David Fredendall, Mayor, District 2
Michael Allawos, Mayor Pro Tem, District 1
Karen Davis, Council Member, District 4
Shaunna Elias, Council Member, District 3
Mendell Thompson, Council Member, District 5
CITY COUNCIL, SUCCESSOR AGENCY AND HOUSING AUTHORITY
5:00 PM CLOSED SESSION
7:00 PM GENERAL SESSION
Tuesday, September 23, 2025, 5:00 PM
City Hall Council Chamber
116 E. Foothill Boulevard, Glendora
AGENDA
CALL TO ORDER
ROLL CALL
CLOSED SESSION
1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS A closed session will be held, pursuant to Government Code § 54956.8, to enable the City Council to consider negotiations with Glendora Preservation Foundation, and give direction to its negotiator(s) City Manager Adam Raymond, City Attorney Danny Aleshire, Assistant City Manager Moises Lopez, and Community Development Director Jeff Kugel, regarding certain real property located at 725 E. Mauna Loa Avenue, APN 8644-027-906. The City’s real property negotiators will seek direction from the City Council regarding the use of the property and terms for negotiation.
2. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION A closed session will be held, pursuant to Government Code § 54956.9 (d)(1), to confer with legal counsel regarding pending litigation to which the City is a party. The title of such litigation matters are as follows: Dana Joseph Sukarieh v.
City of Glendora, Los Angeles Superior Court Case Number 24PSCV03167; Diane M. Bularz, Ron F.
Bularz v. City of Glendora, et al., Los Angeles Superior Court Case Number 24PSCV02188; Brandon Perucho v. City of Glendora, Los Angeles Superior Court Case Number 24PSCV02539.
INVOCATION AND PLEDGE OF ALLEGIANCE
In permitting a nonsectarian invocation, the City does not intend to proselytize, advance, or disparage any faith or belief. Neither the City nor the City Council endorses any particular belief or form of invocation.
REORDERING OF AND ADDITIONS TO THE AGENDA
PUBLIC COMMENT
The City of Glendora encourages community participation at its public meetings. Speakers are limited to three minutes, and time may not be shared or transferred. A total of 30 minutes is reserved for public comment, which may be extended by majority vote of the legislative body. At regular meetings, comments may address both agenda and non-agenda items during the Public Comment portion, with additional opportunities to speak provided during Public Hearings. At special meetings, public comment is limited to agenda items. Residents may participate in person or submit comments by email, phone, mail, or other available methods. Participation options may be adjusted if a State of Emergency, Health Order, or Executive Order limits in-person attendance. For more information, see the Guide to Public Meetings and Participating in Public Meetings on the City’s website at www.cityofglendora.gov/citymeetings.
3. Public Comments Received
MEMBER STATEMENTS/REPORTS
CITY MANAGER AND CITY ATTORNEY STATEMENTS
CONSENT CALENDAR
Items on the Consent Calendar will be enacted by one motion without individual discussion. There will be no separate discussion of these items unless a member of the governing body requests specific item(s) be removed from the Consent Calendar for separate action. Items removed from the Consent Calendar will be considered after the Consent Calendar is approved. Anyone wishing to address a Consent Calendar item should do so during the Public Comment Period.
4. Affirm minutes from the September 9, 2025 meeting
Recommended Action for the City Council, Successor Agency and Housing Authority:
— 1. Affirm minutes as presented.
5. City of Glendora and Glendora Successor Agency Investment Report for August 2025 Recommended Action for the City Council and Successor Agency:
— 1. Receive and file the Monthly Investment Activity Report for August 2025.
6. Consolidated Annual Performance and Evaluation Report (CAPER) for the 2024-2025 Community Development Block Grant (CDBG) Program
Recommended Action for the City Council:
— 1. Approve the submittal of the City of Glendora's FY 2024–2025 Consolidated Annual Performance and Evaluation Report (CAPER) to the U.S. Department of Housing and Urban Development (HUD); and — 2. Authorize the City Manager to submit the report to HUD.
UNFINISHED BUSINESS
7. Update on Addressing Homelessness
Recommended Action for the City Council:
— 1. Receive an update on services provided and efforts undertaken to assist individuals experiencing homelessness in the City.
NEW BUSINESS
8. Presentation of Cost Allocation Plan and User Fee Study Results and Scheduling of the Required Public Hearing
Recommended Action for the City Council:
— 1. Receive the Cost Allocation Plan and User Fee Study prepared by Matrix Consulting Group; and — 2. Provide direction to staff on proceeding with a public hearing to consider adoption of updated user fees.
MEMBER/STAFF CLOSING COMMENTS
ADJOURNMENT
Date Posted: September 19, 2025 01:42 pm
STAFF REPORT
TO: Mayor and Council Members DATE: September 23, 2025
FROM: City Clerk DISTRICT(S): Not Applicable
SUBJECT: Affirm minutes from the September 9, 2025 meeting
RECOMMENDATION
That the City Council, Successor Agency and Housing Authority:
1. Affirm minutes as presented.
STRATEGIC FOCUS AREAS
Not Applicable
EXECUTIVE SUMMARY
This staff report requests affirmation of the minutes from previous meetings. The minutes have been prepared and reviewed in accordance with city procedures and transparency requirements. Affirming these minutes ensures the accuracy and integrity of the official record. Staff recommends approval to maintain proper documentation and compliance with meeting protocols.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
Not Applicable
DISCUSSION
Pursuant to the City's standard practices and the Brown Act, meeting action minutes are reviewed and affirmed by the legislative body to ensure transparency and accuracy in government proceedings. The action minutes for the September 9, 2025 meeting was compiled based on staff notes and official recordings. No requests for revisions or amendments have been received to date.
By affirming minutes, the legislative body acknowledges their accuracy and preserve them as an official record of the meeting. If any corrections or amendments are desired, they can be addressed before final affirmation.
FISCAL IMPACT
There is no fiscal impact associated with this action.
ENVIRONMENTAL DETERMINATION
There are no environmental impacts associated with this action.
Prepared By: Roxanne Breceda, Deputy City Clerk / Records Manager Concurs With: Not Applicable
Reviewed By: Kathleen R. Sessman, City Clerk/Communications Director Certified to Availability of
Funds: Not Applicable
Approved By: Not Applicable
Legal Review: Not Applicable
CEQA Review: Not Applicable
Attachments
A_September_9_2025_Reg_Mtg_Minutes.pdf
City of Glendora Minutes
Regular Meeting
Tuesday, September 9, 2025
City Hall Council Chamber
116 E. Foothill Boulevard
Virtually via Zoom ID# 9329247224
The City Council also serves as members of the Board of Directors of the Successor Agency of the former Community Redevelopment Agency, Housing Authority, which are concurrently convening this evening.
CALL TO ORDER
The City Council, Successor Agency and Housing Authority meeting was called to order at 5:00 PM.
ROLL CALL
Members Present: Karen Davis, Shaunna Elias, Mendell L. Thompson, Mayor Pro Tem/ViceChair Michael Allawos, Mayor/Chair David Fredendall Members Absent: None
Staff Present: City Manager/Executive Director Adam Raymond, City/Agency Attorney Danny Aleshire, Assistant City Manager Moises Lopez, Deputy City Manager Marie Ricci, Chief of Police Mike Randazzo, Public Works Director William Wittkopf, Finance Director/City Treasurer Kyle Johnson, City Clerk/Communications Director Kathleen Sessman, Captain Chris Stabio, Assistant Public Works Director Valerie Velasquez-Santoya, Specialist Craig Gill, Senior Media Specialist Greg Morton, City Clerk Specialist Lorena Cordova, and Deputy City Clerk/Records Manager Roxanne Breceda
CLOSED SESSION
Closed Session titles were read into the record. There was no one wishing to provide comment.
The meeting convened into Closed Session at 5:02 PM.
1. CONFERENCE WITH LEGAL COUNSEL ANTICIPATED LITIGATION A closed session will be held, pursuant to Government Code§ 54956.9(d)(2) and (e)(1) because there is a significant exposure to litigation but which the City believes are not yet known to a potential plaintiff or plaintiffs, which facts and circumstances need not be disclosed.
2. CONFERENCE WITH LABOR NEGOTIATOR A closed session will be held, pursuant to Government Code §54957.6 to conduct labor negotiations. City Manager Adam Raymond, City Attorney Danny Aleshire, Assistant City Manager Moises Lopez, Deputy City Manager Marie Ricci, and Human Resources Analyst Jaclyn Brown. Employee Organizations: American Federation of State, County & Municipal Employees (AFSCME).
Closed Session adjourned at 6:18 PM and the meeting reconvened into Open Session at 7:00 PM with all members present. City Attorney Aleshire reported confidential briefings were held and no reportable actions were taken.
INVOCATION AND PLEDGE OF ALLEGIANCE
The Invocation was given by Pastor Karen Rouggly of Vineyard Church Glendora.
Minutes Tuesday, September 9, 2025 Page 2 of 5
Regular Meeting City Council, Successor Agency and Housing Authority The Pledge of Allegiance was led by Erica Landmann.
REORDERING OF AND ADDITIONS TO THE AGENDA
Mayor Fredendall requested that the agenda be reordered and that Special Items, Agenda No. 4 and 5 be conducted prior to Public Comment. There were no objections, agenda was reordered.
SPECIAL ITEMS
4. Charter Oak Unified School District – Banner Program from Superintendent Dr. Danny Kim
Presentation given by Superintendent Dr. Danny Kim.
5. Moka Sister City Student Exchange Program
Presentation given by Assistant City Manager Lopez and introduced exchange students Haruto Hiwata and Maya Kokubo.
PUBLIC COMMENT
3. Public Comments received
Comments were received from: Andrew Jared, Erica Landmann, Braedon Elias, and Bob Moore.
MEMBER STATEMENT/REPORTS
Mayor Pro Tem/Vice-Chair Allawos requested that the meeting be adjourned in memory of Daniel Chakbazof; provided a report on the Council of Governments Executive Committee meeting; commended Charter Oak Superintendent Dr. Danny Kim for the banner program; shared comments regarding the Glendora Skate Park and the proposed revamp; inquired about the City’s official policy on flags flown at half-staff; and requested information on past Mayor photographs.
Councilmember/Commissioner Thompson announced that the Glendora Station Metro A Line official opening date is scheduled for September 19, 2025; and commented on the Glendora Tartan Band performance at a University of Southern California (USC) football game and the recent article published in the San Gabriel Valley Examiner relating to the Civic Center renderings.
Councilmember/Commissioner Elias commented on the Glendora Skate Park and revamping request.
Councilmember/Commissioner Davis commented on the City’s partnership with Sister City Moka Japan; announced upcoming September 11th Remembrance Ceremony in front of City Hall on September 11, 2025 at 6:00 PM.
Mayor/Chair Fredendall commented on Glendora Vision Plan community educational workshop scheduled for Tuesday, September 30, 2025 at 6:00 PM in Bidwell.
CITY MANAGER AND CITY ATTORNEY STATEMENTS
There were no statements or reports given.
CONSENT CALENDAR
Minutes Tuesday, September 9, 2025 Page 3 of 5
Regular Meeting City Council, Successor Agency and Housing Authority A motion was made by Mayor Pro Tem/Vice-Chair Allawos, seconded by Councilmember/Commissioner Thompson, to approved Consent Calendar Items #6 - #11 as presented, affirming the actions appropriate to each item. Motion carried 5-0 as follows: AYES:
Davis, Elias, Thompson, Allawos, Fredendall; NOES: None; ABSENT: None; ABSTAIN: None.
6. Affirm minutes from the August 26, 2025 and August 28, 2025 Meetings The City Council, Successor Agency and Housing Authority affirmed minutes as presented.
7. Review and Affirm Disbursements for August in the Amount of $7,557,057.23 The City Council and Successor Agency reviewed and affirmed disbursements for August 2025 in the amount of $7,557,691.19.
8. Consideration of a City Council Resolution Approving the Los Angeles Region Safe, Clean Water Program Municipal Transfer Agreement with the Los Angeles County Flood Control District for Fiscal Years 2024/25 through 2027/28 The City Council adopted Resolution CC 2025-33 entitled, “A RESOLUTION OF THE CITY
COUNCIL OF THE CITY OF GLENDORA, APPROVING THE LOS ANGELES REGION
SAFE, CLEAN WATER PROGRAM MUNICIPAL TRANSFER AGREEMENT WITH THE LOS ANGELES COUNTY FLOOD CONTROL DISTRICT FOR FISCAL YEARS 2024/25 THROUGH 2027/28 AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE SAME.”
9. Consideration of a City Council Resolution Approving the updated Sewer System Management Plan for the City of Glendora and Authorize the Legally Responsible Official to certify and submit to the California State Water Resources Control Board The City Council adopted Resolution CC 2025-34 entitled, "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDORA APPROVING THE 2025 UPDATE TO THE
SEWER SYSTEM MANAGEMENT PLAN AND AUTHORIZING THE CITY ENGINEER TO
CERTIFY AND SUBMIT THE UPDATED PLAN TO THE STATE WATER RESOURCES CONTROL BOARD."
10. Approve an Agreement for Contract Services with Pestmaster Services, L.P., a Delaware limited partnership, for Pest Control Services for a three-year term in an amount not to exceed $82,500
The City Council 1. Approved an Agreement for Contract Services with Pestmaster Services, LP., a Delaware limited partnership, for Pest Control Services for a three-year term in an amount not to exceed $82,500; 2. Authorized the Public Works Director to execute any necessary contingency in an amount not to exceed ten percent (10%) of the original contract amount; and 3. Authorize the City Manager to execute the Agreement.
11. Authorize the Purchase of Backfill Materials in an amount not to exceed a total of $125,000
The City Council authorized the Purchase of Backfill Materials in an amount not to exceed $125,000 from All American Asphalt.
Minutes Tuesday, September 9, 2025 Page 4 of 5
Regular Meeting City Council, Successor Agency and Housing Authority
MEMBER AGENDA ITEMS
12. Consideration of a Resolution adopting a Code of Conduct Policy for the Glendora City Council (Fredendall and Elias)
Following discussion, Mayor Pro Tem Allawos requested the following revisions:
• Page 2, Section III. General Conduct Guidelines, Section D., Bullet 6: Strike the first sentence: “Council Members will frequently be asked to explain a Council action or to give their opinion about an issue as they meet and talk with constituents in the community.”
• Page 5, Section D. Remedies, Item 7: Replace the words “Penalties” with “Remedies.” A motion was made by Councilmember Davis, seconded by Councilmember Thompson, that the City Council 1. Adopt Resolution CC 2025-35 entitled, “RESOLUTION ADOPTING A CITY
COUNCIL OF THE CITY OF GLENDORA POLICY ESTABLISHING A CITY COUNCIL CODE OF CONDUCT,” incorporating the requested amendments to Exhibit A as noted above.
Motion carried 4-0-0-1 as follows: AYES: Davis, Elias, Thompson, Fredendall; NOES: None; ABSENT: None; ABSTAIN: Allawos.
UNFINISHED BUSINESS
13. Continuation of the Annual Comprehensive Financial Report for Fiscal Year ending June 30, 2024
A motion was made by Mayor Pro Tem Allawos, seconded by Councilmember Thompson, that the City Council 1. Receive and file the Annual Comprehensive Financial Report for Fiscal Year Ending June 30, 2024. Motion carried 5-0 as follows: AYES: Davis, Elias, Thompson, Allawos, Fredendall; NOES: None; ABSENT: None; ABSTAIN: None.
14. Civic Center Update
Following discussion, a motion was made by Mayor Pro Tem Allawos, seconded by Councilmember Thompson, that the City Council 1. Receive the report on civic center renderings and cost estimates. Motion carried 5-0 as follows: AYES: Davis, Elias, Thompson, Allawos, Fredendall; NOES: None; ABSENT: None; ABSTAIN: None.
15. Glendora Bus Fleet Electrification – Acquisition of Three Electric Minibuses Following discussion, a motion was made by Mayor Pro Tem Allawos, seconded by Councilmember Thompson, that the City Council 1. Authorize the purchase of three (3) Karsan Model eJEST battery-electric minibuses in the amount of $937,676.25; 2. Authorize the City Manager, or his designee, to execute the purchase order and related documents; and 3. Approve a supplemental appropriation and an increase in estimated revenues in the amount of $1,000,000 in Proposition C funds (Fund 232). Motion carried 5-0 as follows: AYES: Davis, Elias, Thompson, Allawos, Fredendall; NOES: None; ABSENT: None; ABSTAIN: None.
MEMBER/STAFF CLOSING COMMENTS
Councilmember/Commissioner Davis announced that the yellow ribbons displayed on trees in Glendora Village signify observance of September as Mental Health Awareness Month, and that this week marks Suicide Prevention Week.
Minutes Tuesday, September 9, 2025 Page 5 of 5
Regular Meeting City Council, Successor Agency and Housing Authority Mayor/Chair Fredendall wished his wife a Happy Anniversary.
ADJOURNMENT
Meeting adjourned at 9:01 PM in memory of Daniel Chakbazof.
Kathleen R. Sessman, MMC
City Clerk/Communications Director
Minutes were approved on ___________.
STAFF REPORT
TO: Mayor and Council Members DATE: September 23, 2025
FROM: Finance DISTRICT(S): Citywide
SUBJECT: City of Glendora and Glendora Successor Agency Investment Report for August 2025
RECOMMENDATION
That the City Council and Successor Agency:
1. Receive and file the Monthly Investment Activity Report for August 2025.
STRATEGIC FOCUS AREAS
Goal 2: Maintain Financial Stability and Sustainability (MFSS)
EXECUTIVE SUMMARY
The City’s book value of cash and investments for August 2025 totaled $114,719,207. This is a decrease of $2,394,009 (-2.04%) compared to the previous month. The decrease is due the the City's final principal and interest on the Glendora Community Redevelopment Agency 2006 Tax Allocation Bonds in the amount of $2,760,750.00.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
Pursuant to Section 19 of the City’s FY 2025-26 Investment Policy, a monthly investment report must be provided to the City Council to provide a clear picture of the status of the current portfolio.
DISCUSSION
As prescribed in the Investment Policy for FY 2025-26, the attached investment reports provides a listing of individual securities held at the end of the reporting period by authorized investment category, the average life and final maturity of all investments listed, coupon rate, discount or earnings rate, Par Value, Market Value and Book Value of each investment in the portfolio, including funds managed for the City by third parties.
In the month of August, there were seven investment purchases (consisting of Medium-Term Corporate Notes, Federal Agency Securities, Limited-Term Government Funds, and Certificates of Deposit) totaling $2,706,700; there were three securities that matured at $3,723,000, resulting in neither a gain nor a loss.
FISCAL IMPACT
There is no fiscal impact associated with the recommended action.
ENVIRONMENTAL DETERMINATION
Not Applicable
Prepared By: Natasha Woolford, Assistant Director of Finance Concurs With: Not Applicable
Reviewed By: Natasha Woolford, Assistant Director of Finance Certified to Availability of
Funds: Kyle Johnson, Finance Director/City Treasurer
Approved By: Adam Raymond, City Manager
Legal Review: Not Applicable
CEQA Review: Not Applicable
Attachments
A_August_2025_Investment_Report.pdf
Financial Advisor
GIORDANO CRAWFORD
WEALTH MANAGEMENT
626-405-4753
UBS Client Review
As of August 31, 2025
251 South Lake Avenue10th FloorPasadena, CA 911013003Branch office Report Prepared for: City of Glendora* excluded from performance exhibits Type
AccountName
AccountNumberSX XX180 City of Glendora Business Service Account@SX XXX279* CITY OF GL Non UBS Investment LAIF@SX XXX283* CITY OF GL Non UBS Investment Bank of America What's insideAsset Allocation Review. . . . . . . . . . . . . . . . . . . . . . 2Sources of Portfolio Value. . . . . . . . . . . . . . . . . . . . 3Bond Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Portfolio Holdings. . . . . . . . . . . . . . . . . . . . . . . . . . 5Bond Holdings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Important Information About This Report. . . . . . . . 31
Consolidated report prepared for City of Glendora
Asset Allocation Reviewas of August 31, 2025
Summary of Asset Allocation
Market
value ($)
% of
Portfolio
Cash 31,762,574.75 27.64
Cash 31,762,574.75 27.64 US 31,762,574.75 27.64
Fixed Income 83,166,177.00 72.36
US 83,166,177.00 72.36 US Fixed Income 13,043,590.16 11.35 Government 47,209,905.36 41.08 Corporate IG Credit 22,912,681.49 19.94 Equity 0.00 0.00Commodities 0.00 0.00Non-Traditional 0.00 0.00Other 0.00 0.00Total Portfolio $114,928,751.75 100%Balanced mutual funds and Insurance & Annuity products are allocated in the 'Other' category Cash 27.64%US Fixed Income 72.36%
Total Value: $114,928,751.75
Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 2 of 37 Consolidated report prepared for City of Glendora
Sources of Portfolio Valueas of August 31, 2025
Market Value Net amount you invested (net of fees)
02/22 12/22 12/23 12/24 08/25
5075
100125150
$ Millions
MTD
07/31/2025 to
08/31/2025
QTD
06/30/2025 to
08/31/2025
ITD
02/23/2022 to
08/31/2025
YTD
12/31/2024 to
08/31/2025
Opening value 105,153,020.46 105,122,633.07 103,422,623.88 40,589,214.16Net deposits/withdrawals -1,072,775.12 -1,201,180.68 -2,103,285.16 55,344,918.41Div./interest income 242,174.56 346,052.38 1,484,133.34 6,746,874.75Change in accr. interest 26,472.53 163,573.73 140,352.31 424,557.67Change in value 473,832.19 391,646.13 1,878,900.25 1,717,159.62Closing value 104,822,724.62 104,822,724.62 104,822,724.62 104,822,724.62Net Time-weighted ROR 0.71 0.86 3.41 2.20Performance returns are annualized after 1 year. Net deposits and withdrawals include program and account fees.Benchmarks - Annualized time-weighted returnsUS Treasury Bill - 3 Mos 0.38 0.75 2.90 4.22BofA Corp/Gov 1-5Y 1.04 0.98 4.54 2.67BBG Agg Bond 1.20 0.93 4.99 0.52Past performance does not guarantee future results and current performance may be lower/higher than past data presented.Report created on: September 02, 2025 Page 3 of 37 Consolidated report prepared for City of Glendora
Bond Summaryas of August 31, 2025Bond OverviewTotal quantity 83,619,000Total market value $82,674,351.83Total accrued interest $491,825.17Total market value plus accrued interest $83,166,177.00Total estimated annual bond interest $2,108,629.75Average yield to maturityAverage coupon 2.54%
4.10%2.55%4.05%
Average current yieldAverage yield to worstAverage modified duration 1.86Average effective maturity 2.21 Investment Type AllocationInvestment type Taxable ($) Total ($) Tax-exempt /
deferred ($)
% of
bond
port.
Certificates of deposit 13,043,590.16 0.00 13,043,590.16 15.68U.S. corporates 22,912,681.49 0.00 22,912,681.49 27.55U.S. federal agencies 39,598,437.89 0.00 39,598,437.89 47.61U.S. treasuries 7,611,467.47 0.00 7,611,467.47 9.15Total $83,166,177.01 $0.00 $83,166,177.01 100% Credit Quality of Bond HoldingsA Aaa/AAA/AAA 1 1,986,484.44 2.40B Aa/AA/AA 34 50,173,130.25 60.27C A/A/A 15 17,463,717.16 21.01D Baa/BBB/BBB 0 0.00 0.00E Non-investment grade 0 0.00 0.00F Certificate of deposit 54 13,043,590.16 15.72G Not rated 1 499,255.00 0.60Total 105 $83,166,177.00 100%Effective credit rating % of
port.
Value on
Issues 08/31/2025 ($)
Bond Maturity Schedule
Effective maturity schedule
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2036 + Other 05 1015202530
11.5%
32.4%
11.7%
4.4%
29.2%
10.6%
0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Cash, mutual funds and some preferred securities are not included.$ Millions Includes all fixed income securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 4 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025Summary of Portfolio Holdings Unrealized
Cost basis ($) gain/loss (%)
Est. annual
income ($)
Unrealized
gain/loss ($)
Value on
08/31/2025 ($)
Current
yield (%)
% of
portfolio
A Cash 31,762,575 31,762,575 0 0.00% 831,313 2.62% 27.64% Cash 31,762,575 31,762,575 0 0.00% 831,313 2.62% 27.64% US 31,762,575 31,762,575 0 0.00% 831,313 2.62% 27.64%
B Fixed Income 82,956,632 83,166,177 209,545 0.25% 2,108,630 2.54% 72.36% US 82,956,632 83,166,177 209,545 0.25% 2,108,630 2.54% 72.36% US Fixed Income 13,056,034 13,043,590 -12,443 -0.10% 405,090 3.11% 11.35% Government 47,102,214 47,209,905 107,691 0.23% 1,100,505 2.33% 41.07% Corporate IG Credit 22,798,384 22,912,681 114,297 0.50% 603,035 2.63% 19.94% C Equity 0 0 0 0.00% NA NA 0.00%D Commodities 0 0 0 0.00% NA NA 0.00%E Non-Traditional 0 0 0 0.00% NA NA 0.00%F Other 0 0 0 0.00% NA NA 0.00%Total Portfolio $114,719,207 $114,928,752 $209,545 0.18% $2,939,943 2.56% 100% Balanced mutual funds and Insurance & Annuity products are allocated in the 'Other' category B
A
Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 5 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025 (continued)
Details of Portfolio Holdings
% of
asset
class
Est. annual
Cost basis ($) income ($)
Unrealized
gain/loss
(%)
Unrealized
Market value ($) gain/loss ($)
Current
yield (%)
Total Portfolio $114,719,207 $114,928,752 $209,545 0.18% $2,939,943 2.56% 100% 100% % of
portfolio
Unrealized
gain/loss ($)
Unrealized
gain/loss
Quantity (%)
Current
Cost basis ($) yield (%)
Est. annual
income ($)
Purchase
price ($) / Cash Avg Price Market value ($)
Price on
08/31/2025
($)
% of
Cash
% of
portfolio
Cash
US
Outside ASSET(1) 1.00 7,333,058.99 7,333,058.99 0.00 0.00% NA NA 23.09% 6.38%[Outside Account @SXXXX279]
1.00 Outside ASSET(1) 1.00 2,772,968.14 2,772,968.14 0.00 0.00% NA NA 8.73% 2.41%[Outside Account @SXXXX283]
1.00 UBS INSURED SWEEP 2,201,531.26 1.00 2,201,531.26 2,201,531.26 0.00 0.00% 2,201.53 0.10% 1.92%PROGRAM
1.00 6.93%
19,882,771.7 1.00 829,111.58
3 UBS SELECT TREASURY 19,882,771.73 19,882,771.73 0.00 0.00% 4.17% 17.30%INSTITUTIONAL FUND
1.00 62.60%
USD CASH -427,755.37 1.00 1.00 -427,755.37 -427,755.37 0.00 0.00% NA NA -1.35% -0.37% Total US $31,762,575 $31,762,575 $0 0.00% $831,313 2.62% 100% 27.64% Total Cash $31,762,575 $31,762,575 $0 0.00% $831,313 2.62% 100% 27.64% Total Cash $31,762,575 $31,762,575 $0 0.00% $831,313 2.62% 100% 27.64%(1)Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 6 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025 (continued)
Unrealized
gain/loss ($)
Unrealized
gain/loss
Quantity (%)
Current
Cost basis ($) yield (%)
Est. annual
income ($)
Purchase
price ($) /
Avg Price Market value ($)
Amort/Accr.($)
as of
Fixed Income 08/29/2025
Price on
08/31/2025
($)
% of
Fixed
Income
% of
portfolio
US
US Fixed Income
AFFINITY PLUS MN US RT 245,000.00 100.00 245,000.00 246,791.42 0.00 1,791.42 0.73% 12,372.50 5.01% 0.21%05.0500% MAT 03/20/26LICU SHARE CERTIFICATE 100.58 0.30%
ALLY BK UT US RT 245,000.00 100.00 245,000.00 245,644.38 0.00 644.38 0.26% 8,697.50 3.54% 0.21%03.5500% MAT 06/30/26FIXED RATE CD
99.66 0.30%
AMER EXPRESS NATL UT US 245,000.00 98.05 240,222.50 246,127.54 0.00 5,905.04 2.46% 8,820.00 3.58% 0.21%RT 03.6000% MAT 09/25/29FIXED RATE CD
98.89 0.30%
AMER NATL BK OMA NE US 245,000.00 100.00 245,000.00 245,520.47 0.00 520.47 0.21% 10,412.50 4.24% 0.21%RT 04.2500% MAT 03/21/28FIXED RATE CD 100.10 0.30%
AMERICAN COMM BK GA 245,000.00 100.00 245,000.00 244,389.61 0.00 -610.39 -0.25% 980.00 0.40% 0.21%US RT 00.4000% MAT09/22/25 FIXED RATE CD
99.74 0.29%
ARBOR FINL CREDIT MI US 245,000.00 100.00 245,000.00 247,265.18 0.00 2,265.18 0.92% 12,250.00 4.95% 0.22%RT 05.0000% MAT 04/03/28FIXED RATE CD 100.54 0.30%
BANKUNITED NA FLOR FL US 245,000.00 100.00 245,000.00 240,893.03 0.00 -4,106.97 -1.68% 2,327.50 0.97% 0.21%RT 00.9500% MAT 03/31/26FIXED RATE CD
98.24 0.29%
BK HAPOALIM BM NY US RT 245,000.00 100.00 245,000.00 242,586.38 0.00 -2,413.62 -0.99% 1,225.00 0.50% 0.21%00.5000% MAT 12/15/25FIXED RATE CD
98.91 0.29%
BMO HARRIS BK NA IL US RT 245,000.00 100.00 245,000.00 241,124.57 0.00 -3,875.43 -1.58% 1,960.00 0.81% 0.21%00.8000% MAT 03/18/26FIXED RATE CD
98.26 0.29%
BRIGHTSTAR CR UN FL US 245,000.00 100.00 245,000.00 245,483.96 0.00 483.96 0.20% 9,555.00 3.89% 0.21%RT 03.9000% MAT 08/20/27LICU SHARE CERTIFICATE 100.08 0.30%
CAPITAL ONE BK USA VA US 245,000.00 100.00 245,000.00 237,608.15 0.00 -7,391.85 -3.02% 2,817.50 1.19% 0.21%RT 01.1500% MAT 11/24/26FIXED RATE CD
96.67 0.29%
CAPITAL ONE NA VA US RT 245,000.00 100.00 245,000.00 237,608.15 0.00 -7,391.85 -3.02% 2,817.50 1.19% 0.21%01.1500% MAT 11/24/26FIXED RATE CD
96.67 0.29%
(1)Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 7 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025 (continued)
Unrealized
gain/loss ($)
Unrealized
gain/loss
Quantity (%)
Current
Cost basis ($) yield (%)
Est. annual
income ($)
Purchase
price ($) /
Avg Price Market value ($)
Amort/Accr.($)
as of
Fixed Income 08/29/2025
Price on
08/31/2025
($)
% of
Fixed
Income
% of
portfolio
US
US Fixed Income
CELTIC BK UT US RT 245,000.00 98.17 240,525.91 242,162.90 0.00 1,636.99 0.68% 8,942.50 3.69% 0.21%03.6500% MAT 04/29/30FIXED RATE CD
98.82 0.29%
CENTRAL BK AR US RT 245,000.00 100.00 245,000.00 245,345.65 0.00 345.65 0.14% 10,290.00 4.19% 0.21%04.2000% MAT 08/19/30FIXED RATE CD 100.00 0.30%
CFG COMMUNITY BANK 245,000.00 100.00 245,000.00 245,252.89 0.00 252.89 0.10% 9,310.00 3.80% 0.21%MD US RT 03.8000% MAT03/11/26 FIXED RATE CD
99.90 0.29%
CHAMBERS BANK AK US RT 108,000.00 100.00 108,000.00 107,886.97 0.00 -113.03 -0.10% 378.00 0.35% 0.09%00.3500% MAT 09/22/25FIXED RATE CD
99.74 0.13%
CIBC BANK ILLINOIS IL US RT 245,000.00 100.00 245,000.00 251,631.61 0.00 6,631.61 2.71% 12,250.00 4.87% 0.22%05.0000% MAT 03/24/26FIXED RATE CD 100.52 0.30%
CONNEXUS CREDIT UN WI 245,000.00 100.00 245,000.00 245,000.00 0.00 0.00 0.00% 9,800.00 4.00% 0.21%US RT 04.0000% MAT09/03/27 LICU SHARECERTIFICATE 100.00 0.29%
CY-FAIR FED CREDIT TX US 245,000.00 100.00 245,000.00 245,952.68 0.00 952.68 0.39% 12,985.00 5.28% 0.21%RT 05.3000% MAT 07/14/28FIXED RATE CD 100.14 0.30%
DISCOVER BANK DE US RT 245,000.00 100.00 245,000.00 244,286.92 0.00 -713.08 -0.29% 7,840.00 3.21% 0.21%03.2000% MAT 05/24/27FIXED RATE CD
98.84 0.29%
DIVERSIFIED MEMBER MI US 245,000.00 100.00 245,000.00 245,992.22 0.00 992.22 0.40% 10,535.00 4.28% 0.21%RT 04.3000% MAT 04/28/28LICU SHARE CERTIFICATE 100.03 0.30%
EAGLEMARK SVGS BK NV 245,000.00 100.14 245,343.32 240,659.24 -759.79 -4,684.08 -1.91% 4,900.00 2.04% 0.21%US RT 02.0000% MAT03/02/27 FIXED RATE CD
97.23 0.29%
EATON CMNTY BK MI US RT 245,000.00 99.90 244,755.00 246,022.56 0.00 1,267.56 0.52% 12,495.00 5.08% 0.21%05.1000% MAT 03/08/29FIXED RATE CD 100.10 0.30%
(1)Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 8 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025 (continued)
Unrealized
gain/loss ($)
Unrealized
gain/loss
Quantity (%)
Current
Cost basis ($) yield (%)
Est. annual
income ($)
Purchase
price ($) /
Avg Price Market value ($)
Amort/Accr.($)
as of
Fixed Income 08/29/2025
Price on
08/31/2025
($)
% of
Fixed
Income
% of
portfolio
US
US Fixed Income
ESSENTIAL FED CRED LA US 245,000.00 100.00 245,000.00 249,013.17 0.00 4,013.17 1.64% 11,515.00 4.62% 0.22%RT 04.7000% MAT 06/15/27LICU SHARE CERTIFICATE 101.43 0.30%
FARMERS & MERCHANT WI 245,000.00 100.00 245,000.00 245,663.21 0.00 663.21 0.27% 9,432.50 3.84% 0.21%US RT 03.8500% MAT11/08/27 FIXED RATE CD 100.01 0.30%
FIRST FED SVGS BK IN US RT 245,000.00 100.00 245,000.00 245,652.04 0.00 652.04 0.27% 10,290.00 4.19% 0.21%04.2000% MAT 07/11/28FIXED RATE CD 100.04 0.30%
FIRST GTY BK HAMMO LA 219,000.00 100.00 219,000.00 222,047.13 0.00 3,047.13 1.39% 9,526.50 4.29% 0.19%US RT 04.3500% MAT11/06/28 FIXED RATE CD 100.00 0.27%
GOLDMAN SACHS BANK NY 245,000.00 100.00 245,000.00 250,348.79 0.00 5,348.79 2.18% 9,800.00 3.91% 0.22%US RT 04.0000% MAT03/20/28 FIXED RATE CD 100.36 0.30%
GREAT STHN BK MO US RT 245,000.00 100.00 245,000.00 245,334.71 0.00 334.71 0.14% 11,025.00 4.49% 0.21%04.5000% MAT 10/20/25FIXED RATE CD 100.00 0.29%
GREENSTATE CREDIT IA US 245,000.00 100.00 245,000.00 240,587.75 0.00 -4,412.25 -1.80% 2,327.50 0.97% 0.21%RT 00.9500% MAT 04/16/26FIXED RATE CD
98.12 0.29%
GUARANTY BK MO US RT 245,000.00 99.49 243,750.40 245,080.38 0.00 1,329.98 0.55% 9,310.00 3.80% 0.21%03.8000% MAT 01/12/29FIXED RATE CD
99.84 0.29%
JPMORGAN CHASE BK OH 245,000.00 100.00 245,000.00 244,932.44 0.00 -67.56 -0.03% 1,715.00 0.70% 0.21%US RT 00.7000% MAT09/30/25 FIXED RATE CD
99.68 0.29%
LAFAYETTE FED CRED MD 245,000.00 100.00 245,000.00 242,707.94 0.00 -2,292.06 -0.94% 7,962.50 3.28% 0.21%US RT 03.2500% MAT06/15/27 LICU SHARECERTIFICATE
98.92 0.29%
LIVE OAK BKG CO NC US RT 245,000.00 100.00 245,000.00 237,967.90 0.00 -7,032.10 -2.87% 1,960.00 0.82% 0.21%00.8000% MAT 08/13/26FIXED RATE CD
97.06 0.29%
(1)Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 9 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025 (continued)
Unrealized
gain/loss ($)
Unrealized
gain/loss
Quantity (%)
Current
Cost basis ($) yield (%)
Est. annual
income ($)
Purchase
price ($) /
Avg Price Market value ($)
Amort/Accr.($)
as of
Fixed Income 08/29/2025
Price on
08/31/2025
($)
% of
Fixed
Income
% of
portfolio
US
US Fixed Income
METRO CREDIT UNION MA 245,000.00 100.00 245,000.00 237,627.28 0.00 -7,372.72 -3.01% 4,165.00 1.75% 0.21%US RT 01.7000% MAT02/18/27 LICU SHARECERTIFICATE
96.85 0.29%
MORGAN STANLEY BK UT 245,000.00 100.00 245,000.00 245,900.79 0.00 900.79 0.37% 10,412.50 4.23% 0.21%US RT 04.2500% MAT02/02/26 FIXED RATE CD 100.03 0.30%
NEW ORLEANS FIREME LA 245,000.00 100.00 245,000.00 253,241.26 0.00 8,241.26 3.36% 12,250.00 4.84% 0.22%US RT 05.0000% MAT07/17/28 FIXED RATE CD 103.17 0.30%
NEW YORK CMNTY BK NY 245,000.00 100.00 245,000.00 238,786.57 0.00 -6,213.43 -2.54% 1,715.00 0.72% 0.21%US RT 00.7000% MAT07/01/26 FIXED RATE CD
97.35 0.29%
PENTAGON FED CREDI VA 245,000.00 100.00 245,000.00 237,465.14 0.00 -7,534.86 -3.08% 4,165.00 1.75% 0.21%US RT 01.7000% MAT02/18/27 CREDIT UNIONSHARE CERT
96.86 0.29%
SALLIE MAE BANK UT US RT 245,000.00 99.80 244,510.00 249,108.11 0.00 4,598.11 1.88% 9,922.50 3.98% 0.22%04.0500% MAT 11/21/29FIXED RATE CD 100.55 0.30%
STATE BANK OF INDI NY US 245,000.00 100.00 245,000.00 241,692.63 0.00 -3,307.37 -1.35% 2,205.00 0.91% 0.21%RT 00.9000% MAT 03/25/26FIXED RATE CD
98.26 0.29%
STATE BK IL US RT 245,000.00 100.00 245,000.00 249,472.69 0.00 4,472.69 1.83% 10,045.00 4.03% 0.22%04.1000% MAT 11/26/29FIXED RATE CD 100.74 0.30%
TAB BANK INC UT US RT 245,000.00 100.00 245,000.00 245,158.21 0.00 158.21 0.06% 9,310.00 3.80% 0.21%03.8000% MAT 08/13/27FIXED RATE CD
99.90 0.29%
TECHNOLOGY CREDIT CA 245,000.00 100.00 245,000.00 247,400.90 0.00 2,400.90 0.98% 12,250.00 4.95% 0.22%US RT 05.0000% MAT03/23/26 CREDIT UNIONSHARE CERT 100.57 0.30%
TEXAS EXCHANGE BK TX US 245,000.00 100.00 245,000.00 243,591.62 0.00 -1,408.38 -0.57% 1,470.00 0.60% 0.21%RT 00.6000% MAT 10/23/25FIXED RATE CD
99.41 0.29%
(1)Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 10 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025 (continued)
Unrealized
gain/loss ($)
Unrealized
gain/loss
Quantity (%)
Current
Cost basis ($) yield (%)
Est. annual
income ($)
Purchase
price ($) /
Avg Price Market value ($)
Amort/Accr.($)
as of
Fixed Income 08/29/2025
Price on
08/31/2025
($)
% of
Fixed
Income
% of
portfolio
US
US Fixed Income
TOYOTA FINL SVG BK NV US 245,000.00 100.00 245,000.00 241,021.23 0.00 -3,978.77 -1.62% 2,205.00 0.91% 0.21%RT 00.9000% MAT 04/22/26FIXED RATE CD
98.05 0.29%
TRUIST BK NC US RT 245,000.00 100.00 245,000.00 247,333.54 0.00 2,333.54 0.95% 10,902.50 4.41% 0.22%04.4500% MAT 06/27/30FIXED RATE CD 100.16 0.30%
