Agenda packet — Glendora City Council, June 3, 2025

CITY OF GLENDORA

CITY COUNCIL, SUCCESSOR AGENCY, HOUSING AND

PUBLIC FINANCING AUTHORITY - BUDGET WORKSHOP
AGENDA
Tuesday, June 3, 2025
10:30 AM SESSION
CITY HALL COUNCIL CHAMBER, 116 E. FOOTHILL BOULEVARD, GLENDORA As a courtesy to others attending this meeting, please turn off or place in silent mode all cell phones and other communication devices while in the Council Chamber. Thank you.

MAYOR/CHAIR
David Fredendall, District 2

MAYOR PRO TEM/VICE-CHAIR
Michael Allawos, District 1

COUNCIL/COMMISSIONERS
Karen Davis, District 4
Shaunna Elias, District 3
Mendell Thompson, District 5

GUIDE TO PUBLIC MEETINGS PARTICIPATING IN

PUBLIC MEETING

MEETING MATERIALS

CALL TO ORDER

ROLL CALL

PUBLIC COMMENT
Three (3) Minute speaking time limit, speaking once, unless upon motion, such time is extended by the legislative body.

Any person may request to address a legislative body during a public meeting. Speakers are limited to three (3) minutes, speaking once, on both on- and off- agenda items, unless, upon motion, such time is extended by the legislative body. Such statements shall only be allowed during the Public Comment portion of the agenda. If there are any public hearings scheduled, individuals will be given an additional opportunity to comment under said items.

Speakers are not permitted to yield their time to another speaker. Public comment is limited to 30 minutes at each meeting, with the ability to extend if the legislative body so chooses by majority vote.

To ensure that the public is able to participate, the City may provide a variety of ways in which the public can submit their comment: in person, email, phone call, mail and any other method which may become available.

Methods of participation may be subject to change during other such times when a State of Emergency, Health Order or State Executive Order limits in-person participation.

1. Public Comments Received

NEW BUSINESS

2. Possible appointment of San Gabriel Valley Council of Governments 2028 Olympic and Paralympic Games Ad Hoc Committee member
Recommended Action for the City Council:
— 1. Consideration, and direct staff to return with a Resolution to add the appointments at a later date.

3. Conduct Fiscal Year (FY) 2025-27 Budget Workshop
Recommended Action for the City Council, Finance Authority, and Housing Authority:
— 1. Conduct presentation and discussion of the Proposed Two-Year Budget for Fiscal Year FY 2025-26 and FY 2026-27;
— 2. Provide direction on how to utilize Measure E/Z funding for department recommendations and requests; and
— 3. Provide direction for a request from the Glendora Unified School District (GUSD) for pool improvements at Glendora High School in the amount of $900,000.

ADJOURNMENT
Date Posted: May 30, 2025

STAFF REPORT
TO: Mayor and Council Members DATE: June 3, 2025
FROM: Finance DISTRICT(S): Citywide
SUBJECT: Conduct Fiscal Year (FY) 2025-27 Budget Workshop

RECOMMENDATION
That the City Council, Finance Authority, Housing Authority:

1. Conduct presentation and discussion of the Proposed Two-Year Budget for Fiscal Years FY 2025-26 and FY 2026-27;

2. Provide direction on how to utilize Measures E/Z funding for department recommendations and requests; and

3. Provide direction for a request from the Glendora Unified School District (GUSD) for pool improvements at Glendora High School in the amount of $900,000.

STRATEGIC FOCUS AREAS
Goal 2: Maintain Financial Stability and Sustainability (MFSS)

EXECUTIVE SUMMARY
The proposed balanced budget document is presented to the City Council for consideration and discussion. The City Council will have the opportunity review and appropriate Measure E/Z funding various projects listed in the table below:

Due to the size of the budget, the document can be accessed by the website, https://www.cityofglendora.gov/CityHall/Finance-Department/Budget-Reports.

Feedback, input, and direction will be incorporated into the final budget document for adoption by the City Council at the June 10, 2025, City Council meeting.

LEGISLATIVE HISTORY / PREVIOUS ACTIONS
The budget process and document were prepared in accordance with the Glendora Municipal Code, Section 2.08.07(8) that stipulates that it is the duty of the City Manager to prepare and submit the proposed annual budget and the proposed annual salary plan to the City Council for its approval.

Prior to this workshop, staff presented the draft budget:

April 24, 2025 – Water Commission
May 15, 2025 – Community Services Commission
May 19, 2025 – Board of Library Trustees
June 3, 2025 – Planning Commission will review the Capital Improvement Plan for compliance with the City’s General Plan as its regular meeting at 7:00pm.

DISCUSSION
The workshop includes an overview of the budget information, which consists of department presentations and an overview of the capital improvement plan. Feedback, input, and direction will be incorporated into the final budget document for adoption at the June 10, 2025 City Council meeting.

The FY 2025-2027 Operating and Capital Improvement Budget addresses the following areas:

Trending reductions of sales tax revenues in past years in the amount of $1.35 million.

Significant increases in the insurance market.

Everchanging federal government policies and funding availability for public safety, library, and community development.

Homelessness and the impacts of the newly passed LA County Measure A.

Labor relations that include recruiting qualified candidates and labor negotiations.

Measure Z was approved by the Glendora voters in November 2024. As a result, staff is seeking direction from the City Council to determine what programs from the table below will be funded by Measures E/Z based on promises made the community and included in the City’s 2025-2027 Strategic Plan.

As part of the Joint Use Agreement (JUA) with Glendora Unified School District (GUSD), the City is required to discuss the operations and conditions of facilities identified in the JUA. As such, GUSD has submitted a request for the City to assist in renovation of the Glendora High School pool in the amount of $900,000 (originally $1.4 million). The amount is in addition to the $600,000 already provided by the City to GUSD for the project.

The City utilizes this facility every year for eight weeks during the summer to provide swim lesson to the community for all ages. The City Council can decide to fund the GUSD pool project in the following ways:

Option 1 (Recommended)
Direct staff to designate end of year General Fund surplus towards the GUSD pool project in the amount of $450,000 over two years beginning in FY 2024-25. In the event that there is not enough surplus to fund the project over two years, then staff will fund the request over three years, through FY 2026-27. For example, the table below illustrates possible funding scenarios:

Scenario A (over 2 years) Scenario B (over 2-3 years, no year exceeding $450,000)
June 30, 2025: $450,000 June 30, 2025: $300,000
June 30, 2026: $450,000 June 30, 2026: $300,000
June 30, 2027: $300,000
It is important to remember that Option 1 is completely dependent on the availability of surplus at the end of the fiscal year(s).

Option 2
Direct staff to budget $900,000 in the Capital Improvement Fund over two years ($450,000/year) in the FY 2025-2027 Operating and CIP Budget. The impact of this option reduces funding for other City Council program priorities identified in the 2025-2027 Strategic Plan.

The budget document is available on the City website on the Finance Department sub-page under “Budget & Reports” or by using the following link: https://www.cityofglendora.gov/City-Hall/Finance-Department/Budget-Reports.

FISCAL IMPACT
Council direction regarding funding goals for Measures E/Z to address department recommendations and requests, as well as any additional investment in the pool at GUSD, is needed. Based on the policy direction provided, the expenditures in the Measure E/Z Fund, General Fund, and discretionary capital fund, may increase. These changes, if applicable, will be presented to the City Council on June 10, 2025, as part of the budget adoption agenda item.

ENVIRONMENTAL DETERMINATION
Not applicable.

