Agenda packet — Glendora City Council, March 25, 2025 (part 4 of 4)

Experience and Familiarity with the City of Glendora: SA Associates has provided construction inspection services for the Avenue and Loraine Avenue Water Main Installation projects, and well as construction Inspection for the Lone Hill Avenue Street Improvement Project. Other projects include inspection of the Grand Avenue (from Base Line Road to Citrus Edge Street) Street Rehabilitation Project and design of well head facilities and well pump for Well No. 14.

Superior and Committed Project Team: SA Associates’ senior management is highly involved in project activities, ensuring responsiveness and coordination throughout all phases. The firm is dedicated to delivering highquality engineering services by assigning professionals with the necessary experience and knowledge of local conditions and public works policies. The team aims to provide innovative, cost-effective solutions while meeting the City's goals on time and within budget.

The proposed Project Manager and Engineers are Professional Engineers registered with the State of California.

They are familiar with design elements compliant with City, State, and Federal standards, including ADA. They frequently use the American Public Works Association Greenbook Standards for plans and specifications.

Our proposed project manager, Jorge Lovo, P.E., brings over 25 years of experience in designing and managing water main and street projects. He will lead a design team with extensive expertise in water main design. This team has a proven track record of delivering successful projects for previous clients. As a result, we will provide a customized approach tailored to the City’s specific needs and goals. Mr. Lovo will be the point of contact for the firm.

For your project, we will utilize subconsultants to provide Survey Servies, Geotechnical Services, and Potholing Services. All our consultants have extensive experience in providing professional and quality workmanship.

Information and resumes for our subconsultants are found in Section IV: Project Team.

We acknowledge receipt of Addendum No. 1. The signed acknowledgement form follows this letter.

The undersigned is the authorized person who can execute binding agreements and contracts.

If selected for this project, we are ready to start immediately.

Thank you for the opportunity to submit our proposal. Should you have any questions or require any further information, please do not hesitate to contact us.

Very truly yours,
Shahnawaz Ahmad, P.E.

President
SA Associates
1130 W. Huntington Drive, Unit 12
Arcadia, CA 91007
626.821.3456
[email protected]

CITY OF GLENDORA
116 E. FOOTHILL BOULEVARD
GLENDORA, CALIFORNIA 91741

PROFESSIONAL ENGINEERING DESIGN SERVICES FOR

PREPARATION OF WATER UPGRADES AND STREET

IMPROVEMENTS IN THE CYPRESS STREET AREA
ADDENDUM NO. 1
Issued: December 3, 2024
This addendum hereby becomes a part of the request for proposal documents of the above referenced project.

This will not modify the proposal submission schedule as shown in the posting.

The following modifications are hereby made to the posting for Professional Engineering Design Services For Preparation Of Water Upgrades And Street Improvements In The Cypress Street Area
Bidders shall execute the Bidder’s Certification included in this Addendum No. 1 and shall submit the signed Certification along with the Bidder’s Proposal.

1. Questions and Answers posted including a Map
Purchasing Coordinator

BIDDER'S CERTIFICATION
Receipt of Addendum Number 1 is hereby acknowledged, and all conditions contained therein are accepted.

Date Bidder/Company Name _______________________________ Signature _________________________________
Title _____________________________________
December 3, 2024 SA Associates
Shahnawaz Ahmad, President
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area TABLE OF CONTENTS Page 1 of 1

TABLE OF CONTENTS

COVER LETTER
SECTION I: PROJECT UNDERTANDING AND APPROACH
SECTION II: SCOPE AND SERVICES
SECTION III: SCHEDULE
SECTION IV: PROJECT TEAM
SECTION V: FEE PROPOSAL
SECTION VI: PROFESSIONAL SERVICES AGREEMENT
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION I: PROJECT UNDERSTANDING AND APPROACH Page 1 of 7 SECTION I: PROJECT UNDERSTANDING AND APPROACH
It is our understanding that the City of Glendora (City) is seeking to engage a professional engineering consultant to provide design services for the Water Upgrades and Street Improvements in the Cypress Street Area (Project).

This location calls for water main improvements on Leodora Avenue, Comstock Avenue, Whitcomb Avenue, Cypress Avenue, Bennett Avenue, Elwood Avenue, and Oakwood Avenue. The improvement limits on Leodora Avenue is from Oakwood Avenue to Loraine Avenue, with an approximate length of 1,210 linear feet (LF). The improvement limits on Comstock Avenue is from Oakwood Avenue to Loraine Avenue, with an approximate length of 1,380 LF. The improvement limits on Whitcomb Avenue is from Elwood Avenue to Loraine Avenue, with an approximate length of 1,440 LF. The improvement limits on Cypress Avenue is from Elwood Avenue to end of cul-de-sac, with an approximate length of 1,115 LF. The improvement limits on Bennett Avenue is from Elwood Avenue to Loraine Avenue, with an approximate length of 1,370 LF. The improvement limits on Elwood Avenue is from Oakwood Avenue to Bennett Avenue, with an approximate length of 980 LF. Finally, the improvement limits on Oakwood Avenue is from Leadora Avenue to end of cul-de-sac, with an approximate length of 722 LF. The total water main improvements length is 8,217 LF. All existing water mains are 6-inches in diameter and are proposed to be replaced with 8-inch water mains. This Project also includes street improvements in all of these locations.

Leadora Avenue is a collector street which has two lanes but widens near Loraine Avenue for additional parking width.

At Loraine Avenue the roadway width is narrowed by pop out curbing to limit one car in each direction only to enter the street. Loraine Avenue appears to be recently paved, and the intersection has new ADA ramps and crosswalks. Our AC paving work would join the new paving before the intersection. The street is improved with AC pavement for its entire length. The PCI number is high, so most likely AC treatment will be a slurry coating. The adjacent properties are single family homes. The street has curb and gutter along its entire length that looks to be in good shape. No modification of curb and gutter will be made except for broken areas that need repair. The concrete cross-gutters at Crestview Drive, Ranch Lane, and Oakwood Avenue also look to be in good shape and will make a good join for the AC slurry or overlay.

Just west of Oakwood Avenue is a bridge crossing over a flood control channel. We recommend extending the AC work westerly to meet the concrete deck of the channel bridge. There are sidewalks along both sides of the roadway.

No additional sidewalk areas will be added. Some driveways have the four-foot passage for pedestrian behind the driveways, but half do not. The RFP indicated that the Public Right-of-Way Accessibility Guidelines (PROWAG) would govern the ADA issues and did not specifically require upgrading driveways to current ADA standards. Therefore, it is assumed that driveways will remain in their current state. The handicap ramps at Oakwood Avenue (2), Ranch Lane (2), and Crestview Drive (2) will most likely need to be updated. At these locations, the ramps are such that they do not allow crossing Leadora Avenue, and there are no ramps located on the south side of the street. The City will need to confirm that this arrangement is still acceptable or new ramps will need to be added on the south side of the street.

Comstock Avenue is a local street. Loraine Avenue appears to be recently paved, and the intersection has new ADA ramps. The intersection has a cross–gutter that appears to be in good shape. Our AC paving work would join the edge of the cross-gutter before the intersection. The street is improved with AC pavement for its entire length. The PCI number is poor, so most likely AC treatment will be by grinding/removing to a certain depth and utilizing an asphalt concrete overlay pavement section. The adjacent properties are single family homes. The street has curb and gutter along its entire length that looks to be in good shape. No modification of curb and gutter will be made except for broken areas that need repair. The concrete cross-gutter at Oakwood Avenue has cracks and may need to be replaced. It will be our join for the AC work. There are no sidewalks along either side of the roadway. Question 4 of Addendum No. 1 indicates that new sidewalks are not part of the service, so no additional sidewalk areas will be added. Since no sidewalks exist, none of the driveways have the four-foot passage for pedestrian behind the driveways. The RFP indicated that the PROWAG would govern the ADA issues, and Question 3 of Addendum No. 1 specifically states that the Scope of Work does not require upgrading driveways to current ADA standards. Therefore, it is assumed that driveways will remain in their current state. There are no handicap ramps at Oakwood Avenue, so at least two will be added. At this location, since there are no ramps, crossing Oakwood Avenue is not accommodated. The City will need to confirm that this arrangement is still acceptable or new ramps will need to be added on the west side of Oakwood Avenue.

Whitcomb Avenue is a local street. Loraine Avenue appears to be recently paved, and the intersection has new ADA ramps. The intersection has a cross–gutter that appears to be in good shape. Our AC paving work would join the edge

PROJECT UNDERSTANDING
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION I: PROJECT UNDERSTANDING AND APPROACH Page 2 of 7 of the cross-gutter before the intersection. The street is improved with AC pavement for its entire length. The PCI number is poor, so most likely AC treatment will be by grinding/removing to a certain depth and utilizing an asphalt concrete overlay pavement section. The adjacent properties are single family homes. The street has curb and gutter along its entire length that looks to be in good shape. No modification of curb and gutter will be made except for broken areas that need repair. The concrete cross-gutter at Elwood Avenue has minor cracks and may need to be replaced. It will be our join for the AC work. There are no sidewalks along either side of the roadway. Question 4 of Addendum No. 1 indicates that new sidewalks are not part of the service, so no additional sidewalk areas will be added. Since no sidewalks exist, none of the driveways have the four-foot passage for pedestrian behind the driveways. The RFP indicated that the PROWAG would govern the ADA issues, and Question 3 of Addendum No. 1 specifically states that the Scope of Work does not require upgrading driveways to current ADA standards. Therefore, it is assumed that driveways will remain in their current state. There are no handicap ramps at Elwood Avenue, so at least two will be added. At this location, since there are no ramps, crossing Elwood Avenue is not accommodated. The City will need to confirm that this arrangement is still acceptable or new ramps will need to be added on the west side of Elwood Avenue.

Cypress Avenue is a local street. The street is improved with AC pavement for its entire length. The PCI number is good, so most likely AC treatment will be a slurry coating. The adjacent properties are single family homes. The street has curb and gutter along its entire length that looks to be in good shape. No modification of curb and gutter will be made except for broken areas that need repair. The concrete cross-gutter at Elwood Avenue looks good. It will be our join for the AC work. There are no sidewalks along either side of the roadway. Question 4 of Addendum No. 1 indicates that new sidewalks are not part of the service, so no additional sidewalk areas will be added. Since no sidewalks exist, none of the driveways have the four-foot passage for pedestrian behind the driveways. The RFP indicated that the PROWAG would govern the ADA issues, and Question 3 of Addendum No. 1 specifically states that the Scope of Work does not require upgrading driveways to current ADA standards. Therefore, it is assumed that driveways will remain in their current state. There are no handicap ramps at Elwood Avenue so at least two will be added. At this location, since there are no ramps, crossing Elwood Avenue is not accommodated. The City will need to confirm that this arrangement is still acceptable or new ramps will need to be added on the west side of Elwood Avenue.

Bennett Avenue is a collector street which has two lanes but widens in areas for additional parking width. Loraine Avenue appears to be recently paved, and the intersection has new cross-gutter, ADA ramps and crosswalks. Our AC paving work would join the new cross-gutter at the intersection. The street is improved with AC pavement for its entire length. The PCI number is poor, so most likely AC treatment will be by grinding/removing to a certain depth and utilizing an asphalt concrete overlay pavement section. The adjacent properties are single family homes. The street has curb and gutter along its entire length that looks to be in good shape. No modification of curb and gutter will be made except for broken areas that need repair. The concrete cross-gutters at both sides of Elwood Avenue have minor cracks and may need to be replaced. The edge of cross-gutters will make be our join for the AC work. We assume our AC work will stop at the BCR of the Northwest curb of Elwood Avenue. There are sidewalks along both sides of the roadway.

No additional sidewalk areas will be added. Some driveways have the four-foot passage for pedestrian behind the driveways, but half do not. The RFP indicated that the PROWAG would govern the ADA issues, and Question 3 of Addendum No. 1 specifically states that the Scope of Work does not require upgrading driveways to current ADA standards. Therefore, it is assumed that driveways will remain in their current state. The handicap ramps at both sides of Elwood Avenue (4) will most likely need to be updated. At this location, the ramps are such that they do not allow crossing Bennett Avenue, and there are no ramps located on the opposite side of the street. The City will need to confirm that this arrangement is still acceptable or new ramps will need to be added on the opposite side of the street.

Elwood Avenue is a local street. The street is improved with AC pavement for its entire length. The PCI number is poor, so most likely AC treatment will be by grinding/removing to a certain depth and utilizing an asphalt concrete overlay pavement section. The adjacent properties are single family homes. The street has curb and gutter along its entire length that looks to be in good shape. No modification of curb and gutter will be made except for broken areas that need repair.

The concrete cross-gutter at Oakwood Avenue has minor cracks and may need to be replaced. It will be our join for the AC work. The other street intersections are discussed above relative to their gutters. There are no sidewalks along either side of the roadway. Question 4 of Addendum No. 1 indicates that new sidewalks are not part of the service, so no additional sidewalk areas will be added. Since no sidewalks exist, none of the driveways have the four-foot passage for pedestrian behind the driveways. The RFP indicated that the PROWAG would govern the ADA issues, and Question 3 of Addendum No. 1 specifically states that the Scope of Work does not require upgrading driveways to current ADA standards. Therefore, it is assumed that driveways will remain in their current state. There are no handicap ramps at Oakwood Avenue, so at least two will be added. At this location, since there are no ramps, crossing Oakwood Avenue is not accommodated. The City will need to confirm that this arrangement is still acceptable or new ramps will need to be added on the west side of Oakwood Avenue. The other street intersections are discussed above relative to their ADA issues.

Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION I: PROJECT UNDERSTANDING AND APPROACH Page 3 of 7 Oakwood Avenue is a local street. The street is improved with AC pavement for its entire length. The PCI number is fair, so most likely AC treatment will be a slurry coating. The adjacent properties are single family homes. The street has curb and gutter along its entire length that looks to be in good shape. No modification of curb and gutter will be made except for broken areas that need repair. The concrete cross-gutter are discussed in other sections above relative to their issues. The cross-gutter edges will be our join for the AC work. There are no sidewalks along either side of the roadway. Question 4 of Addendum No. 1 indicates that new sidewalks are not part of the service, so no additional sidewalk areas will be added. Since no sidewalks exist, none of the driveways have the four-foot passage for pedestrian behind the driveways. The RFP indicated that the PROWAG would govern the ADA issues, and Question 3 of Addendum No. 1 specifically states that the Scope of Work does not require upgrading driveways to current ADA standards. Therefore, it is assumed that driveways will remain in their current state. The ADA ramps are discussed in other sections above relative to their issues.

The Project limits are depicted in Figure 1.

FIGURE 1: PROJECT LOCATION MAP
The SA Associates engineering team is committed to maximizing all of its resources to provide the most cost-effective design for the project that satisfies the City’s needs. This team has completed numerous street and water main designs with success for various cities and agencies throughout Southern California. We recently completed final plans, specifications, and estimates (PS&E) for Phase 1 for approximately 15,000 LF of water main (DIP and CMLC Steel pipes) replacements for the City of Ontario and have also recently completed PS&E for Phase 2 with an approximate length of

PROJECT APPROACH
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION I: PROJECT UNDERSTANDING AND APPROACH Page 4 of 7 17,000 LF. We also recently completed the final PS&E for two water main replacement projects for Long Beach Water Department (Queensway Drive and Ximeno Avenue) totaling 2,845 LF of 8-inch and 12-inch DIP. In addition, we completed the preparation of the final PS&E for the City of Chino for the Quadrant 1.1 Water Main Replacement Project, which consisted of the installation of about 7,500 LF of 8-inch PVC water main. We have also completed the preparation of the final PS&E for the Water Main Replacement Project Phase 1 for the City of South Gate with an approximate replacement length of 17,130 LF of 8-inch and 12-inch DIP and for the Water Utility Pipeline Construction Project for the City of Pomona totaling 7,500 LF of 8-inch DIP. Efforts to complete these projects also comprised an extensive coordination with the State Water Resources Control Board (SWRCB) Division of Drinking Water (DDW) for those instances where proposed main do not comply with horizontal and vertical separation requirements.

We will apply our experience and knowledge onto this project. The crucial part of this project is identifying the appropriate alignment for the proposed water mains. The goal is to minimize conflicts with nearby utilities, expedite permits/coordination with agencies having jurisdiction, minimize vehicle disruptions to the public, stay focused on the important design items, and provide the most cost-effective design. If more than one cost-effective alignment is feasible, SA Associates will bring it to the City’s attention and will coordinate the best location for maintenance and other issues. For the purpose of expediting the utility coordination process, we have already conducted preliminary utility research using DigAlert and obtained contact information for the utility companies.

Table 1 below provides a list of utility companies present within the project limits. We will perform additional research once awarded the project and receive the Notice to Proceed.

TABLE 1: SA ASSOCIATES UTILITY RESEARCH – COMPANIES WITHIN PROJECT LOCATIONS Agency Name Number Email
Frontier Communications Cathy Brown 310-264-5100 [email protected] MCI Verizon Business Tyler Van Wyk 800-289-3427 [email protected] Metropolitan Water District Jesse Franco 213-217-7663 [email protected] Nextglaven – Crown Castle Nick Belinsky 888-654-3110 [email protected] SoCal Edison - Distribution Kimberlie Gurule 714-796-9999 [email protected] Southern California Gas
Company - Distribution Geary Ambers 909-335-7955 [email protected] Spectrum Communications Josue Carrillo 818-922-6839 [email protected] The City is seeking to rehabilitate the existing pavement by grinding/removing to a certain depth and utilizing an asphalt concrete overlay pavement section as recommended in the City’s Pavement Management Program. The street rehabilitation is intended to be done between the existing outer curb and gutter locations without any widening of the existing roadway or modifications of gutters. Existing roadway curb & gutter, cross gutters, and sidewalks within the project limits that need repair or replacement based upon our assessment will also be included in the Project plans.

Existing driveways will not be modified to comply with any ADA requirements. No additional sidewalk areas will be added by the project. Existing gutters will be left at their existing widths. It is our understanding that the project will be contained within the existing public right-of-way and no new right-of-way will be required. All existing ADA ramps within the Project limits will be assessed for compliance. Any ADA ramps that are not within compliance will be replaced to current ADA standards. We will develop and present a table to the City that describes the assessment of the existing ramps and outline proposed ramps. The table will indicate whether the existing ramps are in compliance or require replacement.

The street improvement portions of the project plans will consist of plan view only of the streets with no profiles. These sheets will be based on the Topographic Survey provided as part of this project. There will probably be two segments of roadway shown per sheet. The plan will show all existing features of the existing roadway and identity the areas of pavement to be modified. It will also be used to reference other parts of the plan such as detail sheets for local repairs and ADA ramp modifications. Roadway typical sections will be shown on the detail and/or title sheets of the plan.