TRUXTON TR CO NASH TN 245,000.00 99.98 244,938.75 244,604.81 0.00 -333.94 -0.14% 10,045.00 4.11% 0.21%US RT 04.1000% MAT02/27/30 FIXED RATE CD
99.81 0.29%
UBS BANK UT US RT 245,000.00 100.00 245,000.00 239,161.48 0.00 -5,838.52 -2.38% 2,082.50 0.87% 0.21%00.8500% MAT 06/16/26FIXED RATE CD
97.58 0.29%
USALLIANCE FED CRE NY US 245,000.00 100.00 245,000.00 244,412.74 0.00 -587.26 -0.24% 1,225.00 0.50% 0.21%RT 00.5000% MAT 09/29/25FIXED RATE CD
99.67 0.29%
USF FED CREDIT UNI FL US 245,000.00 100.00 245,000.00 246,152.84 0.00 1,152.84 0.47% 9,555.00 3.88% 0.21%RT 03.9000% MAT 05/01/28LICU SHARE CERTIFICATE 100.15 0.30%
VALLEYSTAR CR UN M VA 245,000.00 100.00 245,000.00 246,719.13 0.00 1,719.13 0.70% 12,250.00 4.97% 0.21%US RT 05.0000% MAT03/20/26 LICU SHARECERTIFICATE 100.55 0.30%
WELLS FARGO BK NA SD US 245,000.00 100.00 244,987.75 247,613.71 0.00 2,625.96 1.07% 10,045.00 4.06% 0.22%RT 04.1000% MAT 02/06/29FIXED RATE CD 100.79 0.30%
WORKERS CREDIT UNI MA 245,000.00 100.00 245,000.00 246,553.53 0.00 1,553.53 0.63% 10,045.00 4.07% 0.21%US RT 04.1000% MAT11/22/27 LICU SHARECERTIFICATE 100.53 0.30%
Total US Fixed Income $13,056,034 $13,043,590 -$759.79 -$12,443 -0.10% $405,090 3.11% 15.68% 11.35%Government FARMER MAC MED TERM 500,000.00 100.00 500,005.25 499,255.00 0.00 -750.25 -0.15% 21,650.00 4.34% 0.43%NTS 04.330 % DUE 090429DTD 090425 FC 03042026
99.85 0.60%
(1)Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 11 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025 (continued)
Unrealized
gain/loss ($)
Unrealized
gain/loss
Quantity (%)
Current
Cost basis ($) yield (%)
Est. annual
income ($)
Purchase
price ($) /
Avg Price Market value ($)
Amort/Accr.($)
as of
Fixed Income 08/29/2025
Price on
08/31/2025
($)
% of
Fixed
Income
% of
portfolio
US
Government
FEDERAL HOME LN BANK 1,000,000.00 100.00 1,000,004.68 1,020,629.31 -0.57 20,624.63 2.06% 41,750.00 4.09% 0.89%NTS 04.175 % DUE 031229DTD 031225 FC 09122025 100.10 1.23%
FFCB BOND 00.600 % DUE 2,000,000.00 100.00 2,000,000.00 1,986,113.33 0.00 -13,886.67 -0.69% 12,000.00 0.60% 1.73%112425 DTD 112420 FC05242021
99.14 2.39%
FFCB BOND 00.660 % DUE 2,000,000.00 100.00 2,000,000.00 2,002,666.67 0.00 2,666.67 0.13% 13,200.00 0.66% 1.74%091525 DTD 091521 FC03152022
99.83 2.41%
FFCB BOND 01.840 % DUE 2,000,000.00 100.00 2,000,000.00 1,949,397.78 0.00 -50,602.22 -2.53% 36,800.00 1.89% 1.70%012627 DTD 012622 FC07262022
97.29 2.34%
FFCB BOND 04.000 % DUE 1,000,000.00 100.14 1,001,374.27 1,027,606.67 -101.26 26,232.40 2.62% 40,000.00 3.89% 0.89%040130 DTD 040125 FC10012025 101.09 1.24%
FFCB BOND 04.090 % DUE 2,000,000.00 99.95 1,999,005.25 2,023,005.00 0.00 23,999.75 1.20% 81,800.00 4.04% 1.76%071629 DTD 071625 FC01162026 100.64 2.43%
FFCB BOND 04.520 % DUE 1,000,000.00 100.00 1,000,005.09 1,016,794.44 -0.16 16,789.35 1.68% 45,200.00 4.45% 0.88%051430 DTD 051425 FC11142025 100.34 1.22%
FFCB BOND 04.620 % DUE 1,500,000.00 99.92 1,498,850.25 1,527,825.00 0.00 28,974.75 1.93% 69,300.00 4.54% 1.33%100129 DTD 100124 FC04012025
99.93 1.84%
FFCB NTS 00.940 % DUE 2,000,000.00 100.00 2,000,000.00 1,945,250.00 0.00 -54,750.00 -2.74% 18,800.00 0.97% 1.69%092826 DTD 092821 FC03282022
96.86 2.34%
FHLB BOND 01.050 % DUE 1,000,000.00 96.84 968,385.25 974,075.00 0.00 5,689.75 0.59% 10,500.00 1.08% 0.85%081326 DTD 081321 FC02132022
97.36 1.17%
FHLB BOND 01.780 % DUE 2,000,000.00 100.00 2,000,000.00 1,944,556.67 0.00 -55,443.33 -2.77% 35,600.00 1.83% 1.69%021027 DTD 021022 FC08102022
97.12 2.34%
FHLB BOND 02.010 % DUE 3,215,000.00 95.65 3,075,098.40 3,131,844.03 0.00 56,745.63 1.85% 64,621.50 2.06% 2.73%022527 DTD 022522 FC08252022
97.38 3.77%
(1)Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 12 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025 (continued)
Unrealized
gain/loss ($)
Unrealized
gain/loss
Quantity (%)
Current
Cost basis ($) yield (%)
Est. annual
income ($)
Purchase
price ($) /
Avg Price Market value ($)
Amort/Accr.($)
as of
Fixed Income 08/29/2025
Price on
08/31/2025
($)
% of
Fixed
Income
% of
portfolio
US
Government
FHLB BOND STEP-UP 2,000,000.00 100.00 2,000,000.00 1,983,020.00 0.00 -16,980.00 -0.85% 30,000.00 1.51% 1.73%1.5000% DUE 063026 DTD063021 FC 12302021
98.90 2.38%
FHLB NTS 1.0500% DUE 2,000,000.00 100.00 2,000,000.00 1,975,230.00 0.00 -24,770.00 -1.24% 21,000.00 1.06% 1.72%033026 DTD 033021 FC09302021
98.32 2.38%
FHLB NTS 1.1500% DUE 2,000,000.00 100.00 2,000,000.00 1,942,299.44 0.00 -57,700.56 -2.89% 23,000.00 1.18% 1.69%082626 DTD 082621 FC02262022
97.10 2.34%
FHLB NTS 1.5000% DUE 2,000,000.00 100.00 2,000,000.00 1,966,060.00 0.00 -33,940.00 -1.70% 30,000.00 1.53% 1.71%063026 DTD 063021 FC12302021
98.05 2.36%
FHLB NTS 04.500 % DUE 1,000,000.00 100.00 1,000,005.13 1,009,110.00 -0.13 9,104.87 0.91% 45,000.00 4.46% 0.88%011730 DTD 071725 FC01172026 100.36 1.21%
FHLB NTS 04.625 % DUE 1,000,000.00 99.76 997,555.25 1,015,562.22 0.00 18,006.97 1.81% 46,250.00 4.55% 0.88%101529 DTD 101524 FC04152025
99.81 1.22%
FHLMC NTS 04.000 % DUE 650,000.00 99.75 648,380.25 657,633.17 0.00 9,252.92 1.43% 26,000.00 3.95% 0.57%043029 DTD 043025 FC10302025
99.84 0.79%
FNMA NTS 00.540 % DUE 2,000,000.00 100.00 2,000,000.00 1,992,280.00 0.00 -7,720.00 -0.39% 10,800.00 0.54% 1.73%102725 DTD 102720 FC04272021
99.43 2.40%
FNMA NTS 00.560 % DUE 2,000,000.00 100.00 2,000,000.00 1,987,655.56 0.00 -12,344.44 -0.62% 11,200.00 0.56% 1.73%111725 DTD 111720 FC05172021
99.22 2.39%
FNMA NTS 04.300 % DUE 1,000,000.00 100.00 1,000,004.81 1,023,626.11 -0.45 23,621.30 2.36% 43,000.00 4.20% 0.89%030430 DTD 031225 FC09042025 100.34 1.23%
FNMA NTS 05.050 % DUE 1,000,000.00 100.00 1,000,000.00 1,010,458.06 0.00 10,458.06 1.05% 50,500.00 5.00% 0.88%062629 DTD 062824 FC12262024 100.13 1.21%
INTL FIN CORP NTS 00.500 2,000,000.00 100.00 2,000,000.00 1,986,484.44 0.00 -13,515.56 -0.68% 10,000.00 0.50% 1.73%% DUE 051526 DTD 052821FC 11152021
99.18 2.39%
(1)Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 13 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025 (continued)
Unrealized
gain/loss ($)
Unrealized
gain/loss
Quantity (%)
Current
Cost basis ($) yield (%)
Est. annual
income ($)
Purchase
price ($) /
Avg Price Market value ($)
Amort/Accr.($)
as of
Fixed Income 08/29/2025
Price on
08/31/2025
($)
% of
Fixed
Income
% of
portfolio
US
Government
US TSY NOTE 01.125 % DUE 1,000,000.00 98.21 982,052.13 973,250.19 0.00 -8,801.94 -0.90% 11,250.00 1.16% 0.85%10/31/26 DTD 10/31/21 FC04/30/22
96.95 1.17%
US TSY NOTE 03.500 % DUE 1,000,000.00 98.47 984,716.19 1,009,041.15 0.00 24,324.96 2.47% 35,000.00 3.47% 0.88%09/30/29 DTD 09/30/24 FC03/31/25
99.44 1.21%
US TSY NOTE 03.750 % DUE 1,000,000.00 98.65 986,458.38 1,011,736.23 0.00 25,277.85 2.56% 37,500.00 3.71% 0.88%05/31/30 DTD 05/31/23 FC11/30/23 100.23 1.22%
US TSY NOTE 03.875 % DUE 1,500,000.00 99.38 1,490,677.13 1,526,970.66 0.00 36,293.53 2.43% 58,125.00 3.81% 1.33%11/30/29 DTD 11/30/22 FC05/31/23 100.82 1.84%
US TSY NOTE 03.875 % DUE 1,017,000.00 97.76 994,218.09 1,032,182.32 0.00 37,964.23 3.82% 39,408.75 3.82% 0.90%12/31/29 DTD 12/31/22 FC06/30/23 100.84 1.24%
US TSY NOTE 04.000 % DUE 1,000,000.00 99.16 991,647.22 1,026,649.57 0.00 35,002.35 3.53% 40,000.00 3.90% 0.89%10/31/29 DTD 10/31/22 FC04/30/23 101.33 1.23%
US TSY NOTE 04.125 % DUE 1,000,000.00 98.38 983,770.88 1,031,637.36 0.00 47,866.48 4.87% 41,250.00 4.00% 0.90%10/31/29 DTD 10/31/24 FC04/30/25 101.79 1.24%
Total Government $47,102,214 $47,209,905 -$102.57 $107,691 0.23% $1,100,505 2.33% 56.77% 41.07%Corporate IG Credit ACCENTURE CAPITAL INC 3,000,000.00 99.12 2,973,745.75 3,045,202.50 0.00 71,456.75 2.40% 121,500.00 3.99% 2.65%04.050% 100429DTD100424 FC040425CALL@MW+10BP
99.85 3.66%
AMAZON.COM INC B/E 1,000,000.00 88.91 889,135.25 896,536.67 0.00 7,401.42 0.83% 15,000.00 1.67% 0.78%01.500% 060330DTD060320CALL@MW+15BP
89.29 1.08%
AMEREN ILL CO NTS B/E 1,500,000.00 99.67 1,494,995.25 1,510,738.33 0.00 15,743.08 1.05% 57,000.00 3.77% 1.31%03.800% 051528DTD052218 FC111518CALL@MW+15BP
99.60 1.82%
(1)Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 14 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025 (continued)
Unrealized
gain/loss ($)
Unrealized
gain/loss
Quantity (%)
Current
Cost basis ($) yield (%)
Est. annual
income ($)
Purchase
price ($) /
Avg Price Market value ($)
Amort/Accr.($)
as of
Fixed Income 08/29/2025
Price on
08/31/2025
($)
% of
Fixed
Income
% of
portfolio
US
Corporate IG Credit
CHARLES SCHWAB CORP 470,000.00 94.17 442,604.25 461,256.83 0.00 18,652.58 4.21% 15,275.00 3.31% 0.40%B/E 03.250% 052229DTD052219 FC112219
97.25 0.55%
CHARLES SCHWAB CORP 2,000,000.00 99.49 1,989,860.00 1,973,460.00 0.00 -16,400.00 -0.82% 18,000.00 0.91% 1.72%NTS 00.900% 031126DTD121120 FC031121CALL@MW+10BP
98.25 2.37%
DTE ELEC CO B/E 02.250% 1,000,000.00 91.95 919,485.25 933,780.00 0.00 14,294.75 1.55% 22,500.00 2.41% 0.81%030130 DTD022620CALL@MW+15BP
92.25 1.12%
JOHN DEERE CPTL CORP 2,000,000.00 100.02 2,000,300.70 1,975,348.89 -3,601.52 -24,951.81 -1.25% 14,000.00 0.71% 1.72%00.700% 011526DTD010721 FC071521 MEDTERM NTS
98.68 2.38%
JOHN DEERE CPTL CORP 1,000,000.00 97.50 975,045.25 990,106.39 0.00 15,061.14 1.54% 33,500.00 3.38% 0.86%03.350% 041829DTD041822 FC101822 MEDTERM NTS
97.77 1.19%
JPMORGAN CHASE & CO 1,200,000.00 100.00 1,200,000.00 1,177,297.33 0.00 -22,702.67 -1.89% 9,600.00 0.82% 1.02%00.800% 022626DTD022621 FC082621 MEDTERM NTS
98.10 1.42%
JPMORGAN CHASE & CO 500,000.00 99.92 499,615.25 514,635.22 0.00 15,019.97 3.01% 25,060.00 4.87% 0.45%NTS 05.012% 012330DTD012324 FC072324CALL@MW+20BP 102.40 0.62%
MORGAN STANLEY FIN LLC 2,000,000.00 100.00 2,000,000.00 1,940,053.33 0.00 -59,946.67 -3.00% 21,000.00 1.08% 1.69%01.050% 082726DTD082721 FC022722 MEDTERM NTS
96.99 2.33%
ONCOR ELEC DELIVERY CO 500,000.00 100.11 500,566.36 516,010.00 -59.23 15,443.64 3.09% 23,250.00 4.51% 0.45%04.650% 110129DTD111324 FC050125CALL@MW+10BP 101.65 0.62%
PACIFICORP B/E 03.500% 1,000,000.00 97.14 971,415.25 979,988.89 0.00 8,573.64 0.88% 35,000.00 3.57% 0.85%061529 DTD030119FC061519 CALL@MW+15BP
97.26 1.18%
(1)Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 15 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025 (continued)
Unrealized
gain/loss ($)
Unrealized
gain/loss
Quantity (%)
Current
Cost basis ($) yield (%)
Est. annual
income ($)
Purchase
price ($) /
Avg Price Market value ($)
Amort/Accr.($)
as of
Fixed Income 08/29/2025
Price on
08/31/2025
($)
% of
Fixed
Income
% of
portfolio
US
Corporate IG Credit
SOUTHERN CALIF GAS CO 500,000.00 92.98 464,875.25 466,747.50 0.00 1,872.25 0.40% 12,750.00 2.73% 0.41%02.550% 020130DTD010920CALL@MW+15BP
93.14 0.56%
ST STREET BK & TR CO NTS 1,000,000.00 99.84 998,380.50 1,040,477.67 0.00 42,097.17 4.22% 47,820.00 4.60% 0.91%04.782% 112329DTD112524 FC052325 B/E 102.75 1.25%
TOYOTA MOTOR CREDIT 500,000.00 99.82 499,085.25 509,871.94 0.00 10,786.69 2.16% 22,250.00 4.36% 0.44%CORP 04.450% 062929DTD063022 FC122922CALL@MW+20BP 101.21 0.61%
UNITED HEALTH GROUP INC 2,000,000.00 100.03 2,000,694.19 1,963,312.22 -4,068.51 -37,381.97 -1.87% 23,000.00 1.17% 1.71%01.150% 051526DTD051921 FC111521CALL@MW+07.50BP
97.83 2.36%
UNITED HEALTH GROUP INC 1,000,000.00 98.46 984,595.25 1,006,457.78 0.00 21,862.53 2.22% 40,000.00 3.97% 0.88%04.000% 051529DTD052022 FC111522CALL@MW+20BP
99.47 1.21%
US BANCORP NTS B/E 1,000,000.00 99.40 993,985.50 1,011,400.00 0.00 17,414.50 1.75% 46,530.00 4.60% 0.88%04.653% 020129DTD020123 FC080123 101.14 1.22%
Total Corporate IG Credit $22,798,384 $22,912,681 -$7,729.26 $114,297 0.50% $603,035 2.63% 27.55% 19.94% Total US $82,956,632 $83,166,177 -$8,591.62 $209,545 0.25% $2,108,630 2.54% 100% 72.36% Total Fixed Income $82,956,632 $83,166,177 -$8,591.62 $209,545 0.25% $2,108,630 2.54% 100% 72.36%(1)Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 16 of 37 Consolidated report prepared for City of Glendora
Portfolio Holdingsas of August 31, 2025 (continued)Total Portfolio $114,719,207 $114,928,752 $209,545 0.18% $2,939,943 2.56% 100% 100% Unrealized
gain/loss
(%)
Unrealized
gain/loss ($)
% of
asset
class
Est. annual
Cost basis ($) income ($)
Current
Market value ($) yield (%)
% of
portfolio
Total accrued interest (included in market values): $491,825.17(1)Assets held at other financial institutions are included in this report. We have not verified, and are not responsible for, the accuracy or completeness of this information.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 17 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025Summary of Bond HoldingsMaturityYear Yield to
maturity (%)
Yield to
worst (%)
Unrealized
Issues gain/loss ($) Mkt. value ($)
Est. annual
income ($)
Adjusted
cost basis ($)
Modified
duration
Current
Quantity yield (%) % of bond portfolio maturing
2025 11 9,578,000 65,218.00 0.68% 4.28% 4.28% 0.15 9,578,000 -54,174.05 9,541,850.03
11.52%
2026 30 27,365,000 340,110.00 1.27% 4.14% 4.14% 0.73 27,306,292.27 -471,613.92 26,900,933.44
32.46%
2027 14 9,910,000 225,711.50 2.33% 3.85% 3.85% 1.50 9,770,441.72 -79,260.17 9,705,417.07
11.72%
2028 10 3,679,000 154,604.00 4.20% 4.15% 4.01% 1.66 3,673,995.25 10,049.23 3,712,910.94
4.46%
2029 27 24,107,000 996,796.25 4.13% 4.08% 4.01% 3.19 23,891,479.45 255,371.55 24,425,045.79
29.21%
2030 13 8,980,000 326,190.00 3.71% 4.13% 4.01% 2.85 8,736,423.34 57,347.16 8,880,019.75
10.64%
2031 0 0 N/A N/A N/A2032 0 0 N/A N/A N/A2033 0 0 N/A N/A N/A2034 0 0 N/A N/A N/A2035 0 0 N/A N/A N/A2036 0 0 N/A N/A N/A2037 0 0 N/A N/A N/A2038 0 0 N/A N/A N/A2039 0 0 N/A N/A N/A2040 0 0 N/A N/A N/A2041 0 0 N/A N/A N/A2042 0 0 N/A N/A N/A2043 0 0 N/A N/A N/A2044 0 0 N/A N/A N/A2045 0 0 N/A N/A N/A2046 0 0 N/A N/A N/A2047 0 0 N/A N/A N/A2048 0 0 N/A N/A N/A2049 0 0 N/A N/A N/A2050 0 0 N/A N/A N/A2050 + 0 0 N/A N/A N/AOther 0 0 N/A N/A N/ATotal 105 83,619,000 $2,108,629.75 2.55% 4.10% 4.05% 1.86 $82,956,632.03 $-282,280.20 $83,166,177.00Includes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 18 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025 (continued)
Effective rating/
Underlying rating
(Mdy/Fitch/S&P)
Mkt. value ($)/
Accr. interest ($)
Adjusted
cost basis ($)/
Unreal. g/l ($)
Call date/
Coupon Call price ($)
Modified
duration
YTM (%)/
Quantity YTW (%)
Effective
maturity
% of
bond
port.
Market
price ($)
4.10%4.05%
11/17/2027 N/A 1.86$82,956,632.03 N/A $82,674,351.83
$-282,280.20
83,619,000
2.55% $491,825.17
2.54% $2,108,629.75 100%
$83,166,177.00
Total Bond PortfolioDetails of Bond Holdings
Est. annual
income ($)/
Curr. yield (%)
Maturing 2025
Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
2,000,000 2,000,000.00 99.829
6,086.67
0.66%
0.66% -3,420.00
09/15/2025 0.04 1,996,580.00 2.41%
4.50%
13,200.00 4.50%
NR/NR/NR
FFCB BOND 00.660 % DUE Aa1/AA+/AA+091525 DTD 091521 FC03152022 245,000 245,000.00 99.741
24.16 0.40%
0.40% -634.55
09/22/2025 0.07 244,365.45 0.30%
4.35%
AMERICAN COMM BK GA 980.00 4.35%US RT 00.4000% MAT09/22/25 FIXED RATE CD /GA CD
108,000 108,000.00 99.740
167.77
0.35%
0.35% -280.80
09/22/2025 0.07 107,719.20 0.13%
4.31%
CHAMBERS BANK AK US RT 378.00 4.31%00.3500% MAT 09/22/25FIXED RATE CD /AK CD
245,000 245,000.00 99.674
211.44
0.50%
0.50% -798.70
09/29/2025 0.08 244,201.30 0.30%
4.35%
USALLIANCE FED CRE NY US 1,225.00 4.35%RT 00.5000% MAT 09/29/25FIXED RATE CD /NY CD
245,000 245,000.00 99.679
718.89
0.70%
0.70% -786.45
09/30/2025 0.09 244,213.55 0.30%
4.36%
JPMORGAN CHASE BK OH 1,715.00 4.36%US RT 00.7000% MAT09/30/25 FIXED RATE CD /OH CD
245,000 245,000.00 100.001
332.26
4.50%
4.50% 2.45
10/20/2025 09/20/2025 0.06 245,002.45 0.30%
4.48%4.49%
100.00
GREAT STHN BK MO US RT 11,025.0004.5000% MAT 10/20/25FIXED RATE CD /MO CD
245,000 245,000.00 99.412
32.22 0.60%
0.60% -1,440.60
10/23/2025 09/23/2025 0.15 243,559.40 0.29%
4.52%4.52%
100.00
TEXAS EXCHANGE BK TX US 1,470.00RT 00.6000% MAT 10/23/25FIXED RATE CD /TX CD
2,000,000 2,000,000.00 99.428
3,720.00
0.54%
0.54% -11,440.00
10/27/2025 0.16 1,988,560.00 2.41%
4.11%
10,800.00 4.11%
NR/NR/NR
FNMA NTS 00.540 % DUE Aa1/AA+/AA+102725 DTD 102720 FC04272021 2,000,000 2,000,000.00 99.221
3,235.56
0.56%
0.56% -15,580.00
11/17/2025 0.21 1,984,420.00 2.40%
4.18%
11,200.00 4.18%
NR/NR/NR
FNMA NTS 00.560 % DUE Aa1/AA+/AA+111725 DTD 111720 FC05172021Includes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 19 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025 (continued)Maturing 2025 Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
2,000,000 2,000,000.00 99.144
3,233.33
0.60%
0.61% -17,120.00
11/24/2025 0.23 1,982,880.00 2.40%
4.26%
12,000.00 4.26%
NR/NR/NR
FFCB BOND 00.600 % DUE Aa1/AA+/AA+112425 DTD 112420 FC05242021 245,000 245,000.00 98.908
261.78
0.50%
0.51% -2,675.40
12/15/2025 0.29 242,324.60 0.29%
4.23%
BK HAPOALIM BM NY US RT 1,225.00 4.23%00.5000% MAT 12/15/25FIXED RATE CD /NY CD
Total 2025 9,578,000 0.68% 10/27/2025 $65,218.00
0.68%
4.28%4.28%
0.15 $9,578,000.00
$-54,174.05
$9,523,825.95
$18,024.08
11.52%
Maturing 2026
Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
2,000,000 2,000,300.70 98.678
1,788.89
0.70%
0.71% -26,740.70
01/15/2026 0.37 1,973,560.00 2.39%
4.25%
14,000.00 4.25%
NR/NR/NR
JOHN DEERE CPTL CORP A1/A+/A00.700% 011526DTD010721 FC071521 MEDTERM NTS 245,000 245,000.00 100.030
827.29
4.25%
4.25% 73.50
02/02/2026 0.42 245,073.50 0.30%
4.17%
MORGAN STANLEY BK UT US 10,412.50 4.17%RT 04.2500% MAT 02/02/26FIXED RATE CD /UT CD
1,200,000 1,200,000.00 98.097
133.33
0.80%
0.82% -22,836.00
02/26/2026 0.48 1,177,164.00 1.42%
4.76%
9,600.00 4.76%
NR/NR/NR
JPMORGAN CHASE & CO A1/AA-/A00.800% 022626DTD022621 FC082621 MEDTERM NTS 245,000 245,000.00 99.895
510.14
3.80%
3.80% -257.25
03/11/2026 09/11/2025 0.51 244,742.75 0.30%
3.99%3.99%
100.00
CFG COMMUNITY BANK MD 9,310.00US RT 03.8000% MAT03/11/26 FIXED RATE CD/MD CD
2,000,000 1,989,860.00 98.248
8,500.00
0.90%
0.92% -24,900.00
03/11/2026 02/11/2026 0.52 1,964,960.00 2.38%
4.26%4.26%
100.00
18,000.00
NR/NR/NR
CHARLES SCHWAB CORP A2/A/ANTS 00.900% 031126DTD121120 FC031121CALL@MW+10BP 245,000 245,000.00 98.256
397.37
0.80%
0.81% -4,272.80
03/18/2026 09/18/2025 0.54 240,727.20 0.29%
4.02%4.02%
100.00
BMO HARRIS BK NA IL US RT 1,960.0000.8000% MAT 03/18/26FIXED RATE CD /IL CD
Includes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 20 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025 (continued)Maturing 2026 Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
245,000 245,000.00 100.579
372.87
5.05%
5.02% 1,418.55
03/20/2026 0.55 246,418.55 0.30%
4.00%
AFFINITY PLUS MN US RT 12,372.50 4.00%05.0500% MAT 03/20/26LICU SHARE CERTIFICATE/MN CD
245,000 245,000.00 100.551
369.18
5.00%
4.97% 1,349.95
03/20/2026 0.55 246,349.95 0.30%
4.00%
VALLEYSTAR CR UN M VA 12,250.00 4.00%US RT 05.0000% MAT03/20/26 LICU SHARECERTIFICATE /VA CD
245,000 245,000.00 100.569
1,006.85
5.00%
4.97% 1,394.05
03/23/2026 0.56 246,394.05 0.30%
3.98%
TECHNOLOGY CREDIT CA US 12,250.00 3.98%RT 05.0000% MAT 03/23/26CREDIT UNION SHARE CERT/CA CD
245,000 245,000.00 100.515
5,369.86
5.00%
4.97% 1,261.75
03/24/2026 0.55 246,261.75 0.30%
4.06%
CIBC BANK ILLINOIS IL US RT 12,250.00 4.06%05.0000% MAT 03/24/26FIXED RATE CD /IL CD
245,000 245,000.00 98.258
960.53
0.90%
0.92% -4,267.90
03/25/2026 0.56 240,732.10 0.29%
4.02%
STATE BANK OF INDI NY US 2,205.00 4.02%RT 00.9000% MAT 03/25/26FIXED RATE CD /NY CD
2,000,000 2,000,000.00 98.324
8,750.00
1.05%
1.07% -33,520.00
03/30/2026 N/A 1,966,480.00 2.38%
N/A
21,000.00 N/A
NR/NR/NR
FHLB NTS 1.0500% DUE Aa1/NR/AA+033026 DTD 033021 FC09302021 245,000 245,000.00 98.243
197.68
0.95%
0.97% -4,304.65
03/31/2026 08/31/2025 N/A 240,695.35 0.29%
N/AN/A
100.00
BANKUNITED NA FLOR FL US 2,327.50RT 00.9500% MAT 03/31/26FIXED RATE CD /FL CD
245,000 245,000.00 98.121
191.30
0.95%
0.97% -4,603.55
04/16/2026 0.63 240,396.45 0.29%
3.97%
GREENSTATE CREDIT IA US 2,327.50 3.97%RT 00.9500% MAT 04/16/26FIXED RATE CD /IA CD
245,000 245,000.00 98.053
791.38
0.90%
0.92% -4,770.15
04/22/2026 0.63 240,229.85 0.29%
3.97%
TOYOTA FINL SVG BK NV US 2,205.00 3.97%RT 00.9000% MAT 04/22/26FIXED RATE CD /NV CD
2,000,000 2,000,000.00 99.177
2,944.44
0.50%
0.50% -16,460.00
05/15/2026 11/15/2025 N/A 1,983,540.00 2.40%
N/AN/A
100.00
10,000.00
NR/NR/NR
INTL FIN CORP NTS 00.500 % Aaa/NR/AAADUE 051526 DTD 052821 FC11152021Includes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 21 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025 (continued)Maturing 2026 Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
2,000,000 2,000,694.19 97.827
6,772.22
1.15%
1.18% -44,154.19
05/15/2026 04/15/2026 0.69 1,956,540.00 2.37%
4.28%4.28%
100.00
23,000.00
NR/NR/NR
UNITED HEALTH GROUP INC A2/A/A+01.150% 051526DTD051921 FC111521CALL@MW+07.50BP 245,000 245,000.00 97.582
85.58 0.85%
0.87% -5,924.10
06/16/2026 12/16/2025 0.79 239,075.90 0.29%
3.94%3.94%
100.00
UBS BANK UT US RT 2,082.5000.8500% MAT 06/16/26FIXED RATE CD /UT CD
245,000 245,000.00 99.660
1,477.38
3.55%
3.56% -833.00
06/30/2026 08/30/2025 0.81 244,167.00 0.30%
3.96%3.96%
100.00
ALLY BK UT US RT 03.5500% 8,697.50MAT 06/30/26 FIXED RATECD /UT CD
2,000,000 2,000,000.00 98.901
5,000.00
1.50%
1.52% -21,980.00
06/30/2026 09/30/2025 N/A 1,978,020.00 2.39%
N/AN/A
100.00
30,000.00
NR/NR/NR
FHLB BOND STEP-UP Aa1/NR/AA+1.5000% DUE 063026 DTD063021 FC 12302021 2,000,000 2,000,000.00 98.053
5,000.00
1.50%
1.53% -38,940.00
06/30/2026 N/A 1,961,060.00 2.37%
N/A
30,000.00 N/A
NR/NR/NR
FHLB NTS 1.5000% DUE Aa1/NR/AA+063026 DTD 063021 FC12302021 245,000 245,000.00 97.345
291.32
0.70%
0.72% -6,504.75
07/01/2026 0.82 238,495.25 0.29%
3.94%
NEW YORK CMNTY BK NY 1,715.00 3.94%US RT 00.7000% MAT07/01/26 FIXED RATE CD /NY CD
1,000,000 968,385.25 97.355
525.00
1.05%
1.08% 5,164.75
08/13/2026 09/13/2025 0.93 973,550.00 1.18%
3.90%3.90%
100.00
10,500.00
NR/NR/NR
FHLB BOND 01.050 % DUE Aa1/NR/AA+081326 DTD 081321 FC02132022 245,000 245,000.00 97.064
161.10
0.80%
0.82% -7,193.20
08/13/2026 0.95 237,806.80 0.29%
3.93%
LIVE OAK BKG CO NC US RT 1,960.00 3.93%00.8000% MAT 08/13/26FIXED RATE CD /NC CD
2,000,000 2,000,000.00 97.099
319.44
1.15%
1.18% -58,020.00
08/26/2026 N/A 1,941,980.00 2.35%
N/A
23,000.00 N/A
NR/NR/NR
FHLB NTS 1.1500% DUE Aa1/NR/AA+082626 DTD 082621 FC02262022 2,000,000 2,000,000.00 96.991
233.33
1.05%
1.08% -60,180.00
08/27/2026 0.97 1,939,820.00 2.35%
4.17%
21,000.00 4.17%
NR/NR/NR
MORGAN STANLEY FIN LLC A1/A+/A01.050% 082726DTD082721 FC022722 MEDTERM NTS 2,000,000 2,000,000.00 96.863
7,990.00
0.94%
0.97% -62,740.00
09/28/2026 1.05 1,937,260.00 2.34%
3.93%
18,800.00 3.93%
NR/NR/NR
FFCB NTS 00.940 % DUE Aa1/AA+/AA+092826 DTD 092821 FC03282022Includes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 22 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025 (continued)Maturing 2026 Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
1,000,000 982,052.13 96.949
3,760.19
1.13%
1.16% -12,562.13
10/31/2026 1.14 969,490.00 1.17%
3.81%
11,250.00 3.81%
NR/NR/NR
US TSY NOTE 01.125 % DUE NR/AA+/NR10/31/26 DTD 10/31/21 FC04/30/22 245,000 245,000.00 96.671
764.20
1.15%
1.19% -8,156.05
11/24/2026 1.21 236,843.95 0.29%
3.93%
CAPITAL ONE BK USA VA US 2,817.50 3.93%RT 01.1500% MAT 11/24/26FIXED RATE CD /VA CD
245,000 245,000.00 96.671
764.20
1.15%
1.19% -8,156.05
11/24/2026 1.21 236,843.95 0.29%
3.93%
CAPITAL ONE NA VA US RT 2,817.50 3.93%01.1500% MAT 11/24/26FIXED RATE CD /VA CD
Total 2026 27,365,000 1.25% 06/05/2026 $340,110.00
1.27%
4.14%4.14%
0.73$27,306,292.27
$-471,613.92
$26,834,678.35
$66,255.09
32.46%
Maturing 2027
Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
2,000,000 2,000,000.00 97.291
3,577.78
1.84%
1.89% -54,180.00
01/26/2027 1.37 1,945,820.00 2.35%
3.83%
36,800.00 3.83%
NR/NR/NR
FFCB BOND 01.840 % DUE Aa1/AA+/AA+012627 DTD 012622 FC07262022 2,000,000 2,000,000.00 97.124
2,076.67
1.78%
1.83% -57,520.00
02/10/2027 11/10/2025 1.41 1,942,480.00 2.35%
3.84%3.84%
100.00
35,600.00
NR/NR/NR
FHLB BOND 01.780 % DUE Aa1/NR/AA+021027 DTD 021022 FC08102022 245,000 245,000.00 96.851
342.33
1.70%
1.76% -7,715.05
02/18/2027 1.45 237,284.95 0.29%
3.90%
METRO CREDIT UNION MA 4,165.00 3.90%US RT 01.7000% MAT02/18/27 LICU SHARECERTIFICATE /MA CD
245,000 245,000.00 96.864
148.34
1.70%
1.76% -7,683.20
02/18/2027 1.45 237,316.80 0.29%
3.89%
PENTAGON FED CREDI VA US 4,165.00 3.89%RT 01.7000% MAT 02/18/27CREDIT UNION SHARE CERT/VA CD
3,215,000 3,075,098.40 97.380
1,077.03
2.01%
2.06% 55,668.60
02/25/2027 11/25/2025 1.45 3,130,767.00 3.79%
3.84%3.84%
100.00
64,621.50
NR/NR/NR
FHLB BOND 02.010 % DUE Aa1/NR/AA+022527 DTD 022522 FC08252022 245,000 245,343.32 97.231
2,443.29
2.00%
2.06% -7,127.37
03/02/2027 1.45 238,215.95 0.29%
3.91%
EAGLEMARK SVGS BK NV US 4,900.00 3.91%RT 02.0000% MAT 03/02/27FIXED RATE CD /NV CD
Includes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 23 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025 (continued)Maturing 2027 Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
245,000 245,000.00 98.841
2,126.47
3.20%
3.24% -2,839.55
05/24/2027 1.66 242,160.45 0.29%
3.89%
DISCOVER BANK DE US RT 7,840.00 3.89%03.2000% MAT 05/24/27FIXED RATE CD /DE CD
245,000 245,000.00 101.432
504.77
4.70%
4.63% 3,508.40
06/15/2027 1.72 248,508.40 0.30%
3.87%
ESSENTIAL FED CRED LA US 11,515.00 3.87%RT 04.7000% MAT 06/15/27LICU SHARE CERTIFICATE /LA CD
245,000 245,000.00 98.922
349.04
3.25%
3.29% -2,641.10
06/15/2027 1.74 242,358.90 0.29%
3.87%
LAFAYETTE FED CRED MD US 7,962.50 3.87%RT 03.2500% MAT 06/15/27LICU SHARE CERTIFICATE/MD CD
245,000 245,000.00 99.898
408.11
3.80%
3.80% -249.90
08/13/2027 1.88 244,750.10 0.30%
3.85%
TAB BANK INC UT US RT 9,310.00 3.85%03.8000% MAT 08/13/27FIXED RATE CD /UT CD
245,000 245,000.00 100.080
287.96
3.90%
3.90% 196.00
08/20/2027 1.90 245,196.00 0.30%
3.86%
BRIGHTSTAR CR UN FL US RT 9,555.00 3.86%03.9000% MAT 08/20/27LICU SHARE CERTIFICATE /FL CD
245,000 245,000.00 100.000
0.00 4.00%
4.00% 0.00
09/03/2027 N/A 245,000.00 0.30%
N/A
CONNEXUS CREDIT UN WI 9,800.00 N/AUS RT 04.0000% MAT09/03/27 LICU SHARECERTIFICATE /WI CD
245,000 245,000.00 100.007
646.06
3.85%
3.85% 17.15
11/08/2027 2.09 245,017.15 0.30%
3.85%
FARMERS & MERCHANT WI 9,432.50 3.85%US RT 03.8500% MAT11/08/27 FIXED RATE CD /WI CD
245,000 245,000.00 100.533
247.68
4.10%
4.08% 1,305.85
11/22/2027 2.13 246,305.85 0.30%
3.85%
WORKERS CREDIT UNI MA 10,045.00 3.85%US RT 04.1000% MAT11/22/27 LICU SHARECERTIFICATE /MA CD
Total 2027 9,910,000 2.29% 03/23/2027 $225,711.50
2.33%
3.85%3.85%
1.50 $9,770,441.72
$-79,260.17
$9,691,181.55
$14,235.52
11.72%
Includes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 24 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025 (continued)Maturing 2028 Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
245,000 245,000.00 100.364
4,456.99
4.00%
3.99% 891.80
03/20/2028 2.37 245,891.80 0.30%
3.85%
GOLDMAN SACHS BANK NY 9,800.00 3.85%US RT 04.0000% MAT03/20/28 FIXED RATE CD /NY CD
245,000 245,000.00 100.096
285.27
4.25%
4.25% 235.20
03/21/2028 03/21/2026 0.55 245,235.20 0.30%
4.08%4.21%
100.00
AMER NATL BK OMA NE US 10,412.50RT 04.2500% MAT 03/21/28FIXED RATE CD /NE CD
245,000 245,000.00 100.541
939.73
5.00%
4.97% 1,325.45
04/03/2028 04/03/2026 0.58 246,325.45 0.30%
4.08%4.78%
100.00
ARBOR FINL CREDIT MI US RT 12,250.0005.0000% MAT 04/03/28FIXED RATE CD /MI CD
245,000 245,000.00 100.028
923.62
4.30%
4.30% 68.60
04/28/2028 10/30/2025 0.17 245,068.60 0.30%
4.13%4.29%
100.00
DIVERSIFIED MEMBER MI US 10,535.00RT 04.3000% MAT 04/28/28LICU SHARE CERTIFICATE /MI CD
245,000 245,000.00 100.150
785.34
3.90%
3.89% 367.50
05/01/2028 2.53 245,367.50 0.30%
3.84%
USF FED CREDIT UNI FL US RT 9,555.00 3.84%03.9000% MAT 05/01/28LICU SHARE CERTIFICATE /FL CD
1,500,000 1,494,995.25 99.597
16,783.33
3.80%
3.82% -1,040.25
05/15/2028 02/15/2028 2.52 1,493,955.00 1.81%
3.96%3.96%
100.00
57,000.00
NR/NR/NR
AMEREN ILL CO NTS B/E A1/WD/A03.800% 051528DTD052218 FC111518CALL@MW+15BP 245,000 245,000.00 100.036
563.84
4.20%
4.20% 88.20
07/11/2028 01/11/2026 0.37 245,088.20 0.30%
4.10%4.19%
100.00
FIRST FED SVGS BK IN US RT 10,290.0004.2000% MAT 07/11/28FIXED RATE CD /IN CD
245,000 245,000.00 100.142
604.78
5.30%
5.29% 347.90
07/14/2028 10/14/2025 0.13 245,347.90 0.30%
4.17%5.25%
100.00
CY-FAIR FED CREDIT TX US 12,985.00RT 05.3000% MAT 07/14/28FIXED RATE CD /TX CD
245,000 245,000.00 103.172
469.86
5.00%
4.85% 7,771.40
07/17/2028 2.68 252,771.40 0.31%
3.84%
NEW ORLEANS FIREME LA US 12,250.00 3.84%RT 05.0000% MAT 07/17/28FIXED RATE CD /LA CD
219,000 219,000.00 99.997
3,053.70
4.35%
4.35% -6.57
11/06/2028 11/06/2025 0.19 218,993.43 0.26%
4.31%4.35%
100.00
FIRST GTY BK HAMMO LA US 9,526.50RT 04.3500% MAT 11/06/28FIXED RATE CD /LA CD
Total 2028 3,679,000 4.20% 05/26/2028 $154,604.00
4.20%
4.15%4.01%
1.66 $3,673,995.25
$10,049.23
$3,684,044.48
$28,866.46
4.46%
Includes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 25 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025 (continued)Maturing 2029 Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
245,000 243,750.40 99.835
484.63
3.80%
3.81% 845.35
01/12/2029 3.15 244,595.75 0.30%
3.85%
GUARANTY BK MO US RT 9,310.00 3.85%03.8000% MAT 01/12/29FIXED RATE CD /MO CD
1,000,000 993,985.50 101.140
0.00 4.65%
4.60% 17,414.50
02/01/2029 02/01/2028 N/A 1,011,400.00 1.22%
N/AN/A
100.00
46,530.00
NR/NR/NR
US BANCORP NTS B/E A3/A/A04.653% 020129DTD020123 FC080123 245,000 244,987.75 100.786
688.01
4.10%
4.07% 1,937.95
02/06/2029 3.20 246,925.70 0.30%
3.86%
WELLS FARGO BK NA SD US 10,045.00 3.86%RT 04.1000% MAT 02/06/29FIXED RATE CD /SD CD
245,000 244,755.00 100.096
787.36
5.10%
5.10% 480.20
03/08/2029 09/08/2025 0.03 245,235.20 0.30%
1.59%5.07%
100.00
EATON CMNTY BK MI US RT 12,495.0005.1000% MAT 03/08/29FIXED RATE CD /MI CD
1,000,000 1,000,004.68 100.103
19,599.31
4.18%
4.17% 1,025.32
03/12/2029 03/12/2027 1.45 1,001,030.00 1.21%
4.10%4.14%
100.00
41,750.00
NR/NR/NR
FEDERAL HOME LN BANK Aa1/NR/AA+NTS 04.175 % DUE 031229DTD 031225 FC 09122025 1,000,000 975,045.25 97.773
12,376.39
3.35%
3.43% 2,684.75
04/18/2029 3.34 977,730.00 1.18%
4.01%
33,500.00 4.01%
NR/NR/NR
JOHN DEERE CPTL CORP A1/A+/A03.350% 041829DTD041822 FC101822 MEDTERM NTS 650,000 648,380.25 99.841
8,666.67
4.00%
4.01% 586.25
04/30/2029 04/30/2026 3.34 648,966.50 0.78%
4.05%4.05%
100.00
26,000.00
NR/NR/NR
FHLMC NTS 04.000 % DUE Aa1/AA+/AA+043029 DTD 043025 FC10302025 1,000,000 984,595.25 99.468
11,777.78
4.00%
4.02% 10,084.75
05/15/2029 03/15/2029 3.38 994,680.00 1.20%
4.15%4.15%
100.00
40,000.00
NR/NR/NR
UNITED HEALTH GROUP INC A2/A/A+04.000% 051529DTD052022 FC111522CALL@MW+20BP 470,000 442,604.25 97.246
4,200.63
3.25%
3.34% 14,451.95
05/22/2029 02/22/2029 3.44 457,056.20 0.55%
4.05%4.05%
100.00
15,275.00
NR/NR/NR
CHARLES SCHWAB CORP B/E A2/A/A03.250% 052229DTD052219 FC112219 1,000,000 971,415.25 97.260
7,388.89
3.50%
3.60% 1,184.75
06/15/2029 03/15/2029 3.48 972,600.00 1.18%
4.29%4.29%
100.00
35,000.00
NR/NR/NR
PACIFICORP B/E 03.500% A3/NR/A061529 DTD030119FC061519 CALL@MW+15BP 1,000,000 1,000,000.00 100.134
9,118.06
5.05%
5.04% 1,340.00
06/26/2029 12/26/2025 0.32 1,001,340.00 1.21%
4.59%5.01%
100.00
50,500.00
NR/NR/NR
FNMA NTS 05.050 % DUE Aa1/AA+/AA+062629 DTD 062824 FC12262024Includes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 26 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025 (continued)Maturing 2029 Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
500,000 499,085.25 101.208
3,831.94
4.45%
4.40% 6,954.75
06/29/2029 3.47 506,040.00 0.61%
4.10%
22,250.00 4.10%
NR/NR/NR
TOYOTA MOTOR CREDIT A1/A+/A+CORP 04.450% 062929DTD063022 FC122922CALL@MW+20BP 2,000,000 1,999,005.25 100.639
10,225.00
4.09%
4.06% 13,774.75
07/16/2029 07/16/2027 1.79 2,012,780.00 2.43%
3.73%3.91%
100.00
81,800.00
NR/NR/NR
FFCB BOND 04.090 % DUE Aa1/AA+/AA+071629 DTD 071625 FC01162026 500,000 500,005.25 99.851
0.00 4.33%
4.34% -750.25
09/04/2029 03/04/2026 N/A 499,255.00 0.60%
N/AN/A
100.00
21,650.00
NR/NR/NR
FARMER MAC MED TERM NR/NR/NRNTS 04.330 % DUE 090429DTD 090425 FC 03042026 245,000 240,222.50 98.892
3,842.14
3.60%
3.64% 2,062.90
09/25/2029 3.69 242,285.40 0.29%
3.90%
AMER EXPRESS NATL UT US 8,820.00 3.90%RT 03.6000% MAT 09/25/29FIXED RATE CD /UT CD
1,000,000 984,716.19 99.441
14,631.15
3.50%
3.52% 9,693.81
09/30/2029 3.72 994,410.00 1.20%
3.65%
35,000.00 3.65%
NR/NR/NR
US TSY NOTE 03.500 % DUE Aa1/AA+/AA+09/30/29 DTD 09/30/24 FC03/31/25 1,500,000 1,498,850.25 99.930
28,875.00
4.62%
4.62% 99.75
10/01/2029 3.62 1,498,950.00 1.81%
4.64%
69,300.00 4.64%
NR/NR/NR
FFCB BOND 04.620 % DUE Aa1/AA+/AA+100129 DTD 100124 FC04012025 3,000,000 2,973,745.75 99.853
49,612.50
4.05%
4.06% 21,844.25
10/04/2029 09/04/2029 3.68 2,995,590.00 3.62%
4.09%4.09%
100.00
121,500.00
NR/NR/NR
ACCENTURE CAPITAL INC Aa3/WD/AA04.050% 100429DTD100424 FC040425CALL@MW+10BP 1,000,000 997,555.25 99.809
17,472.22
4.63%
4.63% 534.75
10/15/2029 3.66 998,090.00 1.21%
4.68%
46,250.00 4.68%
NR/NR/NR
FHLB NTS 04.625 % DUE Aa1/NR/AA+101529 DTD 101524 FC04152025 1,000,000 991,647.22 101.328
13,369.57
4.00%
3.95% 21,632.78
10/31/2029 3.77 1,013,280.00 1.23%
3.65%
40,000.00 3.65%
NR/NR/NR
US TSY NOTE 04.000 % DUE Aa1/AA+/AA+10/31/29 DTD 10/31/22 FC04/30/23 1,000,000 983,770.88 101.785
13,787.36
4.13%
4.05% 34,079.12
10/31/2029 3.76 1,017,850.00 1.23%
3.66%
41,250.00 3.66%
NR/NR/NR
US TSY NOTE 04.125 % DUE Aa1/AA+/AA+10/31/29 DTD 10/31/24 FC04/30/25 500,000 500,566.36 101.652
7,750.00
4.65%
4.57% 7,693.64
11/01/2029 10/01/2029 3.63 508,260.00 0.61%
4.21%4.21%
100.00
23,250.00
NR/NR/NR
ONCOR ELEC DELIVERY CO A2/A/A04.650% 110129DTD111324 FC050125CALL@MW+10BPIncludes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 27 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025 (continued)Maturing 2029 Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
245,000 244,510.00 100.545
2,772.86
4.05%
4.03% 1,825.25
11/21/2029 3.82 246,335.25 0.30%
3.91%
SALLIE MAE BANK UT US RT 9,922.50 3.91%04.0500% MAT 11/21/29FIXED RATE CD /UT CD
1,000,000 998,380.50 102.746
13,017.67
4.78%
4.65% 29,079.50
11/23/2029 3.77 1,027,460.00 1.24%
4.07%
47,820.00 4.07%
NR/NR/NR
ST STREET BK & TR CO NTS Aa2/AA/AA04.782% 112329DTD112524 FC052325 B/E 245,000 245,000.00 100.736
2,669.49
4.10%
4.07% 1,803.20
11/26/2029 3.83 246,803.20 0.30%
3.91%
STATE BK IL US RT 04.1000% 10,045.00 3.91%MAT 11/26/29 FIXED RATECD /IL CD
1,500,000 1,490,677.13 100.824
14,610.66
3.88%
3.84% 21,682.87
11/30/2029 3.86 1,512,360.00 1.83%
3.66%
58,125.00 3.66%
NR/NR/NR
US TSY NOTE 03.875 % DUE Aa1/AA+/NR11/30/29 DTD 11/30/22 FC05/31/23 1,017,000 994,218.09 100.840
6,639.52
3.88%
3.84% 31,324.71
12/31/2029 3.94 1,025,542.80 1.24%
3.66%
39,408.75 3.66%
NR/NR/NR
US TSY NOTE 03.875 % DUE Aa1/AA+/AA+12/31/29 DTD 12/31/22 FC06/30/23 Total 2029 24,107,000 4.14% 08/15/2029 $996,796.25
4.13%
4.08%4.01%
3.19$23,891,479.45
$255,371.55
$24,146,851.00
$278,194.79
29.21%
Maturing 2030
Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
1,000,000 1,000,005.13 100.361
5,500.00
4.50%
4.48% 3,604.87
01/17/2030 07/17/2026 0.85 1,003,610.00 1.21%
4.08%4.41%
100.00
45,000.00
NR/NR/NR
FHLB NTS 04.500 % DUE Aa1/NR/AA+011730 DTD 071725 FC01172026 500,000 499,615.25 102.398
2,645.22
5.01%
4.89% 12,374.75
01/23/2030 01/23/2029 3.09 511,990.00 0.62%
4.25%4.41%
100.00
25,060.00
NR/NR/NR
JPMORGAN CHASE & CO A1/AA-/ANTS 05.012% 012330DTD012324 FC072324CALL@MW+20BP 500,000 464,875.25 93.137
1,062.50
2.55%
2.74% 809.75
02/01/2030 11/01/2029 4.10 465,685.00 0.56%
4.27%4.27%
100.00
12,750.00
NR/NR/NR
SOUTHERN CALIF GAS CO Aa3/AA-/A02.550% 020130DTD010920CALL@MW+15BP 245,000 244,938.75 99.805
82.56 4.10%
4.11% -416.50
02/27/2030 02/28/2026 4.10 244,522.25 0.30%
4.15%4.15%
100.00
TRUXTON TR CO NASH TN 10,045.00US RT 04.1000% MAT02/27/30 FIXED RATE CD /TN CD
Includes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 28 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025 (continued)Maturing 2030 Effective rating/
Underlying rating
(Mdy/Fitch/S&P) Quantity Coupon
Effective
maturity
Call date/
Call price ($)
Est. annual
income ($)/
Curr. yield (%)
YTM (%)/
YTW (%)
Modified
duration
Market
price ($)
Mkt. value ($)/
Accr. interest ($)
% of
bond
port.
