03.18.2025
COMMUNITY DEVELOPMENT
DEPARTMENT ACTION PLAN
DRAFT
COMMUNITY DEVELOPMENT
• 3 – 5 YEAR
02 • MAJOR POTENTIAL INITIATIVES
• TIMING (SEEKING COUNCIL INPUT)
OVERVIEW
The draft plan is to function as a menu of
options. These are programs that staff
believes support the goals and initiatives
of each division, as well as direction from
Council. Some initiatives are an eventual
matter of need.
• NOT DETERMINING PARAMETERS
OF EACH PROGRAM
COMMUNITY DEVELOPMENT
• REDUCE TIMELINES
03 • ENHANCE COMMUNICATIONS AND ENGAGEMENT
• INCREASE ECONOMIC ACTIVITY
• PROMOTE OPERATIONAL EFFICIENCY
GOALS
INDICATES A PROGRAM THAT WILL BE REQUIRED OR
RELATED TO SAFETY
Administrat
ion
Community
Development
Department
COMMUNITY DEVELOPMENT
• BUDGETING
05 • PERSONNEL MANAGEMENT
• CUSTOMER SERVICE
• SUCCESSOR AGENCY
CORE FUNCTIONS
The Administration Division manages all
finances and contracts in the Department
while being the first line in customer
service and support. Recently, the
Communications team has been
developed as part of this group to
improve outreach and engagement.
• ALEX THEATRE
• 10.5 FTE / 1 HOURLY / NO VACANCIES
• COMMUNICATIONS
COMMUNITY DEVELOPMENT
• ENHANCED PRINTING SERVICES
06 • DIGITAL ENGAGEMENT PLATFORM
• SOCIAL MEDIA AND ADVERTISING
• TRANSLATION SERVICES
ENHANCED COMMUNICATIONS
The Communications Team will be
significantly enhancing outreach through
digital and media sources, while taking a
much more proactive approach to
outreach to ensure effective and accurate
information. This will also include the
development of a communications plan
as well as a public engagement toolkit.
PROPOSED PROGRAM
• PUBLIC ENGAGEMENT TOOLS
$ $ $ $
Building &
Safety
Community
Development
Department
COMMUNITY DEVELOPMENT
• BUILDING CODE COMPLIANCE
08 • PLAN REVIEW / CHECK
• EXPRESS PERMITS
• STANDARDS PLANS
CORE FUNCTIONS
The Building & Safety Division is
responsible for administering the
Building Code and ensuring its
compliance for project applications. This
is in support of permit issuance,
providing technical guidance, and
specialty services aimed at issuing
accurate and rapid permits.
• SPECIALITY SERVICES
• 35 FTE / 6 HOURLY / 2 VACANCIES
• PERMIT COUNTER
COMMUNITY DEVELOPMENT
09 • REINFORCE AGING BUILDINGS
• OVER 1,000 APARTMENT
BUILDINGS
• INCREASE SAFETY
SEISMIC RETROFIT PROGRAM
A seismic retrofit program would ensure that
buildings that are vulnerable to collapse could be
retrofitted for safety. It is estimated that over
1,000 apartments are considered soft-story in
Glendale. This program would significantly
increase public safety, and is seen as a priority as
many surrounding cities have already enacted a
program. Staff may also be able to pursue grants
to help subsidize property owners. Retrofit
permits would generate revenue.
PROPOSED PROGRAM
• GENERATES REVENUE
$ $ $ $
COMMUNITY DEVELOPMENT
10 • 2 DAY TURN-AROUND
• LIMITED SCOPE
• FAST BUSINESS OPENINGS
TENANT IMPROVEMENT
FAST TRACK Staff is currently piloting a 5 – day turn
around time for tenant improvements
that involve no mechanical or fire
review. Ultimately, a 2 day turn around
program would reduce timelines and
help promote new businesses in
Glendale. Some of the staffing needs
could overlap with seismic retrofit to
create financial and staffing efficiencies.
PROPOSED PROGRAM
$ $ $ $
Economic Development
Community
Development
Department
COMMUNITY DEVELOPMENT
• RETAIL & ENTERTAINMENT
12 • TECH SECTOR
• SMALL BUSINESS SUPPORT
• TOURISM & HOSPITALITY
CORE FUNCTIONS
Economic Development works to
promote initiatives that grow, retain,
and attract businesses to the City. This is
done through a number of services and
programs, as well as coordination and
collaboration with other divisions and
departments through services such as
Concierge.