We also investigated the project sites to better understand the characteristics of each water main location, its potential impact to residential or commerce within the affected streets, as well as pinpointing the location of existing utilities and present conditions (i.e., valves, hydrants, etc.), separations to storm drains and sewer, and other relevant surface features. Furthermore, we took this opportunity to also observe existing street conditions such as pavement types, curb ramps, curb & gutters, cross gutters, sidewalks, driveways, and any other pertinent street features. Photos were taken for further evaluation and for record purposes.

Exhibit A on the following page provides further analysis of the existing conditions of the project locations and brings forth the crucial details to pay attention to for the design.

Exhibit A – Location of Existing Utilities & Proposed Work at Leodora Ave, Comstock Ave, Whitcomb Ave, Cypress Ave, Bennett Ave, Elwood Ave, and Oakwood Ave City of
Glendora
Proposed Street
Rehabilitation
Replace existing 6” water
main with an 8” water main Street Conditions:

Cracked asphalt
Proposed AC
Replace fire hydrant
and connection
Loraine Ave
Whitcomb Ave
Comstock Ave
Leadora Ave
Cypress Ave
Bennett Ave
Elwood Ave
La Flora Ln
Existing Sewer
manhole
Existing Sewer
manhole
Existing
water valve
Existing fire
hydrant
Replace existing 6” water
main with an 8” water main
Existing
water main
Street Conditions:

Cracked asphalt
Proposed AC
Replace fire
hydrant and
connection
Existing fire
hydrant
Replace existing 6”
water main with
an 8” water main
Existing
water valve
Existing
water valve
Existing fire
hydrant valve
Proposed AC
Existing
water valves
Existing fire
hydrant
Replace existing 6”
water main with
an 8” water main
Existing
water main
Proposed point
of connetion
Existing
water valves
Existing fire
hydrant
valve
Existing Drain manhole
and Catch basin
Existing
water valves
Replace fire
hydrant and
connection
Proposed AC
Replace existing 6”
water main with
an 8” water main
Existing
water main
Proposed point
of connetion
Existing
water valve
Existing
water valve Existing
water valve
Street Conditions:

Cracked asphalt
Existing
water valves
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION I: PROJECT UNDERSTANDING AND APPROACH Page 6 of 7 The Project is a complex but manageable project that involves multiple facets, including utility company coordination, and City coordination. Based on our reading of the RFP and Addendum No. 1, our site visits, and our general understanding of the project requirements, we believe the following to be key project issues:
• Utility Verification & Protection (Including Potholing) Based on our experience with several recent water replacement projects on both the design and construction management side, we have the experience to ensure that utilities are located properly and protected during construction while minimizing risk of change orders to the City. The project limits may contain significant utility presence which affects excavation, backfill, and pipe installation. The utility situation is complex but manageable. To reduce costs associated with the protection of utilities and change orders during construction, the design will consider not only utility information provided from the City and underground utility companies, but also thorough field investigation. Potholing during the design phase will be utilized to eliminate any uncertainty of the various underground utility depths within the proposed alignment. In addition, we will include a note in the plans for the Contractor to perform potholing at all utility crossings. It will also be advantageous to provide for utility protection in the Bid Items descriptions in the measurement and payment section of the specifications to emphasize utility protection and to avoid the risk of change orders. • Safety of Public
Due to the close proximity to various residential neighborhoods within the Project limits where the work is proposed, it is of importance to maintain pedestrian and vehicular safety. It will be important to provide proper barriers to keep the public out of the work areas. This can be covered in part on the plans, under the General Notes and in the specifications. It will also be advantageous to provide for public safety in Bid Items descriptions in the Measurement and Payment section of the specifications to emphasize public safety and avoid the risk of change orders. Bid documents will request traffic control to permit the Contractor to work within the public Rightof-Way efficiently and effectively while maintaining a safe, uniform flow of traffic. • Construction Phasing & Trenching
To reduce the time period that trench plates are in use at any specific point along the alignment, the work along the various segments should be specified to be constructed in phases. The location of existing service connections and valves will be studied to determine the optimal locations to phase construction for public safety and to reduce public complaints due to noise. The proposed phasing can be included in the Summary of Work and Sequence of Construction portion of the specifications. • Traffic Control & Driveway Access
For the overall project, proper traffic control will be required to ensure that the Project does not pose safety concerns to the commuters and the public. Traffic control will be based on the WATCH Manual under the responsibility of the Contractor which will be specified in the specifications. Plans will also comply with all local, state, and federal standards. The specifications will also require the Contractor to allow access to driveways at all time during construction.
• Coordination with the City
In order to remove existing piping/valves/appurtenances and install new piping/valves, coordination with City staff/operators is necessary to provide for shutdowns, dewatering, and start-up. With regard to shutdown and dewatering, our specifications can provide for the Contractor to notify the City seven (7) days in advance of shutdown. With regard to disinfection testing and pressure testing, this can be provided for in CSI Section 15041 (Chlorination of Water Mains for Disinfection) and in Section 15044 (Pressure Testing) which will require the Contractor to submit a request for use of potable water to the City 48 hours in advance. CSI Section 15041 can also provide that the Contractor refer to Section 01501 “Temporary Utilities" for availability of water. As your design team, we will assist the City to ensure the project plans and specifications facilitate this coordination.

KEY ISSUES/CONSTRAINTS/PROBLEMS TO BE ANTICIPATED DURING THE DESIGN & CONSTRUCTION Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION I: PROJECT UNDERSTANDING AND APPROACH Page 7 of 7 • Coordination with Outside Agencies and Impacted Properties as Necessary Due to the location and impact of this Project, there will be some coordination with other agencies, and owners or representatives of impacted properties. During the course of the design, we are prepared to coordinate with outside agencies and property owners as necessary. Concerning specification provisions for construction, we can provide for necessary Contractor coordination in the specifications. Also, it will be advantageous to ensure that the Bid Items include a thorough description of coordination requirements in the measurement and payment section to avoid the risk of change orders.

Based on the conclusions stated above, it is important that the design team reflect well on the values of the City.

With this in mind, SA Associates is committed to providing quality staff members who are not only capable of satisfying the project tasks but who also have a track record of similar projects and working well with all impacted agencies and local residents / businesses.

As your Consultant, SA Associates will provide quality
resources to manage and complete the Project. We
consider ourselves to be available not as contract
representatives but as an extension of your staff. For our projects, we believe in developing and maintaining clear lines of communication between all project parties, being proactive in identifying construction issues, and working diligently toward resolution of issues. Based on this
approach, you will be assured of a complete project that complies with your project designs and is in accordance with the standards of the industry.

Technical Approach
SA Associates’ overall approach for your project is to
provide hands on engineering in order to create robust
contract documents and reduce the risk for change orders.

This project has multiple features that will require proper construction sequencing to avoid delays in construction.

With regard to streamlining the design phase of the
Project, the key technical approach to be used by the
design team is as follows:

1. Expedite coordination among all affected parties
including utility information requests

2. Evaluate design alternatives immediately and present them to the City

3. Sequence project tasks to occur simultaneously where possible (i.e., evaluate alternatives for service connections during the field survey and digital topo preparation)

4. Coordinate thoroughly throughout the entire project

5. Sequence meetings to occur at favorable days/times (i.e., meetings with City staff and other meetings with impacted agencies/personnel may occur simultaneously or subsequently) For this Project, we will tackle the main driving factors first which is the topographic survey and utility research to develop base maps and determine preliminary alignments. We want to ensure that our design satisfies the City’s needs and requirements. Furthermore, upon approval of the preliminary alignments, we will proceed to identify any potential conflicts with existing utilities after pothole verification. We also want to identify these areas quickly to engage in coordination with outside utilities to work out a solution. Taking these steps as early as we can is crucial to ensure that the design plans are completed on time and as scheduled.

TECHNICAL APPROACH
Stage 1
•Topograpic Survey
•Record drawings and utility coordination
•Site Visits
Stage 2
•Develop base maps
•Analyze potential alignments
•Identify potential utility conflicts and prepare
pothole map as needed
Stage 3
•Present preliminary alignments (30%), 60%,
and 90% plans
•Verify location of existing utilities
•Coordination with DDW if needed
Stage 4
•Development of 100% Final PS&E
•Finalize permitting and utility coordination
•Obtain Design Approval and Permits
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION II: SCOPE AND SERVICES Page 1 of 3
SECTION II: SCOPE AND SERVICES
As defined in your RFP, we will provide design services as required under your scope of services, which will serve as the basis for the Project. We will execute each of these tasks through our proposed Scope of Work that includes the following:

TASK 1 – AS-BUILT RESEARCH, INVESTIGATION, AND REVIEW
We will analyze the existing as-builts, record drawings, and data pertinent to the project. We will coordinate with City staff to obtain all available record drawings within the project limits, including record plans of all the City’s owned utilities in those streets, and to ensure the City’s recommendations, directions, and other requirements are taken into consideration during the design phase. We will perform additional site investigations as necessary to familiarize ourselves further with the project sites, to verify the features on the base map, and to verify utility locations. The investigation will also aid in identifying any potential design and construction conflicts. Following the organization of the Scope of Work in the RFP, hours for site visits are included in Task 10 – Meetings and Site Visits.

TASK 2 – UTILITY RESEARCH AND NOTIFICATION
Conduct utility research and coordinate with utility companies to obtain as-built records and/or atlas maps in order to identify all utilities within the project limits. All utility information will be clearly delineated on the project base map and documentation will be sent to each utility company requesting verification of location, size and depth of facilities within the project limits. A Utility Notification Log will be kept to track utility company responses. The information will identify “High Risk” utilities in the event the utility may cause potential issues. Such issues will be addressed to the utility company and the City for possible relocation.

TASK 3 – FIELD INVESTIGATIONS

3.a Geotechnical Investigation: Soil testing will be conducted during the preliminary phase of the Project. Based on Question 9 of Addendum No. 1, we assume fourteen (14) geotechnical borings will be conducted to a depth of five (5) feet. A geotechnical investigation report will be submitted to the City. Trench backfill recommendations and pavement thickness will be included in the report. ➢ Deliverables: Geotechnical report will be submitted in PDF format.

3.b Topographic Survey: Conduct a topographic survey to obtain necessary design topography for open trench sewer main replacement. All surface features within the right-of-way shall be located by the survey, including all utilities, valve covers, water meters, manholes, vaults, pull boxes, hydrants, catch basins, etc., as well as, depicting rights-of-ways, edge of pavement, sidewalk, landscape, curb, gutter, cross gutters, any easements, utilities, monuments, striping, and other items pertinent to a well-defined survey. The survey shall also provide baselines, bench marks, and all other basic survey control information. The basis of the vertical control shall be the most recent City benchmark elevations as shown in the National Geodetic Vertical Datum of 1929 (NGVD29). All field topography shall be collected electronically using modern survey equipment for data processing and preparation of a digital AutoCAD file.

We will analyze existing ADA ramps within project limit for compliance. Any ADA ramps that are not in compliance will be replaced to current standards. Furthermore, per the Q&A during the Interview, we will not propose any additional ADA ramps for any locations lacking ramps. Our analysis of ramps will be documented with photos that will be cataloged into a table to be presented to the City.

Existing roadway curb & gutter, cross gutters, driveways and sidewalks within the project limits that needs repair or replacement based upon our assessment will also be included in the Project plans.

3.c Potholing: We will conduct potholing to verify/determine utility locations and depths, as well as pavement thickness. We will develop a pothole plan depicting the proposed potholing locations for City approval. The pothole locations will be determined based on the chosen alignments, connection points, potential utility conflicts, and areas of uncertain utility depths. A detailed pothole report will be developed. For this project, we assume fourteen (14) potholes will be performed per Question 9 of Addendum No. 1.

SCOPE OF WORK
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION II: SCOPE AND SERVICES Page 2 of 3
TASK 4 – PRELIMINARY DESIGN AND FINAL ENGINEERING DESIGN

4.a Preliminary Alignment Design: Prepare preliminary (30%) engineering plans for review and discussion with City staff. The design is to include plan view only (no profile). Plans will include preliminary accessibility ramp layouts with a design following the PROWAG design guidelines. Per Question 2 of Addendum No. 1, when updating the existing access ramps using PROWAG design guidelines, Curb Ramp Standard 111-5 from the SPPWC, latest edition, shall also be used. We will also prepare and submit a Rough Order of Magnitude (ROM) estimate along with the 30% submittal.

4.bFinal Engineering Design: Plan preparation will
include plan views only (no profile) at 1” = 40’ horizontal scale. Plans will be submitted on full-size (24x36)
regular bond, edge-bound paper. Plans will reflect
design details pertaining to all utility relocations if necessary. Plan preparation will also be in accordance
with the City’s plan checking list. The table below shows the estimated sheet count for this project.
➢ Deliverables: Full plan design submittals will
include 60%, 90%, and 100% Final stages for review and comment. Submittals will be in PDF format.

Hard copies will also be provided. Mylars with wet signatures along and CAD files with the respective reference files will also be provided upon approval of the Final design.

NOTES: 1) It is assumed that all street improvements and water main upgrades will be included in one bid document (i.e., one set of plans). It is assumed that the Project shall be done in one phase. 2) No profile views for roadway curbs will be included nor will any cross-section worksheets be prepared as part of the Scope of Work.
3) Storm drain modifications, sidewalk modifications, intersection geometry modifications, street lighting work, and traffic signal work are not included in the Scope of Work. 4) Per Question 1 of Addendum No. 1, street widenings and/or right-of-way acquisitions are not included in the Scope of Work.
5) Per Question 3 of Addendum No. 1, upgrading existing driveways to ADA compliance is not included in the Scope of Work.
6) Per Question 4 of Addendum No. 1, the design of new sidewalks is not included in the Scope of Work. 7) Per Question 5 of Addendum No. 1, widening of existing gutters is not included in the Scope of Work. 8) Per the Q&A during the Interview, existing directional ramps will not be modified to allow pedestrians to cross over to the other side. Directional ramps to remain in that format. 9) Per the Q&A during the Interview, no additional ramps will be proposed where a ramp currently does not exist. New ADA ramps will only be proposed where non-compliant ADA ramps are located.

TASK 5 – PERMITTING (IF APPLICABLE)
Identify all permits and approvals from various agencies necessary for the design and construction of the Project. For example, DDW requires all proposed water mains to have a 10-foot horizontal clearance, wall to wall, from any parallel pipeline conveying untreated sewage or stormwater per California Code of Regulations Title 22, Chapter 16, Section 64572. In the event that the proposed water main cannot achieve the separation requirements with existing storm drains or sewer mains due to site constraints, we will assist the City in coordinating and obtaining approval from DDW.

We understand the importance of coordinating a prompt approval for the proposed project with DDW. Our team has been successful in receiving such approvals in the past; however, in all cases, we will attempt to achieve the required 10-feet of separation before going the route of seeking DDW approval for using alternate construction criteria.

TASK 6 – ENGINEER’S QUANTITY AND COST ESTIMATE
Development of the Bid Schedule and Engineer’s Opinion of Probable Construction Cost (EOPCC) per the Project design. ➢ Deliverables: EOPCC will be submitted at 60%, 90%, and 100% Final stages, and the Bid Schedule will be submitted at the 90% and 100% Final stages. Submittals will be in PDF and Microsoft Excel format.

Hard copies will also be provided upon request.

Sheet Title Sheet
Count
Title Sheet, Vicinity Map & Quantities 1
Notes, Legend, Abbreviations 2
Water Plan Sheets 10
Street Plan Sheets 4
Details (Tie-Ins and Ramp Details) 4
Total Sheets 21
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION II: SCOPE AND SERVICES Page 3 of 3
TASK 7 – CONSTRUCTION SPECIFICATIONS AND BID DOCUMENTS
Prepare and submit specifications including front-end documents, special and technical provisions, in accordance with “Standard Specifications for Public Works Construction, ‘Green Book’” (Latest Edition) and with the City’s Standard Plans and Specifications. We will coordinate with City Staff to obtain the most current Specifications Template for use/reference. We will ensure that specifications clearly convey technical information for quality acceptance, performance characteristics, and permissible construction methods in line with the City’s expectations, latest engineering practices, and local, state, federal regulations. ➢ Deliverables: Specifications will be submitted at 60%, 90%, and 100% Final stages. Submittals will be in PDF and Microsoft Word format. Hard copies will also be provided upon request.

TASK 8 – PLAN INTERPRETATION AND BIDDING ASSISTANCE
During bidding, we will assist the City in providing clarification to contract documents and responses to Requests for Information/Requests for Clarification (RFIs/RFCs). Also, assistance will be provided to the City in the preparation of bid addenda as necessary to address RFIs/RFCs. Assume three (3) RFIs/RFCs and two (2) bid addenda. Responses to RFIs/RFCs will be done within two (2) working days upon receipt. At the City’s request, we can provide review of bids and provide recommendations for award of construction contract.

TASK 9 – CONSTRUCTION SUPPORT AND SUBMITTAL REVIEW
Attend the pre-construction meeting. Following the organization of the Scope of Work in the RFP, hours for all meetings are included in Task 10 – Meetings and Site Visits.

Review Contractor’s submittals and respond to RFIs/RFCs. Assume five (5) shop drawings, submittal and resubmittals. Assume five (5) RFIs/RFCs.

TASK 10 – MEETINGS AND SITE VISITS
• Kick-Off Meeting: Conduct a Kick-Off Meeting with City staff in order to introduce key staff members, learn the organization structure of the City's project team and discuss the project objectives. A meeting agenda will be prepared for the Kick-Off Meeting, and Meeting Minutes will be submitted to the City within five (5) working days and before distribution. It is anticipated that this meeting shall be in person per the RFP. ➢ Deliverables: Meeting agenda will be prepared for the Kickoff Meeting and Meeting Minutes will be submitted to the City within five (5) working days, and before distribution. • Background Materials Meeting: Conduct one (1) meeting to discuss background materials referencing Task 1 per the RFP. It is anticipated that this meeting shall be virtual per the RFP. • Site Visits: Conduct two (2) site investigations as necessary to familiarize ourselves further with the project sites, verify the features on the base map, and verify utility locations during the 30% and 100% Final design stages. The investigation will also aid in identifying any potential design and construction conflicts. • Design Review Meetings: Conduct three (3) review meetings for 30%, 60%, and 90% submittal stages. It is anticipated that these meetings shall be virtual or in person per the RFP. • Coordination Meetings with Utility Companies: Conduct one (1) coordination meeting, as necessary, with utility companies to resolve any conflicts with the proposed design and existing utilities. It is anticipated that this meeting shall be virtual or in person per the RFP.
• Pre-Construction Meeting: Attend pre-construction meeting. It is anticipated that this meeting shall be in person per the RFP.
• Coordination Meeting: Attend one (1) coordination meeting as needed during construction. It is anticipated that this meeting shall be virtual or in person per the RFP.

