CITY OF GLENDORA
SPECIAL MEETING
OF THE
GLENDORA CITY COUNCIL
AGENDA
DECEMBER 2 - 3, 2024
GLENDORA PUBLIC LIBRARY BIDWELL FORUM
140 S. GLENDORA AVENUE, GLENDORA
MAYOR
Mendell Thompson, District 5
MAYOR PRO TEM
David Fredendall, District 2
COUNCIL MEMBER
Michael Allawos, District 1
Gary Boyer, District 3
Karen Davis, District 4
MEETING SCHEDULE
The regular meetings of the city council shall be held on the second and fourth Tuesday of each month, closed session business will commence at 6:00 p.m., when scheduled, and general business session will commence at 7:00 p.m.
BROWN ACT
Agendas are drafted to accurately state what the legislative body is being asked to consider. The legislative body can take action on “all items” listed on the agenda and be in compliance with the open meeting laws.
Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The governing body may direct staff to investigate and/or schedule certain matters for consideration at a future meeting.
COMMUNICATION AND ELECTRONIC DEVICES
To minimize distractions, please be sure all personal communication and electronic devices are turned off or on silent mode.
LIVE BROADCASTING AND REBROADCASTING
Regular meetings are broadcast LIVE on the City Website at www.cityofglendora.org, Meetings also broadcast on Channel 3 (Spectrum) & Channel 32 (Frontier) and are replayed Wednesday - Sunday the week following the meeting. Meetings are also available any time for replay through the City's webpage at
cityofglendora.org/citymeetings.
Meetings can also be viewed via the City YouTube channel at YouTube.com/cityofglendoraca.
Meeting Date: 12/2/2024 / Packet Page #: 1
CITY OF GLENDORA
NOTICE AND CALL
OF A
SPECIAL MEETING
OF THE
GLENDORA CITY COUNCIL
DECEMBER 2 - 3, 2024
GLENDORA PUBLIC LIBRARY BIDWELL FORUM
140 S. GLENDORA AVENUE, GLENDORA
9:00 AM
TO THE MEMBERS OF THE GLENDORA CITY COUNCIL OF THE CITY OF GLENDORA AND TO THE CITY CLERK:
NOTICE IS HEREBY GIVEN that the Glendora City Council will conduct a special meeting at 9:00 AM on Monday, December 2, 2024, and Tuesday, December 3, 2024, at the Glendora Public Library Bidwell Forum, 140 S. Glendora Avenue, Glendora. The purpose of said special meeting is as follows:
NEW BUSINESS
1. Glendora City Council Retreat Facilitated by SSW Consulting CITY RECOMMENDATION: 1. Conduct workshop.
NOTICE IS FURTHER GIVEN that the public will be given the opportunity to speak only on those matters listed in this notice. Public Comment will be announced once at the commencement of this special meeting and can be given in-person, via email at [email protected] with the subject “Public Comment” or via mail and mailed to 116 E. Foothill Boulevard, Glendora, ATTN: City Clerk’s Department-Public Comment.
NO OTHER BUSINESS WILL BE DISCUSSED
Kathleen R. Sessman, MMC
City Clerk/Communications Director
I, certify that I caused the Notice and Call of a Special Meeting of the Glendora City Council to be held Monday, December 2, 2024 and Tuesday, December 3, 2024, at 9:00 AM, in the Glendora Public Library Bidwell Forum, 140 S. Glendora Avenue, Glendora, to be delivered electronically or hardcopy to each member of the City Council, emailed to the San Gabriel Valley Examiner, and that I posted said notice on the posting board as required by law.
