEMP\SPCC_02082022_RESOLUTION_1A.PDF Adopted this _____________ day of __________________________, 2022 ___________________________________
Mayor
ATTEST:
____________________
City Clerk

STATE OF CALIFORNIA )
) SS

COUNTY OF LOS ANGELES )
I, Aram Adjemian, the City Clerk of the City of Glendale, certify that the foregoing Resolution No. was adopted by the Council of the City of Glendale, California, at a regular meeting held on the day of , 2022, by the following vote:

Ayes:

Noes:

Absent:

Abstain:
________________________
City Clerk
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EXHIBIT 1
City of Glendale

PUBLIC MONUMENT & MEMORIAL PLAQUE
POLICY
A. Public Monument – Purpose and Policy
The purpose of the Public Monument Policy is to establish the criteria and process for the placement of Monuments sponsored by individuals and/or groups (whether they are private parties, non-profit organizations, or others) on City property which is subject to the administrative jurisdiction of the City Manager.

It is the policy of the City of Glendale (“City”) to allow for the placement and public display on City property of Monuments sponsored by individuals and/or groups provided that Monuments and their proposed locations are determined to be appropriate, compatible with existing uses, do not adversely impact the use of public spaces, and do not create liability or public funding issues.

1. Definition
“Monument,” for purposes of this policy, refers to memorials, statues, objects, or installation of other permanent materials commemorating individuals, groups, events, or concepts that made a significant contribution to the community. They may be free standing or affixed to buildings or other features.

2. Zoning Code
Notwithstanding any other policy regarding compliance of City projects with the Zoning Code, all Monuments approved under this policy are considered personal property or fixtures to real property, will become property of the City of Glendale, and are thereby exempt from the Zoning Code so long as they are placed in or on City property.

3. Cost
The Applicant shall pay all costs associated with the design, fabrication, placement, permitting, site preparation, and installation of a Monument subject to this policy. Final approval of a Monument will not be given until all associated costs have been paid in advance or secured in a form and manner approved by the City.
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2 4. Process
Monuments will be considered in the following manner:
a.Application:
i. Monument applications must be submitted to the City Manager. An Applicant shall submit a proposal that details the concept for the proposed Monument. The proposal must include:
Information regarding the association, if any, between the subject matter and the City of Glendale; and
To the extent possible, other pertinent information such as suggested locations for placement.
b.City Council Approval:
i. The City Manager will submit the application, along with a report to the City Council, for consideration of approval.
ii. In considering the proposed Monument, the City Council will consider the following criteria, as well as any other relevant factors it deems appropriate:
Appropriateness:

A monument should be sensitive to social, environmental, historical, or relevant contexts, and must be suitable for individuals of all ages.
The long-term impact of the Monument (i.e., subjects should be of sufficient stature to weather the vagaries of time and changing attitudes; and whether the subject proposed for recognition has made a contribution to the community).
The City does not permit Monuments commemorating living persons, and a minimum of five years from the occurrence of or conclusion of any specific event and its memorialization is required. If an application is submitted for a Monument to commemorate a living person or within five-year exclusion period, the application must include a detailed rationale as to why that criteria should not apply in this instance.
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3 Compatibility:
How well the Monument integrates with the surrounding
environment.
A proposal must be consistent with the Glendale Municipal Code and any other appropriate policy documents of the City. Impact on Use of Public Space:
A proposal that is likely to negatively impact existing park or right- of-way functions may be denied on this basis.
Aesthetics:
Aesthetic merit is a primary determinant in the acceptance of Monuments.
Proposed Monuments must show a high level of quality. A proposal reflecting inferior workmanship will not be approved.
Maintenance and Insurance:
The proposal must specify the manner in which the Applicant will pay in advance, bond, or guarantee general liability insurance and property insurance in a form and amounts approved by the City. The proposal must also detail all projected Maintenance costs for the expected life of the Monument (which projections will be reviewed by City staff for accuracy and completeness). Elements of a Monument which are reasonably likely to create extraordinary maintenance costs, including, but not limited to, water elements, may cause an application to be denied.
Safety:

Monuments must be safe to passersby, curious spectators (especially children), and the environment as a whole.
Sharp projecting elements, loose parts, and other potential hazards will result in disapproval of a proposed Monument.
iii. The City Council may decide, in its sole discretion, to accept or reject a proposal for a Monument, to determine the appropriate location for a proposed Monument, or take whatever action(s) it deems appropriate. The City Council may impose additional conditions reasonably necessary to 13 of 89
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c.Final Approval:
i. After Council approval, final approval for installation of a Monument will not occur until the Applicant enters into a signed Agreement with the City.

The Agreement will include, but will not be limited to, the following provisions:
Transfer of Ownership to the City:
Upon the City’s written acceptance of installation, the Applicant shall transfer all rights, title, and interest in, and ownership of, the Monument to the City of Glendale.
The City’s ownership includes, but is not limited to, the right to change, modify, remove, relocate, move, transport, repair, restore, replace, destroy, sell, or donate the Monument, in whole or in part, in City’s sole discretion.
Engineering, Construction, and Installation Standards:
The Applicant shall undertake engineering and construction of the Monument consistent with valid plans and permits approved by the City.
The Applicant shall install the Monument according to the Agreement’s right of entry terms and conditions.
Maintenance and Insurance:

The City will take on responsibility for basic maintenance as further described in the Agreement. If the Applicant desires greater maintenance to occur, or greater involvement in the maintenance of the Monument, Applicant may enter into a separate Maintenance Agreement with the City.
Property Rights:
The Applicant shall transfer all Intellectual Property rights, including copyright, to the City, and City will obtain and retain all rights except those that the City may specifically reserve for the Applicant, or the Monument’s designer, or both.
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5 The Applicant shall waive all rights and benefits that Applicant has, or may have, under the Visual Artists Rights Act of 1990 (17 U.S.C.

Sections 106A and 113(d)), the California Art Preservation Act (California Civil Code Sections 987 and 989) and any other local, state, foreign or international law (collectively, “Moral Rights Laws”) that protect against alteration of the Monument and the right to attribution.
Indemnification of the City:
The Applicant shall indemnify, defend, and hold harmless the City from all claims and lawsuits related to the Monument, including, but not limited to, claims or lawsuits arising out of the Monument’s design, construction, installation, movement, display, or an infringement of any intellectual property or Moral Rights of any party.

B. Memorial Plaques – Purpose and Policy
The purpose of the Memorial Plaques Policy is to establish the criteria and process for the placement of Memorial Plaques sponsored by individuals and/or groups (whether they are private parties, non-profit organizations, or others) on benches or picnic table sets in City parks which are subject to the administrative jurisdiction of the Director of Community Services and Parks (“Parks Director”).

It is the policy of the City of Glendale to allow for the placement of Memorial Plaques on benches or picnic table sets in City parks in honor of someone who has passed.

The honoree should be recognized for some contribution to the community. This policy does not apply to plaques which may be used as a form of recognition for building dedications, official historical designation, donors, or sponsors.

1. Definition
“Memorial Plaque,” for purposes of this policy, refers to a metal plate made of bronze which is attached to a bench made of concrete or picnic table set that is placed in a City park to honor the life of someone who has passed.

2. Concrete Bench or Picnic Table Set and Memorial Plaque Procurement, Installation, and Maintenance
The Community Services and Parks Department will procure a Memorial Plaque and a concrete bench or picnic table set which meet the Department’s specifications and requirements. The Department will undertake construction, installation, and site preparation. The City will assume responsibility for maintaining the Memorial Plaque and bench or picnic table set. 15 of 89
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The Applicant shall pay all costs associated with a Memorial Plaque, including the procurement of a new concrete bench or picnic table set, which are fixed and referenced in the Citywide Fee Schedule. If the Memorial Plaque, or the bench or picnic table set, or both, are vandalized to the point that either one or both of them have to be replaced, the Applicant must pay for the replacement cost(s); otherwise, the Memorial Plaque and the bench or picnic table set will be permanently removed.

4. Process
Memorial Plaques will be considered in the following manner:
a.Application:
i. An application that details the proposed Memorial Plaque must be submitted to the Parks Director. The proposal must include:
Information regarding the association, if any, between the subject matter and the City of Glendale; and
Suggested locations for placement.
b.Evaluation:
i. City staff will evaluate the application as it relates to the proposed location, compatibility with the surroundings, potential impact on other uses, potential liability, safety and maintenance issues, and will apply the following criteria:
Appropriateness:
The long-term impact of the Memorial Plaque. A proposal must include a clear statement of the contributions to the community by the person proposed for recognition.
The City does not permit the installation of Memorial Plaques commemorating living persons.
Compatibility:
How well the Memorial Plaque integrates with the surrounding environment.
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7 A proposal for a Memorial Plaque must be consistent with the Glendale Municipal Code and any other appropriate policy documents of the City.
Impact on Existing Use:
Proposals that would negatively impact existing uses of public property may be denied on this basis.
Aesthetics:
Plaque content, including design, text font, verbiage, illustration or graphics, and scope, must meet the criteria and standards set by the Community Services and Parks Department.
Maintenance:
Memorial Plaques and benches or picnic table sets that are likely to have ongoing, onerous maintenance costs will not be approved. Safety:
The proposed placement of the bench or picnic table set with the Memorial Plaque must be safe to a passersby and the environment as a whole.
Ownership:
Upon the City’s installation of the Memorial Plaque on the bench, the Applicant shall transfer to the City ownership of the Memorial Plaque and bench.
The City’s ownership includes, but is not limited to, the right to change, modify, remove, relocate, move, transport, repair, restore, replace, destroy, sell, or donate the Memorial Plaque, or bench or picnic table set, or both, in whole or in part, in City's sole discretion. c.Approval:
i. The Parks Director or a designee is the approval authority for Memorial Plaques.
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8 d.Appeals:
i. The Applicant may file a timely appeal of the Park Director’s decision to the Parks, Recreation, and Community Services Commission. An appeal must be in writing and filed with the Community Services and Parks Department no later than 15 calendar days after the date of the Park Director’s written decision.

C. Policies Applicable to Public Monuments and Memorial Plaques

1.Monuments or Memorial Plaques promoting violence or hatred against individuals or groups based on any of the following attributes will not be permitted: age, caste, ethnicity, nationality, race, immigration status, religion, sex/gender, sexual orientation, gender identity, gender expression, medical condition, physical or mental disability, victims of a major violent event and their kin.

2.The City deems its acceptance, placement, and public display of privately-funded and donated Monuments and Memorial Plaques on City property as an expression of government speech. The accepted Monuments and Memorial Plaques are meant to convey, and have the effect of conveying, a government message, and are not for the purpose of providing a forum (whether public forum, designated public forum, limited public forum, or other type of forum) for private speech.