TASK 11 – AS-BUILT DRAWINGS
Provide As-Built Drawing Set reflecting the redlines of the contractor and inspector following completion of construction. ➢ Deliverables: Develop and submit signed as-built drawings, full-size (24x36), in PDF format.

Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION III: PROJECT SCHEDULE Page 1 of 2
SECTION III: PROJECT SCHEDULE
We are ready to hit the ground running and begin design as soon as the Notice to Proceed (NTP) is issued. The schedule is flexible and can be adjusted if desired. The Project kick-off meeting date of March 31, 2025 coincides with the NTP estimated date set forth in the RFP. If the NTP is issued at a different date, we will update our schedule accordingly.

We have included our project schedule in MS Project format on the following page.

ID Task Name Duration Start Finish
1 Task 2.a: Preliminary Alignment Design 57 days Mon 3/31/25 Tue 6/17/25 2 Kick-off Meeting 1 day Mon 3/31/25 Mon 3/31/25
3 As-Built Research, Site Investigation, & Review 3 wks Tue 4/1/25 Mon 4/21/254 Utility Reasearch & Notification 3 wks Tue 4/1/25 Mon 4/21/255 Geotechnical Investigation (Soil Testing) 3 wks Tue 4/1/25 Mon 4/21/256 Field Survey/Digital Topo File 4 wks Tue 4/1/25 Mon 4/28/257 Prelim Permitting Coordination 2 wks Tue 4/1/25 Mon 4/14/258 Additional Site Visits 2 wks Tue 4/1/25 Mon 4/14/259 Prepare & Submit 30% Design Plans 5 wks Tue 4/29/25 Mon 6/2/25 10 City Review 2 wks Tue 6/3/25 Mon 6/16/25
11 30% Design Review Meeting 1 day Tue 6/17/25 Tue 6/17/25 12 Task 2.b: Final Engineering Design 96 days Wed 6/18/25 Wed 10/29/25 13 Final Utility/Agency Coordination 2 wks Wed 6/18/25 Tue 7/1/25 14 Prepare & Submit 60% Design PS&E 7 wks Wed 6/18/25 Tue 8/5/2515 City Review 2 wks Wed 8/6/25 Tue 8/19/25 16 60% Review Meeting 1 day Wed 8/20/25 Wed 8/20/25
17 Final Permitting Coordination 5 wks Thu 8/21/25 Wed 9/24/2518 Potholing 3 wks Thu 8/21/25 Wed 9/10/2519 Prepare & Submit 90% Design PS&E 4 wks Thu 8/21/25 Wed 9/17/2520 City Review 2 wks Thu 9/18/25 Wed 10/1/2521 90% Review Meeting 1 day Thu 10/2/25 Thu 10/2/25 22 Prepare & Submit Final Design PS&E 2 wks Thu 10/2/25 Wed 10/15/25 23 City Review 2 wks Thu 10/16/25 Wed 10/29/25
Task 2.a: Preliminary Alignment Design 73 Calendar Days Kick-off Meeting Mar 31
As-Built Research, Site Investigation, & Review
Utility Reasearch & Notification
Geotechnical Investigation (Soil Testing)
Field Survey/Digital Topo File
Prelim Permitting Coordination
Additional Site Visits
Prepare & Submit 30% Design Plans Jun 2
City Review Jun 16
30% Design Review Meeting
Task 2.b: Final Engineering Design 136 Calendar Days
Final Utility/Agency Coordination Jul 1
Prepare & Submit 60% Design PS&E Aug 5
City Review Aug 19
60% Review Meeting
Final Permitting Coordination Sep 24
Potholing Sep 10
Prepare & Submit 90% Design PS&E Sep 17
City Review Oct 1
90% Review Meeting
Prepare & Submit Final Design PS&E Oct 15
City Review Oct 29

T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W , '24 Jan 19, '25 Feb 9, '25 Mar 2, '25 Mar 23, '25 Apr 13, '25 May 4, '25 May 25, '25 Jun 15, '25 Jul 6, '25 Jul 27, '25 Aug 17, '25 Sep 7, '25 Sep 28, '25 Oct 19, '25 Nov 9, '25 Nov City of Glendora
Professional Engineering Design Services for the Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area Design Schedule
Glendora Water & Street Cypress St Schedule Tue 12/3/24 Note: *The above schedule is flexible and can be expedited if requested by City of Glendora.

Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 1 of 14
SECTION IV: PROJECT TEAM
The high quality of SA Associates’ work derives largely from the competence of our individual employees and the blending of their talents to meet each particular project need. To ensure this quality, it is our policy to staff each project with employees that have the requisite experience, interest and skills. The team below is capable of managing the Water Main and Street Improvement Design Project and providing creative and cost reduction solutions.

ORGANIZATIONAL CHART
Resumes for our Project Team members follow in this section.

PROJECT MANAGER
Jorge Lovo, PE, LEED GA, QSD/QSP

ENGINEERS
Raul Garibay, PE
Adam Roesch, PE, CPSWQ, QSD/QSP
Mel Sukow, PE

AUTO CAD DESIGNER
Hugo Magana

SUPPORT STAFF
QA/QC
Shahnawaz Ahmad, PE, QSD

POTHOLING
BESS Testlab, Inc.

GEOTECHNICAL
Geo-Advantec, Inc.

Key Personnel indicated in red font
SURVEY
On Point Surveying, Inc.

Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 2 of 14
SHAHNAWAZ AHMAD, P.E., QSD
Quality Assurance/Quality Control
Mr. Ahmad founded SA Associates in 1989, creating a civil engineering firm focused on city, county, and municipal agencies. Mr. Ahmad has over 40 years of experience.

Currently, he is involved with projects on water and sewer system master planning; water resources; water supply and treatment; water reuse; wastewater collection, treatment, and disposal; storm drainage; design of water and wastewater treatment plants, water pipelines, sewers, pumping stations, wells, storage reservoirs, and water reclamation systems; studies of water and wastewater treatment processes; and industrial waste problems.

RELATED EXPERIENCE

CITY OF ALHAMBRA
• Westmont Drive Water Main Replacement – Engineering design and construction support services for the replacement of approximately 3,500 ft. of 4” and 14” water mains.

CITY OF ANAHEIM
• Widening of Dale Avenue – consisted of widening roadway to implement and maintain the City’s Master Plan of Arterial Highways.
• Pepper Creek Way, Fern Haven Lane and Hadrians Crossing Water Main Replacement – Plans, specifications and cost estimates for 1,500 linear feet of PVC Water Main Replacement from cast iron pipe.
• Baja & Solomon Drives Water Main Replacement – Plans, specifications and cost estimates for 1,557 ft. of 8” PVC Water Main Replacement • Country Glen Way Water Main Replacement - Plans, specifications and cost estimates for 5,300 linear feet of 6” and 8” PVC C-900 pipe in multiple side streets.

CENTRAL BASIN MUNICIPAL WATER DISTRICT
• Recycled Water Pipeline System Extension in the City of South Gate – Plans, specifications, and estimate of probable construction costs for 24,600 linear feet of 8” – 20” recycled pipeline.

CITY OF CHINO
• Quadrant I Water Main Replacement Project - Plans, specifications, cost estimates and design of 11,000 ft. of 12” DIP with a new 8” C900 Polyvinyl Chloride. Scope included replacement/reconnection of existing service laterals.

CITY OF CHINO HILLS
• Providing engineering design approximately 6,870 LF of recycled water line on English Road between Peyton Drive and Village Center Drive, 830 LF of recycled water line on Village Center Drive between English Springs Park and Country Springs Elementary School, and 1,130 LF of recycled water line on English Place between English Road and the end of the existing water easement to the south. The total construction length is approximately 8,830 LF

CITY OF IRVINE
• Prepared traffic flow reports to evaluate traffic conditions at the intersection of Culver/Alton and Culver Main intersections. The scope included plans to construction let turn pocket extensions. The project evaluated the intersection for ADA compliance.
• Prepared infrastructure plans for the Barranca Parkway Pavement Rehabilitation from I-5 freeway to Alton Parkway for a length of 1.7 miles
EDUCATION:

University of Karachi, Pakistan, B.E.,
Civil Engineering
University of California, Berkeley,
M.S., Sanitary Engineering
REGISTRATION:

Registered Civil Engineer, California
No. 23712
MEMBER:

American Academy of Environmental
Engineers, Diplomate
American Public Works Association
American Society of Civil Engineers
American Water Works Association
California Water Environment
Association
Southern California Water Utilities
Association
Water Environment Federation
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 3 of 14

KINNELOA IRRIGATION DISTRICT
• Sierra Madre Villa & Villa Heights Water Main Improvement Project – Prepared plans, specifications, and cost estimates for the installation of approximately 1,360 linear feet (LF) of new 8” DIP to connect the existing 8” DIP in Sierra Madre Villa Avenue, just north of Windover Road, with the existing 8-inch DIP at the intersection of Villa Heights and Villa Heights Road.

LONG BEACH UTILITIES DEPARTMENT
• Design of Avenue Water Main Improvement project which includes approximately 2,230 LF of 8” ductile iron water mains to improve the flow, pressure, and fire protection in the private property of the apartment complex at 1613 Ximeno Ave. The work included Caltrans encroachment permitting. • Design of Queensway Drive Water Main Improvement project which includes approximately 510 LF of 12” ductile iron water mains to improve the flow, pressure, and fire protection by replacing the existing water mains in the 600 and 700 Queensway Drive area.

CITY OF LYNWOOD
• Providing services for Long Beach Meter Upgrade and Line Abandonment Project to design improvements to the existing water main located along the easterly side of Long Beach Boulevard, between Euclid Avenue on the south end and Josephine Street on the north end, for approximately 1,985 ft, The work also includes meter upgrades and tie-ins to adjacent water, any potential fire hydrants, water valves, others, such as to complete in place the improved water system. It shall also be designed as per City, local, and federal standards, and as per any agency recommendations having jurisdiction.

CITY OF MONTEREY PARK
• Water & Sewer Improvements Atlantic Boulevard – Project Manager, Preparing plans & specifications for water & sewer main improvements on Atlantic Blvd. from W. Hellman Avenue to W. Newmark Avenue with a 12” ductile iron water main for approx. 2,030 ft. and about 2,450 ft of 12” HDPE sewer via pipe bursting. • Prepared plans and specifications for sidewalk improvements at East Los Angeles Collect and Langley Senior Center

CITY OF ONTARIO
• Water Main Replacement – Plans and specifications for 25,430 linear ft. of 2” -12” water mains at 30 locations.

The new mains will be 8” -12” in diameter. The scope also includes a new 450 linear ft. water main, along with replacement of service laterals, fire hydrants and related appurtenances.

CITY OF POMONA
• Preparation of Written and Drawn Utility Construction Standards Manual related to the City’s Water, Sewer, and Storm Water facilities (Project). This is a full update to the existing land development utility construction document, which will replace the current document that only includes standards for water construction.

SANTA CLARITA VALLEY WATER AGENCY
• Currently preparing plans, specifications, and cost estimate for Bouquet Tank Pipeline & Tank #3 - Replacement of 2,420 ft. of steel & PVS pipe
• Currently preparing plans, spcifications, and cost estimees for Old Road Pipeline - Replacement of 4,670 ft. of PVC pipe.

CITY OF SIERRA MADRE
• Water Main Replacement – 2020 Water Main Replacement Project. Replacement of 20,300 linear feet of 4, 6, 8 & 10" pipe throughout the City with PVCO.

CITY OF SOUTH GATE
• Prepared plans and specifications Water Main Replacement Project, Phase 1 for 11,380 LF of 8” ductile iron pip (DIP) and 5,750 LF of 12” DIP

CITY OF WHITTIER
• Design of Comstock Avenue Water Main Replacement Project for 2,000 ft of 6” cast iron line with 12” ductile iron pipe and design of Beverly Boulevard Water Main Replacement Project - Design for aging water main replacement of approximately 4,450 ft, replacing a 6” cast iron line with 8” ductile iron pipe Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 4 of 14
RAUL GARIBAY, P.E.

Engineer
Mr. Garibay has over 39 years of experience in water-related projects. He retired from the City of Pomona after serving as Supervising Water Resources Engineering.

RELATED EXPERIENCE

CITY OF MONTEREY PARK
• Currently providing Construction Management and Inspection services for the Centralized Groundwater Treatment System (CGTS) for the Delta Plan, located in the city of Rosemead. The CGTS consists of advanced oxidation (AO) involving ultraviolet (UV) and hydrogen peroxide to destroy volatile organics (VOCs) and 1,4- dioxene, downstream liquid-phase granular activated carbon (LGAC) to absorb any residual contaminants.

CITY OF POMONA
As Supervising Water Resources Engineer:
• Supervised engineering group in the Water Resources Department • Participated in interview boards for other municipalities • Developed and implemented Sanitary Sewer Management Plan • Conducted sewer and water plan reviews for private and public projects; reviews included compliance checks with current health regulations and inspection of field installations
• City’s liaison on various water committees such as Chino Basin Watermaster, Three Valleys MWD, and Six Basins Board
• Developed and Implemented 2005 Urban Water Management Plan • Project Manager for Water and Sewer Master Plan
• Reviewed developers’ water and sewer utility plans
• Project Manager for various water and sewer related projects: ranged from pipeline to treatment plants
• Liaison with the California Department of Health Services

CITY OF BURBANK
As Planning and Engineering Manager:
• Supervised team that coordinated with outside developers on construction and planning projects
• Planned, coordinated, and negotiated with other city departments to ensure integration with their projects Liaison on other city departments on the widening of Interstate 5 project

CITY OF PASADENA
As a Civil Engineer for the City of Pasadena:
• Project Manager for Water Master Plan
• Developed and Utilized Department’s Water Hydraulic Modeling • Participated in multi-departmental group that developed the City’s GIS Base map • Reviewed building plans for impacts on the water system • Created plans and specifications of water pipeline projects • Participated on engineering review hiring boards for various cities • Presented analysis of water system hydraulic model to public Planning Committee to support for upcoming water projects
• Co-City representative for the Raymond Basin Management Board • Developed and negotiated water system interconnection with neighboring water agencies • Developed and procured annual storage groundwater rights with basin agencies to ensure the City’s annual groundwater rights
• Project Manager for the water quality laboratory rehabilitation Investigated and implemented improvements to water quality laboratory processes EDUCATION:

Loyola Marymount University,
Los Angeles, BS Civil
Engineering, 1982
Cal State University Los
Angeles, MS Business
Administration
REGISTRATION:

Registered Civil Engineer,
California, No. C43304
CERTIFICATION:

Water Treatment Operator,
Grade IV, No. 19408
Water Distribution Operator,
Grade II, No. 29625
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 5 of 14
JORGE LOVO, P.E., LEED G.A., QSD/QSP
Project Manager
Mr. Lovo has over 24 years of experience designing and managing a variety of infrastructure projects. Project types range from streets, roadways, sewers, storm water, to water-related projects. The water related include water, wastewater, recycled water, and storm water facilities including conveyance, water quality & treatment, pump stations, and storage.

He provides technical leadership on small to large sized projects; supporting teams winning new business; interacting with clients, agencies and other consulting firms; preparing detailed engineering calculations, CAD drawings, estimates, master planning, facilities condition assessment, construction support, preparation of plans, specifications and others documents for permitting and construction. His expertise lies mostly with city, municipal and agency projects. He is adept at working with municipalities and understands their process.

RELATED EXPERIENCE

CITY OF ALHAMBRA
• Westmont Drive Water Main Replacement – Engineering design and construction support services for the replacement of approximately 3,500 ft. of 4” and 14” water mains.

CENTRAL BASIN MUNICIPAL WATER DISTRICT
• Recycled Water Pipeline System Extension in the City of South Gate – Plans and specifications, and estimate of probable construction costs for 24,600 linear feet of 8” – 20” recycled pipeline.

CITY OF CHINO
• Quadrant I Water Main Replacement Project - Plans, specifications, cost estimates and design of 11,000 ft. of 12” DIP with a new 8” C900 PVC and Polyvinyl Chloride. Scope included replacement/reconnection of existing service laterals.

CITY OF CHINO HILLS
● Providing engineering design approximately 6,870 LF of recycled water line on English Road between Peyton Drive and Village Center Drive, 830 LF of recycled water line on Village Center Drive between English Springs Park and Country Springs Elementary School, and 1,130 LF of recycled water line on English Place between English Road and the end of the existing water easement to the south. The total construction length is approximately 8,830 LF

KINNELOA IRRIGATION DISTRICT
• Sierra Madre Villa & Villa Heights Water Main Improvement Project – Auto CAD support for plans, specifications, and cost estimates for the installation of approx. 1,360 linear feet of new 8” DIP to connect the existing 8” DIP in Sierra Madre Villa Avenue, just north of Windover Road, with the existing 8-inch DIP at the intersection of Villa Heights and Villa Heights Road.

EDUCATION:

B.S. Civil Engineering University of
Hawaii
REGISTRATION:

Registered Civil Engineer,
California, No. C75632
Registered Civil Engineer, Canada
Board of Professional Engineers
CERTIFICATION:

LEED Green Associates – Green
Building Certification Institute,
ID No. 10779963
Construction Management,
University of Quebec, Canada
Professional Studies in Technique
of Architecture, College of Old
Montreal
Qualified SWPPP Developer
(QSD) and
Qualified SWPPP Practitioner
(QSP), Certificate No. 25596
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 6 of 14

CITY OF ONTARIO
• Water Main Replacement – Plans and specifications for 25,430 linear ft. of 2” -12” water mains at 30 locations.

The new mains will be 8” -12” in diameter. The scope also includes a new 450 linear ft. water main, along with replacement of service laterals, fire hydrants and related appurtenances.

SANTA CLARITA VALLEY WATER AGENCY
• Currently preparing plans, specifications, and cost estimate for Bouquet Tank Pipeline & Tank #3 - Replacement of 2,420 ft. of steel & PVS pipe
• Currently preparing plans, specifications, and cost estimates for Old Road Pipeline - Replacement of 4,670 ft. of PVC pipe.

CITY OF SIERRA MADRE
• Water Main Replacement – Design and cost estimates to replace 21 segments of existing pipe at various locations that date from the 1930’s. The project was divided into four (4) bid segments with an approximate length of 20,300 ft. The project also involved abandoning the existing main and laterals upon completion of the replacement facilities. The water mains were replaced with the same diameter size, except for the existing 2- inch mains that were upsized to 4-inch.