Adjusted
cost basis ($)/
Unreal. g/l ($)
1,000,000 919,485.25 92.253
11,250.00
2.25%
2.44% 3,044.75
03/01/2030 12/01/2029 4.16 922,530.00 1.12%
4.15%4.15%
100.00
22,500.00
NR/NR/NR
DTE ELEC CO B/E 02.250% Aa3/A+/A030130 DTD022620CALL@MW+15BP 1,000,000 1,000,004.81 100.344
20,186.11
4.30%
4.29% 3,435.19
03/04/2030 03/04/2027 1.42 1,003,440.00 1.21%
4.06%4.22%
100.00
43,000.00
NR/NR/NR
FNMA NTS 04.300 % DUE Aa1/AA+/AA+030430 DTD 031225 FC09042025 1,000,000 1,001,374.27 101.094
16,666.67
4.00%
3.96% 9,565.73
04/01/2030 4.10 1,010,940.00 1.22%
3.74%
40,000.00 3.74%
NR/NR/NR
FFCB BOND 04.000 % DUE Aa1/AA+/AA+040130 DTD 040125 FC10012025 245,000 240,525.91 98.822
49.00 3.65%
3.69% 1,587.99
04/29/2030 4.28 242,113.90 0.29%
3.93%
CELTIC BK UT US RT 8,942.50 3.93%03.6500% MAT 04/29/30FIXED RATE CD /UT CD
1,000,000 1,000,005.09 100.336
13,434.44
4.52%
4.50% 3,354.91
05/14/2030 05/14/2026 0.68 1,003,360.00 1.21%
4.03%4.44%
100.00
45,200.00
NR/NR/NR
FFCB BOND 04.520 % DUE Aa1/AA+/AA+051430 DTD 051425 FC11142025 1,000,000 986,458.38 100.231
9,426.23
3.75%
3.74% 15,851.62
05/31/2030 4.28 1,002,310.00 1.21%
3.70%
37,500.00 3.70%
NR/NR/NR
US TSY NOTE 03.750 % DUE Aa1/AA+/AA+05/31/30 DTD 05/31/23 FC11/30/23 1,000,000 889,135.25 89.287
3,666.67
1.50%
1.68% 3,734.75
06/03/2030 03/03/2030 4.49 892,870.00 1.08%
3.99%3.99%
100.00
15,000.00
NR/NR/NR
AMAZON.COM INC B/E A1/AA-/AA01.500% 060330DTD060320CALL@MW+15BP 245,000 245,000.00 100.160
1,941.54
4.45%
4.44% 392.00
06/27/2030 06/27/2026 0.80 245,392.00 0.30%
4.22%4.41%
100.00
TRUIST BK NC US RT 10,902.5004.4500% MAT 06/27/30FIXED RATE CD /NC CD
245,000 245,000.00 100.003
338.30
4.20%
4.20% 7.35
08/19/2030 02/19/2026 0.47 245,007.35 0.30%
4.19%4.20%
100.00
CENTRAL BK AR US RT 10,290.0004.2000% MAT 08/19/30FIXED RATE CD /AR CD
Total 2030 8,980,000 3.68% 04/04/2030 $326,190.00
3.71%
4.13%4.01%
2.85 $8,736,423.34
$57,347.16
$8,793,770.50
$86,249.25
10.64%
Includes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 29 of 37 Consolidated report prepared for City of Glendora
Bond Holdingsas of August 31, 2025 (continued)
Effective rating/
Underlying rating
(Mdy/Fitch/S&P)
Mkt. value ($)/
Accr. interest ($)
Adjusted
cost basis ($)/
Unreal. g/l ($)
Call date/
Coupon Call price ($)
Modified
duration
YTM (%)/
YTW (%)
Est. annual
income ($)/
Quantity Curr. yield (%)
Effective
maturity
% of
bond
port.
Market
price ($)
4.10%4.05%
11/17/2027 N/A 1.86$82,956,632.03 N/A $82,674,351.83
$-282,280.20
83,619,000
2.55% $491,825.17 Total Bond Portfolio 2.54% $2,108,629.75 100% $83,166,177.00
Includes all fixed-rate securities in the selected portfolio. Average yields and durations exclude Structured Product, Pass-Through, Perpetual Preferred, and Foreign securities.Accrued interest, if any, has been included in the total market value.Report created on: September 02, 2025 Page 30 of 37 Important Information About This Report Disclosures Applicable to Accounts at UBS Financial Services Inc.
This section contains important disclosures regarding the information and valuations presented here. Allinformation presented is subject to change at any time and is provided only as of the date indicated. Theinformation in this report is for informational purposes only and should not be relied upon as the basis of aninvestment or liquidation decision. UBS FS account statements and official tax documents are the only officialrecord of your accounts and are not replaced, amended or superseded by any of the information presented inthese reports. You should not rely on this information in making purchase or sell decisions, for tax purposes orotherwise.UBS FS offers a number of investment advisory programs to clients, acting in our capacity as an investmentadviser, including fee-based financial planning, discretionary account management, non-discretionary investmentadvisory programs, and advice on the selection of investment managers and mutual funds offered through ourinvestment advisory programs. When we act as your investment adviser, we will have a written agreement withyou expressly acknowledging our investment advisory relationship with you and describing our obligations toyou. At the beginning of our advisory relationship, we will give you our Form ADV brochure(s) for the program(s)you selected that provides detailed information about, among other things, the advisory services we provide, ourfees, our personnel, our other business activities and financial industry affiliations and conflicts between ourinterests and your interests.In our attempt to provide you with the highest quality information available, we have compiled this report usingdata obtained from recognized statistical sources and authorities in the financial industry. While we believe thisinformation to be reliable, we cannot make any representations regarding its accuracy or completeness. Pleasekeep this guide as your Advisory Review.Please keep in mind that most investment objectives are long term. Although it is important to evaluate yourportfolio's performance over multiple time periods, we believe the greatest emphasis should be placed on thelonger period returns.Please review the report content carefully and contact your Financial Advisor with any questions.Client Accounts: This report may include all assets in the accounts listed and may include eligible and ineligibleassets in a fee-based program. Since ineligible assets are not considered fee-based program assets, the inclusionof such securities will distort the actual performance of your accounts and does not reflect the performance ofyour accounts in the fee-based program. As a result, the performance reflected in this report can varysubstantially from the individual account performance reflected in the performance reports provided to you aspart of those programs. For fee-based programs, fees are charged on the market value of eligible assets in theaccounts and assessed quarterly in advance, prorated according to the number of calendar days in the billingperiod. When shown on a report, the risk profile and return objectives describe your overall goals for theseaccounts. For each account you maintain, you choose one return objective and a primary risk profile. If you havequestions regarding these objectives or wish to change them, please contact your Financial Advisor to updateyour account records.Performance: This report presents account activity and performance depending on which inception type you'vechosen. The two options are: (1) All Assets (Since Performance Start): This presents performance for all assetssince the earliest possible date; (2) Advisory Assets (Advisory Strategy Start) for individual advisory accounts: Thispresents Advisory level performance since the Latest Strategy Start date; If an account that has never beenmanaged is included in the consolidated report, the total performance of that unmanaged account will beincluded since inception.
Time-weighted Returns for accounts / SWP/AAP sleeves (Monthly periods): The report displays a timeweighted rate of return (TWR) that is calculated using the Modified Dietz Method. This calculation uses thebeginning and ending portfolio values for the month and weighs each contribution/withdrawal based upon theday the cash flow occurred. Periods greater than one month are calculated by linking the monthly returns. TheTWR gives equal weighting to every return regardless of amount of money invested, so it is an effective measurefor returns on a fee based account. All periods shown which are greater than 12 months are annualized. Thisapplies to all performance for all assets before 09/30/2010, Advisory assets before 12/31/2010 and SWP sleevesbefore 04/30/2018.Time-weighted Returns for accounts / SWP/AAP sleeves (Daily periods): The report displays a timeweighted rate of return (TWR) that is calculated by dividing the portfolio's daily gain/loss by the previous day'sclosing market value plus the net value of cash flows that occurred during the day, if it was positive. The TWRgives equal weighting to every return regardless of amount of money invested, so it is an effective measure forreturns on a fee based account. Periods greater than one day are calculated by linking the daily returns. Allperiods shown which are greater than 12 months are annualized. For reports generated prior to 01/26/2018, theperformance calculations used the account's end of day value on the performance inception (listed in the reportunder the column "ITD") and all cash flows were posted at end of day. As a result of the change, the overallrate of return (TWR) and beginning market value displayed can vary from prior generated reports. This applies toall performance for all assets on or after 09/30/2010, Advisory assets on or after 12/31/2010, SWP/AAP sleeveson or after 04/30/2018 as well as all Asset Class and Security level returns.Money-weighted returns: Money-weighted return (MWR) is a measure of the rate of return for an asset orportfolio of assets. It is calculated by finding the daily Internal Rate of Return (IRR) for the period and thencompounding this return by the number of days in the period being measured. The MWR incorporates the sizeand timing of cash flows, so it is an effective measure of returns on a portfolio.Annualized Performance: All performance periods greater than one year are calculated (unless otherwisestated) on an annualized basis, which represents the return on an investment multiplied or divided to give acomparable one year return.Cumulative Performance: A cumulative return is the aggregate amount that an investment has gained or lostover time, independent of the period of time involved.Net of Fees and Gross of Fees Performance: Performance is presented on a "net of fees" and "gross offees" basis, where indicated. Net returns do not reflect Program and wrap fees prior to 10/31/10 for accountsthat are billed separately via invoice through a separate account billing arrangement. Gross returns do not reflectthe deduction of fees, commissions or other charges. The payment of actual fees and expenses will reduce aclient's return. The compound effect of such fees and expenses should be considered when reviewing returns.For example, the net effect of the deduction of fees on annualized performance, including the compoundedeffect over time, is determined by the relative size of the fee and the account's investment performance. Itshould also be noted that where gross returns are compared to an index, the index performance also does notreflect any transaction costs, which would lower the performance results. Market index data maybe subject toreview and revision.Benchmark/Major Indices: The past performance of an index is not a guarantee of future results. Anybenchmark is shown for informational purposes only and relates to historical performance of market indices andnot the performance of actual investments. Although most portfolios use indices as benchmarks, portfolios areactively managed and generally are not restricted to investing only in securities in the index. As a result, your Report created on: September 02, 2025 Page 31 of 37
Disclosures Applicable to Accounts at UBS Financial Services Inc. (continued) portfolio holdings and performance may vary substantially from the index. Each index reflects an unmanageduniverse of securities without any deduction for advisory fees or other expenses that would reduce actualreturns, as well as the reinvestment of all income and dividends. An actual investment in the securities includedin the index would require an investor to incur transaction costs, which would lower the performance results.Indices are not actively managed and investors cannot invest directly in the indices. Market index data maybesubject to review and revision. The benchmark index is selected from among the indices for which UBSFS haslicensing agreements with the index provider. UBSFS does not have licensing agreements for all available indices.The benchmarks may vary from those used by the Money Manager or those listed in the prospectus. Further,there is no guarantee that an investor's account will meet or exceed the stated benchmark. Index performanceinformation has been obtained from third parties deemed to be reliable. We have not independently verified thisinformation, nor do we make any representations or warranties to the accuracy or completeness of thisinformation.Blended Index - For Advisory accounts, Blended Index is designed to reflect the asset categories in which youraccount is invested. For Brokerage accounts, you have the option to select any benchmark from the list.For certain products, the blended index represents the investment style corresponding to your client targetallocation. If you change your client target allocation, your blended index will change in step with your changeto your client target allocation.Blended Index 2 - 8 - are optional indices selected by you which may consist of a blend of indexes. For advisoryaccounts, these indices are for informational purposes only. Depending on the selection, the benchmark selectedmay not be an appropriate basis for comparison of your portfolio based on its holdings.For alternative investments and strategies that are highly customized, such as Concentrated Equity Solutions(CES), benchmarks are broad market indices included for general reference and are not intended to showcomparative market performance or potential portfolios with risk or return profiles similar to your account.Benchmark indices are shown for illustrative purposes only.Custom Time Periods: If represented on this report, the performance start date and the performance end datehave been selected by your Financial Advisor in order to provide performance and account activity informationfor your account for the specified period of time only. As a result, only a portion of your account's activity andperformance information is presented in the performance report, and, therefore, presents a distortedrepresentation of your account's activity and performance.Net Deposits/Withdrawals: When shown on a report, this information represents the net value of all cash andsecurities contributions and withdrawals, program fees (including wrap fees) and other fees added to orsubtracted from your accounts from the first day to the last day of the period including assets transferred to orfrom other UBS accounts. When fees are shown separately, net deposits / withdrawals does not include programfees (including wrap fees). When investment return is displayed net deposits / withdrawals does not includeprogram fees (including wrap fees). For security contributions and withdrawals, securities are calculated usingthe end of day UBS FS price on the day securities are delivered in or out of the accounts. Wrap fees will beincluded in this calculation except when paid via an invoice or through a separate accounts billing arrangement.When shown on Client summary and/or Portfolio review report, program fees (including wrap fees) may not beincluded in net deposits/withdrawals. PACE Program fees paid from sources other than your PACE account aretreated as a contribution. A PACE Program Fee rebate that is not reinvested is treated as a withdrawal.Net Deposits/Withdrawals (external): When shown on a report, this information represents the net value of all cash and securities contributions and withdrawals, program fees (including wrap fees) and other fees addedto or subtracted from your accounts from the first day to the last day of the period, excluding assets transferredto or from other UBS accounts after 12/31/2010. When fees are shown separately, net deposits / withdrawalsdoes not include program fees (including wrap fees). When investment return is displayed net deposits /withdrawals does not include program fees (including wrap fees). For security contributions and withdrawals,securities are calculated using the end of day UBS FS price on the day securities are delivered in or out of theaccounts. Wrap fees will be included in this calculation except when paid via an invoice or through a separateaccounts billing arrangement. When shown on Client summary and/or Portfolio review report, program fees(including wrap fees) may not be included in net deposits/withdrawals. PACE Program fees paid from sourcesother than your PACE account are treated as a contribution. A PACE Program Fee rebate that is not reinvested istreated as a withdrawal.Deposits: When shown on a report, this information represents the net value of all cash and securitiescontributions added to your accounts from the first day to the last day of the period, including assets transferredfrom other UBS accounts. On Client Summary Report and/or Portfolio Review Report, this may exclude theOpening balance. For security contributions, securities are calculated using the end of day UBS FS price on theday securities are delivered in or out of the accounts.Deposits (external): When shown on a report, this information represents the net value of all cash andsecurities contributions added to your accounts from the first day to the last day of the period, excluding assetstransferred from other UBS accounts after 12/31/2010. On Client Summary Report and/or Portfolio ReviewReport, this may exclude the Opening balance. For security contributions, securities are calculated using the endof day UBS FS price on the day securities are delivered in or out of the accounts.Withdrawals: When shown on a report, this information represents the net value of all cash and securitieswithdrawals subtracted from your accounts from the first day to the last day of the period, including assettransferred to other UBS accounts. On Client summary and/or portfolio review report Withdrawals may notinclude program fees (including wrap fees). For security withdrawals, securities are calculated using the end ofday UBS FS price on the day securities are delivered in or out of the accounts.Withdrawals (external): When shown on a report, this information represents the net value of all cash andsecurities withdrawals subtracted from your accounts from the first day to the last day of the period, excludingassets transferred to other UBS accounts after 12/31/2010. On Client summary and/or portfolio review reportWithdrawals may not include program fees (including wrap fees). For security withdrawals, securities arecalculated using the end of day UBS FS price on the day securities are delivered in or out of the accounts.Net Transfers (Internal): When shown on a report, this information represents the net value of all cash andsecurities transferred between your UBS accounts from the first day to the last day of the period.Transfers In (Internal): When shown on a report, this information represents the net value of all cash andsecurities transferred to your UBS accounts from the first day to the last day of the period.Transfers Out (Internal): When shown on a report, this information represents the net value of all cash andsecurities transferred from your UBS accounts from the first day to the last day of the period.Dividends/Interest: Dividend and interest earned, when shown on a report, does not include income onsecurities that have been lent out & does not reflect your account's tax status or reporting requirements. Useonly official tax reporting documents (i.e. 1099) for tax reporting purposes. The classification of private Report created on: September 02, 2025 Page 32 of 37
Disclosures Applicable to Accounts at UBS Financial Services Inc. (continued) investment distributions can only be determined by referring to the official year-end tax-reporting documentprovided by the issuer.Change in Accrued Interest: When shown on a report, this information represents the difference between theaccrued interest at the beginning of the period from the accrued interest at the end of the period.Change in Value: Represents the change in value of the portfolio during the reporting period, excludingadditions/withdrawals, dividend and interest income earned and accrued interest. Change in Value may includeprograms fees (including wrap fees) and other fees.Fees: Fees represented in this report include program and wrap fees. Program and wrap fees prior to October 1,2010 for accounts that are billed separately via invoice through a separate account billing arrangement are notincluded in this report.Performance Start Date Changes: The Performance Start Date for accounts marked with a '^' have changed.Performance figures of an account with a changed Performance Start Date may not include the entire history ofthe account. The new Performance Start Date will generate performance returns and activity information for ashorter period than is available at UBS FS. As a result, the overall performance of these accounts may generatebetter performance than the period of time that would be included if the report used the inception date of theaccount. UBS FS recommends reviewing performance reports that use the inception date of the account becausereports with longer time frames are usually more helpful when evaluating investment programs and strategies.Performance reports may include accounts with inception dates that precede the new Performance Start Dateand will show performance and activity information from the earliest available inception date.The change in Performance Start Date may be the result of a performance gap due to a zero-balance thatprevents the calculation of continuous returns from the inception of the account. The Performance Start Datemay also change if an account has failed one of our performance data integrity tests. In such instances, theaccount will be labeled as 'Review Required' and performance prior to that failure will be restricted. Finally, thePerformance Start Date will change if you have explicitly requested a performance restart. Please contact yourFinancial Advisor for additional details regarding your new Performance Start Date.Closed Account Performance: Accounts that have been closed may be included in the consolidatedperformance report. When closed accounts are included in the consolidated report, the performance report willonly include information for the time period the account was active during the consolidated performancereporting time period.Important information on options-based strategies: Options involve risk and are not suitable for everyone.Prior to buying or selling an option investors must read a copy of the Characteristics & Risks of StandardizedOptions, also known as the options disclosure document (ODD). It explains the characteristics and risks ofexchange traded options. The options risk disclosure document can be accessed at the following web address:www.optionsclearing.com/about/publications/character-risks.Concentrated Equity Solutions (CES) managers are not involved in the selection of the underlying stock positions.The Manager will advise only on the options selection in order to pursue the strategy in connection with theunderlying stock position(s) deposited in the account. It is important to keep this in mind when evaluating themanager's performance since the account's performance will include the performance of the underlying equityposition that is not being managed. CES use options to seek to achieve your investment objectives regardingyour concentration stock position. Options strategies change the potential return profile of your stock. In certainscenarios, such as call writing, the call position will limit your ability to participate in any potential increase in the underlying equity position upon which the call was written. Therefore, in some market conditions, particularlyduring periods of significant appreciation of the underlying equity position(s), the CES account will decrease theperformance that would have been achieved had the stock been held long without implementing the CESstrategy.Portfolio: For purposes of this report "portfolio" is defined as all of the accounts presented on the cover pageor the header of this report and does not necessarily include all of the client's accounts held at UBS FS orelsewhere.Percentage: Portfolio (in the "% Portfolio / Total" column) includes all holdings held in the account(s) selectedwhen this report was generated. Broad asset class (in the "% broad asset class" column) includes all holdingsheld in that broad asset class in the account(s) selected when this report was generated.Tax lots: This report displays security tax lots as either one line item (i.e., lumped tax lots) or as separate tax lotlevel information. If you choose to display security tax lots as one line item, the total cost equals the total valueof all tax lots. The unit cost is an average of the total cost divided by the total number of shares. If the shareswere purchased in different lots, the unit price listed does not represent the actual cost paid for each lot. Theunrealized gain/loss value is calculated by combining the total value of all tax lots plus or minus the total marketvalue of the security.If you choose to display tax lot level information as separate line items on the Portfolio Holdings report, the taxlot information may include information from sources other than UBS FS. The Firm does not independently verifyor guarantee the accuracy or validity of any information provided by sources other than UBS FS. As a result thisinformation may not be accurate and is provided for informational purposes only. Clients should not rely on thisinformation in making purchase or sell decisions, for tax purposes or otherwise. See your monthly statement foradditional information.Pricing: All securities are priced using the closing price reported on the last business day preceding the date ofthis report. Every reasonable attempt has been made to accurately price securities; however, we make nowarranty with respect to any security's price. Please refer to the back of the first page of your UBS FS accountstatement for important information regarding the pricing used for certain types of securities, the sources ofpricing data and other qualifications concerning the pricing of securities. To determine the value of securities inyour account, we generally rely on third party quotation services. If a price is unavailable or believed to beunreliable, we may determine the price in good faith and may use other sources such as the last recordedtransaction. When securities are held at another custodian or if you hold illiquid or restricted securities for whichthere is no published price, we will generally rely on the value provided by the custodian or issuer of thatsecurity.Cash: Cash on deposit at UBS Bank USA is protected by the Federal Deposit Insurance Corporation (FDIC) up to$250,000 in principal and accrued interest per depositor for each ownership type. Deposits made in anindividual's own name, joint name, or individual retirement account are each held in a separate type ofownership. Such deposits are not guaranteed by UBS FS. More information is available upon request.Margin: The quantity value may indicate that all or part of this position is held on margin or held in the shortaccount. When an account holds a debit balance, this debit balance is incorporated into the account's totalmarket value and deducted from the total value. When calculating the percent of portfolio on each security, thepercentage will be impacted by the total market value of the account. Therefore, if the account's market value isreduced by a debit value of a holding the percent of portfolio will be greater and if the account's market value is Report created on: September 02, 2025 Page 33 of 37
Disclosures Applicable to Accounts at UBS Financial Services Inc. (continued) increased by a holding then the percent of portfolio will be less.Asset Allocation: Your allocation analysis is based on your current portfolio. The Asset Allocation portion ofthis report shows the mix of various investment classes in your account. An asset allocation that shows asignificantly higher percentage of equity investments may be more appropriate for an investor with a moreaggressive investment strategy and higher tolerance for risk. Similarly, the asset allocation of a more conservativeinvestor may show a higher percentage of fixed income investments.Separately Managed Accounts and Pooled Investment Vehicles (such as mutual funds, closed end fundsand exchanged traded funds): The asset classification displayed is based on firm's proprietary methodology forclassifying assets. Please note that the asset classification assigned to rolled up strategies may include individualinvestments that provide exposure to other asset classes. For example, an International Developed Marketsstrategy may include exposure to Emerging Markets, and a US Large Cap strategy may include exposure to MidCap and Small Cap, etc.Mutual Fund Asset Allocation: If the option to unbundle balanced mutual funds is selected and if a fund'sholdings data is available, mutual funds will be classified by the asset class, subclass, and style breakdown oftheir underlying holdings. Where a mutual fund or ETF contains equity holdings from multiple equity sectors, thisreport will proportionately allocate the underlying holdings of the fund to those sectors measured as apercentage of the total fund's asset value as of the date shown.This information is supplied by Morningstar, Inc. on a daily basis to UBS FS based on data supplied by the fundwhich may not be current. Mutual funds change their portfolio holdings on a regular (often daily) basis.Accordingly, any analysis that includes mutual funds may not accurately reflect the current composition of thesefunds. If a fund's underlying holding data is not available, it will be classified based on its corresponding overallMorningstar classification. All data is as of the date indicated in the report.All pooled investment vehicles (such as mutual funds, closed end mutual funds, and exchange traded funds)incorporate internal management and operation expenses, which are reflected in the performance returns.Please see relevant fund prospectus for more information. Please note, performance for mutual funds is inclusiveof multiple share classes.Ineligible Assets: We require that you hold and purchase only eligible managed assets in your advisoryaccounts. Please contact your Financial Advisor for a list of the eligible assets in your program. These reports mayprovide performance information for eligible and ineligible assets in a fee-based program. Since ineligible assetsare not considered fee-based program assets, the inclusion of such securities will distort the actual performanceof your advisory assets. As a result, the performance reflected in this report can vary substantially from theindividual account performance reflected in the performance reports provided to you as part of those programs.For fee-based programs, fees are charged on the market value of eligible assets in the accounts and assessedquarterly in advance, prorated according to the number of calendar days in the billing period. Neither UBS noryour Financial Advisor will act as your investment adviser with respect to Ineligible Assets.Variable Annuity Asset Allocation: If the option to unbundle a variable annuity is selected and if a variableannuity's holdings data is available, variable annuities will be classified by the asset class, subclass, and stylebreakdown for their underlying holdings. Where a variable annuity contains equity holdings from multiple equitysectors, this report will proportionately allocate the underlying holdings of the variable annuity to those sectorsmeasured as a percentage of the total variable annuity's asset value as of the date shown.
This information is supplied by Morningstar, Inc. on a weekly basis to UBS FS based on data supplied by thevariable annuity which may not be current. Portfolio holdings of variable annuities change on a regular (oftendaily) basis. Accordingly, any analysis that includes variable annuities may not accurately reflect the currentcomposition of these variable annuities. If a variable annuity's underlying holding data is not available, it willremain classified as an annuity. All data is as of the date indicated in the report.Equity Style: The Growth, Value and Core labels are determined by Morningstar. If an Equity Style isunclassified, it is due to non-availability of data required by Morningstar to assign it a particular style.Equity Capitalization: Market Capitalization is determined by Morningstar. Equity securities are classified asLarge Cap, Mid Cap or Small Cap by Morningstar. Unclassified securities are those for which no capitalization isavailable on Morningstar.Equity Sectors: The Equity sector analysis may include a variety of accounts, each with different investment andrisk parameters. As a result, the overweighting or underweighting in a particular sector or asset class should notbe viewed as an isolated factor in making investment/liquidation decisions; but should be assessed on anaccount by account basis to determine the overall impact on the account's portfolio.Classified Equity: Classified equities are defined as those equities for which the firm can confirm the specificindustry and sector of the underlying equity instrument.Estimated Annual Income: The Estimated Annual Income is for informational purposes only and is calculatedby the annualized per share dividends/interest paid, multiplied by the quantity of the shares held in the selectedaccount(s). For Expected Cash Flow and Portfolio Holdings reports prior to June 23, 2023, savings products &sweep funds do not display such calculations and instead, values are displayed as N/A. For all other reports,Estimated Annual Income for savings products & sweep funds is not calculated or factored into aggregatecalculations and will be displayed as 0.Current Yield: Current Yield is estimated for informational purposes only and may not reflect changes in price.It's calculated by dividing the total estimated annual income by the current market value displayed. Current yieldcalculations display the current yield of the investment solely as of the date of this report. For Portfolio Holdingsreport generated prior to June 23, 2023, savings products & sweep funds do not include such information andinstead, values are displayed as N/A. For all other reports, Current Yield for savings products & sweep funds isnot calculated or factored into aggregate calculations and will be displayed as 0.YTM (at Market): Yield to Maturity (at Market) is the expected return of an interest-bearing security from thereport date, assuming that it is held to maturity with all coupon payments paid. For displays at the tax lot level,the Yield to Maturity is calculated based on the cost basis of that specific tax lot. For position level displays(consisting of multiple tax lots), Yield to Maturity is derived by using the weighted average cost basis of all theunderlying tax lots.YTW (at Market): Yield to Worst (at Market) is the expected return of an interest-bearing security from thereport date, assuming that it is held to the next call date or until maturity (if no next call date) with all couponpayments paid. For displays at the tax lot level, the Yield to Worst is calculated based on the cost basis of thatspecific tax lot. For position level displays (consisting of multiple tax lots), Yield to Worst is derived by using theweighted average cost basis of all the underlying tax lots.Bond Rating: These ratings are obtained from independent industry sources and are not verified by UBS FS.
Report created on: September 02, 2025 Page 34 of 37
Disclosures Applicable to Accounts at UBS Financial Services Inc. (continued) Securities without rating information are left blank. Rating agencies may discontinue ratings on high yieldsecurities.NR: When NR is displayed under bond rating column, no ratings are currently available from that rating agency.High Yield: This report may designate a security as a high yield fixed income security even though one or morerating agencies rate the security as an investment grade security. Further, this report may incorporate a ratingthat is no longer current with the rating agency. For more information about the rating for any high yield fixedincome security, or to consider whether to hold or sell a high yield fixed income security, please contact yourfinancial advisor or representative and do not make any investment decision based on this report.Credit/Event Risk: Investments are subject to event risk and changes in credit quality of the issuer. Issuers canexperience economic situations that may have adverse effects on the market value of their securities.Interest Rate Risk: Bonds are subject to market value fluctuations as interest rates rise and fall. If sold prior tomaturity, the price received for an issue may be less than the original purchase price.Reinvestment Risk: Since most corporate issues pay interest semiannually, the coupon payments over the lifeof the bond can have a major impact on the bond's total return.Call Provisions: When evaluating the purchase of a corporate bond, one should be aware of any features thatmay allow the issuer to call the security. This is particularly important when considering an issue that is trading ata premium to its call price, since the return may be negatively impacted if the issue is redeemed. Should an issuebe called, investors may be faced with an earlier than anticipated reinvestment decision, and may be unable toreinvest their principal at equally favorable rates.Effective Maturity: Effective maturity is the expected redemption due to pre-refunding, puts, or maturity anddoes not reflect any sinking fund activity, optional or extraordinary calls. Securities without a maturity date areleft blank and typically include Preferred Securities, Mutual Funds and Fixed Income UITs.Yields: Yield to Maturity and Yield to Worst are calculated to the worst call.Accrued Interest: Interest that has accumulated between the most recent payment and the report date may bereflected in market values for interest bearing securities.Bond Averages: All averages are weighted averages calculated based on market value of the holding, notincluding accrued interest.Tax Status: "Taxable" includes all securities held in a taxable account that are subject to federal and/or state orlocal taxation. "Tax-exempt" includes all securities held in a taxable account that are exempt from federal, stateand local taxation. "Tax-deferred" includes all securities held in a tax-deferred account, regardless of the statusof the security.Bond sensitivity analysis: This analysis uses Modified Duration which approximates the percentage pricechange of a security for a given change in yield. The higher the modified duration of a security, the higher itsrisk. For callable securities, modified duration does not address the impact of changing interest rates on a bond'sexpected cash flow as a result of a call or prepayment.
Amortization and Accretion: Prior to March 2008, amortization was calculated using the straight line methodfor tax exempt securities and was not calculated for taxable securities. Post March 2008, amortization iscalculated using the constant yield method. Prior to October 2008, accretion due to original issue discount wasnot calculated. Post October 2008, accretion due to original issue discount is calculated using the constant yieldmethod. Prior to January 2015, accretion due to market discount was calculated using the straight line method.Post January 2015, accretion due to market discount is calculated using the constant yield method. We assumethe securities are held to par and premiums are calculated to call date. Amortization and accretion values may beincorrect due to adjustments related to cost basis. You may hold additional fixed income securities that may notappear on this report. Please refer to your account statements for information regarding all of your holdings.Gain/Loss: The gain/loss information may include calculations based upon non-UBS FS cost basis information.The firm does not independently verify or guarantee the accuracy or validity of any information provided bysources other than UBS FS. In addition, for Schedule K-1 reported investments, such as alternative investmentfunds, please refer to your annual K-1 and 1099 tax forms. If this report contains positions with unavailable costbasis, the gain/(loss) for these positions are excluded in the calculation for the Gain/(Loss). As a result thesefigures may not be accurate and are provided for informational purposes only. Clients should not rely on thisinformation in making purchase or sell decisions, for tax purposes or otherwise. Rely only on year-end tax formswhen preparing your tax return. See your monthly statement for additional information.Accounts Included in this Report: The account listing may or may not include all of your accounts with UBSFS. The accounts included in this report are listed under the "Accounts included in this review" shown on thefirst page or listed at the top of each page. If the account is a donor advised fund account, the assets in thoseaccounts are owned by the Sponsoring Charitable Organization, and not the donor. You and your financialadvisor have procured the appropriate authorization to view the assets in the donor advised fund account. If anaccount number begins with "@" this denotes assets or liabilities held at other financial institutions. Informationabout these assets, including valuation, account type and cost basis, is based on the information you provided tous, or provided to us by third party data aggregators or custodians at your direction. We have not verified, andare not responsible for, the accuracy or completeness of this information.Account name(s) displayed in this report and labels used for groupings of accounts can be customizable"nicknames" chosen by you to assist you with your recordkeeping or may have been included by your financialadvisor for reference purposes only. The names used have no legal effect, are not intended to reflect anystrategy, product, recommendation, investment objective or risk profile associated with your accounts or anygroup of accounts, and are not a promise or guarantee that wealth, or any financial results, can or will beachieved. All investments involve the risk of loss, including the risk of loss of the entire investment.For more information about account or group names, or to make changes, contact your Financial Advisor.Account changes: At UBS, we are committed to helping you work toward your financial goals. So that we maycontinue providing you with financial advice that is consistent with your investment objectives, please considerthe following two questions:1) Have there been any changes to your financial situation or investment objectives?2) Would you like to implement or modify any restrictions regarding the management of your account?If the answer to either question is "yes," it is important that you contact your Financial Advisor as soon aspossible to discuss these changes. For MAC advisory accounts, please contact your investment manager directlyif you would like to impose or change any investment restrictions on your account.
Report created on: September 02, 2025 Page 35 of 37
Disclosures Applicable to Accounts at UBS Financial Services Inc. (continued) ADV disclosure: A complimentary copy of our current Form ADV Disclosure Brochure that describes theadvisory program and related fees is available through your Financial Advisor. Please contact your FinancialAdvisor if you have any questions.Important information for former Piper Jaffray and McDonald Investments clients: As anaccommodation to former Piper Jaffray and McDonald Investments clients, these reports include performancehistory for their Piper Jaffray accounts prior to August 12, 2006 and McDonald Investments accounts prior toFebruary 9, 2007, the date the respective accounts were converted to UBS FS. UBS FS has not independentlyverified this information nor do we make any representations or warranties as to the accuracy or completenessof that information and will not be liable to you if any such information is unavailable, delayed or inaccurate.For insurance, annuities, and 529 Plans, UBS FS relies on information obtained from third party services itbelieves to be reliable. UBS FS does not independently verify or guarantee the accuracy or validity of anyinformation provided by third parties. Information for insurance, annuities, and 529 Plans that has been providedby a third party service may not reflect the quantity and market value as of the previous business day. Whenavailable, an "as of" date is included in the description.Investors outside the U.S. are subject to securities and tax regulations within their applicable jurisdiction that arenot addressed in this report. Nothing in this report shall be construed to be a solicitation to buy or offer to sellany security, product or service to any non-U.S. investor, nor shall any such security, product or service besolicited, offered or sold in any jurisdiction where such activity would be contrary to the securities laws or otherlocal laws and regulations or would subject UBS to any registration requirement within such jurisdiction.Performance History prior to the account's inception at UBS Financial Services, Inc. may have been included inthis report and is based on data provided by third party sources. UBS Financial Services Inc. has notindependently verified this information nor does UBS Financial Services Inc. guarantee the accuracy or validity ofthe information.Important information about brokerage and advisory services. As a firm providing wealth managementservices to clients, UBS Financial Services Inc. offers investment advisory services in its capacity as an SECregistered investment adviser and brokerage services in its capacity as an SEC-registered broker-dealer.Investment advisory services and brokerage services are separate and distinct, differ in material ways and aregoverned by different laws and separate arrangements. It is important that clients understand the ways in whichwe conduct business, that they carefully read the agreements and disclosures that we provide to them about theproducts or services we offer. For more information, please review client relationship summary provided at ubs.com/relationshipsummary. UBS Financial Services account protectionThe Firm is a member of the Securities Investor Protection Corporation (SIPC), which protects securitiescustomers of its members up to $500,000 (including $250,000 for claims for cash). Explanatory brochureavailable upon request or at www.sipc.org. The SIPC asset protection limits apply to all accounts that you hold ina particular capacity.The Firm, together with certain affiliates, has also purchased supplemental insurance. The maximum amountpayable to all eligible clients, collectively under this protection is $500 million as of December 10, 2019. Subjectto the policy conditions and limitations, cash at the Firm is further protected for up to $1.9 million in theaggregate for all your accounts held in a particular capacity. A full copy of the policy wording is available uponrequest.
Neither the SIPC protection nor the supplemental protection apply to:
• Certain financial assets controlled by (and included in your account value) but held away from UBS Financial Services. For example certain (i) insurance products, including variable annuities,and (ii) shares of mutual funds registered in the name of the account holder on the books ofthe issuer or transfer agent); • Investment contracts or investment interests (e.g., limited partnerships and private placements) that are not registered under the Securities Act of 1933; • Commodities contracts (e.g., foreign exchange and precious metal contracts), including futures contracts and commodity option contracts;
• Securities on loan to UBS Financial Services; and• Deposit accounts (except certificates of deposit) at UBS Bank USA, UBS AG U.S. branches and banks in the FDIC Insured Deposit Program.
The SIPC protection and the supplemental protection do not apply to these assets even if they otherwise appearon your statements. The SIPC protection and the supplemental protection do not protect against changes in themarket value of your investments (whether as a result of market movement, issuer bankruptcy or otherwise).Non-UBS Assets and Liabilities: This report is not intended to provide you with consolidated information orreporting regarding your holdings at other firms. However, at your request, this report may include informationregarding assets that you hold at other financial institutions so that you may review your asset allocation and/orinvestment strategy in the context of your overall holdings. You should review and maintain the originaldocuments for these assets, such as the statements for individual accounts held away from UBS. Thosedocuments may contain notices, disclosures and other information important to you, and may also serve as areference should questions arise regarding the accuracy of that information as presented in this report.The information presented for accounts held at other financial institutions has been provided to UBS at yourdirection through your agreement with an Outside Asset Data Aggregation Service. These accounts have beenadded to this report at your request and are automatically updated to reflect the most recent data received fromthe custodian. Information may have also been provided based on documents and valuation you provided toyour Financial Advisor. These accounts have been added to this report at your request and may not reflect thecurrent valuation.If an account number begins with "@" this denotes assets or liabilities held at other financial institutions.Information about these assets, including valuation, account type and cost basis, is based on the information youprovided to us, or provided to us by third party data aggregators or custodians at your direction. We have notverified, and are not responsible for, the accuracy or completeness of this information.If the information you or your custodians provided to us is not current, inclusion of these assets will impact theaccuracy of the current asset allocation and other analysis presented. We do not provide purchase, sale or holdrecommendations or advice with respect to your assets at other firms and do not assume responsibility foractivity you conduct at other financial institutions.UBS’s SIPC coverage applies to assets held at UBS. If you maintain assets at other firms that may be SIPCmembers, you should contact their financial representative or the other entity or refer to the other entitysstatement regarding SIPC membership. Your UBS Financial Services Inc. account statements are the only official Report created on: September 02, 2025 Page 36 of 37
Disclosures Applicable to Accounts at UBS Financial Services Inc. (continued) record of your UBS holdings and account and are not replaced, amended or superseded by any of theinformation presented in this report.Assets that you hold at other financial institutions are priced using the closing price reported on the last businessday preceding the date of this report. Every reasonable attempt has been made to accurately price securities;however, we make no warranty with respect to any security’s price. To determine the value of securities in youraccount, we generally rely on third party quotation services. If a price is unavailable or believed to be unreliable,we may determine the price in good faith and may use other sources such as the last recorded transaction.When securities are held at another custodian or if you hold illiquid or restricted securities for which there is nopublished price, we will generally rely on the value provided by the custodian or issuer of that security.The value of assets held at other financial institutions is based on the "Last Refresh Date" displayed. Up todate valuation and information can be obtained directly from the custodian of your assets. The accountstatements you receive from your third party custodian regarding the assets you hold with them are the officialrecord of your holdings and accounts and are not impacted or superseded by the information in this report.Account balances and security pricing will always display in U.S. Dollars even if assets in your Outside Accountsare denominated in other currencies. UBS will convert any values received in the Outside Account Information toU.S. Dollars using foreign exchange rates from UBS as of the previous business.Report created on: September 02, 2025 Page 37 of 37
STAFF REPORT
TO: Mayor and Council Members DATE: September 23, 2025
FROM: Community Development DISTRICT(S): Citywide
SUBJECT: Consolidated Annual Performance and Evaluation Report (CAPER) for the 2024- 2025 Community Development Block Grant (CDBG) Program
RECOMMENDATION
That the City Council:
1. Approve the submittal of the City of Glendora's FY 2024–2025 Consolidated Annual Performance and Evaluation Report (CAPER) to the U.S. Department of Housing and Urban Development (HUD); and
2. Authorize the City Manager to submit the report to HUD.
STRATEGIC FOCUS AREAS
Goal 2: Maintain Financial Stability and Sustainability (MFSS) Goal 5: Improve and Maintain the City’s Infrastructure and Facilities (IMCIF)
EXECUTIVE SUMMARY
The City of Glendora annually receives a Community Development Block Grant (CDBG) allocation from the U.S.
Department of Housing and Urban Development (HUD). Due to the entitlement jurisdiction status, the Consolidated Annual Performance and Evaluation Report (CAPER) is required by HUD to disclose accomplishments completed and expenditures made during the fiscal year. The receiving and filing of the attached performance report enables the City to comply with HUD's reporting requirements.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
On May 9, 2023, the City Council adopted the 2023–2027 Consolidated Plan, which established the City’s five-year strategy for the use of CDBG funds. Each year, the City is required to prepare and submit a Consolidated Annual Performance and Evaluation Report (CAPER) to HUD within 90 days after the close of the program year. The FY 2024–2025 CAPER represents the second year of reporting under the current Consolidated Plan and covers program activities completed between July 1, 2024, and June 30, 2025.
DISCUSSION
The City of Glendora receives CDBG funds from HUD on an annual basis. The CAPER is the annual report required by HUD that outlines the progress the City has made towards implementation of the Consolidated Plan. It provides a detailed account of how the City used CDBG funding during the program year to meet the priorities established in the 2023–2027 Consolidated Plan and to remain in compliance with federal requirements. The FY 2024–2025 CAPER is the second year of reporting under this five-year plan and covers program activities carried out between July 1, 2024, and June 30, 2025.
The Draft CAPER was available for the required 15-day public review period from September 8 through September 23, 2025. The Notice was posted on the City’s website and published in the newspaper on September 4, 2025.
Written or oral comments received by the City must be incorporated into the CAPER submitted to HUD.
For FY 2024–2025, the City received a CDBG entitlement allocation of $314,125 from HUD, along with $171,577 in program income generated from prior year CDBG funding, for a total of $485,702 in available funds. Of this amount, $411,511.15 was expended. Consistent with the Consolidated Plan, the City directed the majority of funds toward infrastructure improvements in low- and moderate-income neighborhoods and provided fair housing services to residents. These funds were allocated/expended as outlined below:
CDBG FUNDS (FY 2024-2025)
Category Objecitve/Outcome Funds Allocated Funds Expanded Accomplishments Infrastructure & Public Faciliites
- Street Improvement Project
Suitable Living Environment /
Availability & Accessibility (SL-1)
$422,877 $374,590 2023 completed (3,58
(2,955 residents to be
Fair Housing Program - Housing
Rights Center
Decent Housing / Availability &
Accessibility (DH-1)
$20,000 $20,000 48 residents received
seniors, female-head
Administraiton & Planning Suitable Living Environment / Availability & Accessibility (SL-1)
$42,825 $16,921 Program managemen
Program Income $171,577 $171,577 Applied to infrastruct Total CDBG Enittlement +
Program Income
$485,702 $411,511
Key accomplishments include completion of the 2023 Street Improvement/Accessibility Project, benefiting 3,585 residents, and allocation of $422,877 for the 2024 Street Improvement/Accessibility Project, which is currently underway and will serve 2,955 residents upon completion. The City also allocated $20,000 to the Housing Rights Center, assisting 48 residents with fair housing services. Administration and oversight of the CDBG program continued with $42,825 budgeted, of which $16,921 was expended.
Attached for the City Council to review and approval is the City of Glendora's FY 2024–2025 CAPER. The report will enable the City to remain in compliance with HUD’s reporting requirements and demonstrate the City’s continued progress in meeting the goals outlined in the Consolidated Plan.
FISCAL IMPACT
There is no fiscal impact to the City’s General Fund. The CAPER program activities were funded entirely with federal CDBG entitlement and program funds. By submitting the reports in compliance with CDBG requirements, the City will continue to receive grant funding, as included in the FY 2025-2026 adopted budget.
ENVIRONMENTAL DETERMINATION
There are no CEQA impacts associated with the recommendations in this report.
Prepared By: Shantelle Coria , Management Aide
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. Draft FY24-25 CAPER.pdf
B. Proof of Publication.pdf
2024-2025 City of Glendora CAPER
1 OMB Control No: 2506-0117 (exp. 09/30/2021)
FY 2024-2025
Consolidated Annual Performance
Evaluation Report (CAPER)
Second Year of the 2023-2027
Five-Year Consolidated Plan
DRAFT 2024-2025 CAPER
September 2025
2024-2025 City of Glendora CAPER
2 OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) The City of Glendora (City) was incorporated in 1911 and is 19.6 square miles with approximately 50,000 residents. The City receives Community Development Block Grant Program (CDBG) Entitlement funds annually from United States Department of Housing and Urban Development (HUD). The City’s CDBG Entitlement allocation for FY 2024-2025 was $314,125.00. Program Income in the amount of $171,577.00 was also identified, bringing the total of available resources to $485,702.00.