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

A. Presentation
Attachments
A. PowerPoint.pdf
FY2025-2027 BUDGET WORKSHOP

FINANCE DEPARTMENT

SPECIAL BUDGET WORKSHOP
JUNE 3, 2025

KYLE JOHNSON, FINANCE DIRECTOR

WORKSHOP AGENDA
• Introductory Comments
• Budget Overview
• General Fund
• Measures E/Z
• Other Funds
• Capital Improvement Program
• Department Presentations

TRANSPARENCY AND

WEBSITE

INFORMATION

RECOGNITION

STRATEGIC PLAN FOCUS
Strategic goals and objectives are linked using goals,
outcomes, and/or actions in the strategic plan document

MULTI-YEAR BUDGETING

BUDGET PROCESS
City Council presentation and adoption
City Council workshop
Boards and Commissions presentations
City Council briefings
City Manager review and direction
Departmental input and meetings

BUDGET OVERVIEW
Types of Funds
General Fund:
• Primary discretionary fund for services typically associated with local government.

Special Revenue:
• Restricted, established by external sources not available for general municipal purposes.

Capital Projects:
• Revenue received from General Fund per Reserve Policy.

Debt Service Funds:
• Use to centralize debt service payments and funded through transfers from other funds.

Enterprise (Water):
• Business type activities. Primary source of revenues are charges for services.

Internal Service:
• Internal support allocated based on the related benefit or cost.

Successor Agency:
• Manages wind down of the Glendora Redevelopment Agency.

ALL FUND TYPES – OVERVIEW – FISCAL YEAR 2025-26
Fund Type
Estimated
Available
Balance
FY 2026
Estimated
Revenue
FY 2026
Estimated
Expenditures
Projected
Available
Balance
General Fund 17,992,731 46,038,680 45,330,082 18,701,329 Measures E/Z - 11,507,000 9,707,000 1,800,000
Pension Stabilization 1,610,566 176,000 - 1,786,566
GUSD JUA - 1,068,530 1,068,530 -
Special Revenue 12,829,240 15,521,187 15,877,682 12,472,745 Capital Projects 4,715,772 518,173 3,304,294 1,929,651
Debt Service 52,600 3,492,905 3,492,905 52,600
Enterprise Funds 20,428,385 33,416,575 31,381,889 22,463,071 Internal Service 6,891,957 11,296,121 12,256,130 6,021,947 Successor Agency 243,495 2,917,640 2,862,565 298,570
Grand Total 64,854,746 125,952,811 125,281,077 65,526,479 ALL FUND TYPES – OVERVIEW – FISCAL YEAR 2026-27
Fund Type
Estimated
Available
Balance
FY 2027
Estimated
Revenue
FY 2027
Estimated
Expenditures
Projected
Available
Balance
General Fund 18,701,731 48,067,970 47,693,710 19,075,589 Measures E/Z 1,800,000 11,547,000 10,347,000 3,000,000
Pension Stabilization 1,786,566 206,000 - 1,992,566
GUSD JUA - 1,088,400 1,088,400 -
Special Revenue 12,472,745 32,098,254 30,045,471 14,525,527 Capital Projects 1,929,651 252,778 1,560,250 622,179
Debt Service 52,600 3,496,405 3,496,405 52,600
Enterprise Funds 22,463,071 33,906,175 35,240,390 21,128,856 Internal Service 6,021,947 11,942,324 12,012,448 5,951,823 Successor Agency 298,570 101,000 100,000 299,570
Grand Total 65,526,479 142,706,306 141,584,074 66,648,711 CITYWIDE REVENUES FY2026
Graph Includes:
• Transfers between Measures E/Z
& General Fund, Prop C/Gas Tax,
Water Operating/Capital and
General Fund Reserve Transfers
CITYWIDE REVENUES FY2027
Graph Includes:
• Transfers between Measures E/Z
& General Fund, Prop C/Gas Tax,
Water Operating/Capital and
General Fund Reserve Transfers
• $18 million grant for Finkbiner
Stormwater Capture Project

CITYWIDE EXPENDITURES
FY2026
Notes:
• Citywide Total: $125,281,077
• General Fund & Enterprise Funds:
61% of citywide expenditures

CITYWIDE EXPENDITURES
FY2027
Notes:
• Citywide Total: $141,584,074
• General Fund & Enterprise Funds:
59% of citywide expenditures
• Special Revenue includes ~$18M
grant for Finkbiner Park
Stormwater Capture Project

AUTHORIZED FTES BY

DEPARTMENT
Department FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
City Clerk 7.00 7.00 7.00 7.00 7.00
City Manager 3.00 4.00 4.00 4.00 4.00
Information Technology 4.00 4.00 4.00 4.00 4.00
Administrative Services 18.00 17.00 17.00 17.50 17.50
Public Safety 96.75 98.75 99.40 100.40 100.40
Community Development 18.20 19.20 19.20 18.00 18.00
Public Works 68.50 68.50 69.00 64.00 64.00
Library 20.30 20.30 20.30 20.30 20.30
Recreation & Human Services 23.10 26.40 29.75 30.80 30.80 Total 258.85 265.15 269.65 266.00 266.00

AUTHORIZED FTES RECONCILIATION
This reconciliation includes
positions reflected in the proposed
budget amounts.

Based on direction provided by
City Council in identifying funding
priorities for Measures E/Z an
updated schedule will be
presented with the adopted
budget.

GENERAL FUND REVENUES
Description FY2026 FY2027
Property Taxes 18,628,000 19,617,500
Sales and Use Tax 11,300,000 11,600,000
Franchise Taxes 2,992,000 3,007,000
Charges for Services 2,873,730 2,873,520
Transfers In 5,640,000 6,350,000
Total 41,433,730 43,448,020
Top 5 General Fund Revenues*
*90% of Total

SALES TAX & MEASURES E/Z

GENERAL FUND EXPENDITURES

MEASURES E/Z REVENUES
Revenue FY2025-26 FY2026-27
Measure E 8,700,000 8,730,000
Measure Z 2,700,000 2,710,000
Interest Earnings 107,000 107,000
Total 11,507,000 11,547,000

MEASURES E/Z EXPENDITURES

GENERAL FUND & MEASURE E/Z

FORECASTS
General Fund
• Shows the reliance of the General Fund on
Measures E/Z revenues to maintain
programs and activities.

Measures E/Z
• Enhances transparency and tracking of the
programs and activities funded by
Measures E/Z.

Notes regarding the makeup and
assumptions for each line item are included
on each forecast.

GENERAL FUND FORECAST
FY 2023-24
ACTUAL
1 BEGINNING BALANCE 17,992,731 18,701,329 19,075,589 19,254,512 19,703,680

REVENUE
11 Transfers In-Measures E/Z 303,604 5,529,451 1721.3% 5,540,000 0.2% 6,250,000 12.8% 6,070,000 -2.9% 6,360,000 4.8% 6,270,000 -1.4% REVENUE TOTAL 41,326,159 44,855,855 8.5% 46,038,680 2.6% 48,067,970 4.4% 48,767,500 1.5% 50,098,000 2.7% 51,021,000 1.8%

EXPENDITURES
EXPENDITURE TOTAL 41,326,159 44,855,855 8.5% 45,330,082 1.1% 47,693,710 5.2% 48,588,577 1.9% 49,648,832 2.2% 50,422,000 1.6% 21 Net (Loss) - - 708,598 374,260 178,923 449,168 599,000 22 Ending Balance 18,701,329 42.1% 19,075,589 42.2% 19,254,512 40.5% 19,703,680 40.6% 20,302,680 41.0%

PROPOSED ESTIMATE ESTIMATE ESTIMATE
FY 2025-26 FY 2029-30

AMENDED PROPOSED
FY 2024-25 FY 2026-27 FY 2027-28 FY 2028-29

MEASURES E/Z FORECAST
FY 2023-24
ACTUAL
1 BEGINNING BALANCE - 1,800,000 3,000,000 4,400,000 5,650,000

REVENUE
2 Transactions & Use Tax (E) $ 8,454,822 $ 8,400,000 -0.6% $ 8,700,000 3.6% $ 8,730,000 0.3% $ 8,770,000 0.5% $ 8,800,000 0.3% $ 8,830,000 0.3% 3 Transactions & Use Tax (Z) - 700,000 0.0% $ 2,700,000 285.7% 2,710,000 0.4% 2,720,000 0.4% 2,730,000 0.4% 2,740,000 0.4% 4 Interest 212,062 101,600 -52.1% 107,000 5.3% 107,000 0.0% 108,000 0.9% 109,000 0.9% 110,000 0.9% REVENUE TOTAL $ 8,666,884 $ 9,201,600 6.2% $11,507,000 25.1% $11,547,000 0.3% $11,598,000 0.4% $11,639,000 0.4% $11,680,000 0.4%