CITY OF SOUTH GATE
• Prepared plans and specifications for Water Main Replacements Project, Phase 1 for various street segments.

The work includes 11,380 LF of 8” ductile iron pip (DIP) and 5,750 LF of 12” DIP to replace existing cast iron pipe (CIP) water mains in street segments that have been identified as having deficiencies in pressure, reliability, velocity, and fire flow capacity.

CITY OF WHITTIER
• Comstock Avenue Water Main Replacement Project - Design for water main replacing 2,000 ft of 6” cast iron line with 12” ductile iron pipe in the uptown business district and Beverly Boulevard Water Main Replacement Project - Design for aging water main replacement of approximately 4,450 ft, replacing a 6” cast iron line with 8” ductile iron pipe.

Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 7 of 14
HUGO MAGAÑA
AutoCAD Designer
Mr. Magaña is a Designer/Draftsman. He is involved in a variety of street, sewer, and water projects, providing technical and CAD assistance to our team. His expertise is in GIS software and AutoCAD.

RELATED EXPERIENCE

CITY OF ALHAMBRA
• Main Street Sewer Replacement – AutoCAD Designer, Replacement of approximately 1,858 LF of an existing 8-inch sewer main with a 12-inch sewer main on Main Street, between Bushnell Avenue and Atlantic Boulevard.

BOY SCOUTS OF AMERICA
• Trask Scout Camp Water System Rehabilitation and Enhancement Project - Design services for design-build project at the Boy Scouts camp in the city of Monrovia foothills.

CITY OF ANAHEIM
Pepper Creek Way, Fern Haven Lane and Hadrians Crossing Water Main Replacement – Prepared plans for 1,500 linear feet of PVC Water Main Replacement from cast iron pipe

CENTRAL BASIN MUNICIPAL WATER DISTRICT
• Recycled Water Pipeline System Extension in the City of South Gate – Plans for 24,600 linear feet of 8” – 20” recycled pipeline.

CITY OF CHINO
• Quadrant I Water Main Replacement Project – Plans for design of 11,000 ft. of 12” DIP with a new 8” C900 Polyvinyl Chloride. Scope included replacement/reconnection of existing service laterals.

CITY OF CHINO HILLS
● Providing utilities research and preparing plans 6,870 LF of recycled water line on English Road between Peyton Drive and Village Center Drive, 830 LF of recycled water line on Village Center Drive between English Springs Park and Country Springs Elementary School, and 1,130 LF of recycled water line on English Place between English Road and the end of the existing water easement to the south. The total construction length is approximately 8,830 LF

CITY OF HUNTINGTON BEACH
• Water Valves Replacement - Design services for water valve replacement in 50 locations throughout the City’s water system. The in-line valves with no vaults range from 6: to 12”.

CITY OF INGLEWOOD
• AutoCAD Designer for preparation of plans for the upgrade/repair of segments of the exiting 8” to 15” vitrified clay pipe throughout the City to improve the existing sewer system under the Sewer Main Replacement Program Phase I. In addition, the project consisted of the replacement or reconnection of existing sewer laterals within the project area as a result of the replacement of the existing VCP.

KINNELOA IRRIGATION DISTRICT
• Sierra Madre Villa & Villa Heights Water Main Improvement Project – Plans, for the installation of approximately 1,360 linear feet (LF) of new 8” DIP to connect the existing 8” DIP in Sierra Madre Villa Avenue, just north of Windover Road, with the existing 8-inch DIP at the intersection of Villa Heights and Villa Heights Road.

LONG BEACH UTILITIES WATER DEPARTMENT
• Conducted utility research and preparation of plans for the Ximeno Ave. Water Main Improvement project which includes approximately 2,230 LF of 8” ductile iron water mains to improve the flow, pressure, and fire protection in the private property of the apartment complex at 1613 Ximeno Ave.

EDUCATION:

California State University
B.S. Mechanical Engineering
Rio Honda College College of
Engineering and Technology
California State University,
Fullerton, College of
Engineering and Technology
AFFILIATIONS:
- Engineers for a Sustainable
World, Cal State Long Beach
- Center for Academic Support
in Engineering and Computer
Science, Cal State Fullerton
- Society of Mexican American
Engineers and Scientists,
Cal State Fullerton and Cal
State Long Beach
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 8 of 14
• Conducted utility research and preparation of plans for the Queensway Drive Water Main Improvement project which includes approximately 510 LF of 12” ductile iron water mains to improve the flow, pressure, and fire protection by replacing the existing water mains in the 600 and 700 Queensway Drive area.

CITY OF LYNWOOD
• Conducted utilities research for Long Beach Meter Upgrade and Line Abandonment Project to design improvements to the existing water main located along the easterly side of Long Beach Boulevard, between Euclid Avenue on the south end and Josephine Street on the north end, for approximately 1,985 ft, The work also includes meter upgrades and tie-ins to adjacent water, any potential fire hydrants, water valves, others, such as to complete in place the improved water system. Provided Spanish translation of Right-of-Entry forms to be signed by non-English speaking residents.

CITY OF MONTEREY PARK
• Water Improvements Atlantic Boulevard - Plans for a 12” 2,030 feet ductile iron main, replacement of laterals, new fire hydrants/services, valves, abandonment of existing mains, tie-in to existing system, pre/post CCTV videos, paving and striping restoration.

CITY OF NORWALK
• FY 2017/18 Sewer Main Repair Project – AutoCAD Designer, Engineering design services to repair or replace (based on current condition) numerous segments of existing 8-inch to 18-inch sewer mains throughout the City to improve the existing sewer system as identified from a detailed investigation as a part of the 2014 Sewer System Management Plan (SSMP). The investigation consisted of a citywide CCTV survey of the existing sewer system to identify segments with defects.

CITY OF ONTARIO
• Water Main Replacement – Plans for 25,430 linear ft. of 2” -12” water mains at 30 locations. The new mains will be 8” -12” in diameter. The scope also includes a new 450 linear ft. water main, along with replacement of service laterals, fire hydrants and related appurtenances.

CITY OF POMONA
• Currently providing design and surveying services for various water mains and topographic survey for sewers that will later be used by the City to create drawings for sewer main projects. • Preparation of Written and Drawn Utility Construction Standards Manual related to the City’s Water, Sewer, and Storm Water facilities (Project). This is a full update to the existing land development utility construction document, which will replace the current document that only includes standards for water construction.

SANTA CLARITA VALLEY WATER AGENCY
• Condcuted utilities research and preparing plans for Bouquet Tank Pipeline & Tank #3 - Replacement of 2,420 ft. of steel & PVS pipe
• Conducted utilities research and plans for Old Road Pipeline - Replacement of 4,670 ft. of PVC pipe.

CITY OF SIERRA MADRE
• Water Main Replacement – Design to replace 21 segments of existing pipe at various locations that date from the 1930’s. The project was divided into four (4) bid segments with an approximate length of 20,300 ft. The project also involved abandoning the existing main and laterals upon completion of the replacement facilities.

The water mains were replaced with the same diameter size, except for the existing 2-inch mains that were upsized to 4-inch.

CITY OF SOUTH GATE
• Conductied utility research and prepared plans for Water Main Replacements Project, Phase 1 for various street segments. The work includes 11,380 LF of 8” ductile iron pipe (DIP) and 5,750 LF of 12” DIP to replace existing cast iron pipe (CIP) water mains in street segments that have been identified as having deficiencies in pressure, reliability, velocity, and fire flow capacity.

CITY OF WHITTIER
• Sewer Main Phase I Project – AutoCAD Designer, Design services to replace a total of approximately 11,000 linear feet of existing 6-inch to 10-inch sewer main to new 8-inch to 16-inch diameter polyvinyl chloride sewer pipeline at various locations. Improvements address deficiencies in flow capacity and reduce the risk of overflows.

Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 9 of 14

ADAM ROESCH, PE, CPSWQ, QSD/QSP
Engineer
Mr. Roesch serves as an engineer for various projects, including water main, wells, sewer, storm, & street projects. Due to his knowledge of engineering principles, Mr.

Roesch provides valuable engineering assistance to SA Associates. Also, due to his past and part-time experience in environmental engineering/water quality, Mr.

Roesch provides valuable technical assistance, especially in areas related to NPDES permitting.

PROJECT EXPERIENCE

CITY OF ALHAMBRA
• Westmont Drive Water Main Replacement – Engineering design and construction support services for the replacement of approximately 3,500 ft. of 4” and 14” water mains.

CITY OF ANAHEIM
• Pepper Creek Way, Fern Haven Lane and Hadrians Crossing Water Main Replacement – Plans, specifications and cost estimates for 1,500 linear feet of PVC Water Main Replacement from cast iron pipe.
• Country Glen Way Water Main Replacement - Plans, specifications and cost estimates for 5,300 linear feet of 6” and 8” PVC C-900 pipe in multiple side streets. The project was located in a condominium complex.

BOY SCOUTS OF AMERICA
• Trask Scout Camp Water System Rehabilitation and Enhancement Project - Design services for design-build project at the Boy Scouts camp in the city of Monrovia foothills.

CITY OF CHINO
• Prepared plans & specifications for the Quadrant I Water Main Replacement Project which consists of 10,940 ft. of 8” PVC pipe to improve the existing water system.

CITY OF INGLEWOOD
• Water Main Projects - various projects which included plans and specifications for water main replacement on various street segments; 3,000 ft. of 8” ductile iron pipe water mains; and Phase V Water Main Replacement of 10,000 ft. of ductile iron pipe.
• Prepared plans and specifications for the upgrade/repair of segments of the existing 8” to 15” vitrified clay pipe throughout the City to improve the existing sewer system under the Sewer Main Replacement Program Phase I.

EDUCATION:

California State University,
Long Beach
B.S. Civil Engineering
REGISTRATION:

Registered Civil Engineer
California No. 92220
CERTIFICATIONS:

Certified Professional in Storm
Water Quality (CPSWQ)
Certificate No. 1022
Qualified SWPPP Developer
(QSD)
Qualified SWPPP Practitioner
(QSP)
Certificate No. 25508
SOFTWARE:

Microsoft Office Adobe
Autodesk (AutoCAD
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 10 of 14

KINNELOA IRRIGATION DISTRICT
• East-West Irrigation District Pipeline Project – Plans, Specifications, cost estimates, design, and construction support services for 2,800 ft of 12” DIP, including connections to the existing main. Scope also included design of 960 ft. of 4” DIP, connections to an existing 4” steel tunnel line and two channel crossings.

CITY OF MONTEREY PARK
• Water and Sewer Improvements Atlantic Boulevard - Plans and specifications for a 12” 2,030 feet ductile iron main, replacement of laterals, new fire hydrants/services, valves, abandonment of existing mains, tie-in to existing system, pre/post CCTV videos, paving and striping restoration.

CITY OF MANHATTAN BEACH
• Prepared plans for two sidewalk projects: 1) Cesar Chavez Blvd. in front of East Los Angeles City College (approximately 4,000 ft.) and 2) Emerson Ave. in front of Langley Sr. Center (approximately 1,300 ft.)

CITY OF ONTARIO
• Water Main Replacement – Plans and specifications for 25,430 ft. of 2” -12” water mains at 30 locations. The new mains will be 8” -12” in diameter. The scope also includes a new 450 linear ft. water main, along with replacement of service laterals, fire hydrants and related appurtenances.

CITY OF POMONA
• Utility Pipeline Survey & Drawings Services - Providing engineering design and surveying services to rehabilitate and/or replace existing water mains in various streets throughout the City. The project also consists of providing topographic survey that will later be used by the City to create construction drawings for sewer main spot repair, cured-in-place pipe (CIPP) rehabilitation, and/or replacement in various streets throughout the City.

CITY OF SIERRA MADRE
• Water Main Replacement – 2020 Water Main Replacement Project. Replacement of 20,300 linear feet of 4, 6, 8 & 10" pipe throughout the City with PVCO.

CITY OF SOUTH GATE
• Currently preparing plans and specifications for Water Main Replacements Project, Phase 1 for various street segments. The work includes 11,380 LF of 8” ductile iron pip (DIP) and 5,750 LF of 12” DIP to replace existing cast iron pipe (CIP) water mains in street segments that have been identified as having deficiencies in pressure, reliability, velocity, and fire flow capacity.

Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 11 of 14

MEL SUKOW, PE
Engineer
Mr. Sukow has over forty years of professional engineering experience in project planning, project analysis, project expediting and project design including surveying, mapping, planning, civil and structural aspects. He has provided consulting services for the preparation of plans and maps for subdivision, institutional, commercial and infrastructure projects to land developers, agencies, architects and engineering firms. The plans have included street, sewer, storm drain, grading and structural.

Other functions have been surveying and mapping functions such s design surveys, construction surveys, legal descriptions, right-of-way maps etc.

PROJECT EXPERIENCE

CITY OF MANHATTAN BEACH
• Sewer Infrastructure Improvements –Plans and specifications for various sewer reaches throughout the City.
• Cycle 3 Sewer Main Improvements – 1,160 linear feet of 6” and 8” VCP design over six sites in the City.
• Cycle 2 Sewer Main Improvements – Design of 2,150 linear feet of 6 and 8 “ CIPP and VCP. Project scope included spot repairs, sewer segment replacement, pavement restoration, proper traffic control for arterial streets and accurate construction ready bidding.

CITY OF ANAHEIM
• Designed the widening of the portion of Dale Street adjacent to the properties at 517, 519, and 523 N. Dale Avenue. The work involved widening the roadway just in front of the properties from 30 feet to 45 foot right-of way in order to implement and maintain the City’s Master Plan of Arterial Highways.

CITY OF GARDENA
• Construction Management Services for the Vermont Avenue Street Improvement Project.

CITY OF IRVINE
• Prepared a traffic study/intersection analysis and infrastructure plans, including traffic signal modification plans, intersection improvement plans, construction details, street light modification plans, traffic striping and signing plans, landscaping irrigation plans, utility coordination/mapping, specifications, and construction cost estimates for the following improvements necessary for improving the traffic circulation at the Culver- Alton and CulverMain intersections • Prepared infrastructure plans, including street improvement plans, right-of-way engineering, grading plans, landscape planting/irrigation plans, permitting, specifications, and construction cost estimate for Barranca Parkway from the I-5 Freeway to Alton Parkway.

CITY OF LAWNDALE
• Construction management services for the Redondo Beach Boulevard Street Improvement Project CITY OF LOS ANGELES, BUREAU OF ENGINEERING, LOS ANGELES, CA – DESIGN ENGINEER Worked in the following design areas:
• Street Design-Prepared designs for new and widening type projects. Projects included associated storm drain, sewer and utility design.
• Subdivision Development-The tasks included survey, mapping, planning and civil engineering aspects of projects. • Structural Engineering-The work included bridge designs, building designs and wall designs. • Construction Engineering-During the construction phase of projects provided engineering support by reviewing shop drawing submittals, responding to request for information and modifying plans to deal with field conditions. • Transportation Engineering - Served as the liaison between Caltrans and the City's Bureau of Engineering on all Caltrans' projects.

EDUCATION:

California State University,
Fresno
B.S. Civil Engineering
REGISTRATION:

Registered Civil Engineer,
California, No. PE 22673
MEMBER:

American Council of
Engineering
Companies of California
(ACEC-CA), State Director
City of Los Angeles-City
Engineer/
ACEC-CA Liaison Committee
American Society of Civil
Engineers
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 12 of 14
SUBCONSULTANT – GEOTECHNICAL SERVICES
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 13 of 14
SUBCONSULTANT – SURVEY SERVICES
On Point Land Surveying, Inc.
19110 Orange Trail Lane, Suite 344
Redlands, CA 92374
909.792.2221
On Point specializes in land surveying services; design topographic surveys, establishment of horizontal and vertical control networks, aerial mapping, construction staking, and boundary retracement surveys.

Anthony D. Smith, PE, PLS, Admnistrative Survey Manager, Principal Land Surveying, Topographic & Aerial Mapping, Construction Staking Accomplished Survey Manager and Principal with over 20 years broad-spectrum experience in all phases of land surveying and civil engineering; including project management, fundamental engineering, and construction services for projects valued over $100 million. Extensive work experience with civil, architectural, and geotechnical industries developing skills in multiple facets. Accomplished problem solver and consensus builder; able to relate to diverse populations from general public, colleagues, and staff. Technology proficient; use computer skills to improve operational efficiency and productivity.
• Drafting/Mapping Supervision
• Estimates/Bids/Proposals
• Regulatory Compliance
• Field Design Engineering
• Topographical Mapping
• Equipment Procurement
• GPS and GIS Project Overview
• Construction Project Troubleshooting
• Productivity Improvements
• Resource Management
• Public Relations
• Crew & Subcontractor Oversight

PROFESSIONAL EXPERIENCE
Principal/Administrative Survey Director, On Point Land Surveying, Inc. 2010 - Present Responsible for the direction and coordination of firm’s technical and administrative activities, including • review of contracts all the way through the delivery of final products. • Active in seeking out new clients, new company opportunities, and developing professional relationships. • Responsible for management of survey projects involving: Boundary, GIS, Control Networks (GPS & • Conventional), and Aerial Mapping.
• Final review of all parcel maps, tract maps, records of survey and corner records.

Principal/Vice President/Director of Operations, Hillwig-Goodrow, Inc. Yucaipa 2000 - 2010., A well established survey company that is capable of dispatching six survey crews. Hillwig-Goodrow started out, in 1993, as a two man partnership that developed into a corporation offering industry leading survey services. • Chief of Survey with full responsibility for assignment scheduling and direct supervision of survey crews. • Supervise, instruct, schedule, and maintain crews on field operations and drafting/mapping personnel. • Collect and review surveying information for accuracy and completeness; oversight of all calculations; • perform field design engineering.
• Effective leadership and direction of cost estimating, preparation of bid proposals and statements of • qualifications.
• Implement and maintain GPS adjustments, GIS project tracking systems, check all tract maps, parcel maps, • and records of survey prior to submittal.

EDUCATION
Bachelor of Science, Civil (Geospatial) Engineering - California State Polytechnic University, Pomona, CA Licensure/Certifications Professional Land Surveyor – CA Certificate No. 8133 Professional Land Surveyor – AZ Certificate No. 48359
Professional Engineer - Civil – CA Certification No. 80387 Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION IV: PROJECT TEAM Page 14 of 14
SUBCONSULTANT – POTHOLING SERVICES
BESS TESTLAB, INC.