Certification Date: November 27, 2024
Revised: (when applicable) Kathleen R. Sessman, MMC
City Clerk/Communications Director
Meeting Date: 12/2/2024 / Packet Page #: 2
Glendora 2024 Council Retreat
(Rev.11.26.24)
GLENDORA COUNCIL RETREAT AGENDA
DECEMBER 2-3, 2024
9:00 am – 3:00 pm
RETREAT GOALS
Facilitate a team building experience that will foster a strong and cohesive team among the Council and staff to support the Council in their role as leaders and policymakers Review the roles of policymakers and administration in the Council-Manager form of government and discuss expectations/agreements that will strengthen the partnership between staff and Council to advance the goals
Build a shared understanding of the current community context of Glendora to inform the update of the Council’s goals
Identify City Council goals and priorities that align with staff capacity and City resources DECEMBER 2
DAY 1 AGENDA
9:00 AM Welcome + Agenda Overview
Purpose: Get the group centered around our purpose for the retreat, get consensus on the structure, roles, and rules for success. Review the agenda for the two days and the goal setting process. Agenda Overview
Team Warm-up Exercise
Develop Ground Rules for Success
Review Goal Setting Process
10:00 AM Roles of Policy + Administration
Purpose: Provide an overview of the roles of policymakers and administration in the Council-Manager form of government. Discuss the expectations that align with the roles and the partnership between Council and staff to move goals forward.
Review the Roles in the Council-Manager Form of Government Discuss Expectations + Team Agreements
10:30 AM Break
10:40 AM Roles of Policy + Administration Wrap-up
11:40AM Environmental Scan: Developing Glendora’s Community + Organizational Context
Purpose: Build a shared understanding of the current community and organizational context to inform the Council’s goal development. We will consider where we are as a community and organization before mapping out where we are going through the goal process. The group discussion will include the following topics:
Glendora’s community profile, organizational trends, housing, quality of life, city facilities, the A-line, the economic climate, technology factors, political factors, and uncertainties. Community Profile Overview
12:00 PM Lunch
Item #1. Page 1
Meeting Date: 12/2/2024 / Packet Page #: 3
Glendora 2024 Council Retreat
(Rev.11.26.24)
1:00 PM Environmental Scan: Developing Glendora’s Community + Organizational Context (cont.)
Organizational Trends
Housing
Quality of Life in Glendora
City Facilities
A-line
2:45 PM Reflection + Wrap-up
3:00 PM Adjourn
DECEMBER 3
DAY 2 AGENDA
9:00 AM Agenda Overview + Day 1 Recap
Agenda Overview
Team Warm-up Exercise
Review Highlights from Day 1
9:10 AM Current Council Goal + Strategic Plan Progress Check-in Purpose: Review the goals and strategic plan progress. Build a shared understanding of the status of the goals, celebrate accomplishments, and flag items that the Council wants to refine in their updated goals. 10:10 AM Break
10:20 AM Visioning Exercise: Where is Glendora Heading Over the Next 10 Years? Purpose: Building on the environmental scan discussion, we will map out the Council’s 10-year vision. This big picture look will yield insights to inform the goals and priorities of the Council. Visioning Discussion
Team Recap on Vision Themes
11:20 AM Goal Mapping Exercise
Purpose: Using the themes from the visioning exercise, the Council will work with staff to map out their goals to inform the strategic plan updates. We will identify the desired outcomes for the goals and supporting actions that will advance the goals.
Goals + Outcomes Discussion
Identify Supporting Actions
12:00 PM Lunch
12:30 PM Goal Mapping Exercise (cont.)
1:30 PM Goal Review + Prioritization
Purpose: The Council will their goals and participate in a prioritization exercise of the goals and actions.
Item #1. Page 2
Meeting Date: 12/2/2024 / Packet Page #: 4
Glendora 2024 Council Retreat
(Rev.11.26.24)
1:45 PM Break
1:55 PM Council Communication
Purpose: The Council will discuss challenges and opportunities related to Council communications. We will identify opportunities for improving the Council briefing process. Review and Identify Improvements for the Council Briefing Process 2:45 PM Wrap-Up + Next Steps
Reflection Discussion: Guiding Principles + Team Agreements Next Steps
3:00 PM Adjourn
Item #1. Page 3
Meeting Date: 12/2/2024 / Packet Page #: 5
2023-2025 Two-Year Strategic Plan
December 2024 Update
Strategic Plan Highlights
Tracks the status of projects from July 1, 2023 through June 30, 2025. Ambitious plan, aimed to set workplans for staff for current and future projects. Continues a “What Gets Funded, Gets Done” methodology through incorporation of the plan with the City’s biennial budget process.