EXPENDITURES
5 Salaries 1,108,081 1,593,355 43.8% 1,712,135 7.5% 1,827,179 6.7% 1,882,000 3.0% 1,938,000 3.0% 1,996,000 3.0% 6 Retirement 128,104 296,622 131.5% 308,396 4.0% 355,783 15.4% 366,000 2.9% 377,000 3.0% 388,000 2.9% 7 Other Benefits 233,074 372,072 59.6% 386,941 4.0% 390,895 1.0% 403,000 3.1% 415,000 3.0% 427,000 2.9% 8 Operations & Maintenance 56,026 300,683 436.7% 415,900 38.3% 415,900 0.0% 428,000 2.9% 441,000 3.0% 539,683 22.4% 9 Transfers Out-GF 303,604 5,529,451 1721.3% 5,500,000 -0.5% 6,200,000 12.7% 6,020,000 -2.9% 6,330,000 5.1% 6,240,000 -1.4% 10 Transfers Out-GUSD - 157,503 0.0% 294,500 87.0% 282,600 -4.0% 230,000 -18.6% 220,000 -4.3% 220,000 0.0% 11 Transfers Out-POB 381,195 376,085 -1.3% 370,955 -1.4% 371,865 0.2% 367,175 -1.3% 366,425 -0.2% 360,000 -1.8% 12 Transfers Out-CIP 2,629,941 287,915 -89.1% 518,173 80.0% 252,778 -51.2% 251,825 -0.4% 151,575 -39.8% 159,317 5.1% 13 Transfers Out-Pension Fund 1,577,965 172,748 -89.1% 120,000 -30.5% 150,000 25.0% 150,000 0.0% 90,000 -40.0% 90,000 0.0% 14 Transfers Out-OPEB 115 Trust 525,988 57,583 -89.1% 40,000 -30.5% 50,000 25.0% 50,000 0.0% 30,000 -40.0% 30,000 0.0% 15 Transfers Out-Internal Svc 525,988 57,583 -89.1% 40,000 -30.5% 50,000 25.0% 50,000 0.0% 30,000 -40.0% 30,000 0.0% 16 Capital Outlay/Projects 1,196,918 - -100% - 0.0% 0.0% - 0.0% 0.0% - 0.0% EXPENDITURE TOTAL $ 8,666,884 $ 9,201,600 6.2% $ 9,707,000 5.5% $10,347,000 6.6% $10,198,000 -1.4% $10,389,000 1.9% $10,480,000 0.9% 17 Net (Loss) - - 1,800,000 1,200,000 1,400,000 1,250,000 1,200,000 18 ENDING BALANCE $ 1,800,000 $ 3,000,000 $ 4,400,000 $ 5,650,000 $ 6,850,000 FY 2024-25 FY 2026-27 FY2027-28 FY2028-29 FY2029-30

PROPOSED PROJECTED PROJECTED
FY 2025-26

AMENDED PROPOSED PROJECTED

GENERAL FUND & MEASURES E/Z

CHALLENGES
• Infrastructure needs
• Economy, Shifting Federal Policies
• State and Federal Mandates
• CalPERS

MEASURES E/Z FUNDING PRIORITIES
Fund/Proposed Programs FY 2026 FY 2027 2-Year Total Description Measures E/Z
State Library eLibrary
Programs 15,000 15,300 30,300
Absorb funding for the California State Library's "eBooks for All" initiative due to the termination of a federal grant by the Institute of Museum and Library Services.

Volunteer Match Services 5,250 5,515 10,765
Potential Friends Foundation Grant Reduction: provides organized access to volunteer opportunities at the City and throughout the community. Examples include: Homeless Count, Day Trip Chaperone, Teens for Glendora, Earth Day assistance, and Library volunteers. eLibrary & Print Content for
the Public 85,000 86,700 171,700 Potential Friends Foundation Grant Reduction: Friends Foundation has indicated a reduced funding level.

Annual Pumpkin Festival take
over from Preservation
Foundation
6,000 6,000 12,000
The Preservation Foundation will not be running the Pumpkin Festival after 25 years. Over the last 4 years,the City has assisted and continues to incur costs using existing budget.

JPW Contract 50,000 50,000 100,000 Community Engagement Plan, supplemental services to implement results of communications audit.

Affordable Housing Consulting
Services 75,000 75,000 150,000
Affordable Housing Fund (228) resources have been depleted for the purchase of the Dale Property. Consulting Services needed for the development of affordable housing.

Community Impact Team:

Move to Modern Policing 103,200 180,900 284,100
FY 2026: 1 Crime Analyst, 1 Office Assistant(in budget/cost neutral) FY 2027: 1 Officer
FY 2028: 1 Officer (180,900), 1 Sergeant ($289,100)
Full Team = $828,000
Grand Total 339,450 419,415 758,865

SPECIAL REVENUE FUNDS
Highlights:
• The revenue accumulation and expenditure patterns for special revenue funds can vary significantly from year to year based on the availability of funding. • For FY 2026 and FY 2027 expected to generate $15.5 million and $32.1 million. • Increase from FY 2026 to FY 2027 is primarily due to:
• ~$18M grant for the Finkbiner Park Stormwater Capture Project. • The special revenues funds expenditures include budget for operating amounts as well as CIP. • The Gas Tax Fund is budgeted for regular operational street, sidewalk, curb/gutter, and traffic signal maintenance and repairs.

CAPITAL PROJECTS FUND
Highlights:
• Funded through transfers per the terms of the Council adopted General Fund Reserve Policy. • Total Expenditures: FY2026 $3.3 Million and FY2027 $1.6 Million. • FY2026 & FY2027 CIP expenditures include projects to improve facilities, parks, and streets.

DEBT SERVICE FUNDS
Highlights:
• Funded through transfers from various funds.
• Includes payments for portions of the 2019 Taxable Pension Obligation Bonds (2019 POBs) and the full amount of the 2013 Pinnacle Public Finance - Capital Lease (Energy Efficiency Project).

FY 2026 FY 2027
Estimated Revenues 3,492,905 3,496,405
Estimated Appropriations 3,492,905 3,496,405

ENTERPRISE FUNDS
Water Operations & Water Capital Projects
• Both Operations and Capital are inline with the adopted infrastructure assessment and rate study.

Water Funds Forecast
• Forecasts Both Operations and Capital Projects
• Groups Revenue and Expenditures By Rate Category
• The forecast follows the methodology of the adopted November 2023 infrastructure assessment and Rate Study.
• Notes regarding the makeup and assumptions for each line item are included on each forecast.