3.The City Manager or a designee is authorized to amend this Policy as may be appropriate, necessary, or in the City’s best interest for implementing and administering the Policy.
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2 CITY OF GLENDALE, CALIFORNIA

REPORT TO THE SPECIAL CITY COUNCIL

AGENDA ITEM
Report: Update of the Draft Economic Development Plan

1. Note and file the report on the Draft Economic Development plan and provide feedback on priorities and initiatives.

COUNCIL ACTION
Item Type: Action Item
Approved for February 8, 2022 calendar

EXECUTIVE SUMMARY
Staff is currently preparing a three-year Economic Development Plan. This plan will be focused on measureable strategic initiatives and objectives that will help the economic recovery as the city emerges from the pandemic, increase the economic competiveness of the city, and help create a vibrant and sustainable economy. Exhibit 1 includes background information for the Council to consider in preparation of providing input and feedback to staff on initiatives, programs, and areas of focus. Staff has reconvened the Covid recovery task force to help guide the creation of the plan. This task force was originally created to advise the city on how to respond to the pandemic. Given their diverse nature and areas of focus, as well as interest in recovery following the pandemic, they will advise on the creation of the Economic Development Plan. The initial meeting was hosted on January 13, 2022 to obtain feedback on areas of focus and opportunity, and to provide background information regarding demographics, employment, and economic competitiveness. Staff has scheduled three additional meetings to develop programs and initiatives, as well as measureable outcomes for the plan. The plan will be presented to Council in phases. The first will be to provide background data on the city as well as the feedback provided by the working group. This will also present an opportunity for Council to provide additional considerations, particularly related to areas of focus and potential initiatives in response to the feedback provided by the working group. The second phase will outline the proposed initiatives and programs for the three- year period, and the third and fourth phases will focus on implementation and establishing benchmarks and measureable goals.
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COUNCIL PRIORITIES
Economic Vibrancy: The Economic Development Plan will create a blueprint and roadmap designed to provide strategic recommendations towards supporting inclusive economic growth and to ensure that Glendale’s economy remains vibrant, diverse, and sustainable.

RECOMMENDATION
That the Council note and file the report and provide feedback related to any priorities or potential initiatives that the Council would wish to see studied and considered in the Plan.

BACKGROUND
The goals of the Economic Development division have largely been defined by four key strategies:
Establish an 18-hour city;
Develop and implement a tech cluster strategic plan;
Strengthen neighborhood districts; and
Achieve the highest and best use of city facilities through an effective management strategy.

Over the course of the past two years, support and recovery during the pandemic have also played a defining role for the Economic Development division. These goals have helped establish the trajectory of developing a strong technology based economy.

Programs and events such as Tech Week and Tech on tap have contributed to creating a successful ecosystem that promotes technology based companies and the growth of entrepreneurs and startups. Programs such as GRIT have worked to strengthen neighborhood districts by providing support and guidance to small businesses looking to establish themselves in Glendale. Existing programs combined, have helped to create a thriving Downtown. They have also worked to support and grow local businesses, and that successfully contribute to all of the city’s neighborhoods and business districts. As the city emerges from the pandemic, Covid recovery will also continue to be an important role for Economic Development. The plan will seek to understand and respond to long- term changes in business operations, recruitment, and trends as a result of the pandemic.

As the City’s economy continues to mature and develop, the time is right to develop a full Economic Development Plan that will create a blueprint for growth. This will ensure that the city will have a robust and diverse economy, while advancing existing initiatives to continue to support local businesses and encourage job growth and creation as we continue to define economic sectors.

The Economic Development Plan is intended to be a three-year plan. It will create a blueprint, timeline, and implementation plan to achieve the outlined and identified goals.

The plan will also be flexible, allowing for new or modified strategies to be integrated as 20 of 89
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market conditions and the economy evolve. The goals will seek to strengthen existing markets within the city, identify unique and niche opportunities, pursue and grow new markets, and develop a series of strategies that will foster a robust and resilient economy.

The goals will be defined by measureable objectives.

ANALYSIS
The initial draft of the Economic Development Plan (Exhibit 1) is intended to provide background information for the Council and the working group. The document highlights the existing conditions of the city; including demographic, workforce, and business data.

The information is intended to highlight the existing strengths of the city, and to also identify areas of improvement to increase economic competitiveness. A series of comparable cities were also identified. This includes Southern California cities, cities across the state, and other cities across the country. Comparable cities were employed to better understand Glendale’s role in the regional and state economy, as well as relationship to other cities across the United States. Winston-Salem, North Carolina and Worcester, Massachusetts were identified as comparable cities, nationwide. Winston- Salem was selected for its role as a medical technology leader within the Research Triangle Park area of North Carolina. The city was successful in carving out a niche market in the bio-tech fields, amongst a broader technology economy. Worcester was selected for its role as a leading city for entrepreneurs within Boston’s technology corridor.

Demographic information, employment data, and location affordability were all metrics used to compare the cities. Location affordability was utilized to mitigate the disparity in housing cost and pay from cities in other regions.

By analyzing data from comparable and peer cities, including the neighboring cities of Burbank, Pasadena, and Los Angeles, various discoveries and insights are gained on Glendale’s demographics and population. Similar to the nine cities analyzed in the report, Glendale is home to an aging population and is facing a slowing population growth. However, Glendale’s median age of 41.8 is the highest of all nine cities, with Pasadena at 38.1 and Burbank at 39.5. Glendale also has a significantly higher foreign- born population of 53%, an approximately 20% increase over the cities of Burbank and Pasadena. Additionally, Glendale’s Median Household Income of $62,531, is significantly lower than Burbank ($73,277), and Pasadena ($78,941). In 2019, Glendale’s unemployment rate reached 6.5%, while Burbank and Pasadena reached

6.1% and 4.2%. This rate surpasses Los Angeles County’s rate of 6.1%. When it comes to educational attainment, Glendale has the lowest percentage of residents aged 25+ with a Bachelor's degree or higher (40.5%), compared to Burbank (42.3%) and Pasadena (52.3%).

Analyzing Glendale’s markets from a regional perspective allows for a better understanding of Glendale’s state and health of the economy, performance, strengths, trends, and competing interests with neighboring cities. Glendale’s retail market outperforms cities in the Los Angeles metropolitan area with superior vacancy rates of 21 of 89
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only 2.9%, compared to Burbank's 5.4% and Pasadena's 5.6%. Unlike its performance in the retail market, however, Glendale has the highest office vacancy rates compared to neighboring cities, with a high vacancy rate of 12.6%. Despite this, Glendale’s office rent per square foot ($3.04/SF) was lower than Burbank ($3.54/SF) and Pasadena ($3.14/SF). In FY 20-21, Glendale’s Sales Tax revenue received $74.6 million, inclusive of Measure S, which was significantly higher than Burbank’s $59.3 million and Pasadena $62.3 million. The report also found that Glendale produces less revenue from its Transient Occupancy Tax (TOT), than its neighboring cities. In FY 19-20, Glendale generated $5.9 million in TOT revenues, while Burbank and Pasadena generated $9.3 million and $13 million respectively. One of the primary reasons for Glendale’s significantly lower TOT revenues is Glendale’s lower key count. While Glendale's key count is 1,688 total hotel rooms, Burbank and Pasadena have 1,813 and 2,329 rooms, respectively.

The plan also considers many of the existing physical assets that are important to attraction, retention, and growth of businesses and workforce. This includes proximity to major universities, as well as transportation assets such as airports and freeways.

Amenities provided by the city and local business community are also highlighted. This includes attractions such as the Americana, and significant projects that are essential to attracting qualified talent such as the redesign of Central Park, the Artsakh Paseo, and the Verdugo Wash Visioning Wash projects.

The initial draft also includes information on the city’s poll to better understand how the city can recover from the Covid-19 pandemic. This will be a central element to the plan, to better understand how the city can adapt to changes in preferences in employment markets, as well as long-term changes in business operations as a result of the pandemic. From July 20, 2021, through August 23, 2021, the City of Glendale conducted a Flash Poll generating a total of 561 responses from Glendale business leaders representing a wide range of industries. These industries included Retail and Wholesale (13.9%), Professional Services (11.9%), Education (6.7%), Chambers of Commerce/Trade Associations (6.7%), Hospitality and Restaurants (5.8%), Entertainment and Travel (5.3%), Construction (5.3%), Real Estate Management (5.3%) and Technology (5%). Thirty other industries with under 5% representation also participated. The Poll Respondents represented the full spectrum of company size, with 35% referencing an employee count of 1 – 10; 33.2% with an employee count of 11 – 50; 19.2% with an employee count of 51 – 100; 5.4% with an employee count of 101 – 500; and 4% with an employee count of over 500.

Business-related expenses, including rent, salaries, and utilities, were cited as the top concern by more than five times as many Glendale business leaders as the second top concern – attracting and retaining customers/clients. Other top business concerns included Crime (10%), Hiring and Staffing (4%), and Debt (4%). As a result of the 22 of 89
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pandemic, close to half of Glendale business leaders (47.9%) expect to have employees working remotely more than in the past, 24.1% report that they will have employees working remotely less than in the past, and 28% expect the level of remote work will stay pretty much the same. The survey found that the top initiatives survey responders would like the City to prioritize included:
Childcare Support (33.1%);
Grant Programs (17.6%);
Worker Training Programs (9.4%);
Ease of Permit Access (9.4%);
Landlord/Building Owner Support (8.8%), and
Marketing Initiatives to Increase Regional Awareness (7.3%).

In addition to highlighting significant initiatives such as Tech Week, Tech on Tap, GRIT, and concierge services, the plan also highlights the important role in Covid recovery.

These programs included Al Fresco, recovery grants, and other measures aimed at mitigating the impacts of Covid related restrictions and efforts to keep businesses operational and flexible to changing conditions.

STAKEHOLDERS/OUTREACH
Staff reconvened the Covid recovery task force to advise on the creation of the Economic Development Plan. The task force will meet approximately four times to evaluate the City’s existing economic position, and to provide recommendations on programs and initiatives that will strengthen and grow the city’s economy. This will ensure that the initiatives and programs that are proposed have been evaluated by stakeholders and will ensure a blueprint for economic vitality and long-term success.

On January 13, 2022, staff reconvened 17 members of the Covid recovery task force, as well as provided survey opportunities for those that were not able to attend. The background report offered economic and demographic data to establish a foundation for the working group, and to help shape and inform their feedback. Using this background information, staff provided a series of prompts in order to catalyze a conversation and exchange of ideas. These prompts included identifying existing strengths to build upon, and areas of improvement opportunities to improve the city’s economic position and competiveness. This first meeting allowed for the working group to identify these opportunities and the second meeting will present an opportunity to evaluate responses and potential initiatives. Key opportunities that were identified by the working group included:
Create an identifiable and distinguishable brand for the City, allowing for it to be distinct amongst other cities in the region,
More entertainment options that will be attractive to a tech-oriented workforce, Reduce the length in time for the entitlement process, Reduce the overall cost of housing.
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Emphasize the proximity to universities such as USC, UCLA, and CalTech while establishing stronger relationships,
Create niche markets related to technology such as BioTech, gaming, and cybersecurity to create a hub within the region,
Grant programs for startup companies; and
Greater emphasis on tourism and hospitality.

Staff is using this information to identify recommendations to the working group that could address these areas of opportunities. These recommendations will be focused on programs within the city’s abilities, and to consider examples from other cities as well.

Best practices from other cities will provide a foundation of proven and successful programs that could assist the city in achieving its goals. The February 10, 2022 working group meeting will focus on these potential alternatives and programs.

Future meetings with the group will also focus on developing an implementation plan and how to measure success. Each recommendation will provide a measurable goal, allowing the city to effectively determine the success and impact of each initiative and program, while also presenting opportunities to adapt and respond to changing market conditions.

Staff is seeking Council input regarding any additional considerations to include as part of the plan, and information that can be provided to the working group. This can include areas of focus, particular industry sectors to consider, and considerations regarding potential initiatives and strategies.

FISCAL IMPACT
There is no fiscal impact associated with this report.

ENVIRONMENTAL REVIEW (CEQA/NEPA)
N/A

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: Note and file the update on the Economic Development Plan and provide feedback and considerations for staff and the working group.