Seven Goals organized into 49 objectives and broken out into 190 major tasks. The City is approximately three-quarters of the way through the current two-year strategic planning period. Of the 190 major tasks, 108 (57%) are complete, 64 (34% are in progress), and 18 (9%) have yet to be started.
Detailed list of goals, objectives, and major tasks are attached.
Key Takeaways
The 2023-2025 Two Year Strategic Plan was very ambitious; the incredible progress to date has set the stage for several key areas over the next two years: land use, capital projects, technology, homelessness, and staffing. For the next two-year plan, it is critical for the City Council to provide input on priority, which will go a long way in properly allocating staffing and contractual resources. In debating the goals of the 2025-2027 TwoYear Strategic Plan, the City Council may want to consider the following:
o Land Use
By June 2025, the objective design guidelines for all types of development should be adopted.
By June 2025, visioning around the future A-Line Station and Downtown will be completed.
An RFP for a comprehensive update to the City’s General Plan will be issued by late 2025 and work will begin in early to mid-2026 and continue for 18-24 months. Through this update, the City will have the opportunity to critically evaluate the mix of land uses in the City to accomplish the City’s development and economic development goals, and implement the visioning the City Council has been contemplating.
Focus on specific economic development opportunity sites (e.g. Tuesday Morning, Sports Challet, 99 cent, etc.)
Determine if the City should move forward with annexation of various county pockets. The analysis should be complete by June 2025; if the City Council decides to move forward, the project would be completed between Summer and Winter 2026.
o Capital Projects
Determine whether to proceed on a facility bond measure to address decades of under investment by early 2025 (capital needs are in excess of $250 million).
Major capital projects (e.g. Finkbiner Stormwater, Glendora Ave Water Tank, Glendora Avenue Water/Street Project, and People Movement Projects) will consume significant staff resources over the next 1-4 years.
Item #1. Page 4
Meeting Date: 12/2/2024 / Packet Page #: 6
o Technology
Final implementation of ERP (financial, payroll, work order management, CRM) will continue through the end of calendar year 2025. Implementation of the permitting system (planning, building, engineering, and code enforcement), will be completed by Fall 2025.
Fine tuning of GIS system will be an ongoing process, but core framework improvement will continue through the end of 2025
Digitization projects (e.g. scanning of paper records) will continue through mid-2026.
o Homelessness
Finalization of Dale site development plans, including the selection of developer(s), and who the target populations will be.
Continue to identify additional interim bed opportunities. Continue to find ways to get funding through the State and Measure A to help offset costs of providing services, including interim housing and homeless counts.
o Staffing
Finalize a sustainable City staffing model that is supplemented through private sector agreements (e.g. engineering, building, planning, parking, etc.) in order to acknowledge the current job market and best support the community.
Succession planning is critical given the anticipated departure of key leadership staff over the next 2-3 years.
Consider hours of operation for City Facilities based on current market and staffing conditions.
o Other
Measure Z spending priorities. The estimated $3 million in Measure Z funding will be part of the 2025-2027 Two Year Budget discussions, which will begin in early 2025.
State water reduction mandates will require new programs, educational campaigns, and staffing.
Urban Forestry Manual Updates (e.g. grid trimming frequency, tree replacements, tree care/removal, etc.). RFP was issued and a contract was awarded. Process should be completed by the end of 2025.