WATER OPERATIONS FORECAST
FY 2023-24
FUND 501 - OPERATIONS ACTUAL
BEGINNING BALANCE $ 7,755,600 $ 10,702,859 $ 11,780,325 $ 11,823,261 $ 11,848,028

REVENUE
1 Meter Connection 8,625,552 10,654,000 23.5% 10,970,000 3.0% 11,300,000 3.0% 11,413,000 1.0% 11,470,000 0.5% 11,527,000 0.5% 2 Consumption 8,912,559 14,163,000 58.9% 14,500,000 2.4% 14,900,000 2.8% 15,049,000 1.0% 15,124,000 0.5% 15,200,000 0.5% 3 Elevation 2,533,282 4,399,000 73.6% 3,600,000 -18.2% 3,670,000 1.9% 3,706,700 1.0% 3,744,000 1.0% 3,781,000 1.0% 4 Other Water Service Charges 335,649 239,500 -28.6% 316,675 32.2% 316,675 0.0% 316,675 0.0% 317,000 0.1% 317,000 0.0% 5 Sales to Other Water Co 39,863 50,000 25.4% 92,500 85.0% 92,500 0.0% 92,500 0.0% 92,500 0.0% 92,500 0.0% 6 Misc Revenues/Interest 944,887 284,100 -69.9% 298,000 4.9% 298,000 0.0% 298,894 0.3% 300,000 0.4% 301,000 0.3% REVENUE TOTAL 21,391,792 29,789,600 39.3% 29,777,175 0.0% 30,577,175 2.7% 30,876,769 1.0% 31,047,500 0.6% 31,218,500 0.6%

EXPENDITURES
7 Production 4,750,423 7,846,197 65.2% 5,211,165 -33.6% 5,270,823 1.1% 5,323,532 1.0% 5,376,767 1.0% 5,404,000 0.5% 8 Transmission/Distribution 2,170,793 3,503,038 61.4% 3,959,940 13.0% 4,095,428 3.4% 3,784,599 -7.6% 3,828,969 1.2% 3,867,000 1.0% 9 Elevation (Pumping Expenses) 1,442,890 1,750,000 21.3% 1,837,500 5.0% 1,837,500 0.0% 1,837,500 0.0% 1,837,500 0.0% 1,838,000 0.0% 10 Water Customer Service 1,813,858 793,322 -56.3% 775,363 -2.3% 800,564 3.3% 689,505 -13.9% 699,795 1.5% 703,000 0.5% 11 Water Administration 1,941,345 2,709,502 39.6% 3,060,362 12.9% 3,442,899 12.5% 2,475,576 -28.1% 2,660,668 7.5% 2,669,000 0.3% 12 Support 3,389,453 3,690,492 8.9% 3,478,053 -5.8% 3,664,773 5.4% 4,487,553 22.5% 4,533,407 1.0% 4,547,000 0.3% 13 Water Conservation 638,483 1,201,648 88.2% 1,251,653 4.2% 1,307,452 4.5% 1,130,667 -13.5% 1,146,630 1.4% 1,158,000 1.0% 14 Debt Service 2,441,134 2,535,145 3.9% 3,839,300 51.4% 5,971,760 55.5% 5,238,487 -12.3% 4,604,913 -12.1% 4,611,000 0.1% 15 Transfer Out - Capital Fund 3,000,000 6,000,000 100.0% 3,365,400 -43.9% 3,055,000 -9.2% 5,830,000 90.8% 6,330,000 8.6% 6,330,000 0.0% 16 Transfer Out - Energy & Others 233,081 47,533 -79.6% 51,180 7.7% 53,510 4.6% 36,414 -31.9% 4,084 -88.8% 4,000 -2.1% EXPENDITURE TOTAL 21,821,460 30,076,877 37.8% 26,829,916 -10.8% 29,499,709 10.0% 30,833,833 4.5% 31,022,733 0.6% 31,131,000 0.3% Operations Net (Loss) (429,668) (287,277) 2,947,259 1,077,466 42,936 24,767 87,500 17 ENDING BALANCE 10,702,859 45.7% 11,780,325 44.6% 11,823,261 47.4% 11,848,028 48.0% 11,935,528 48.1% FY 2027-28

PROJECTED
FY 2024-25

AMENDED PROPOSED PROJECTED
FY 2025-26 FY 2026-27 FY2029-30

PROPOSED
FY2028-29

PROJECTED

WATER CAPITAL FORECAST
FY 2023-24 FY 2024-25
FUND 502 - CAPITAL PROJECTS ACTUAL AMENDED
BEGINNING BALANCE $ 12,554,529 $ 11,641,956 $ 9,230,276 $ 2,488,761 $ 2,702,611

REVENUE
18 Transfer In - Operating Fund 3,000,000 6,000,000 100.0% 3,365,400 -43.9% 3,055,000 -9.2% 5,830,000 90.8% 6,330,000 8.6% 6,330,000 0.0% 19 Development Fees/Other 692,199 259,600 -62.5% 274,000 5.5% 274,000 0.0% 267,300 -2.4% 270,000 1.0% 271,000 0.4% 20 Infrastructure Revenue Bond - 15,000,000 0.0% - -100.0% - 0% - 0% - 0% - 0% REVENUE TOTAL 3,692,199 21,259,600 0.0% 3,639,400 -82.9% 3,329,000 -8.5% 6,097,300 83.2% 6,600,000 8.2% 6,601,000 0.0%

EXPENDITURES
21 Capital Projects 13,498,801 23,925,496 77.2% 4,551,973 -81.0% 5,740,681 26.1% 12,838,815 123.6% 6,386,150 -50.3% 5,831,110 -8.7% EXPENDITURE TOTAL 13,498,801 23,925,496 77.2% 4,551,973 -81.0% 5,740,681 26.1% 12,838,815 123.6% 6,386,150 -50.3% 5,831,110 -8.7% Capital Projects Net (Loss) (9,806,602) (2,665,896) (912,573) (2,411,681) (6,741,515) 213,850 769,890 22 ENDING BALANCE $ 11,641,956 $ 9,230,276 $ 2,488,761 $ 2,702,611 $ 3,472,501 FY 2025-26 FY 2026-27 FY 2027-28 FY2028-29 FY2029-30

PROPOSED PROPOSED PROJECTED PROJECTED PROJECTED

INTERNAL SERVICE FUNDS
Highlights:
• Provides services to other City departments
• Funded through charges to the departments
Fund
Worker’s
Comp
Liability
Insurance Technology Vehicles
Est. Beg. Balance @ July 1, 2025 $ 762,451 $ 431,034 $ 3,979,753 $ 1,808,719 Est. Revenues FY 2026 1,291,070 3,613,731 3,777,820 2,613,500 Est. Appropriations FY 2026 929,576 3,819,524 4,278,097 3,228,933 Est. End. Balance @ June 30, 2026 $ 1,123,945 $ 225,241 $ 3,479,476 $ 1,193,295 Est. Beg. Balance @ July 1, 2026 $ 1,123,945 $ 225,241 $ 3,479,476 $ 1,193,295 Est. Revenues FY 2027 1,330,690 3,742,848 3,820,383 3,048,403 Est. Appropriations FY 2027 942,144 3,831,159 4,115,955 3,183,904 Est. End. Balance @ June 30, 2027 $ 1,512,491 $ 136,930 $ 3,183,904 $ 1,118,499

SUMMARY OF PROJECTS BY TYPE
FY2025-26: $14,900,500 FY2026-27: $29,393,265

CAPITAL IMPROVEMENT PROJECTS

SUMMARY OF PROJECTS BY FUND
Fund FY 2025/26 FY 2026/27
211-Park & Rec Development 300,000 -
232-Prop C Transit - 1,093,935
233-Measure R Transpt. 2009 904,467 533,318
234-Measure M 1,620,150 670,125
240 Measure A-Parks 700,000 -
250-Measure W 200,000 17,217,018
251-Stormwater Investment - -
256-Road Maintenance Repair 721,933 705,500
257-Surface Trans. Prog-Stlp - -
280-Grants 3,497,506 3,162,744
285-Community Dev Block Grant 381,800 -
291-Highwy Safety Improv Grnt - -
292-Highway Bridge Repl Prog - -
301-Capital Projects 2,794,294 1,060,250
502-Water Capital Projects 3,780,350 4,950,375
Grand Total 14,900,500 29,393,265

DEPARTMENT

PRESENTATIONS

LEGISLATIVE

CITY COUNCIL

CITY ATTORNEY
• City Council
• Legislative Authority
• Budget and Financial Oversight
• Strategic Leadership and Policy Direction
• Oversight of City Manager and City Attorney
• Community Representation and Engagement
• Intergovernmental and Regional Collaboration
• City Attorney
• Legal advisor to City
• Drafts and reviews legal documents
• Litigation Management
• Code enforcement and prosecution
• Risk Mitigation and Liability Management
• Training and Education