• FOREIGN DIRECT INVESTMENT
• BUSINESS CONCIERGE
• 12 FTE / 3 HOURLY / NO VACANCIES
COMMUNITY DEVELOPMENT
• PROMOTE GLENDALE TO
FOREIGN-BASED COMPANIES
13 • TRADE MISSIONS
• ENHANCE SISTER CITY
RELATIONSHIPS
• INCREASE EXPORTS
FOREIGN DIRECT INVESTMENT
Foreign investment is an important part
of Glendale’s economy. Staff has
identified opportunities to enhance this
growth through stronger and more
meaningful economic relationships. A
third-party consultant could assist in
identifying those relationships,
managing the program, and marketing
Glendale into an international landing
place for foreign-based companies.
PROPOSED PROGRAM
• 3RD PARTY CONSULTANT
$ $ $ $
COMMUNITY DEVELOPMENT
• GRANT ASSISTANCE PROGRAM
14 • PHYSICAL IMPROVEMENTS
• OPERATING EXPENSES
• BUSINESS DEVELOPMENT
SMALL BUSINESS ASSISTANCE
The Small Business Grant Assistance
Program would seek to provide
resources to businesses seeking to grow
and expand. A series of parameters
would be established to identify
qualifying businesses, and could also be
launched as a limited-term pilot
program. A third-party would be
included at the outset to ensure
impartiality in applying the parameters.
PROPOSED PROGRAM
• 3RD PARTY CONSULTANT
$ $ $ $
COMMUNITY DEVELOPMENT
• MARKET TO VISITORS IN LA REGION
15 • TOURISM MARKETING DISTRICT (TMD)
• GENERATE REVENUE FOR TOURISM
• ENHANCE ACTIVITIES ON CULTURALLY
SIGNIFICANT HOLIDAYS
TOURISM INITIATIVE
A third party consultant could assist in a
feasibility study and establishment of a
TMD. Funds would then be circulated
back into tourism and visitor based uses.
An enhanced annual budget would allow
for more programming and events
during culturally significant holidays and
events.
PROPOSED PROGRAM
$ $ $ $
COMMUNITY DEVELOPMENT
• FOCUSED ON COUNCIL INITIATIVES
16 • FEE-BASED FOR LARGE PROJECTS
• BETTER INTEGRATION WITH
PLANNING AND BUILDING & SAFETY
FOCUSED CONCIERGE
Concierge is designed to assist important
or priority projects in navigating the
entitlement and permitting processes.
Currently there is little structure on those
priority projects, and staff recommends
transitioning to a fee-based service for
large projects. Staff also recommends
offering the service for priority initiatives
identified by Council, such as small
businesses.
PROPOSED PROGRAM
$ $ $ $
Housin
g
Community
Development
Department
COMMUNITY DEVELOPMENT
• SECTION 8
18 • HOUSING DEVELOPMENT
• HOUSING PROGRAMS
CORE FUNCTIONS
The Housing Division is responsible for
managing the Section 8 program, as well
as site selection, acquisition and
development of affordable housing
projects. Additionally, the Housing
Division manages programs such as
Rental Rights
• 28 FTE / 10 HOURLY / NO VACANCIES
• HOMELESS SERVICES
(COMING SOON)
COMMUNITY DEVELOPMENT
• CASE MANAGEMENT OF SPECIAL
VOUCHERS
19 • COMPLIANCE MANAGEMENT
• MANAGE BEHAVIORAL HEALTH
• WRAP AROUND SERVICES
SPECIALITY PROGRAMS
With new programs targeted at specific
populations, some programs are
requiring more direct experience such as
behavioral health and homelessness.
Improved case management and
compliance management with additional
staff would reduce the risk of returning
to homelessness.
PROPOSED PROGRAM
$ $ $ $
COMMUNITY DEVELOPMENT
• ACCURATE AND CURRENT DATA
IS NECESSARY
20 • DEVELOPING NEW PROGRAMS
• UPDATING EXISTING PROGRAMS
• PROACTIVE COLLECTION
DATA COLLECTION
As programs evolve, develop, and
expand, staff often needs current and
accurate data. This also applies to staff
proactively addressing housing and
homelessness issues. A refined data
collection program, as well as
maintenance to maintain accuracy is
often needed while also reducing the
lead-in time to new programs.
PROPOSED PROGRAM
$ $ $ $
COMMUNITY DEVELOPMENT
21 • INCREASED MONITORING OF
HOUSING DEVELOPMENTS
• FUTURE INVESTMENT OPPORTUNITIES
PROJECT COMPLIANCE AND
LOAN SERVICING
Appropriate inspections are vital to
maintain high-quality affordable
housing. Additionally, the City taken a
very proactive approach on
developing housing. Additional
staffing is needed as this portfolio
grows to inspect units, and manage
financial matters of existing and
potential developments.
PROPOSED PROGRAM
$ $ $ $
COMMUNITY DEVELOPMENT
22 • COORDINATION WITH HOUSING
• MORE SUPPORTIVE HOUSING BEDS
MASTER LEASING PROGRAM
A master leasing program could
create opportunities for more
supportive housing in Glendale.
