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MARCH 18, 2025
ROLL CALL
-
3:00 PM
-
Report of the City Clerk of the City Council, re: Posting of Agenda. The Agenda for the Tuesday, March 18, 2025 Special Public Meeting of the City Council was posted on March 14, 2025, on the Bulletin Board Outside City Hall.
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A
SPECIAL PUBLIC MEETING
of the City Council is hereby called to meet at
3:00
PM
on
Tuesday, March 18, 2025
, in the Council Chamber, 613 E. Broadway, 2nd Floor
,
Glendale, CA 91206 to consider the following item(s) of business, to wit;
1. Community Development, re: Community Development Draft 3-5 Year Action Plan a. Motion to provide direction regarding potential initiatives and programs to be included in the Community Development Department's 3-5 Year Action Plan
ADJOURNMENT
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CITY OF GLENDALE, CALIFORNIA
REPORT TO THE SPECIAL CITY COUNCIL
AGENDA ITEM
Report: Community Development Draft 3-5 Year Action Plan
1. Provide direction regarding potential initiatives and programs to be included in the Community Development Department's 3-5 Year Action Plan.
COUNCIL ACTION
Item Type: Action Item
Approved for March 18, 2025 calendar
EXECUTIVE SUMMARY
This report outlines a series of proposed programs and initiatives that will constitute the Community Development Department’s 3-5 year action plan. The proposed programs are supportive of the Department’s goals to streamline, pursue operational efficiency, and to advance priority goals set forth by the Council and community. These recommendations are in draft form and highlight their importance as well as their eventual resource needs.
Staff is seeking direction from the Council on which of the initiatives and programs to include in the future years budget review process, as well as timing based on resource needs.
RECOMMENDATION
Provide direction to staff regarding the proposed initiatives and programs that will constitute the 3-5 year department action plan.
ANALYSIS
Over the past two years, the Community Development Department has made significant strides in improving operations and timelines, achieving a nearly fully staffed department, and launching new initiatives. This has included the formation of a Communications team and Long-Range Planning Division, aimed at tackling the City’s many community planning needs and to better engage the public through department initiatives. The Planning and Building & Safety Divisions have been actively reducing timelines for many permits through dozens of process improvement initiatives and consolidation of reviews such as the transfer of low impact development review from Public Works to Community DevelopmentDdepartment. The Housing Division continues to set the standard across Southern California with hundreds of units under construction and a High Performer designation for 23 years in a row from the United States Department of Housing and 3 of 11
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Urban Development (HUD). Many improvements will continue for the foreseeable future, such as those related to permits and entitlements, and the transition of Homeless Services from Community Services & Parks to the Community Development Department.
In light of the forward progression made, as well as the stabilization of staffing levels, the timing presents itself to develop an action plan for the department to ensure that it is proactive in nature and working towards completing the Council’s, Department’s and community’s goals. The action plan is to serve as a 3-5 year framework that reinforces the department’s existing activities and core functions, while planning for many larger initiatives that are both necessary and supportive of Council’s vision for Glendale.
The draft action plan is presented to Council as a series of programs or initiatives, providing Council the opportunity to select from a menu of options. Each initiative outlines its intent, as well as resource needs such as funding, contracts, or staffing. Where applicable, the appropriate fiscal year has been identified whether others, if selected as a preferred initiative, would be seeking Council direction. The following propsed initiatives and programs are organized by their respective divisions, as well as a brief highlight of that division’s core functions and responsibilities:
Administration
Core functions: The Administrative Division manages all finances and contracts for the department while also serving as the first line of customer service. Additionally, the division manages assets such as the Alex Theatre and serves as the primary liaison to Human Resources for personnel management. Recently the division launched a Communications team aimed at improving public engagement and outreach, while developing a communications plan and public engagement toolkit.