DEPARTMENT FUNCTIONS

EXPENDITURES BY DEPARTMENT
Department FY 2025/26 FY 2026/27
City Council 265,006 265,280
City Attorney 623,000 623,000
Grand Total 888,006 888,280
• Oversight and Progress Monitoring
• Receive quarterly updates on the implementation status of the 2025-2027 Strategic Plan • Strategic Plan Refinement
• Collaborate with the City Manger to review and adjust Strategic Plan outcomes, actions and performance indicators as necessary, based on changing needs, conditions, or emerging priorities
• Policy Leadership and Community Engagement
• Provide continued policy direction to guide implementation of strategic priorities • Engage in community conversations and public forums related to major strategic initiatives to ensure alignment with resident needs and values
• Focus Areas for Engagement and Decision-Making
• Actively participate in key strategic discussions and decisions related to:
• Employee labor negotiations and compensation
• Utilization and oversight of Measure E/Z Funding
• Planning and funding for City capital projects and facility improvements • Development and implementation of homelessness solutions

SUMMARY OF KEY OBJECTIVES/

STRATEGIC PLANNING ITEMS

CITY MANAGER
• City Manager
• Provides executive leadership and policy implementation • Coordinates Citywide strategic planning and organizational management
• Supports City Council operations and intergovernmental affairs • Oversees public information and community engagement

DEPARTMENT FUNCTIONS

EXPENDITURES BY DEPARTMENT
Department FY 2025/26 FY 2026/27
City Manager 1,368,983 1,437,046
Grand Total 1,368,983 1,437,046

AUTHORIZED POSITIONS
CITY MANAGER FY2025 FY2026 FY2027
Full-Time Positions
CITY MANAGER 1.00 1.00 1.00
ASSISTANT CITY MANAGER 1.00 1.00 1.00
DEPUTY CITY MANAGER 1.00 1.00 1.00
EXECUTIVE ASSISTANT 1.00 1.00 1.00
Total Full-Time 4.00 4.00 4.00
Total Department 4.00 4.00 4.00
• Economic Development and Workforce Recruitment
• Collaborate to hire a qualified Housing and Economic Development Manager • Serve as the City Council liaison to actively support and promote Chamber-led economic development initiatives
• Strategic Communication and Community Engagement
• Participate in a communication audit to support the development of a comprehensive communication plan for internal and external shareholders
• Engage a polling firm to gather community feedback for the South Hills Wilderness area • Facilities and Capital Planning
• Support City Council in developing a funding methodology for facility upgrades by leading a work session
• Lead feasibility evaluation of new construction vs. Renovation of existing city facilities, and present findings aligned with the Civic Center Master Plan
• Mobility and Infrastructure Projects
• Coordinate with project stakeholders on funding and public outreach for the People Movement Project • Labor Relations and Organizational Development
• Oversee MOU negotiations
• Advance succession planning efforts

SUMMARY OF KEY OBJECTIVES/

STRATEGIC PLANNING ITEMS

ADMINISTRATIVE SERVICES
The functions listed below are representative of the functions provided internally to employees and externally to residents and businesses.

DEPARTMENT FUNCTIONS
Finance Department Risk Management Human Resources
• Budget• Insurance Procurement• Employee & Labor Relations • Treasury Management• Workplace Safety• Employee Services • Accounting/Payroll• Risk/Loss Prevention • Benefits Administration • Utility Billing• Claims Administration • Employee Development • Business License• Contract Compliance• Workers’ Compensation • Cashiering/Customer Service
• Debt Management
• Procurement

EXPENDITURES BY DEPARTMENT/DIVISION
Department/Division FY 2025/26 FY 2026/27
Finance Department 1,989,337 2,087,009
Human Resources 994,682 1,036,157
Risk Management 4,447,537 4,455,054
Grand Total 7,431,557 7,578,220

AUTHORIZED POSITIONS
ADMINISTRATIVE SERVICES FY2025 FY2026 FY2027
Full-Time Positions

ADMINISTRATIVE SERVICES DIRECTOR/CITY TREASURER - - -
FINANCE DIRECTOR/CITY TREASURER 1.00 1.00 1.00
ASSISTANT DIRECTOR-FINANCE 1.00 1.00 1.00

ACCOUNTING MANAGER - - -
ACCOUNTING SUPERVISOR 1.00 1.00 1.00
PAYROLL SUPERVISOR 1.00 1.00 1.00
OFFICE COORDINATOR 1.00 1.00 1.00
SENIOR ACCOUNTANT 2.00 2.00 2.00
PAYROLL ACCOUNTANT 1.00 1.00 1.00
SENIOR ACCOUNTING TECHNICIAN 2.00 2.00 2.00
ACCOUNTING TECHNICIAN 2.00 2.00 2.00

PURCHASING COORDINATOR - - -
ASSISTANT DIRECTOR-HUMAN RESOURCES 1.00 1.00 1.00
SENIOR HUMAN RESOURCES ANALYST 1.00 1.00 1.00
HUMAN RESOURCES ANALYST 1.00 1.00 1.00
HUMAN RESOURCES TECHNICIAN 2.00 2.00 2.00
Total Full-Time 17.00 17.00 17.00
Part-Time Positions
PT RISK MGMT ADMINISTRATOR - 0.50 0.50
Total Part-Time - 0.50 0.50
Total Department 17.00 17.50 17.50

FINANCE DEPARTMENT

HUMAN RESOURCES
• Includes proposed addition of PartTime Risk Management Administrator • Finalize Implementation ERP system components.
• New Utility Billing System Go Live, provide continued public education. • Open Finance Go Live, Financial Transparency Website for the Citizens and Public. • Capital Project Explorer Go Live, Public Transparency Website providing information for communities impacted by active projects.
• Strengthen City operations through investment in staff and technology improvements. • Update of the Personnel Rules and Regulations.
• Assess Service delivery and employee total compensation package. • Labor Negotiations.
• Review of Hours of Operation.
• Formalize the Human Resources Life Cycle.
• Develop an Employee Handbook.
• Establish a formal employee orientation/on-boarding process. • Develop a Succession Plan to identify existing staff for additional development. • Establish a Leadership Academy

SUMMARY OF KEY OBJECTIVES/

STRATEGIC PLANNING ITEMS

CITY CLERK
Provides professional and municipal services within the municipal government upon which the City Council, all City departments, and the general public rely for information regarding the operations and legislative history
• Legislative and Meeting Administration
• Records Management
• Municipal Elections
• Governance and Compliance
• Communication and Public Engagement
• Public Information and Media
• Marketing and Brand Standards
• Passport Services

DEPARTMENT FUNCTIONS

EXPENDITURES BY DIVISION
Division FY 2025/26 FY 2026/27
City Clerk 740,538 770,287
Municipal Elections 11,400 90,400
Public Information & Media 598,083 633,304
Passport Services 63,430 70,604
Grand Total 1,413,450 1,564,595

AUTHORIZED POSITIONS
CITY CLERK FY2025 FY2026 FY2027
Full-Time Positions
CITY CLERK/COMMUNICATIONS DIRECTOR 1.00 1.00 1.00
DEPUTY CITY CLERK/ RECORDS MANAGER 1.00 1.00 1.00
CITY CLERK SPECIALIST 1.00 1.00 1.00
SENIOR OFFICE ASSISTANT 1.00 1.00 1.00
SENIOR DIGITAL MEDIA SPECIALIST 3.00 3.00 3.00
Total Full-Time 7.00 7.00 7.00
Total Department 7.00 7.00 7.00
• Create a Communications Strategic Plan and Build Trusting Relationships • Increase access to information with implementation of usable digital services and centralized records.
• Strengthen outreach and engagement activities and opportunities • Continue transition to digital government services

SUMMARY OF KEY OBJECTIVES/

STRATEGIC PLANNING ITEMS

INFORMATION TECHNOLOGY
• Support the city's technical infrastructure including, desktops, networks, servers, security, phones and mobile devices.
• Ensure that technology systems are functioning properly and provide technical support to city employees and departments
• Create the foundation for the City's GIS functionality. • Manage cybersecurity and data privacy to protect the city's system from cyber threats.
• Implement new technologies to improve city services and enhance efficiency and effectiveness.