PROPOSED PROGRAM
$ $ $ $
• BETTER MANAGEMENT OF RESOURCES
COMMUNITY DEVELOPMENT
23 • STABLE FUNDING SOURCE
• HOUSING AND ASSISTNACE SERVICES
ASSISTANCE PROGRAMS
A stable source of funding may be
needed with instability at State and
Federal levels. Funds would be used
towards housing and supportive
programs for those at-risk of
homelessness.
PROPOSED PROGRAM
$ $ $ $
• MITIGATE CHALLENGES FOR AT-RISK
POPULATION
COMMUNITY DEVELOPMENT
24 • ESTABLISH STRONGER COMMUNITY
PARTNERSHIPS
• MITIGATE CHALLENGES FOR AT-RISK
FAMILIES
NEW PARTNERSHIP
PROGRAMS
Several opportunities exist where the
City can partner with community
organizations to be more proactive to
mitigating homelessness and those at
risk. With additional funds coming
from Measure A it also creates
opportunities for new programs with
these organizations.
PROPOSED PROGRAM
$ $ $ $
• ASSISTANCE MANAGING MEASURE
A FUNDS
Neighborhood Services
Community
Development
Department
COMMUNITY DEVELOPMENT
• CODE COMPLIANCE
26 • LICENSING
• GRAFFITI REMOVAL
• ANIMAL CONTROL COORDINATION
CORE FUNCTIONS
The Neighborhood Services Division is
responsible for enforcing code
compliance, licensing, graffiti removal,
animal control, and enforcement of
street vending and vacation rentals.
• 16.5 FTE / 3 HOURLY / NO VACANCIES
COMMUNITY DEVELOPMENT
• ENCOURAGE CODE COMPLIANCE
27 • FINANCIAL OR MARKETING BASED
• ASSIST IN POSITIVE MARKETING OF
ORDINANCES
INCENTIVE PROGRAM
An incentive program could assist in
compliance on difficult to enforce
programs such as styrofoam and leaf
blowers. It also allows for a more
positive approach rather than punitive,
that can celebrate businesses and
residents in compliance.
PROPOSED PROGRAM
$ $ $ $
COMMUNITY DEVELOPMENT
• ASSIST IN BROKERING SOLUTIONS
BETWEEN PARTIES
28 • CREATE A LESS CONTENTIOUS PROCESS
• NON-BINDING
MEDIATION SERVICES
Mediation services could assist in
defusing challenging cases, often
involving two neighbors. It would help
bring parties to the table, provide
perspective, and potential solutions.
This would serve as a non-binding
service. In addition to code compliance,
inspectors focus on maintaining and
enforcing quality of life issues.
PROPOSED PROGRAM
$ $ $ $
COMMUNITY DEVELOPMENT
• INCREASED EFFECTIVENESS ON
NON-BUSINESS HOURS
29 • RELIEVE ADMINISTRATIVE
ENFORCEMENT FROM POLICE
• CURRENTLY UNDER TEMPORARY
OVERTIME
NIGHT/WEEKEND SHIFTS
Several of the City’s ordinances see activity on
nights and weekends where Neighborhood
Services is not appropriately staff to address.
As such, these are often addressed by Police,
though they are administrative in nature.
Ordinances such as noise, leaf blowers, and
street vending could be more effectively
addressed with additional staff assigned to
these shifts.
PROPOSED PROGRAM
$ $ $ $
COMMUNITY DEVELOPMENT
• RELY LESS ON COMPLAINTS
30 • EFFECTIVELY ADDRESS VIOLATIONS
• CAN CATCH ISSUES BEFORE THEY
BECOME A LARGE PROBLEM
ACTIVE ENFORCEMENT
Several of the City’s ordinances are often
caught after they have become a much larger
problem, such as unpermitted construction.
Others are difficult to enforce unless caught in
the act. Active enforcement would provide the
ability to have staff move throughout the City,
catching issues before they become a much
larger problem or for more effective
enforcement. This would also relieve the
pressure of relying only on a complaint driven
system, which often sets up conflicts.
PROPOSED PROGRAM
$ $ $ $
Plannin
g
Community
Development
Department
COMMUNITY DEVELOPMENT
• ENTITLEMENT REVIEW
32 • ZONING CODE
• PERMIT COUNTER
• LONG – RANGE PLANS
CORE FUNCTIONS
Planning consists of two divisions;
current planning and long-range
planning. Current planning is responsible
for entitlement review, permit counter,
and administration of the zoning code.
Long-range planning addresses
community plans and major urban
design projects.