Alternative 2: Council may consider any other alternative not presented by staff. 24 of 89
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ADMINISTRATIVE ACTION
Prepared by:

Bradley Calvert, Assistant Director of Community Development Approved by:

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

EXHIBITS/ATTACHMENTS

1. Draft Economic Development Plan
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C:\inetpub\wwwroot\Glendale\temp\SPCC_02082022_Motion_2a.pdf

M O T I O N
Moved by Council Member _________________________, seconded by Council Member ___________________________, that the Council hereby notes and files the Report to Council, dated February 8, 2022, pertaining to the Draft Economic Development plan and provides feedback as identified by the councilmembers at the February 8, 2022 special meeting of the Council.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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C I T Y O F G L E N D A L E
2022-2025
Economic
Development
Strategy
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Urban Experience

40. Table of Contents
Economic Competitiveness

18. CONTENTS
Demographics

08. Introduction

01. Creating a Unique Identity

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Discussion & Next Steps

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INTRODUCTION
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WHY WE'RE DOING THIS02.

OUR APPROACH03.

THE GLENDALE ADVANTAGE04.

CENTRAL LOCATION06.

INTRODUCTION
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The purpose of the City's Economic Development Division is to carry out a sustained and collaborative strategy to maintain and create jobs and improve quality of life for residents, the business community, and visitors of Glendale, all while supporting a diversified revenue base for public services.

As the City of Glendale moves forward in its economic development efforts, setting its sights beyond pandemic relief, the Economic Development Division is building a 3-year strategy to focus on the long- term health of our local economy. This strategy will establish a vision and define goals, objectives, and guidelines that will help us reach our vision.

Business retention and expansion are crucial to this strategy, as well as attracting a skilled workforce. A business-friendly environment is contingent on a number of factors that we will explore. In doing so, we seek to confirm existing assumptions and uncover new takeaways about strengths, weaknesses, and possible opportunities that will help us devise a comprehensive action plan to stimulate economic growth in the city.

WHY WE'RE DOING THIS
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OUR APPROACH
To formulate a strategy, we will first take a deep dive into some data and trends that will help us understand the health of our economy. These analytics will inform our understanding of the market today, identifying strengths, as well as areas for improvement.

Research at the local, state, and national levels will provide insight into how other cities perform. We've selected the neighboring cities of Burbank, Pasadena, and Los Angeles to gain a regional perspective on the state of the economy, to understand their strategies and priorities, and identify competing interests.

Several additional California cities and along with Winston Salem, NC and Worcester, MA were also examined. These cities were selected for their proximity to a larger metropolitan area similar to Glendale's proximity to the City of Los Angeles, in addition to a number of varying features that could be interpreted as similarities with Glendale. Some cities can be considered peer cities and others are purely aspirational. Our goal is to learn from their successes and identify potential strategies for our city.

Enlisting the help of the business community would be our next step.

Stakeholders and members of Glendale’s Business Recovery Taskforce, will have the opportunity to study the data and make their own conclusion. The City will facilitate discussions to glean their insights and ensure that the strategy is aligned with the priorities and needs of our existing business community.

STRENGTH
Denotes an area which
is considered one of
Glendale's strengths.

ENHANCE
Denotes an area
for improvement or
a potential weakness.

EXPLORE
Denotes an
area that could
be considered an
opportunity and
should be explored.

Be on the lookout for the
following markers
throughout this document.

They should call your
attention to three core
themes found throughout
our research.

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THE GLENDALE ADVANTAGE
The Best of SoCal Living
Known as the “Jewel City," Glendale is the fourth largest city in Los Angeles County, with a population of approximately 205,000 residents.

It is centrally located within minutes of Downtown Los Angeles, Hollywood-Burbank Airport, Occidental College and a short drive from a number of Southern California destinations.

Glendale enjoys the ideal Southern California climate, with an average high temperature of 77 degrees and average rainfall of almost 18 inches per year. It is one of the best places to live in Southern California, boasting a wide variety or housing options ranging from well-established suburbs, historic single-family neighborhoods, 3,500 new luxury apartments and condos in the walkable downtown mixed- use district, and numerous multi-family neighborhoods.

Glendale residents benefit from an award-winning school district, which includes nine National Blue-Ribbon Schools, and 26 California Distinguished Schools in addition to over a dozen private school options. As of 2019, 53.1% of Glendale residents (106k people) were born outside of the United States, which is higher than the national average of 13.7%. Over 60 different languages are spoken in the City’s schools, reflecting the City’s fascinating and diverse population which includes the largest Armenian-American population in the U.S. As of 2019, 53.1% of Glendale, CA residents (106k people) were born outside of the United States, which is higher than the national average of 13.7%.

Glendale is home to numerous parks, trails and recreational facilities, all located within the 31.5 square miles of the City. Health care services available within the immediate area are provided by three outstanding institutions: Glendale Memorial Hospital and Health Center (Dignity Health), USC Verdugo Hills Hospital, and Glendale Adventist Medical Center.

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A Corporate & Innovative Hub
Downtown Glendale forms the core of the city’s corporate and technology hubs. The area appeals to many companies due to its central location within the Greater Los Angeles area. Located within 10 miles of JPL, CalTech and USC, Glendale has access to a highly skilled and seemingly endless talent pool. The city is accessible to both the San Fernando and San Gabriel Valleys and to Northeast Los Angeles, making it attractive to many who live and work in these areas. The City offers 6-million square feet of office space and is home to several leading corporations including The Disney Company’s Grand Central Creative Campus, DreamWorks Animation, CBRE, Whole Foods, Dine Brands Global, Children’s Hospital Los Angeles, a number of tech giants including Age of Learning, Avery Dennison, Cisco Systems, LegalZoom, ServiceTitan and rising tech stars, Beyond Limits, DISQO and more. Additionally, the City and has been successful in attracting first-rate co-working space operators including Regus, Industrious, and WeWork.

Glendale’s tech industry stimulates economic growth in the region by providing an ample source of jobs and high paying salaries. Currently, Glendale is home to 1,029 tech companies that employ over 41,000 people in the City. As part of its Comprehensive Tech Strategy, Glendale launched two new tech accelerators in 2020 which support the growing startup community; the Hero House Glendale Gateway accelerator connects business development talent and opportunities in the SoCal area with deep tech teams in Eastern Europe. Thirteen startups, including 8 oversees companies participated in their round 1 cohort. The KidsX Pediatric Health Accelerator, a partnership with Children's Hospital Los Angeles, draws on a worldwide network of the top children’s hospitals and talented digital health companies.

Robust Retail & Restaurant Options
Americana at Brand is dynamic regional shopping, dining, residential and entertainment center, while Glendale Galleria provides over 200 retail stores and restaurants. Retailers include Bloomindales, Nordstrom, Macy’s, Apple, Samsung, Tiffany & Co., Coach and Target, all in the heart of the Downtown Glendale Business District. Shoppers can experience Kenneth Village and the Montrose Shopping District, where visitors can enjoy a mix of mom & pop boutiques and a variety of dining options. These two districts provide additional economic opportunities in a sophisticated small town setting. Additionally the Brand Boulevard of Cars, features 21 dealerships offering car buyers a range of new and used car options.

The City’s dining options are second to none, offering over 600 choices featuring a variety of international cuisines and upscale dining opportunities including Michael Mina Bourbon Steak, Din Tai Fung, Cheesecake Factory, Raffi’s Place, Carousel, Shake Shack, Porto’s Bakery, Eggslut, Shaquille O’Neal’s Big Chicken, Katsuya, In-N-Out Burger, Chick-fil-A and many more.

Growing Arts and Entertainment District
The City is home to the Brand Library and Art Center, the Alex Theatre, the Museum of Neon Art, the Glendale Centre Theatre, and Antaeus Theatre and is the future home of the Armenian-American Museum & Cultural Center. Currently, efforts are underway to transform the Artsakh Avenue Paseo into an exciting new destination and pedestrian friendly arts and entertainment hub within the Downtown.

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Glendale is conveniently located northeast of the City of Los Angeles in the foothills of the San Gabriel Mountains and is traversed by the Golden State (5), Glendale (2), Ventura (134) and Foothill (210) freeways. The City is centrally located within minutes from a number of attractions.

Hollywood Burbank Airport 8 miles
Los Angeles International Airport – 25 miles
Autry Museum of Western Heritage – 4 miles
Griffith Observatory – 5 miles
Norton Simon Museum – 6 miles
LACMA – 10 miles
The Getty – 20 miles
LA Zoo – 4 miles
Descanso Gardens – 7 miles
Huntington Library and Gardens – 11 miles
LA County Arboretum – 12 miles
Santa Monica Beaches – 22 miles
Venice Beach – 30 miles
Malibu Beaches – 35 miles
Universal Studios Hollywood – 9 miles
Knott’s Berry Farm – 28 miles
Six Flags Magic Mountain – 30 miles
Disneyland – 32 miles
Airports
Arts & Culture
Beaches, Parks & Gardens
Theme Parks
Occidental College – 3 miles
Cal Tech – 10 miles
JPL – 10 miles
University of Southern California – 10 miles
Cal State University Los Angeles – 10 miles
UCLA – 21 miles
Cal State University Northridge – 22 miles
Pepperdine University – 35 miles
Rose Bowl – 7 miles
Dodger Stadium – 6 miles
Staples Center – 9 miles
Hollywood Bowl – 7 miles
Hollywood – 7 miles
Downtown LA – 8 miles
Beverly Hills/Rodeo Drive – 12 miles
Long Beach – 32 miles
Newport Beach – 50 miles
Educational & Research Institutions
Sports & Entertainment Venues
Other Destinations

CENTRAL LOCATION
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DEMOGRAPHICS
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HOW WE STACK UP11.

POPULATION - AGE12.

CASE STUDY: WINSTON SALEM, NC14.

POPULATION - FOREIGN BORN15.

INCOME & PROPERTY VALUES16.

LOCATION AFFORDABILITY17.

DEMOGRAPHICS
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200.3K
Population

GLENDALE AT A GLANCE

30.20 square miles
41 yrs.

Median Age
$724k
Median Property
Value
$62.5k
Median Household
Income
106k
Foreign Born
Population
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CITY
Glendale, CA
Pasadena, CA
Burbank, CA
Santa Clarita, CA
Los Angeles, CA
Los Angeles County
Fremont, CA
Santa Rosa, CA
Chula Vista, CA
Winston Salem, NC
Worcester, MA

POPULATION
200,372
141,000
104,275
209,478

3.99M
10M
233,083
181,038
274,485
242,125
185,143

PROPERTY
VALUE
$724,800
$737,100
$688,500
$497,500
$682,400
$644,100
$863,800
$490,000
$546,400
$144,400
$227,100
SQUARE

MILEAGE

30.20 23.10

17.35 62.16
503
4,753

88.46 42.70

52.09 133.80

38.44 HOW WE STACK UP
4-YEAR
DEGREE

40.5%

52.3%

42.3%

36.8%

34.4%

32.5%
57%

32.6%

29.4%

34.5%

30.2%

UNEMPLOYMENT

6.5%

4.2%

6.1%
5%

7.8%

9.4%

3.6%

4.7%

6.3%
6%

5.7%
MEDIAN
AGE

41.8 38.1

39.5 36.8

35.8 37

37.9 38.3

37.4 35.4

34.7 HOUSEHOLD
INCOME
$62,531
$78,941
$73,277
$94,282
$62,474
$72,797
$127,374
$71,347
$87,876
$44,311
$48,139
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Glendale Population Growth
Population Growth (5 Yrs) Growth Rate
Ages 20-29
Ages 30-39
Ages 40-54
Ages 55+
-15.80%
-5.70%

0.30%

4.90%
0 10,000 20,000 30,000 40,000
Under 5 Yrs
10-14 Yrs
20-24 Yrs
35-44 Yrs
55-59 Yrs
65-74 Yrs
85 Yrs+
41 yrs.