Item #1. Page 5
Meeting Date: 12/2/2024 / Packet Page #: 7
2023-2025 Two-Year Strategic Plan
December 2024 Update
GOAL 1
Task 1: Host a public workshop on modern economic development practices. Completed Task 2: Create an incentive package for identified industry clusters. Completed Task 3: Identify top 10 economic leakage opportunities. Completed Task 4: Re-branding and marketing of the City with materials and media. Completed Task 5: Evaluate Staffing needs based on City Council priorities. Completed Task 6: Identify changes necessary to Route 66 and Arrow Highway Specific Plans to attract projects. In-Progress
Task 7: Identify private property owners who want to work with the City. Completed Task 1: Complete Safety and Environmental Justice sections. In-Progress Task 2: Prepare for remaining sections and issue an RFP for consultants to begin working in 2025. Not Started
Task 1: Complete Business Improvement District changes. Completed Task 2: Complete Meda Avenue and Bus Plaza improvements. Completed Task 3: Complete Outdoor Dining Program. Completed
Task 4: Complete outdoor sign, display rules and regulations. Not Started Task 5: Complete policy for use of public space in Village. In-Progress Task 1: Complete conceptual development plans for future housing and commercial developments. In-Progress
Task 2: Identify key sites for targeted development. Completed Task 3: Identify daytime vs nighttime needs. In-Progress Task 4: Approve certain allowances and incentives for targeted businesses. In-Progress Task 5: Coordinate community-based place marking to include Civic buildings. In-Progress Task 1: Complete rezoning required for density increases. Completed Task 2: Implement 31 action items approved by City Council and Planning Commission. Completed Task 3: Develop objective design standards (ODS). In-Progress Task 4: Identify and implement areas of CEQA streamlining. Not Started Task 5: Identify and implement affordable housing programs and incentives. In-Progress Task 6: Update subdivision code. In-Progress
Task 1: Follow required HCD process for disposition of City property. Completed Task 2: Identify best use for site. Completed
Task 3: Identify a developer or buyer to move forward with best use. Completed Task 1: Survey of surrounding cities’ public art programs. Completed Task 2: Complete summary of Glendora’s public art policies. Completed Task 3: Finalize City Council feedback on recommendations for a comprehensive public art plan. Completed
Objective 08: Prioritize City investment to compliment City priorities and programs.
GOAL 7: Enhance Community Engagement and Presence
Objective 01: Update the Economic Development Action Plan to facilitate development/attraction of desired housing and commercial venues/restaurants/office in the City.
Objective 02: Continue Comprehensive General Plan Update (Long-Term).
Objective 03: Complete Village projects.
Objective 04: Create a Vision and Development Plan for the Village/Gold Line area.
Objective 05: Sixth Cycle Housing Element follow-up.
Objective 06: Complete disposition of San Jose site.
Objective 07: Develop and implement a comprehensive public art policy.
Item #1. Page 6
Meeting Date: 12/2/2024 / Packet Page #: 8
2023-2025 Two-Year Strategic Plan
December 2024 Update
GOAL 1
Task 1: Finalize approach to the preparation of the City’s Capital Improvement Plan (CIP). Completed Task 2: Facilitate investment in City parks and facilities to promote greater access and use. Completed Task 3: Ensure foundational plans are included in future development decisions. Completed Task 1: Provide overview of annexation process through LAFCO. Completed Task 2: Development of Cost of Services Study. In-Progress Task 3: Identify population changes with possible new residents and comparison to current population trends. Completed
Objective 09: Consider possible annexation of County islands within the City’s sphere of influence.
Item #1. Page 7
Meeting Date: 12/2/2024 / Packet Page #: 9
2023-2025 Two-Year Strategic Plan
December 2024 Update
Goal 2
Task 1: Conduct a comprehensive fee study to ensure that fees and rates are adequate. In-Progress Task 2: Ongoing review and update of fees and rates in a timely manner. Completed Task 3: Pursue alternative sources of funding. Completed Task 4: Leverage public/private/non-profit partnerships to augment service delivery options. Completed Task 5: Pursue additional grant funding opportunities. Completed Task 6: Evaluate the appropriate balance of land uses. In-Progress Task 7: Consider re-establishment of assessment districts for landscaping and lighting. Completed Task 1: Implement new finance software (Tyler) and train city staff. Completed Task 2: Actively manage investments to maximize returns for cash on hand. Completed Task 3: Optimize the budget process to be more transparent. Completed Task 1: Provide frequent updates and reports to stakeholders to address problematic areas in the City. Completed
Task 2: Proactively address areas of concern through needs assessment and CIP. Completed Task 3: Conduct monthly safety training for all employees. Completed Task 4: Complete annual audits (financial, liability, and worker’s compensation). Completed Task 1: Prepare plans specific to City assets to evaluate the total cost of ownership and operations. In-Progress
Task 2: Take necessary steps to participate in the Uniform Public Construction Cost Accounting Act program. Completed
Task 1: Implement the elements of the Memorandum of Understanding, including technology transition. In-Progress
Task 2: Assess the impact to the City’s budget of absorbing the costs related to some ongoing programming, services and content for the public and platforms. Completed GOAL 2: Maintain Financial Stability and Sustainability Objective 04: Develop a program to proactively address ongoing management and operations of City assets to maximize use of local resources.