This FY 2024-2025 Consolidated Annual Performance Evaluation Report (CAPER) is the second year CAPER for the five-year 2023-2027 Consolidated Plan (Con Plan) and reviews the City’s specific achievements using CDBG Entitlement funds over the last program year (July 1, 2024, through June 30, 2025) and the City’s achievements using CDBG-CV funds from program inception through June 30, 2025.
The CARES Act provided additional CDBG funds (CDBG-CV) to prevent, prepare for, and respond to the coronavirus pandemic (pandemic). The City’s initial allocation was $179,204.00 (CV1). The second allocation was $266,983.00 (CV3) for a total of $446,187.00. All CDBG-CV activities were completed prior to the start of FY 2024-2025.
The City of Glendora has developed the objectives, outcomes, and quantifiable goals below for each priority need category listed in the 2023-2027 Consolidated Plan. All CDBG funds, whether Entitlement or CDBG-CV, must serve the residents of the community in one of the three areas of benefiting low- and moderate-income persons, eliminating slum and blight, and meeting a particularly urgent community need.
• Infrastructure and Public Facilities: Improve and expand infrastructure and public facilities that benefit low- and moderate-income neighborhoods and residents. The Objective/Outcome categories will be A Suitable Living Environment/Availability/Accessibility (SL-1), with a goal of assisting 5 public facilities/infrastructure projects (1 annually). • Economic and Human Development: Provide for the economic development needs of low- and moderate-income persons. The program will also create or retain jobs for low- and moderateincome residents. The Objective/Outcome categories will be Economic Opportunity/Availability/ Accessibility (EO-1), with a goal of assisting one (1) business over five years. • Public Service: Provide supportive services for the City’s low- and moderate-income residents and persons with special needs. The Objective/Outcome categories will be public service activities other than low-/moderate-income housing benefit with the goal of assisting 50 persons. • Fair Housing: Promote fair and equal housing choice for all persons, promote housing that is accessible to and usable by persons with disabilities, and comply with the non-discrimination requirements of the various Fair Housing laws. The Objective/Outcome categories will be Decent Housing/Availability/Accessibility (DH-1). with a goal of assisting 175 low- and moderate-income persons (35 annually).
• Administration and Planning: Provide administration and planning activities to develop housing 2024-2025 City of Glendora CAPER
3 OMB Control No: 2506-0117 (exp. 09/30/2021)
and community development strategies and programs needed to conduct actions that address identified needs in the Consolidated Plan. The Objective/Outcome categories will be A Suitable Living Environment/Availability/Accessibility (SL-1), with a goal of successfully administering the CDBG program per HUD regulations.
The following are accomplishments achieved in FY 2024-2025, including the cumulative accomplishments for multi-year CDBG Entitlement Activities which were co, as well as the cumulative accomplishments for CDBG-CV Activities.
CDBG Entitlement Funds
• Infrastructure and Public Facilities: The 2023 Street Improvement/Accessibility Activity completed in FY 2024-2025, benefitting 3,585 residents. In FY 2024-2025, the City allocated $422,877.00 for the 2024 Street Improvement/Accessibility Activity, which is expected to benefit 2,955 residents. That Activity remains in progress and will be reported in next year’s CAPER. • Economic and Human Development: No funds were allocated to this area in FY 2024-2025. • Public Services: No funds were allocated to this area in FY 2024-2025. • Fair Housing: In FY 2024-2025, $20,000.00 was allocated to a contract with The Housing Rights Center to provide fair housing services to City resident, which was funded under the CDBG Administration cap. All those inquiring regarding fair housing were provided services. • Administration and Planning: The City continued to effectively manage the CDBG program in FY 2024-2025 by allocating $42,825.00 in FY 2024-2025 CDBG funds.
CDBG-CV Funds
• Economic and Human Development: In FY 2019-2020, the City launched a Small Business Assistance Loan program using CDBG-CV fundsspecifically to assist businesses to prevent, prepare for, and respond to coronavirus. To date, this program has assisted one business impacted by the effects of the pandemic. This Activity was completed in FY 2023-2024. • Fair Housing: As part of the second Substantial Amendment to the FY 2019-2020 Annual Action Plan, the City allocated $312,088.00 for a COVID Emergency Rental Assistance Program. To date, this program has assisted 47 households deal with the effects of the pandemic by providing shortterm rental assistance. This Activity was completed in FY 2023-2024. • Administration and Planning: The City effectively managed the CDBG-CV program. This Activity was completed in FY 2022-2023.
2024-2025 City of Glendora CAPER
4 OMB Control No: 2506-0117 (exp. 09/30/2021)
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Goal Category Source /
Amount
Indicator Unit of
Measure
Expected –
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Administration Administration
CDBG:
$42,825.00 N/A N/A N/A N/A N/A N/A N/A N/A
Fair Housing
Non-Housing
Community
Development
CDBG:
$20,000.00
Public Service
Activities for
Low/Moderate
Income Housing
Benefit
Persons
Assisted
175 103 74.28% 60 48 80.00%
Infrastructure
and Public
Facilities
Non-Housing
Community
Development
CDBG:
$422,877.00
Public Facility or
Infrastructure
other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
6,500 9,050 139.23% 2,955 3,585 121.32%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date 2024-2025 City of Glendora CAPER
5 OMB Control No: 2506-0117 (exp. 09/30/2021)
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
Only eligible activities that received a High Priority level are funded during each of the five years of the 2023-2027 Consolidated Plan. In FY 2024-2025, $239,934.15 in entitlement funds and $171,577.00 were used to implement the second year of the Consolidated Plan. In FY 2024-2025, the City of Glendora addressed all the Consolidated Plan Priorities listed below by providing CDBG funding as follows:
CDBG Entitlement Funding
1. Infrastructure and Public Facilities
In FY 2023-2024 the City allocated $231,946.00 for the 2023 Street Improvement/Accessibility Project.
The project was completed in FY 2024-2025.
In FY 2024-2025, the City allocated $422,877.00 to the 2024 Street Improvement/Accessibility Project to continue to make the City more accessible to seniors and people with disabilities. That project is expected to be completed in FY 2025-2026.
2. Economic and Human Development
In FY 2024-2025, no CDBG Entitlement funds were allocated to Economic and Human Development.
3. Public Services
In FY 2024-2025, no CDBG Entitlement funds were allocated to Public Services.
4. Fair Housing
The City allocated $20,000.00 in CDBG Administrative funds for fair housing services through a contract the Housing Rights Center. A total of $20,000.00 was expended to serve the residents of the City.
5. Administration and Planning
In FY 2024-2025, the City allocated $42,825.00 for general planning and administration, of which $16,921.00 was expended.
CDBG-CV Funding
1. Infrastructure and Public Facilities
No CDBG-CV funds were allocated to Infrastructure and Public Facilities.
2. Economic and Human Development
A cumulative total of $14,862.00 in CDBG-CV funds was used to provide assistance to one business affected by the pandemic. This activity has been completed.
3. Fair Housing
2024-2025 City of Glendora CAPER
6 OMB Control No: 2506-0117 (exp. 09/30/2021)
Since the inception of CDBG-CV program, the City has allocated $312,088.00 in CDBG-CV funds for an Emergency Rental Assistance Program. $261,820.46 has been expended to date, assisting 47 renters impacted by the pandemic. This represents 90.38 percent of the goal of 52. This activity has been completed.
4. Administration and Planning
In 2019-2020 the City allocated $89,237.00 of CDBG-CV funds for Administration and Planning and $28,203.72 has been expended to date. No additional CDBG-CV funds were allocated for Administration and Planning in FY 2020-2021, FY 2022-2023, or FY 2024-2025. This activity has been completed.
2024-2025 City of Glendora CAPER
7 OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-10 - Racial and Ethnic Composition of Families Assisted.
Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG
White 0
Black or African American 0
Asian 0
American Indian or American Native 0
Native Hawaiian or Other Pacific Islander 0
Total 0
Hispanic 0
Not Hispanic 0
Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative
In FY 2024-2025, no CDBG Entitlement Activities were funded in which race and ethnicity data was collected. The CDBG-CV Emergency Rental Assistance Program, which was funded under the Administration cap, served 27 households from inception of the program through the end of FY 2024- 2025. Of the 47 households served by this program, 42 were White, three were Black, and two were Asian. 27 identified themselves as Hispanic.
2024-2025 City of Glendora CAPER
8 OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available.
Source of Funds Source Resources Made
Available
Amount Expended During
Program Year
CDBG Entitlement Public – federal $314,125.00 $239,934.15 CDBG Program Income Public – federal $171,577.00 $171,577.00 CDBG-CV Public – federal $446,187.00 $304,886.18
Table 3 - Resources Made Available
Narrative
For FY 2024-2025, the City was allocated $314,125.00 in Entitlement funds. The City had also received $171,577.00 in Program Income, bringing the total of available resources to $485,702.00. A total of $411,511.15 was expended.
In addition, in FY 2019-2020, the City received two allocations of CARES Act funds totaling $446,187.00 which were allocated for the Business Assistance Program, an Emergency Rental Assistance Program, and Administration to address residents needs related to the Coronavirus. A total of $304,866.18 was expended. All CDBG-CV programs were completed prior to FY 2024-2025.
Identify the geographic distribution and location of investments.
Target Area Planned
Percentage of
Allocation
Actual
Percentage of
Allocation
Narrative Description
CDBG Low-Mod
Income Target Areas
87.00% N/A low- and moderate-income area
(LMA) census tracts and block groups
Table 3 – Identify the Geographic Distribution and Location of Investments Narrative
In FY 2024-2025, the City allocated $422,877.00 for the 2024 Street Improvement/Accessibility Project, which equals 87 percent of their total available resources. That project is currently in process and is expected to be completed in the first quarter of FY 2025-2026.
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
2024-2025 City of Glendora CAPER
9 OMB Control No: 2506-0117 (exp. 09/30/2021)
Federal funds will leverage additional resources as grant opportunities become available. In FY 2024-2025, no funds were leveraged; however, the City does benefit from County funding for rental assistance provided by HUD through the Housing Choice Voucher program.
The City of Glendora has not identified any publicly owned land for housing and community development activities.
The City does not receive HOME funds, so there are no matching requirements. 2024-2025 City of Glendora CAPER
10 OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderateincome, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units
0 0
Number of Non-Homeless households to be
provided affordable housing units
0 0
Number of Special-Needs households to be
provided affordable housing units
0 0
Total 0 0
Table 4 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance
0 0
Number of households supported through
The Production of New Units
0 0
Number of households supported through
Rehab of Existing Units
0 0
Number of households supported through
Acquisition of Existing Units
0 0
Total 0 0
Table 5 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
The City did not set any goals for affordable housing as it is not identified as a Priority in the 2023-2027 Con Plan. In prior years, two affordable housing complexes were funded by the city. Those complexes continue to provide 52 affordable units (27 extremely low-, 19 very low-, and six low-income) through Heritage Oaks and 87 affordable units (13 extremely low-, 55 very low-, and 19 low-income) through Elwood Family Apartments. These units will remain affordable throughout the Consolidated Plan period.
Discuss how these outcomes will impact future annual action plans. 2024-2025 City of Glendora CAPER
11 OMB Control No: 2506-0117 (exp. 09/30/2021)
The City does not plan to make any changes in the way funds are allocated currently. The streets infrastructure projects and fair housing program (funded with Administration funds), continue to provide important benefit to the community.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 0 0
Low-income 0 0
Moderate-income 0 0
Total 0 0
Table 6 – Number of Households Served
Narrative Information
Income information was not required nor collected for any of the projects funded in FY 2024-2025. The City’s fair housing activities were funded under the Administration cap and as allowed, all residents requesting assistance were served regardless of their family income. The 2024 Street Improvement/Accessibility Project was conducted under the Low/Mod Area National Objective and information about individual families is not collected. 2024-2025 City of Glendora CAPER
12 OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Given the City’s limited CDBG resources and small number of homeless in the City of Glendora, and the significant other City and regional resources committed to addressing homelessness, homeless activities were not a high priority in the 2023-2027 Consolidated Plan A Point-in-Time Homeless Count and Homeless Inventory Count (PIT-HIC) was conducted by the Los Angeles Homeless Services Authority (LAHSA) in 2025. That data indicates that in the City of Glendora there are 23 persons experiencing homelessness who are unsheltered. There are no homeless shelter facilities in the City, therefore the number of individuals residing in such facilities is zero. An exact count of sheltered individuals (living in cars, vans, recreational vehicles, tents, and makeshift shelters) was not available, but the PIT-HIC indicated that there were 26 of these dwellings.
The City of Glendora Plan to Combat Homelessness (Plan), developed in 2018, was developed by conducting outreach to almost a dozen homelessness services providers and Glendora residents to facilitate input. The Plan outlines actions to serve populations experiencing homelessness, including collaboration with other jurisdictions. As part of Service Planning Area (SPA) 3 the City may collaborate with other members of SPA including, but not limited to:
• Alhambra
• Altadena
• Arcadia
• Azusa
• Baldwin Park
• Claremont
• Covina
• Diamond Bar
• Duarte
• El Monte
• Irwindale
• Monrovia
• Monterey Park
• Pasadena
• Pomona
• San Dimas
• Temple City
• Walnut
• San Gabriel
• San Marino
• West Covina
2024-2025 City of Glendora CAPER
13 OMB Control No: 2506-0117 (exp. 09/30/2021)
Glendora also collaborates with local and regional agencies to implement the priorities identified in the Con Plan. Monthly Homeless Taskforce meetings with the Glendora Police Department CIT team, LA County Department of Mental Health, Los Angeles Centers for Alcohol and Drug Abuse (LA CADA) and Glendora Human Services staff are conducted to organize services for vulnerable populations of persons experiencing homelessness such as those with mental illnesses. City staff participate in regional care coordination meetings with homeless service providers and other city and county staff to discuss resources and changes to the homeless service system. City staff also works with local non-profits such as the Glendora Ministerial Association and Shepherd’s Pantry. The La Fetra Center, open from 8:00 am to 5:00 pm, is operated by the City and provides access to in-person information on services for persons experiencing homelessness.
In May 2022, the City entered into a multi-year contract with LA CADA to provide homeless services and temporary housing. FY 2025-2025 was the fourth year of that agreement. LA CADA is a certified substance use, and behavioral treatment provider licensed by the State of California Department of Health Care services and the County of Los Angeles Department of Public Health- Substance Abuse Prevention and Control. LA CADA treats people with addiction and behavioral problems by providing client-centered, trauma-informed, and recovery-oriented services.
LA CADA interviews each client and designs a plan for services tailored to that individual’s needs. They offer a wide continuum of care and treatment, including outpatient, intensive outpatient, and residential programs and eight shelter beds specifically for Glendora residents. LA CADA began their contract in May 2022, and since then they have had first encounters with individuals since the start of the contract. They have placed individuals in housing: permanent housing and interim housing which may include bridge housing, detox facilities, sober living homes and/or respite care.
Addressing the emergency shelter and transitional housing needs of homeless persons There is no shelter or transitional housing located in the City of Glendora. However, the City contract with LA CADA outlined in the prior section includes eight shelter beds to be used specifically for Glendora residents. LA CADA and city staff also help sheltered and unsheltered homeless individuals get benefits like health insurance, Cal Fresh, and Social Security, and to replace vital documents at the DMV and Social Security offices. By getting homeless individuals the necessary documents and benefits, they are better prepared to move out of shelter/transitional housing and into more permanent housing.
The City received measure H funds through the San Gabriel Valley Council of Governments’ (SCVCOG) Housing Solution Fund for FY 2023-2024 and FY 2024-2025. The City was awarded $50,000.00 in December 2023 to use in FY 2024-2025 and an additional $50,000.00 to be used in FY 2024-2025. This grant was intended to provide one-time financial assistance to help eligible households obtain permanent housing or retain their current housing.
The City has been utilizing allocations from its General Fund to continue to fund programs operated by LA CADA. The Human Services Manager directly oversees homeless programming and is supported by the Human Services Supervisor who coordinates with regional service providers in other cities. Case 2024-2025 City of Glendora CAPER
14 OMB Control No: 2506-0117 (exp. 09/30/2021)
managers and homeless navigators collaborate with the community members experiencing homelessness to determine their greatest needs and coordinate supportive services to bring them closer to interim and permanent housing opportunities.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs In FY 2024-2025, the City received $50,000.00 in Measure H funds from the San Gabriel Valley Council of Governments (SGVCOG). These funds are used to provide one-time emergency assistance to help households obtain housing or avoid homelessness by retaining existing housing.
In FY 2024-2025, the City received $50,000.00 in Measure H funds from the San Gabriel Valley Council of Governments (SGVCOG). These funds were used to provide one-time emergency assistance to help households obtain housing or avoid homelessness by retaining existing housing. Since utilizing these funds, staff have established procedures to screen households for assistance and have strengthened relationships with regional providers like Catholic Charities, the Society of St. Vincent de Paul, the YWCA, and Shepherd’s Pantry to refer households to additional support. After approval of the new LA County sales tax, Measure A, the City of Glendora has applied for funding to continue to provide, among other services, homelessness prevention assistance. These requests are currently pending.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The collaborations noted above include services that assist in the transition to permanent housing and independent living, including shortening the period that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again. 2024-2025 City of Glendora CAPER
15 OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing.
No public housing is located in the City of Glendora; therefore, there were no actions taken to address the needs of public housing.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership.
No public housing is located in the City of Glendora; therefore, there were no actions taken to encourage public housing residents to become more involved in management and participate in homeownership.
Actions taken to provide assistance to troubled PHAs.
The Housing Authority of the County of Los Angeles (HACoLA) is identified as a High Performing Housing Authority according to the Agency's Action Plan; therefore, there were no actions taken to provide assistance to a troubled PHA.
2024-2025 City of Glendora CAPER
16 OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The City implements a Housing Element consistent with California State law to remove barriers to affordable housing and take actions to reduce costs and/or facilitate the development of safe, high-quality affordable housing. Glendora actively implements services and incentives to remove governmental constraints on housing. The City offers a one-stop streamlined permitting process to facilitate efficient entitlement and building permit processing and additional local and regional incentives to foster affordable housing development, such as the State density bonus law. However, despite the City’s best efforts, the provision of affordable housing may be constrained by market and county, state, and federal policies. These constraints, which are out of the City’s control, often affect lower- and moderate-income households with limited resources disproportionately.
City will continue to foster affordable housing development in the community through incentives such as density bonuses for affordable housing, mixed use development, and lot consolidation. The City has updated its Housing Element for the 2021-2029 planning period. The 2021-2029 Housing Element was adopted by the City Council and was determined to be in compliance by the State of California Department of Housing and Community Development in August 2023.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) As previously mentioned, in FY 2024-2025, the City used County of Los Angeles Measure H grants in collaboration with four other San Gabriel Valley cities to provide case management services to assist persons experiencing homelessness. Additionally, the City annually uses CDBG funds to support the fair housing program that targets many of the City's underserved residents. Providing fair housing services is an important homeless prevention strategy, allowing many residents equal accesses to housing and assisting those facing unfair treatment in the housing market. Underserved or vulnerable populations in Glendora include the elderly, disabled, homeless and at-risk homeless families and individuals.
The City provides supportive services to underserved groups through its existing network of public and nonprofit service agencies, along with the City's Community Services Department. Although Measure H funds were exhausted in FY 2024-2025, the City will continue working with the four other San Gabriel Valley cities to provide case management services to assist the homeless through other funding sources.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City previously provided lead-based paint hazard testing through rehabilitation programs. The rehabilitation programs are no longer offered.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The network of existing agencies in the City provides social services to families below the poverty level. 2024-2025 City of Glendora CAPER
17 OMB Control No: 2506-0117 (exp. 09/30/2021)
Actions taken to develop institutional structure. 91.220(k); 91.320(j) City's Planning Department manages CDBG programs. City staff consult HUD staff and attend HUD training to craft a cost-effective CDBG program. City staff will continue to communicate and work with HUD staff to implement the CDBG program and develop institutional structure.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City will continue to coordinate with public and private housing and services agencies to deliver housing and community development activities in the community. Various agencies will continue to be invited to attend public meetings to provide input related to the CDBG program.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City’s updated Housing Element for the 2021-2029 planning period was certified by the State Department of Housing and Community Development (HCD) in 2023. The City will work towards implementing the goals, policies and programs identified in the Housing Element as well as completing any rezoning within the time period outlined in the Housing Element.
The City updated its Analysis of Impediments (AI) to Fair Housing Choice in FY 2017-2018, and the City continues to address impediments identified in the AI to comply with the Fair Housing Act’s requirement that each Grantee take steps to Affirmatively Further Fair Housing. Impediments identified in the 2018 AI include a need for increased outreach and education activities, monitoring real estate advertisement, investigation of housing discrimination claims and violations, and monitoring of lending practices.
CDBG funds are used to contract with the Housing Rights Center (HRC) annually to operate the Fair Housing program and maintain access to fair housing information and assistance for residents. HRC provides fair housing services and landlord/tenant information to all residents who request counseling, resource referral, complaint investigation, and public education on all forms of housing discrimination.
These services help prevent/reduce housing discrimination, predatory lending, and hate crimes in the City of Glendora.
During FY 2024–2025, a total of 48 Glendora residents received fair housing services through a CDBGfunded contract with the Housing Rights Center. Of those assisted, 33 were extremely low-income, 10 were very low-income, and three were low-income. In addition, seven persons were disabled, three were from female-headed households, two were at risk of homelessness, and nine were seniors. These accomplishments are not reported in IDIS since the activity is funded under the Administration cap. 2024-2025 City of Glendora CAPER
18 OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements.
Monitoring of other agencies was not conducted as the City does not have any subrecipients. The Community Development Department has executed a memorandum of understanding (MOU) with the Public Works Department to ensure compliance with CDBG regulations and other cross-cutting regulations for CDBG-funded infrastructure projects.
The City has a contract with The Housing Rights Center for fair housing services and quarterly reports are received and reviewed to ensure services are being offered to the community as required. All other CDBG and CDBG-CV activities are operated and managed internally by City staff. 2024-2025 City of Glendora CAPER
19 OMB Control No: 2506-0117 (exp. 09/30/2021)
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
The Draft CAPER was available for the required 15-day public review from September 8, through September 23, 2025. A notice was posted on the City's website and published in the newspaper on September 4, 2025. Proof of publication may be found in Appendix A. The City Council reviewed the document at their regularly scheduled meeting on September 23, 2025. No public comments were received at the City Council meeting or during the 15-day comment period. 2024-2025 City of Glendora CAPER
20 OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The activities undertaken in FY 2024-2025 were effective in serving the needs of Glendora residents. No changes were made during FY 2024-2025.
The City pursued all resources identified in the Consolidated Plan and did not hinder plan implementation by action or willful inaction.
Does this jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
N/A
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The City did not make any changes in the program objectives in FY 2024-2025 and does not plan to change the program in FY 2025-2026.
Does this jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
[BEDI grantees] Describe accomplishments and program outcomes during the last year. 2024-2025 City of Glendora CAPER
21 OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided.
Section 3 compliance was triggered by the use of CDBG funds for the City’s 2024 Street Improvement/Accessibility project.
Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 1 0 0 0 0
Total Labor Hours 930
Total Section 3 Worker Hours 305
Total Targeted Section 3 Worker Hours 0
Table 7 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers
Outreach efforts to generate job applicants who are Other Funding Targeted Workers.
Direct, on-the job training (including apprenticeships).
Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).
Outreach efforts to identify and secure bids from Section 3 business concerns.
Technical assistance to help Section 3 business concerns understand and bid on contracts.
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.
Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for interviews, finding job opportunities, connecting residents to job placement services.
Held one or more job fairs.
Provided or connected residents with supportive services that can provide direct services or referrals.
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.
Assisted residents with finding child care.
2024-2025 City of Glendora CAPER
22 OMB Control No: 2506-0117 (exp. 09/30/2021)
Assisted residents to apply for or attend community college or a four year educational institution.
Assisted residents to apply for or attend vocational/technical training.
Assisted residents to obtain financial literacy training and/or coaching.
Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.
Provided or connected residents with training on computer use or online technologies.
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.
Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
Other. See actions taken in the Narrative below. 1
Table 8 – Qualitative Efforts - Number of Activities by Program Narrative
The numbers reported above are for the 2023 Street Improvement/Accessibility Project which was completed in FY 2024-2025. The City made efforts to include low-income workersin the 2023 Street Improvement/Accessibility project by distributing flyers about the project to the Elwood Apartments affordable housing project and to The Housing Rights Center. These organizations primarily serve low- and moderate-income residents who would qualify as Section 3 or Targeted Section 3 Workers. The City also posted the information on the City’s website, at the City’s Community Services counter, and at the public library. In addition, the construction contractor posted the flyer on the back of their work trucks.
2024-2025 City of Glendora CAPER
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APPENDIX A
Proof of Publication – 15-Day Public Comment Period
Public Comments
• No public comments were received.
2024-2025 City of Glendora CAPER
24 OMB Control No: 2506-0117 (exp. 09/30/2021)
APPENDIX B
CDBG FY 2024-2025 Project
2024 Street Improvement/Accessibility Map
Census Tract 4039.02, Block Group 1
San Gabriel Valley Examiner
709 E. Route 66 Ste. A
Glendora, CA 91740
626-852-3374
City of Glendora
Attn: City Clerk
116 E. Foothill Blvd.
Glendora, CA 91741
PROOF OF PUBLICATION
(201 5.5 C.C.P.)
STATE OF CALIFORNIA
County of Los Angeles
I am a citizen of the United States. I am over
the age of eighteen years. I am not a party to
the above-entitled matter. I am the principal
clerk of the Publisher of the San Gabriel Valley
Examiner, an adjudicated newspaper of
general circulation printed and published
weekly in the City of Glendora, County of Los
Angeles. The San Gabriel Valley Examiner has
been adjudged a newspaper of general
circulation by the Superior Court of the County
of Los Angeles, State of California, under the
date of July 19, 1999, case Number KS
005341. The notice, of which the annexed is a
true printed copy, has been published in each
regular and entitled issue of said newspaper
and not any supplement thereof on the following
dates to wit:
September 4, 2025
I declare under penalty of perjury that the
foregoing is true and correct.
Executed in the City of Glendora, Los Angeles
County, California
On this 4th day of September 2025.
Signature
NOTICE OF AVAILABILITY
CONSOLIDATED ANNUAL PERFORMANCE EVALUATION REPORT
(CAPER) REVIEW PERIOD
_____________________________________________
NOTICE IS HEREBY GIVEN that the Fiscal Year 2024-2025 Consolidated Annual Performance Evaluation Report (CAPER) for the Community Development Block Grant (CDBG) Program will be available for a 15-day public review period beginning September 8, 2025, and ending September 23, 2025. The CAPER, along with comments from the public review, will be considered by City Council on September 23, 2025, at 7:00 p.m. in the City Council Chamber of City Hall, 116 E. Foothill Boulevard, Glendora, California.
PUBLIC REVIEW AND COMMENT PERIOD
All interested persons are invited to review and comment on the City’s proposed Consolidated Annual Performance Evaluation Report (CAPER) for Fiscal Year 2024-2025.
Should you be unable to attend the public hearing, your comments must be made in writing and delivered to the Community Development Department. City staff can be contacted via email at [email protected] or by telephone at (626) 852-5252.
Further information and related documents on the Consolidated Annual Performance Evaluation Report (CAPER) for Fiscal Year 2024-2025, related Five-Year Consolidated Plan and Annual Action Plan will be available beginning September 8, 2025 and may be obtained or viewed on the City’s website www.cityofglendora.org, under Departments: Community Development: Housing Authority/ CDBG; and also at the Planning Counter and Office of the City Clerk, Glendora City Hall, 116 E.
Foothill Boulevard Glendora, California, between the hours of 8:00 a.m. and 5:00 p.m. Monday through Friday exclusive of holidays through September 23, 2025.
If you challenge this action(s) in court, you may be limited to raising only those issues you or someone else raised in written correspondence delivered to the City Council.
Kathleen R. Sessman, MMC
City Clerk/Communications Director
Publish in the San Gabriel Valley Examiner on September 4, 2025. #GI01
STAFF REPORT
TO: Mayor and Council Members DATE: September 23, 2025
FROM: Recreation and Human Services DISTRICT(S): Citywide SUBJECT: Update on Addressing Homelessness
RECOMMENDATION
That the City Council:
1. Receive an update on services provided and efforts undertaken to assist individuals experiencing homelessness in the City.
STRATEGIC FOCUS AREAS
Goal 6: Implement Strategic Homelessness Solutions (ISHS)
EXECUTIVE SUMMARY
This report serves as an update on the efforts taken and programs implemented by the City to address the challenge of homelessness. Staff have directed City resources toward direct assistance to unsheltered residents while also providing case management, referrals, and financial assistance to housed residents experiencing housing instability. With major changes taking place impacting funding sources and the broader system of homeless service delivery, City homeless programs have remained consistent in their approach to addressing homelessness. The efforts and programs implemented to date reflect the City’s response to ongoing concerns related to the challenge of homelessness in Glendora, through a proactive and holistic approach that balances maintaining order in public areas while providing individuals experiencing housing crises access to needed services.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
On March 25, 2025, the City Council received an update on the efforts undertaken to address homelessness in Glendora since September 2024. The City Council awarded a Professional Services Agreement to the Los Angeles Centers for Alcohol and Drug Abuse (L.A. CADA) in the amount of $262,500 a year for a two-year term for homeless services and temporary housing, with one optional one-year extension, for a not to exceed amount of $525,000.
On July 8, 2025, the City Council approved an exclusive rights to negotiate agreement with Mercy Housing, regarding development of property at 1762 Dale Road, to negotiate the terms of “Conveyance Documents” which will outline the specific terms of the development, including the number of affordable housing units, the income levels to be served, and the timeline for construction.
DISCUSSION
Homeless Count
The Greater Los Angeles Homeless Count is coordinated by the Los Angeles Homeless Services Authority (LAHSA) each year and executed by thousands of volunteers including City and County staff, homeless service providers, and community members. The Count fulfills the mandate of the United States Department of Housing and Urban Development (HUD) to take an inventory of individuals who are sheltered and unsheltered within a Continuum of Care (CoC). This data helps the government and service providers analyze trends and shifts in homelessness and respond with the appropriate resources. The 2025 count was held in Glendora on February 19th, and implemented by Human Services and LAHSA staff at the La Fetra Center. City Council members and Community Services Commissioners participated along with residents, county staff, and the Glendora Police Department.
The results of the PIT Count were evaluated by a team of researchers from the University of Southern California Suzanne Dworak-Peck School of Social Work, LAHSA and HUD, and were made available this summer. Multipliers were applied to the raw data collected the night of the count to account for variations in household size for observed dwellings such as vehicles and tents, where the number of individuals inside may be difficult to determine. The research team maintains that this provides the most statistically accurate view of homelessness at the Service Provider Area (SPA) level. Results indicate that unsheltered homelessness is declining county-wide by 4%, chronic homelessness is declining, and more people are accessing shelters. Results have also highlighted that throughout LA County, permanent housing placements have increased.
The City of Glendora's raw, or unadjusted, data help track trends at the local level. During the City's 2025 Count, 23 individuals were observed unsheltered, a 62% decrease since the previous year's tally (61 individuals). Likewise, 26 dwellings were counted this year, a 49% decrease since last year (51 dwellings). In SPA 3, there was a 2.98% decrease in the unsheltered count and a 7.79 % decrease in vehicle or improvised dwelling homelessness.
Greater Los Angeles Homeless Count Raw Data
Region Sheltered Unsheltered Dwellings
2024
Glendora 0 61 51
SPA 3 357 1,275 1,156
Los Angeles County 13,098 11,717 21,288
2025
Glendora 0 23 26
SPA 3 496 1,237 1,066
Los Angeles County 15,522 10,483 18,616
The City of Glendora will conduct its own detailed homeless count and survey with contractor, CityNet, on September 23rd and 25th, 2025. Funds have already been allocated for this expense through the Human Services Division budget. CityNet, the Glendora Police Department, L.A. CADA and Human Services staff will conduct this count and survey during the day and again in the evening to gather important data to better understand homelessness within the City. A detailed analysis of the count and survey results will be provided to the City and presented to the City Council by staff.
Funding And Homeless System Changes
In fiscal year 2024-2025, the City received a $50,000 Measure H grant from the San Gabriel Valley Council of Governments (SGVCOG) Housing Solutions Fund to supplement the City's own outreach and homelessness prevention programs. In the previous fiscal year, 2023-2024, the City had also received a grant award of $50,000. $21,397.17 remained unspent at the end of FY 2023-2024 so that balance was rolled-over into FY 2024-2025. The City was given an extension to spend down these grant funds by August 31, 2025 and staff spent $91,266.59 of this Measure H funding by this date.
Since the March City Council homeless update, the City spent $26,912.71 from this Measure H grant. One household was provided $1,655.89 in rental arrears to prevent an eviction and a gas card to offset employment transportation costs for the single parent. Another household was assisted with vehicle repairs so he could return to work and increase his income for his housing search. Motel vouchers were the most frequent expense and 14 unique individuals were provided a motel voucher with these funds, for a total of 306 nights. A youth was provided a motel stay while they waited for transitional housing to become available. They maintained employment, graduated from school, and are now stably housed through Sycamores' program and receiving ongoing case management support. A single-parent family was provided a motel voucher to facilitate a shelter placement and another unsheltered pregnant mother and partner were provided a voucher until their child was born. Two individuals fleeing domestic violence were provided a motel to facilitate shelter referrals and placement.
Housing Solutions Fund Expenses (Apr 2025 - Aug 2025)
Expense Category Households
Served Amount
Host Family Assistance 0 $0.00
Deposit/Rent Assistance 0 $0.00
Move-in Assistance (Furniture) 0 $0.00
Rental Arrears 1 $1,655.89
Motel Vouchers 10 $24,668.64
Miscellaneous 2 $588.18
Total Spent: $26,912.71
The table below highlights total expenses made from the Housing Solutions Fund grant between 2023 and 2025.
Total Housing Solutions Fund Expenses (2023-2025)
Expense Category Households Served Amount
Host Family Assistance 2 $800.00
Deposit/Rent Assistance 9 $15,078.09
Move-in Assistance (Furniture) 7 $5,160.15
Rental Arrears 7 $10,704.84
Motel Vouchers 44 $57,336.38
Miscellaneous 13 $2,187.13
Total Spent: $91,266.59
On April 1, 2025, the Los Angeles County Measure A sales tax went into affect, repealing and replacing Measure H.
This sales tax will fund affordable housing, mental health and addiction treatment, and services to children, families, veterans, domestic violence survivors, seniors, and disabled people experiencing homelessness. 60% of the funds raised with this tax will be allocated to comprehensive homelessness services through the Local Solutions Fund. Eligible uses of these funds include 1) Homelessness Prevention, Permanent Housing for People Experiencing Homelessness, Interim Housing, and services to expedite permanent housing placement; 2) Enhanced Interim Housing, such as recuperative care, Mental Health and Substance Abuse Services, and Case Management and Outreach Services; 3) Construction of new Affordable Housing, Preservation of Affordable Housing, Homelessness Prevention, and Technical Assistance related to Affordable Housing and Land Use.
The City of Glendora is eligible to receive $180,536 from this Local Solutions Fund and staff have submitted an application and proposed spending plan to the SGVCOG to receive these funds. Human Services staff requested that the following programs and services be funded with this Measure A revenue: homelessness prevention, movein assistance, time-limited rental subsidies, motel vouchers, landlord incentives, problem solving, reunification support, and case management and outreach services.
Revenue from the Measure A sales tax will be shared between LA County, councils of governments like the SGVCOG, the Los Angeles County Development Authority, cities, and the LA County Affordable Housing Solutions Agency (LACAHSA). 33.75% of Measure A funds will be allocated to LACAHSA, the new county agency created to 'fund, build and protect' affordable housing in LA County and will be funded with a mix of sources but primarily with Measure A funds. The City of Glendora will also be able to request Measure A funding from LACAHSA in addition to the Local Solutions Fund and staff will pursue these funding opportunities as they are available.
In addition to the creation of LACAHSA, in April 2025, the LA County Board of Supervisors voted to defund the Los Angeles Homeless Services Authority (LAHSA), shifting over $300,000,000 to the creation of a new county homeless services department. In July, 2025, the Board of Supervisors named this entity the LA County Department of Homeless Services and Housing (DHSH) and appointed its first Director, Sarah Mahin. The County is in the first phase of the department implementation which brings together the LA County CEO's Homeless Initiative and the Department of Health Service's Housing for Health team. The Housing for Health model is anticipated to be the model of the new Department's service delivery, providing a continuum of services from street outreach to permanent housing with a historical focus on health services.
The DHSH is expected to oversee coordination of LA County outreach services, interim and permanent housing programs, benefits assistance, homeless prevention and system coordination. It will also oversee clinical services to people experiencing homelessness, data & analytics, community engagement and external affairs related to policy, homelessness governance, and municipal relations. County leadership aims to officially establish DHSH by January 1, 2026. The County CEO's office expects that by July 1, 2026, full integration of County-funded programs and services administered by LAHSA will be complete. The County is soliciting public feedback on the details of this implementation and Measure A spending recommendations on how to address homelessness. Human Services Manager, Debbie Lopez, will attend a two-day workshop on October 22-23rd to participate in this process.
Preventing Homelessness
The Human Services Division has continued to provide preventative supportive services to residents who are at risk of losing their housing. These services require close coordination between City staff and social service organizations like the YWCA, Shepherd's Pantry, Catholic Charities, and Helping Hands Senior Foundation.
Human Services staff at the La Fetra Center have noted an increase in requests from housed seniors in need of social services related to caregiving, meal delivery, utility assistance, and medical care coordination. Staff have helped families with minors connect to services ranging from rental assistance, shelter, employment, and legal aide. The majority of homeless prevention requests are followed by multiple conversations with Human Services staff to provide resources and referrals. Since April 2025, 18 requests for assistance have been received from households at imminent risk of unsheltered homelessness. Many of these households were given resources and information to help them self-resolve, and only 1 of these households (that were eligible for assistance) were provided financial assistance to prevent loss of shelter. This household received support with $1655.89 in rental arrears and a gas gift card to help the head of household save money on their employment commute. 8 households were either ineligible for assistance or self-resolved after resources were provided by staff.
Of the total households requesting homelessness prevention assistance and social service support since April, 2025, 67% were seniors. To best respond to this growing need Human Services staff have consulted with YWCA case management, who provides weekly on-site services to seniors at the La Fetra Center, and a DMH clinician who partners with the Glendora Police Department Mental Evaluation Team (MET). This group will begin meeting monthly to discuss the community's changing needs, available resources, and to facilitate referrals to appropriate services.
Addressing Community Concerns
The City has continued to respond to homelessness-related community concerns through the balanced approach of maintaining public safety while providing a range of social services and progressive, trauma-informed, rapport building with individuals experiencing housing crises. A Homeless Task Force, comprised of Human Services staff, Glendora Police Department Community Impact Team (CIT) members, a Department of Mental Health (DMH) clinician and L.A. CADA outreach workers meet monthly to discuss current homeless related concerns. The DMH clinician accompanies a CIT officer each week as part of the Mental Evaluation Team (MET) program, conducting community-based crisis intervention, assessments, and mental health holds, as appropriate. This team responds to all mental health crisis calls regardless of housing status. This multi-disciplinary approach allows staff to understand local homelessness from different perspectives and provide interventions to individuals who may be housed but at-risk of homelessness, those who are currently without shelter, and those who have obtained housing but may need additional support. While the entire Glendora Police Department responds to homelessness related issues throughout the city, the department’s CIT gives particular attention to these areas such as camping on private property, crime, litter, and mediating wildfire risks. The CIT is expanding by adding two additional members this month.
City departments have continued to coordinate with each other to respond to concerns expressed by residents which include encampments near residential communities and public open spaces, trash accumulation, and reports of behavior creating a public disturbance. Since the March 2025 update, there was one environmental services cleanup at multiple sites throughout the city. The total cost of this trash, debris, and biohazard material removal and remediation was $10,000.
Outreach and Outcomes
The L.A. CADA outreach team is the primary method of providing supportive services to unsheltered residents of Glendora. Their full-time presence in the community allows them to build relationships with chronically unsheltered individuals and facilitate appointments to obtain documentation, access healthcare, and connect with employment and other benefits. This team provides comprehensive support that works to address common barriers to housing, including lack of transportation, low and fixed incomes, lack of community support and advocacy to navigate heavily bureaucratic systems.
L.A. CADA documents client progress and provides weekly updates to City staff about the type and quantity of services provided, allowing the City to track and respond to changing trends quickly. The graph below shows the trend in the number of total outreach encounters the LA CADA team has had between April 2025 and August 2025 and the number of encounters with new individuals during the same period. During this period there were 637 total encounters, 46 of which were new encounters. A new encounter is an intentional interaction, with an individual not already contacted, to provide or offer services meant to address basic needs and move the individual closer to housing. The majority of encounters are follow-ups with existing clients, however, and the same individual may have multiple services provided in a given week.
Human Services staff utilize GIS outreach data to target areas of higher concentrations of homelessness. Outreach staff, for example, are currently making consistent efforts to engage with unsheltered individuals weekly along Lone Hill Avenue and the 210 Freeway. Due to limited public access around these areas there is less visibility to the public and individuals may not be engaged as frequently with outreach services. The Glendora PD Community Impact Team has been essential in helping outreach staff access these areas and build rapport with individuals who may otherwise remain isolated from the public. Since April, 2025, the team has helped 7 households (9 individuals) obtain interim housing. The team has also facilitated 39 health services and 58 benefits-related services.
The outreach team supported a high school student through their senior year and graduation with a motel voucher, food assistance, and employment resources. The youth was linked to a transitional housing program through the Coordinated Entry System and has confirmed that they are doing well and receiving ongoing case management support through their housing program.
The outreach team has also continued to support another youth who had graduated from high school while experiencing homelessness last year. Staff have provided ongoing assistance since then with their education and employment goals.
Another unsheltered individual who had stayed in the South Hills recreation area worked with outreach staff for months to transfer their benefits into Los Angeles County to ensure his eligibility for a Medi-Cal funded interim housing program. He has remained in contact with staff since his June placement and confirmed he has enrolled in a trade school, is actively pursuing employment, and is linked to behavioral health services.
Outreach staff assisted a mother and adult son who were living in their vehicle as they attempted to access housing and health services. The son was linked to substance abuse services and staff supported him as he navigated residential treatment and planned his next steps.
Two individuals have been matched to permanent supportive housing vouchers and staff have assisted both with navigating the application and eligibility process. Outreach staff helped one of these individuals move into their unit this month with support from the City to purchase household essentials and furniture Motel Voucher Program
The City’s motel voucher funding continues to be utilized as a strategic intervention to assist unsheltered households in progressing toward their housing goals. This resource may be offered to help someone transition into substance abuse treatment, interim housing, permanent housing, or to facilitate linkage to important health services. Motel vouchers have also been used as a form of crisis housing for unsheltered individuals during severe weather events. The table below shows motel vouchers provided since April 2025 and is inclusive of the city’s Motel Voucher Program and funding from the SGVCOG Housing Solutions Fund grant.
Motel Expenses (Apr 2025-Jul 2025)
Individuals Served 14
# of Nights 323
Average Night Cost $81.37
Total Cost $26,283.64
Motel vouchers have helped to facilitate linkage to shelter, substance abuse treatment and permanent housing.
The table below shows how motel vouchers have been utilized to reach these outcomes since the last City Council update.
Housed with Use of Motel Vouchers (Apr 2025-Aug 2025)
Permanent
Housing
Interim
Housing
Substance Use
Treatment
Total Housed 0 9 1
Housed with Use of Motel Voucher 0 5 0
Community Engagement/Partnerships
The City has continued to provide services to residents by partnering closely with local organizations, churches, and individuals. Staff have received donated gift cards from community members that are used to support unsheltered individuals and build rapport when staff are attempting first encounters. Clients are transported by staff to Shepherd's Pantry where they can receive food and clothing assistance monthly. Staff have also coordinated closely with Glenkirk Church who has provided space for individuals to shower and receive hygiene supplies.
Through this relationship, individuals that are working with the homeless services team confirm appointments each week to receive a shower, are transported to Glenkirk Church by outreach staff, and transported off the property after which the outreach team regularly schedules follow-up appointments.
Human Services staff at the La Fetra Center receive referrals for outreach or rental assistance from walk-in visitors or calls from City Hall, the Glendora Library, or Glendora Police Department. In addition to word-of-mouth referrals for assistance, the seasonal Glendora Report, the City’s Homelessness and Community Outreach website, and social media remain avenues for community members to learn how to contact homeless services staff to receive support. Through phone (626-852-5200) or email ([email protected]), homeless services staff receive referrals for assistance, concerns about encampments, and questions about how to volunteer and give back to the community.
Staff engaged with the community and City events like the Earth Day Festival and National Night Out events at Finkbiner Park. Human Services staff continue to attend ongoing monthly care coordination meetings held by Service Provider Area (SPA) 3 lead homeless service providers, Union Station Homeless Services (USHS) and Sycamores Child & Family Services, to discuss updates to Coordinated Entry System (CES) resources and programs available to the adult, family, and youth populations. Staff coordinate with public, private, and nonprofit partners including Citrus College, Glendora Unified School District, Glendora Ministerial Association, multiple Los Angeles County Departments (Health Services, Mental Health, Public Social Services), Foothill Family Services, Foothill Unity Center, LAHSA, USHS, Veteran Administration, Volunteers of America, and the YWCA, among others.
FISCAL IMPACT
There is no fiscal impact associated with the recommended actions.
ENVIRONMENTAL DETERMINATION
There are no CEQA impacts associated with the recommendations in this report.
Prepared by Erik Deurmeier, Human Services Supervisor
Concurred By Not Applicable
Reviewed by John Aguirre, Recreation and Human Services 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. Homeless Update Staff Report 03-25-2025
B. Greater LA Homeless Count Results 2025
C. Homeless Update Presentation 09-23-2025
Attachments
A_Homeless_Update_Staff_Report_03-25-25.pdf
B_Greater_LA_Homeless_Count_Results_2025.pdf
C_Homeless_Update_Presentation_09-23-2025.pdf
STAFF REPORT
TO: Mayor and Council Members DATE: March 25, 2025
FROM: Recreation and Human Services DISTRICT(S): Citywide SUBJECT: Update on Addressing Homelessness
RECOMMENDATION
That the City Council:
1. Receive an update on services provided and efforts undertaken to assist individuals experiencing homelessness in the City;
2. Award a Professional Services Agreement to the Los Angeles Centers for Alcohol and Drug Abuse (L.A. CADA) in the amount of $262,500 a year for a two-year term for homeless services and temporary housing, with one optional one-year extension, for a not to exceed amount of $525,000; and
3. Authorize the City Manager, or his designee, to execute the two-year Professional Services Agreement with L.A. CADA with one optional one-year extension, including making minor nonsubstantive changes.