1. Proposed Program: As a newly launched working group, the Communications team would be seeking to enhance a number of engagement strategies and resources. This would include enhanced printing materials for major projects and ordinances, launching a digital public engagement platform, and to enhance social media and advertising to broaden reach. Additionally, a heavier focus on translation services would be sought to ensure that the department is engaging with all residents of the community. Ultimately, the team would also need to add additional staff members in the future.
Building & Safety
Core functions: The Building & Safety Division is responsible for administering the Building Code and ensuring its proper compliance. This is in support of permit issuance, providing technical guidance to applicants, and specialty services such as expediting review and ADA assessments. Additionally, the Building & Safety Division is a core element to the Permit Services Counter, and heavily responsible for updating of the online permitting system.
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1. Proposed Program: A seismic retrofit program is ultimately an initiative that is necessary to undertake. Many of the surrounding cities have begun such a program, necessary to reinforce buildings that are prone to collapse during a significant earthquake. This essential program would ensure that buildings in Glendale are safe and will not pose a greater hazard in the event of an earthquake. An estimated over 1,000 apartment buildings meet the definition of soft story and would potentially pose a significant hazard. Additionally, the process to retrofit would generate revenue through permitting fees, and many cities have been successful in obtaining State and/or Federal funding that assist property owners in paying for the improvements and for the local jurisdiction to fund the initiative. The program would need a combination of either additional staffing or staffing and consultant support.
2. Proposed Program: Staff is currently piloting a five-day turn around for select tenant improvement applications, with the intent to assist businesses in opening sooner, providing that the tenant improvements do not involve a change in fire or mechanical fixtures. Ultimately, to support Economic Development initiatives, Building & Safety would like to reduce this time to two days. This program would need additional staffing, but could overlap with additional staffing from a seismic retrofit program.
Economic Development
Core functions: The Economic Development Division works to promote initiatives that grow, retain, and attract businesses to Glendale. This is done through a number of services and programs, as well as coordination and collaboration with other divisions such as the Concierge program and their work for permitting.
1. Proposed Program: A foreign direct investment program would seek to further strengthen the diverse economy and the diverse backgrounds of the City’s economic resources. Staff has identified opportunities to enhance this growth through stronger and more meaningful economic relationships with select foreign countries that have a significant presence or desire to be in the Los Angeles region.
A third part consultant could assist in focusing those potential relationships, assist in managing the program, and build partnerships that make Glendale into an international landing space for foreign-based companies. This program would require a third party consultant to assist in managing the program during its duration.
2. Proposed Program: Small business assistance grants have previously been offered by the City, typically for small enhancements or improvements for local small businesses as they seek to expand. A series of parameters would be established to identify who qualifies, and the program could be of limited term to measure its success. A third-party consultant may be needed to evaluate applications and verify eligibility. This may require a one-time contract for services, and then an ongoing appropriation for the term of the grant program. 5 of 11
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3. Proposed Program: Economic Development has begun several strategies to capture visitors to the Los Angeles Region. One method to boost this would be the feasibility study and potential implementation of a Tourism Marketing District. This would create an opportunity to generate revenue that would be used to promote tourism and to generate programming, including culturally significant holidays and events. This would require a third-party consultant contract to study and implement, and depending on the level of revenue generated, some supporting funds for programming and events.
4. Proposed Program: The current Concierge service has long played an important role in assisting applicants through the entitlement and permitting process by serving as the project coordinator and communicator between all parties, internal and external. What has been missing from the service is a focus on priorities. Staff recommends pursuing a fee based service for general projects, particularly large- scale, and an additional focus on Council priority areas, such as tenant improvements or small businesses to expedite openings. Depending on the number of focus areas, a new staff member may be needed in the future.
Housing
Core functions: In the coming months, Homeless Services will transition over to Community Development Department, creating numerous opportunities for continuity, streamlining, and collaboration with the Housing Division. Homeless Services manages a number of grants and programs aimed at finding supportive services and housing aimed to reduce homelessness in the City. They also coordinate a number of program and services with vital stakeholders and community partners such as Ascensia and the Glendale Unified School District.