Median Age

POPULATION AGE
Like many suburban communities across the United
States, Glendale is home to an aging population and is
facing a slowing population growth. In the United States, the population age 65 and older numbered 54.1 million in 2019. This number increased from 39.6 million in 2009,
indicating a 36% increase, and is projected to reach 94.7 million in 2060 per the U.S. Census. By 2040, it is projected that there will be about 80.8 million older persons in the United States, more than twice as many as in 2000. This age group represents 16% of the U.S. population, more
than one in every seven Americans. In Glendale, the
population age 65 and older, is 17.6%, signifying a slightly higher population group than the national average.

Source: U.S. Census, ACS 5-Year Estimates (2019)

AN AGING POPULATION
Glendale Age Group
Populations, 2019
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Compared to other neighborhoods in the City, Downtown
Glendale contains the largest population of individuals aged under 35 years. While this demographic accounts for approximately 45-60% of Downtown Glendale residents,
neighborhoods including Brockmont and Montrose
contain a lower percentage of 40%.

AGE HEAT MAP
Total Population: Less than 35 years
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242K
Population

WINSTON-SALEM AT A GLANCE
133.8
square miles
35yrs.

Median Age
$144k
Median Property
Value
$44.3k
Median Household
Income
24k
Foreign Born
Population

CASE STUDY

WINSTON-SALEM, NC
Over the past decade, increased
recruitment efforts for tech talent in
Winston-Salem's growing BioTech hub
have positively impacted the City's
economy and consumer spending,
primarily through a lowered median age.

Today, the leading industry in Winston-
Salem is the healthcare industry, at 1,082
establishments that provide over 20,000
jobs, stemming from the City's continous
efforts to attract and retain key industry companies, including Asinex, Novant Health, Kucera Pharmaceutical, Veterinary Bioscience Institute, Celif Bio, Practice Fenomics, KeraNetics, Novex Innovations, Plakous Therapeutics, Astral Genetics, and Ocular Systems. Efforts include the Tech Talent Recruitment Fund, which encourages the recruitment and retention through monetary incentives per net new hire. These efforts have significantly increased new job growth by 3.9% from 2017 to 2019. In addition to local efforts, state-run initiatives, including the 2018 Carolina Core Initiative, which aims to bring 50,000 jobs over 20 years to North Carolina, have played a vital role in the job growth brought upon the Triad region.

The increase in jobs has resulted in a lowered median age of 35.4 as of October 2021, 15.3% lower than Glendale's median age of 41.8. To continue supporting young entrepreneurs and tech professionals, Winston-Salem launched the "Winston Under 40 Program" which promotes talent recruitment and development by offering a broad range of opportunities for young professionals. Another program launched by the City is the "Aspire WS" paid internship program for juniors and seniors in Winston-Salem/Forsyth County schools, which provides opportunities for students to gain job skills and explore career choices.

With a younger population, Winston-Salem has grown its labor force to over 117,000 and its educational attainment levels to 89% of residents having a high school degree or higher and 43% of the population having an Associate's degree or higher.

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Tech-related jobs attract a younger working population
A younger population can increase the labor force and educational attainment levels.

KEY IDEAS:

Source: Greater Winston-Salem Inc.
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0 25,000 50,000 75,000 100,000 125,000
Glendale, CA
Burbank, CA
Pasadena, CA
Santa Clarita, CA
Fremont, CA
Santa Rosa, CA
Winston Salem, NC

FOREIGN BORN POPULATION

FOREIGN BORN POPULATION
As of 2019, 53% of Glendale residents (106k individuals) were born outside the United States. This percentage is significantly higher than neighboring cities Burbank and Pasadena, whose foreign born population is around 30% each. It is estimated that 94% of Glendale residents speak a language other than English at home and 58% of the population speak English less than “very well,” per the U.S. Census. In comparison, 89% of Burbank residents and 84% of Pasadena residents speak a language other than English at home. Over 60 different languages are spoken in the City’s schools, reflecting the City’s fascinating and diverse population, including the largest Armenian-American population in the U.S.

Data Source: U.S. Census, ACS 5-Year Estimates (2019)
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Glendale, CaliforniaPasadena, CaliforniaBurbank, California Santa Clarita, California
Fremont, CaliforniaSanta Rosa, California
Winston Salem, North Carolina
$1,000,000
$750,000
$500,000
$250,000
$0
Glendale, CaliforniaPasadena, CaliforniaBurbank, California Santa Clarita, California
Fremont, CaliforniaSanta Rosa, California
Winston-Salem, North Carolina
$150,000
$100,000
$50,000
$0
$724k
Median Property
Value
$62.5k
Median Household
Income

MEDIAN PROPERTY VALUE MEDIAN HOUSEHOLD INCOME
Compared to regional benchmark geographies, Glendale has a lower Median Household Income of $62,531. Neighboring cities Burbank and Pasadena have Median Household Income levels of $73,277 and $78,941, respectively. However, Median Property Values for all three cities are relatively similar, with Glendale at $724,800, Burbank at $688,500, and Pasadena at $737,100.

HOUSEHOLD INCOME AND PROPERTY VALUES
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35%
Housing Cost:
% of Income
21%
Transportation Cost:
% of Income
Traditional measures of housing affordability ignore transportation costs. Typically a household’s second-largest expenditure, transportation costs, are largely a function of the characteristics of the neighborhood in which a household chooses to live. Factoring in both housing and transportation costs provides a more comprehensive way of thinking about the cost of housing and true affordability.

In Glendale the average cost of housing + transportation is 55% of a household's income, slightly lower than the 57% average for Los Angeles County. This is based on the Regional Typical Household Income: $60,705, Household Size

3.03 for Los Angeles - Long Beach - Anaheim.
(Source: Center for Neighborhood Technology)
0% 25% 50% 75%
Los Angeles County
Los Angeles (City)
Glendale, CA
Pasadena, CA
Burbank, CA
Santa Clarita, CA
Chula Vista, CA
Fremont, CA
Santa Rosa, CA
Winston Salem, NC
Worcester, MA
(% of Income Spent on Housing Costs +Transportation Costs)

LOCATION AFFORDABILITY
Housing Costs
Transportation Costs
57%
56%
60%
57%
67%
52%
53%
52%
57%
35% 22%
35% 21%
39% 21%
36% 21%
42% 25%
35% 22%
34% 18%
31% 22%
27% 25%
41%23% 18%
34% 20% 54%
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ECONOMIC

COMPETITIVENESS
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OFFICE 20.

RETAIL21.

INDUSTRIAL22.

HOUSING23.

RENTAL HOUSING24.

LABOR25.

CASE STUDY: WORCESTER, MA26.

EDUCATION 27.

SALES TAX28.

LODGING30.

CASE STUDY: PASADENA, CA32.

COVID RECOVERY33.

CORE THEMES38.

ECONOMIC COMPETITIVENESS
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2015 2016 2017 2018 2019 2020 2021
15%
10%
5%
0%
Did you know that Glendale has over 6
million square feet of office space?
6M
SQFT
20152016201720182019202020212022*2023*2024*2025*2026*
$4
$3
$2
$1
$0
OFFICE VACANCY RATE, 2015-2021
Glendale
Burbank
Pasadena
LA County
With a vacancy rate of 12.6% in October 2021, Glendale office market vacancies continue to rise significantly, comparable to the county. This rate is highest among the neighboring cities of Burbank and Pasadena, whose office vacancy rates are at 4.8% and 12.1%, respectively. Glendale's rate, however, continues to stay below Los Angeles County's rate by 1.5%.

In 2020, Glendale’s rent per square foot in the office market was at a low $3.04. Pasadena follows this rate at $3.14/SF, and Burbank with the highest rate among the three cities, at $3.54/SF. When analyzing comparable cities in the region, Santa Clarita, Fremont, and Santa Rosa all have significantly lower office market rental rates at $2.76, $2.58, and $1.96, respectively.

Glendale’s rent per square foot rate is projected to grow by 15.6% by the year 2026, to a total of $3.48/SF.

With over 6-million square feet of office space and no gross receipts or business license taxes, Glendale offers a more pro-business environment than many other communities in the Los Angeles metropolitan area. The Glendale office market attracts traditional tenant types; insurance companies, banks, and law firms. Key tenants and corporate headquarters include the Walt Disney Company Animation Studios, DreamWorks Studios, ServiceTitan, Avery Dennison, Color Me Mine, KABC-7, IHOP, LegalZoom, and Public Storage.

Downtown Glendale forms the core of the office market, with nearly all of the Class A office space inventory located north of the Americana at Brand, adjacent to Brand Boulevard Central Avenue. The downtown appeals to numerous firms due to its central location near much of Los Angeles' employment base. Glendale is centrally located and accessible to both the San Fernando and San Gabriel Valleys as well as neighborhoods in Northeast Los Angeles, making it attractive to many who live in these areas.

Data Source: CoStar, October 2021
MONTHLY RENT/SF. ($), 2015-2021
*projected monthly rent per square foot

OFFICE MARKET
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6%
4%
2%
0%
For years, the Glendale retail market has had superior
occupancy rates within the greater Los Angeles
metropolitan area. In October 2021, Glendale's retail vacancy rate was 2.9%, compared to Burbank's 5.4% and Pasadena's

5.6%. Contributing to this low vacancy rate are the over 3,600 units of mixed-use multifamily projects that have been built in Downtown Glendale in the past decade,
supporting local and national retailers alike.

Similar to the city's office rental rates, the rent/SF for the retail market is lower than the neighboring cities of
Burbank and Pasadena. Glendale’s rate as of October 2021 was $2.97/SF, while Burbank and Pasadena were at $3.15
and $3.12, respectively. Although Glendale's rate is the lowest in the tri-cities region, its retail rent/SF exceeds the LA County rate by 7.2%. Glendale’s rate is projected to increase by 15.8% by 2026 to $3.44/SF.

Glendale’s two major shopping centers, the Americana at Brand and Glendale Galleria, provide approximately two
million square feet of gross leasable area combined. The Americana at Brand offers a variety of major retailers, including its three-level flagship Barnes & Nobles, as well as, Tesla, Apple, Cheesecake Factory, Amazon, AMC Theatres, and a three-level Nordstrom. Higher-end stores include
Tiffany and Co. and David Yurman. The center has
internationally recognized restaurants, including Din Tai Fung and Bourbon Steak.

Across the street from the Americana at Brand is the
Glendale Galleria, a three-story regional shopping center with over 200 stores, attracting an annual visitor count of over 30 million. The Glendale Galleria is home to many first- of-its-kind shops, including the first three-story Target, Apple Store, Panda Express, and Disney Store. Major
retailers at the Glendale Galleria include Bloomingdale’s, Macy’s, Sephora, and Dick's Sporting Goods.

Data Source: CoStar, October 2021
2015 2016 2017 2018 2019 2020 2021 2022*2023*2024*2025*2026* $4
$3
$2
$1
$0
RETAIL VACANCY RATE, 2015-2021
RETAIL RENT/SQ FT. RATE, 2015-2021
Glendale
Burbank
Pasadena
LA County

RETAIL SPACE MARKET
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Glendale has a generally stable industrial market — the market’s vacancy rate has been at or below 2% for the majority of the past decade. As of October 2021, the vacancy rate for Glendale’s industrial market is at 1%. The industrial space inventory is limited since Glendale is primarily an office and residential market. In the past year, Glendale's vacancy rate decreased from 3.2% in 2020 to 1.9% in 2021, placing Glendale below the Los Angeles County average.

Historically, Glendale's industrial rent per square foot is lower than Burbank's rate and higher than the Los Angeles County average rate. As of October 2021, the Glendale rent per square foot rate significantly decreased $0.49 lower than Burbank's rate, placing Glendale at LA County average.

Notable Glendale industrial tenants include 4Over, Fuse Technical Group, Glenair Inc, and Automation Plating Corp, each occupying over 50,000 square feet of industrial space.