STRATEGIC FOCUS AREAS
• Goal 6: Implement Strategic Homelessness Solutions (ISHS)
EXECUTIVE SUMMARY
This report serves as an update on the efforts taken and programs implemented by the City to address the challenge of homelessness. Staff have directed City resources toward direct assistance to unsheltered residents while also providing case management, referrals, and financial assistance to housed residents experiencing housing instability. The efforts and programs implemented to date reflect the City’s response to ongoing concerns related to the challenge of homelessness in Glendora, through a proactive and holistic approach that balances maintaining order in public areas while providing individuals experiencing homelessness access to needed services. To continue providing these services staff recommend that the City Council award a Professional Services Agreement to the Los Angeles Centers for Alcohol and Drug Abuse (L.A. CADA) to continue providing homeless services and temporary housing.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
On September 24, 2024, the City Council received an update on the efforts undertaken to address homelessness in Glendora since April 2024. The City Council accepted the FY 2024-2025 Grant Award from the San Gabriel Valley Council of Governments Housing Solutions Fund (SGVCOG HSF) in the amount of $50,000 and approved an increase in estimated revenues and a supplemental appropriation of $50,000 in the Measure H Fund (245) for the SGVCOG HSF Grant Award.
On December 2 and 3, 2024, the City Council held a City Council Retreat during which they reviewed the City’s Strategic Plan goals and reviewed potential goals for the 2025-2027 Strategic Plan, including homelessness related priorities.
DISCUSSION
Since the September 2024 City Council update on the efforts to address homelessness in Glendora, Human Services staff, Los Angeles Centers for Alcohol and Drug Abuse (L.A. CADA) staff, and the Glendora Police Department Community Impact Team (CIT) have continued to provide services to community members experiencing homelessness or being at-risk of homelessness. This homeless services team, which includes a clinician from the Department of Mental Health who partners with CIT officers once a week, maintains a consistent presence in the community’s residential, commercial, and wilderness areas.
While the needs of each individual vary, staff provide a standardized screening for new clients which includes questions about the individuals’ demographic details, income, housing barriers, health concerns, and history of benefits and services already attempted. Staff then work with the individual to create a housing and stability plan that may include referrals to partner agencies that specialize in their needs.
Services offered directly by staff include assistance obtaining vital documents (identification, social security cards, birth certificates), assistance with applying for health insurance, food, or cash aid, obtaining health appointments and transportation to these appointments, obtaining food and clothing, applying for housing, applying for employment, mediation between the individual and family members, accessing education, transportation benefits, and food gift cards. Staff can provide referrals to clients that include programs facilitating social security applications, legal aid services, immigration services, employment agencies, referrals to shelter, and population-specific case management including those for youth, families, and veterans.
Preventing Homelessness
The Human Services Division oversees services that support both unsheltered residents served by L.A.
CADA and housed residents who are at imminent risk of losing their housing. Both populations include households with a variety of physical, economic, and social needs. Staff have worked closely with single adults, who make up the majority of this population, families with young children, youth enrolled in Glendora Unified School District (GUSD) schools, and seniors.
From the LA Fetra Center, Human Services and L.A. CADA staff have been able to increase their visual presence in the community while also responding quickly to referrals throughout the City. Many of the referrals received from residents at risk of homelessness are the result of relationships with visitors to the La Fetra Center or partnerships built with community groups like Shepherd’s Pantry, GUSD, and local faith communities. This close proximity to recreation and social service programs already serving older adults and individuals with disabilities has allowed staff to engage with and support vulnerable households.
The majority of homeless prevention requests are followed by multiple conversations with Human Services staff to provide resources and referrals. Since September 2024, 24 requests for assistance have been received from households at imminent risk of unsheltered homelessness. Many of these households were given resources and information to help them self-resolve, and only four of these households (that were eligible for assistance) were provided financial assistance to prevent loss of shelter.
Grant Funding
The City continues to supplement its outreach and homelessness prevention programs with a $50,000 grant received from the San Gabriel Valley Council of Governments (SGVCOG) Housing Solutions Fund. This funding, which has been particularly essential in supporting residents at risk of homelessness, must be spent by May 30, 2025.
Housing Solutions Fund Expenses (Sep 2024-Feb 2025)
Expense Category Households
Served Amount
Host Family Assistance 1 $400.00
Deposit/Rent Assistance 4 $6,803.72
Move-in Assistance
(Furniture) 3 $2,570.93
Rental Arrears 2 $3,758.00
Motel Vouchers 13 $5,342.80
Miscellaneous 3 $194.95
Total Spent: $19,070.40
• From September 2024 to February 2025, Human Services staff provided 50 motel voucher nights with these funds. With the use of these short-term motel vouchers, one household obtained permanent housing, five households (nine individuals) obtained interim housing, and one person was linked to substance abuse treatment.
• These households include a family fleeing from domestic violence, two pregnant women and their partners, and a youth who left an abusive home environment. A veteran with multiple health issues was connected to interim housing and Veteran Affairs (VA) services. Another chronically homeless veteran moved into permanent housing and had new furniture purchased through these funds.
Outreach and Outcomes
The L.A. CADA outreach team is the primary method of providing supportive services to the unsheltered residents of Glendora. Their Monday-Friday full-time presence in the community allows them to build on relationships with chronically unsheltered individuals and facilitate appointments to help clients obtain documentation, access healthcare, and connect with employment and other benefits. This team provides comprehensive support that works to address common barriers to housing, including lack of transportation, low and fixed incomes, lack of community support and advocacy to navigate heavily bureaucratic systems.
L.A. CADA staff document client progress and provide weekly updates to City staff about the type and quantity of services provided, allowing the City to track and respond to changing trends quickly. Overall, L.A.
CADA staff have interacted with 561 unique individuals. The graph below shows the trend in the number of total outreach encounters the LA CADA team has had between September 2024 and February 2025 and the number of encounters with new individuals during the same period. During this period there were 685 total encounters, 77 of which were new encounters. A new encounter is an intentional interaction, with an individual not already contacted, to provide or offer services meant to address basic needs and move the individual closer to housing. The majority of encounters are follow-ups with existing clients, however, and the same individual may have multiple services provided in a given week. An example of this may include meeting “Client A” on Monday and referring them to a shelter (New Encounter #1). “Client A” may meet with staff again on Tuesday for a DMV appointment (Encounter #2), and again on Friday for assistance applying for health insurance (Encounter #3).
The City entered into its two-year homeless services street outreach contract with L.A. CADA in 2022 and opted to extend the contract an additional year. The outreach team has had notable successes in obtaining housing and shelter for some of the most vulnerable individuals in the city. The majority of the clients encountered by the LA CADA team have experienced chronic homelessness, which is defined as any individual who has been homeless for 12 consecutive months or more, often in Glendora. Since the start of their contract, the team helped one individual who has lived without shelter for 10 years and another individual who had been unsheltered for over 20 years obtain permanent supportive housing. Another individual with mental health conditions and a substance abuse disorder obtained a housing choice voucher and was assisted moving into their new unit. Another individual living in their vehicle for over 20 years was assisted with obtaining an income-based affordable housing unit and they were also given move-in assistance. These outcomes were all the result of many encounters with each individual to build rapport, overcome housing barriers, make multiple attempts to connect to supportive services, and countless hours of advocacy.
The relationships built with the unsheltered has laid the foundation for ongoing successes as the team continues to make its presence felt throughout the City. From July 2023 to February 2025, when LA CADA began its operations in Glendora, there were 23 permanent housing successes, 48 individuals who obtained interim housing and 9 individuals who were connected to substance abuse treatment services. This current contract extension will expire April 30, 2025, and staff are recommending that the City Council approve the same contract with L.A. CADA with a five percent increase to $525,000 for two-years, with one optional oneyear extension. As part of this contract, L.A. CADA will continue to provide two full-time outreach workers to the city.
The services L.A. CADA provides are complemented by funding sources from the previously discussed SGVCOG Housing Solutions Fund grant and the City’s own homeless assistance and motel voucher program funding. Staff have used City homeless assistance funding to respond to a range of needs from the unsheltered community: hygiene supplies, emergency clothing, food and thrift store vouchers, transportation, and move-in assistance. Staff has also used this funding previously to cover transportation costs for individuals reuniting with family out of the area. The City’s motel voucher funding continues to be utilized as a strategic intervention, as well, to assist unsheltered households in progressing toward their housing goals. This resource may be offered to help someone transition into substance abuse treatment, interim housing, permanent housing, or to facilitate linkage to important health services. Motel vouchers have also been used as a form of crisis housing for unsheltered individuals during severe weather events.
The table below shows motel vouchers provided since September 2024 and is inclusive of the city’s Motel Voucher Program and funding from the SGVCOG Housing Solutions Fund grant.
Motel Expenses (Sep 2024-Feb 2025)
Individuals Served Room Nights Amount
25 143 $11,995.18
Average Cost Per Night: $83.88
Since September 2024, two households (three individuals) obtained permanent housing. During this same period 15 households (17 individuals) obtained interim or host housing. Two individuals accepted substance use treatment/detox services. Outreach staff provided 40 health related support services, and 71 services related to obtaining or renewing a client’s benefits. The motel voucher program has increased the success of the City’s homeless service efforts. It has been an important strategic tool to address basic needs and facilitate linkage to shelter, substance abuse treatment and permanent housing. The table below shows how often motel vouchers are utilized to reach these outcomes.
Outcomes Facilitated by Motel Vouchers (Sep 2024-Feb 2025) Permanent Housing Interim/Host
Housing
Substance Abuse
Treatment
Total Outcomes 2 15 2
With Motel Voucher 1 10 1
Some success stories are noted below:
• Concerned residents referred an individual to outreach staff, with multiple health concerns who was unsheltered in front of their homes. Upon engaging the individual staff realized he was a veteran who had no access to his benefits and who had discharged from the hospital in need of shelter, clothing, and food. Staff provided the veteran with clothing, food, and a shelter referral. While staff connected him to a Veteran’s Affairs (VA) representative, he was provided a night in a motel and was transported to his shelter where VA staff followed-up with him for ongoing support. • A mother fleeing from domestic violence requested emergency shelter after she had exhausted all other resources. Human Services and LA CADA staff engaged her quickly and helped the family contact multiple shelters and domestic violence resources. Staff was unable to locate any shelters with immediate openings, so the family was provided a motel voucher while the mother and staff continued to search for availability. After two weeks of attempts, the family was linked to a shelter and LA CADA staff transported them safely to their intake. • A veteran that staff had been assisting with obtaining his vital documents and a match to permanent supportive housing moved into his unit with staff assistance in October 2024. Staff purchased new furniture for his unit, took him shopping for new clothes and groceries, and helped him set up his new apartment. The veteran was appreciative of the city’s support and has remained in contact with staff as he adjusts to his new home.
Housing Resources
With consistent follow-up staff are often successful addressing basic needs for their clients: healthcare, documentation, minimal cash and food assistance, medical and mental health services. Shelter, or interim housing, resources are more scarce locally, however, and the majority of successes are due to placement in programs outside of the San Gabriel Valley. One such program is Soul Housing, a Medi-Cal-funded transitional housing program. Clients who accept this resource are willing to relocate to Los Angeles or San Fernando Valley, share a room with up to 2 other adults, have their belongings searched upon entry to the property, limit personal belongings to two bags, and adhere to daily curfew. Those that refuse this resource usually cite a desire to remain close to family and friends and a preference for being unsheltered in a safe community over shelter in what they may consider a higher-risk environment.
Success obtaining permanent housing has become more difficult due to limited affordable housing opportunities. Staff strive to help each individual obtain the necessary documents to become eligible for Section 8 housing vouchers or, if possible, to identify and lease-up their own unit. However, due to the cost of housing and economic or social barriers faced by clients with homeless histories, staff often attempt to implement alternative housing plans that may include reunification with family members and helping clients find room rentals or shared housing. Because the Section 8 program is federally funded, the amount of vouchers received locally is impacted when federal funding is reduced. On average, a housing voucher match is a rare occurrence and may occur 1-2 times a year for Glendora clients.
Funding changes at the federal level are already starting to be felt locally. The Housing Authority for the City of Los Angeles (HACLA), for example, released a statement on March 6, 2025:
“...Due to funding reductions in the Section 8 program, HACLA has announced the need to pause housing application processing for 3,300 families, a decision made with great difficulty and careful consideration of all possible alternatives. HACLA is working tirelessly to ensure that current voucher holders remain supported and families receiving housing assistance remain housed regardless of uncertainties in federal funding.”
Staff continue to monitor to see how this impact will be felt at the county level and if there will be any decrease in voucher opportunities through the Los Angeles County Development Authority. The Los Angeles Homeless Services Authority (LAHSA) is currently the agency managing the matching and distribution of housing vouchers for unsheltered individuals. No clients have been matched to housing vouchers since July 2024.
Community Engagement
Human Services staff have continued to engage the community through City-wide events and smaller community group meetings to spread awareness about available homeless and housing services. This has included:
• November: Human Services, L.A. CADA and Officer Ed Meeker delivered a presentation on the City’s homeless services program to Easter Seals, a nonprofit that provides health and human services to adults with disabilities. Staff received donated turkeys from First Christian Church and delivered them to households served by the city’s homeless services programs. • December: Staff received donated Christmas trees from The Wild Noble and delivered them to households served by the city’s homeless services programs. Staff received donated gift cards from community members to distribute to unsheltered clients. Staff received donated hygiene kits from Glendora Friend’s Church and Glenkirk Church to distribute to unsheltered clients. • February: Staff participated in a panel discussion at the GUSD Teen Summit. The homeless services team gave a presentation on city homeless services to the Glendora Coordinating Council. • March: Staff attended the San Gabriel Valley Consortium on Homelessness Housing Summit at the Buddhist Tzu Chi Temple. Staff gave a presentation on city homeless services to the Glendora Rotary Club.
• Staff continue to attend monthly San Gabriel Valley Council of Governments’ Homeless Committee Meetings, San Gabriel Valley Consortium on Homelessness meetings and GUSD Student Attendance Review Board meetings.
Community Partnerships
The City continues to find success in its collaborative, community-based, approach to addressing homelessness, and continues to strengthen relationships with service providers, community stakeholders, and public and private resources. In addition to word-of-mouth referrals for assistance, the seasonal Glendora Report, the City’s Homelessness and Community Outreach website, and social media remain avenues for community members to learn how to contact homeless services staff to receive support.
Through phone (626-852-5200) or email ([email protected]), homeless services staff receive referrals for assistance, concerns about encampments, and questions about how to volunteer and give back to the community.
Homeless services staff continue to attend ongoing monthly care coordination meetings held by Service Provider Area (SPA) 3 lead homeless service providers, Union Station Homeless Services (USHS) and Sycamores Child & Family Services, to discuss updates to Coordinated Entry System (CES) resources and programs available to the adult, family, and youth populations. Staff coordinate with public, private, and nonprofit partners including Citrus College, Glendora Unified School District, Glendora Ministerial Association, multiple Los Angeles County Departments (Health Services, Mental Health, Public Social Services), Foothill Family Services, Foothill Unity Center, LAHSA, USHS, Veteran Administration, Volunteers of America, and the YWCA, among others. Homeless services staff and outreach workers from L.A. CADA, work closely with partners like Glenkirk Church who have provided a local shower resource for Glendora residents, and Shepherd’s Pantry which offers food and clothing resources, case management and faith-based services. These basic needs services are a valuable tool to build relationships with clients and help clients connect to community members interested in supporting city efforts.
Addressing Community Concerns
The City’s collaborative partnership between Human Services, the Glendora Police Department and L.A.
CADA, has provided a multi-disciplinary approach to addressing community quality of life concerns such as camping on private property, crime, litter and hygiene-related issues, and mediating wildfire risks. While the entire Glendora Police Department responds to concerns throughout the city, the department’s Community Impact Team (CIT) gives particular attention to these areas. L.A. CADA’s outreach team works closely with CIT officers in responding to requests for outreach and homeless services, particularly for those in crisis. An important component to their success is building relationships with individuals experiencing homelessness and working together to creatively find solutions to overcome barriers to housing. Our law enforcement officers are also responsible for assisting individuals experiencing homelessness when they become victims of crimes, as well as enforcing City laws and codes. They have been instrumental in addressing concerns from the housed community while also providing services and support to the unhoused community.
In June 2024 the United States Supreme Court ruled, in the Grants Pass v. Johnson case, to grant local cities more enforcement power to address homeless related concerns in public spaces, particularly camping and sleeping. This decision overturned previous protections for unsheltered individuals in the 9th Circuit given by the 2018 Supreme Court decision, Martin v. Boise. While cities are no longer required to offer shelter before enforcing camping ordinances city staff remain committed to offering services to individuals experiencing homelessness and providing the ongoing support needed to help navigate the limited housing resources available.
City staff undertake a proactive role to address the concerns related to homelessness and its impact on quality of life within the community. City departments have increased coordination to direct community concerns to the appropriate bodies. Some concerns expressed by residents include encampments near residential communities and public open spaces, trash accumulation, and reports of behavior creating a public disturbance. Since the September 2024 update, five cleanups of encampments in and around frequently used public spaces in the City have been undertaken. These locations included wilderness areas in the South Hills, CalTrans property near Lone Hill Ave, and residential neighborhoods adjacent to Glendora Ave. The total cost of this trash, debris, and biohazard material removal and remediation was $30,759.55.
FISCAL IMPACT
The Professional Services Agreement with L.A. CADA for a two-year term to begin May 1, 2025. Sufficient budget is available in the FY2024-25 Adopted Midcycle Budget for the months of May and June in Measure E Fund 103 and Affordable Housing Fund 228. The remainder of the contract will be addressed with the FY2025-27 Two-Year Budget in Measure E Fund 103.
ENVIRONMENTAL DETERMINATION
There are no CEQA impacts associated with the recommendations in this report.
Prepared By Erik Deurmeier, Human Services Supervisor
Concurs With Debbie Lopez, Human Services Manager
Reviewed By John Aguirre, Recreation and Human Services 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. September 24, 2024 Staff Report
B. Agreement for Contract Services with LA CADA
C. City Attorney Briefing on Grants Pass v. Johnson
D. Homelessness Update Presentation 03-25-2025
2025 Homeless Count Data Release Key Messages
The 2025 PIT count shows substantial movement off the streets, into shelter, and out of homelessness.
For the second year in a row, we’re seeing a trend of point-in-time homelessness declining in the region, and our homeless services system continues to move people into permanent housing in greater numbers. This progress is thanks to our region’s focused emergency response, innovative new programs, and the coordinated efforts of LAHSA, our partners at the City and County, and service providers working on the ground every day:
• Homelessness in LA County is down 4.0% to 72,308 and down 3.4% in the City of LA to 43,699 • Unsheltered homelessness is down 9.5% percent across the county, and down 7.9% in the city o Over the last two years unsheltered homelessness is down 14% across the county and
17.5% in LA city.
• Permanent housing placements reached an all-time high of 27,994 in 2024 — a 2.5% increase from the previous year
• All of this was made possible by the focus on encampment resolution and coordinated efforts between cities and the county, and the increase of permanent housing resources through timelimited subsidy slots and more project-based housing units coming online from HHH.
Although this year’s results are hopeful, the number of people experiencing homelessness in our region remains unacceptably high, and the work isn’t nearly done. Meanwhile, federal, state, and local funding cuts threaten the progress of our system going forward. In addition, economics continues to drive homelessness across the nation.
• Across the board in LA County, rent continues to be too high for too many people • According to the California Housing Partnership, nearly 500,000 households in LA County do not have access to an affordable home
• In LA County, renters need to earn $49.58 per hour or 2.9 times the City of LA’s minimum wage to afford the $2,578 average cost of a two-bedroom home • Through Measure ULA in the City of LA and Measure A in LA County, voters chose to dramatically increase our region’s investments in affordable housing and prevention. • However, funding for critical tools like time-limited subsidies and access centers have been cut. • In response, our community must come together to maintain our momentum and continue to move our unhoused neighbors inside and through the rehousing system into permanent housing.
LA County voters entrusted the homeless services system with a massive responsibility and the resources to address it. We’ve done so much good with this investment, and as governance of our system shifts, key partners must continue to work in collaboration and use data to align our collective efforts around life-saving policies that are showing results. • The coordinated focus on ending unsheltered homelessness is showing results: unsheltered homelessness is down 9.5% in the County and 7.9% in the City. • Encampment resolution efforts are making a difference. • Pathway Home: 56 encampment resolutions, 1,605 people in interim, 311 permanently housed (Data as of 7/1/2025)
• Inside Safe: 104 encampment resolutions, 4,712 people in interim, 1,138 permanently housed (Data as of 5/31/2025)
• In 2024, LAHSA’s systemic improvements and innovations allowed it to serve and move more people through the interim housing system.
• New enrollments in interim housing increased by 8.9% to 39,952 • Active participants in interim housing increased by 11.5% to 55,324 • People moving from interim to permanent housing increased by 23.5% to 11,146 • LAHSA helped bring unprecedented innovation to our homeless response system. • Master leasing: LAHSA and providers are leasing up entire buildings, which lets us fully lease up buildings in just a few weeks, compared to a past average of 120 days. • Housing location: To increase the supply and access to available housing units and landlords, LAHSA is piloting a platform to track available housing inventory in real-time. • Batch matching: Multiple people are now identified for each unit through one universal housing application.
• Reimagining systems: LAHSA is removing roadblocks to who gets rehoused, increasing speed by prioritizing people who are in the highest need, have documents ready, live near an open permanent unit, and are in contact with system staff.
Fast Facts
The Count remains best interpreted as a snapshot of homelessness at the regional level. It goes through extensive quality control in order to provide a countywide view and is generally not a useful guide to neighborhood-level homelessness. USC produces the final estimate by combining the precise sheltered counts with the estimates from the unsheltered count and the youth count.
LA County PIT Count: 72,308, -4.0%
• Unsheltered Count: 47,413, -9.5%
• Sheltered Count: 24,895, +8.5%
City of Los Angeles PIT Count: 43,699, -3.4%
• Unsheltered Count: 26,934, -7.9%
• Sheltered Count: 16,727, +4.7%
There were 12.6% fewer dwellings counted in the CoC this year:
• Cars: 3,019, -18.6%
• Vans: 2,690, -9.8%
• RVs: 6,282, -8.3%
• Tents: 3,453, -18.4%
• Makeshift Shelters: 3,158, -9.9%
Other key stats:
• There was a 13.9% decrease in people experiencing unsheltered chronic homelessness in the CoC.
• There was a decrease in most SPAs.
Other 2025 Homeless Counts
• Denver: +7.7%
• San Diego: -7%
• Santa Clara County (San Jose): +8.2% (preliminary data) • Maricopa County (Phoenix): +3%
Population Sheltered Unsheltered Total
Prevalence in
Homeless Pop.
(%)
All Persons 24,895 47,413 72,308 100%
All Households 19,525 44,958 64,483 100%
Individuals (those not in family units) 16,864 43,891 60,755 84% Adults 25+ 15,629 42,691 58,320 81%
Transitional Age Youth 18-24 1,197 1,181 2,378 3%
Unaccompanied Minors (under 18) 38 19 57 0%
Family Households (at least 1 child under 18) 2,661 1,067 3,728 6% All Family Members 8,031 3,522 11,553 16%
Adult-headed Households 2,425 997 3,422 5%
Family Members 18+ 3,099 1,573 4,672 6%
Family Members under 18 (children) 4,373 1,730 6,103 8% Transitional Age Youth-headed Households 236 70 306 0%
Family Members 18-24 250 71 321 0%
Family Members under 18 (children) 309 148 457 1%
CHRONIC HOMELESSNESS
People Experiencing Chronic Homelessness (all) 7,165 22,479 29,644 41% Under 18 4,720 1,897 6,617 9%
18 - 24 1,874 1,353 3,227 4%
25 - 34 4,719 8,773 13,492 19%
35 - 44 4,886 12,688 17,574 24%
45 - 54 3,660 10,842 14,502 20%
55 - 64 3,307 8,042 11,349 16%
65 and Over 1,729 3,818 5,547 8%
A household is considered chronically homeless if any members have (1) a long-term disabling condition; and (2) been homeless for 12 months or more within the last 3 years as specified by HUD.
AGE
2025 Greater Los Angeles Homeless Count
Los Angeles County
Los Angeles County includes all of the county by combining reporting from the Los Angeles, Pasadena, Glendale , and Long Beach Continuums of Care (CoCs). Data from each CoC's Point-In-Time Count estimate the number and demographic characteristics of the homeless population on a single night in January/February 2025 and are reported to HUD. Data presented reflect the estimated number of persons unless labeled as a household count. If you have any questions about the data presented, please submit a ticket at https://lahsa.freshservice.com/support/home and include "HC 2025 Data Summary" in the subject line.
TOTALS
HOUSEHOLD COMPOSITION A Household has one or more members. A Family Household is composed of at least one minor (under 18), and at least one person over 18.
Data submitted to HUD by 06/13/2025
PDF created 7/14/2025
Population Total Sheltered Unsheltered Precision
Scale
Prevalence
in Homeless
Pop. (%)
TOTALS
All Persons 4,487 1,335 3,152 ± 263 MP 100%
All Households 3,855 840 3,015 ± 260 MP 100%
Individuals (those not in family units) 3,556 601 2,955 ± 260 MP 79% Adults 25+ 3,416 488 2,928 ± 259 MP 76%
Transitional Age Youth 18-24 138 111 27 ± 16 MI 3%
Unaccompanied Minors (under 18) 2 2 - ± N/A N/A N/A
Family Households (at least 1 child under 18) 299 239 60 ± 18 MP 8% All Family Members 931 734 197 ± 39 MP 21%
Adult-headed Households 277 220 57 ± 17 MP 7%
Family Members 18+ 365 274 91 ± 48 MI 8%
Family Members under 18 (children) 513 413 100 ± 29 MP 11% Transitional Age Youth-headed Households 22 19 3 ± 3 VI 1% Family Members 18-24 25 22 3 ± 5 VI 1%
Family Members under 18 (children) 28 25 3 ± 3 VI 1%
HOUSEHOLD COMPOSITION A Household has one or more members. A Family Household is composed of at least one minor (under 18), and at least one person over 18.
2025 Greater Los Angeles Homeless Count
Service Planning Area 3
Service Planning Area 3 covers the San Gabriel Valley within the boundaries of the Los Angeles Continuum of Care. Pasadena is excluded from this boundary. Data from the 2025 Greater Los Angeles Point-In-Time Count estimate the number and demographic characteristics of the homeless population on a single night in Feb 2025. Data presented reflect the estimated number of persons unless labeled as a household count. If you have any questions about the data, please submit a ticket at https://lahsa.freshservice.com/support/home including "HC 2025 Data Summary" as the subject.
A margin of error is the difference between an estimate and its upper or lower confidence bounds. Margins of error presented here are based on a 95 percent confidence level.
This year, we introduce a precision scale to help the public understand the likelihood of the presented statistical estimate reflecting the state of homelessness on the night of the 2025 Homeless Count. The scale has four levels: Very Precise (VP), Moderately Precise (MP), Moderately Imprecise (MI), and Very Imprecise (VI). To determine the level of uncertainty, multiply the margin of error by 2. That number is then compared to the original unsheltered estimate to determine the precision level the estimate falls into.
> Very Precise (VP) : The value is less than 15% of the estimate > Moderately Precise (MP) : The value is between 15% and 66% of the estimate > Moderately Imprecise (MI) : The value is between 66% and 130% of the estimate > Very Imprecise (VI) : The value over 1.3 times the estimate In the precision scale column, LAHSA has noted where on the scale each estimate falls. LAHSA does not recommend using estimates labeled as Very Imprecise. LAHSA also advises readers to use extreme caution when using Moderately Imprecise estimates. Both Imprecise categories are less likely to reflect state of homelessness for their population on the night of the Homeless Count.
Margin
of Error
Data as of 07/10/2025
PDF created 7/14/2025
Population Total Sheltered Unsheltered Precision
Scale
Prevalence
in Homeless
Pop. (%)
People Experiencing Chronic Homelessness (all) 1,974 320 1,654 ± 225 MP 44% Chronically Homeless who are individuals 1,837 232 1,605 ± 224 MP 41% Chronically Homeless Family Members (all) 137 88 49 ± 25 MI 3% Chronically Homeless Youth (24 & under) 32 25 7 ± 6 VI 1% Woman (or girl, if child) 1,608 736 872 ± 198 MP 36%
Man (or boy, if child) 2,843 590 2,253 ± 262 MP 63%
Culturally Specific Identity (e.g. Two-Spirit) - - - ± N/A N/A N/A Transgender 22 10 12 ± 25 VI 0%
Non-Binary 8 3 5 ± 7 VI 0%
Questioning 10 - 10 ± 22 VI 0%
Different Identity - - - ± N/A N/A N/A
American Indian, Alaskan Native, or Indigenous 266 19 247 ± 329 VI 6% Asian or Asian American 71 21 50 ± 51 VI 2%
Black, African American, or African 1,171 448 723 ± 365 MI 26% Hispanic/Latina/e/o 2,527 742 1,785 ± 575 MP 56%
Middle Eastern or North African 3 3 - ± N/A N/A N/A
Native Hawaiian or Other Pacific Islander 16 12 4 ± 8 VI 0% White 1,122 428 694 ± 206 MP 25%
AGE
Under 18 543 440 103 ± 29 MP 12%
18 - 24 197 161 36 ± 16 MI 4%
25 - 34 950 237 713 ± 161 MP 21%
35 - 44 1,002 210 792 ± 244 MP 22%
45 - 54 1,073 138 935 ± 200 MP 24%
55 - 59 257 61 196 ± 147 VI 6%
60 - 61 78 24 54 ± 63 VI 2%
62 - 64 177 23 154 ± 102 VI 4%
65 - 69 156 25 131 ± 75 MI 3%
70 - 79 52 14 38 ± 53 VI 1%
80 and Over 2 2 - ± N/A N/A N/A
2025 Greater Los Angeles Homeless Count
Service Planning Area 3
Margin
of Error
CHRONIC HOMELESSNESS: A household is considered chronically homeless if any members have (1) a long-term disabling condition; and (2) been homeless for 12 months or more within the last 3 years as specified by HUD.
GENDER: The categories below include persons who identify with the gender category alone or in combination with other genders; persons with multiple identities will be represented in multiple categories. Categories were updated based on HUD HMIS Data Standards.
RACE / ETHNICITY: The categories below include persons who identify with the race/ethnicity category alone or in combination with other races/ethnicities; persons with multiple identities will be represented in multiple categories. Categories were updated based on HUD HMIS Data Standards.
Data as of 07/10/2025
PDF created 7/14/2025
The following data are reported for 18+ population only.
Population Total Sheltered Unsheltered Precision
Scale
Prevalence
in 18+
Homeless
Pop. (%)
SEXUAL ORIENTATION
Straight 3,756 831 2,925 ± 266 MP 95%
Gay or lesbian 105 25 80 ± 75 VI 3%
Bisexual 70 26 44 ± 51 VI 2%
Questioning 13 13 - ± N/A N/A N/A
Substance Use Disorder 904 138 766 ± 216 MP 23%
HIV/AIDS 100 21 79 ± 80 VI 3%
Serious Mental Illness 1,187 229 958 ± 265 MP 30%
Developmental Disability 449 112 337 ± 333 VI 11%
Physical Disability 1,059 148 911 ± 194 MP 27%
DOMESTIC / INTIMATE PARTNER VIOLENCE
DV/IPV Experience 1,666 242 1,424 ± 342 MP 42%
Homeless Due to Fleeing DV/IPV 246 63 183 ± 126 VI 6%
Margin
of Error
HEALTH & DISABILITY Health & disability indicators are not mutually exclusive; a single person may report more than one condition and thus be represented among more than one health & disability subpopulation. 2025 Greater Los Angeles Homeless Count
Service Planning Area 3
Data as of 07/10/2025
PDF created 7/14/2025
2025 Homeless Count:
Raw Data Totals
Glendora
2024 2025
Sheltered:
Unsheltered:
Total Actual Persons: 23
23 0
61 61
0 Actual Persons Counted:
Diff
-38
-38
0 2024 2025
Cars:
Vans:
RVs:
Tents:
Makeshi( shelters:
Total Dwellings: 26
14 5
3 1
3 51
15 2
7 16
11 Improvised Dwellings Counted:
Diff
-25
-1
3 -4
-15
-8
Notes:
* The data presented above are actual counts of the persons and improvised dwellings and have not been adjusted by a mul1plier to es1mate the persons living in the counted dwellings.
* These actual counts of persons and improvised dwellings include data collected by volunteers the night of the count along with data collected by special outreach teams who canvass hard-to-reach and/or dangerous areas. * Sheltered counts do not include clients sheltered with vouchers or in programs with confiden1al addresses, such as shelters for clients fleeing domes1c violence.
Data for voucher-based programs, Inside Safe, and Pathway Home is also not available at the census tract level. Data for confiden1al sites is included only in summaries at the SPA-level or larger to protect their confiden1ality.
Select City:
Glendora
UPDATE: ADDRESSING HOMELESSNESS
IN GLENDORA
RECREATION AND HUMAN SERVICES DEPARTMENT
CITY COUNCIL MEETING
SEPTEMBER 23, 2025
ERIK DEURMEIER, HUMAN SERVICES SUPERVISOR
COMMUNITY ENGAGEMENT
INCREASING AWARENESS OF CITY PROGRAMS & SERVICES
• EARTH DAY FESTIVAL
• NATIONAL NIGHT OUT
LOCAL AND REGIONAL COORDINATION
• SAN GABRIEL VALLEY COUNCIL OF GOVERNMENTS
• Homeless Committee Monthly Meetings
• SAN GABRIEL VALLEY CONSORTIUM ON HOMELESSNESS
• Annual Summit, and Monthly Meetings
| 2
COMMUNITY PARTNERSHIPS
CONTINUED CROSS-SECTOR COLLABORATION
• SHEPHERD’S PANTRY
• GLENDORA UNIFIED SCHOOL DISTRICT
• YWCA
• Case management at La Fetra Center ongoing
• Case conferencing for homeless prevention and domestic violence situations • DEPARTMENT OF MENTAL HEALTH
• Referrals and Assessments, through Glendora PD Community Impact Team • Coordination with providers from local clinics
| 3
HOMELESS COUNT
| 4
Greater Los Angeles Homeless Count- Raw Data
Region Sheltered Unsheltered Dwellings
2024
Glendora 0 61 51
SPA 3 357 1,275 1,156
Los Angeles County 13,098 11,717 21,288
2025
Glendora 0 23 26
SPA 3 496 1,237 1,066
Los Angeles County 15,522 10,483 18,616
GREATER LOS ANGELES POINT IN TIME COUNT
• LOS ANGELES HOMELESS SERVICES AUTHORITY (LAHSA)
• RESULTS ARE MOST ACCURATE REGIONALLY, BY SPA
• CITY SPECIFIC RAW DATA PROVIDED AFTER REQUESTED BY CITIES
HOMELESS COUNT
CITYNET
• CITY OF GLENDORA FUNDED
• VISUAL COUNT AND SURVEY = MORE DETAILED DEMOGRAPHIC DATA • LAST COUNT IN 2023
• CURRENT COUNT AND SURVEY UNDERWAY SEPTEMBER 2025
*LIVING SITUATION RESULTS FROM PARTICIPANTS WHO CHOSE TO COMPLETE THE SURVEY | 5
CityNet Glendora Homeless Count
Unsheltered * Dwellings* Total
2021 50 41 113
2023 76 15 106
GRANT FUNDING
SGVCOG HOUSING SOLUTIONS FUND FY 2024-2025
• $50,000 GRANT FOR HOUSING STABILIZATION FOR ELIGIBLE HOUSEHOLDS • Grant period ended August 2025
Housing Solutions Fund Expenses (Apr 2025-Aug 2025)
Expense Category Households
Served Amount
Host Family Assistance 0 $0.00
Deposit/Rent Assistance 0 $0.00
Move-in Assistance (Furniture) 0 $0.00
Rental Arrears 1 $1,655.89
Motel Vouchers 10 $24,668.64
Miscellaneous (Documentation, Transportation) 2 $588.18 Total Expenses: $26,912.71
| 6
GRANT FUNDING
HOUSING SOLUTIONS FUND TOTAL EXPENSES
• $50,000 AWARDED FY 2023-2024
• $50,000 AWARDED FY 2024-2025
Total Housing Solutions Fund Expenses (2023-2025)
Expense Category Households
Served Amount
Host Family Assistance 2 $800.00
Deposit/Rent Assistance 9 $15,078.09
Move-in Assistance (Furniture) 7 $5,160.15
Rental Arrears 7 $10,704.84
Motel Vouchers 44 $57,336.38
Miscellaneous (Documentation, Transportation) 13 $2,187.13 Total Expenses: $91,266.59
| 7
MEASURE A FUNDING
LOCAL SOLUTIONS FUND (LSF)
• 60% OF COUNTY MEASURE A FUNDS WILL BE DIRECTED TO THE LSF • GLENDORA ELIGIBLE TO RECEIVE UP TO $180,536
• APPLICATION PROCESS CURRENTLY UNDERWAY
• Requesting for: Outreach Services, Homeless Prevention, Motel Vouchers, Move-in Assistance and Rental Assistance, Reunification Assistance
LA COUNTY AFFORDABLE HOUSING SOLUTIONS AGENCY (LACAHSA) • 33.75% OF COUNTY MEASURE A FUNDS WILL BE DIRECTED TO LACAHSA • ADDITIONAL FUNDING SOURCE FOR GLENDORA PROGRAMS
• Pending feedback from LA County/SGVCOG to apply for funds | 8
HOMELESS SYSTEM CHANGES
DEPARTMENT OF HOMELESS SERVICES AND HOUSING
• LAHSA DEFUNDED AND $300,000,000 MOVED TO NEW COUNTY
DEPARTMENT
• WILL COORDINATE AND OVERSEE:
• Interim and Permanent Housing Programs
• County outreach coordination
• Field-based clinical services
• Data and Analytics
• Municipal Relations
• Policy and Intergovernmental Relations
• FULL INTEGRATION OF SERVICES BY JULY 1, 2026
• CEO.LACOUNTY.GOV/DH
| 9
ONGOING EFFORTS
OUTREACH AND ENGAGEMENT
• CONTINUING COORDINATION BETWEEN HUMAN SERVICES DIVISION, L.A.
CADA AND GLENDORA POLICE DEPARTMENT
• SUCCESSES SINCE APRIL 2025
• 1 individual into permanent housing
• 9 individuals into interim housing
• 1 individual received substance use treatment
• OUTREACH ENCOUNTERS SINCE APRIL 2025
• 46 new interactions
• 637 total outreach encounters
| 10
OUTREACH ENCOUNTERS
| 11
0 5
10 15
20 25
30 35
40 45
4/4/2025 5/4/2025 6/4/2025 7/4/2025 8/4/2025
Number of Encounters Per Week
Week of Outreach Encounter
Total Encounters New Encounters
ONGOING EFFORTS
HOMELESSNESS PREVENTION ASSISTANCE
• 67% OF REQUESTS FROM SENIORS
• 33% OF REQUESTS FROM FAMILIES
• SERVICES PROVIDED:
• Referrals to legal aide
• Referrals to home-based medical services
• Referrals for utility assistance
• Information about utility assistance programs
• Landlord engagement
• Rental assistance
| 12
8 9
1 HOUSEHOLDS REQUESTING
PREVENTION ASSISTANCE
Self Resolved or Ineligible
Ongoing Assistance
Received Financial Assistance
ONGOING EFFORTS
MOTEL VOUCHERS
• TO TRANSITION CLIENTS INTO PERMANENT OR INTERIM HOUSING • 5 of 9 individuals received a motel prior to interim housing intake • AS CRISIS HOUSING DURING SEVERE WEATHER EVENTS
• TO FACILITATE LINKAGE TO IMPORTANT HEALTH OR HOUSING APPOINTMENTS *Includes Glendora Motel Voucher Program and SGVCOG Housing Solutions Fund Motel Expenses: (Apr 2025-Aug 2025)
Individuals Served Room Nights Amount
14 323 $26,283.64
Average Cost Per Night: $81.37
| 13
ADDRESSING COMMUNITY CONCERNS
BALANCED OUTREACH AND ENFORCEMENT APPROACH
• GLENDORA POLICE DEPARTMENT COMMUNITY IMPACT TEAM (CIT) • 2 new CIT Officers added this month.
• CIT engages with community members and business owners, addresses community concerns, and tracks data on crime-related homeless activity • Coordinated outreach between LA CADA, Human Services and Glendora PD balances delivery of services to those in need with maintaining public health and safety
• 1 encampment clean-up since April 2025 at cost of $10,000.00. | 14
SUCCESS STORIES
• A high school student was supported through their senior year and graduation with a motel voucher, food assistance, and employment resources. Linked to a transitional housing program through the Coordinated Entry System and confirmed they are doing well with ongoing case management support the program.
• One individual in South Hills willing to accept Medi-Cal funded transitional housing but not eligible due to his health insurance. Outreach staff worked with him for months to transfer his benefits and confirm his eligibility. He has done well in the program since June and is enrolled in a trade school and actively pursuing employment.
• Two individuals matched to permanent supportive housing vouchers. Staff assisted both with navigating the application and eligibility process. One of these individuals moved into their unit this month with support from the City to purchase household essentials and furniture | 15
RECOMMENDATIONS
THAT THE CITY COUNCIL:
1) Receive an update on services provided and efforts undertaken to assist individuals experiencing homelessness in the City;
| 16
STAFF REPORT
TO: Mayor and Council Members DATE: September 23, 2025
FROM: Finance DISTRICT(S): Citywide
SUBJECT: Presentation of Cost Allocation Plan and User Fee Study Results and Scheduling of the Required Public Hearing
RECOMMENDATION
That the City Council:
1. Receive the Cost Allocation Plan and User Fee Study prepared by Matrix Consulting Group; and
2. Provide direction to staff on proceeding with a public hearing to consider adoption of updated user fees.
STRATEGIC FOCUS AREAS
Goal 2: Maintain Financial Stability and Sustainability (MFSS)
EXECUTIVE SUMMARY
The City retained Matrix Consulting to prepare a Comprehensive Cost Allocation Plan (CAP) and User Fee Study Guide. The purpose of these studies is to identify the full cost of providing City services, allocate central service costs across departments, and evaluate the extent to which user fees recover those costs.
The consultant has completed the analysis and prepared a report summarizing findings and recommendations.
Tonight’s item introduces the study results to the City Council and seeks direction to proceed with a public hearing, at which time the City Council will consider adopting updated fees.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
On April 22, 2025, the City entered into an agreement with Matrix Consulting Group to prepare a Cost Allocation Plan and User Fee Study Guide.
The consultant met with City departments several times to review the current fee schedule and staff time allocations to ensure the study reflects the actual cost of services.
The last comprehensive study was conducted in 2003. Since then, only limited adjustments have been made to select fees.
State law requires that fees charged for services do not exceed the reasonable cost of providing those services. Periodic updates ensure compliance, transparency, and fiscal responsibility.
DISCUSSION
The CAP identifies overhead costs from central service departments and distributes them across operating departments to reflect the true cost of delivering programs and services.
The User Fee Study examines fees for planning, building, public safety, recreation, and other services. It compares the full cost of providing each service with the City’s current fee levels to determine cost recovery rates and the extent of General Fund subsidies.
Key findings from the consultant’s report include:
Several existing fees recover only a portion of the City’s actual service costs.
Some fees are outdated and do not reflect current staffing or operating costs.
Updated fees will provide the City Council with options to increase cost recovery while maintaining policy discretion to subsidize services as appropriate, such as recreational classes.
Staff recommends that the City Council receive the study and provide direction to proceed with scheduling a public hearing. At that hearing, the City Council will review proposed fee adjustments and consider adoption of an updated Citywide Fee Schedule.
FISCAL IMPACT
There is no fiscal impact associated with receiving this report. Any fiscal impact will depend on future City Council action to adopt updated user fees. Adoption of updated fees would increase cost recovery, reduce reliance on the General Fund, and promote long-term fiscal sustainability.
ENVIRONMENTAL DETERMINATION
There is no CEQA impacts associated with the recommendations in this report.
Prepared By: Desiree Valdivia, Office Coordinator
Concurs With: Not Applicable
Reviewed By: Marie Ricci, Deputy City Manager
Certified to Availability of
Funds:
Kyle Johnson, Finance Director
Approved By: Adam Raymond, City Manager
Legal Review: Danny Aleshire, City Attorney
CEQA Review: Not Applicable
Attachments
A. Fee Study Report
B. Fee Study Presentation
Supplemental Item #8 - Master Fee Schedule.pdf
GLENDORA, CA
COMPREHENSIVE USER FEE
STUDY REPORT
FINAL REPORT
September 2025
INTRODUCTION AND EXECUTIVE SUMMARY 1
LEGAL FRAMEWORK 4
USER FEE STUDY METHODOLOGY 7
RESULTS OVERVIEW 9
BUILDING & SAFETY 10
ENGINEERING 17
ENVIRONMENTAL SERVICES 22
FINANCE 24
LIBRARY 26
PLANNING 28
POLICE 32
RECREATION 35
WATER 39
DEVELOPMENT SERVICES SURCHARGES 42
COST RECOVERY CONSIDERATIONS 45
APPENDIX – COMPARATIVE SURVEY 49
TABLE OF CONTENTS
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 1
The report, which follows, presents the results of the Comprehensive User Fee study conducted by Matrix Consulting Group for the City of Glendora, California.
PROJECT BACKGROUND AND OVERVIEW
The City of Glendora has not conducted a formal fee analysis in over 10 years. The purpose of this study is to evaluate and determine the full cost (direct and indirect) of providing a variety of city services. The Matrix Consulting Group analyzed the cost-of-service relationships that exist between fees for service activities in the following areas: Building, Engineering, Environmental Services, Finance, Library, Planning, Police, Recreation & Human Services, and Utilities. The results of this study provide a tool for understanding current service levels and the cost for those services.
GENERAL PROJECT APPROACH AND METHODOLOGY
The methodology employed by Matrix Consulting Group is a widely accepted “bottom up” approach to cost analysis, where time spent per unit of fee activity is determined for each position within a Department or Program. Once time spent for a fee activity is determined, all applicable City costs are then considered in the calculation of the “full” cost of providing each service. The following table provides an overview of types of costs applied in establishing the “full” cost of services provided by the City:
TABLE 1: OVERVIEW OF COST COMPONENTS
Cost Component Description
Direct Fiscal Year 2025-26 Budgeted salaries, benefits, and allowable expenditures.