DEPARTMENT FUNCTIONS

EXPENDITURES BY DEPARTMENT
Department FY 2025/26 FY 2026/27
Information Systems 3,657,713 3,462,895
Grand Total 3,657,713 3,462,895

AUTHORIZED POSITIONS
INFORMATION TECHNOLOGY FY2025 FY2026 FY2027
Full-Time Positions
INFORMATION TECHNOLOGY DIRECTOR 1.00 1.00 1.00
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00
INFORMATION TECHNOLOGY PROJECT MANAGER 2.00 2.00 2.00
Total Full-Time 4.00 4.00 4.00
Total Department 4.00 4.00 4.00
• Deliver more City Services using technology
• Develop a framework for data utilization for decision-making (SMART City) • Increase the number of GIS layers and applications
• Continued implementation of software suite for Financials, Human Resources, Permitting and Asset Management.

SUMMARY OF KEY OBJECTIVES/

STRATEGIC PLANNING ITEMS
POLICE
Provide professional law enforcement and public safety services to the community accomplished through a variety of divisions:
• Administration – Analyzes the department’s response to crime and implements improvements, updates policies and procedures, manages the police budget, and monitors employee performance. Provides overall leadership of the department.
• Patrol – The most highly visible division of the department, with the primary mission to ensure the safety and security of the community. • Dispatch – Serves as the primary Public Safety Answering Point (PSAP) for all emergency (9-1-1) and non-emergency calls and is responsible for dispatching police and other services within the community.

DEPARTMENT FUNCTIONS
• Investigations – Conducts follow-up on criminal cases initiated by the Patrol division, liaises with the Los Angeles County District Attorney’s Office to file criminal and traffic complaints, and ensures the chain of custody for property and evidence collected.
• Traffic – Improves traffic safety utilizing education, enforcement, and a partnership with the City traffic engineers to reduce traffic collisions. • Community Impact & Relations – Coordinates and organizes community relations programs and events. This division includes School Resource Officers who ensure campus safety and mentor students and Community Impact Team officers, who focus on outreach and enforcement among the unsheltered population.

DEPARTMENT FUNCTIONS
• Records – Processes and stores all police reports and supporting documentation.
• Jail – Receives, processes, and houses un-sentenced prisoners prior to their arraignment or transfer to another facility.
• Community Preservation – Enforces health and safety regulations and ensures compliance with zoning, municipal, and building codes to maintain quality of life.

DEPARTMENT FUNCTIONS

EXPENDITURES BY DIVISION
Division FY 2025/26 FY 2026/27
Police Administration 8,465,892 8,968,830
Patrol 10,345,846 11,114,732
Dispatch 1,446,006 1,538,122
Investigation 2,856,830 3,014,516
Traffic Control 710,942 754,087
Community Impact/Relations 937,034 999,955
Police Records 651,493 696,453
Jail 548,628 579,772
Community Preservation 740,863 768,195
Grand Total 26,703,534 28,434,662

AUTHORIZED POSITIONS
PUBLIC SAFETY FY2025 FY2026 FY2027
Full-Time Positions
POLICE CHIEF 1.00 1.00 1.00
POLICE CAPTAIN 2.00 2.00 2.00
POLICE LIEUTENANT 5.00 5.00 5.00
POLICE SERGEANT 5.00 5.00 5.00
POLICE CORPORAL 6.00 6.00 6.00
POLICE OFFICER 39.00 39.00 39.00
OFFICE COORDINATOR 1.00 1.00 1.00
BUSINESS SERVICES MANAGER 1.00 1.00 1.00
DISPATCH SUPERVISOR 1.00 1.00 1.00
POLICE DISPATCHER II 3.00 3.00 3.00
POLICE DISPATCHER I 8.00 8.00 8.00
SUPPORT SERVICES SUPERVISOR 1.00 1.00 1.00
SENIOR COMMUNITY SERVICES OFFICER 1.00 1.00 1.00
COMMUNITY PRESERVATION OFFICER 2.00 2.00 2.00
COMMUNITY SERVICES OFFICER 5.00 4.00 4.00
COURT LIAISON OFFICER 1.00 1.00 1.00
JAILER 5.00 5.00 5.00
POLICE RECORDS SUPERVISOR 1.00 1.00 1.00
POLICE RECORDS SPECIALIST 4.00 4.00 4.00
PROPERTY & EVIDENCE TECHICIAN 1.00 1.00 1.00
OFFICE ASSISTANT - 1.00 1.00
CRIME ANALYST - 1.00 1.00
Total Full-Time 93.00 94.00 94.00
Part-Time Positions
PT COMMUNITY SERVICES OFFICER 0.50 0.50 0.50
PT POLICE CADET 3.75 3.75 3.75
PT POLICE DISPATCHER I 0.50 0.50 0.50
PT POLICE OFFICER 1.35 1.35 1.35
PT RESERVE POLICE OFFICER 0.30 0.30 0.30
Total Part-Time 6.40 6.40 6.40
Total Department 99.40 100.40 100.40
• Includes the following proposed position
changes:
• Reclass of Community Services Officer
reclass to Office Assistant; and
• Crime Analyst, a new position request
from Measures E/Z
• Does not include CIT request funded from
Measures E/Z.
• Administration: Conduct a department-wide Team Building Workshop to establish strategic and long-term goals for the Police Department.
• Investigations: Create a reimagined Community Impact Team to address areas of community concern, including traffic safety, a targeted response to violent and property crimes, and enhanced solutions to problems associated with the unhoused population of the community.
• Community Impact & Relations: Send CIT members to Crime Prevention through Environmental Design training, which will provide the team with crime prevention strategies for parks, schools, buildings, and residential developments.

SUMMARY OF KEY OBJECTIVES/

STRATEGIC PLANNING ITEMS
• Patrol: Incorporate crime prevention through environmental design in day-to-day patrol operations, to include parks, schools, buildings, and residential areas with the goal of preventing crime and reducing law enforcement calls for service. • Dispatch: Implement the migration from the current analog phone system to a cloud-based Next Generation 9-1-1 call taking system.
• Community Preservation: Streamline enforcement process by utilizing technology and automation to improve efficiency in case management, inspections, and reporting.

SUMMARY OF KEY OBJECTIVES/

STRATEGIC PLANNING ITEMS
• Personnel
• Community Impact Team: Modern Policing
• FY 2026: 1 Crime Analyst, 1 Office Assistant(in budget/cost neutral) • Crime Analyst (103,200) is a new position request from Measures E/Z funding.
• ~$20K offset by reduction in contract services.
• Office Assistant is a reclass of currently vacant Community Services Officer. • FY 2027: 1 Officer (180,900)
• Phased approach due to experience needed for special assignments relative to current officer availability and vacancies.
• FY 2028: 1 Officer (180,900), 1 Sergeant ($289,100)
• Final phase includes bringing on a Sergeant to supervise the team. • Full Request = $828,000
ITEMS OF NOTE FY26 & FY27

COMMUNITY DEVELOPMENT
• Provides services for long-range land planning, land development, economic development, and affordable housing
• Planning – long-range planning, zoning review, CEQA
• Building – building permits, plan review, inspection services • Engineering (Land Development) - development review and permitting • Housing and Economic Development – affordable housing, CDBG, business attraction/development, real estate, Business Improvement District