Studio and entertainment space can be primarily found in Glendale’s Creative Corridor. This area is home to numerous creative businesses including, DreamWorks Animation Studio, KABC 7 Television Studio, and the Disney Grand Central Creative Campus.

Well-known production and recording studios in Glendale include Anarchy Post, Modern Home Staging LLC, Ironwood, and Spectral Motion.

Data Source: CoStar, October 2021
2015 2016 2017 2018 2019 2020 2021
4%
3%
2%
1%
0%
INDUSTRIAL VACANCY RATE, 2015-2021
2015 2016 2017 2018 2019 2020 2021 2022*2023*2024*2025*2026* $2.5
$2
$1.5
$1
$0.5
$0
INDUSTRIAL RENT/SQ FT. RATE, 2015-2021
Glendale
Burbank
LA County

INDUSTRIAL SPACE MARKET
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2015 2016 2017 2018 2019
80,000
60,000
40,000
20,000
0 2015 2016 2017 2018 2019
15%
10%
5%
0%
Glendale
Burbank
Pasadena
Santa Clarita
Glendale
Burbank
Pasadena
Santa Clarita
LA County Avg.

Glendale has emerged as one of L.A.'s hotspots for new
multifamily construction in the past decade, with more
than 3,600 units delivered during this time. With an
abundance of housing options to choose from, Glendale
proceeds to have vacancy rates below the LA County
average. Compared to its neighboring cities, in 2019,
Glendale had 78.962 housing units, while Burbank and
Pasadena had 43,884 and 61,572 units, respectively.

Glendale's multifamily rent/unit is up 5.6% to $2,053 in 2021, still lower than the neighboring cities of Pasadena and Burbank's rent/unit at $2,263 and $2,163, respectively.

Data Source: CoStar, October 2021
# OF UNITS, 2015-2019
HOUSING VACANCY RATE, 2015-2019
$430K
The average price for
Glendale condo.

HOUSING MARKET
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2015 2016 2017 2018 2019 2020 2021 (YTD)
$3
$2
$1
$0
Glendale
Burbank
Pasadena
Santa Clarita
LA County
ASKING MARKET RENT/SF, 2015-2021 (YTD)
Glendale's multifamily rent/SF is up 6.25% to $2.55 in 2021, still lower than the neighboring cities of Burbank and Pasadena with a rent of $2.81 and $2.74 per square foot, respectively.

Although rental rates are rising across the region, Glendale's rates are increasing at a slower pace than surrounding cities, creating a unique opportunity within the region to attract a younger demographic to a more affordable yet centrally located part of the County.

Data Source: CoStar, October 2021
$2,244
The asking rent per
2-bedroom unit in Glendale.

RENTAL HOUSING MARKET
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10%

7.5%
5%

2.5%
0%
0 25,000 50,000 75,000 100,000 125,000
Glendale, CA
Burbank, CA
Pasadena, CA
Santa Clarita, CA
Fremont, CA
Santa Rosa, CA
Winston Salem, NC
Glendale
Burbank
Pasadena
Santa Clarita
LA County Avg.

Although unemployment rates in the region have decreased since 2015, Glendale’s unemployment rate has surpassed Los Angeles County’s, and is also higher than the neighboring cities of Burbank and Pasadena. In 2019, Glendale’s unemployment rate reached 6.5%, while Burbank and Pasadena reached 6.1% and 4.2%, respectively.

Santa Clarita, a comparable city to Glendale, had a rate of 5%.

When compared to its total population, only half of Glendale residents are employed; however, this fits true to Burbank, Pasadena, and Santa Clarita as well. The number of workers living and working in Glendale is 32,573 as of November 2021.

Data Source: Bureau of Labor Statistics, 2021
UNEMPLOYMENT RATES, 2015-2019
NUMBER OF EMPLOYEES, 2019
94K
# of Employees
Health Care
Professional, Scientific, technical service
Educational Services
Accommodation & food Services
Finance & Insurance
Social Assistance
Construction
15%
10%
5%
0%
Glendale's Most Common Industries 2019

LABOR MARKET
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CASE STUDY

WORCESTER, MA
Year after year, the City of Worcester, Massachusetts, is ranked as one of the nation's friendliest small business cities due to the ease of starting a business, access to capital and talent pool, health and safety, amenities, and the overall cost of doing business.

Local initiatives, including "StartUp Worcester," provide support as well as co-working space for the region's budding entrepreneurs. Initially geared towards college-age entrepreneurs, the program now supports business owners of all ages by providing resources for accessing funds, talents, mentors, and publicity. This effort is launched and managed by the Worcester Regional Chamber of Commerce. Another effort is Worcester's "WorcLab" incubator. This incubator program provides startup businesses with the tools they need to start operating self-sufficiently, including access to office space, networks, collaborative workspaces, and more. These programs enhance and encourage an entrepreneurial community and ease the process of starting a business and fulfilling essential needs in the market.

Through these initiatives and local efforts, Worcester has seen a surge in population growth, educational attainment, and businesses. Between 2000 and 2010, Worcester's employment increased twice that of the state, with the number of households earning $75,000 or more per year growing by 66%. The population growth grew greater than Boston and Massachusetts within the same period.

According to the Worcester Regional Chamber of Comerce, in 2010, nearly 25% of Worcester’s workforce was aged 15 to 24, 84% had an education greater than a high school diploma, and 30% had a bachelor’s degree or higher. The Chamber aims to continue providing leadership training, skills training, and entrepreneur mentorship to help Worcester's growing business-friendly community.
185k
Population

WORCESTER AT A GLANCE

38.44 square miles
34yrs.

Median Age
$227k
Median Property
Value
$48.1k
Median Household
Income

38.6k
Foreign Born
Population
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Partnerships with local organizations are essential for the growth of a business-friendly community.

Efforts encouraging local entrepreneurship can result in population growth, educational attainment levels, and increased number of new businesses.

KEY IDEAS:

Source: Worcester Regional Chamber of Commerce
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2015 2016 2017 2018 2019
60%
40%
20%
0%
On a local level, Glendale has the lowest percentage of residents aged 25+ with a Bachelor's degree or higher at

40.5%, slightly higher than the 2019 national average of 36%. In 2019, Burbank and Pasadena exceeded Glendale's
education attainment rates at 42.3% and 52.3%,
respectively. It is important to note that Glendale's
highest educational institution is Glendale Community
College, which does not award students with Bachelor
degrees. While Glendale does not have a four-year
university, its neighboring cities Pasadena and Burbank contain several universities that offer a Bachelors degree or higher, including the California Institute of Technology, ArtCenter College of Design, Providence Christian
College, and Woodbury University. Glendale's population with a Bachelor's Degree or higher exceeds the Los
Angeles County average by 8%.

When it comes to high school education and below,
Glendale residents benefit from an award-winning school district, which includes nine National Blue-Ribbon
Schools, and 26 California Distinguished Schools in
addition to over a dozen private school options. Over 60 different languages are spoken in the City’s schools,
reflecting the City’s fascinating and diverse population.

All four of Glendale Unified high schools rank among the nation’s best high schools according to the U.S. News & World Report’s 2021 Best High Schools ranking. All four ranked in the top 21% of the 25,553 schools considered, with Clark Magnet High in the top 2%, Crescenta Valley
High in the top 5%, Hoover High in the top 17%, and
Glendale High in the top 21%.

EDUCATION
% WITH BACHELORS DEGREE
OR HIGHER, 2015-2019

40.5%

40.5% of Glendale residents, aged 25
and up, have a Bachelor's Degree or
higher. Glendale
Burbank
Pasadena
Santa Clarita
LA County
National
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$60,000,000
$40,000,000
$20,000,000
$0
Glendale
Burbank
Pasadena
Autos &
Transportation
29%
State & County
Pools

20.6%
General Consumer
Goods

18.3%
Business &
Industry

10.7%
Restaurants &
Hotels

8.1%
Food &
Drugs

5.4%
Building &
Construction

4.5%
Up until 2021, Glendale has had the largest Sales Tax
revenue generation in the tri-cities region for the past five years. In 2021, Glendale’s projected Sales Tax revenue is $48,416,579, while its neighboring cities Burbank and
Pasadena are $49,788,463 and $56,354,000, respectively.

Based on historical data, Glendale’s Sales Tax revenue has fluctuated throughout the past five years, while Burbank and Pasadena have both experienced a steady, gradual
growth rate.

The primary business groups contributing to Glendale’s
Sales Tax revenue generation are “Autos & Transportation” at 29%, “General Consumer Goods” at 18.3%, and “Business & Industry” at 10.7%. 15 of the 21 car dealerships in
Glendale make Glendale's Top 25 Sales Tax Producers list.

SALES TAX DATA
SALES TAX REVENUES, FY 2015-2021
Major Business Groups, FY 2020-2021TOP 25 SALES TAX
PRODUCERS, FY 20-21
Acar Leasing
Allen Gwynn Chevrolet
Avis Car Sales
Bloomingdale's
Calstar Mercedes
Car Pros Kia Glendale
CDW Direct
CDW Government
Financial Services Vehicle Trust
Glendale Dodge Chrysler Jeep
Glendale Nissan
Glendale Subaru/Mitsubishi
Home Depot
Lexus of Glendale
Macys
New Century Honda
Nordstrom
Pacific BMW
Star Auto Group
Target
Tesla Motors
Toyota Lease Trust
Toyota of Glendale Scion
Tuft & Needle
Vons
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$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Glendale
Burbank
Pasadena

LODGING MARKET
Glendale offers over 13 hotels and lodging properties to choose from, with nearly 1,600 keys combined. In 2019, Glendale generated $5,877,940 in Transient Occupancy Tax (TOT) revenues, while the neighboring cities of Burbank and Pasadena generated $9,343,816 and $16,948,000, respectively. Burbank’s TOT revenues were nearly double those of Glendale’s, and Pasadena, nearly tripled. It is important to note that the TOT rate in Glendale is 12%, Pasadena 12.11%, and Burbank 10%.

When compared to Burbank and Pasadena, Glendale has the lowest key count. While Glendale's key count is 1,688 total hotel rooms, Burbank and Pasadena have 1,813 and 2,329 rooms, respectively. Glendale's lower key count results in the lower transient occupancy tax generation.

Another factor to the low transient occupancy tax generation is Glendale's lack of higher quality hotels, with ratings of four stars or above. Glendale has three hotels in the development pipeline, which will bring an additional 537 keys. These pipeline hotels are; AC Hotel | 173 Keys
Hilton Expansion | 226 Keys
Hotel Indigo | 137 Keys

TRANSIENT OCCUPANCY TAX
REVENUE , 2015-2021
# of Lodging Rooms
2,500
2,000
1,500
1,000
500
0 Glendale
Burbank
Pasadena
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SAT AVG.
$180
$269
$275
$206
$189
$191
$142
$153
$133
$142
$119
$120
$118
4 Stars
Glendale Hilton
The Glenmark
3 Stars
Residence Inn by Marriott
Hampton Inn
Embassy Suites
Hyatt Place
Hotel Brandwood
2 Stars
Extended Stay Los Angeles
Glendale Express Hotel
Hotel Glendale Lodge
Glenridge Inn Glendale
Rodeway Inn Regalodge
Hotel Xilo

ADDRESS
100 W. Glenoaks
1100 N. Brand Blvd
199 N. Louise St
114 W. Colorado St
800 N. Central Ave
225 W. Wilson Ave
339 1/2 N. Brand Blvd
1377 W. Glenoaks Blvd
450 W. Pioneer Dr
1510 E Colorado St
1437 E Colorado St
200 W. Colorado St
326 E Colorado St
# OF KEYS
351
85 147
94 272
173
38 87
172
62 31
25 41
WED AVG.
$171
$215
$208
$194
$175
$169
$109
$144
$126
$122
$110
$105
$97
* All rates are based off "Google Hotels" rates for one guest. The rates are the average rates and do not specify the type of room. Wednesday rates are based on checking in on Oct. 27, 2021 and checking out on Oct. 28, 2021. Saturday rates are based on checking in on Oct. 30, 2021 and checking out on Oct. 31, 2021.