Indirect Division, departmental, clerical, and Citywide support.
Together, the cost components in the table above comprise the calculation of the total “full” cost of providing a service, regardless of whether a fee for that service is charged. The work accomplished by Matrix Consulting Group in the analysis of the proposed fees for service involved the following steps:
• Department / Program Staff Interviews: The project team interviewed department / program staff regarding their needs for clarification to the structure of existing fee items or for addition of new fee items.
• Data Collection: Data was collected for each permit / service, including time estimates. In addition, all budgeted costs and staffing levels for Fiscal Year 2025-26 were entered into Matrix Consulting Group’s analytical software model.
• Cost Analysis: The full cost of providing each service included in the analysis was established.
INTRODUCTION AND EXECUTIVE SUMMARY
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 2
• Review and Approval of Results with City Staff: Department management has reviewed and approved these documented results.
A more detailed description of user fee methodology and legal and policy considerations are provided in subsequent chapters of this report.
SUMMARY OF RESULTS
When comparing fee-related revenue with the calculated total annual cost, the City is under-recovering its costs by approximately $1.37 million or recovering 67% of its costs. The following table shows the revenue collected, the total annual cost, the resulting difference, and the resulting cost recovery percentage by major division.
TABLE 2: ANNUAL COST RECOVERY ANALYSIS
Division
Fee-Related
Revenue
Fee-Related
Cost Difference
Cost
Recovery %
Building $1,381,145 $1,682,861 ($301,717) 82%
Engineering $438,381 $637,465 ($199,083) 69%
Environmental Services $67,510 $100,325 ($32,815) 67%
Finance $110,048 $183,876 ($73,828) 60%
Library $32,690 $66,829 ($34,139) 49%
Planning $238,622 $389,291 ($150,669) 61%
Police $289,449 $522,247 ($232,798) 55%
Recreation & Human Services $59,320 $312,420 ($253,100) 19% Water $120,040 $212,856 ($92,816) 56%
Total $2,737,206 $4,108,170 ($1,370,964) 67%
The largest deficit is in relation to Building fees and is due to building permit and plan check fees for valuation-based projects. Other large deficits are related to Recreation, due to field rental fees, and Police, caused by carry concealed weapon permits.
The differences highlight the disparity between current fees charged and the actual cost of providing services. As such, the City should closely evaluate and modify fees where appropriate to help bridge the cost-recovery gap.
The detailed documentation of this study will show an over-collection for some fees (on a per unit basis) and an undercharge for most others. The results of this analysis will provide the Department and the City with guidance on how to right-size their fees to ensure that each service unit is set at an amount that does not exceed the full cost of providing that service. The display of the cost recovery figures shown in this report are meant to provide a basis for policy development discussions among City Councilmembers and City staff and do not represent a recommendation for where or how the City Council should act. The setting of the “rate” or “price” for services, whether at full cost recovery or lower, is a policy decision to be made only by the City Council with input from City staff and the community.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 3
CONSIDERATIONS FOR COST RECOVERY POLICY AND UPDATES
The Matrix Consulting Group recommends that the City use the information contained in this report to discuss, adopt, and implement a formal Cost Recovery Policy, including a mechanism for the annual update of fees for service.
ADOPT A FORMAL COST RECOVERY POLICY
The Government Finance Officers Association’s (GFOA) best practices for Establishing Government Charges and Fees states that governmental entities should adopt formal policies regarding charges and fees which include the jurisdiction’s intention to recover the full cost or partial costs of providing services, sets forth circumstances under which the jurisdiction might set a charge for fee at less than or more than 100% of full cost, and outlines the considerations that might influence the jurisdiction’s pricing decision.
The Matrix Consulting Group strongly recommends that the Council adopt a formalized, individual cost recovery policy for each service area included in this Study. Whenever a cost recovery policy is established at less than 100% of the full cost of providing services, a known gap in funding is recognized and may then potentially be recovered through other revenue sources. The Matrix Consulting Group considers a formalized cost recovery policy for various fees for service an industry Best Management Practice.
ADOPT AN ANNUAL FEE UPDATE / INCREASE MECHANISM
GFOA best practices for Establishing Government Charges and Fees states that governmental entities should review, and update charges and fees periodically based on factors such as the impact of inflation, other cost increases, adequacy of cost recovery, use of services, and the competitiveness of current rates to avoid large infrequent fee increases.
The purpose of a comprehensive update is to completely revisit the analytical structure, service level estimates and assumptions, and to account for any major shifts in cost components or organizational structures that have occurred since the City’s previous analysis. It’s recommended the City establish a practice of conducting comprehensive analyses every five to seven years as this practice captures any changes to organizational structure, processes, as well as any new service areas.
In between comprehensive updates, the City should continue to utilize published industry economic factors such as Consumer Price Index (CPI) or other regional factors to update the cost calculations established in the Study on an annual basis.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 4
This section of the report is intended to provide an overview of the legal rules and regulations that govern what is considered a fee for service, how those fees can be calculated, general principles, philosophies, and general policy considerations for setting fees for service.
LEGAL FRAMEWORK
A “user fee” is a charge for service provided by a governmental agency to a public citizen or group.
California has several Government Codes and Propositions that regulate fees for service, with the purpose of ensuring that fees are reasonable and justified. The most prominent and relevant of these includes:
• Proposition 26: Passed in 2010, specifically outlined the difference between a fee and a tax and dictates that fees must be directly related to a service and cannot exceed the reasonable cost of that service.
• Government Code § 50076: clarifies that fees for service costs are not special taxes and do not need voter approval.
• Government Code § 65104: gives local governments the authority to charge planning and zoning fees to recover processing costs.
When determining fees for service it is important to ensure there is a direct benefit – the service is provided directly to the payer, and that it is cost based, and does not exceed the reasonable cost of providing the service.
EXCEPTIONS TO THE RULE
While Proposition 26 defines what constitutes a user fee, and how those fees can be determined, it also provides a key exception for fees charged for facility or property rentals. This exception outlines that fees for use of government property (e.g., renting public buildings, parks, or event spaces) are voluntary transactions. Therefore, governments can charge market-based rental fees for these services.
GENERAL PRINCIPLES AND PHILOSOPHIES REGARDING USER FEES Local governments are providers of many types of general services to their communities. While all services provided by local government are beneficial to constituents, some services can be classified as globally beneficial to all citizens, while others provide more of a direct benefit to a specific group or individual. The following table provides examples of services provided by local government within a continuum of the degree of community benefit received:
LEGAL FRAMEWORK
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 5
TABLE 3: SERVICES IN RELATION TO BENEFIT RECEIVED
Funding for local government is obtained from myriad revenue sources such as taxes, fines, grants, special charges, user fees, etc. In recent years, alternative tax revenues, which typically offset subsidies for services provided to the community, have become increasingly limited. These limitations have caused increased attention on user fee activities as a revenue source that can offset costs otherwise subsidized (usually) by the general fund. In Table 3, services in the “global community benefit” section tend to be funded primarily through voter-approved tax revenues. In the middle of the table, one typically finds a mixture of taxes, user fees, and other funding sources. Finally, in the “individual / group benefit” section of the table are the services provided by local government that are typically funded almost entirely by user fee revenue.
The following are two central concepts regarding the establishment of user fees:
v Fees should be assessed according to the degree of individual or private benefit gained from services. For example, the processing and approval of a land use or building permit will generally result in monetary gain to the applicant, whereas Police services and Fire Suppression are examples of services that are essential to the safety of the community at large. v A profit-making objective should not be included in the assessment of user fees. In fact, California laws require that the charges for service be in direct proportion to the costs associated with providing those services. Once a charge for service is assessed at a level higher than the actual cost of providing a service, the term “user fee” no longer applies. The charge then becomes a tax subject to voter approval.
Therefore, it is commonly accepted that user fees are established at a level that will recover up to, and not more than, the cost of providing a particular service.
GENERAL POLICY CONSIDERATIONS REGARDING USER FEES
Undoubtedly, there are programs, circumstances, and services that justify a subsidy from a tax-based or alternative revenue source. However, it is essential that jurisdictions prioritize the use of revenue sources for the provision of services based on the continuum of benefit received. "Global" Community Benefit
•Police
•Park Maintenance
•Fire Suppression
"Global" Benefit and an
Individual or Group Benefit
•Recreation / Community
Services
•Fire Prevention
Individual or Group Benefit
•Building Permits
•Planning and Zoning
Approval
•Engineering Development
Review
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 6
Within the services that are typically funded by user fees, the Matrix Consulting Group recognizes several reasons why City staff or City Council may not advocate the full cost recovery of services. The following factors are key policy considerations in setting fees at less than 100 percent of cost recovery:
• Limitations posed by an external agency. The State or an outside agency will occasionally set a maximum, minimum, or limit on the jurisdiction’s ability to charge a fee. Examples includes time spent copying and retrieving public documents and / or transportation permits. • Encouragement of desired behaviors. Keeping fees for certain services below full cost recovery may provide better compliance from the community. For example, if the cost of a permit for changing a water heater in a residential home is higher than the cost of the water heater itself, many citizens will avoid pulling the permit.
• Benefit received by user of the service and the community at large is mutual. Many services that directly benefit a group or individual equally benefit the community. Examples include Planning Design Review, historical dedications, and certain types of special events.
The Matrix Consulting Group recognizes the need for policies that intentionally subsidize certain activities. The primary goals of a User Fee Study are to provide a fair and equitable basis for determining the costs of providing services and ensure that the City complies with State law.
SUMMARY OF LEGAL RESTRICTIONS AND POLICY CONSIDERATIONS Once the full cost of providing services is known, the next step is to determine the “rate” or “price” for services at a level which is up to, and not more than, the full cost amount. The City Council is responsible for this decision, which often becomes a question of balancing service levels and funding sources. The placement of a service or activity within the continuum of benefit received may require extensive discussion and at times fall into a “grey area.” However, with the resulting cost of services information from a User Fee Study, the City Council can be assured that the adopted fee for service is reasonable, fair, and legal. Overall, city staff has reviewed all fees for service in this analysis and where subsidies were identified, they recommended increases where appropriate to reduce the deficit; and where overrecoveries were identified, reduced the fee to comply with the law.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 7
The Matrix Consulting Group utilizes a cost allocation methodology commonly known and accepted as the “bottom-up” approach to establishing User Fees. The term means that several cost components are calculated for each fee or service. These components then build upon each other to comprise the total cost for providing the service. The following chart describes the components of a full cost calculation:
The following subsections discuss the two components of the basis of the full cost.
TIME ESTIMATION
Utilization of time estimates is a reasonable and defensible approach, especially since experienced staff members who understand service levels and processes unique to the City developed these estimates.
The project team worked closely with City staff in developing time estimates with the following criteria:
• Estimates are representative of average times for providing services. Extremely difficult or abnormally simple projects are not factored in the analysis.
• Estimates reflect the time associated with the position or positions that typically perform a service. • Estimates are reviewed by the project team for “reasonableness” against their experience with other agencies.
• Estimates were not based on time in motion studies, as they are not practical for the scope of services and time frame for this project.
• Estimates match the current or proposed staffing levels to ensure there is no over-allocation of staff resources to fee and non-fee related activities.
The Matrix Consulting Group agrees that while the use of time estimates is not perfect, it is the best alternative available for setting a standard level of service on which to base a jurisdiction’s fees for service and meets the requirements of California law.
The alternative to time estimating is actual time tracking, often referred to billing on a “time and materials” basis. Except in the case of anomalous or very large and complex projects, Matrix Consulting Group believes this approach to not be cost effective or reasonable for the following reasons:
TIME ASSUMPTION
(by position)
FULLY BURDENED
HOURLY RATE Total Cost
USER FEE STUDY METHODOLOGY
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 8
• Accuracy in time tracking is compromised by the additional administrative burden required to track, bill, and collect for services in this manner.
• Additional costs are associated with administrative staff’s billing, refunding, and monitoring deposit accounts.
• Customers often prefer to know the fees for services in advance of applying for permits or participating in programs.
• Departments can better predict revenue streams and staff needs using standardized time estimates and anticipated permit volumes.
Situations arise where the size and complexity of a given project warrants time tracking and billing on a “time and materials” basis. The Matrix Consulting Group has recommended taking a deposit and charging Actual Costs for such fees as appropriate and itemized within the current fee schedule.
FULLY BURDENED HOURLY RATES
The fully burdened hourly rates calculated through this study include the following components:
• Salaries: FY25-26 Budgeted salaries were utilized and consolidated at the positional level. • Benefits: FY25-26 Budgeted benefits were utilized and consolidated at the positional level. • Productive Hours: Based on Glendora’s current personnel system rules, working or productive hours were calculated. This means taking the starting total working hours and reducing the hours by vacation, sick, holidays, training, and administrative leave based on each bargaining unit • Departmental / Divisional Overhead: This captures any internal service charges or operating supply costs such as vehicles, supplies, etc. Additionally, this component includes the cost associated with support from Director, Administrative and Analytical staff that do not directly work on fees. • Citywide Overhead: This captures support provided by the City Council, City Manager, City Clerk, City Attorney, Finance, and Human Resources. The costs are based on the Citywide Cost Allocation Plan (provided under separate cover).
Together these components result in the generation of fully burdened hourly rates by position / classification and / or department / division. These rates were multiplied against the time assumptions to calculate the full cost of services noted in this report.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 9
The motivation behind a cost of services (User Fee) analysis is for City Council and Departmental staff to maintain services at a level that is both accepted and effective for the community and to maintain control over the policy and management of these services.
It should be noted that the results presented in this report are not a precise measurement. In general, a cost-of-service analysis takes a “snapshot in time,” where a fiscal year of financial and operational information is utilized. Changes to the structure of fee names, along with the use of time estimates, allow only for a reasonable projection of subsidies and revenue. Consequently, City Council and Department staff should rely conservatively upon these estimates to gauge the impact of implementation going forward.
Discussion of results in the following chapters is intended as a summary of extensive and voluminous cost allocation documentation produced during the Study. Each chapter will include detailed cost calculation results for each fee including the following:
• Modifications: discussions regarding any proposed revisions to the current fee schedule, including elimination or addition of fees.
• “Per Unit” Results: comparison of the full cost of providing each unit of service to the current fee for each unit of service (where applicable).
• Annualized Results: utilizing volume of activity estimates, annual subsidies, and revenue impacts were projected where workload was available.
The full analytical results were provided to City staff under separate cover from this summary report.
RESULTS OVERVIEW
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 10
The Building and Safety Division is part of Community Development Department. The Building & Safety Division performs plan reviews, inspections, permit issuances, and ensures that all new construction and buildings occupancies are in line with the current health and safety standards as well as the California building standards code. The following subsections discuss fee schedule modifications, detailed per unit results, and annual revenue impacts for the fee-related services provided by the Building & Safety Division.
FEE SCHEDULE MODIFICATIONS
In discussions with Building and Safety Division, the following modifications were proposed to the current fee schedule:
• Eliminated Fees: Staff proposed eliminating the following fees, as these services are no longer offered by City staff, covered under other fees, or are now offered by other departments within the City:
o ‘Saddle Main Line’
o ‘Excavation (Under Sidewalk/Public Improvement)’
o ‘Pea Trap’
o ‘Ventilation System’
o ‘Overflow Seepage Pit Drain Field Ext.’
• New Fees: Staff proposed the addition of the following fees, to capture services already provided but not codified or new services being provided:
o ‘Bathroom Remodel / Kitchen Remodel (no structural changes)’ o ‘EV Charging Station’
o ‘Battery Backup’
o ‘Residential HVAC Replacement’
o ‘Swimming Pool / Spa’
o ‘Commercial Kitchen Hood & Exhaust System’
o ‘Minimum Permit Fee’ for Building, Mechanical, Electrical, and Plumbing. o ‘Additional Building Plan Check Fee’
o ‘Mechanical, Electrical, or Plumbing Plan Check Fee’
o ‘Sewer Plan Check Fee’
BUILDING & SAFETY
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 11
• Expanded Fees: Staff proposed expanding the building valuation schedule from beyond $1,000,000 to be tiered all the way up to $25,000,000 and exponentially increase thereafter. This better captures the development environment in the City of Glendora.
• Consolidated Fees: Staff proposed the following consolidations to the fee schedule:
o Receptacles, Lights / Switches were consolidated into a singular category to be each – rather than based on ranges.
o ‘Motors with a Combined and Not Combined Rating over were combined into a singular fee category
o ‘Vented Decorative Appliance’, ‘Up to 100,000 BTU Up to 1,000,000 BTU’, and ‘Over 1,000,000 BTU’ were consolidated into the following fees ‘Refrigeration Compressor’, ‘Absorption Unit’, ‘Fuel Burning Heater or Furnace’, and Boiler’) o ‘Air Handling Unit’, ‘Up to 2,000 CFM Up to 10,000 CFM Over’, and ‘10,000 CFM’, were consolidated into a single fee ‘Air Handling Unit’.
o ‘Ranges/Clothes Dryers/ Water Heaters/Other Outlets’ and ‘Dishwasher/Stationary Cooktop/ Stationary Appliance’ was consolidated into a single fee ‘Fixed Appliances & Dedicated Outlets (Ranges, Dryers, Water Heaters, Cooktops, Dishwashers, etc.)’ • Modified Fees: Staff proposed the modification of the following fees, to better reflect the services offered by the City:
o ‘Battery Backup’ was changed to ‘Energy Storage System (ESS)’ to more accurately reflect the services offered.
o ‘Carnival’ was changed to ‘Carnival Ride / Attraction’ to more accurately reflect the services offered.
o ‘Gas System’ was changed to ‘Gas System (Includes up to 5 Outlets)’ to more accurately reflect the services offered.
o ‘Refrigeration Compressor, Absorption Unit, or Fuel Burning Heater, Boiler, Furnace;’ was broken out into the following fees, ‘Refrigeration Compressor’, ‘Absorption Unit’, ‘Fuel Burning Heater or Furnace’, ‘and ‘Boiler’ to more accurately reflect the services offered. o ‘House Sewer Connecting to Public Sewer’ was changed to ‘Building Sewer Connection to Public Sewer’ to more accurately reflect the services offered. o ‘Septic Tank Seepage Pit Drain Field Ext.’ was changed to ‘Septic Tank, Seepage Pit, or Drain Field (Per Unit)’ to more accurately reflect the services offered. o ‘Alter, Repair or Abandon House Sewer’ was changed to ‘Alter, Repair or Abandon Building Sewer’ to more accurately reflect the services offered. o ‘Not over 200 Amp’ was changed to ‘Not Over 225 Amp’ to more accurately reflect the services offered.
o ‘Over 200 Amp’ was changed to ‘Over 225 Amp’ to more accurately reflect the services offered.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 12
The modifications noted ensure that the proposed fee schedule more accurately reflects the services being provided by Building and Safety staff.
DETAILED RESULTS
The Building and Safety Division collects fees for plan checks, building permits, application fees, combo permits, electrical permits, plumbing permits, mechanical permits, sewer permits, and other permits like change of occupancy, lost inspection cards, and solar. The total cost calculated for each service includes direct staff costs, Divisional, Departmental, and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.
TABLE 4: TOTAL COST PER UNIT RESULTS – BUILDING & SAFETY Fee Name Current Fee Total Cost Difference
Intake Processing $25 $31 ($6)
Building Permit Application Fee
$1 to $500 $23.50 $128.65 ($105.15)
$501 to $2,000
First $500 $23.50 $128.65 ($105.15)
Each Additional $100 $3.05 $5.31 ($2.26)
$2,001 to $25,000
First $2,000 $69.25 $208.26 ($139.01)
Each additional $1,000 $14.00 $17.04 ($3.04)
$25,001 to $50,000
First $25,000 $391.25 $600.07 ($208.82)
Each additional $1,000 $10.10 $14.21 ($4.11)
$50,001 to $100,000
First $50,000 $643.75 $955.42 ($311.67)
Each additional $1,000 $7.00 $8.21 ($1.21)
$100,001 to $500,000
First $100,000 $993.75 $1,366.08 ($372.33)
Each additional $1,000 $5.60 $4.92 $0.68
$500,001 to $1,000.000
First $500,000 $3,233.75 $3,332.23 ($98.48)
Each additional $1,000 $4.75 $4.56 $0.19
$1,000,000 to $5,000,000
First $1,000,000 $5,608.75 $5,610.16 ($1.41)
Each additional $1,000 $3.15 $0.57 $2.58
$5,000,000 to $10,000,000
First $5,000,000 Modified $7,888.09 N/A
Each additional $1,000 Modified $0.54 N/A
$10,000,000 to $25,000,000
First $10,000,000 Modified $10,608.50 N/A
Each additional $1,000 Modified $0.40 N/A
$25,000,000+
First $25,000,000 Modified $16,661.13 N/A
Each additional $1,000 Modified $0.20 N/A
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 13
Fee Name Current Fee Total Cost Difference
Building Plan Check Fee
Building Plan Check Fee 65% 65% 0%
Additional Building Plan Check Fee New $213 N/A
Mechanical, Electrical, or Plumbing Plan Check Fee New $213 N/A Sewer Plan Check Fee New $213 N/A
Building Permit Fees - Other Inspections and Fees
Inspections outside of normal business
hours (minimum charge - two hours) $94 $146 ($52)
Re-inspection fees assessed under
provisions of the California Building Code $94 $122 ($28) Inspection for which no fee is specifically indicated minimum charge - one half hour) $94 $122 ($28)
Additional plan review required by changes, additions or revisions on plans (minimum charge - one half hour) $94 $213 ($119) For use of outside consultants for plan checking and inspections, or both Actual Cost
Other Building permit Application fees
Building Address Processing w/o Map $555 $432 $123
Building Investigation $85 $327 ($242)
Building Permit Surcharge for NPDES (SWPPP) Inspections 5% 5% 0% Building Re-Address Processing $555 $432 $123
Building Re-inspection $70 $177 ($107)
Change of Occupancy $185 $945 ($760)
Lost Inspection Card $42 $116 ($74)
Temporary Occupancy Review $225 $452 ($227)
Combo Permits - Single Family Residential
Bathroom Remodel / Kitchen Remodel (no structural changes) New $300 N/A EV Charging Station New $177 N/A
Energy Storage System (ESS) New $307 N/A
Residential HVAC Replacement New $235 N/A
Swimming Pool / Spa New $1,161 N/A
Electrical Permit Application
Receptacles/Lights/Switches $1.40 $4.08 ($2.68)
Fixed Appliances & Dedicated Outlets (Ranges, Dryers, Water Heaters, Cooktops, Dishwashers, etc.) $5.65 $8.16 ($2.51) Motors Modified $40 N/A
Signs $56.35 $91 ($34.65)
Timers $14.10 $48 ($33.90)
Service 0-600V
Not Over 225 Amp $70.27 $122.36 ($52.09)
Over 225 amp $56.35 $152 ($95.65)
New Dwellings $0.07 $0.10 ($0.03)
Temporary Power Poles $28.25 $122 ($93.75)
Temporary Distribution Poles $14.10 $61 ($46.90)
Carnival Ride / Attraction $23.50 $61 ($37.50)
Swimming Pool/Spas $61.35 $183 ($121.65)
Where No Fee is Set $75 $91 ($16)
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 14
Fee Name Current Fee Total Cost Difference
Minimum Permit Fee New $122 N/A
Issuance Fee Per Permit $42 $55 ($13)
Plumbing Permit Application
Toilet $11.30 $30 ($18.70)
Bath Tub $11.30 $30 ($18.70)
Shower $11.30 $30 ($18.70)
Wash Basin $11.30 $30 ($18.70)
Kitchen Sink $11.30 $30 ($18.70)
Dishwasher $15 $30 ($15)
Laundry Tub or Tray $11.30 $30 ($18.70)
Automatic Washer $11.30 $30 ($18.70)
Water Heater $40.57 $61 ($20.43)
Solar Water Heater $31.50 $122 ($90.50)
Water Softener $11.30 $30 ($18.70)
Gas System (up to 5 Outlets) $15 $61 ($46)
Additional Gas Outlet Over 5 $2.65 $12 ($9.35)
Floor Drain $11.30 $30 ($18.70)
Lawn Sprinkler System $17 $61 ($44)
Misc. Water Piping $15 $61 ($46)
Swimming Pool Piping $24.25 $91 ($66.75)
Where No Fee is Set $75 $91 ($16)
Minimum Permit Fee New $122 N/A
Issuance Fee Per Permit $42 $55 ($13)
Mechanical Permit Application
Refrigeration Compressor Modified $91 N/A
Absorption Unit Modified $91 N/A
Boiler Modified $91 N/A
Fuel Burning Heater or Furnace Modified $91 N/A
Air Handling Unit Modified $91 N/A
Air Inlet or Outlet $7.90 $15 ($7.10)
Appliance Vent (not included above) $7.90 $42 ($34.10)
Evaporative Cooler $12.80 $91 ($78.20)
Ventilation Fans $11.30 $30 ($18.70)
Residential Kitchen Hood & Exhaust System $39 $61 ($22) Commercial Kitchen Hood & Exhaust System New $91 N/A
Spray Booth, Exhaust System $39 $122 ($83)
Fire Dampers $7.50 $91 ($83.50)
Alter Duct System (not included above) $18.50 $91 ($72.50) Where No Fee is Set $75 $91 ($16)
Minimum Permit Fee New $122 N/A
Issuance Fee Per Permit $42 $55 ($13)
Sewer Permit Application
Building Sewer Connection to Public Sewer $56.75 $122 ($65.25) Septic Tank, Seepage Pit, or Drain Field $84.75 $214 ($129.25) Connect Additional Building/Work $28.25 $122 ($93.75)
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 15
Fee Name Current Fee Total Cost Difference
Alter, Repair or Abandon Building Sewer $28.25 $122 ($93.75) Grease Interceptor $56.75 $183 ($126.25)
Where No Fee is Set $75 $122 ($47)
Minimum Permit Fee New $122 N/A
Issuance Fee Per Permit $42 $55 ($13)
Other Permits
Building Re-inspection $72 $177 ($105)
Investigation $170 $327 ($157)
Lost Inspection Card $42 $116 ($74)
Commercial Solar
50kw or Less $1,000 $1,218 ($218)
50-250kW (Base) $1,000 $1,218 ($218)
50-250kW (per kW above 50 kW) $7 $5 $2
250 kW (Base) $2,400 $2,271 $129
250 kW (per kW above 250 kW) $5 $4 $1
Residential Solar:
Base $500 $559 ($59)
Per Kw above 15Kw $15 $16 ($1)
The fees administered by the Building and Safety Division generally under-recover for its services. For Building Permit fees, the most significant deficit is in relation to the ‘$100,001 to $500,000’ base fee at $372.33.
For Permits outside the Building Permit fee category, the most significant deficit is in relation to the ‘Change of Occupancy’ under the Other Building Permit Application Fees category at $760. The smallest under recovery is for the ‘New Dwellings’ under the Electrical Permit Application category at $0.03 per square foot.
ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, Building and Safety has a deficit of roughly $302,000.
The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.
TABLE 5: ANNUAL RESULTS – BUILDING AND SAFETY
Fee Category Revenue at Current Fee Annual Cost Difference Building Valuation-Based Fees $1,160,447 $1,420,565 ($260,118) Other Inspections and Fees $925 $4,725 ($3,800)
Combo Permits - Single Family Residential $104,528 $82,132 $22,396 Electrical Permit Application $23,149 $42,114 ($18,966) Plumbing Permit Application $18,817 $39,929 ($21,112)
Mechanical Permit Application $8,871 $10,752 ($1,882)
Sewer Permit Application $11,447 $24,213 ($12,766)
Other Permits $52,962 $58,431 ($5,469)
Total $1,381,145 $1,682,861 ($301,717)
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 16
Building and Safety has an annual cost recovery of roughly 82%. The largest source of this deficit is the valuation-based fees at $260,000. The primary source of that deficit is plan check fees. Even though the plan check rate doesn’t change, the change in the building permit fee, results in a large deficit for plan check fees. Reviewing and right-sizing these fees is critical to help achieving higher cost recovery.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 17
The Engineering Division is part of the Public Works Department. The Engineering Division is responsible for developing and maintaining long term infrastructure development and replacement projects, CIP, and conducting plan checks for improvements and grading plans. The following sections discuss fee schedule modifications and detailed per unit results for the fee-related services associated with Engineering.
FEE SCHEDULE MODIFICATIONS
In discussions with City staff, the following modifications were proposed to the current fee schedule:
• Eliminated Fees: Staff proposed eliminating the ‘Newsrack Registration (Per Rack)’ as this service is no longer offered by the City.
• Modified Fees: Staff proposed modifying the ‘3rd Party Consultants’ from a flat fee to a per hour fee to better reflect the services offered by the City.
• Consolidated Fees: Staff proposed the following consolidations to the fee schedule:
o The ‘Single-Family / ADU’ and ‘Multi-Family (more than 1) / Commercial’ were consolidated into ‘1 acre or more’ under SWPPP Review Fee. o The ‘Flat Fee for Review (Includes First and Second Submittals)’ was consolidated into a single deposit under Administrative Wireless Telecommunications Facility Permit Fees - Small Wireless Facilities.
The modifications proposed ensure that the proposed fee schedule more accurately reflects the services being provided by Engineering staff.
DETAILED RESULTS
The Engineering Division collects fees for parcel map/tract map developments, drainage related inspections and reviews, encroachment permits, plan checks, driveway approach permits, excavation permits, curb, gutter, sidewalk & paving permits, sewer permits, right of way, and other miscellaneous fees like waste disposal/cleanup and quitclaims. The total cost calculated for each service includes direct staff costs and Division and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.
TABLE 6: TOTAL COST PER UNIT RESULTS – ENGINEERING
Fee Name Current Fee Total Cost Difference
Street Name Signs $310 $418 ($108)
Traffic Signs $300 $1,112 ($812)
Street Lights (Administration)
Administration Fee $350 $561 ($211)
ENGINEERING
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 18
Fee Name Current Fee Total Cost Difference
Curb Stenciling $11 $33 ($22)
Parcel Map/Tract Map Development Fees
Final Parcel Map Review $1,805 $3,376 ($1,571)
Final Tract Map Review
Application $1,954 $3,702 ($1,748)
Over 4 lots $13 $46 ($33)
Final Map Amendment Review $550 $3,114 ($2,564)
Street Name Processing w/o Map $2,011 $2,332 ($321)
Street Re-Name Processing $2,011 $2,332 ($321)
Street/Right-of-Way Abandonment Processing $1,774 $2,055 ($281) Building Address or Re-Address Processing without Map $555 $705 ($150) Drainage
Drainage Plan/Check/Inspections/ SWPP
Single-Family / ADU $350 $634 ($284)
Multi-Family (more than 1) / Commercial
Actual
Cost $1,007 N/A
Geotechnical/Soils Report Review
Single-Family / ADU $550 $785 ($235)
Multi-Family (more than 1) / Commercial
Actual
Cost $1,015 N/A
Low Impact Development (LID Report)
Single-Family / ADU $550 $785 ($235)
Multi-Family (more than 1) / Commercial
Actual
Cost $1,015 N/A
Encroachment Permits
Temporary Placement on Street Permit $86 $336 ($250)
Temporary Encroachment Permit $86 $368 ($282)
Permanent Encroachment Permit $241 $782 ($541)
Plan Checks
Public Improvement Plan Check/ Inspection 5.00% 5.00% $0 Traffic Control Plan Review $350 $733 ($383)
Miscellaneous Plan Review
Single-Family / ADU $350 $785 ($435)
Multi-Family (more than 1) / Commercial
Actual
Cost $1,292 N/A
Signing/Striping Plan Check $307 $870 ($563)
SWPPP Review Fee
Less than 1 acre $350 $497 ($147)
1 acre or more $550 $864 ($314)
Traffic Study Review Fee $550 $742 ($192)
Delta Revision Fee $307 $777 ($470)
Delta Revision to Drainage/Grading Plans $350 $432 ($82) Stock Pile Plan Review Fee $307 $733 ($426)
Hydrology & Hydraulics Report Review Fee
Single-Family / ADU $550 $872 ($322)
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 19
Fee Name Current Fee Total Cost Difference
Multi-Family (more than 1) / Commercial Actual Cost
Drive Approach Permits
Residential Drive Approach $145 $520 ($375)
Commercial Drive Approach $300 $740 ($440)
Excavation Permits
Natural Soil Excavation (sod/earth) $145 $603 ($458)
Paved Surfaces:
1 – 50 square foot $145 $300 ($155)
51 – 300 square foot $300 $366 ($66)
301 – 600 square foot $450 $485 ($35)
601 – 1,000 square foot $691 $702 ($11)
Over 1,000 square foot $691 $870 ($179)
Each Addl. 100 sq. ft. over 1,000 $25 $29 ($4)
Curb, Gutter, Sidewalk & Paving Permits
Curb and/or Gutter
0 - 100 linear foot $145 $466 ($321)
Over 100 linear foot $1.00 $1.34 ($0.34)
Sidewalk
0 - 100 sq. ft. $145 $603 ($458)
Over 100 sq. ft. $1.00 $1.21 ($0.21)
Minor Curb Cut/Drilling (Core) $145 $538 ($393)
Sewer Fees
House Sewer Connecting to Public Sewer $145 $777 ($632) Sewer Front Footage $6.50 $6.59 ($0.09)
Sewer Acreage $730 $780 ($50)
Sewer Main Inspection Fee $1.00 $1.68 ($0.68)
Manhole, Junction Structure, etc. Inspection $71 $304 ($233) Sewer Area Study Review Fee
Single-Family / ADU $550 $923 ($373)
Multi-Family (more than 1) / Commercial Actual Cost
Miscellaneous Fees
Pool Drainage Permit $73 $236 ($163)
Sign Impound Fee $100 $199 ($99)
Easement Quitclaim Deed Processing $445 $923 ($478)
Oversized Transportation Permit $16 $215 ($199)
Moving Building/House
Permit Fee $75 $181 ($106)
Hazardous Material Spill: Cleanup & Disposal Sewage Spill Cleanup Damage to City Property/ Repair $273 ($273)
Construction and Demolition (C&D) Waste Management Plan Administration
Projects with a valuation less than $100,000:
City Approved Haul $0 $99 ($99)
Self-Haul $80 $99 ($19)
Projects with a valuation greater than $100,000:
City Approved Haul $80 $99 ($19)
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 20
Fee Name Current Fee Total Cost Difference
Self-Haul $160 $99 $61
Preferential Parking District - Establishment or Modification Actual Cost Miscellaneous Inspections
Inspections (after hours/weekends)
Actual
Cost $162 N/A
Re-inspections
Actual
Cost $136 N/A
Inspection (no indicated fee)
Actual
Cost $136 N/A
3rd Party Consultants
Actual
Cost $294 N/A
Wireless Telecommunication Facilities (Public Right-of-Way) Administrative Wireless Telecommunications Facility Permit Fees - Small Wireless Facilities - Deposit $1,650 $4,000 ($2,350) Administrative Wireless Telecommunications Facility Permit Fees - Eligible Facilities Request - Flat fee for review $450 $543 ($93) Major Wireless Telecommunications Facility Permit Fees - NonAdministrative - Deposit $1,650 $8,000 ($6,350) Grading & Drainage Plan Check/Inspection Fees Grading Permit Fees 51-1000 Cubic Yards
For First 50 Cubic Yards $677 $809 ($132)
Each add'l 100 Cubic Yards or Fraction Thereof $154 $171 ($17) 1,001-10,000 Cubic Yards
For First 1,001 Cubic Yards $2,252 $2,439 ($187)
Each add'l 1000 Cubic Yards or Fraction Thereof $192 $196 ($4) 10,001-50,000 Cubic Yards
For First 10,001 Cubic Yards $4,057 $4,206 ($149)
Each add'l 1000 Cubic Yards or Fraction Thereof $270 $81 $189 50,001-100,000 Cubic Yards
For First 50,001 Cubic Yards $7,238 $7,467 ($229)
Each add'l 1000 Cubic Yards or Fraction Thereof $115 $113 $2 Over 100,000 Cubic Yards
For First 100,000 Cubic Yards $12,998 $13,166 ($168)
Each add'l 1000 Cubic Yards or Fraction Thereof $58 $56 $2 The fees administered by the Engineering Division generally under-recover for its services. The largest non-deposit related deficit is in relation to ‘Final Map Amendment Review’ fee under the Parcel Map/Tract Map Development Fees category for $2,564. The smallest under recoveries are in relation to Sewer Fees, specifically for a ‘Sewer Front Footage’ fee for $0.09 per square foot.
There are also a handful of over-recoveries as it relates to the grading and drainage plan check and inspection fees. Right-sizing those fees will ensure that the City can achieve greater cost recovery.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 21
ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, Engineering has a deficit of roughly $199,000. The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.
TABLE 7: ANNUAL RESULTS – ENGINEERING
Fee Category
Revenue at
Current Fee
Annual Cost Difference
Encroachment Permits $11,508 $46,372 ($34,864)
Plan Checks $103,371 $109,104 ($5,733)
Drive Approach Permits $15,585 $53,540 ($37,955)
Excavation Permits $237,384 $344,408 ($107,024)
Curb, Gutter, Sidewalk & Paving Permits $668 $2,404 ($1,736) Miscellaneous Fees $1,876 $10,310 ($8,434)
Wireless Telecommunication Facilities (Public Right-of-Way) $11,250 $13,575 ($2,325) Grading & Drainage $56,739 $57,751 ($1,012)
Total $438,381 $637,465 ($199,083)
Engineering has an annual cost recovery of roughly 69%. The largest under-recovery is in relation to the Excavation Permits, specifically $75,570 of the difference is due to the ‘Natural Soil Excavation (sod/earth)’. Currently, The City charges $145 per excavation, the total cost was calculated to be $603, resulting in a per unit deficit of $458. The large per unit deficit coupled with the roughly 165 times these permits were administered in the past year resulted in the large cost recovery gap. The department should review these results and adjust fees appropriately to align with divisional and departmental cost recovery goals.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 22
The Environmental Services Division is part of the Public Works Department. Environmental Services is responsible for handling the city’s recycling and solid waste programs, regulatory compliance, and community outreach around environmental education. This program is currently administered through a third party consultant that is managed by City staff. The following subsections discuss fee schedule modifications, detailed per unit results, and annual revenue impacts as appropriate for the fee-related services provided by the Environmental Services Division.
FEE SCHEDULE MODIFICATIONS
In discussions with City staff, the following modifications were proposed to the current fee schedule:
• Eliminated Fees: Staff proposed eliminating ‘FOG Program Wastewater Sampling and Analysis’ as this service is not offered.
• New Fees: Staff proposed the addition of the following fees as they highlight services already offered but not codified on the fee schedule:
o ‘NPDES - Current Construction Re-inspection’
o ‘Environmental Services Hourly Fee’
The modifications noted ensure that the proposed fee schedule more accurately reflects the services being provided by Environmental Services staff.
DETAILED RESULTS
The Environmental Services Division collects fees for Fats, Oils, and Grease inspections, and NPDES inspections. The total cost calculated for each service includes direct consultant costs, Departmental, and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.
TABLE 8: TOTAL COST PER UNIT RESULTS – ENVIRONMENTAL SERVICES Fee Name Current Fee Total Cost Difference
FOG Fees
FOG (Fats, Oil and Grease) Application Fee for New Restaurants $250 $276 ($26) FOG Program Inspections $180 $193 ($13)
FOG Program, Industrial, Automotive, and Gas Station Re-inspection Fee $100 $193 ($93) National Pollutant Discharge Elimination Services (NPDES) NPDES - Current Construction Inspection $145 $383 ($238) NPDES - Current Construction Re-inspection New $191 N/A NPDES Automotive Inspection
Inspection $240 $257 ($17)
ENVIRONMENTAL SERVICES
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 23
Fee Name Current Fee Total Cost Difference
Follow-up $150 $177 ($27)
NPDES Gas Station Inspection
Inspection $230 $257 ($27)
Follow-up $150 $177 ($27)
NPDES Industrial Inspection
Inspection $270 $386 ($116)
Follow-up $140 $281 ($141)
NPDES Restaurant Inspection
Inspection $140 $193 ($53)
Follow-up $150 $156 ($6)
NPDES - Nursery
Inspection $240 $257 ($17)
Follow-up $150 $177 ($27)
NPDES Non-Industrial Inspection
Inspection $240 $257 ($17)
Follow-up $150 $177 ($27)
Other Fees
Environmental Services Hourly Fee New $184 N/A
The fees administered by the Environmental Services Division under-recover. The largest deficit is in relation to ‘NPDES - Current Construction Inspection’ under National Pollutant Discharge Elimination Services (NPDES) at $238. The smallest under recovery is for the ‘NPDES Restaurant Inspection – Follow up’ under the National Pollutant Discharge Elimination Services (NPDES) category at $6.
ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, Environmental Services has a deficit of roughly $33,000.
The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.
TABLE 9: ANNUAL RESULTS – ENVIRONMENTAL SERVICES
Fee Category Revenue at Current Fee Annual Cost Difference FOG Fees $22,500 $27,995 ($5,495)
NPDES $45,010 $72,330 ($27,320)
Total $67,510 $100,325 ($32,815)
Environmental Services has an annual cost recovery of roughly 67%. The largest under-recovery is in relation to (NPDES), specifically $23,000 of the difference is due to ‘Current Construction Inspection’.
Currently, the City charges $145 per inspection; the total cost was calculated to be $383, resulting in a per-unit deficit of $238. This large per-unit deficit, coupled with the roughly 96 times these inspections were administered in the past year, results in the large cost recovery gap. The department should review these results and adjust fees appropriately to align with divisional and departmental cost recovery goals.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 24
The Finance Division is part of the Administrative Services Department. The finance division provides minimal fee-related services for business licenses and utility billing support (captured under utilities).
The following subsections discuss fee schedule modifications, detailed per unit results, and annual results for the fee-related services provided by the Finance Division.
FEE SCHEDULE MODIFICATIONS
In discussions with city staff, the only modification proposed to the fee schedule was the elimination of ‘Reprint of Business Licenses’ as this service is no longer offered. This update more accurately reflects the services being provided by Finance Staff.
DETAILED RESULTS
The Finance Division collects fees for Business License and Special Events. The total cost calculated for each service includes direct staff costs and Division and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.
TABLE 10: TOTAL COST PER UNIT RESULTS – FINANCE
Fee Name
Current
Fee
Total
Cost Difference
Business License Fees
New Business License Application Review $77 $88 ($11)
Business License Renewal $10 $29 ($19)
Bingo Permit $50 $70 ($20)
Dance Permit $30 $35 ($5)
Solicitation and Peddling Permit
First Vendor $50 $77 ($27)
Each Additional Vendor $20 $44 ($24)
Vending Machines, Amusement Devices
Machine Fee $35 $52 ($17)
Special Events
Parade/Special Event / Outdoor Display Permit
New (PD Parade/Special Event) $580 $612 ($32)
Business Permit Fee (Special Outdoor Event Display) $100 $95 $5 Non-Profit Permit Fee (Special Outdoor Event Display) $50 $60 ($10) Repeat (PD Parade/Special Event) $216 $230 ($14)
Business Permit Fee (Special Outdoor Event Display) $100 $95 $5 Non-Profit Permit Fee (Special Outdoor Event Display) $50 $60 ($10)
FINANCE
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 25
Nearly all of the fees administered by the Finance Division are under-recovering for their associated costs. The largest under-recovery is for a ‘New (PD Parade / Special Event)’ at $32. The smallest undercharge is in the Business License Fees category for a ‘Dance Permit’ at $5. There are a handful of over-recoveries in relation to the business permit fees for special outdoor event display.
ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, Finance has a deficit of roughly $74,000. The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.
TABLE 11: ANNUAL RESULTS – FINANCE
Fee Category Revenue at Current Fee Annual Cost Difference Business License Fees $97,416 $170,478 ($73,062)
Special Events $12,632 $13,398 ($766)
Total $110,048 $183,876 ($73,828)
Finance has an annual cost recovery of roughly 60%. ‘Business License Renewal’ makes up roughly $64,000 of the $64,000. Currently, the City charges $10 per renewal, the total cost was calculated to be $29, resulting in a per unit deficit of $19. While the per unit deficit is not particularly large, this service was administered 3,366 times in the past year, resulting in the large deficit amount. The department should review these results and adjust fees appropriately to align with divisional and departmental cost recovery goals.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 26
The Library Department manages and administers the Library’s budget, collections, and strategic planning to provide modern, community-centered library services. The Library also offers public programs, materials, and technology resources for all ages. The majority of the Library’s services are free for the public to utilize. The scope of this analysis was rental fees, processing fees, and administering / proctoring test fees. The following sections discuss fee schedule modifications, detailed per-unit results, and annual results for the fee-related services provided by Library staff.
FEE SCHEDULE MODIFICATIONS
In discussions with Library staff, staff proposed modifying the following fees for Other Fees and Charges:
o ‘Books, videos, software, compact discs, audio tapes & playaways, laptops/tablets’ was changed to ‘All physical materials except magazines, pamphlets & passes’ o ‘Magazines, and pamphlets’ was changed to ‘Magazines, pamphlets and passes’ The modifications noted ensure that the proposed fee schedule more accurately reflects the services being provided by Library staff.
DETAILED RESULTS
Of the Library fees evaluated in this analysis, the Library Department collects fees for event facility rentals, interlibrary loans, and administering/proctoring tests. The total cost calculated for each service includes direct staff costs and department and citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.
TABLE 12: TOTAL COST PER UNIT RESULTS – LIBRARY
Fee Name Current Fee
Total
Cost Difference
Library Meeting/Event Facilities Fees (Resident Non-Profit) Facility Deposit $0 $500 ($500)
Bidwell Forum $0 $140 ($140)
Bidwell Forum with Plaza $0 $172 ($172)
Friends Room $0 $83 ($83)
Cleaning Deposit $250 $250 $0
Person-on-duty $25 $59 ($34)
Microphone Fee $0 $24 ($24)
Video Equipment (VHS/DVD Players, TV Monitors,
Screens, Laptops, Projectors) $0 $33 ($33)
Library Meting/Event Facilities Fees (All Other Groups
Facility Deposit $250 $500 ($250)
LIBRARY
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 27
Fee Name Current Fee
Total
Cost Difference
Bidwell Forum $100 $140 ($40)
Bidwell Forum with Plaza $150 $172 ($22)
Friends Room $75 $83 ($8)
Cleaning Deposit $250 $250 $0
Person-on-duty $25 $59 ($34)
Microphone Fee $10 $24 ($14)
Video Equipment (VHS/DVD Players, TV Monitors,
Screens, Laptops, Projectors) $25 $33 ($8)
Other Fees and Charges
Processing:
All physical materials except magazines, pamphlets
& passes $10 $21 ($11)
Magazines, and pamphlets, and passes $2 $2 $0
Lost Library Card $2 $2 $0
Holds on material:
Per item Unclaimed $0 $2 ($2)
Interlibrary Loan Request $2 $30 ($28)
Administrating/proctoring tests $40 $43 ($3)
The Library Department under-recovers on all fees. The largest under-recovery that is not in relation to a deposit is at $172 for a ‘Bidwell Forum with Plaza’ usage under Library Meeting/Event Facilities Fees (Resident Non-Profit). This is because the City does not currently charge non-profit resident groups for the use of the facility, but there is still a cost incurred. The smallest under-recovery is in relation to the ‘Holds on Material – Per Item Unclaimed’ fee under the Other Fees and Charges category for $2.
ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, the Library has a deficit of roughly $34,000. The following table shows the revenue at the current fees, total projected annual cost, and the resulting difference by major fee category.
TABLE 13: ANNUAL RESULTS – LIBRARY
Fee Category Revenue at Current Fee Annual Cost Difference Library Meeting/Event Facilities Fees $350 $826 ($476)
Other Fees and Charges $32,340 $66,003 ($33,663)
Total $32,690 $66,829 ($34,139)
The Library has an annual cost recovery of roughly 49%. The largest under-recovery is in relation to the Other Fees and Charges; specifically $31,526 of the difference is due to the processing fees. Currently, the Library charges $10 per item processed; the total cost was calculated to be $21, resulting in a perunit deficit of $11.The per-unit deficit, coupled with the roughly 2,866 times it was charged, resulted in the large cost recovery gap. The department should review these results and adjust fees appropriately to align with divisional and departmental cost recovery goals.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 28
The Planning Division part of the Community Development. The Planning Division is responsible for ensuring that construction is in compliance with the city’s zoning and land usage regulations, plan checks, environmental reviews, grading, and zoning. The Planning Division also responsible for developing the city’s community development policies, general plans, zoning codes, regional planning activities, and land use studies. The following subsections discuss fee schedule modifications and detailed per unit results for the fee-related services provided by Planning.
FEE SCHEDULE MODIFICATIONS
In discussions with City staff, the following modifications were proposed to the current fee schedule:
• Eliminated Fees: Staff proposed eliminating the following fees as these services are no longer offered by City staff or are now incorporated into the general use permit (CUP) process:
o ‘Radius Map and Labels’
o ‘Animal Conditional Use Permit’
• Moved Fees: To better align with where and how services are provided, the following fees have been reassigned to their respective departments.
o ‘Building Address Processing w/o Map’, ‘Building Investigation’, ‘Building Permit Surcharge for NPDES (SWPPP) Inspections’, ‘Building Plan Check/Inspection’, ‘Building Re-Address Processing’, ‘Building Re-inspection’, ‘Change of Occupancy’, ‘Fire Alarm Plan Check/Inspection’, ‘Fire Hood/Duct Plan Check/Inspection’, ‘Lost Inspection Card’, ‘Temporary Occupancy Review’ were moved from Planning to Building. o ‘FOG (Fire, Oil and Gas) Application Fee for New Restaurants’, ‘FOG Program Inspections’, ‘FOG Program Wastewater Sampling and Analysis’, ‘FOG Program, Industrial, Automotive, and Gas Station Re-inspection Fee’ were moved from Planning to Environmental Services. o Public Transit Service and Transportation were moved from Planning to Recreation and Human Services.
• New Fees: Staff proposed the addition of the following fees, to capture services already provided but not codified:
o ‘Administrative Subdivision (SB9, SB684, and AB1033)’ o Wireless Telecommunications Facilities
o ‘SB330 Applications’
o ‘Technical Review’
The modifications noted ensure that the proposed fee schedule better reflects the services being provided by Planning staff.
PLANNING
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DETAILED RESULTS
The Planning Division collects fees for appeals, development plans, street/sidewalk vendor permits, and wireless telecommunication facility fees. The total cost calculated for each service includes direct staff costs and Departmental and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.
TABLE 14: TOTAL COST PER UNIT RESULTS – PLANNING
Fee Name Current Fee Total Cost Difference
Animal Conditional Use Permit Actual Cost
Annexation Actual Cost
Appeal to City Council
Initial Deposit $2,000 $3,064 ($1,064)
Subsequent Deposits $1,000 $1,532 ($532)
Appeal to Planning Commission
Initial Deposit $2,000 $3,064 ($1,064)
Subsequent Deposits $1,000 $1,532 ($532)
Certificate of Compliance $1,481 $1,079 $402
Conceptual Review $1,041 $5,167 ($4,126)
Conditional Use Permit $2,425 $8,705 ($6,280)
Development Agreement Actual Cost
Development Plan Review – Minor
Director $2,483 $4,415 ($1,932)
Commission $3,297 $5,028 ($1,731)
Development Plan Review – Major $5,000 $7,628 ($2,628)
Environmental Impact Report Review Actual Cost
Environmental Initial Study Actual Cost
Environmental: Categorical Exemption Review $214 $432 ($218) General Plan Amendment - Map $4,000 $8,705 ($4,705)
General Plan Amendment - Other $15,000 $8,705 $6,295
Business License Zoning Verification $29 $101 ($72)
Landscape Plans Applications $400 $355 $45
Legal Review of CC&Rs Actual Cost
Lot Line Adjustment $1,554 $717 $837
Lot Merger $1,554 $717 $837
Minor Modification $1,422 $3,802 ($2,380)
Mitigation Monitoring Actual Cost
Modification Review (CUP or Variance) $2,067 $3,802 ($1,735) Planned Development $10,000 $8,705 $1,295
Planned Redevelopment $10,000 $8,705 $1,295
Reversion to Acreage Actual Cost
Review of CC&Rs Actual Cost
Sign Variance $1,951 $1,198 $753
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Fee Name Current Fee Total Cost Difference
Specific Plan Review Actual Cost
Renewals $165 $125 $40
Tentative Parcel Map Review (Lot Split) $4,006 $4,275 ($269) Administrative Subdivision (SB9, SB684, & AB1033) New $4,679 N/A Tentative Tract Map (Subdivision) $5,286 $5,487 ($201)
Time Extension Review $1,042 $738 $304
Variance $2,224 $3,802 ($1,578)
Zone Change - Map $4,000 $8,705 ($4,705)
Zone Change - Other $15,000 $8,705 $6,295
Zoning Verification Letter $214 $1,657 ($1,443)
Conditional Use Permit - Minor $1,315 $738 $577
Recreational Vehicle Admin Review Permit Appeal $200 $585 ($385) Wireless Telecommunications Facilities
Eligible Facility Requests (EFR) New $1,351 N/A
Minor Wireless Facility Permit New $6,253 N/A
Major Wireless Facility Permit New $8,705 N/A
SB330 Applications New $891 N/A
Technical Review (Applicable to Administrative
Subdivisions, Tentative Parcel Map / Tentative
Tract Map, Certificate of Compliance, Lot Line
Adjustment, and Lot Merger) New Actual Cost N/A
Nearly all of the fees administered by the Planning Division under-recover for their associated costs. The largest under-recovery is $6,280 for ‘Conditional Use Permit’ under the Planning fees. The smallest undercharge is in the Planning Fees category for the ‘Business License Zoning Verification’ fee at $72.
ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, Planning has a deficit of roughly $151,000. The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.
TABLE 15: ANNUAL RESULTS – PLANNING
Fee Category Revenue at Current Fee Annual Cost Difference Conceptual Review $11,451 $56,837 ($45,386)
Conditional Use Permit $21,577 $77,453 ($55,876)
Development Plan Review $65,352 $100,337 ($34,984)
Planned Development $32,797 $28,550 $4,247
SB9 Lot Split Applications $17,524 $18,716 ($1,192)
Tentative Tract Map (Subdivision) $34,036 $35,330 ($1,294) Variance $21,924 $37,480 ($15,556)
Zoning Verification Letter $1,070 $8,285 ($7,215)
Misc. Planning Applications $32,892 $26,303 $6,588
Total $238,622 $389,291 ($150,669)
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MATRIX CONSULTING GROUP 31
Planning has an annual cost recovery of roughly 61%. The largest under-recovery is in relation to the ‘Conditional Use Permit’. Currently, the city charges $2,425 per permit but it costs them $8,705 to provide the service. The division should review these results and adjust fees appropriately to align with divisional and departmental cost recovery goals.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 32
The Police Department is responsible for preserving public safety and maintaining the peace within the city through patrolling, investigating crimes, traffic enforcement, and 24/7 rapid responses to emergencies. As it relates to fee-related services, the police department is responsible for recordsrelated services and false alarms. The following subsections discuss fee schedule modifications, detailed per unit results, and annual revenue impacts for the fee-related services provided by the Police Department.
FEE SCHEDULE MODIFICATIONS
In discussions with City staff, the following modifications were proposed to the current fee schedule:
• Eliminated Fees: Staff proposed eliminating the following fees, as these services are no longer offered by City staff, covered under other fees, or are now offered by other departments within the City:
o ‘Adult Business Entertainer Permit’
o ‘Adult Business License’
o ‘Disabled Placard Valid but Not Properly Displayed’
o ‘Police Computer Records Search’
o Street Vendor Permit
o Alarm System Appeal Fees and other Alarm system penalties • Moved Fees: Staff proposed moving the Parade/Special Event Permit category from Police to Finance in order to better align with where and how services are provided. • Contracted Fees: Animal control services are contracted with an external agency; therefore, these fees were not evaluated through this analysis.
The modifications noted ensure that the proposed fee schedule more accurately reflects the services being provided by Police staff.
DETAILED RESULTS
The Police Department collects fees for bicycle licenses, code enforcement investigations, noise disturbances response call-backs / alcohol consumed by a minor, parking permits, police report copies, alarm fees, and CCW licenses. The total cost calculated for each service includes direct staff costs and Departmental and Citywide overhead. The following table details the fee name and total cost associated with each service offered.
POLICE
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TABLE 16: TOTAL COST PER UNIT RESULTS – POLICE
Fee Name Current Fee Total Cost Difference
Bicycle Licenses
New license $6 $8 ($2)
Renewal $3 $8 ($5)
Cost Recovery of Graffiti Damage Caused by a Minor Actual Cost Actual Cost N/A DUI Incident Response Investigation Actual Cost Actual Cost N/A Fingerprint Card $20 $24 ($4)
Impound Vehicle Release $120 $162 ($42)
Inspection, documentation and registration of vacant property or property in foreclosure $200 $83 $117
Massage Business Permit $350 $335 $15
Massage Business Permit Renewal $350 $167 $183
Massage Tech/Practitioner Permit $297 $167 $130
Massage Tech/Practitioner Permit Renewal $297 $83 $214
Massage Business Location Change $182 $167 $15
Massage Business Sale/Transfer $350 $167 $183
Parking Permit - Early Morning
Early Morning/Per Day $5 $5 $0
Early Morning/Per Year $75 $83 ($8)
Police Photo Reproduction $33 $37 ($4)
Police Report Copy
First Five (5) pages Free $0 N/A
Additional Pages After 5 $0.15 $0.15 $0.00
Police Special Services Actual Cost Actual Cost N/A
Records Check/Clearance Letter $25 $42 ($17)
Vehicle Equipment Correction Inspection $25 $29 ($4)
Video/Audio Disk Reproduction $25 $37 ($12)
Weapons Storage Processing $50 $61 ($11)
Traffic Collision Report $20 $21 ($1)
Sidewalk Vendor - Impounding Equipment & Merchandise $200 $209 ($9) Alarm Fees
Alarm Permit
Residential $40 $52 ($12)
Commercial $50 $52 ($2)
False Alarm Fines
Permitted
1st Alarm $0 $138 ($138)
2nd Alarm $75 $138 ($63)
3rd Alarm $150 $138 $12
4th Alarm $250 $138 $112
5th Alarm $250 $138 $112
Non-Permitted
1st Alarm $50 $138 ($88)
2nd Alarm $175 $138 $37
3rd Alarm $200 $138 $62
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Fee Name Current Fee Total Cost Difference
4th Alarm $350 $138 $212
5th Alarm $350 $138 $212
Carry Concealed Weapon (CCW)
Carry Concealed Weapon (CCW) - New Application $389 $1,454 ($1,065) Carry Concealed Weapon (CCW) - Amended Application $10 $435 ($425) Carry Concealed Weapon (CCW) - Live Scan $20 $24 ($4)
Carry Concealed Weapon (CCW) - Renewal $129 $871 ($742) The majority of the fees administered by the Police Department under-recover for their associated costs.
The largest under-recovery is $1,065 for ‘Carry Concealed Weapon (CCW) - New Application’ under Carry Concealed Weapon (CCW). The largest over-recovery is for $214 for ‘Massage Tech/Practitioner Permit Renewal’ Under Police Fees. The smallest undercharge is for a ‘Each Additional Card’ and ‘Traffic Collision Report’ fee at $1. The smallest over-recovery outside of penalties is for a ‘Massage Permit’ and a ‘Massage Business Location Change’ for $15.
ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, Police has a deficit of roughly $233,000. The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.
TABLE 17: ANNUAL RESULTS – POLICE
Fee Category Revenue at Current Fee Annual Cost Difference Police Fees $175,588 $233,852 ($58,264)
Alarm Fees $77,250 $153,640 ($76,390)
Carry Concealed Weapon (CCW) $36,611 $134,755 ($98,144) Total $289,449 $522,247 ($232,798)
Police has an annual cost recovery of roughly 55%. The largest under-recovery is in relation to the ‘Carry Concealed Weapon (CCW)’, specifically $94,785 of the difference is due to the ‘Carry Concealed Weapon (CCW) - New Application’. Currently, the City Charges $389 per permit; the total cost was calculated to be $1,454, resulting in a per unit deficit of $1,065. This per-unit deficit, coupled with the roughly 89 times the fee was charged in the past year, resulted in the large cost recovery gap. The department should review these results and adjust fees appropriately to align with divisional and departmental cost recovery goals.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 35
The Recreation Division is part of the Recreation and Human Services Department. The Recreation Division is responsible for developing, managing, and coordinating recreational activities, educational programs, spring and summer camps, 21 city-wide special events, and the city’s various facilities/fields that can be utilized by residents. While Recreation and Human Services administers other fees, for the purposes of this analysis we only evaluated the field rental fees. The following subsections discuss fee schedule modifications, detailed per unit results, and annual revenue impacts for the fee-related services provided by the Recreation Division.
FEE SCHEDULE MODIFICATIONS
In discussions with City staff, no modifications were proposed to the to the fee schedule.
DETAILED RESULTS
The Recreation Division is responsible for collecting fees for field rentals. The Recreation Division assesses different fees based on the “group” that is receiving the service. The City currently has six group classifications. The following points identify each group:
• Group 1: Sanctioned Glendora Youth Leagues/Official GUSD Programs or events • Group 2: Educational and Nonprofit Groups
• Group 3: Resident Single Day Use
• Group 4: Resident Travel
• Group 5: Non-Resident Travel
• Group 6: Tournaments
The total cost calculated for each service includes direct staff costs and Division and Citywide overhead.
The following table details the fee name and total cost associated with each service offered by the group category.
TABLE 18: TOTAL COST PER UNIT RESULTS – RECREATION FIELDS Fee Name Current Fee Total Cost Difference
Pompei Turf Fields1
Field Rental
Group 1 $0 $213 ($213)
Group 2 $30 $213 ($183)
Group 3 $50 $213 ($163)
Group 4 $100 $213 ($113)
Group 5 $150 $213 ($63)
1 Insurance is required for the rental of the noted buildings/facilities
RECREATION
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Fee Name Current Fee Total Cost Difference
Group 6 $200 $213 ($13)
Lights
Group 1 $12 $12 $0
Group 2 $15 $12 $3
Group 3 $15 $12 $3
Group 4 $20 $12 $8
Group 5 $25 $12 $13
Group 6 $30 $12 $18
Administration Fee
Group 1 $10 $32 ($22)
Group 2 $10 $32 ($22)
Group 3 $10 $32 ($22)
Group 4 $10 $32 ($22)
Group 5 $10 $32 ($22)
Group 6 $10 $32 ($22)
Facility Deposit
Group 1 $0 $673 ($673)
Group 2 $0 $673 ($673)
Group 3 $0 $673 ($673)
Group 4 $0 $673 ($673)
Group 5 $0 $673 ($673)
Group 6 $500 $673 ($173)
Finkbiner Park Fields2
Field Rental
Group 1 $0 $66 ($66)
Group 2 $15 $66 ($51)
Group 3 $20 $66 ($46)
Group 4 $40 $66 ($26)
Group 5 $80 $66 $14
Group 6 $100 $66 $34
Lights
Group 1 $12 $12 $0
Group 2 $15 $12 $3
Group 3 $15 $12 $3
Group 4 $20 $12 $8
Group 5 $25 $12 $13
Group 6 $30 $12 $18
Administration Fee
Group 1 $10 $38 ($28)
Group 2 $10 $38 ($28)
Group 3 $10 $38 ($28)
Group 4 $10 $38 ($28)
Group 5 $10 $38 ($28)
2 Insurance is required for the rental of the noted buildings/facilities
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Fee Name Current Fee Total Cost Difference
Group 6 $10 $38 ($28)
Facility Deposit
Group 1 $0 $236 ($236)
Group 2 $0 $236 ($236)
Group 3 $0 $236 ($236)
Group 4 $0 $236 ($236)
Group 5 $0 $236 ($236)
Group 6 $500 $236 $264
Glendora Unified Fields3
Field Rental
Group 1 $0 $199 ($199)
Group 2 $15 $199 ($184)
Group 3 $20 $199 ($179)
Group 4 $40 $199 ($159)
Group 5 $80 $199 ($119)
Group 6 $100 $199 ($99)
Lights
Group 1 $12 $12 $0
Group 2 $15 $12 $3
Group 3 $15 $12 $3
Group 4 $20 $12 $8
Group 5 $25 $12 $13
Group 6 $30 $12 $18
Administration Fee
Group 1 $10 $89 ($79)
Group 2 $10 $89 ($79)
Group 3 $10 $89 ($79)
Group 4 $10 $89 ($79)
Group 5 $10 $89 ($79)
Group 6 $10 $89 ($79)
Facility Deposit
Group 1 $0 $688 ($688)
Group 2 $0 $688 ($688)
Group 3 $0 $688 ($688)
Group 4 $0 $688 ($688)
Group 5 $0 $688 ($688)
Group 6 $500 $688 ($188)
The fees administered by the Recreation Division generally under-recover for its services. For fees outside of deposits, the largest under recovery is in relation to Pompei Turf Fields, specifically ‘Field Rentals – Group 1’ at $213. The smallest undercharge is for a ‘Field Rental – Group 6’ under Pompei Turf Fields at $13. There is a handful of over-recoveries associated with ‘Lights’ for Pompei Turf Fields, Finkbiner Park Fields, and Glendora Unified Fields. While the Parks and Recreation fees generally under 3 Insurance is required for the rental of the noted buildings/facilities
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MATRIX CONSULTING GROUP 38
recover, these fees are different in the sense that they’re based on what the market can bear and as such do not have to be set based on the cost of the service, but rather the market rate.
ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, Recreation has a deficit of roughly $253,000 for field rentals. The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.
TABLE 19: ANNUAL RESULTS – RECREATION
Fee Category Revenue at Current Fee Annual Cost Difference Pompei Turf Fields $58,820 $310,340 ($251,520)
Finkbiner Park Fields $500 $2,080 ($1,580)
Total $59,320 $312,420 ($253,100)
Recreation has an annual cost recovery of roughly 19%. The largest under-recovery is in relation to the Pompei Turf Fields, specifically due to ‘Field rentals – Group 2’. The city currently charges only $30, but the full cost is $213. The department should review these results and adjust fees appropriately to align with divisional and departmental cost recovery goals.
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 39
The Water Department is part of Public Works. It is responsible for treating, maintaining, and distributing safe and clean water to all residents across the city. While the majority of its services are covered through rates, there are a handful of fees that are assessed by the Water Department in relation to service disconnects, reconnects, meter testing, installation, etc. The following subsections discuss fee schedule modifications, detailed per unit results, and annual revenue impacts for the fee-related services provided by the Water Department.
FEE SCHEDULE MODIFICATIONS
In discussions with City staff, staff proposed eliminating the following fees, as these services are no longer offered by City staff, covered under other fees, or are now offered by other departments within the City:
o ‘Quitclaims of Water Easement’
o ‘Convert Private Pipe to City’
o ‘Fire Hydrant Inspections (Private Hydrant Inspection)’ The modifications noted ensure that the proposed fee schedule more accurately reflects the services being provided by Water staff.
DETAILED RESULTS
The Water Department is responsible for collecting fees for Service Reconnection Fees, clean-up of sewage and hazardous materials, water system inspections, installation charges, and various other fees like fire hydrant flow tests, fire hydrant inspections, and irrigation plan reviews. The total cost calculated for each service includes direct staff costs and Department and Citywide overhead. The following table details the fee name and total cost associated with each service offered.
TABLE 20: TOTAL COST PER UNIT RESULTS – UTILITY FEES
Fee Name
Current
Fee Total Cost Difference
Damage to City Property Repair Actual Cost
Service Reconnect Fees
Delinquent (Business hours, Customer receiving social
assistance):
$50 $107 ($57)
Delinquent (Outside of business hours, Customer receiving social assistance):
$150 $297 ($147)
Delinquent (Business Hours): $70 $107 ($37)
Delinquent (Outside of Business Hours): $150 $297 ($147) Non-Delinquent (Business Hours): $77 $107 ($30)
Non-Delinquent (Outside of Business Hours): $112 $297 ($185) Non-Delinquent (After midnight): $128 $297 ($169)
WATER
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Fee Name
Current
Fee Total Cost Difference
Hazardous Material Spill Cleanup and Disposal Actual Cost Sewage Spill Cleanup Actual Cost
Temporary Water Meter Rental Service $29 $78 ($49)
Water System Inspection
Lateral for ADU $935 $491 $444
Manual Meter Read Fee $60 $234 ($174)
ACH Return Fee (incorrect bank information) $27 $57 ($30) Chargeback Fee (Customer Disputed Bill Penalty) $35 $57 ($22) New Account Application/Activation Fee (Processing Fee, excluding meter installation)
$77 $86 ($9)
Deposits for Service $200 $200 $0
Door Hanger Fee $20 $48 ($28)
Trip Charge for Additional Visit $76 $146 ($70)
Temporary Construction Meter $281 $292 ($11)
Water Service Installation Charges
Water Service Installation
3/4-1" Modified $5,000 N/A
2" Modified $7,000 N/A
4" Modified $10,000 N/A
6" Modified $12,000 N/A
Miscellaneous Water Fees and Charges
Backflow Preventer Installation $152 $152 $0
Fire Hydrant Flow Test (office study performed with hydraulic model) $551 $882 ($331)
Fire Hydrant Flow Test (Field Test) $512 $663 ($151)
Fire Flow Availability Form $299 $409 ($110)
Fire Hydrant Meter Deposit $1,851 $2,000 ($149)
Irrigation Plan Review/Water System Inspection (Non-Tract) $235 $132 $103 Fire Service Plan Review/Water Service Installation Plan Review $310 $132 $178 Water Meter Test
¾” – 2”: $308 $234 $74
Water Quality Testing Actual Cost
Bacterial Sample Test $517 $401 $116
Pressure Test $296 $401 ($105)
Hydrant Lock Fee (new lock with installation) $212 $287 ($75) Hydrant- Handle replacement fee $79 $167 ($88)
Broken lock/ damage costs & service. $212 $217 ($5)
Most of the fees administered by the Water Department under-recover for their associated costs. The largest under-recovery is $331 for ‘Fire Hydrant Flow Test (office study performed with hydraulic model)’ under Miscellaneous Water Fees and Charges. The largest over-recovery is $444 for ‘Water System Inspection - Lateral for ADU’. The smallest undercharge is for a ‘Broken lock/ damage costs & service’ fee under Miscellaneous Water Fees and Charges at $5. The smallest overcharge is for a ‘Water Meter Test – ¾” – 2”’ fee under Miscellaneous Water Fees and Charges at $74.
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ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, Water has a deficit of roughly $160,000. The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.
TABLE 21: ANNUAL RESULTS – UTILITY FEES
Fee Category Revenue at Current Fee Annual Cost Difference Service Reconnect Fees $31,920 $115,824 ($83,904)
New Account $36,960 $41,280 ($4,320)
Door Hanger Fee $51,160 $122,784 ($71,624)
Total $120,040 $212,856 ($92,816)
Water has an annual cost recovery of roughly 56%. The largest under-recovery is in relation to the ‘Door Hanger Fee’. The per unit difference is approximately $28, and the City charged this fee approximately 2,558 times. The department should review these results and adjust fees appropriately to align with divisional and departmental cost recovery goals.
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MATRIX CONSULTING GROUP 42
There are two typical surcharges assessed as part of the development review process – General Plan Maintenance Fee and Technology fee. Currently, the City of Glendora assesses both of these fees. The following subsections discuss the calculation and application of the General Plan Maintenance Fee and Technology Fee and provides comparative context to other jurisdictions.
GENERAL PLAN MAINTENANCE FEE
A General Plan Maintenance fee is meant to account for updates to the general plan, zoning ordinance, housing elements, and other long-range planning activities that are part of the larger General Plan.
The General Plan Maintenance fee is governed by Government Code Section 66014(b) which states that fees “may include the costs reasonably necessary to prepare and revise the plans and policies that a local agency is required to adopt before it can make any necessary findings and recommendations.” This code states that fees can be charged against zoning changes, zoning variances, use permits, building inspections, and filing applications.
More typically, the fee is charged during the building permit phase to ensure any development project, which gets to that phase, makes enough of an impact to require the need for an update to the Zoning Code or the General Plan. This fee should only be applied to major building permits (i.e., new or remodel / tenant improvements) rather than standalone permits for water heaters or electrical outlets.
The project team took the estimated cost associated with updating the General Plan as budgeted in the City’s General Plan budget and divided it by the years over which those contracted services would be provided, to calculate the annualized cost. The following table breaks out by category the components that comprise the total annual cost calculation.
TABLE 22: GENERAL PLAN MAINTENANCE FEE – ANNUAL COSTS
Task Budget Annualized Per Year Cost
General Plan Contract $500,000 3 $166,667
Total Annual Cost $500,000 $166,667
The annual cost to the City for updating their general plan is roughly $166,667. The City currently charges the fee as a percentage of its building permit fees, which is the most common methodology. The project team calculated the full cost of the General Plan Fee based upon the Percentage of Building Permit Fee methodologies. The following table shows this calculation:
TABLE 23: GENERAL PLAN MAINTENANCE FEE CALCULATION
Category Calculation
Annual Cost $166,667
Total Building Permit Costs $1,312,038
General Plan Maintenance Fee 12.7%
DEVELOPMENT SERVICES SURCHARGES
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As the table indicates, the calculated Comprehensive Plan Maintenance Fee is 12.7% of the building valuation. The following table compares the city’s current fee to the full cost fee calculated through this study:
TABLE 24: GENERAL PLAN MAINTENANCE FEE PER UNIT RESULTS Category Current Fee Full Cost Difference
General Plan Maintenance Fee 12% 12.7% (0.70%)
The City’s current fee is 12% of the fee paid for a building permit, while the full cost was calculated to be
12.7% of the fee paid for a building permit. This results in a per unit difference of 0.70%.
As part of this analysis, the project team conducted a comparative survey of other local jurisdictions and their assessment of a General Plan Maintenance Fee. Like other comparative efforts, the survey below simply shows the fees charged by the jurisdiction and does not include the basis upon which the other jurisdictions calculated or developed their fee. The following table shows the results of this comparative analysis:
TABLE 25: GENERAL PLAN MAINTENANCE FEE – COMPARATIVE SURVEY Jurisdiction Fee Amount
Arcadia 5% of Planning Applications
Azusa 10% of Permit
Brea $0.00196 x valuation
Covina $2.00 per $1,000 of Valuation
La Verne 4% of the Building Permit
Monrovia 15% of bldg & plan check fees
Upland 6% of the Permit Fee
As the table indicates the current fee charged by jurisdictions varies based upon project type and / or building permit. The full cost and current fee are generally higher than all of the other jurisdictions surveyed with the exception of Monrovia. However, like other comparative analyses, this only reflects the fee being charged, not necessarily the full cost of those services.
TECHNOLOGY SURCHARGE FEE
A Technology Fee allows a jurisdiction to support the costs associated with its permitting system, staff time for managing the systems, acquiring the system, mobile devices used for permitting, etc. The City of Glendora currently charges a plan maintenance fee to capture the costs for technology and develops a budget annually for those technology-related needs. The project team utilized the annual contract budget of $500,000 for Plan Maintenance to calculate the updated technology fee.
The most defensible methodology for assessing a technology fee is based proportionately on the percentage of the permit fee, as the greater the permit fee, the more software utilization and storage space is required. This is how the City currently assesses its fee. Therefore, the project team took the total Technology Annual Cost and divided it by the annual fee-related cost associated with Building, Planning, and Engineering. The following table shows this calculation:
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TABLE 26: TECHNOLOGY SURCHARGE CALCULATION
Category Technology Fee Calculation
Total Annual Technology Cost $500,000
Total Annual Permitting Costs $2,709,617
Technology Surcharge 18.5%
Based upon this calculation, the City’s full cost Technology fee would be 18.5% of the permit fee.
Therefore, if a permit fee was $100, the Technology fee collected would be $18.50; whereas if a permit fee was $1,000; the Technology fee collected would be $185. This type of structure enables the Technology fee to be more proportionately distributed based upon the projects and their impact upon the system. The following table compares the City’s current fee to the full cost fee:
TABLE 27: TECHNOLOGY SURCHARRGE PER UNIT RESULTS
Category Current Fee Full Cost Difference
Technology Surcharge 13% 18.5% (5.5%)
The City’s current fee is 13% of the permit fee, while the full cost was calculated to be 18.5% of the permit fee. This results in a per unit difference of 5.5%.
As part of this analysis, the project team conducted a comparative survey of other local jurisdictions and their assessment of a Technology Fee. Like other comparative efforts, the survey below simply shows the fees charged by the jurisdiction. The following table shows the results of this comparative analysis:
TABLE 28: TECHNOLOGY SURCHARGE – COMPARATIVE SURVEY
Jurisdiction Fee Amount
Arcadia 5.5% of Permit & Plan Check Fees
Azusa 5% of permit and plan check fee
Brea $0.0008 x valuation
Covina N/A
La Verne 2% on all Building Permits
Monrovia $8 per Permit
Upland N/A
As the table indicates the current fee charged by jurisdictions varies based upon project type and / or valuation. The current and full cost calculated for the City is higher than all the other jurisdictions surveyed. However, like other comparative analyses, this only reflects the fee being charged, not necessarily the full cost of those services.
SURCHARGE FUND BEST PRACTICES
It is a best practice to collect and account for General Plan Maintenance and Technology surcharges in separate accounts, as doing so ensures compliance with funding requirements, enables appropriate allocation of funds to general plan or technology-related activities, and mitigates any potential issues with the comingling of funds. The City already follows this best practice and should continue to do so.
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The following sections provide guidance regarding how and where to increase fees, determine annual update factors, and develop cost recovery policies and procedures.
FEE ADJUSTMENTS
This study has documented and outlined on a fee-by-fee basis where the City is under- and overcollecting for its fee-related services. City and Department management will now need to review the study results and adjust fees per Departmental and City philosophies and policies. The following points outline the major options the City has in adjusting its fees:
• Over-Collection: Upon review of the fees that were shown to be over-collecting for costs of services provided, the City should reduce the current fee to be in line with the full cost of providing the service.
• Full Cost Recovery: For fees that show an under-collection for costs of services provided, the City may decide to increase the fee to full cost recovery immediately. • Phased Increase: For fees with significantly low-cost recovery levels, or which would have a significant impact on the community, the City could choose to increase fees gradually over a set period.
The City will need to review the results of the fee study and associated cost recovery levels and determine how best to adjust fees. While decisions regarding fees that currently show an over-recovery are straightforward, the following subsections provide further detail on why and how the City should consider either implementing Full Cost Recovery or a Phased Increase approach to adjusting its fees.
FULL COST RECOVERY
Based on the permit or review type, the City may wish to increase the fee to cover the full cost of providing services. Certain permits may be close to cost recovery already, and an increase to full cost may not be significant. Other permits may have a more significant increase associated with full cost recovery.
Increasing fees associated with permits and services that are already close to full cost recovery can potentially bring a Department’s overall cost recovery level higher. Often, these minimal increases can provide necessary revenue to counterbalance fees that cannot be increased.
The City should consider increasing fees for permits for which services are rarely engaged to full cost recovery. These services often require specific expertise and can involve more complex research and review due to their infrequent nature. As such, setting these fees at full cost recovery will ensure that when the permit or review is requested, the City is recovering the full cost of its services.
COST RECOVERY CONSIDERATIONS
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PHASED INCREASES
Depending on current cost recovery levels, some current fees may need to be increased significantly to comply with established or proposed cost recovery policies. Due to the type of permit or review or the amount by which a fee needs to be increased, it may be best for the City to use a phased approach to reaching its cost recovery goals.
As an example, you may have a current fee of $200 with a full cost of $1,000, representing 20% cost recovery. If the current policy is 80% cost recovery, the current fee would need to increase by $600, bringing the fee to $800, to comply with proposed recovery levels. Assuming this service is something the City provides quite often and affects various members of the community, an instant increase of $600 may not be feasible. Therefore, the City could take a phased approach, whereby it increases the fee annually over a set period until cost recovery is achieved.
Raising fees over a set period not only allows the City to monitor and control the impact to applicants but also ensure that applicants have time to adjust to significant increases. Continuing with the example above, the City could increase the fee by $150 per year for the next four years, spreading out the increase. Depending on the desired overall increase and the impact to applicants, the City could choose to vary the number of years by which it chooses to increase fees. However, the project team recommends that the City not phase increases for periods greater than five years, as that is the maximum window after which a comprehensive fee assessment should be completed.
ANNUAL ADJUSTMENTS
Conducting a comprehensive analysis of fee-related services and costs annually would be quite cumbersome and costly. The general recommendation is that a comprehensive fee analysis should be conducted every three to five years. This allows jurisdictions to ensure they account for organizational changes, such as staffing levels and merit increases, and process efficiencies, code or rule changes, or technology improvements. Developing annual update mechanisms allow jurisdictions to maintain current levels of cost recovery, while accounting for increases in staffing or expenditures related to permit services. The two most common types of update mechanisms are Consumer Price Index (CPI) and Cost of Living Adjustment (COLA) factors. The following points provide further detail on each of these mechanisms:
• COLA / Personnel Cost Factor: Jurisdictions often provide their staff with annual salary adjustments to account for increases in local cost of living. These increases are not tied to merit or seniority but rather meant to offset rising costs associated with housing, gas, and other livability factors. Sometimes these factors vary depending on the bargaining group of a specific employee. Generally, these factors are around two or three percent annually. • CPI / ECI Factor: A common method of increasing fees or cost is to look at regional cost indicators, such as the Consumer Price Index or Employment Cost Index. These factors are calculated by the Bureau of Labor Statistics, are put out at various intervals within a year, and are specific to states and regions.
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The City of Glendora already utilizes a CPI factor and it should continue to do so to ensure that fees are increased in alignment with cost increases.
POLICIES AND PROCEDURES
This study has identified areas where the City is under-collecting the costs associated with providing services. This known funding gap is therefore being subsidized by other City revenue sources.
Development of cost recovery policies and procedures will ensure that current and future decision makers understand how and why fees were determined and set, as well as provide a road map for ensuring consistency when moving forward. The following subsections outline typical cost recovery levels and discuss the benefits of developing target cost recovery goals and procedures for achieving and increasing cost recovery.
TYPICAL COST RECOVERY
The Matrix Consulting Group has extensive experience in analyzing local government operations across the United States and has calculated typical cost recovery ranges. The following table outlines cost recovery ranges by major service area.
TABLE 29: TYPICAL COST RECOVERY RANGES BY MAJOR SERVICE AREA Service Areas Typical Cost Recovery Ranges
Building 80-100%
Engineering 80-100%
Environmental Services 60-80%
Finance 20-40%
Library 20-50%
Planning 50-80%
Police 20-50%
Recreation & Human Services 20-50%
Water 40-70%
The following graph depicts how Glendora compares to industry cost recovery range standards.
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MATRIX CONSULTING GROUP 48
Building, Environmental Services, Library, Planning, and Water are within the typical cost recovery range, while Finance and Police are above the typical cost recovery ranges. Engineering and Recreation & Human Services are below the typical recovery ranges.
DEVELOPMENT OF COST RECOVERY POLICIES AND PROCEDURES
The City should review the current cost recovery levels and adopt a formal policy regarding cost recovery.
This policy can be general in nature and can apply broadly to the City as a whole or to each department and division specifically. A department-specific cost recovery policy would allow the City to better control the cost recovery associated with different types of services being provided and the community benefit received.
82% 69% 67%
60%
49% 61%
55%
19%
56%
0%
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Building Engineering Environmental
Services
Finance Library Planning Police Recreation Water
Cost Recovery %
Current Revenue Cost Recovery vs. Typical Revenue Cost Recovery Typical Cost Recovery Current Cost Recovery
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MATRIX CONSULTING GROUP 49
As part of the Cost of Services (User Fee) study for the City of Glendora, Matrix Consulting Group conducted a comparative survey of user fees. The City identified seven municipalities to be included in the comparative survey: Arcadia, Azusa, Brea, Covina, La Verne, Monrovia, and Upland. The project team then reviewed public documents (i.e., agenda items, staff reports, budgets, fee schedules, and ordinances) and or contacted jurisdictions to get comparative information.
While this full report provides the City with a reasonable estimate and understanding of the true costs of providing services, many jurisdictions also wish to benchmark themselves against other comparable jurisdictions to understand the local “rates” for comparable services. This type of comparative analysis allows for the City to assess what types of changes in fee levels their community can bear. However, benchmarking does not provide adequate information regarding the relationship of other jurisdictions’ costs to their fees (i.e., policy decisions to subsidize, cost recovery goals, etc.). To contextualize this portion of the analysis, the project team provided economic and recency factors for the comparable jurisdictions.
The following sections detail various factors to consider when reviewing comparative survey results, as well as graphical comparisons of current fees and total calculated costs for various permits issued or services provided by the City.
ECONOMIC FACTORS
To provide additional context to the comparative survey information, the project team collected economic factors for the jurisdictions included. Three important economic factors to consider when comparing fees across multiple jurisdictions are: population, budget, and workforce size. These factors can impact how and when fees are administered, as a jurisdiction with a smaller population may choose to not charge a fee, or a smaller workforce size may inhibit their ability to administer a fee.
The following tables rank each jurisdiction from smallest to largest for each of these economic factors:
TABLE 30: RANKING OF JURISDICTIONS BY POPULATION
Jurisdiction Population4
La Verne 32,300
Monrovia 38,920
Brea 47,900
Azusa 48,988
Covina 51,090
Glendora 51,254
Arcadia 56,116
Upland 79,140
4 California Finance estimates as of 1/1/2024 were used to determine each jurisdiction’s population.
APPENDIX – COMPARATIVE SURVEY
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TABLE 31: RANKING OF JURISDICTIONS BY CITYWIDE TOTAL BUDGET Jurisdiction FY25-26 Budget5
La Verne $78,164,008
Arcadia $88,313,900
Monrovia $96,099,951
Glendora $110,778,077
Brea $134,193,644
Upland $167,058,490
Covina $181,475,751
Azusa $183,300,000
TABLE 32: RANKING OF JURISDICTIONS BY FTE
Jurisdiction FY25-26 Authorized FTE
La Verne 195
Covina 232
Monrovia 243.75
Upland 268
Glendora 270.01
Arcadia 312.31
Azusa 378.01
Brea 406.014
When compared to the surveyed jurisdictions, the City of Glendora ranks near the top in terms of population, but on the middle for budget and staffing.
RECENCY FACTOR
While the above comparative information can provide some perspective when paralleling Glendora’s fees with surveyed jurisdictions, other key factors to consider are when a jurisdiction’s fee schedule was last updated and when the last comprehensive analysis was undertaken. It is important to note that even though jurisdictions may have conducted recent fee studies, their fees are not always adopted at full cost recovery. The comparative results only show the adopted fee for the surveyed jurisdiction, not necessarily the full cost associated with the comparable service.
The following tables detail when each surveyed jurisdiction last conducted a fee analysis and when they last updated their fee schedule:
TABLE 33: LAST FEE SCHEDULE UPDATE
Jurisdiction Response
Arcadia 2025
Azusa 2025
Brea 2025
Covina 2025
5 To ensure appropriate comparisons, full operating budget (all funds) has been used for all jurisdictions.
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Jurisdiction Response
La Verne 2025
Monrovia 2024
Upland 2025
TABLE 34: LAST FEE STUDY CONDUCTED
Jurisdiction Response
Arcadia 2021
Azusa 2016
Brea 2017
Covina 2016
La Verne N/A
Monrovia 2024
Upland 2023
Most of the surveyed jurisdictions have published an updated fee schedule within the last year. However, Monrovia last updated their fee schedule in 2024. Additionally, only half of the jurisdictions except for Azusa, Brea, and La Verne have conducted a fee study within the last five years.
ADDITIONAL FACTORS
Along with keeping the statistics outlined in the previous sections in mind, the following issues should also be noted regarding the use of market surveys in the setting of fees for service:
• Cost Recovery Factors: Each jurisdiction and its fees are different, and many are not based on the actual cost of providing services as various policy decisions may subsidize services. • Fee Variance Factors: A fee with the same name may encompass different types of services or activities across jurisdictions. Variability may stem from differences in service delivery models (e.g., in-house vs. contracted), the scope of work included under the fee, and staffing configurations, all of which can influence how indirect and overhead costs are allocated.
In addition to the issues noted, market surveys can also run the risk of creating a confusing excess of data that will obscure rather than clarify policy issues. Because each jurisdiction is different, the Matrix Consulting Group recommends that the information contained in the market comparison of fees be used as a secondary decision-making tool, rather than the primary method for determining an acceptable price point for services.
COMPARATIVE SURVEY RESULTS
As part of this study, the project team conducted a survey of how the City’s current user fees and calculated full cost compare to other identified jurisdictions. The following subsections provide a comparative look at several fee-related services provided by the City versus the surveyed jurisdictions.
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TEMPORARY POWER POLE
Building currently charges a fee of $70 for Temporary Power Pole. Through this study, the project team calculated the full cost of this service to be $177. The following graph shows how Glendora’s current fee and full cost compare to surveyed jurisdictions.
Glendora’s current fee is the second lowest when compared to other jurisdictions at $70. However, its full cost of $177 is above the jurisdictional average of $167. The City’s current fee is most comparable to La Verne’s fee of $103, while the calculated full cost is most comparable to Azusa’s fee of $169.
PLUMBING - WATER HEATER
Building currently charges a fee of $53 for Plumbing - Water Heater. Through this study, the project team calculated the full cost of this service to be $85. The following graph shows how Glendora’s current fee and full cost compare to surveyed jurisdictions.
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Glendora’s current fee is the lowest when compared to other jurisdictions at $53. However, its full cost of $85 is below the jurisdictional average of $121. The City’s current fee is most comparable to La Verne’s fee of $64, while the calculated full cost is most comparable to Arcadia’s fee of $83.
MECHANICAL - RESIDENTIAL KITCHEN HOOD & EXHAUST SYSTEM
Building currently charges a fee of $46 for Mechanical - Residential Kitchen Hood & Exhaust System.
Through this study, the project team calculated the full cost of this service to be $55. The following graph shows how Glendora’s current fee and full cost compare to surveyed jurisdictions.
Glendora’s current fee is the lowest when compared to other jurisdictions at $46. However, its full cost of $55 is below the jurisdictional average of $176. The City’s current fee and full cost is most comparable to Arcadia’s fee of $81.
RESIDENTIAL SOLAR
Building currently charges a fee of $500 for Residential Solar. Through this study, the project team calculated the full cost of this service to be $559. The following graph shows how Glendora’s current fee and full cost compare to surveyed jurisdictions.
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Glendora’s current fee is the highest when compared to other jurisdictions at $500. However, its full cost of $559 is above the jurisdictional average of $356. The City’s current fee and full cost are most comparable to Upland’s fee of $450.
SFR NEW PLAN CHECK & INSPECTION: 2,854 SQ. FT., VALUED AT $472,546 Building currently charges a fee of $5,082 for plan check and inspection of a new single family home that is 2,854 sq. ft., valued at $472,546. Through this study, the project team calculated the full cost of this service to be $5,276. The following graph shows how Glendora’s current fee and full cost compare to surveyed jurisdictions.
Glendora’s current fee is the second lowest when compared to other jurisdictions at $5,082. However, its full cost of $5,276 is below the jurisdictional average of $8,111. The City’s current fee and full cost is most comparable to Brea’s fee of $5,500.
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SFR New Plan Check & Inspection: 2,854 sq.
ft., valued at $472,546
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SFR REMODEL / ADDITION PLAN CHECK & INSPECTION: 1,759 SQ. FT., VALUED AT $117,811 Building currently charges a fee of $1,804 for plan check and inspection of a Remodel / Addition that is 1,759 sq. ft., valued at $117,811. Through this study, the project team calculated the full cost of this service to be $2,398. The following graph shows how Glendora’s current fee and full cost compare to surveyed jurisdictions.
Glendora’s current fee is the lowest when compared to other jurisdictions at $1,804. However, its full cost of $2,398 is below the jurisdictional average of $3,272. The City’s current fee is most comparable to La Verne’s fee of $2,039, while the calculated full cost is most comparable to Covina’s fee of $2,250.
COMMERCIAL NEW PLAN CHECK & INSPECTION 5,988 SQ. FT, VALUED AT $811,760 Building currently charges a fee of $27,788 for Plan Check & Inspection of a new commercial building that is 5,988 sq. ft, valued at $811,760. Through this study, the project team calculated the full cost of this service to be $27,392. The following graph shows how Glendora’s current fee and full cost compare to surveyed jurisdictions.
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Arcadia Brea La Verne Upland
SFR Remodel / Addition Plan Check &
Inspection: 1,759 sq. ft., valued at
$117,811
Fee Average
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Glendora’s current and full cost fees are the highest when compared to other jurisdictions. The City’s current and full cost fee is most comparable to Monrovia’s fee of $20,327.