1. Proposed Program: A master leasing program, coordinated with Housing and private development could increase the number of supportive housing beds in Glendale which would help improve the efficiency of the City’s inflow/outflow shelter systems to better manage resources. This program would not need particular funding, but additional staff would be needed to manage this program, other proposed programs, and new existing programs.
2. Proposed Program: An annual rental assistance program and homeless prevention funds may be necessary in the future with the continued uncertainty of Federal and State funds. Disruption to these services could cause rippling effects. Rental assistance would provide better security in regard to maintaining stable units, and the loss of prevention funds received from the Federal and State levels would severely impact those at-risk of homelessness.
3.Proposed Program: New partnerships should be established with community groups such as mental health providers, Glendale Unified School District, other 6 of 11
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agencies, and the City’s workforce to secure long-term housing options.
Partnerships focused on housing and workforce development can provide long- term stability, expanded partnerships with GUSD provides a direct link to families at risk. There are opportunities to obtain grants, but additional funding may be needed. Additional staffing would also be needed to assist in managing grants (particularly with Measure A impending) and new partnerships.
Housing (continued)
Core functions: The Housing Division is also responsible for managing the Section 8 program, as well as site selection, acquisition, and development of affordable housing projects. The Section 8 program has been awarded a High Performing Organization for 23 consecutive years, and hundreds of affordable housing units are currently under construction. Additionally, the Housing Division manages programs such as Rental Rights.
1. Proposed Program: A number of new programs have been implemented at State or Federal levels that target specific populations, with some programs requiring specialized experience such as behavioral issues or homelessness. Improved case management and compliance management would reduce the potential of some returning to homelessness. These programs are in need of a specialized staff member and potentially hourly support.
2. Proposed Program: For each new housing initiative that is studied or launched, a significant amount of data is needed, particularly as it pertains to renters. Having a dedicated staff member would allow for proactive collection of information, allowing staff to provide this as it pertains to grants, applications, and programs that are studied and implemented. This dedicated data person could also be deployed to assist in other planning matters, particularly as it relates to reporting status updates to the State Department of Housing and Community Development. One staff member would be needed for this position.
3. Proposed Program: As the City continues to expand its portfolio of affordable housing projects and Section 8 vouchers, the need for staffing to conduct appropriate inspections is necessary to maintain high-quality housing.
Additionally, resources are needed to manage the financial matters of the exiting and proposed developments. This effort would require one staff member.
Neighborhood Services
Core functions: The Neighborhood Services Division is responsible for enforcing code compliance, licensing, graffiti removal, and animal control. Particular focus has also recently been put on street vending, noise, and vacation rentals as they have proven more frequent challenges. The following four programs received Council interest at a prior Council meeting.
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1. Proposed Program: An incentive program could encourage businesses to ensure compliance, particularly with more difficult ordinances to enforce. It could also serve as a form of positive reinforcement, avoidant of a more punitive approach that celebrates the successful compliance of businesses and residents. This could come in the form of a modest monetary reward, or a marketing program that highlights and celebrates them to the broader community. A financial incentive would require a dedicated stream of funds, and a marketing approach would also require a modest amount of resources to produce the materials.
2.Proposed Program: Mediation services could offer a non-binding but efficient means to mitigate disputes between businesses or neighbors. Often, the department will receive complaints that become retaliatory or maybe unenforceable issues that could be better resolved by bringing the two parties together and helping them understand one another or to come to a solution. The process would be non-binding but could offer a resource to diffuse or resolve challenging situations. This program would require one additional staff member.
3. Proposed Program: Staff is currently utilizing overtime and temporary funds to provide weekend and evening enforcement on limited days. This has been particularly effective to address violations that are administrative, and not criminal in nature, relieving some of those responsibilities from the Police Department.
Additionally, it has been effective in reducing return violators, as well as more effectively addressing complaints and violations. To continue the program would require a continued investment in overtime, but ultimately would require additional staff members to avoid burn out of the existing staff.