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LODGING PROPERTIES
1,688
Total # of Lodging
Rooms in Glendale
1,813
Total # of Lodging
Rooms in Burbank
2,329
Total # of Lodging
Rooms in Pasadena
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Home to the Pasadena Civic Auditorium (America's Got Talent) , Pasadena Convention Center, the Rose Bowl and the Rose Parade, the City hosts visitors from around the world. It has over 25 hotel and lodging properties and 600 restaurants (more per capita than New York City).

The travel and tourism industry is a top priority for Pasadena. Each year, over 3.5 million visitors arrive in Pasadena generating $700 million in visitor spending and injecting over $120 million in state and local tax revenues. The industry supports over 6,000 local jobs and is the eighth largest employer in Pasadena. (Source: Tourism Economics)
In 2020, in the midst of the pandemic, which deeply impacted the tourism and hospitality industry, Pasadena generated $13,089,000 in Transient Occupancy Tax.

By hosting a number of conventions and exhibitions, at the Convention Center, Pasadena is able to maintain steady occupancy rates year round. Case in point: the ACWA (Association of California Water Agencies) Conference held in Fall 2021 brought approximately 850 attendees and a total of 2,500 room nights to the city. For FY21, convention center events alone generated close to 20,000 room night bookings.

COVID RECOVERY:

On Monday, June 14, 2021, the Pasadena City Council approved a segment of the American Rescue Plan Act of 2021 to fund a $475,000 Pasadena Tourism Stimulus Recovery Plan. The plan would allow the Pasadena Convention & Visitors Bureau (PCVB) to bring back key full time staff positions and implement a multi-layered marketing campaign to attract visitors to the convention center, and increase visitor spending at local hotels, restaurants, retail, and cultural attractions.

They launched their "Adventure Awaits" campaign on popular travel platforms (Expedia, Tripadvisor, Sojern) as well as on sponsored social media posts. The campaign was predicted to have an over $5 million economic impact on the city.
141K
Population

PASADENA AT A GLANCE

23.10 square miles
38 yrs.

Median Age
$737K
Median Property
Value
$78.9K
Median Household
Income

42.4k
Foreign Born
Population
Sheraton Pasadena – 311 rooms
Hilton Pasadena – 296 rooms
The Westin Pasadena – 350 rooms
Courtyard by Marriott – 314 rooms
Residence Inn – 144 rooms
Hotel Constance –
161 rooms
The Langham – 377 rooms
Hyatt Place Pasadena – 189 rooms
Accommodations in Pasadena range
from luxury resorts to modern hotels for
a total of over 2,500 keys including:

Source: Pasadena Convention & Visitor Bureau
Impact of local programing on hotel occupancy and transient occupancy tax revenues.

Return on marketing dollars spent.

Conventions & Exhibits
Investment in Visitors Bureau
KEY IDEAS:

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PASADENA, CA
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COVID RECOVERY
In March 2020, cities across the U.S. were faced with the reality that the looming COVID-19 pandemic and public health crisis would also have lasting repercussions on local economies. The Glendale City Council declared a State of Emergency and assembled the Business Recovery Task Force to develop a plan to quickly identify challenges and develop a road to recovery for its business community. The following initiatives were swiftly implemented.

REOPENING RESOURCES
Al Fresco Glendale – Provided restaurant businesses with a low-cost alternative to restore their customer base to pre-COVID levels by offering outdoor dining alternatives. Fees for the Sidewalk Dining and Temporary Certificate of Occupancy Permits were waived until capacity levels returned to 100 percent, or until June 30, 2021. A total of 14 outdoor parklets were installed.

Concierge Support – Provided ongoing Business Concierge Support to businesses seeking personalized assistance, or for employers looking for layoff aversion resources and assistance with unemployment benefits.

PERMITTING & LOGISTICS

Building & Entitlement Support – Maintaining inspections and permitting at the Building & Safety, Planning, and Economic Development Counters. Automatically extending all plan checks and permits expiring in the near future to the end of December 2020.

Permit Services Online Permitting and Virtual Inspections - To address the ongoing demand for permit and inspection services while adhering to public health mandates, the Permit Services Center relied heavily on the online permitting system and began to conduct interior building inspections virtually on a case-by-case basis.

Relaxed Parking Enforcement – Implementing relaxed parking enforcement in commercial and residential zones. This included lifting street sweeping restrictions in residential areas. Additionally, the City launched the "Glendale is Open for Business" program allowing up to 20 minutes of free parking in metered commercial areas to facilitate curbside pickups at restaurants. Restaurants offering delivery or takeout, were provided with parking signage allowing for curbside pick-ups and informing diners that they are open for business.

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ECONOMIC RELIEF
Small Business Grant – Disbursed a combined total of $2.2M in Measure S funds and CDBG funds through the $5,000 Small Business Grant Program. Over 445 small businesses benefited from these grants.

PPE Program – Distributed close to 16 thousand gallons of free hand sanitizer to over 2 thousand residents and businesses and disbursed reimbursement grants for up to $500 in COVID-related PPE purchase expenses to 145 businesses.

Support the Arts Grant – $500,000 were allocated for artists and non- profits supporting the arts, and cultural institutions
Business Organization Grants – $150,000 in funding to support local business, organizations, chambers of commerce, professional development centers, and local business associations to develop programs or provide additional training to assist businesses in accessing other critical funding sources.

Eviction Moratorium – a commercial eviction moratorium through June 2020 with repayment standards for small, medium and large businesses. The city also implemented a 6-month term of rent repayment for tenants impacted by the pandemic.

Utility Bill Payment Extensions – Glendale Water and Power offered payment extensions and late fee waivers for those unable to make payments on time.

Late Fee Waivers – Waiving all late fees for City-provided services (including Library fees) accrued during the emergency period.

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PUBLIC INFORMATION & MARKETING SUPPORT
Glendale Is Open for Business Campaign - Businesses that transitioned to online-only, curbside pick-up, or takeout only received campaign signage that was designed and disseminated to local businesses. Health protocol signage was also printed and distributed to local businesses to ensure they had the appropriate social distancing and face covering requirements posted in their shops, as a means to alleviate those responsibilities and allow small businesses to focus on their reopening.

Business Resource Webinars – Two city hosted informational webinars to about the federal PPP loan program and other federal business resources. The workshops were led by representatives from the Small Business Administration.

Business Resources Webpage – Dedicated website that served as a clearinghouse for business support and recovery information including a Shop Local Guide consisting of businesses that were still operating, Mother’s Day Guide, Restaurant Guide and a How to Support Personal Care Businesses Guide.

Weekly Business Resource Newsletter – Information about public health orders, business resources were constantly changing. This weekly digest allowed for the timely dissemination of news impacting local businesses
Social Media – The #OurGlendale social media campaign encouraged people to shop local and profiled small businesses during the pandemic as well as other information provided on the resource webpage and newsletters.

Safety First Pledge - Self-certification program offering window decals to businesses taking an online pledge to abide by all public health protocols to boost consumer confidence and bring customers back to local businesses.

The Glendale City
Council allocated $4.2M
to COVID Relief
Programs benefiting
local small business.
"

INITIATIVES FROM OTHER CA CITIES

Burbank, CA
PR campaign targeting domestic travel; highlighting
regional tourism opportunities and offering a "Preferred Hotel Program"
Pasadena, CA
Tourism recovery marketing plan (see page 32).

San Diego, CA - Partnership with local philanthropic
foundation to provide $12M in Small Business Relief Grants Santa Monica, CA - Established "We Are Santa Monica" Fund for cash & in-kind donations for relief efforts. Collected $1.17M (as of 9/27 2021). 78 businesses received $5,000 grants in partnership with Santa Monica Chamber of Commerce
Foundation
Fremont, CA - Gift Fremont, an online eGift Card
platform/online marketplace for local small business
Long Beach, CA - Commercial Rental Assistance Grant
($1.7M)
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COVID RECOVERY - COMMUNITY INPUT
Task Force:

Al Fresco Program - outdoor dining & retail
Health Code Compliance & PPE
Legislation
714 Responses
87% of respondents employing
25 or less
Top "reopening concerns"
COVID Compliance (57%),
Customer Reconnection (51%),
Capital (40%)
How can the City help?
Funding Support,
Rental Assistance,
Stay Open
Business Community Survey #2
108 Responses with 91% of
respondents employing 25 or less
44% have deferred paying rent
28% unable to pay deferred rent
and
57% stating "it's too early to tell" if
they will be able to pay
Key Concerns: Cash Flow
How can the City help?
Marketing support (regional
marketing & social media)
Business Community Survey #1
May 2020 June 2020
Small Business & Non-Profits
Childcare
Arts, Hospitality & Leisure
Stakeholders formed six working groups to address key issues:

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COVID RECOVERY - COMMUNITY INPUT
July - August 2021
Business Community Survey #3
Retail & Wholesale 14%
Professional Services 12%
Education 7%
Chambers/Associations 7%
Hospitality 6%
Entertainment & Travel 5%
Construction 5%
Real Estate 5%
Tech 5%
Health 4%
561 Responses
1-10 Employees 35%
11-50 Employees 33%
11-100 Employees 19%
101-500 Employees 5%
500+ Employees 4%
Employee Count
Optimistic
48%
Very Optimistic
16%
Uncertain
15%
Pessimistic
14%
Very Pessimistic
7%
Business
Outlook
for 2022
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Key Findings:
- Close to half of Glendale business leaders (47.9%) expect to have employees working remote more than in the past.
- 17.6% of survey responders identified "Grant Programs" as the top initiative they would like the City to prioritize.

Top Concern:

Business-related expenses, including rent, salaries, and utilities was cited as the top concern by more than five times as many Glendale business leaders as the second top concern, attracting and retaining customers/clients. 3 7
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CORE THEMES
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Superior occupancy rates in the retail market within the greater Los Angeles metropolitan area for years.

Retail market rent/SF is lower than the neighboring cities.

Multifamily rental market rate is lower than neighboring cities
53% foreign born - diversity of population
Long term Al Fresco
Repurpose office space, strengthen market
Attract higher quality hotels
High office vacancy rate
Hotel keys and TOT revenue low
Higher unemployment rate
Industrial space is maxed out
Aging population

STRENGTH
Denotes an area
which is considered
one of Glendale's
strengths.

EXPLORE
Denotes an area
that could be
considered an opportunity
and should be explored.

ENHANCE
Denotes an area
for improvement or
a potential weakness.
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URBAN

EXPERIENCE
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BUSINESS ZONES42.

DEVELOPMENT44.

AMENITIES45.

TECH SECTOR46..

CASE STUDY: CHULA VISTA, CA47.

URBAN EXPERIENCE
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BUSINESS ZONES
Downtown Glendale is a vibrant urban center that provides an array of shopping, dining, working, living, entertainment, and cultural opportunities within walking distance.

High-rise developments house numerous corporate headquarters, including Age of Learning, DineEquity Brands, ServiceTitan, Whole Foods, Cisco, and Avery Dennison. Casual and fine dining options abound in the Downtown Glendale district as well as new al-fresco dining opportunities.

Additionally, over 3,500 newly built luxury apartments are centrally located throughout the district and provide high-end housing options for the City's well-paid workforce, all within walking distance of the nationally known regional shopping centers; the Glendale Galleria and The Americana at Brand. Together, these two malls generated 16% of the City's total sales tax revenue in quarter 2 of 2021.