DONALD WHITMAN, PROJECT MANAGER
Manager YEARS OF EXPERIENCE: 18 years
CSLB #817532 MBE/DBE Certified
Office: (909) 510-5535 C: 951.906-9821 | 1508 E Francis St Unit A Ontario, CA 91761 | [email protected]
SUMMARY OF EXPERIENCE: Over 1,000 projects as sub-consultant, to Consultant Engineers, participant in Southern California; as subsurface Utility Project Coordinator/Project Manager SPECIAL CERTIFICATIONS: Ground Penetrating Radar, Certified 40-hr hazmat training & Confined-Space Safety training, Caltrans and San Diego County Work Zone Traffic Control. Residential and Commercial Waste water lateral survey and CCTV documentation. Project Management Certification
Experience and Qualifications:

Subsurface Utility Designating, Locating & Documenting. Proactive Project Management skills include planning and coordination with utility companies, railroads, and local, state and federal agencies; Utility Surveys’ daily functions and protocol. Aggressive Negotiator; as Liaison Utility ProjectCoordinator.

Experienced in field Quality Control, CGA “Best Practices”, Traffic Control, All - Permit Acquisitions, OSHA Field Safety Meetings Facilitator. Practical hands-on, on-the-Job experience track record from completing projects ahead of schedule and under budget.

Donald Whitman’s multi-task ability provided his unique and reliable skilled talents on Caltrans District 8 potholing on State Route 138 and Caltrans District 7 and Los Angeles County Design Engineers on the Highway 30 Extension Project. For utility records research, designating, locating, exposing existing subsurface utilities and documenting, or otherwise, mapping the underground utilities, Donald used non-destructive, minimally invasive damage prevention, air/vacuum soil-extraction process on other projects such as, San Diego’s Mission Valley Light Rail, Kinder Morgan Energy gas pipelines, Praxair hydrogen plant facilities, City of Ontario’s New Model Colony, City of Pomona Water & Sewer Capital Improvement Program and City of Riverside’s Waste Water Treatment Plant Expansion.

Project Manager Roles: Extensive Utility location duties with Southern California Water Districts on Water Improvement Plans & Designs; Water Reclamation Pipelines, Waste Water Treatment Plants. Pipeline relocation projects. Yucaipa Valley Water District, San Diego County Water Authority Projects, Rancho California Water District, Eastern Municipal Water District. Inland Empire Utility Agency, Western Municipal Water District, San Bernardino Municipal Water District, Jurupa Community Services District, Rubidoux Community Services District, Metropolitan Water District, Imperial Irrigation District, Coachella Valley Water District
Project Manager – Capital Improvements Sewer & Water/Street Improvement Projects:

Cities within Donald’s experience portfolio; Moreno Valley, Pomona, Corona, Chino, Riverside, Ontario, Colton, Redlands, Yucaipa, Fontana, Rialto, Rancho Cucamonga, Upland, Montclair, San Bernardino, every city in the Coachella Valley, Escondido, Carlsbad, San Diego, Chula Vista.

Project Manager, Sub-consultant Utility Conflict Assessment, Location and Documentation:

For multi-phase Otay Mesa Transmission Main Pipeline Project, San Diego County Water Authority. Subsurface utility designating/locating and potholing for utility conflicts for bridge design over flood zone. Site exploration for the new Morongo Tribal Casino project, in Cabazon, CA, Student Housing, University of California, Cal Poly, Pomona.

SA Associates Project:
• Central Basin Municipal Water Distrcit – Recycled Water Pipeline • City of Chino – Quadrant 1 Water Main Design
• City of Monterey Park – Atlantic Blvd. Water & Sewer Design • City of Ontario – Water Main Replacement
• City of Whittier – Beverly Boulevard Water Main
• Long Beach Utilities Department – Ximeno Avenue & Queensway Drive Water Main Replacements Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION V: FEE PROPOSAL Page 1 of 1
SECTION V: FEE PROPOSAL

FEE ESTIMATE
NOTE: The Fee Proposal is “not-to-exceed” and includes all direct and indirect costs including all labor, employee benefits, mileage, equipment, materials, insurances, and reproduction cost.

HOURLY CHARGE RATE AND EXPENSE REIMBURSEMENT SCHEDULE
Position Hourly Rates
Project Manager $ 198.00
Engineer $ 180.00
Quality Assurance/Quality Control $ 240.00
AutoCAD Designer/Technician $ 110.00
Secretary $ 102.00
Reimbursable In-House Costs
Photo Copies $ 0.15/each
Blueprints $ 0.50/S.F.

Vehicle mileage, between engineer's office and project site and/or client offices, will be billed at
$ 0.67/mile
Other Reimbursables
Reproduction, special photograph, printing, and any other services performed by subcontractor will be billed at
cost + 15%
Postage Delivery Service, Express Mail cost + 15%
Note: Rates effective to December 31, 2025
Task Item PM Engr. CAD QA/QC Sec. Geo. Survey Pothole Direct No. Costs Costs Costs Costs Hours $
Task 1 As-Built Research, Investigation, and Review 1 4 6 0 0 $422 11 $2,000 Task 2 Utility Research and Notification 0 2 6 0 6 $368 14 $2,000 Task 3 Field Investigations 3 6 11 5 5 $30,822 $31,200 $21,000 $384 30 $88,000 Task 4 Preliminary Design and Final Engineering Design 46 232 229 36 24 $854 567 $88,000 Task 5 Permitting (If Applicable) 2 8 5 2 6 $522 23 $4,000 Task 6 Engineer's Quantity and Cost Estimate 5 30 6 8 4 $622 53 $10,000 Task 7 Construction Specifications and Bid Documents 6 20 4 6 8 $516 44 $8,000 Task 8 Plan Interpretation and Bidding Assistance 3 10 1 2 3 $710 19 $4,000 Task 9 Construction Support and Submittal Review 6 24 3 2 3 $376 38 $7,000 Task 10 Meetings and Site Visits 24 47 18 6 8 $552 103 $18,000 Task 11 As-Built Drawings 4 8 20 6 2 $924 40 $7,000
"NOT-TO-EXCEED" TOTAL FOR ALL TASKS 100 391 309 73 69 $30,822 $31,200 $21,000 $6,250 942 $238,000 Total
Proposal for Professional Engineering Services for Preparation of the Water Upgrades and Street Improvements in the Cypress Street Area SECTION VI: PROFESSIONAL SERVICES AGREEMENT Page 1 of 1 SECTION VI: PROFESSIONAL SERVICES AGREEMENT
We have reviewed the sample Agreement for Contract Services in the RFP and have no special requirements. SA Associates accepts the terms of the boilerplate agreement. 1130 W. Huntington Drive, Unit 12
Arcadia, CA 91007
Tel 626.821.3456
Fax 626.445.1461
www.saassociates.net

AWARD PROFESSIONAL SERVICES AGREEMENT FOR
CYPRESS AVE. WATER & STREET IMPROVEMENT PROJECT
PLAN NUMBERS 1396 AND 1397

PUBLIC WORKS

GLENDORA CITY COUNCIL
MARCH 25, 2025

MALIHA ANSARI, PRINCIPAL CIVIL ENGINEER
2023-2025 STRATEGIC PLAN
• Improve and maintain the City’s infrastructure and facilities

WATER MAIN REPLACEMENT AND STREET IMPROVEMENTS
• Water Main Improvements
 8,300 linear feet 8” Pipe Replacement
 Water Service Laterals
 Fire Hydrant Assemblies
• Street Improvements
 300,000 sq. ft. of pavement resurfacing and rehabilitation  ADA Compliant curb ramps
 New Signage & Striping

COMPLETION IN TWO PHASES
• Phase 1: Preparation of plans, specifications and estimates (PS&E) • Phase 2: Construction
CYPRESS ET AL. WATER & STREET IMPROVEMENT PROJECT
CYPRESS AVENUE ET AL. WATER MAIN

REPLACEMENT AND STREET IMPROVEMENTS
PHASE 1 REQUEST FOR PROPOSAL (RFP)
• Issued November 7, 2024
 Design of Water and Street Improvements
o Plans, Specifications and Estimates
 Construction Support
o Assistance with Bidding Process, RFI
responses and As-Built Drawings
• Three Proposals received on December 5, 2024
• In-person interviews on January 27, 2025
• Final Fee Proposals received on February 13, 2025
Recommend award to SA Associates Inc.

PROCUREMENT OF SERVICES
** Selected Consultant
Proposal Summary
Firm Amount*

1. SA Associates, Inc. ** $238,000

2. Kabbara Engineering $226,852

3. TKE Engineering Inc $194,406

APPROPRIATION REQUIRED
• Not included in the FY 24/25 Adopted Budget
• Appropriation requested from Measure M
Fund & Water Capital Fund
Fund Amount
Measure M (Fund 234): $60,000
Water (Fund 502) $178,000
Task Tentative Date
Award PSE Agreement March 25, 2025
Notice to Proceed April 14, 2025
30% Preliminary Design August 29, 2025
100% Final Design November 14, 2025
Final Construction Bid Documents December 4, 2025
Return to City Council for Phase 2: Construction January 27, 2026

TENTATIVE TIMELINE
RECOMMENDATION:

THE CITY COUNCIL:

1. Award an Agreement for Contract Services to SA Associates, Inc. for the design of water and street improvements and Bid Support for portions of Cypress Ave and adjacent streets, in the amount of $238,000;

2. Authorize the City Manager or his designee to execute the Agreement, including any minimal and/or non-substantive changes; and

3. Approve a supplemental appropriation from the Measure M Fund (234) in the amount of $60,000 and the Water Capital Fund (502) in the amount of $178,000 for this project.

STAFF REPORT
TO: Mayor and Council Members DATE: March 25, 2025
FROM: Community Development DISTRICT(S): Citywide
SUBJECT: Adopt and Allocated Funding for Programs Pursuant to the Economic Action Plan

RECOMMENDATION
That the City Council:

1. Approve programs implementing the Economic Action Plan.

STRATEGIC FOCUS AREAS
Goal 1: Implement Strategic Economic Development (ISED)

EXECUTIVE SUMMARY
The City Council recognizes the importance of economic development, including it as a priority in the 2023-2025 Citywide Strategic Plan. The City Council understands the success of the local business community is crucial for the City's financial health, as sales tax is the largest source of General Fund revenue, contributing nearly 40% of its total income. Beyond financial contributions, the commercial sector enhances the City's vibrancy and quality of life by providing employment, shopping, dining, and services for the community.

The goal to “Implement Strategic Economic Development” within the Strategic Plan includes thirty-one tasks categorized into seven objectives. Among the first task staff completed was an Economic Development Workshop, held on September 5, 2023, where staff brought in experts to share information, trends, and best practices in economic development with the City.

In August 2024, the City Council approved the 2024-2025 Economic Action Plan (EAP) which included an appropriation of $1 million dollars to fund new programs (tied to the proceeds from the sale of surplus property) and initiatives to attract and retain businesses, foster innovation, and maintain a high quality of life for residents. This report presents the first phase of programs that carry out goals and objectives included in the adopted EAP.

LEGISLATIVE HISTORY / PREVIOUS ACTIONS
The EAP was first adopted in 2012 in response to the elimination of Redevelopment Agencies by the State of California. The EAP was annually updated through 2017.

On September 5, 2023, the City held an Economic Development Workshop, with attendees that included City Council, staff and industry experts. Following the Workshop, City Council provided staff with additional direction moving forward with the EAP.

On August 27, 2024, staff presented an updated EAP to the City Council. The EAP included an initial funding request of $1 million dollars for economic development efforts and programming. The City Council approved the EAP along with an appropriation of $1 million dollars in the General Fund from the revenue received from the sale of the surplus City property. As part of the Council action, staff was directed to bring back the specific polices and details that implement the EAP for City Council approval.

DISCUSSION
The 2024-2025 EAP outlines a comprehensive approach to sustain and enhance the City’s economic well-being. The EAP includes goals and strategies that focus on providing necessary tools to improve business retention and attract new business to the City. Tools that assist the City in achieving continued success in these areas include monetary and non-monetary incentives that encourage business improvement, expansion, and shopping in Glendora.

This report proposes economic development efforts and initiatives that comprise the first phase of EAP programming.

Small Business Workshops
The University of La Verne Small Business Development Center (SBDC) will develop and implement a four (4) part workshop series focused on small business-related topics to improve attraction and retention of small businesses in the City.

Workshops will be offered online with the option for one (1) in-person workshop. Additionally, the University of La Verne SBDC will provide $10,000 in matching funding to support the workshop attendee with free one-on-one technical assistance.

The City will also partner with Service Corps of Retired Executives (SCORE), a nonprofit organization, to provide two online workshop series for Glendora business owners that provide mentoring and education to improve and enhance business models and practices.

Glendora Shop Local Program – Bludot: Open Rewards
In an effort to further stimulate the local economy, the City will launch a shop-local campaign utilizing Bludot Technologies’ (Bluedot) Open Rewards Program. Open Rewards is a user-friendly application-based platform that allows customers to earn rewards while supporting Glendora businesses. The platform allows Glendora shoppers to track purchases, earn rewards, and redeem credits at participating restaurants.

Rewards are sponsored by the City of Glendora with no cost to the business owner. The City will make an initial investment of $20,000 towards a customer rewards fund and $8,280 to Bludot for the development of the application (app). The City will work with Bludot to develop the app by providing a participating brick and mortar business list to be included in the shop local program as well as an online business directory. Rewards are accrued based off a percentage of the purchase incentivizing customers to shop in Glendora. The City can adjust rewards percentages for promotional purposes such as Small Business Month, Small Business Saturday, enrollment, etc. Moreover, business owners enjoy benefits of the app without having to enroll or modify their point of sale (POS) system. Bludot representatives will onboard City staff members from various departments with training and education on the app so that staff may assist with questions from the public. Lunch and Learn opportunities will also be made available to stakeholders and community groups.

Designed to make the process seamless, the app is accessible to everyone, supports all payment methods, and makes it easy to search Glendora businesses. Cities such as Lancaster, Indio, Diamond Bar, and Monterey Park have all utilized Bludot Open Rewards to encourage shopping in their respective city. Investing Open Rewards dollars is a measurable pathway the City can stimulate Glendora businesses, incentivize local consumers, and further generate sales tax revenue.

Village Plaza Decorations
The EAP highlights the Glendora Village as a focus area. The City recently made a major investment in parklets, Meda Avenue, and the Village Plaza. These improvements support the Village as a central gathering place or “public plaza” where people meet and socialize. In fact, the Village is the only commercial area in the City that prioritizes pedestrian spaces.

The public investments included a renovation of the Village Plaza with new seating and a removal of trellis structures to open the area for activity. The City also installed new poles to support decorations and decorative lighting to enhance the Village Plaza as an attractive place to meet and gather. This request will support the purchase and installation and maintenance of decorative lighting. If desired, the funding is adequate for purchasing seasonal decorations.

Economic Development Newsletter
City staff will utilize the City’s GovDelivery platform to create an electronic Economic Development Newsletter. The newsletter will provide quarterly updates from the City’s Economic Development Division, upcoming workshop dates, business tips and tools, potential grant and loan opportunities, etc. Business owners and members of the public will be able to sign up to receive the Economic Development Newsletter via the Economic Development page on the City’s website.

Commercial Broker Services
In September 2024, the City engaged a commercial broker, Springstead and Associates, to help identify new tenants and implement retail strategies for underutilized properties, work with existing property owners to facilitate new developments, and provide market updates to analyze incentives to facilitate real estate transactions. The commercial broker also assists in setting up meetings at the International Council of Shopping Centers (ICSC) Deal Making conferences providing City staff the opportunity to meet with retailers and private property owners in Glendora.

Sunstone Challenge
In August 2024, the City of Glendora was selected to participate as a Client City in the 3 rd Sunstone Economic Development
Challenge at the USC Price School of Public Policy. The Sunstone Economic Development Challenge is an initiative that gives university students the opportunity to collaborate with local government clients to support and grow small business. As a Client City, City staff works with a student team to develop forward-thinking strategies to retain and attract small business and create jobs. Final projects will be presented to a panel of judges in April 2025.

Commercial Sign Code Update
Consistent with the 2023-2025 Adopted Strategic Plan goals, a comprehensive update to the City’s commercial sign code will benefit the promotion of local businesses while maintaining the overall attractiveness of Glendora. The City’s sign standards have evolved over several decades as the City has undertaken planning efforts in different areas of the City. For example, the Village has its own sign standards meant to complement its pedestrian nature, whereas Route 66 sign standards lean toward an automobile-oriented street. Similarly, the Glendora Marketplace and Diamond Ridge centers have special sign programs that are tailored to a “big box” retail center. While existing codes are adequate, staff feels that an updated and modernized set of standards will better meet the needs of businesses and the community at large.

EAP Cost Summary
Program Cost
Business Workshop Series
SBDC
SCORE
$10,000
$10,000
Shop Local Program - Bludot
Rewards Fund
Bludot Open Rewards Shop Local
App/Business Directory
$20,000
$8,280
Village Plaza Decorations $100,000
Economic Development Newsletter $0
Commercial Broker $50,000
Sunstone Challenge $0
Comprehensive Commercial Sign Code Update $150,000
Total $348,280

FISCAL IMPACT
On August 27, 2024, the City Council authorized a supplemental appropriation in the amount of $1,000,000 in the General Fund (101) from one-time revenue received from the sale of the surplus City property located at San Jose Drive and Woodland Lane to implement the EAP. The sale of the surplus property is in escrow and scheduled to close in November 2025.

Program Funding Cost FY2024-25
Workshop Series FY2024-25 Supplemental Appropriation Request $20,000 $20,000 Shop Local Program FY2024-25 Supplemental Appropriation Request $28,280 $28,280 Decorations Approved with FY2024-25 Mid-Year Budget Review $100,000 - Newsletter Staff Time $0 -
Commercial Broker Current agreement through August 2025. $50,000 - Sunstone Challenge Staff Time $0 -
Sign Code Update Start date anticipated in FY 2025-26 $150,000 - Total $348,280
Total FY2024-25 Use of Approved $1 Million Appropriation $48,280

ENVIRONMENTAL DETERMINATION
This item is not a project pursuant to the California Environmental Quality Act (CEQA).

Prepared By Jeff Kugel, Community Development Director
Concurs With Not Applicable
Reviewed By Jeff Kugel, Community Development Director
Certified to Availability of Funds Kyle Johnson, Finance Director/City Treasurer Approved By Adam Raymond, City Manager
Legal Review Danny Aleshire, City Attorney
CEQA Review Not Applicable
ATTACHMENTS:

A. Economic Action Plan
B. PowerPoint
Attachments
A. Economic Action Plan.pdf
B. PowerPoint.pdf
City of Glendora
ECONOMIC ACTION PLAN 2024 - 2025
2024-2025 Glendora Economic Action Plan

INTRODUCTION
Once a small citrus producing
community, today Glendora is a
robust community, home to more
than 50,000 residents and more
than 1,000 business storefronts in
a geographic area of 19.59 square
miles. Glendora offers big city
amenities without compromising
its small-town charm, providing
the best of both worlds. With a
picturesque downtown, numerous
parks and hiking trails, community
events, an active library, teen and
senior centers, excellent schools,
low crime rates, and a convenient
location, Glendora offers a high quality of life.