• 15 FTE / 1 HOURLY / 1 VACANCY
• LONG RANGE - 3 FTE / 1 VACANCY
• HISTORIC – 2 FTE / NO VACANCIES
• MOBILITY – 3 FTE / 1 HOURLY / NO VACANCIES
COMMUNITY DEVELOPMENT
• PRE-SCREENING APPLICATIONS
33 • REDUCE OVERALL TIMELINE IN QUEUE
• GENERATE REVENUE FOR TOURISM
• ADDITIONAL NEEDED STAFF
PROJECT SCREENING
Staff has been dedicated to streamlining
the system and reducing timelines. Pre-
screening would reduce the wait for
projects to be determined if their
packages are complete. Additionally, to
continue to reduce the workload and
improve speed of review, additional staff
would be needed going forward, and
could be phased over the next 3 – 5
years.
PROPOSED PROGRAM
$ $ $ $
COMMUNITY DEVELOPMENT
• ON CALL CONSULTANTS
34 • HISTORIC AND ENVIRONMENTAL
• COULD BE COMPLETED AT NO COST
• ADDITIONAL FEE FOR APPLICABLE
PROJECTS
CONSULTANT RETAINERS
A challenge with projects that undergo
environmental review, or specific to
historic, is the wait time to hire a
consultant. This process can add up to 6
months or more to a project timeline.
Staff proposes to collect a fee that would
go towards having these consultants on
retainer and could rapidly be deployed
to an applicable project, significantly
reducing timelines.
PROPOSED PROGRAM
• NO ADDITIONAL FEE OR STAFFING
COMMUNITY DEVELOPMENT
35 • TRACKING OF EXISTING PROGRAMS
• IMPLEMENTATION OF NEW PROGRAMS
• REPORTING TO THE STATE
HOUSING ELEMENT
COMPLIANCE The current Housing Element has 30
programs that need to be monitored and
implemented. The Long-Range Planning
team is responsible for the General Plan
and would take upon a majority of the
work.
$ $ $ $
COMMUNITY DEVELOPMENT
36 DEVELOPMENT STANDARDS
New development standards will need to
be completed based on changes to the
Land Use Element, regulations from the
State, and a need to modernize our
zoning code.
PROPOSED PROGRAM
• NEW DEVELOPMENT STANDARDS
• IN COMPLIANCE WITH LAND USE
ELEMENT
$ $ $ $
COMMUNITY DEVELOPMENT
37 GENERAL PLAN UPDATES
Several General Plan Elements are in
need of an update, removal, or
consolidation. This would require a 3 rd
party consultant contract to complete the
work.
PROPOSED PROGRAM
• AIR QUALITY ELEMENT
• COMMUNITY FACILITIES ELEMENT
• HISTORIC PRESERVATION ELEMENT
• 3RD PARTY CONTRACT
$ $ $ $
DEPARTME
NT
Community
Development
Department
COMMUNITY DEVELOPMENT
39 ADDITIONAL NEEDS
PROPOSED PROGRAM
• PROFESSIONAL DEVELOPMENT
• INITIATIVE & PARTICIPATION
• ACCREDIDATIONS AND CONTINUED
EDUCATION
$ $ $ $
COMMUNITY DEVELOPMENT
40 NEXT STEPS
PROPOSED PROGRAM
• REFINE BASED ON COUNCIL DIRECTION
• ESTABLISH FIRM TIMELINES FOR IMPLEMENTATION
• PROVIDE A FINAL REPORT AND ACTION PLAN
COMMUNITY DEVELOPMENT
41 DIRECTION
Initiative Division Yes No Notes or Additional Information Requested Enhanced Communications Administration
Seismic Retrofit Program Building & Safety
Tenant Improvement Fast Track Building & Safety
Foreign Direct Investment Economic
Development
Small Business Assistance Economic
Development
Tourism Initiative Economic
Development
Focused Concierge Economic
Development
COMMUNITY DEVELOPMENT
42 DIRECTION
Initiative Division Yes No Notes or Additional Information Requested Specialty Programs Housing
Data Collection Housing
Compliance Tracking and Loan
Servicing
Housing
Master Leasing Program Housing
Assistance Services Housing
New Partnership Programs Housing
COMMUNITY DEVELOPMENT
43 DIRECTION
Incentive Program Neighborhood
Services
Mediation Services Neighborhood
Services
Incentive System Neighborhood
Services
Night / Weekend Shifts Neighborhood
Services
Active Enforcement Neighborhood
Services
COMMUNITY DEVELOPMENT
43 DIRECTION
Initiative Division Yes No Notes or Additional Information Requested Project Screening Current Planning
Consultant Retainers Current Planning
Housing Element Compliance Long Range
Planning
Development Standards Long Range
Planning
General Plan Updates Long Range
Planning
Additional Needs (Conferences,
training, etc.)
Department