DOWNTOWN GLENDALE
The southern edge of the Downtown area is home to the "Brand Boulevard of Cars," a regional concentration of 21 auto dealerships ranging from the industry leaders in electric, hybrid, economy, and luxury vehicles. Dealerships include Allen Gwynn Chevrolet, Glendale Dodge Chrysler Jeep Ram, Glendale Infiniti, Glendale Nissan, Lexus of Glendale, Pacific BMW, Star Mazda, Subaru of Glendale, and Toyota of Glendale. In Quarter 2 of 2021, the auto dealerships on the Brand Boulevard of Cars generated 17% of the City's total sales tax revenue.

BRAND BLVD OF CARS
The heart of this district, which generally extends along Artsakh Avenue between Harvard Street and Wilson Avenue, is anchored by prominent civic and cultural venues –the historic Alex Theatre to the north and the Downtown Central Library to the south. It is home to the Exchange and Marketplace developments, Antaeus Theatre, Museum of Neon Art, Laemmle Glendale, Look Dine-In Cinemas, and AMC The Americana at Brand 18.

Ample fine dining and nightlife establishments are available within the district, which is located within close proximity of Downtown Glendale's regional malls.

ARTS & ENTERTAINMENT DISTRICT
The San Fernando Road Industrial Corridor is anchored by the Glendale Transportation Center to the south and the Creative Corridor to the north. It is home to a number of long-term tenants, including Home Depot, Ralphs, and Van de Kamp's Bakery. Recent investment in the zone includes the acquisition of the San Fernando Industrial Park by East End Capital. Other notable tenants include Molten Metal Works, the Beat Junkies Institute of Sound, Airgas, Public Storage, and Armstrong Garden Centers. A number of smaller equipment & service providers line the corridor, including Fuse Technical Group, Astro Audio, and American Chef Supply. Popular local restaurants and bars along the corridor include Brewyard Beer Company, The San Fernando Bar and Grill, Paperback Brewing Co., and the iconic Dinah's Chicken.

SAN FERNANDO ROAD INDUSTRIAL CORRIDOR
Glendale’s Creative Corridor is centered around industrial and commercial creative businesses. DreamWorks Animation Studio, KABC 7 Television Studio, and the Disney Grand Central Creative Campus are key businesses in the corridor. Other well known creative companies that have clustered in the Creative Corridor include: Metro Media Technologies; Kinetic Lighting; Express Video and Supply; Deck Hand Camera Rentals; Victory Studios; Goal Production, and a host of lesser-known entertainment companies, furniture, and home furnishings manufacturers, architecture and design firms, communication arts companies, electronic gaming companies, fashion manufacturers, digital media companies, and other companies that support the creative economy.

CREATIVE CORRIDOR
This transit-oriented mixed-use district has emerged as a bustling center for jobs. It is home to the Glendale Transportation Center, a central transportation hub with several public transportation systems, including Amtrak, Metrolink, Greyhound, Metro, and the Glendale Beeline. Major institutions and employers are well- established in Tropico, including Dignity Health-Glendale Memorial Hospital, Forest Lawn Memorial Park. Other and some smaller There are a variety of neighborhoods with easy accessibility to major employment centers in Downtown Glendale, Burbank, and
Downtown Los Angeles. Creative business and live-work
developments have chosen Tropico.

TROPICO
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Sparr Heights is a tree-lined suburban business corridor set in northern Glendale, located within a stone's throw of the Montrose Shopping Park. Businesses in this district primarily serve the surrounding residential neighborhoods. The corridor features various intimate-scale retail, restaurants, and service uses located within traditional storefronts. Such businesses include Berolina Bakery & Pastry Shop, Pro Italia, Andy's Transfer & Storage, John Sparr Tavern, La Cabañita, The Blue Moon Lounge, and New Moon.

The corridor includes John C. Fremont Elementary School and the Sparr Heights Community Center, which can accommodate events for up to 150 people. A walk away from the corridor is the 14.5 acre Montrose Community Park, including two playgrounds, lit tennis courts, and softball/baseball fields.

SPARR HEIGHTS
Established in 1923, Kenneth Village is home to an eclectic collection of shops, eateries, and service providers along Kenneth Road in northwest Glendale. Its architecture dates back to the 1920s and preserves an old-town Mayberry-esque charm that has been the ideal scenic location for hundreds of movies, television shows, commercials, and advertisements.

While the Village maintains much of its historic charm, it is home to various shops and eateries that range from decades-old fixtures like Art's Meat Market and Deli and newer additions including Coffee Commissary, Yoga-urt, Tacos Los Desvelados, and Hang Loose Hawaiian Shave Ice.

KENNETH VILLAGE
Montrose Shopping Park, Glendale’s official Old Town, is located along a park-like main street where close to 200 businesses, including quaint shops and restaurants, line the street. Montrose offers goods and services in a down-home atmosphere.

Thanks to the Al Fresco Program, many of Montrose’s restaurants, cafes, and bakeries are beginning to offer outdoor dining in newly installed parklets. Montrose holds a weekly Farmers Market and annual events including Arts & Crafts Festival, Oktoberfest, Halloween Spooktacular, Spring Wine Walk, and the Montrose Glendale Christmas Parade that has been taking place for over 40 years. In Quarter 2 of 2021, the Montrose Shopping Park generated

1.2% of the City's total sales tax revenue.

MONTROSE SHOPPING PARK
Larger lots and auto-oriented development characterize the Foothill Boulevard Corridor. Commercial activity in this area is primarily served by neighborhood and community service-oriented
businesses, including automotive sales and repair. Key businesses include Bob Smith Toyota, Vons, and Wells Fargo Bank.

FOOTHILL BOULEVARD
West Glendale "Glenoaks" Corridor abuts the City of Burbank. and is located close to hillside residential neighborhoods and Walt Disney Company’s Grand Central Creative Campus, the DreamWorks Animation studios, and the Glendale Narrows Riverwalk.

The proximity to Disney Imagineering DreamWorks, Imagineering, and other studio facilities makes this corridor a prime location for businesses that cater to their workforce. The area will also undergo a significant transformation with Metro's planned bus-rapid transit (BRT) that will connect to North Hollywood and Pasadena. BRT improvements will also bring significant improvements to bicycle infrastructure along this key corridor.

Key businesses along this corridor include Glenair Inc, Mission Wine & Spirits, Glendale Plumbing & Fire Supply, Remedy Liqour & Wine Cellar, and Chase Bank.

WEST GLENDALE "GLENOAKS" CORRIDOR
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DEVELOPMENT
Central Park
Armenian American Museum
Artsakh Paseo
Rockhaven (2713 Honolulu Avenue)
Armenian Society of Los Angeles (117 S. Louise Street)
Doran Gardens (331-343 W Doran Street)
Central Library (222 E Harvard Street)
Chess Park Tavern (231 N Brand Blvd.)

CULTURAL / RECREATIONAL / RESTAURANTS
234 South Brand Blvd (Masonic Temple Renovation)
517 E Broadway
Colorado Medical Building -- 26,913 SF medical building Hopkins Office Building (24,366 SF office with a 1,780 SF addition to the 4th floor)

OFFICE / MEDICAL
111 E. Wilson Ave (Laemmle Cinema Lofts)
119 & 127-129 S Kenwood (YMCA Housing)
123 W Colorado St. (Americana/Golden Key Expansion)
128-132 S. Kenwood
129-133 W. Los Feliz
137 N. Orange St. (Orange Villa Sr. Apartments)
200 E. Broadway (Eleve Lofts & Skydeck Apartments)
201 W. Lexington (Next on Lex )
214 - 220 E. Broadway (SNK Housing)
300 N. Central Avenue (Legendary Towers)
301 N Central (ONYX)
318 W Doran
411 N Brand (The Loft)
518 E Windsor Rd (Nor Windsor)
521 N Orange Street
525 W. Elk Avenue (Sr. Housing)
610 N. Central Ave. (Verdugo Gardens)
633 N Central Avenue (Altana Living)
999 E. Colorado
CC Tan Center -- Mixed use with 91 multi-family units and 19,000 SF ground floor medical and 1,000 SF cafe
Modera Tropico -- 220 multi-family residential units
Roadway Apartments - 31 Unit multi-family project
(Central/Gardena)
The Link -- mixed-use project with 142 multifamily units; 10,000 SF of retail/office, and 5,000 SF of flex

RESIDENTIAL
City Center II Hotel/Condos (141 N. Brand Blvd.)
Courtyard by Marriott (225 W. Wilson Ave.)
Embassy Suites (800 N Central Ave.)
Glenmark - (1100 N Brand Blvd.)
Hampton Inn (144 W. Colorado St.)
Hilton Glendale (100 W. Glenoaks)
Hyatt Place (225 W Wilson Ave.)
MONA and Passage (212-216 S. Brand Blvd.)
Residence Inn Marriott (199 N Louise St.)
Victory Hotel (1633 Victory Blvd)
HOTELS

COMPLETED
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IN DEVELOPMENT

COMPLETED

IN DEVELOPMENT
AC Hotel - 130 Room hotel replacing Vagabond Hotel (120 W Colorado)
Hilton Expansion - 23 Floor expansion of Hilton hotel. 219 guestrooms, 6,600 SF of conference space and 17,600 SF of office space
Holiday Inn Suites Hotel (1001 E Colorado St.)
Hotel Indigo (137 room hotel on SW corner of Central and Doran)
Onni Group (611 N Brand)
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AMENITIES & SERVICES
The traditional office setting is changing. There has been a trend towards collaborative working spaces, and more are popping up in Glendale. Glendale's coworking spaces
include Cowork100, Collab and Play, Hollywood Production Center, Industrious. Regus (3 locations in Downtown
Glendale on Brand Blvd. and Central Ave. ), and WeWork.

COWORKING SPACE
With 46 parks, recreational facilities, and historical sites spread out throughout the City, residents, and visitors can enjoy a wide range of activities including, hiking, aquatics, day camps, and sports programs. The City of Glendale owns and manages over 5,000 acres of natural open space. Over 30 miles of fire roads and 7.5 miles of single-track trails are utilized by dozens, even hundreds, of hikers, joggers, dog- walkers, and mountain bikers each day.

There are three major award-winning hospitals in Glendale that carry approximately 1,000 medical beds; Adventist
Health Glendale, Glendale Memorial Hospital - Dignity
Health, and USC Verdugo Hills Hospital.

SERVICES & HOSPITALS
Glendale offers over 6 Million sq.ft. of office space and hosts headquarters for prominent companies, including The Walt Disney Company, Dreamworks, Age of Learning, Avery
Dennison, Beyond Limits, CBRE L.A. North Industrial Team, Color Me Mine, DineEquity, IHOP, Public Storage,
LegalZoom, Phonexa, and Whole Foods Markets.

OFFICE SPACE
The hallmark of Glendale's economic development success is its concierge-level customer service. From mom-and-pop shops to major corporations, all businesses receive one-on- one assistance from our seasoned project managers.

Another key service is the Glendale Relationship Initiation Team (GRIT), created to ensure that businesses are satisfied with the City of Glendale and to identify and address areas of improvement by visiting firms on a monthly basis.

BUSINESS CONCIERGE
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The launch of two (2) startup tech accelerators, Hero House Glendale and KidsX.

The attraction of two new co-working spaces to the downtown Glendale area, Industrious and WeWork.

Monthly networking “Glendale Tech on Tap”, meetups for innovators, founders and entrepreneurs consisting of a network of over 2,300 members.

Growth in private sector and tech community support, 1000% increase in Glendale Tech Week attendance from 2016 to 2019 with sponsorships growing by 26%.