The City of Glendora is located at the base of the San Gabriel Mountains, approximately 27 miles from downtown Los Angeles. Conveniently located where the Foothill (210) and Orange (57) freeways meet, Glendora provides access with less than an hour’s commute to Downtown Los Angeles, San Bernardino, Orange and Riverside Counties as well as three international airports and two seaports. Extension of the Metro Gold Line (recently renamed the “A Line”) is also underway, which will provide an additional transportation option, further connecting Glendora to the Southern California region.

Glendora’s success is attributed to several key factors: strong and stable leadership, smart financial management and a robust business presence. The City Council and City Manager’s Office have guided the City through various challenges and opportunities in recent years.

Through strategic planning sessions and regular meetings, they have set the direction to ensure the City’s Vision is met. The City Manager and staff exemplify an ongoing commitment to fiscal responsibility, implementing savvy financial planning and management to allocate the City’s resources efficiently to ensure high quality municipal services are delivered to our community while maintaining a healthy financial condition. A strong business community is crucial to the local economy. Businesses in Glendora provide 2024-2025 Glendora Economic Action Plan
3 services and goods to the residents, they provide local jobs and contribute to the overall vibrancy of the City.

The development of this 2024-2025 Economic Action Plan is an essential step in supporting the continuance of a strong business presence in Glendora. The information in this document will be divided into six main sections:

Glendora Today will
summarize data and
analytics related to the
people and the business
community of Glendora, who
they are, information related
to race, ethnicity,
educational attainment, and
income, and analyze taxable
retail sales and the impact of
sales tax revenue on the
City’s overall fiscal health. It
will also provide insight into land use and development trends in the City.

Economic Development will elaborate on the purpose and need for an Economic Development Action Plan, examine the historical efforts made thus far and share some of the successes experienced. This section will also take a deeper look at the analysis of key industries in the City as well as employment, vacancy rates, and gap opportunities.

Goals for economic development include addressing business retention and attraction, emphasizing focus areas, and reference the City’s 2023-2025 Citywide Strategic Plan which includes "Implement Strategic Economic Development" as one of its seven priority goals.

Strategy will outline the tasks and activities necessary to achieve the established goals.

Implementation will identify the human and financial resources required to implement the strategic plan as outlined.

Key Performance Indicators provide a way of measuring progress. Establishing key performance indicators provides an opportunity to understand what works well and what activities need adjustment to obtain the desired results. 2024-2025 Glendora Economic Action Plan
4 GLENDORA TODAY
Since its incorporation in 1911, the City of Glendora has grown from a small citrus growing community to a robust City with more than 50,000 residents. Most of the
development occurred between the late 1950’s through
the 1980’s when Los Angeles County was experiencing
dramatic population growth and building activity.

Glendora is home to a demographically diverse
population and residential opportunities, from cozy
apartments and charming bungalows to luxurious
mansions. Growth in population and development has
slowed in recent decades with less than 0.3 percent of developable land remaining vacant; with recent zoning changes associated with the 6th Cycle Housing Element and new opportunities with the closure of school sites, the City is in an exciting position for new growth.

Demographics
A snapshot of the City’s core demographic profile is noted below (U.S. Census Bureau).

TOTAL POPULATION 1
51,209
SEX 2
48% MALE / 52% FEMALE
MEDIAN AGE 2

40.4 TOTAL HOUSING UNITS 1
18,767
MEDIAN HOUSEHOLD INCOME 2
$106,718
TOTAL HOUSEHOLDS 2
16,751
EMPLOYMENT RATE 2

58.1%
AVERAGE HOME VALUE 3
$890,961
BACHELOR’S DEGREE OF HIGHER 2

37.3%
HOMEOWNERSHIP RATE 2

67.9%

1. State of California, Dept. of Finance, Jan. 2024 2. 2022 American Community Survey 5-Year Estimates 3. Zillow, June 30, 2024 Glendora
2024-2025 Glendora Economic Action Plan
5 The following table provides insight into the diversity found within the City of Glendora:
2020 Decennial Census
Community Partnerships
The City's leadership has fostered strong partnerships with local organizations, educational institutions, and community groups. The City is home to Citrus Valley Association of Realtors, two hospitals, three school districts, Citrus College, and a strong Chamber of Commerce.

Notwithstanding these strong partnerships, the City must continue to leverage collaboration to drive economic development and create a more dynamic and prosperous community, attract investment and growth, that benefits all residents and businesses in Glendora.

The City is an active member of the San Gabriel Valley Economic Partnership (SGVEP) who, in collaboration with the City, helps to foster a business-friendly climate, highlight market strengths, facilitate workforce development, and connect cities, companies, and organizations throughout the San Gabriel Valley. Participating in SGVP events, training sessions, and committees allows the City to engage with neighboring City leaders and economic development professionals on innovative programs and practices. Similarly, the City utilizes technical assistance, training and education offered through the California American Indian

0.87% Asian

10.19%
Black

1.71%
Hispanic

28.33%
Multi-race

13.67%
Other

10.33%
Pacific Islander

0.07%
White (NonHispanic)

34.83%

POPULATION DISTRIBUTION
2024-2025 Glendora Economic Action Plan
6 Association of Local Economic Development (CALED) to enhance its economic development efforts. With affordable housing, a matter of national concern affecting economic growth, the City partners with the San Gabriel Valley Regional Housing Trust (SGVRHT) to develop housing for all income levels in Glendora.

Business Community
Glendora takes great pride in a strong business community.

Glendora is home to more than 1,000 business storefronts and another 500 home-based businesses. The delightful
downtown Glendora Village with its boutique style of locally owned businesses, is located in the northwestern section of the City, and the regional shopping center, the Glendora Marketplace including an auto center, movie theatre and several “big box” stores and national chain restaurants are found in the southeast section of the city. In addition, major automobile corridors along Route 66, Arrow Highway, and Grand Avenue offer a variety of retail, restaurants, services, and industry.

The business community is a crucial component to the City, providing local jobs, services, and goods to residents. The health of the business community is directly related to the health of the City, as it provides close to $21 Million1 in General Fund revenue, with approximately $12 Million from sales tax and another $9 Million from Measure E, a 0.75 cents sales transaction and use tax passed by the residents of Glendora in 2019. Sales tax revenue generated through the business community provides the City with the means to
provide important investments in public safety,
infrastructure, recreational activities, and services provided by the teen and senior centers, parks, and library.

Further analysis of the business community will be provided in the following section, Economic Development (ED).

1. FY25 Adopted Budget General Fund & Measure E Multi Year Financial Forecasts 2024-2025 Glendora Economic Action Plan
7 Land Use
Glendora is an urbanized community with most of the available land developed. The planning area, which includes unincorporated County areas within Glendora’s sphere of influence, totals approximately 20 square miles (12,800.26 acres) of which, approximately

19.59 square miles (12,540 acres) are within the City limits. The City is almost completely developed with only 0.3 percent of developable land remaining vacant2. The fully developed state of the City means that most services and infrastructure are in place to support new growth occurring or expected to occur on underutilized and neglected parcels within the City.

The two predominant land uses in the City include residential and open space. Currently developed residential lands account for approximately 42 percent of the total City land, while open space uses account for approximately 37 percent of the City. The open space land includes the San Gabriel Mountains, located in the northern portion of the planning area and the South Hills located south of Freeway I-210. Collectively, these two areas account for over 4,000 acres of recreation and open space uses within the City limits.

Notwithstanding, there are opportunities for redevelopment that the Economic Development Team will focus on as we move forward. In particular, the major east-west corridors of Route 66 and Arrow Highway are developed with aging strip commercial on smaller parcels, and several deteriorating shopping centers initially built in the 1950s and 1960s. Additionally, declining enrollment and long-term demographic trends have led local schools to designate several school sites as surplus and place them for sale to residential developers. These school sites, total approximately 15 acres, have recently been sold or are in the process of being sold. These sites present one of the most notable opportunities for new investment and development in a decade. While these sites are in established singlefamily neighborhoods, they are likely to be developed into higher density modern housing.

These sites could add more than 300 housing units to Glendora. This will significantly contribute to new housing stock and will help the City achieve its Regional Housing Needs Assessment goal.

Another major opportunity is the arrival of the Metro A Line station, which is under construction and set to open for service in late 2025. The Metro station is located at the southern end of the Glendora Village and Civic Center area. The development of light rail to Glendora creates additional opportunities for transit-oriented housing and commercial growth. In addition to a prime location near the Village, the Metro Station is adjacent to Emanate Hospital.

2. Community Plan 2025, Land Use Element
2024-2025 Glendora Economic Action Plan
8 In 2023, the City received a Transit-oriented Communities Technical Assistance Program (TOC TAP) grant to develop a vision for various housing sites around the Village and A Line Station. The City has also adopted and obtained funding for the People Movement Project, which will improve Glendora Avenue and Foothill Boulevard with bike and pedestrian improvements to support local transportation and promote business activity in the immediate area. Together with previous land planning efforts such as the Route 66 Specific Plan, Civic Center Area Plan, this important area has the potential to produce more than 1,000 housing units and additional commercial opportunities.

PEOPLE MOVEMENT PROJECT
2024-2025 Glendora Economic Action Plan
9 ECONOMIC DEVELOPMENT
Purpose
Economic development is a complex and multifaceted concept. It encompasses a wide range of elements that collectively contribute to the growth, prosperity, and sustainability of a community. These elements include reliable infrastructure, public safety, diverse and new housing options, quality education, which collectively result in strong property and sales tax revenues. At its core, economic development is about the generation of wealth which allows cities to provide a wide array of community benefits that result in an improved quality of life. The general fund is Glendora’s primary source for discretionary spending. The adopted FY 2025 Budget forecasts nearly 80% of the City’s general fund revenue is generated from property and sale tax revenues combined; 36% from property tax revenue and 43% from sales tax revenues and Measure E combined.

To sustain strong tax
revenues, Glendora must
continue to engage in various
efforts including new
development, attracting and
retaining diverse businesses,
fostering innovation, and
supporting small business.

This also involves investing in
reliable infrastructure,
ensuring public safety,
offering quality education
and healthcare, and
maintaining affordable and
varied housing options.

Facilitating public-private
partnerships further
contributes to a thriving
economic environment.

Strong tax revenues are
crucial as they fund the
essential services and improvements that drive continuous growth and ensure the wellbeing of the community.

Property tax
$17,454,200
36%
Sales tax
$11,820,000
24%
Measure E
$9,071,600
19%
Other Revenue
$10,047,885
21%
Budgeted General Fund Revenue
FY 2024 - 2025
FY 2025 Adopted Budget
2024-2025 Glendora Economic Action Plan
10 For a community to successfully foster economic development, it must attract investment.

This requires creating an environment that is not only safe and inviting but also equipped with essential amenities. Key factors contributing to a community's attractiveness to investors include:
 Safety: A community must ensure the safety and security of its residents and businesses. This involves effective law enforcement, low crime rates, and emergency services that are responsive and well-resourced.  Quality of Life: An inviting community offers a high quality of life, which includes clean public spaces, recreational facilities, and cultural attractions that make it a desirable place to live and work.
 Educational Opportunities: Access to good schools and educational institutions is crucial. Quality education systems attract families and businesses looking for a skilled workforce, which in turn promotes innovation and economic growth.  Infrastructure: Robust infrastructure, such as efficient transportation networks, reliable utilities, and advanced communication systems, is essential for supporting both existing businesses and new investments.
 Healthcare: Access to quality healthcare services is important for maintaining a healthy workforce and ensuring the well-being of residents.

Economic development serves as an important priority to help ensure the City's financial stability. By generating wealth and improving living standards, it supports a sustainable economy that can withstand economic fluctuations and adapt to changing circumstances.

This, in turn, leads to job creation, increased tax revenues, and a higher standard of living for the community as a whole.

In summary, economic development is not a single, easily defined concept but a comprehensive process involving various interconnected elements. By focusing on attracting investment, ensuring safety, providing quality education, developing infrastructure, and offering healthcare, a community can achieve sustained economic growth and prosperity.
2024-2025 Glendora Economic Action Plan
11 Historical Efforts
On June 12, 2012, the City of Glendora adopted its first Economic Action Plan. With the dissolution of California Redevelopment Agencies in 2011, the Plan outlined a multi-pronged approach to economic development, identifying policies and actions that support economic development. Maintaining and implementing an economic action plan is essential to foster a strong business presence in the City. Since 2012, the Economic Action Plan has been updated several times and is due for another update. An updated plan helps attract new businesses and supports the expansion of existing ones, leading to job creation, and increased economic activity. Like many strategic documents, an Economic Development Plan needs to be adjusted periodically to reassess and address the need for change. Regular updates ensure the plan remains relevant and effective in responding to evolving economic conditions, community needs, and emerging opportunities.

Success
The City has achieved numerous successes, demonstrating its commitment to fostering economic growth and enhancing the quality of life for its residents. Notable accomplishments within the City over the past ten-year period include:
 Recognition as the Most Business-Friendly Small City: In 2014, the Los Angeles Economic Development Corporation honored the City as the Most Business-Friendly Small City in Los Angeles County. This prestigious award highlights the City's dedication to creating a supportive environment for businesses through streamlined processes, incentives, and proactive engagement.
 Redevelopment of Shopping Centers: The City has seen private investment in the redevelopment of several shopping centers, including two centers near the intersection of Grand Avenue and Route 66. Revitalization of these spaces attracts new businesses. These redevelopment projects have not only improved the aesthetic appeal and functionality of the centers but have also stimulated economic activity and job creation.
 Opening of the First Food Hall in the
San Gabriel Valley: A significant
milestone for the City was the opening of
the first food hall in the San Gabriel
Valley. This innovative dining destination
has become a popular attraction,
offering a diverse array of culinary
options and providing a vibrant social
hub for residents and visitors alike.
2024-2025 Glendora Economic Action Plan
12  Support for Local Businesses: The City has implemented various programs and initiatives to support local businesses, including grant programs, business development workshops, and networking events. These efforts have helped local enterprises thrive and contributed to a robust and diverse local economy.  Investment in Infrastructure: The City has made and will continue to make substantial investments in infrastructure, recognizing its critical role in supporting economic development. The City plans to invest nearly $350 Million over the next 30 years on street and water improvements. Continuous upgrades to transportation networks, utilities, and public facilities enhance the efficiency and resilience of the City's infrastructure, ensuring it meets the needs of a growing population and business community.
 Enhancement of Public Areas: In addition to infrastructure improvements, the City has invested in the enhancement of public areas, including parks, recreational facilities, and public spaces. Improvements to Meda Avenue in the Glendora Village include two pedestrian plazas with games, lighting, shade seating and a fire pit offering a unique, outdoor gathering space for all ages. The Plaza at the center of the Village was redesigned to include performance space and improved seating and lighting. In addition, the installation of parklets along Glendora Avenue added vibrancy to the downtown area while encouraging residents and visitors alike to dine outdoors. These investments have created inviting environments that promote community engagement, healthy lifestyles, and a sense of place among residents in the community. To further enhance public areas throughout the City, in February 2024, the City Council approved the establishment of a Community Art Program, that would support
enhancing aesthetic
and cultural
representations
throughout the
community, as well
as provide exposure
to local artists and
visual arts. The
Community Art
Program will require a
contribution toward
community art from
new development
applications.
2024-2025 Glendora Economic Action Plan
13  Private Investment: The continued interest in the City by private developers is a testament to the City’s desirability. New development in the City adds renewed vibrancy and generates property and sales tax revenues. A list of recent and in-theworks developments are on the following table.

Recently Completed Developments
Project Name Type of
Development Project Description Completed
La Colina Residential 124 Estate homes on 95 acres 2010 - ongoing Clearwater Residential 150 Bed Elderly Care Facility 2022 905 E. Arrow Hwy. Residential 16 Detached Condos 2022
1620 S. Glendora Ave. Residential 8 Residential Multi Family units 2024 Wendy’s Restaurant Commercial Fast Food Restaurant 2022 Walmart Expansion Commercial Expansion for online pickup 2023 Fast 5 Car Wash Commercial Drive-Thru carwash 2023
Development in Process
Project Address Type of
Development Project Description Status
Northwest Glendora Residential 121 lot single family subdivision Under Construction
950 Silent Ranch Residential 12 lot single family subdivision Approved 1121 E Arrow Hwy. Residential 19 Attached 3- Story Condo units Approved 531 E Arrow Hwy. Residential 33 Attached 3- Story Condo units Approved 1237 Bonnie Cove Ave. Residential 30 Detached 2-Story Condo units Approved 630 W Foothill Blvd. Commercial 9,500 Sq. Ft. Medical Office Approved 210 S Grand Ave. Commercial 20,974 Sq. Ft. Medical Office Approved 400 N Glendora Ave. Institutional New 9,287 SF Sanctuary Approved 1201 E Arrow Hwy Residential 46 Attached 3-Story Condo Units Approved 1861 E Route 66 Commercial 6,232 Sq. Ft. Medical Office Approved 1717 S Grand Ave. Commercial Car Wash Proposed
723 E. Route 66 Residential 39 Attached 3-Story Condo Units Proposed 2024-2025 Glendora Economic Action Plan
14 Glendora Economy
Glendora is financially sound, benefiting from strong revenues generated through property and sales taxes, as well as administrative and other fees. This financial stability is further enhanced by a diversified inventory of businesses. The table below is inclusive of businesses that have a physical presence in the City of Glendora.

HdL – Glendora Business License
The health care sector has the largest presence within Glendora. With City and statewide demographic trends pointing to an aging population, it is reasonable to expect that the medical and health care sector will continue to experience strong growth. Retail and beauty related are also expected to do well, with a move toward smaller concept stores as the shift away from big box stores continues.
2%
3%
4%
7%
9%
9%
10%
11%
12%
12%
21%
0% 5% 10% 15% 20% 25%
Fitness/Recreation
Manufacturing
Contractors
Automotive
Restaurants
Finance / Insurance/Real Estate
Professional Services
Other Services
Retail
Beauty: Salon Spa/Cosmetology
Health Care
Business Composition
2024-2025 Glendora Economic Action Plan
15 Vacancy Rates
The commercial vacancy rate for all categories in Glendora for Q3 2024 is close to 4.4%, well below the vacancy rate for the County of Los Angeles, which is at about 8.2%. The retail vacancy rate is currently just above 3%; while there are some large anchor spaces that are underutilized, they are occupied which keeps the retail vacancy rate on the low side. The Industrial vacancy rate, which is typically very low due to the small amount of industrial space located in Glendora, experienced a spike in 2020 when a large business left the City leaving a large industrial space vacant. The space is currently available with an opportunity for redevelopment. Like the rest of the nation, office vacancy rates continue to rise with the shift in work practices and the need for many businesses to down-size and cut costs. The office vacancy rate in Glendora is notably high, in part due to a large office building that has remained vacant since the departure of the corporate headquarters. While the overall vacancy rate for Glendora remains lower than the County, the Economic Development Division (ED Division) aims to reduce the vacancies and facilitate new business into the City to occupy the space.