Objective 03: Enhance the City’s risk management program.
Objective 02: Enhance fiscal responsibility for the use of resources.
Objective 01: Safeguard long term security of revenues to fund core public services.
Objective 05: Continue developing affiliation between the City and Glendora Public Library Friends Foundation.
Item #1. Page 8
Meeting Date: 12/2/2024 / Packet Page #: 10
2023-2025 Two-Year Strategic Plan
December 2024 Update
GOAL 3
Task 1: Establish a Wellness Committee to deploy programs that will create exceptional experiences. Completed
Task 2: Initiate a Performance Management Program to motivate and develop employees. In-Progress Task 3: Deploy Human Resources software that will enhance accessibility to employment actions. Completed
Task 4: Continue efforts to engage employees with more employee centric program benefits. Completed Task 5: Conduct employee satisfaction survey. Not Started Task 6: Evaluate all positions for remote work ability. Completed Task 1: Initiate diversity, equity, inclusion (DEI) training and programs. Completed Task 2: Enhance marketing and communication strategies to expand outreach to candidates. Completed Task 3: Develop a Succession Plan that grows and develops internal staff. In-Progress Task 4: Offer learning and development opportunities that include training, academies, coaching, etc. Completed
Task 5: Enhance the onboarding experience to include training and exposure to all City departments. In-Progress
Task 6: Establish a formal internship/apprenticeship program to develop the next generation of employees. Completed
Task 1: Update and provide training on personnel rules and regulations. In-Progress Task 2: Monitor and revise MOU’s, as appropriate. In-Progress Task 3: Evaluate and modernize organizational structure and positions. Completed GOAL 3: Enhance Employee Development and Retention
Objective 03: Maintain positive working relationships with City’s labor groups.
Objective 02: Attract, recruit, and retain qualified and diverse individuals to the organization.
Objective 01: Create a positive work experience and support employee work-life balance through engagement and wellness.
Item #1. Page 9
Meeting Date: 12/2/2024 / Packet Page #: 11
2023-2025 Two-Year Strategic Plan
December 2024 Update
GOAL 4
Task 1: Issue a RFP for a consultant to assist the City with updating of the Urban Forestry Manual. Completed
Task 2: Review frequency of grid trimming against best practices and funding available. In-Progress Task 3: Review fees associated with development. Not Started Task 4: Present preliminary finding of draft plan to City Council and possibly Planning Commission. Not Started
Task 5: Incorporate final document, where necessary, into the various development and CIP processes.
Not Started
Task 1: Define the vision and purpose of the City’s communications plan. In-Progress Task 2: Develop the framework for creating a Communications Task Force, comprised of multiple departments. In-Progress
Task 3: Evaluate unique ways to engage the City Council and Board/Commissions in robust information sharing. Not Started
Task 4: Evaluate unique ways to communicate with different groups in town. Not Started Task 5: Develop a strategic communications and marketing outline for the next two to four years. In-Progress
Task 6: Find ways to engage the community through feedback and other forms of communication/outreach. Completed
Task 1: Develop a City “tagline” to utilize in the branding of City. Completed Task 2: Create/update style guide and incorporate into overall communication strategy. Completed Task 3: Redesign/organize City’s website to make it intuitive for all constituents. Completed Task 4: Revised website will incorporate additional opportunities for the community to stay informed. Completed
Task 1: Return to City Council and Board of Trustees with updates in 2023. Completed Task 2: Ensure adopted plan incorporates feedback from 2022 City Council / Board of Trustee Joint Meeting. Completed
Task 3: Ensure updated MOU explores expansion of field accessibility, school site locations, etc. Completed Task 4: Return to City Council and Board of Trustees for approval in December 2023 to January 2024. Completed
Task 5: Review funding options for site improvements, including user fees and possible bond measures. Completed
Task 1: Complete review of all policies. In-Progress
Task 2: As needed, meet and confer with City’s bargaining groups. In-Progress Task 3: As needed, present policies to City Council for approval. In-Progress Task 1: Deploy and configure the software to automate and streamline manual processes. In-Progress Task 2: Clean and migrate complete and accurate data. In-Progress Objective 03: Develop and enhance City branding.