A 15% increase in tech companies located in the City compared to 2016.

Extensive research, conducted in 2016, revealed that many of the City’s strengths (6- million square feet of office space, average salaries growing by 25% between 2003 and 2017, 3,500 new luxury apartment within the bustling downtown’s retail, dining and entertainment amenities) placed Glendale in an ideal position attract more startups to the area. This tech initiative resulted in a carefully laid out s trategy to
cultivate an ecosystem of innovation and prosperity for startups.

Since the development of the Glendale Tech Strategy, Glendale has implemented a number of new programs to meet the goals and objectives outlined within.

These are a few highlights:

TECH SECTOR

GLENDALE TECH STRATEGY

UPSTART VALLEY MARKETING CAMPAIGN
The Cities of Glendale and Burbank are geographically connected and have formed a collaboration to establish a brand identity and marketingstrategy t o represent their joint assets, resources and opportunities that will position the area as an innovation hub for technology, engineering, start-up opportunities, capital investments, entrepreneurship and media capabilities. The Upstart Valley campaign is anticipated to launch in early 2022.
1,029
Number of High Tech Firms
41,168
Number of People Employed
by High Tech Firms
$5,383,358,000
Number of People Employed by High
Tech Firms
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CASE STUDY

CHULA VISTA, CA
In 2017, The City of Chula Vista, California, adopted a "Smart City Strategic Action Plan" that outlined the city's priorities and initiatives to grow the high-tech business cluster and create an innovative place for the business community to work and collaborate. Since then, Chula Vista has become a thriving high-tech ecosystem that focuses on a niche market -- drones and autonomous vehicle innovation.

Through local efforts, including adaptive traffic signals, weather-based irrigation systems, sustainable buildings, and numerous one-of-a-kind amenities and resources, the City has positioned itself as the go-to hub for high-tech businesses and startups. Today, Chula Vista is home to high-tech companies, including Qualcomm, SMK Electronics, Formosa Prosonic USA, and Morgan Solar.

To integrate innovation in its work and encourage a smart environment, Chula Vista's Police Department has integrated a state-of-the-art, computer-aided dispatch system. This $1.4 million system dispatches the closest units to emergency calls and shows officers the quickest route to their destination. In addition to this, the police department launched a first of its kind 'Drone as First Responder' Program, which dispatches a drone equipped with a video camera to all emergencies, including missing persons, crime scenes, traffic collisions, wildfires, etc.

Chula Vista is the only city in the country with federal recognition for autonomous vehicle and unmanned aircraft systems testing and validation. It is also one of ten regions designated by the U.S. Department of Transportation as an autonomous proving ground in the nation for autonomous technology, including drones and vehicles. Amenities including Chula Vista's Brown Field provide companies and startups with the proper space to conduct such testing.

Chula Vista's high-tech ecosystem has also attracted many key development projects. In the summer of 2021, they broke ground on a 1.5 million square feet office space geared toward high-tech companies working with automated vehicle research, drones, and other automated projects.
274k
Population

CHULA VISTA AT A GLANCE

52.09 square miles
37yrs.

Median Age
$546k
Median Property
Value
$87.8k
Median Household
Income

83.7k
Foreign Born
Population
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Identifying and nurturing niche markets
Municipal investment in smart city infrastructure and amenities KEY IDEAS: Source: City of Chula Vista, California
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CREATING A

UNIQUE IDENTITY
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VIBRANT DOWNTOWN51.

PLANNING FOR THE FUTURE52.

CREATING A UNIQUE IDENTITY
INTRODUCTION50.

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Glendale is committed to creating a unique experience, one that evokes civic pride and a sense of place that can only be found here. From places of cultural significance, to celebrating the city's rich history, to creating new and iconic places; Glendale has something fun for all ages and tastes.

Iconic Places
Glendale has many iconic assets, including vibrant destinations such as Downtown and regionally significant and recognized parks such as Brand and Deukmejian Park. It is also defined by its many unique neighborhoods such as Montrose and Kenneth Village, all offering memorable experiences.

Vibrant Downtown
Downtown Glendale is the vibrant heart of the city. Boasting a regionally significant employment center, and iconic lifestyle experiences such as the Americana at Brand.

Planning for the Future
Glendale continues to look towards the future, investing in significant placemaking opportunities such as the Arts & Entertainment District, Central Park, and the Verdugo Wash.

CREATING A UNIQUE IDENTITY
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VIBRANT DOWNTOWN
In the heart of the fourth largest city in Los Angeles lies the thriving Downtown Glendale. This vibrant district provides countless shopping, dining, working, living, entertainment, and cultural opportunities within walking distance. The high-rise developments along Brand Boulevard and Central Avenue house numerous corporate headquarters, including Age of Learning, Avery Dennison, Beyond Limits, Color Me Mine, DineEquity, IHOP, LegalZoom, Service Titan, and Whole Foods Southern-Pacific Corporate Headquarters. The district offers over 6 million square feet of Class A and B office space, allowing for an array of office space options for businesses of all sizes.

Downtown Glendale features two world-class regional shopping centers -- The Americana at Brand and the Glendale Galleria. Major retailers include two Apple stores, a first-of-its-kind three-level Target, a three-level flagship Barnes & Nobles, JCPenny, Macy's, Nordstrom, and Zara. Higher-end stores include David Yurman, Gucci, Hugo Boss, Louis Vuitton, Ted Baker, and Tiffany and Co. Together, the two shopping centers generated 16% of the City's total sales tax revenue in Quarter 2 of 2021.

The southern edge of the Downtown area is home to the "Brand Boulevard of Cars," a regional concentration of 21 auto dealerships ranging from the industry leaders in electric, hybrid, economy, and luxury vehicles. Dealerships include Allen Gwynn Chevrolet, Glendale Dodge Chrysler Jeep Ram, Glendale Infiniti, Glendale Nissan, Lexus of Glendale, Pacific BMW, Star Mazda, Subaru of Glendale, and Toyota of Glendale.

Downtown Glendale has over 3,500 newly built classy and modern luxury apartments centrally located throughout the district and provides high-end housing options for the City's well-paid workforce.

Residents and visitors enjoy a variety of entertainment options, including live performances at the Alex Theatre, a world-class performing art and entertainment center right in the heart of Downtown Glendale. The district hosts numerous events throughout the year, including Glendale Cruise Night, Glendale Tech Week, International Women's Day Summit, Jingle Bell Run, Glendale Taste Walk, and more!
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PLANNING FOR THE FUTURE
Glendale is advancing a number of significant initiatives that will continue to define and create the urban experience. These projects range from a refresh of Central Park, to creating a defining and memorable experience within the Verdugo Wash.

These investments demonstrate Glendale's desire to continue to develop placemaking initiatives that will assist in the city being a thriving and memorable destination.

By 2023 work shall begin on the re-visioning of Central Park. This will provide a significant upgrade to the existing park, anchored by the city's Central Library and the future Armenian American Museum. The re-design will create an increase in open space, as well as more defined and updated programmatic activities. This includes a new playground, adult recreation equipment, and socially active and engaging places that will work to support to the important cultural uses that will anchor the block. The redesigned park will modernize Central Park to satisfy the diverse needs of the city and to complement the surrounding cultural uses.

The Armenian American Museum will provide a unique and iconic experience to illustrate Armenian American culture. Unique to Glendale, the museum will offer an experience unlike any other and will speak to the culture and heritage in the city and across Southern California. It will serve as the southernmost anchor to the city's Arts & Entertainment district, and will serve as a community hub for Glendale.

CENTRAL PARK AND ARMENIAN-AMERICAN
MUSEUM
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PLANNING FOR THE FUTURE
Glendale's Arts & Entertainment District will be supported by the redesigned Central Park and the future Armenian American Museum. It is also home to the Central Library, Laemmle Theater, and the Historic Alex Theatre. To further support the strength and vitality of the district, the city embarked on a design project to reimagine Artsakh Street into a vibrant pedestrian and
placemaking focused street. Construction, set to begin in 2022, will create a new experience focused on programmed spaces, art, and connecting all these significant cultural elements.

The design proposes to recreate both the north and the south blocks through socially engaging places such as extended sidewalks, pocket plazas, and other gathering areas. Some spaces will create new opportunities for engaging art, commercial activity, and special events. The northern block will present the opportunity to close a significant portion of the street for special events, while also slowing traffic, emphasizing the human-scale and activity of this space.

Additionally, the city owns several retail spaces along the northern block of Artsakh. These spaces are currently being used for small businesses, art galleries, and performances spaces as a pilot program. These organizations and small businesses applied for rent-free use of the space to allow the City to better understand the types of businesses needed along the corridor, and to assist local companies in establishing a physical presence in the city through cost-friendly spaces.

ARTS & ENTERTAINMENT DISTRICT
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PLANNING FOR THE FUTURE
The Verdugo Wash has long served a vital role in providing flood control protection for the city. But the utilitarian purpose of this infrastructure can also serve a greater good as an active transportation spine, increased parks and open space, and improved sustainability. The city is engaged in a process to re- imagine the Verdugo Wash as a multi-purpose infrastructure element that will enhance mobility and green the city.

The 9.6 mile flood control channel is being imagined as a place for pedestrians and cyclists, connecting over a dozen neighborhoods across north, south, and west Glendale. The project will not only improve connectivity between neighborhoods, it will also present opportunities for new open spaces and parks within the channel, while also connecting the city's existing network of parks.

Identified as a potential primary spine for cyclists, through the City of Glendale, it will also incorporate pedestrian pathways and opportunities for social gathering spaces. These spaces could include performance areas, playgrounds, public art, and opportunities for education and history of the area.

The project is currently in the visioning stages, and as it progresses will become a signature landmark for the city. A landmark that will provide recreational and social opportunities that will be a defining element for those who live and work in Glendale.

VERDUGO WASH
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DISCUSSION &

NEXT STEPS
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INITIAL FINDINGS58.

PROMPTS FOR DISCUSSION59.

DISCUSSION & NEXT STEPS
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INITIAL FINDINGS
Office Vacancy rates in Glendale are higher than in neighboring cities.

A focus on lowering office vacancy rate or repurposing office space should be made.

The Transient Occupancy Tax revenue is the lowest in the region. An effort to increase this revenue by attracting higher quality hotels should be explored.

1. Strengthening Markets:
a.
b.

2. Glendale boasts an innovative tech environment. The City should explore niche markets that Glendale is set up for (Ex: biotech, computing, gaming, etc.) to enhance the ecosystem.

3. Significant improvements to Glendale's entitlement process needs to be made.

4. City should explore ways to attract younger professionals and increase educational attainment.

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PROMPTS FOR DISCUSSION
The Business Recovery Taskforce is asked to respond to the following prompts and provide input on the following initial findings. Please input your responses at the following link by Wednesday, January 12, 2022, by noon.

Link:
https://www.surveymonkey.com/r/P66R628
Are there any particular aspects of Glendale's business community that were not highlighted in this strategy that you would like to see covered?
Do the initial findings listed above accurately identify the strengths, weaknesses, and/or opportunities present in the current Glendale business community?
What do you identify as a weakness in Glendale's business community? Are you able to attract the right type of talent (age, education level, experience level...) Why or why not? What kind of city assistance programs can assist in growing entrepreneurship (ex: grants, workspace, etc.)? What type of development is needed to fulfill needs in the City? Do you find our amenities and services (ex: hotels, open space, entertainment, etc.) sufficient to meet business and leisure traveler needs?
What are the other missing industry markets in Glendale that the City can support better? How can the city enhance its marketing strategy to support businesses and improve economic growth? What are your thoughts the on cost of living in Glendale (housing affordability and transportation costs)? D
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