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

9.00%

10.00%
Glendora and Los Angeles County
Vacancy Rate
Glendora
LA County
CoStar Research – Estimated Figures
2024-2025 Glendora Economic Action Plan
16 CoStar Research – Estimated Figures
Glendora Commercial Inventory
Type Total Area (sq. ft.) Vacant Area (sq. ft.) Avg. $/sq. ft. Vacancy Rate 2024 Q3
Industrial 682,000 44,900 $1.51 6.6%
Office 1,100,000 73,300 $2.45 6.5%
Retail 3,400,000 110,000 $2.45 3.2%
Combined 5,182,000 228,200 $2.13 4.4%
CoStar Research – Estimated Figures
Glendora Workforce
Glendora has a diverse labor market characterized by a substantial workforce and a mix of local employment opportunities. According to the U.S. Census Bureau, the City's labor force consists of approximately 26,000 individuals. The City's employment landscape is marked by a significant number of jobs within the educational, healthcare, and retail sectors, reflecting the community's needs and economic drivers. Despite the local job availability, many residents commute outside the City for work, highlighting the interconnectedness of Glendora's labor market with the broader Los Angeles metropolitan area. This commuting pattern suggests both opportunities for local job creation and the importance of regional economic trends on Glendora's workforce.

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

9.00%

10.00%
2020 Q12020 Q22020 Q32020 Q42021 Q12021 Q22021 Q32021 Q42022 Q12022 Q22022 Q32022 Q42023 Q12023 Q22023 Q32023 Q42024 Q12024 Q2 2024 Q3 EST
2024 Q3 QTD
2024 Q42025 Q12025 Q22025 Q32025 Q4
Glendora Vacancy Rate by Property Type
Retail
Industry
Office
2024-2025 Glendora Economic Action Plan
17 2022 American Community Survey, 5-Year Estimate
Unemployment Rates
Glendora, similar to every other city, experienced peak unemployment rates during the early days of the pandemic. The City has seen almost a full recovery and has settled into an unemployment rate of approximately 4.2%, well beneath the County unemployment rate of

5.0%.

EDD – Employment Development Department

0.60%

2.30%

3.90%

4.10%

5.40%

6.90%

7.50%

7.60%

7.80%

9.20%

10.80%

28.50%
0% 5% 10% 15% 20% 25% 30%
Agriculture, Forestry, & Fishing
Information
Wholesale Trade
Public Administration
Transportation, Warehousing, & Utilities
Other services, except public administration
Finance, Insurance, and Real Estate
Construction
Manufacturing
Arts, Entertainment, Food Services,…
Professional, Scientific, Management, & Admin
Retail Trade
Educational Services, Health Care & Social…
Glendora Employment

4.0%

10.20%

7.60%

4.30%

4.20%

4.5%

12.30%

9.00%

5.00%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%
2019 2020 2021 2022 2023
Unemployment Rates
Glendora Los Angeles County
2024-2025 Glendora Economic Action Plan
18 Gap Analysis
A retail gap analysis is a valuable tool for identifying the type of retail opportunities that the City should focus its efforts on attracting to Glendora. A retail gap analysis is a strategic tool used to assess the difference between the current supply of retail goods and services in a city or market area and the existing demand for those goods and services. The main objective is to identify where a lack of supply for the demand exists. The lack of supply signifies a gap opportunity for new retail businesses or to expand existing ones to better meet consumer needs.

The City’s tax revenue consultant, HdL Companies, provides regular reporting on revenue and key economic insights such as per capita sales within the City. Based on this analysis, the top 3 retail gap opportunities within the City have been determined to be service stations, fine dining and family apparel.

Glendora Retail Sales Leakage
Description Sales Tax Deviation Typical Sales Per
Sq Ft by Retail Type
Approximate
Sq Ft Needed
to Close Gap
Service Stations ($148,414) N/A N/A
Fine Dining ($118,615) $800 15,000
Family Apparel ($111,380) $375 30,000
In addition to analyzing the retail gap for Glendora, it is also wise to consider the opportunities within Glendora’s retail trade area. The primary retail trade area extends well beyond the City’s boundaries and is defined as the determined area that consumers are likely to travel to for goods and services needed as well as identifying the origination of the consumers that shop in Glendora. This information is obtained through companies that collect anonymized location data from cell phones, tracking movements and visits to various locations as well as how much time they are spending at any one location. The primary retail trade area for the City of Glendora extends south of the 10 freeway, into Pomona and West Covina, east to La Verne and Claremont and west into Irwindale.

The retail trade area is thriving, generating nearly $3.3 billion dollar demand for retail, food, and dining. The strong, healthy consumer demand along with site availability presents an opportunity for new businesses such as dining, sporting goods, health, and personal care to take advantage of Glendora’s very active trade area.
2024-2025 Glendora Economic Action Plan
19 Retail Trade Area
Although the Glendora retail trade area is flourishing, an analysis of sales leakage points to areas that remain underserved, that is consumers leaving the trade area for items not found within. An analysis completed in 2023 suggests that nearly $50 million of potential retail sales exists within the categories of sporting goods, specialty food and beer/wine/liquor each year.

Trade Area Retail Sales Leakage
Description Potential Sales Actual Sales Leakage
Sporting Goods $34.3 million $15.6 million $18.6 million Specialty Food Stores $13.7 million $6.5 million $7.1 million Beer, Wine, Liquor $34.2 million $12.7 million $21.5 million 2024-2025 Glendora Economic Action Plan
20 Strengths and Challenges
Strengths
Glendora’s ability to foster economic development is rooted in its unique strengths and resources, which collectively create an environment conducive to business growth and community prosperity. These strengths serve as economic development tools, attracting investment, spurring innovation, and enhancing the quality of life for residents.  Strategic Location: Glendora is conveniently
located where the 210 and 57 freeways meet,
providing easy access to several major airports,
seaports, major commercial, cultural,
educational, and recreational areas in Southern
California making it a convenient hub for
residential neighborhoods and business
operations.
 Quality of Life: A strong and high quality of life can be found in Glendora. The Glendora Police Department successfully maintains the City’s low crime rate; the City offers residents high quality schools and healthcare facilities as well as an active library, numerous parks, and recreational facilities such as the teen and senior center. The results of the City’s 2022 Community Survey showcase Glendora’s great quality of life; 87% of respondents stated that Glendora offers a good to excellent overall quality of life and 84% responded that Glendora is a good to excellent place to raise a family (84%).
 Skilled Workforce: Citrus College, located in Glendora, as well as Azusa Pacific University and numerous other colleges that are located within a 30-minute drive provide a pipeline of skilled workers.
 Infrastructure: Glendora has invested and continues to prioritize and fund infrastructure improvements throughout the City, providing well-maintained roads and utilities to support business. In 2023, the City Council approved the FY 2023-24 and FY 2024-25 two-year budget which included a 5-year Capital Improvement Plan (CIP). The adopted CIP totals $120.9 million dollars in infrastructure projects with $16.9 million dollars of funded projects in FY 2023-24 and $15.5 million in programmed projects for upcoming fiscal year FY 2024-25. 2024-2025 Glendora Economic Action Plan
21  New A-Line Station:

Construction of a new Metro A-Line station is expected to be completed in early 2025.

This station will improve the connectivity into and out of Glendora; the station is expected to present new opportunities from capitalizing on new visitors into the City as well as new and redevelopment around the station area.  Updated Zoning (Housing) and Future General Plan Update:

Pursuant to the 6th Cycle Housing Element, the City is implementing programs to facilitate housing development and eliminate regulatory barriers. The City is also working on objective design standards that will substantially revise large sections of the zoning code, Route 66 and Arrow Highway Specific Plans by removing subjective standards and discretionary processes for new construction and development. Major tasks associated with these efforts will be completed by the end of 2025. In 2026, the City will commence the next phase to transform its major land planning policies with a comprehensive update to its General Plan.”
 Business Friendly: Factors that contribute to the City’s business friendliness include the low cost of doing business, which keeps vacancy rates low, a continued effort to improve on the permitting process, outreach, and support to the business community, including business visits, and a grant program implemented in 2021 that provided over $1.8 Million to assist businesses during the pandemic. Since the inception of the first Economic Action Plan, Glendora has made efforts and experienced success as a being business friendly city. In 2014 the City was acknowledged as the Most Business Friendly City in Los Angeles County by the Los Angeles Economic Development Corporation and has consistently seen high satisfaction levels from the business community as evidenced by the Glendora Business Survey, which is conducted every few years.
2024-2025 Glendora Economic Action Plan
22 The most recent business survey was conducted in July 2024. The survey asks various questions on different topics, and while results are still preliminary, with a response rate of nearly 20%, it is apparent that a high majority of businesses operating in Glendora are satisfied with the City as a place to do business. More than 83% stated they were satisfied (41.9%) or very satisfied (41.3%) with Glendora as a place to do business. Over the past three surveys, the satisfaction rate has continued to increase, with 73% satisfied or very satisfied in 2012; 82% satisfied or very satisfied in 2016, and 83% satisfied or very satisfied in 2024.

Challenges
While Glendora is fortunate to possess many strengths that can be leveraged, the ED Division is also mindful of the challenges presented. Challenges encountered can hinder the City’s ability to attract new businesses, retain talent and foster a vibrant economic environment.
 An Aging Population: Glendora is an established community with an aging population which may lead to a shrinking workforce, potential labor shortages and a decreased consumer base. This demographic shift can impact the vitality of local businesses and the overall economic activity of the City. 2024-2025 Glendora Economic Action Plan
23  Lack of Available Land:

Glendora is mostly a builtout community which
presents constraints with
the readily available land
for development. This
often makes it difficult to
build large new housing
developments or attract
large-scale commercial
projects, requiring the
timely and costly efforts
of land assemblage.
 Aging Infrastructure: The formative period of Glendora’s development as an outlying suburb of Los Angeles was 1950-1980. Infrastructure supporting this period of rapid development is aging and will require a substantial investment to improve water, streets, sewer and other vital infrastructure to support Glendora through the next phase of its evolution as a community.
 Aging and Obsolete Commercial Space: Like its housing stock, most of Glendora’s commercial space was developed during the formative period of the mid-20th Century. This period produced primarily small commercial buildings for single uses such as auto repair, strip retail, drive through restaurants, contractor’s yards, and small service commercial. The predominant development pattern also produced strip commercial with groupings of small businesses fronting along major vehicle corridors. While the vacancy rate is low, new investment in aging buildings and strip commercial is low and fails to attract higher quality retail and restaurants that the community desires.
 High Cost of Development: Rising construction costs, regulatory requirements, and the expense of acquiring land can make development projects prohibitively expensive. These high costs can deter investors and developers from pursuing new projects within the City.
 Disconnect Between Private Parties: Effective economic development often hinges on successful negotiations and agreements between private parties, such as buyers and sellers. A disconnect in this area can result in stalled projects, missed opportunities, and a fragmented approach to development. 2024-2025 Glendora Economic Action Plan
24 GOALS
Business Retention and Attraction
More than 1,500 businesses are licensed and operate in the City of Glendora. Approximately 1,000 have a commercial storefront and another 500 are home based. The businesses span a diverse range of industries, from in-home enterprises to manufacturing, contractors, and big-box retailers. As we strive to maintain a robust local economy, it is essential to build on our existing strengths and retain the businesses that have chosen Glendora as their home while simultaneously pursuing new businesses for the City.

To ensure the continued success of businesses in Glendora, our Business Retention strategy focuses on providing the necessary tools and support to help them grow and thrive.

Key components of this approach include providing incentives, outreach programs, support services, investments in infrastructure, and marketing Glendora as a prime business location.

New business attraction strategies will utilize a variety of tools including highlighting the City’s positive attributes and following through on our “Business Friendly” reputation, keeping our cost of doing business low, attending events, and the offering of incentives.

Strategic Areas
While all areas of the City contribute to its overall vitality and growth, it is crucial to recognize that certain locations have been identified as strategic sites. These areas hold significant potential for driving economic development, attracting investment, and enhancing the City's overall appeal. Consequently, these strategic sites require additional resources and focused efforts to realize their full potential. During this Plan’s period, the identified strategic areas are as follows:

1. Glendora Village
The Glendora Village is Glendora’s downtown area. It is the heart of the community and the central location for community events such as the Holiday Tree Lighting, the Homecoming Parade, the annual Wine Walk, and Classic Car Flashback event. The Village is a three-block area, lined with trademark “gum drop” Ficus trees and filled with small boutique shops and services. To help set the Village apart it is served by a Business Improvement District (BID) that primarily focuses on marketing and beautification. Within the last few years, the City made a substantial investment in the Village with the installation of parklets in the right of way for outdoor dining and improvements to the center Village Plaza and the street closure on Meda Avenues.

Centered in the Glendora Village, the Village Plaza offers a large open space with a variety of seating options, making it an ideal venue for community events. Meda 2024-2025 Glendora Economic Action Plan
25 Avenue features, a fire pit, mini golf putting area, ping pong table, chess board, cornhole, and giant Connect-four and Jenga. Both east and west sides of Meda Avenue include shading structures, painted ground murals, planters, and seating.

The focus for improvement in the Glendora Village would be to encourage additional development on vacant and underutilized parcels and find ways to draw in additional visitors to support the BID.

2. Glendora Station Area
The Glendora Station Area is
geographically identified as the half mile
radius from the incoming Metro A-Line
Station. The new station is expected to be
a catalyst for investment and a mix of new
development including pedestrian
friendly improvements as well as
residential, commercial, and retail
development. The City was awarded a
Metro TOC TAP grand and engaged
PlaceWorks, Inc. to prepare a preferred
development scenario, make code
recommendations and provide model
design standards in the form of a vision
plan to accommodate development
around the A-Line.
2024-2025 Glendora Economic Action Plan
26 3. Mayflower – 940 S. Grand Avenue
Mayflower is a 1950s era
neighborhood shopping center
with a prime location at the
intersection of South Grand
Avenue and West Baseline Road,
just north of the 210 Freeway.

The center is approximately 7
acres, with a 40,000 sq. ft. anchor
space that has been vacant or
underutilized since 2016 when
Sport Chalet, a sporting goods
retailer filed for bankruptcy and
closed all stores. In addition to the anchor space, there are numerous vacant in-line shops. The site is a premier location and of notable size presenting a great opportunity for redevelopment. The ED Team is coordinating with the property owner to offer assistance with the site’s redevelopment.

4. 1000 E. Route 66
The shopping center at 1000 E. Route 66 is approximately 6 acres. Like the Mayflower site, 1000 E. Route 66 is an older neighborhood shopping center with vacancies that would benefit from redevelopment. The ED Division has periodic check-ins with the property’s commercial broker to obtain updates and understand if there is an opportunity for the City to help facilitate redevelopment. 2024-2025 Glendora Economic Action Plan
27 5. Arrow Highway
Since the adoption of the
Arrow Highway Specific
Plan, the City has seen a
significant increase in
investment and
development along
Arrow Highway. The City
adopted the Specific
Plan in 2018, which
facilitated the Glendora
Public Market, the first
food hall in the San
Gabriel Valley completed and opened in 2020, and a new project with 16 residential condos was built, sold and are currently occupied. There are currently nearly 100 residential units in the pipeline for approval along Arrow Highway. The City’s ED Team will continue to help facilitate investment and development along Arrow Highway.

6. 1332 S. Lone Hill Avenue
The 3.15-acre site at 1332
S. Lone Hill Avenue, once
home to a manufacturing
corporation, is now a
vacant 41,000 SF
industrial building with a
demolition permit issued
in July 2024. Situated
across from the Glendora
Marketplace, a regional
shopping center, this
soon-to-be vacant site
offers a prime opportunity
for redevelopment.

Although currently zoned
M-1A (light manufacturing), the City is open to rezoning the site to a use that complements the surrounding area. The Economic Development Division will partner with the property owner and a commercial broker to market the site and attract desired development.
2024-2025 Glendora Economic Action Plan
28 Glendora Citywide Strategic Plan
On April 11, 2023, the Glendora City Council adopted the 2023-2025 Citywide Strategic Plan.

This plan identifies seven priority goals, one of which is to "Implement Strategic Economic Development." This goal alone includes nine objectives with a total of 37 specific tasks designed to achieve the goal effectively. The first objective under the “Implementing Strategic Economic Development” goal, is to “Update the Economic Development Action Plan.”
2023 – 2025 Citywide Strategic Plan
Goal 1: Implement Strategic Economic Development
Objective 1: Update the Economic Action Plan
Task 1: Host a public workshop on modern economic development practices. Completed  Task 2: Create an incentive package for identified industry clusters. Est. 09/2024 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 Plan to attract projects. Est. FY 2025
Task 7: Identify private property owners who want to work with the City. Completed  Objective 2: Continue Comprehensive General Plan Update (Long-Term) Task 1: Complete Safety and Environmental Justice sections. Est. FY 2025 Task 2: Prepare for remaining sections and issue an RFP for consultants to begin working in 2025. Start in 2026
Objective 3: Complete Village Projects
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. Est. 12/2024 Task 5: Complete policy for use of public space in Village. Est. 12/2024 Objective 4: Create a Vision and Development Plan for the Village/Gold Line area Task 1: Complete conceptual development plans for future housing and commercial developments. Est. FY 2025
Task 2: Identify key sites for targeted development. Completed  Task 3: Identify daytime vs nighttime needs. Est. FY 2025 Task 4: Approve certain allowances and incentives for targeted businesses. Est. 09/2024 Task 5: Coordinate community-based place marking to include Civic buildings. Est. FY 2025 Continued on next page.
2024-2025 Glendora Economic Action Plan
29 Objective 5: Sixth Cycle Housing Element follow-up
Task 1: Complete rezoning required for density increases. Completed  Task 2: Implement 31 action items approved by City Council and Planning Commission. Est. 12/2024
Task 3: Develop objective design standards (ODS). Est. FY 2025 Task 4: Identify and implement areas of CEQA streamlining. Start in 2025 Task 5: Identify and implement affordable housing programs and incentives. Est. FY 2025 Task 6: Update subdivision code. Est. FY 2025
Objective 6: Complete disposition of San Jose site
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  Objective 7: Develop and implement a comprehensive public art policy 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 8: Prioritize City investment to compliment City priorities and programs 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  Objective 9: Consider possible annexation of County islands within the City’s sphere of influence Task 1: Provide overview of annexation process through LAFCO. Completed  Task 2: Development of Cost of Services Study. Est. FY 2025 Task 3: Identify population changes with possible new residents and comparison to current population trends. Completed 
2024-2025 Glendora Economic Action Plan
30 STRATEGY To accomplish the established economic development goals, the ED Division will implement a series of targeted strategies designed to maximize growth, attract investment, and enhance the quality of life for all residents. These strategies include comprehensive planning and business outreach to ensure alignment with needs, substantial infrastructure investments to improve connectivity and support development, and economic incentives to attract businesses and foster public-private partnerships. Additionally, we will focus on robust marketing and promotion of strategic sites, coupled with continuous monitoring and evaluation to adapt, and refine our approach based on real-time feedback and changing conditions. Together, these strategies will drive sustainable economic growth and sustain Glendora’s position as a vibrant, thriving city.