DEPARTMENT FUNCTIONS

EXPENDITURES BY DIVISION
Division FY 2025/26 FY 2026/27
Planning Administration 2,409,434 1,505,977
Building 1,336,326 1,396,466
Economic Development 784,486 803,595
CDBG Genl Admin 62,825 —
Glendora Bus Improvement 45,000 45,000
Housing Authority 129,182 135,512
Successor Agency 145,134 149,282
Planning Administration 2,409,434 1,505,977
Grand Total 4,912,386 4,035,833

AUTHORIZED POSITIONS
COMMUNITY DEVELOPMENT FY2025 FY2026 FY2027
Full-Time Positions
COMMUNITY DEVELOPMENT DIRECTOR 1.00 1.00 1.00
CITY PLANNER 1.00 1.00 1.00
ECONOMIC DEVELOPMENT & HOUSING MANAGER 1.00 1.00 1.00
ASSISTANT COMMUNITY DEVELOPMENT DIRECTOR - 1.00 1.00
BUILDING OFFICIAL 1.00 1.00 1.00
PRINCIPAL CIVIL ENGINEER 1.00 1.00 1.00
PRINCIPAL PLANNER 1.00 1.00 1.00
SENIOR PLANNER 1.00 1.00 1.00
ASSISTANT PLANNER 2.00 2.00 2.00
ASSISTANT BUILDING OFFICIAL - 1.00 1.00
PLANS EXAMINER 1.00 - -
BUILDING INSPECTOR 2.00 2.00 2.00
BUILDING TECHNICIAN 2.00 2.00 2.00
TRANSPORATION MANAGER 1.00 - -
MANAGEMENT ANALYST 3.00 2.00 2.00

PLANNING TECHNICIAN - - -
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00
Total Full-Time 19.00 18.00 18.00
Part-Time Positions
PT BUILDING INSPECTOR 0.20 - -
Total Part-Time 0.20 - -
Total Department 19.20 18.00 18.00
• Includes the following propose position
changes:
• Reclass of vacant positions, Transportation
Manager and Transportation Management
Analyst, to Assistant Director position.
• Reclass of vacant Plans Examiner position
to Assistant Building Official.
• Implement Economic Development Action Plan
• Affordable Housing (Dale Site, San Jose/Woodland, Arrow Hwy) • Station Area Vision Plan
• Objective Design Guidelines
• General Plan Update
• Permitting & Land Management System
• Annexation of unincorporated areas

SUMMARY OF KEY OBJECTIVES/

STRATEGIC PLANNING ITEMS
• Contract Services
• Wildan & CSG contracts (Building & Safety, Planning)
• JMDiaz contract (Engineering Land Development)
• General Plan, Design Guidelines, Annexation (Planning) • Economic Development Action Plan (Economic Development) • Projects
• General Plan - Comprehensive Update
• Dale, San Jose/Woodland, Arrow Hwy Housing Development • Annexation of unincorporated areas
• Personnel
• Reclass – Plans Examiner to Assistant Building Official • Reclass – Transportation Manager and Transportation Management Analyst to Assistant Director
ITEMS OF NOTE FY26 & FY27

PUBLIC WORKS
• The Public Works Department is responsible for a range of responsibilities related to public infrastructure:

DEPARTMENT FUNCTIONS
• Administration
• Engineering
• Environmental Services
• Facility Maintenance
• Fleet
• Park and Landscape
Maintenance
• Street Maintenance
• Tree Maintenance
• Water
• Administration
• Conservation
• Customer
Service
• Distribution
• Production

EXPENDITURES BY DIVISION
Division FY 2025/26 FY 2026/27
Public Works Admin 1,635,142 1,538,902
Environmental Services 401,112 415,849
Streets 3,173,869 3,287,580
Fleet Management 3,135,960 3,027,133
Engineering 1,887,383 1,941,030
Facilities Maintenance 1,536,410 1,627,020
NPDES 683,170 698,160
Parks, Trees & Landscape 3,208,722 3,274,236
Water Administration 3,060,362 3,442,899
Water Customer Service 775,363 800,564
Water Conservation 1,251,653 1,307,452
Transmission/ Distribution 3,959,940 4,095,428
Production 7,048,665 7,108,323
Grand Total 31,757,751 32,564,576

AUTHORIZED POSITIONS
PUBLIC WORKS FY2025 FY2026 FY2027
Full-Time Positions
PUBLIC WORKS DIRECTOR 1.00 1.00 1.00
ASSISTANT PUBLIC WORKS DIRECTOR-OPERATIONS 1.00 1.00 1.00 BUSINESS SERVICES MANAGER 1.00 1.00 1.00
OFFICE COORDINATOR - 1.00 1.00
PRINCIPAL CIVIL ENGINEER 1.00 1.00 1.00
CIVIL ENGINEERING ASSISTANT 3.00 2.00 2.00
CONSTRUCTION INSPECTOR 2.00 2.00 2.00
EQUIPMENT MAINTENANCE SUPERVISOR 1.00 1.00 1.00
FACILITIES MAINTENANCE SUPERVISOR 1.00 1.00 1.00
PUBLIC WORKS MAINTENANCE & OPERATIONS SUPERVISOR 2.00 1.00 1.00 PARKS & LANDSCAPE CONTRACT SUPERVISOR - 1.00 1.00
MANAGEMENT ANALYST 2.00 1.00 1.00
SENIOR MAINTENANCE WORKER 1.00 1.00 1.00
MAINTENANCE LEAD WORKER 5.00 5.00 5.00
MAINTENANCE WORKER 7.00 7.00 7.00
MECHANIC 2.00 2.00 2.00
OFFICE ASSISTANT 1.00 1.00 1.00
REGISTERED ASSOCIATE CIVIL ENGINEER 2.00 - -
CITY ARBORIST 1.00 - -

OPERATIONS
ASSISTANT PUBLIC WORKS DIRECTOR-WATER 1.00 1.00 1.00
ADMINISTRATIVE ASSISTANT 2.00 1.00 1.00
WATER DIVISION MANAGER 2.00 2.00 2.00
WATER PRODUCTION SUPERVISOR 1.00 1.00 1.00
WATER PRODUCTION LEAD OPERATOR 1.00 1.00 1.00
WATER PRODUCTION OPERATOR II 5.00 5.00 5.00
WATER UTILITY SUPERVISOR 2.00 2.00 2.00
WATER UTILITY LEADWORKER 3.00 3.00 3.00
WATER UTILITY WORKER II 12.00 12.00 12.00
SENIOR MANAGEMENT ANALYST 2.00 2.00 2.00
MANAGEMENT AIDE 1.00 1.00 1.00
SENIOR OFFICE ASSISTANT 1.00 1.00 1.00
WATER CONSERVATION OFFICER 2.00 2.00 2.00
Total Full-Time 69.00 64.00 64.00
Part-Time Positions

PT WATER CONSERVATION OFFICER - - -
Total Part-Time - - -
Total Department 69.00 64.00 64.00
WATER • Reflects the proposed reduction of vacant engineering positions in relation to use of contracted services to meet program demands.
• Conduct a Way-Finding Assessment
• Traffic Signal Modernization
• Grind, Overlay and Slurry Seal Annual Program
• Sidewalk Improvement Annual Program
• Glendora Ave. Water and Street Improvements (Design)
• Colorado Water and Street Improvements
• Cypress Water and Street Improvements

SUMMARY OF KEY OBJECTIVES/

STRATEGIC PLANNING ITEMS
• Water Infrastructure
• Street Repairs
• Traffic Signal Modernization
• Assessments (way-finding, ADA transition, etc.)
ITEMS OF NOTE FY26 & FY27

LIBRARY
• Enriches the community by connecting people to the world of ideas, information, and imagination, to support their work, education, personal growth, and enjoyment.