Objective 02: Create a communications strategic plan.
Objective 01: Update Urban Forestry Manual.
GOAL 4: Enhance and Modernize the Organization
Objective 06: Complete enterprise resource planning (ERP – Finance/HR/Payroll) system, land management/permitting system, and asset management with City mobile application implementation.
Objective 05: Update Administrative Manual (long-term).
Objective 04: Develop and approve an updated Glendora Unified School District memorandum of understanding.
Item #1. Page 10
Meeting Date: 12/2/2024 / Packet Page #: 12
2023-2025 Two-Year Strategic Plan
December 2024 Update
GOAL 4
Task 3: Test the system and train all users. In-Progress Task 4: Go Live with core software modules. In-Progress Task 5: Provide public outreach to community on access ability to make payments, submit work requests.
Not Started
Task 1: Finalization of base layer used for all City uses. Completed Task 2: Deployment of ESRI tools to City staff. Completed Task 3: Establish process for layer development and maintenance. Completed Task 4: Determine what additional tools are needed for deployment to the public. Completed Task 1: Issue a request for proposal (RFP) for an updated, internet based, phone system. Completed Task 2: Continue with movement of legacy infrastructure to the cloud to improve performance and redundancy. Completed
Task 3: Prepare for a 311 communication system. Completed Task 1: Restructure departments and divisions to be more customer service oriented. Completed Task 2: Practice proactive solutions that are oriented to reflect community needs. Completed Task 3: Compare City's services to the private sector to determine the best way to provide services. Completed
Task 4: Timing of changes to coincide with the budget process. Completed Task 1: Complete Library structural assessment. Completed Task 2: Determine long and short-term impacts of necessary building changes. In-Progress Task 3: Identify funding opportunities for capital and services necessary to continue Library services. In-Progress
Task 4: Identify opportunities for services to be modified, as needed. In-Progress Task 1: Create citywide data entry standards. Not Started Task 2: Transition OnBase ECM to cloud based solution. In-Progress Task 3: Migrate Police Department data from legacy systems. Completed Task 4: Research the feasibility of a centralized record system. Not Started Task 5: Complete the citywide digitization and document imaging project. In-Progress Task 1: Assess any intersection with City Clerk digitization efforts. Completed Task 2: Manage initial GPL Friends Foundation grant. Completed Task 3: Identify initial targets for digitation. Completed Task 4: Address initial copyright/permission needs. Completed Task 5: Identify vendors and move forward with selection. Completed Task 6: Expand geographic-based access to community resources. In-Progress Objective 12: For the Library, ensure continued access to Glendora-specific information sources through local history digitization initiatives.
Objective 11: Increase access to information with implementation of usable digital services and centralized records.
Objective 10: Support and implement short and long-term continued access to the world of ideas as facilities for the Library are assessed and modernized.
Objective 09: Continue to evaluate City’s organization structure to further enhance service delivery.
Objective 08: Continue with technology modernization.
Objective 07: Complete implementation of ESRI geographic information system (GIS).