4. Proposed Program: Active enforcement would be possible with additional staff members that alleviate the caseload to allow inspectors to actively inspect or pursue violations rather than solely relying on complaints. As a complaint based system, it can often leave staff at a disadvantage of catching the violation in the act, or stopping the violation before it becomes more consequential. Much like night and weekend shifts, this would require additional staffing.
Planning (Current and Long Range)
Core functions: Planning consists of two divisions, Current Planning and Long-Range Planning. Current Planning is responsible for entitlement review, the permit counter, and administration of the zoning code. The Long-Range Planning division addresses major community plans, specific plans, and large-scale urban design projects.
1. Proposed Program: Project screening has been a long-term need for both Planning and Building & Safety. When an applicant submits a project, it is then routed for assignment and awaits review. At times, an application may be incomplete, but an applicant will not be informed until the staff member has 8 of 11
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reviewed. With a project screener, the application would be evaluated for completeness before assignment and the applicant could be informed much sooner than days or weeks. This would require one staff member. Additionally, as permit timelines continue to reduce, additional staff may be needed going forward if there is a desire to continue to reduce timelines.
2. Proposed Program: The Housing Element contains 30 unique programs that require follow up and reporting to the State. Many of them also require constant monitoring. The Long-Range Planning team is responsible for the General Plan, and an additional staff member would be able to lead these efforts in addition to assisting updates to the General Plan and other Long-Range Planning initiatives.
3. Proposed Program: A result of the updated Land Use Element would be the need to update development standards in several zones. This can be a significant undertaking, pending the result of the Land Use Element, and could either be accomplished through the hiring of a consultant or if an additional team member was added to Long-Range planning, could assume these responsibilities and those related to the General Plan.
4. General Plan Updates: There are still three remaining General Plan Elements that are in need of updating consolidation, or removal; Air Quality, Community Facilities, and Historic Preservation. This work would require the hiring of a third party to complete the necessary updates.
Department
Proposed Program: Many of the disciplines within Community Development are highly specialized or require specific credentials, licenses, or accreditations. Additionally, attendance and participation in conferences, trade shows, etc. are highly beneficial to divisions such as Economic Development as they market the City, and other disciplines so that they remain current in their field and bring the latest and best practices to Glendale. Additional annual resources would be needed to continue this support, which also allows the department to be more attractive to potential future employees.
Next Steps
This proposed draft action plan is to serve as a menu of options for the Council. Note that the Council is not making decisions regarding funding or staffing as part of this report. It will be incumbent on the Department, City Manager’s Office, and Finance Department to identify opportunities for funding or to pursue outside funding resources.
Staff is seeking input from the Council as to which and when these initiatives should begin, which will assist in planning for future budgeting cycles to identify potential programs that will be funded. Following Council’s feedback and direction, staff will develop the final version of the action plan.
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STAKEHOLDERS/OUTREACH
N/A
FISCAL IMPACT
There is no fiscal impact associated with this report. Each council-approved program would be addressed in the appropriate budget cycle.
ENVIRONMENTAL REVIEW (CEQA/NEPA)
N/A
CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.
ALTERNATIVES TO STAFF RECOMMENDATION
1.Provide feedback and direction on the preferred programs to be drafted into a final action plan.
ADMINISTRATIVE ACTION
Submitted by:
Bradley Calvert, Director of Community Development
Prepared by:
Bradley Calvert, Director of Community Development
Approved by:
Roubik R. Golanian, P.E., City Manager
EXHIBITS/ATTACHMENTS
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1 MOTION
Moved by Council Member , seconded by Council Member , that the Council provides direction regarding potential initiatives and programs to be included in the Community Development Departments 3-5 Year Action Plan, as set forth in the Report to Council dated March 18, 2025, as follows:
Vote as Follows:
Ayes:
Noes:
Absent:
Abstain:
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