DEPARTMENT FUNCTIONS
• Programs on site & in community
• Information assistance & instruction
• Public content, materials, & resources
• Community volunteering opportunities
• Community event & facility support
• Community partnership development
• Customer account management
• Development of Foundation relationship
• Administration
• All supporting a world of ideas that is:
• Nearby
• Lifelong
• Accessible
• Organized
• Enduring
• Contextual
• Valued
• Sustainable

EXPENDITURES BY DIVISION
Division FY 2025/26 FY 2026/27
Library Administration 930,364 960,140
Circulation & Tech Services 569,028 630,658
Youth Services 382,228 404,454
Adult Services 810,897 862,797
Development 53,747 56,074
Grand Total 2,746,266 2,914,123

AUTHORIZED POSITIONS
Library FY2025 FY2026 FY2027
Full-Time Positions
LIBRARY DIRECTOR 1.00 1.00 1.00
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00
LIBRARY SERVICES MANAGER 2.00 2.00 2.00
SENIOR MANAGEMENT ANALYST 1.00 1.00 1.00
LIBRARIAN II 2.00 2.00 2.00
LIBRARIAN I 1.00 1.00 1.00
SENIOR LIBRARY TECHNICIAN 2.00 2.00 2.00
LIBRARY TECHNICIAN 2.00 2.00 2.00
Total Full-Time 12.00 12.00 12.00
Part-Time Positions
PT LIBRARIAN II 0.65 0.65 0.65
PT LIBRARIAN I 0.50 0.50 0.50
PT LIBRARY AIDE V 1.00 1.00 1.00
PT LIBRARY AIDE III 2.25 2.25 2.25
PT LIBRARY AIDE II 1.90 1.90 1.90
PT LIBRARY AIDE I 2.00 2.00 2.00
Total Part-Time 8.30 8.30 8.30
Total Department 20.30 20.30 20.30
• Assist with: Homeless services ecosystem; communication planning; staff compensation, orientation, succession planning
• Accessible/enhanced City services:
• Strengthen school partnerships for State-mandated library card access • Increase community access to staff by pre-processing materials • 24/7 online access to historic Glendora-specific information • Give back to the community: Access to volunteer opportunities through VolunteerMatch • New or revitalized Civic Center – new/remodel determinations, impact plans • Facility/space assessments & plans for service delivery • Liaising with Friends Foundation as funding methodologies are determined

SUMMARY OF KEY OBJECTIVES/

STRATEGIC PLANNING ITEMS
ITEMS OF NOTE FY26 & FY27
• Shown: Continuing emphasis on leadership development and communications/PR • Awaiting:
• Trickle-down effects of federal cuts and state funding • Economy's impact on Friends Foundation – figures listed are placeholders • Biggest ticket: Library building/headquarters
• In midyear/mid-cycle, possible proposals to prepare for coming closure • Still needed: quick, topical, & statistically significant community feedback

RECREATION & HUMAN SERVICES
The Recreation and Human Services Department is dedicated to promoting community and enhancing the quality of life for all Glendora citizens through its programs, services, and events by creating positive memorable experiences. The department has five divisions: Administration, Human Services, Recreation, Homelessness, Transportation, and Teen Center

DEPARTMENT FUNCTIONS
• Outreach to Individuals Experiencing
Homelessness
• Provide for Senior Population
• Community Engagement
• Facility & Picnic Rentals
• Youth Sports Liaison
• Teen Activities
• Grant Applications
• Recreation Classes
• Special Events
• Dial-A-Ride & Community Shuttle Services

EXPENDITURES BY DIVISION
Division FY 2025/26 FY 2026/27
Recreation & Human Srvs Admin 1,013,297 1,061,000
Recreation 1,130,438 1,161,286
Human Services 451,437 481,959
Teen Center 774,682 841,203
Homelessness 693,337 717,365
Public Transit 1,499,947 1,514,110
Grand Total 5,563,138 5,776,923

AUTHORIZED POSITIONS
• Reflects the following proposed
items:
• Requests recognizing actual
part-time hours worked by
Recreation Specialists and Aides.
• Request to bring in-house the
Dance Instructor as a part-time
Recreation Specialist.

RECREATION FY2025 FY2026 FY2027
Full-Time Positions
RECREATION & HUMAN SERVICES DIRECTOR 1.00 1.00 1.00
OFFICE COORDINATOR 1.00 1.00 1.00
HUMAN SERVICES SUPERINTENDENT 1.00 1.00 1.00
HUMAN SERVICES & OUTREACH COORDINATOR 1.00 1.00 1.00
MANAGEMENT ANALYST 1.00 1.00 1.00
RECREATION SUPERINTENDENT 1.00 1.00 1.00
RECREATION SUPERVISOR 2.00 2.00 2.00
COMMUNITY SERVICES COORDINATOR 2.00 2.00 2.00
OFFICE ASSISTANT 1.00 1.00 1.00
SENIOR OFFICE ASSISTANT 1.00 1.00 1.00

ADMINISTRATIVE ASSISTANT - - -
Total Full-Time 12.00 12.00 12.00
Part-Time Positions

PT OFFICE AIDE IV - - -
PT OFFICE AIDE IV TEEN 0.75 0.75 0.75
PT RECREATION LEADER 2.00 2.00 2.00
PT ASSISTANT RECREATION LEADER 0.65 0.65 0.65
PT RECREATION SPECIALIST II 2.40 3.15 3.15
PT RECREATION AIDE 10.00 10.25 10.25
PT MAINTENANCE AIDE I 0.55 0.50 0.50
PT MAINTENANCE AIDE II 1.40 1.50 1.50
Total Part-Time 17.75 18.80 18.80
Total Department 29.75 30.80 30.80
• Develop South Hills Wilderness Area
• A complete eco-system to support the homeless population and improve access to support tools
• Completion of Parks Master Plan

SUMMARY OF KEY OBJECTIVES/

STRATEGIC PLANNING ITEMS
ITEMS OF NOTE FY26 & FY27
• Personnel
• PT Recreation Specialist – Dance Instructor
• Transportation Division
• Capital Improvement Program
• South Hills Bike Park
• Shade Structure Picnic Site at Gladstone Park
• American Legion Building Restroom Remodel
• Scout Hut Improvements
• Parks and Trails Master Plan

NEXT STEPS
June 10th – presentation at regular council meeting
• Budget Adoption
RECOMMENDATIONS:

1. CONDUCT PRESENTATION AND DISCUSSION OF THE PROPOSED TWO-YEAR BUDGET FOR FISCAL YEARS FY 2025-26 AND FY 2026-27; AND

2. PROVIDE DIRECTION ON HOW TO UTILIZE MEASURE E/Z FUNDING FOR DEPARTMENT RECOMMENDATIONS AND REQUESTS; AND

3. PROVIDE DIRECTION FOR A REQUEST FROM THE GLENDORA UNIFIED SCHOOL DISTRICT (GUSD) FOR POOL IMPROVEMENTS AT GLENDORA HIGH SCHOOL IN THE AMOUNT OF $900,000.

JPW Contract 50,000 50,000 100,000 Community Engagement Plan, supplemental services to implement results of communications audit.

Community Impact Team:

GUSD POOL INVESTMENT
Option 1 (Recommended)
Direct staff to designate end of year General Fund surplus towards the GUSD pool project in the amount of $450,000 over two years beginning in FY 2024-25. In the event there is not enough surplus to fund the project over two years, then staff will fund the request over three years, through FY 2026-

27. For example, the table below illustrates possible funding scenarios:

Scenario A (over 2 years) Scenario B: (over 2-3 years,
no year exceeding $450,000)
June 30, 2025: $450,000 June 30, 2025: $300,000
June 30, 2026: $450,000 June 30, 2026: $300,000
June 30, 2027: $300,000
Option 2
Direct staff to budget $900,000 in the Capital Improvement Fund over two years ($450,000/year) in the FY 2025-2027 Operating and CIP Budget. The impact of this option reduces funding for other City Council program priorities identified in the 2025-2027 Strategic Plan.

Glendora City CouncilJune 3, 2025

Glendora City Council
June 3, 2025