Item #1. Page 11
Meeting Date: 12/2/2024 / Packet Page #: 13
2023-2025 Two-Year Strategic Plan
December 2024 Update
GOAL 5
Task 1: Consider solar panels at older facilities that need roof improvements. Completed Task 2: Evaluate artificial turf installation at various parks to promote greater water conservation. In-Progress
Task 3: Update Public Works’ standard specifications to incorporate sustainable materials and practices. In-Progress
Task 4: Complete space planning and facility needs assessment. In-Progress Task 1: Reconsider the Five-Year CIP in light of Water infrastructure needs. In-Progress Task 2: Implement water rate adjustments to fund improvements to the water infrastructure. Completed Task 3: Develop engineering capabilities to support the unique water infrastructure needs. Completed Task 1: Pursue grant and budget appropriation opportunities to fully fund the People Movement Project. In-Progress
Task 2: Develop a comprehensive plan to improve and update the City’s traffic signal infrastructure. In-Progress
Task 3: Update the Citywide traffic study to account for post-pandemic mobility patterns. Not Started Task 4: Update the City Pavement Management Plan and facilitate street improvements. In-Progress Task 5: Explore the feasibility of constructing a pedestrian oriented bridge over the flood control channel. In-Progress
Task 1: Consider establishing area-wide beautification events to address potential compliance issues. Not Started
Task 2: Enlist the support of non-profit partners to assist residents improve their properties. Not Started Task 3: Leverage existing City water conservation programs to facilitate landscape improvements In-Progress
Task 4: Work with community-based partners to grow community cleanup days and activities In-Progress Task 1: Create a directional signage design standard to enhance various community assets. In-Progress Task 2: Replace and/or refurbish existing historic district signs. Completed Task 3: Update the City’s sign code in manner that ensures compliance with recent legal determinations. Completed
Task 1: Develop a five-year plan for the replacement of all City vehicles. In-Progress Task 2: Pursue grant funding for acquisition of electric and other zero-emission vehicles/infrastructure. In-Progress
Task 3: Pursue grant funding to expand the availability of public electric vehicle charging infrastructure. In-Progress
GOAL 5: Improve and Maintain Infrastructure and Facilities Objective 01: Improve & Maintain Infrastructure/Facilities Objective 02: Implement the Water Division infrastructure assessment.
Objective 03: Build and expand upon existing infrastructure to improve mobility options throughout the City.
Objective 04 : Develop and implement a Citywide beautification program.
Objective 05: Undertake a comprehensive update to the City’s sign code to promote local businesses and community assets, and limit visual clutter.
Objective 06 : Continue with the modernization of the City’s fleet and related infrastructure.
Item #1. Page 12
Meeting Date: 12/2/2024 / Packet Page #: 14
2023-2025 Two-Year Strategic Plan
December 2024 Update
GOAL 5
Task 1: Develop a South Hills Wilderness Park Plan with to turn it into an active outdoor recreation. In-Progress
Task 2: Develop an Urban Forest Master Plan, providing guidance for long-term and day-to-day management. In-Progress
Task 3: Pursue grant funding and budget appropriation requests for City's park improvements. Completed Task 1: Evaluate the bid package to consider alternative approaches that may reduce the project cost. Completed
Task 2: Ballot property owners within proposed antique streetlight district to establish annual assessment. Completed
Objective 07 : Update the Parks and Trails Master Plan to guide the development of parks and recreational facilities in the City.
Objective 08: Continue exploring the feasibility of restoring the operability of the antique streetlight system to working condition.