Business Outreach & Support
The ED Division will proactively engage with business owners to understand their needs and address any challenges they may face. Business outreach and support will be accomplished through the following efforts:
 Business Visits – introducing businesses to the ED Division, providing a name and a face that they can reach out to with any questions or requests for assistance.  Business Survey – a tool that will help the ED Division understand the issues and concerns facing the business community and how the Team can best respond to the needs, now and over time.
 Welcome Letters – an introductory letter will be mailed to new businesses, thanking them for choosing Glendora as their place of business and letting them know who they can contact for assistance or
questions.
 Attendance at Glendora Chamber of
Commerce Events and New Business
Ribbon Cuttings.
 Business workshops – the ED Division
will host workshops to provide an
opportunity for businesses to network
and learn how to optimize their
business.
2024-2025 Glendora Economic Action Plan
31 Infrastructure Improvements
Glendora is continuously upgrading and maintaining essential infrastructure. Infrastructure improvements play a crucial role in supporting economic development by enhancing connectivity, reducing operational costs, and attracting investment. Upgraded transportation networks, modernized utilities, and improved public services create a more efficient and attractive environment for businesses, fostering growth and creating new job opportunities. By laying a strong foundation, these improvements stimulate economic activity and contribute to long-term prosperity. Over the next 30 years, the City is committed to spending nearly $350 Million on street and water improvements.

Public Private Partnerships
The ED Division actively works to build and strengthen partnerships with private property owners and developers, facilitating connections and negotiations between the two parties.

Serving as an intermediary, the ED Division aims to align the interests of property owners and developers, ensuring mutually beneficial agreements that lead to successful projects.

This facilitation can expedite development processes, resolve potential conflicts, and create opportunities for innovative projects that might otherwise stall. Such partnerships not only leverage private investment to enhance urban infrastructure and amenities but also stimulate local economic growth, create jobs, and improve the overall quality of life for residents. In essence, cities that actively broker these relationships contribute to a more dynamic and resilient local economy. To further expand these partnerships, the City seeks to engage a commercial real estate broker who will leverage their connections to attract investment and development in Glendora.

Marketing and Promotion
The ED Division will market and promote the City through comprehensive community profiles, broker roundtables, and by actively participating in industry conferences, such as the International Council of Shopping Centers (ICSC). Creating detailed community profiles that highlight the City’s strengths, such as its strategic location, skilled workforce, quality of life, and business-friendly environment, provides potential investors with essential insights into the opportunities available. These profiles can be shared through various channels, including the City’s website, social media, and promotional materials. Broker roundtables provide an opportunity for the ED Division to update commercial brokers with relative City updates, new activity in the City and receive information on the commercial space inventory in the City. Additionally, attending conferences and trade shows allows the ED Division to network with industry leaders, showcase the City’s assets, and attract new businesses and investments. By presenting a compelling and data-driven narrative about the City’s unique 2024-2025 Glendora Economic Action Plan
32 advantages, the ED Division can effectively position the City as a prime destination for business growth and development.

Site Inventory
Keeping an inventory of available commercial spaces on the City website is a valuable economic development tool. This online resource provides potential investors and businesses with easy access to current listings, facilitating the site selection process and attracting new enterprises. By offering detailed information about vacant properties, the City can quickly connect businesses with suitable spaces, enhance transparency, and promote strategic areas for development. This proactive approach not only streamlines business attraction efforts but also supports informed decision-making and efficient resource allocation, contributing to overall economic growth.

Placemaking
Placemaking supports economic development
by transforming public spaces into vibrant,
attractive areas that foster community
engagement and enhance the quality of life. The
City has actively engaged in Placemaking with
the parklets in the Glendora Village and the
improvements on Meda Avenue in the Village,
which provide space for people to connect and
visit the City’s downtown.

In addition to the public space improvements,
Placemaking is also implemented through
largely attended community events such as the
Flashback Classic Car Show, the Holiday Stroll,
and Glendora Wine Walk. Largely attended
community events are vital for economic
development by drawing crowds that boost
local businesses and invigorate public spaces.

By creating inviting environments where people want to live, work, and visit, placemaking attracts businesses, visitors, and residents alike. Revitalized areas and community events become hubs of activity, encouraging local spending, increasing property values, and stimulating investment. Furthermore, placemaking often involves collaboration among stakeholders, including local government, businesses, and community members, which strengthens social ties and fosters a sense of ownership and pride in the community. 2024-2025 Glendora Economic Action Plan
33 Incentives
Incentives are tools which can be helpful in attracting businesses into Glendora and in encouraging existing businesses to improve and expand within the City. Tools within an incentive toolbox can include both nonmonetary and monetary incentives.

Targeted Industry Clusters and Areas
The Economic Action Plan recognizes the importance of supporting all businesses; however, due to limited resources, it is not feasible to extend all incentives universally. Consequently, the Plan must adopt a targeted strategic approach, prioritizing the allocation of resources to specific desired industries and strategic areas that have the potential to drive significant economic growth and development.

Identified targeted clusters and areas include:
• New restaurant development
• Businesses that address retail sales leakage:
o Service Stations
o Fine Dining
o Family Apparel
o Sporting Goods
o Specialty Food Stores
o Beer, Wine, Liquor
• Strategic Areas
o Glendora Village
o Glendora Station Area
o 940 S. Grand Avenue (Mayflower)
o 1000 E. Route 66
o Arrow Highway
o 1332 S. Lone Hill
Nonmonetary Incentives
Nonmonetary incentives will be made available to all businesses and developers, unless otherwise noted.
 Streamlined Permitting Process: The Economic Action Plan strategy includes a continuous openness to review the permit process and identify ways to further streamline the process to reduce the time and complexity involved in starting or expanding a business.
 Regulatory Support: The ED Division will help business owners navigate regulatory requirements to assist with obtaining required permits for the establishment of their business.
2024-2025 Glendora Economic Action Plan
34  Fast Track Entitlement Review: Fast-track entitlement review accelerates the approval process for development projects included within the targeted industry clusters and strategic areas and with a project valuation of over $1 Million, reducing delays and so businesses can begin to operate sooner, thereby making the area more attractive.
 Access to Resources: Offering access to market research, economic data, and other valuable information that can aid in business planning and decision-making.  Networking Opportunities: The ED Division will host networking events to facilitate connections between businesses and encourage the formation of industry clusters where businesses in the same sector can collaborate and share resources.  Business Promotion: To promote Glendora’s
business community and enhance their visibility,
a business directory will be maintained on the City
website and will be promoted through social
media. Additionally, the ED Division will explore
Shop Local programs to incentivize the
community to shop in Glendora.

Monetary incentives
Monetary incentives will be implemented through a targeted strategic approach, prioritizing the allocation of financial resources to specific desired industries and strategic areas that have the potential to drive significant economic growth and development.

By targeting key sectors and locations, the City aims to maximize the impact of its monetary incentives, foster a thriving business environment, and ensure sustainable economic prosperity for the community.
 Beautification Grant: grant funds applied to the cost of exterior façade improvements, or community art such as murals, that beautify the City commercial sectors (available to all businesses).
 Business Loans: low interest business loans to assist with equipment purchases and costly tenant improvements, such as a grease interceptor. (targeted sectors and areas).
 Job Creation Tax Credits: this program would be designed to offer tax credits based on the number of jobs created (targeted sectors and areas).  Conceptual Review Fee Waiver: a reduction of elimination of fees for targeted sectors and areas.
2024-2025 Glendora Economic Action Plan
35  Sales Tax Agreement: offering a performance-based sales tax-agreement would tie tax incentives to the achievement of specific business milestones, such as job creation or revenue growth. This approach ensures that tax benefits are directly linked to tangible economic outcomes, encouraging accountability and business expansion.

By implementing these strategies, the goal is to not only retain but also empower our businesses, ensuring they have the support and resources needed to succeed in Glendora.

This approach will help sustain our strong local economy and enhance the overall prosperity of our community.
2024-2025 Glendora Economic Action Plan
36 IMPLEMENTATION
Economic Development Team
Implementation of the Economic Development Action Plan will require collaboration with all City departments as well as through numerous outside stakeholders. Every department is vested in economic development; each has an impact upon the health of our business community either through development approval, issuing building permits, processing business licenses or contributing to the City’s exceptional quality of life by providing a safe environment, assisting with informational knowledge, a sustainable environment along with a multiple of other highlights that have made our community such a desired place to live, work, and play.
 The Plan will be implemented primarily through the ED Division within the Community Development Department. The ED Division will assist incoming and existing businesses, market, and brand the City. Additionally, the ED Division will implement new programs to assist businesses and assist with new development.  Members of City Council are also champions for economic development, encouraging development, growth, and lending their ears to the business community and sharing concerns with City staff for response.  Planning staff will offer expertise in zoning information and land entitlements, streamline development review processes, identify necessary revisions to the Route 66 and Arrow Highway Specific Plan to attract new projects, lead the General Plan Update, and oversee the creation of development design standards.  Public Works will oversee infrastructure improvements, offer environmentalfriendly strategies, recycling programs, and help with navigating local and state water regulations.
 Finance Division staff will provide assistance with the underwriting of incentive programs and development of innovative financial options for elements within this Plan.
 Police Department will ensure a safe community to conduct business.  Library and Community Services staff will continue to provide recreational opportunities and provide informational support rounding up a well-balanced City with an exceptional quality of life.
 Business affiliates include recognized organizations that have a desire to assist in the economic development of the community. Organizations thus far have 2024-2025 Glendora Economic Action Plan
37 included the Glendora Chamber of Commerce, the Business Improvement District, commercial real estate brokers, utility companies and the SGV Economic Partnership, etc. Each of these parties assist by way of sharing information, giving feedback or providing resources that can help implement parts of the Plan.  Property owners are the critical connection in all transactions.

The team, including all department staff, City Council and stakeholders will communicate with one another so that all parties are in tune with the workings of others, and decisions or actions are carried out with the greatest amount of knowledge possible. Finally, these members are a critical source to receive feedback so that the Plan can continually be adjusted to meet the needs and most importantly be successful for the community of Glendora.

Financial Commitment
Through the inclusion of economic development as a priority goal in the Citywide Strategic Plan, the City Council established the priority need for economic development. The Strategic Plan identifies specific tasks for the economic development team to accomplish.

Implementation of these tasks will require dedicated funding.

The creation of an Economic Development Fund is a key effort under this Economic Action Plan. Sales tax revenue, inclusive of Measure E, is projected to generate nearly $21 Million in FY 2025, nearly 43% of the General Fund. It is recommended that the Economic Development Fund be established with a $1 Million dollar allocation. One million dollars equates to 4.8% of the sales tax revenue generated, which is a significant reinvestment into the business community reflecting the importance of economic development.

A financial commitment towards an economic action plan is critical for several reasons:

1. Ensuring Implementation and Success
• Resource Allocation: Adequate funding ensures that the necessary resources, including personnel, technology, and infrastructure, are available to implement the action plan.
• Project Execution: Financial commitment helps in the timely execution of projects and initiatives outlined in the plan, reducing the risk of delays or incomplete projects.

2. Building Credibility and Trust
• Stakeholder Confidence: Financial backing demonstrates theCity’s commitment to its economic goals, building trust among residents, businesses, investors, and other stakeholders.
2024-2025 Glendora Economic Action Plan
38 • Attracting Investment: Clear financial support can attract additional private investments and partnerships, enhancing the overall economic development efforts.

3. Driving Economic Growth
• Infrastructure Development: Investing in
infrastructure projects (roads, transportation,
utilities) can spur economic activity and make the
City more attractive for businesses and residents.
• Business Support: Funding programs that support
local businesses, such as grants, loans, or training programs, can stimulate business growth and innovation.

4. Creating Jobs and Opportunities
• Employment: Economic action plans often include initiatives to create jobs and improve workforce skills. Financial investment is essential to fund job training programs, educational initiatives, and other employment-related projects.

6. Long-term Sustainability
• Economic Resilience: Financial commitment to economic planning helps build a resilient economy capable of withstanding downturns and external shocks.

By creating a $1 million Economic Development Fund, the City will be able to support the various tasks and initiatives identified in the Economic Action Plan. This modest reinvestment of 4.8% of the sales tax revenue back into the business community is essential to ensure the success of the City's economic development efforts, driving growth, creating opportunities, and enhancing the quality of life for all residents.

The following allocations are provided as examples for consideration purposes only and may be subject to change.
• Business Loans: $500,000
• Beautification Grants: $150,000
• Job Creation Tax Credits: $100,000
• Shop Local Campaign: $100,000
• Events, Meetings, Subscriptions, Marketing, etc.: $100,000 • Consultant Fees: $50,000
In summary, a financial commitment to an economic action plan is crucial for ensuring effective implementation, fostering economic growth, building trust and credibility, creating jobs, improving quality of life, ensuring long-term sustainability, maintaining accountability, and leveraging additional funds.
2024-2025 Glendora Economic Action Plan
39 KEY PERFORMANCE INDICATORS
Key performance indicators (KPIs) are included with this economic action plan in order to monitor and reflect on the plan's success in driving economic growth and development through measurable outcomes.

Key metrics will include the following:
• Number of Businesses Assisted Annually: 100
The number of businesses assisted annually is an indicative of the level of support provided to local businesses and startups. The ED Division will set a baseline goal of assisting 100 businesses this first year. Assistance includes helping a business startup, navigate City processes, promote small businesses or provide support through workshops and networking events.
• Commercial Vacancy Rate: 4.4%
Maintaining or reducing the vacancy rate is crucial for demonstrating the effective use of commercial spaces, ensuring a vibrant and active local economy. The City’s commercial vacancy rate of 4.4% is below that of Los Angeles County’s rate of 8.2%, therefore the target vacancy rate will be set at maintaining or reducing the comprehensive commercial rate of 4.4%.
• Number of New Developments Annually: 4
Tracking the number of completed new developments of which the ED Division is involved with each year helps assess the city's growth. The goal for new development this year will be set at 4 and is inclusive of residential units and commercial developments.
• Monitoring Strategic Areas:

Monitoring the development of strategic sites, as referenced in the plan, showcases progress in transforming targeted areas into productive and economically beneficial zones.

These Key Performance Indicators offer a comprehensive assessment of the economic action plan's impact and effectiveness. As a dynamic, evolving document, the plan will undergo regular updates to reflect progress and changing conditions. The next scheduled update is in 2025, aligning with the release of the new Citywide Strategic Plan.

ECONOMIC ACTION PLAN PROGRAMMING

DEPARTMENT COMMUNITY DEVELOPMENT

CITY COUNCIL MEETING
DATE: MARCH 25, 2025

JEFF KUGEL, COMMUNITY DEVELOPMENT DIRECTOR

BACKGROUND
STRATEGIC PLAN 2023-2025
Goal 1: Implement Strategic Economic Development (ISED)

ECONOMIC DEVELOPMENT WORKSHOP
September 5, 2023

UPDATED ECONOMIC DEVELOPMENT ACTION PLAN (EAP)
August 27, 2024 – Council approval
Appropriation = $1 million (from sale of San Jose property) Return to City Council with policies and details
PROGRAMMING – FIRST PHASE

SMALL BUSINESS WORKSHOPS
University of La Verne Small Business Development Center (SBDC) Service Corps of Retired Executives (SCORE) online workshops GLENDORA SHOP LOCAL – BLUDOT OPEN REWARDS
Program for accrued “rewards” for shopping Glendora businesses

VILLAGE PLAZA DECORATIONS
Decorative lighting
Seasonal decorations
PROGRAMMING – FIRST PHASE

ECONOMIC DEVELOPMENT NEWSLETTER
Quarterly newsletter utilizing City’s GovDelivery platform

COMMERCIAL BROKER SERVICES
Springstead and Associates

SUNSTONE CHALLENGE
USC Price School of Public Policy
Sponsored by Sunstone Management and Arroyo West

COMMERCIAL SIGN CODE UPDATE
Modernize City sign codes for commercial uses

COST SUMMARY
Program Cost
Business Workshop Series
• SBDC
• SCORE
$10,000
$10,000
Shop Local Program - Bludot
• Rewards Fund
• Bludot Open Rewards Shop Local App/Business Directory $20,000
$8,280
Village Plaza Decorations $100,000
Economic Development Newsletter $0
Commercial Broker $50,000
Sunstone Challenge $0
Comprehensive City-wide Sign Code Update $150,000
Total $348,280
FY2024-25 BUDGET IMPACT
Program Funding Cost FY2024-25
Workshop Series FY2024-25 Supplemental Appropriation Request $20,000 $20,000 Shop Local Program FY2024-25 Supplemental Appropriation Request $28,280 $28,280 Decorations Approved with FY2024-25 Mid-Year Budget Review $100,000 - Newsletter Staff Time $0 -
Commercial Broker Current agreement through August 2025. $50,000 - Sunstone Challenge Staff Time $0 -
Sign Code Update Start date anticipated in FY 2025-26 $150,000 - Total $348,280
Total FY2024-25 Use of Approved $1 Million Appropriation (General Fund 101)* $48,280 * From one-time revenue received from the sale of the surplus City property located at San Jose Drive and Woodland Lane property in escrow and scheduled to close November 2025.

PROGRAMMING – FUTURE

TARGETED CLUSTERS AND AREAS
New restaurant development
Retail sales leakage
Strategic areas

NONMONETARY INCENTIVES
Regulatory support
Access to resources
Business promotion

MONETARY INCENTIVES
Loans and grants

RECOMMENDATION

1. Approve programs implementing the Economic Action Plan

Glendora City CouncilMarch 25, 2025

Glendora City Council
March 25, 2025