Item #1. Page 13
Meeting Date: 12/2/2024 / Packet Page #: 15
2023-2025 Two-Year Strategic Plan
December 2024 Update
GOAL 6
Task 1: Recruit, hire, and train a Human Services Coordinator, responsible for coordinating homelessness. Complete
Task 2: Collect and analyze data to prioritize operational needs for critical service gaps in the City. Complete
Task 3: Establish program budgets that address different areas of homelessness. Complete Task 1: Explore feasibility of restarting the development of a sub-regional homeless housing and services. Complete
Task 2: Engage public agency partners to develop short- and long-term housing and service options. Complete
Task 3: Find ways to prioritize assistance to individuals experiencing homelessness locally. Complete Task 4: Evaluate sites for acquisition to implement localized solutions for homeless individuals. Complete Task 1: Continue to engage public agency partners to pursue fair share of funding to support homelessness. Complete
Task 2: Explore funding opportunities through community-based and non-profit organizations. Complete Task 3: Advocate for and pursue ongoing funding opportunities for housing and services. Complete Task 1: Explore and expand partnerships with non-profit organizations working to address homelessness. Complete
Task 2: Reassess current programs to determine efficacy. Complete Task 3: Continue the development of housing and service options based on the needs of homeless individuals. Complete
Task 4: Explore the use of technology to better collect, track, and report data. Complete Task 5: Investigate SGVCOG Care Team Model Complete
GOAL 6: Implement Strategic Homelessness Solutions
Objective 04 : Update the Homelessness Strategic Plan to reflect the scope of the programs currently underway and assess gaps in the City’s response model.
Objective 03: Pursue ongoing funding opportunities to support and supplement local resources to address the challenge of homelessness.
Objective 02: Evaluate the establishment and expansion of collaborative regional programs among cities in the surrounding region to address the challenge of homelessness.
Objective 01: Strengthen outreach and engagement activities.
Item #1. Page 14
Meeting Date: 12/2/2024 / Packet Page #: 16
2023-2025 Two-Year Strategic Plan
December 2024 Update
GOAL 7
Task 1: Establish a “Season of Service” Program that allows everyone to collaborate on community projects. Complete
Task 2: Develop civic awareness through an intentional citywide approach to departmental volunteering. In-Progress
Task 3: Enhance staff membership and presence in community organizations. Complete Task 1: Develop a centralized citywide volunteer program. In-Progress Task 2: Expand and create local adopt-a-park, street, and related programs. Not-Started Task 3: Look for internship opportunities with local high schools. Complete Task 4: Develop a large, yearly City-sponsored beautification/volunteer day/event. In-Progress Task 1: Work with the Chamber to allow greater access to the community. Complete Task 2: Invite groups that typically receive an individual updates. Complete Task 3: Identify a facility to hold the event. Complete Task 1: Add a multi-cultural event. Complete
Task 2: Consideration of a 4th of July event Complete
Task 1: Evaluate staffing needs for additional work. Complete Task 2: Determine areas of concern and develop work plans for staff. Complete Task 1: Explore partnerships with LA County, City of Covina and City of Azusa. Complete Task 2: Develop and implement options for addressing homelessness. Complete Task 3: Develop and implement options for addressing illegal vending. Complete Task 1: Determine what information should be surveyed periodically and what should be situational. In-Progress
Task 1: Add sworn management staff member to project review team (development process). Complete Task 2: Create standard conditions for development project types to address public safety considerations. Complete
Task 3: Engage existing businesses and residents when areas of concern arise. Complete Task 4: Establish an outreach program to crime victims to help eliminate future and reoccurring issues. Complete GOAL 7: Enhance Community Engagement and Presence
Objective 01: Build trusting relationships with the community that sustain cohesive communities.
Objective 02: Communicate and expand the number of opportunities that residents and businesses can engage and give back to their community.
Objective 03: Work with the Glendora Chamber of Commerce to transition the State of the City from a daytime event to an evening event.
Objective 04 : Review City events for possible changes and expansion.
Objective 05: Review opportunities to for Code Enforcement to be more proactive to address certain key issues raised by the City Council and community.
Objective 06: Address quality of life issues along Arrow Highway corridor.
Objective 07: For the Library, support connections to information and other human services, guiding services and partnership development, through Library and partner conducted surveys.
Objective 08: Crime prevention through environmental design, implementation and enforcement.
Item #1. Page 15
Meeting Date: 12/2/2024 / Packet Page #: 17
DATE: November 27, 2024
TO: Honorable Mayor and City Council Members
FROM: City Clerk’s Office/Communications Department
CC: City Manager Raymond
SUBJECT: December 2 – 3, 2024 City Council Workshop
Distribution of Additional Information
Additional Information, such as demographics, will be shared during the workshop.
Item #1. Page 16
Meeting Date: 12/2/2024 / Packet Page #: 18