COMM. TI PLAN CHECK & INSPECTION: 2,329 SQ. FT., VALUED AT $550,000 Building currently charges a fee of $5,728 for Plan Check & Inspection of a tenant improvement of a commercial project that is 2,329 sq. ft., valued at $550,000. Through this study, the project team calculated the full cost of this service to be $5,874. The following graph shows how Glendora’s current fee and full cost compare to surveyed jurisdictions.
Glendora’s current fee is the lowest when compared to other jurisdictions at $5,728. However, its full cost of $5,874 is below the jurisdictional average of $9,519. The City’s current fee and full cost is most comparable to Brea’s fee of $4,500.
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TEMPORARY ENCROACHMENT PERMIT
Engineering currently charges a fee of $86 for a Temporary Encroachment Permit. Through this study, the project team calculated the full cost of this service to be $368. The following graph shows how Glendora’s current fee and full cost compare to surveyed jurisdictions.
Glendora’s current fee is the lowest when compared to other jurisdictions at $86. However, its full cost of $368 is above the jurisdictional average of $267. The City’s current fee is most comparable to La Verne’s fee of $110, while the calculated full cost is most comparable to Monrovia’s fee of $324.
RESIDENTIAL DRIVE APPROACH
Engineering currently charges a fee of $145 for the Residential Drive Approach. Through this study, the project team calculated the full cost of this service to be $520. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions. $0
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Glendora’s current fee is the lowest when compared to other jurisdictions at $145. However, its full cost of $520 is above the jurisdictional average of $372. The City’s current fee is most comparable to Upland’s fee of $290, while the calculated full cost is most comparable to Monrovia’s and Azusa’s fee of $495.
SIDEWALK: 50 SQ. FT
Engineering currently charges a fee of $145 for Sidewalk: 50 sq. ft. Through this study, the project team calculated the full cost of this service to be $603. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is the third lowest when compared to other jurisdictions at $145. However, its full cost of $603 is above the jurisdictional average of $325. The City’s current fee is most comparable to Brea’s fee of $110, while the calculated full cost is most comparable to Azusa’s fee of $594.
MANHOLE, JUNCTION STRUCTURE, ETC. INSPECTION
Engineering currently charges a fee of $71 for Manhole, Junction Structure, etc. Inspection. Through this study, the project team calculated the full cost of this service to be $304. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions. $0
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Glendora’s current fee is the lowest when compared to other jurisdictions at $71. However, its full cost of $304 is barely below the jurisdictional average of $318. The City’s current fee is most comparable to La Verne’s fee of $220, while the calculated full cost is most comparable to Arcadia’s fee of $310.
GRADING & DRAINAGE PLAN CHECK & INSPECTION: 5,000 CUBIC YARDS Engineering currently charges a fee of $2,252 for Grading & Drainage Plan Check & Inspection: 5,000 cubic yards. Through this study, the project team calculated the full cost of this service to be $2,439. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is the third lowest when compared to other jurisdictions at $2,252. However, its full cost of $2,439 is below the jurisdictional average of $3,855. The City’s current fee is most comparable to Arcadia’s fee of $1,390, while the calculated full cost is most comparable to Azusa’s fee of $3,139.
BUSINESS LICENSE APPLICATION REVIEW - NEW
Finance currently charges a fee of $77 for Business License Application Review - New. Through this study, the project team calculated the full cost of this service to be $88. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions. $0
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Glendora’s current fee is the second highest when compared to other jurisdictions at $77. However, its full cost of $88 is above the jurisdictional average of $54.
BUSINESS LICENSE APPLICATION REVIEW - RENEWAL
Finance currently charges a fee of $10 for Business License Application Review - Renewal. Through this study, the project team calculated the full cost of this service to be $29. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is the lowest when compared to other jurisdictions at $10. However, its full cost of $29 is above the jurisdictional average of $23. The City’s current fee is most comparable to La Verne’s fee of $10, while the calculated full cost is most comparable to Covina’s fee of $30. $0
$50
$100
$150
$200
$250
Glendora
Current
Fee
Glendora
Total Cost
Arcadia Azusa Covina La Verne Monrovia Upland
Business License Application Review -
New
Fee Average
$0
$10
$20
$30
$40
$50
$60
Glendora
Current
Fee
Glendora
Total Cost
Arcadia Azusa Covina La Verne Monrovia Upland
Business License Application Review -
Renewal
Fee Average
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 61
SPECIAL EVENT PERMIT - NEW
Finance currently charges a fee of $580 for Special Event Permit - New. Through this study, the project team calculated the full cost of this service to be $611. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is the highest when compared to other jurisdictions at $580. However, its full cost of $612 is above the jurisdictional average of $221. The City’s current fee and full cost are most comparable to La Verne’s fee of $400.
LOST LIBRARY CARD
Library currently charges a fee of $2 for Lost Library Card. Through this study, the project team calculated the full cost of this service to be $2. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
$0
$100
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$300
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$700
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Glendora
Total Cost
Covina La Verne Monrovia Upland
Special Event Permit - New
Fee Average
$0
$1
$2
$3
$4
$5
Glendora
Current
Fee
Glendora
Total Cost
Arcadia Azusa Covina Monrovia Upland
Lost Library Card
Fee Average
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 62
Glendora’s current and full cost fee are aligned with fees charged by Covina, Monrovia, and Upland. The cities of Arcadia and Azusa both charge $3.
INTERLIBRARY LOAN REQUEST
Library currently charges a fee of $2 for Interlibrary Loan Request. Through this study, the project team calculated the full cost of this service to be $30. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is the lowest when compared to other jurisdictions at $2. However, its full cost of $30 is above the jurisdictional average of $5. The City’s current fee is most comparable to Covina’s fee $4 fee.
PROCESSING FEE FOR LOST / DAMAGED MATERIALS
Library currently charges a fee of $10 for Processing Fee for Lost / Damaged Materials. Through this study, the project team calculated the full cost of this service to be $21. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions. $0
$5
$10
$15
$20
$25
$30
$35
Glendora
Current Fee
Glendora Total
Cost
Arcadia Covina Monrovia
Interlibrary Loan Request
Fee Average
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 63
Glendora’s current fee is in the middle when compared to other jurisdictions at $10. However, its full cost of $21 is above the jurisdictional average of $7. The City’s current fee is most comparable to Arcadia’s and Upland’s fee of $5 as well as Azusa’s fee of $15, while the calculated full cost is most comparable to Azusa’s fee of $15.
CONDITIONAL USE PERMIT
Planning currently charges a fee of $2,425 for Conditional Use Permit. Through this study, the project team calculated the full cost of this service to be $8,705. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is the third lowest when compared to other jurisdictions at $2,425. However, its full cost of $8,705 is above the jurisdictional average of $4,315. The City’s current fee is most comparable to Brea’s Deposit and La Verne’s deposit of $2,000, while the calculated full cost is most comparable to Azusa’s fee of $7,332. Since other jurisdictions charge it as a deposit it is difficult to accurately compare the cost and the fee that would be ultimately assessed. $0
$5
$10
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$25
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Current Fee
Glendora
Total Cost
Arcadia Azusa Covina Upland
Processing Fee
Fee Average
$0
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$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
Glendora
Current
Fee
Glendora
Total
Cost
Arcadia Azusa Brea Covina La Verne Monrovia Upland
Conditional Use Permit
Fee Average
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 64
LOT LINE ADJUSTMENT
Planning currently charges a fee of $1,554 for Lot Line Adjustment. Through this study, the project team calculated the full cost of this service to be $717. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is in the middle when compared to other jurisdictions at $1,554. However, its full cost of $717 is below the jurisdictional average of $1,741. The City’s current fee is most comparable to Monrovia’s fee of $1,174, while the calculated full cost is most comparable to Covina’s fee of $773.
MINOR MODIFICATION
Planning currently charges a fee of $1,422 for Minor Modification. Through this study, the project team calculated the full cost of this service to be $3,802. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
$0
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$2,000
$2,500
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Glendora
Current
Fee
Glendora
Total
Cost
Arcadia Azusa Brea Covina La Verne Monrovia Upland
Lot Line Adjustment
Fee Average
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 65
Glendora’s current fee is the second highest when compared to other jurisdictions at $1,422. However, its full cost of $3,802 is above the jurisdictional average of $1,078. The City’s current fee is most comparable to Covina’s fee of $1,236, while the calculated full cost is most comparable to Brea’s deposit of $2,000.
VARIANCE
Planning currently charges a fee of $2,224 for Variance. Through this study, the project team calculated the full cost of this service to be $3,802. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is the third lowest when compared to other jurisdictions at $2,224. However, its full cost of $3,802 is above the jurisdictional average of $2,828. The City’s current fee is most comparable to Brea’s deposit of $2,000, while the calculated full cost is most comparable to Arcadia’s fee of $2,816. $0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
Glendora
Current
Fee
Glendora
Total Cost
Arcadia Azusa Brea Covina Monrovia Upland
Minor Modification
Fee Average
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
Glendora
Current Fee
Arcadia Brea La Verne Upland
Variance
Fee Average
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 66
BUSINESS LICENSE ZONING VERIFICATION
Planning currently charges a fee of $29 for Business License Zoning Verification. Through this study, the project team calculated the full cost of this service to be $101. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is the lowest when compared to other jurisdictions at $29. However, its full cost of $101 is below the jurisdictional average of $238. The City’s current fee and full cost is most comparable to La Verne’s fee of $125.
IMPOUND VEHICLE RELEASE
Police currently charges a fee of $120 for Impound Vehicle Release. Through this study, the project team calculated the full cost of this service to be $162. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
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Arcadia Azusa Brea Covina La Verne Monrovia Upland
Business License Zoning Verification
Fee Average
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$250
$300
$350
Glendora
Current
Fee
Glendora
Total
Cost
Arcadia Azusa Brea Covina La Verne Monrovia Upland
Impound Vehicle Release
Fee Average
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 67
Glendora’s current fee is the second lowest when compared to other jurisdictions at $120. However, its full cost of $162 is below the jurisdictional average of $171. The City’s current fee is most comparable to La Verne’s fee of $150, while the calculated full cost is most comparable to Brea’s fee of $162.
RECORDS CHECK/CLEARANCE LETTER
Police currently charges a fee of $25 for Records Check/Clearance Letter. Through this study, the project team calculated the full cost of this service to be $42. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is the middle when compared to other jurisdictions at $25. However, its full cost of $42 is above the jurisdictional average of $28. The City’s current fee is most comparable to Azusa’s, Brea’s, and Covina’s fee of $25, while the calculated full cost is most comparable to Monrovia’s fee of $45.
TRAFFIC COLLISION REPORT
Police currently charges a fee of $20 for Traffic Collision Report. Through this study, the project team calculated the full cost of this service to be $21. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
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Glendora
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Glendora
Total Cost
Arcadia Azusa Brea Covina La Verne Monrovia Upland
Records Check/Clearance Letter
Fee Average
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 68
Glendora’s current fee is the among the lowest when compared to other jurisdictions at $20. However, its full cost of $21 is below the jurisdictional average of $28. The City’s current fee and full cost is most comparable to Azusa’s, Covina’s, and Upland’s fee of $20.
CARRY CONCEALED WEAPON (CCW) - NEW APPLICATION
Police currently charges a fee of $389 for Carry Concealed Weapon (CCW) - New Application. Through this study, the project team calculated the full cost of this service to be $1,454. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is among the highest when compared to other jurisdictions at $389. However, its full cost of $1,454 is above the jurisdictional average of $230. The City’s current fee and full cost is most comparable to Arcadia’s fee of $389.
29 GRASS TURF FIELD RENTAL: 2 HRS, NO LIGHTS - RESIDENT Recreation currently charges a fee of $40 for Grass Turf Field Rental: 2 hrs., no lights - resident. Through this study, the project team calculated the full cost of this service to be $132. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions. $0
$10
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$50
Glendora
Current Fee
Glendora
Total Cost
Arcadia Azusa Covina La Verne Monrovia Upland
Traffic Collision Report
Fee Average
$0
$500
$1,000
$1,500
$2,000
Glendora
Current Fee
Glendora
Total Cost
Arcadia Azusa Covina La Verne Upland
Carry Concealed Weapon (CCW) - New
Application
Fee Average
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 69
Glendora’s current fee is among the lowest when compared to other jurisdictions at $40. However, its full cost of $132 is above the jurisdictional average of $95. The City’s current fee is most comparable to La Verne’s fee of $40, while the calculated full cost is most comparable to Azusa’s fee of $140.
GRASS TURF FIELD RENTAL: 1 HR, WITH 1 HR LIGHTS - NON-RESIDENT Recreation currently charges a fee of $105 for Grass Turf Field Rental: 1 hr., with 1 hr. lights - nonresident. Through this study, the project team calculated the full cost of this service to be $78. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is in the middle when compared to other jurisdictions at $105. However, its full cost of $78 is below the jurisdictional average of $180. The City’s current fee is most comparable to Azusa’s fee of $105, while the calculated full cost is most comparable to Monrovia’s fee of $59. $0
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Glendora
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Azusa Brea Covina La Verne Monrovia Upland
Grass Turf Field Rental: 2 hrs, no lights
- resident
Fee Average
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$800
Glendora
Current
Fee
Glendora
Total
Cost
Azusa Brea Covina La Verne Monrovia Upland
Grass Turf Field Rental: 1 hr, with 1 hr
lights - non-resident
Fee Average
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 70
MANUAL METER READ FEE
Water currently charges a fee of $60 for Manual Meter Read Fee. Through this study, the project team calculated the full cost of this service to be $234. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is in the middle when compared to other jurisdictions at $60. However, its full cost of $234 is above the jurisdictional average of $102. The City’s current fee is most comparable to La Verne’s fee of $50, while the calculated full cost is most comparable to Arcadia’s fee of $219.
DELINQUENT RECONNECT
Water currently charges a fee of $70 for Delinquent Reconnect. Through this study, the project team calculated the full cost of this service to be $107. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is in the middle when compared to other jurisdictions at $70. However, its full cost of $107 is above the jurisdictional average of $79. The City’s current fee is most comparable to Brea’s fee of $65 and Upland’s fee of $75, while the calculated full cost is most comparable to Monrovia’s fee of $99.
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Manual Meter Read Fee
Fee Average
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Glendora
Total Cost
Arcadia Azusa Brea Covina La Verne Monrovia Upland
Delinquent Reconnect
Fee Average
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 71
TEMPORARY CONSTRUCTION METER
Water currently charges a fee of $281 for Temporary Construction Meter. Through this study, the project team calculated the full cost of this service to be $292. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions.
Glendora’s current fee is in the middle when compared to other jurisdictions at $281. However, its full cost of $292 is below the jurisdictional average of $314. The City’s current fee and full cost is most comparable to Azusa’s fee of $300.
FIRE HYDRANT FLOW TEST (FIELD TEST)
Water currently charges a fee of $551 for Fire Hydrant Flow Test (Field Test). Through this study, the project team calculated the full cost of this service to be $882. The following graph shows how Glendora’s current fee and full cost compares to surveyed jurisdictions. $0
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Cost
Azusa Covina La Verne Monrovia
Temporary Construction Meter
Fee Average
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Glendora
Current Fee
Glendora
Total Cost
Arcadia Azusa Covina La Verne Upland
Fire Hydrant Flow Test (Field Test)
Fee Average
GLENDORA COMPREHENSIVE USER FEE STUDY REPORT
MATRIX CONSULTING GROUP 72
Glendora’s current fee is the second highest when compared to other jurisdictions at $551. However, its full cost of $882 is above the jurisdictional average of $348. The City’s current fee and full cost is most comparable to La Verne’s fee of $600.
SUMMARY
Overall, Glendora generally has current fees that are lower when compared to the fees of the other surveyed jurisdictions. Of the surveyed jurisdictions, Glendora’s current fees are most comparable with La Verne, Brea, Upland, Covina, and Azusa, while the City’s full cost calculated is most comparable to fees charged by Azusa, Arcadia, and Monrovia. It is important to note that the results of this survey only show the fees adopted by the council, not the cost recovery policy decisions for departments or a jurisdiction. As such, the results of this survey should be used as a secondary decision-making tool.
COMPREHENSIVE
CITYWIDE FEE STUDY
RESULTS
CITY OF G LEN DO RA, CAL IFORNIA
2 STUDY OBJECTIVES
STREAMLINE FEE
STRUCTURE
Consolidate, Expand, Add /
Remove Fees
LEGAL COMPLIANCE
Compliance with Prop 218
& 26
TIME ASSUMPTIONS
Identify the average level
of effort associated with
activities
COMPARATIVE SURVEY
Benchmark against other
jurisdictions
FULLY BURDENED
HOURLY RATES
Determine direct and
indirect costs
MASTER FEE SCHEDULE
Provide all existing and
proposed fees in a
comprehensive manner
COMPREHENSIVE CITYWIDE FEE STUDY RESULTS
COMPREHENSIVE CITYWIDE FEE STUDY RESULTS 3
TIME ESTIMATE
FULLY BURDENED
HOURLY RATE
FULL COST FEE
• Average staff time by position title spent per permit, application, or fee-related activity.
• Salaries, Benefits, Productive Hours, Services & Supplies, Supervisory Support, and Citywide Overhead from Cost
Allocation Plan.
• Maximum justifiable fee that can be assessed
FEE CALCULATION METHODOLOGY
4 FEE STUDY RESULTS
• Reviewed 464 fee line items – across all City Departments • Created new combo single-family residential permits for services such as EV chargers, remodels (no structural changes), swimming pools, etc. • Captured new fees in planning in relation to new state legislation (administrative subdivisions, wireless telecom facilities, etc.) • Reorganized fee schedule so all services are associated with their correct departments (i.e. Planning fees with Planning, and Environmental fees as their own section).
COMPREHENSIVE CITYWIDE FEE STUDY RESULTS
COMPREHENSIVE CITYWIDE FEE STUDY RESULTS 5
FEE STUDY RESULTS (2)
Service Area Total Revenue Total Annual Cost Difference Cost Recovery % Building $1,381,145 $1,682,861 ($301,717) 82%
Engineering $438,381 $637,465 ($199,083) 69%
Env. Services $67,510 $100,325 ($32,815) 67%
Finance $110,048 $183,876 ($73,828) 60%
Library $32,690 $66,829 ($34,139) 49%
Planning $238,622 $389,291 ($150,669) 61%
Police $289,449 $522,247 ($232,798) 55%
Rec & Human Svcs $59,320 $312,420 ($253,100) 19%
Water $120,040 $212,856 ($92,816) 56%
Total $2,737,206 $4,108,170 ($1,370,964) 67%
6 COST RECOVERY COMPARISON
COMPREHENSIVE CITYWIDE FEE STUDY RESULTS
COMPREHENSIVE CITYWIDE FEE STUDY RESULTS 7
Seek input from Council on where / how to
set fees (Master Fee schedule attachment).
Adopt an annual fee escalator (CPI or
COLA), recommended to ensure annual
cost increases keep up with fee increases.
Reevaluate fees again in 5-7 years based on
organizational / technological changes.
NEXT STEPS
DATE: September 23, 2025
TO: Honorable Mayor and City Council Members
FROM: City Clerk’s Office/Communications Department
CC: City Manager Raymond
SUBJECT: Distribution Under Separate Cover – September 23, 2025 Regular City Council Meeting Agenda Item #8 - Presentation of Cost Allocation Plan and User Fee Study Results and Scheduling of the Required Public Hearing
Attached is a new document associated with agenda item #8 entitled, “Presentation of Cost Allocation Plan and User Fee Study Results and Scheduling of the Required Public Hearing.” Please review, copies will also be made available on the dais and to the public.
No other changes are being requested.
Old Item No. New Item No. Fee Name Unit Current Fee Total Cost Recommended Fee Fee Type City Clerk
Administrative Fees
AD-2 CC-1 Document Reproduction1 Per Page $0.10 $0.10 GOV § 7922.530 AD-3 CC-2 Campaign Statement Reproduction
Campaign Statement Reproduction Per Page $0.10 $0.10 GOV § 81008 Retrieval Fee Each $5 $5 GOV § 81008
AD-4 CC-3 Fair Political Practices Commission (FPPC) Forms Per Page $0.10 $0.10 CA Govt Code § 81008(a) AD-5 CC-4 Returned Check Processing
First NSF Check Each $25 $25 CIV § 1719(a)
Each Additional NSF Check Each $35 $35 CIV § 1719(a)
AD-6 CC-5 Video/Audio Reproduction Per Disc $1 $1 GOV § 7922.530 AD-9 CC-6 Credit Card Service Fee
Finance, Police, City Clerk Minimum Fee Each $2.50 $2.50 Pass Through Service Fee Each 3.2% 3.2% Pass Through
Community Development, Public Works, Minimum Fee Each $6.95 $6.95 Pass Through Service Fee Each 3.2% 3.2% Pass Through
Transient Occupancy Tax Transactions Each 2.5% 2.5% Pass Through Recreation and Human Services Transactions Each 3.0% 3.0% Pass Through AD-10 CC-7 Civil Subpoena
Reproduction Cost Each $15 $15 EVI § 1563(b)(6)
Daily Deposit Per Day $275 $275 Deposit
AD-11 CC-8 Duces Tecum Subpoena Each $15 $15 EVI § 1563(b)(6) AD-12 CC-9 Collection Services Each 15% - 30% 15% - 30% Rate AD-14 CC-11 Electronic Requests for Recordation Each New New GOV § 6253.9(a) Adult Passport Book and Card Fees
CC-12 Passport Book - ages 16 & Over (Valid 10 years)
Passport Fee Check or Money Order Payable to the DOS Each $130 $130 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $35 $35 22 CFR § 22.1 CC-13 Passport Card - ages 16 & Over (Valid 10 years)
Passport Fee Check or Money Order Payable to the DOS Each $30 $30 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $35 $35 22 CFR § 22.1 CC-14 Passport Card & Book - ages 16 & Over (Valid 10 years) Passport Fee Check or Money Order Payable to the DOS Each $160 $160 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $35 $35 22 CFR § 22.1 CC-15 Passport Renewal - ages 16 & Over (valid 10 years) Passport Fee Check or Money Order Payable to the DOS Each $130 $130 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $0 CC-16 Passport Card Renewal - ages 16 & Over (valid 10 years) Passport Fee Check or Money Order Payable to the DOS Each $30 $30 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $0 CC-17 Passport Card & Book Renewal - ages 16 & Over (valid 10 years) Passport Fee Check or Money Order Payable to the DOS Each $160 $160 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $0 Minor Passport Book and Card Fees
CC-18 Passport Book- ages 15 & Under (valid 5 years)
Passport Fee Check or Money Order Payable to the DOS Each $100 $100 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $35 $35 22 CFR § 22.1 CC-19 Passport Card - ages 15 & Under (valid 5 years)
Passport Fee Check or Money Order Payable to the DOS Each $15 $15 22 CFR § 22.1
1. Duplication charges for electronic records copies are limited to the direct cost of producing the electronic copy, including programming and computer services costs if the request requires the production of electronic records that are otherwise only produced at regularly scheduled intervals, or production of the record would require data compilation, extraction, or programming (8 Cal Code Regs §6253.9).
Execution Fee Cash/Check Payable to City of Glendora Each $35 $35 22 CFR § 22.1 CC-20 Passport Card & Book - ages 15 & Under (valid 5 years) Passport Fee Check or Money Order Payable to the DOS Each $115 $115 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $35 $35 22 CFR § 22.1 Additional Services and Fees
CC-21 Passport Photo
Execution Fee Cash/Check Payable to City of Glendora Each $15 $15 22 CFR § 22.1 Electronic Photo Each
CC-22 Express Mail to Passport Services for Expedited Applications Execution Fee Cash/Check Payable to City of Glendora Each Actual Actual 22 CFR § 22.1 CC-23 Expedite Fee (2-3 weeks)
Passport Fee Check or Money Order Payable to the DOS Each $60 $60 22 CFR § 22.1 CC-24 Express Mail to Applicant
Passport Fee Check or Money Order Payable to the DOS Each Actual Actual 22 CFR § 22.1 CC-25 Mail Out Fee for Passport Renewals
Execution Fee Cash/Check Payable to City of Glendora Each Actual Actual 22 CFR § 22.1 CC-26 Notary Public - DS-3053 Each
Fees are subject to the Department of
State GOV § 8223 (b)
CC-27 Notary Public - Journal Public Request for Line Item Each Fees are subject to the Department of
State GOV § 8223 (b)
Business Licensing
Business License Fees
BLF-1 BLF-1 New Business License Application Review Each $77 $88 $88 User Fee BLF-2 BLF-2 Business License Renewal Each $10 $29 $29 User Fee BLF-4 BLF-3 Bingo Permit Each $50 $70 $70 User Fee
BLF-5 BLF-4 Dance Permit Each $30 $35 $35 User Fee
BLF-6 BLF-5 Solicitation and Peddling Permit
First Vendor Each $50 $77 $77 User Fee
Each Additional Vendor Each $20 $44 $44 User Fee
BLF-8 BLF-6 Vending Machines, Amusement Devices
Machine Fee Per Machine $35 $52 $35 Tax
Gross Receipt Fee Per Receipt 1% 1% Tax
BLF-9 BLF-7 Business License State Surcharge for American Disabilities Act Compliance Each $4 $4 GOV § 4467 Special Events
SE-1 Parade/Special Event / Outdoor Display Permit
New (PD Parade/Special Event) Each $580 $611 $611 User Fee Business Permit Fee (Special Outdoor Event Display) Each $100 $95 $95 User Fee Non-Profit Permit Fee (Special Outdoor Event Display) Each $50 $60 $60 User Fee Repeat (PD Parade/Special Event) Each $216 $230 $230 User Fee Business Permit Fee (Special Outdoor Event Display) Each $100 $95 $95 User Fee Non-Profit Permit Fee (Special Outdoor Event Display) Each $50 $60 $60 User Fee Business License Taxes
BL-1 BLT-1 Accountants, Architects, Civil Engineers, Geologists, Physicists, Lawyers Each $88 $88 Taxes BL-2 BLT-2
Apartments, Mobile Home Parks, Trailer Parks, Industrial and Commercial Rentals Each $35 $35 Taxes
BL-3 BLT-3
Apparel & Accessories, Restaurants, Night Clubs, Furniture & Home Furnishings, Appliances, General Merchandise, Liquor or Department Stores, Tires, Batteries, Variety, Trailer Sales, Misc. Goods Each $35 $35 Taxes BL-4 BLT-4
Appraisers, Bookkeepers, Brokers, Consultants, Private Investigators, Taxidermists, Communication Services, Sales Representatives Each $63 $63 Taxes BL-5 BLT-5 Auto Dealers, Gas Stations, Grocery, Meat, Fish, Fruit and Vegetable Each $35 $35 Taxes BL-6 BLT-6 Automotive Repair, Printing Shops, Newspapers, Misc. Retail Firms Each $35 $35 Taxes BL-7 BLT-7 Barber, Beauty Shops, All Other Service Firms at Retail Each $35 $35 Taxes BL-8 BLT-8 Building Materials, Hardware, Farm and Garden Supply Each $35 $35 Taxes BL-9 BLT-9 Circuses, Carnivals Per Day $75 $75 Taxes
BL-10 BLT-10
Collection Agencies, Cosmetologists, Insurance Adjusters, Physical Training Schools, Social Workers, Tree Surgeons Each $48 $48 Taxes BL-11 BLT-11 Delivery Vehicles Per Vehicle $53 $53 Taxes BL-12 BLT-12 Dental Hygienists, Physical Therapists, Oculists Each $58 $58 Taxes BL-13 BLT-13
Dentists, Chiropractors, Physicians, Psychologists, Podiatrists, Optometrists, Pharmacists, Other Medical and Health Specialists Each $88 $88 Taxes BL-14 BLT-14 Drug Stores, Dry Goods, Jewelers,Laundry, Dry Cleaners Each $35 $35 Taxes BL-15 BLT-15 Electrical, Plumbing, Heating, Air Conditioning Contractors Each $43 $43 Taxes BL-16 BLT-16 Funeral Home or Mortuary only Each $50 $50 Taxes BL-17 BLT-17 Funeral Chapel & Cemetery, Mortuary & Cemetery Each $100 $100 Taxes BL-18 BLT-18 General Contractors Each $43 $43 Taxes
BL-19 BLT-19 Handbill Distributor Permit Each $15 $15 Taxes BL-20 BLT-20 Hotels, Motels Each $35 $35 Taxes
BL-21 BLT-21 Motion Picture / Television Production Each $750 $750 Taxes BL-22 BLT-22 Outdoor Billboards Each
Tax - Based on size of billboard (GMC
5.08.060)
Tax - Based on size of billboard (GMC
5.08.060) Taxes
BL-23 BLT-23 Public Utilities
Franchise Tax Each $150 $150 Taxes
All Others Each $32 $32 Taxes
BL-24 BLT-24 Residential Subdivision Signs Each
Tax - Based on size of sign (GMC
5.08.060)
Tax - Based on size of sign (GMC
5.08.060) Taxes
BL-25 BLT-25 Rest Homes, Retirement Homes Each $35 $35 Taxes BL-26 BLT-26 Sanitarium, Convalescent Homes, Infirmaries, Hospitals Each $35 $35 Taxes BL-27 BLT-27 Street Vendors Each $50 $50 Taxes
BL-28 BLT-28 Sub-Contractors and All Others Each $43 $43 Taxes BL-29 BLT-29 Wholesale / Manufacturers Each $53 $53 Taxes BL-30 BLT-30 All Other Categories Each $35 $35 Taxes
Transient Occupancy Tax
TOT-1 TOT-1 Transient Occupancy Tax Each 6% 6% Taxes
Recreation & Human Services
CS-1 RHS-1 Adult Sports Each $300 - $400 $300 - $400 User Fee CS-2 RHS-2 Contract Recreation Classes Each 25% - 30% 25% - 30% Rate CS-3 RHS-3 Day Camp Program Per Child Per Week $150-$175 $150-$175 User Fee CS-4 RHS-4 La Fetra Center Events Each $4 - $25 $4 - $25 User Fee CS-5 RHS-5 La Fetra Class Activities Each $4 - $100 $4 - $100 User Fee CS-6 RHS-6 La Fetra Activities Each $4 $4 User Fee
CS-7 RHS-7 Parks Playground Trips Per Child $10 - $20 $10 - $20 User Fee CS-8 RHS-8 Teen Center Activities
Teen Center Trips Per Participant $6 - $60 $6 - $60 User Fee Events Per Person $0 - $10 $0 - $10 User Fee
CS-9 RHS-9 Trips and Tours Per Person $20 - $150 $20 - $150 User Fee CS-10 RHS-10 Administration Fee Per Class $10 $10 User Fee CS-11 RHS-11 Refund Fee Per Refund $10 $10 User Fee
CS-12 RHS-12 Activity Guide Advertisement
Quarter Page Each $250 $250 User Fee
Half Page Each $500 $500 User Fee
Full Page Each $1,000 $1,000 User Fee
CS-13 RHS-13 Youth Basketball Per Player $120 - $140 $120 - $140 User Fee CS-14 RHS-14 Sanctioned Youth Sports, per player field charge Per Player $10 - $25 $10 - $25 User Fee Facility Rentals
SCOUT HUT**
Glendora Scout Troops:
Group 1 Each $0 $0 Rental
Group 2
Seasonal Each $40 $40 Rental
Annual Each $70 $70 Rental
Group 3
Seasonal Each $80 $80 Rental
Annual Each $140 $140 Rental
Group 4 Each $0 $0 Rental
Group 5 Each $0 $0 Rental
1-Room
Group 1 Per Hour $50 $50 Rental
Group 2 Per Hour $50 $50 Rental
Group 3 Per Hour $100 $100 Rental
Group 4 Per Hour $125 $125 Rental
Group 5 Per Hour $150 $150 Rental
2-Room
Group 1 Per Hour $75 $75 Rental
Group 2 Per Hour $75 $75 Rental
Group 3 Per Hour $150 $150 Rental
Group 4 Per Hour $175 $175 Rental
Group 5 Per Hour $200 $200 Rental
Cleaning
Group 1 Each $125 $125 Rental
Group 2 Each $125 $125 Rental
Group 3 Each $125 $125 Rental
Group 4 Each $125 $125 Rental
Group 5 Each $125 $125 Rental
Administration Fee
Group 1 Each $10 $10 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
Facility Deposit
Group 1 Each $100 $100 Rental
Group 2 Each $100 $100 Rental
Group 3 Each $100 $100 Rental
Group 4 Each $100 $100 Rental
Group 5 Each $100 $100 Rental
Staff*
Group 1 Each $25 $25 Rental
Group 2 Each $25 $25 Rental
Group 3 Each $25 $25 Rental
Group 4 Each $25 $25 Rental
Group 5 Each $25 $25 Rental
LEGION BUILDING**
Main Hall
*If alcohol is being served at any building rental, renter must pay for an additional staff member, regardless of party size. **Insurance is required for the rental of the noted buildings/facilities.
Group 1 Per Hour $100 $100 Rental
Group 2 Per Hour $150 $150 Rental
Group 3 Per Hour $200 $200 Rental
Group 4 Per Hour $225 $225 Rental
Group 5 Per Hour $250 $250 Rental
Staff 75/1*:
Group 1 Each $25 $25 Rental
Group 2 Each $25 $25 Rental
Group 3 Each $25 $25 Rental
Group 4 Each $25 $25 Rental
Group 5 Each $25 $25 Rental
Cleaning Fee
Group 1 Each $125 $125 Rental
Group 2 Each $125 $125 Rental
Group 3 Each $125 $125 Rental
Group 4 Each $125 $125 Rental
Group 5 Each $125 $125 Rental
Administration Fee
Group 1 Each $10 $10 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
Facility Deposit
Group 1 Each $300 $300 Rental
Group 2 Each $300 $300 Rental
Group 3 Each $300 $300 Rental
Group 4 Each $300 $300 Rental
Group 5 Each $300 $300 Rental
A/V Equipment (optional)
Group 1 Each $75 $75 Rental
Group 2 Each $75 $75 Rental
Group 3 Each $75 $75 Rental
Group 4 Each $75 $75 Rental
Group 5 Each $75 $75 Rental
BIG TREE PARK - 2 hr reservation, 50 chairs, 1 table and staff set up** Reservation Fee
Group 1 Each $200 $200 Rental
Group 2 Each $300 $300 Rental
Group 3 Each $400 $400 Rental
Group 4 Each $500 $500 Rental
Group 5 Each $500 $500 Rental
Facility Deposit*
Group 1 Each $200 $200 Rental
Group 2 Each $200 $200 Rental
Group 3 Each $200 $200 Rental
Group 4 Each $200 $200 Rental
Group 5 Each $200 $200 Rental
Administration Fee
Group 1 Each $10 $10 Rental
*If alcohol is being served at any building rental, renter must pay for an additional staff member, regardless of party size. **Insurance is required for the rental of the noted buildings/facilities.
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
BIG DALTON - Amphitheater or Outside Girl Scout Cabin Area** Glendora Scout Troops
Group 1 Each $0 $0 Rental
Group 2 Each
Group 3 Each
Group 4 Each $0 $0 Rental
Group 5 Each $0 $0 Rental
Day Use
Group 1 Each $40 $40 Rental
Group 2 Each $100 $100 Rental
Group 3 Each $200 $200 Rental
Group 4 Each $300 $300 Rental
Group 5 Each $350 $350 Rental
Facility Deposit
Group 1 Each $100 $100 Rental
Group 2 Each $100 $100 Rental
Group 3 Each $100 $100 Rental
Group 4 Each $100 $100 Rental
Group 5 Each $100 $100 Rental
Administration Fee
Group 1 Each $10 $10 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
Key Deposit
Group 1 Each $50 $50 Rental
Group 2 Each $50 $50 Rental
Group 3 Each $50 $50 Rental
Group 4 Each $50 $50 Rental
Group 5 Each $50 $50 Rental
PARK SPECIAL EVENTS - 2 hr Minimum**
Day Use
Group 1 Per Hour $35 $35 Rental
Group 2 Per Hour $60 $60 Rental
Group 3 Per Hour $85 $85 Rental
Group 4 Per Hour $110 $110 Rental
Group 5 Per Hour $160 $160 Rental
Facility Deposit
Group 1 Each $200 $200 Rental
Group 2 Each $200 $200 Rental
Group 3 Each $200 $200 Rental
Group 4 Each $200 $200 Rental
Group 5 Each $200 $200 Rental
Administration Fee
**Insurance is required for the rental of the noted buildings/facilities. **Insurance is required for the rental of the noted buildings/facilities. *For Glendora Scouts, key deposit only, all other fees waived Group 1 Each $10 $10 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
TEEN CENTER**
Teen Center
Group 1 Per Hour $240 $240 Rental
Group 2 Per Hour $250 $250 Rental
Group 3 Per Hour $500 $500 Rental
Group 4 Per Hour $700 $700 Rental
Group 5 Per Hour $725 $725 Rental
Gymnasium
Group 1 Per Hour $80 $80 Rental
Group 2 Per Hour $125 $125 Rental
Group 3 Per Hour $200 $200 Rental
Group 4 Per Hour $225 $225 Rental
Group 5 Per Hour $250 $250 Rental
Meeting Room
Group 1 Each $0 $0 Rental
Group 2 Each $75 $75 Rental
Group 3 Each $100 $100 Rental
Group 4 Each $125 $125 Rental
Group 5 Each $150 $150 Rental
Staff 75/1*
Group 1 Each $25 $25 Rental
Group 2 Each $25 $25 Rental
Group 3 Each $25 $25 Rental
Group 4 Each $25 $25 Rental
Group 5 Each $25 $25 Rental
Administration Fee
Group 1 Each $10 $10 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
Facility Deposit
Group 1 Each $200 $200 Rental
Group 2 Each $200 $200 Rental
Group 3 Each $200 $200 Rental
Group 4 Each $200 $200 Rental
Group 5 Each $200 $200 Rental
LA FETRA SENIOR CENTER - 2 hr minimum**
Sage Room
Group 1 Per Hour $100 $100 Rental
Group 2 Per Hour $150 $150 Rental
Group 3 Per Hour $185 $185 Rental
Group 4 Per Hour $225 $225 Rental
Group 5 Per Hour $250 $250 Rental
*If alcohol is being served at any building rental, renter must pay for an additional staff member, regardless of party size. **Insurance is required for the rental of the noted buildings/facilities. **Insurance is required for the rental of the noted buildings/facilities.
Staff 75/1*
Group 1 Each $25 $25 Rental
Group 2 Each $25 $25 Rental
Group 3 Each $25 $25 Rental
Group 4 Each $25 $25 Rental
Group 5 Each $25 $25 Rental
Cleaning Fee
Group 1 Each $125 $125 Rental
Group 2 Each $125 $125 Rental
Group 3 Each $125 $125 Rental
Group 4 Each $125 $125 Rental
Group 5 Each $125 $125 Rental
Administration
Group 1 Each $10 $10 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
A/V Equipment (optional)
Group 1 Each $75 $75 Rental
Group 2 Each $75 $75 Rental
Group 3 Each $75 $75 Rental
Group 4 Each $75 $75 Rental
Group 5 Each $75 $75 Rental
Facility Deposit
Group 1 Each $300 $300 Rental
Group 2 Each $300 $300 Rental
Group 3 Each $300 $300 Rental
Group 4 Each $300 $300 Rental
Group 5 Each $300 $300 Rental
Oak/ Elm Room
Group 1 Per Hour $100 $100 Rental
Group 2 Per Hour $150 $150 Rental
Group 3 Per Hour $200 $200 Rental
Group 4 Per Hour $225 $225 Rental
Group 5 Per Hour $250 $250 Rental
Staff 75/1*
Group 1 Each $25 $25 Rental
Group 2 Each $25 $25 Rental
Group 3 Each $25 $25 Rental
Group 4 Each $25 $25 Rental
Group 5 Each $25 $25 Rental
Cleaning Fee
Group 1 Each $75 $75 Rental
Group 2 Each $75 $75 Rental
Group 3 Each $75 $75 Rental
Group 4 Each $75 $75 Rental
Group 5 Each $75 $75 Rental
Administration
Group 1 Each $10 $10 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
A/V Equipment (optional)
Group 1 Each $75 $75 Rental
Group 2 Each $75 $75 Rental
Group 3 Each $75 $75 Rental
Group 4 Each $75 $75 Rental
Group 5 Each $75 $75 Rental
Facility Deposit
Group 1 Each $300 $300 Rental
Group 2 Each $300 $300 Rental
Group 3 Each $300 $300 Rental
Group 4 Each $300 $300 Rental
Group 5 Each $300 $300 Rental
CARLYLE LINDER EQUESTRIAN PARK**
North or South Riding Ring
Group 1 Per Hour $25 $25 Rental
Group 2 Per Hour $60 $60 Rental
Group 3 Per Hour $85 $85 Rental
Group 4 Per Hour $110 $110 Rental
Group 5 Per Hour $0 $0 Rental
Facility Deposit
Group 1 Each $200 $200 Rental
Group 2 Each $200 $200 Rental
Group 3 Each $200 $200 Rental
Group 4 Each $500 $500 Rental
Group 5 Each $0 $0 Rental
Administration Fee
Group 1 Each $10 $10 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $0 $0 Rental
Picnic Shelter
Group 1 Each $0 $0 Rental
Group 2 Each Same as Park Picnic Reservations Same as Park Picnic Reservations Rental Group 3 Each Same as Park Picnic Reservations Same as Park Picnic Reservations Rental Group 4 Each Same as Park Picnic Reservations Same as Park Picnic Reservations Rental Group 5 Each $0 $0 Rental
Snack Bar
Group 1 Per Hour $0 $0 Rental
Group 2 Per Hour $50 $50 Rental
Group 3 Per Hour $75 $75 Rental
Group 4 Per Hour $100 $100 Rental
Group 5 Per Hour $0 $0 Rental
PARK PICNIC RESERVATION AREA
Day Use
Group 1
4 Hours Each $20 $20 Rental
*If alcohol is being served at any building rental, renter must pay for an additional staff member, regardless of party size. **Insurance is required for the rental of the noted buildings/facilities. **Insurance is required for the rental of the noted buildings/facilities. 8 Hours Each $40 $40 Rental
Group 2
4 Hours Each $25 $25 Rental
8 Hours Each $50 $50 Rental
Group 3
4 Hours Each $30 $30 Rental
8 Hours Each $60 $60 Rental
Group 4
4 Hours Each $50 $50 Rental
8 Hours Each $100 $100 Rental
Group 5
4 Hours Each $75 $75 Rental
8 Hours Each $150 $150 Rental
Administration Fee
Group 1 Each $10 $10 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
Park Picnic Reservation - Finkbiner Park Large Shade Structure Site Day Use Side 1 or 2 (4 hours)
Group 1 Each $70 $70 Rental
Group 2 Each $75 $75 Rental
Group 3 Each $80 $80 Rental
Group 4 Each $100 $100 Rental
Group 5 Each $125 $125 Rental
Side 1 or 2 (8 hours)
Group 1 Each $130 $130 Rental
Group 2 Each $140 $140 Rental
Group 3 Each $150 $150 Rental
Group 4 Each $190 $190 Rental
Group 5 Each $190 $190 Rental
Both 1 & 2 (4 hours)
Group 1 Each $135 $135 Rental
Group 2 Each $140 $140 Rental
Group 3 Each $145 $145 Rental
Group 4 Each $185 $185 Rental
Group 5 Each $190 $190 Rental
Both 1 & 2 (8 hours)
Group 1 Each $240 $240 Rental
Group 2 Each $250 $250 Rental
Group 3 Each $255 $255 Rental
Group 4 Each $295 $295 Rental
Group 5 Each $295 $295 Rental
Administrative Fee
Group 1 Each $10 $10 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
DAWSON TENNIS COURTS - 6 courts
Day Use
Group 1 per court per hour $0 $0 Rental
Group 2 per court per hour $5 $5 Rental
Group 3 per court per hour $10 $10 Rental
Group 4 per court per hour $20 $20 Rental
Group 5 per court per hour $25 $25 Rental
Administration Fee
Group 1 Each $0 $0 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
VOLLEYBALL COURT
Day Use
Group 1 per court per hour $0 $0 Rental
Group 2 per court per hour $5 $5 Rental
Group 3 per court per hour $10 $10 Rental
Group 4 per court per hour $20 $20 Rental
Group 5 per court per hour $25 $25 Rental
Administration Fee
Group 1 Each $0 $0 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
CENTENNIAL HERITAGE PARK**
Day Use
Group 1 Per Hour $35 $35 Rental
Group 2 Per Hour $60 $60 Rental
Group 3 Per Hour $85 $85 Rental
Group 4 Per Hour $110 $110 Rental
Group 5 Per Hour $160 $160 Rental
Facility Deposit
Group 1 Each $200 $200 Rental
Group 2 Each $200 $200 Rental
Group 3 Each $200 $200 Rental
Group 4 Each $200 $200 Rental
Group 5 Each $200 $200 Rental
Administration Fee
Group 1 Each $10 $10 Rental
Group 2 Each $10 $10 Rental
Group 3 Each $10 $10 Rental
Group 4 Each $10 $10 Rental
Group 5 Each $10 $10 Rental
POMPEI TURF FIELDS**
Field Rental
Group 1 Per Hour $0-$50* $205 $0-$50* Rental
Group 2 Per Hour $30 $205 $30 Rental
Group 3 Per Hour $50 $205 $50 Rental
Group 4 Per Hour $100 $205 $100 Rental
Group 5 Per Hour $150 $205 $150 Rental
Group 6 Per Hour $200 $205 $200 Rental
**Insurance is required for the rental of the noted buildings/facilities.
Lights
Group 1 Per Hour $12 $12 $12 Rental
Group 2 Per Hour $15 $12 $15 Rental
Group 3 Per Hour $15 $12 $15 Rental
Group 4 Per Hour $20 $12 $20 Rental
Group 5 Per Hour $25 $12 $25 Rental
Group 6 Per Hour $30 $12 $30 Rental
Administration Fee
Group 1 Per Hour $10 $31 $10 Rental
Group 2 Per Hour $10 $31 $10 Rental
Group 3 Per Hour $10 $31 $10 Rental
Group 4 Per Hour $10 $31 $10 Rental
Group 5 Per Hour $10 $31 $10 Rental
Group 6 Per Hour $10 $31 $10 Rental
Facility Deposit
Group 1 Each $0 $648 $0 Rental
Group 2 Each $0 $648 $0 Rental
Group 3 Each $0 $648 $0 Rental
Group 4 Each $0 $648 $0 Rental
Group 5 Each $0 $648 $0 Rental
Group 6 Each $500 $648 $500 Rental
FINKBINER PARK FIELDS**
Field Rental
Group 1 Per Hour $0-$50* $66 $0-$50* Rental
Group 2 Per Hour $15 $66 $15 Rental
Group 3 Per Hour $20 $66 $20 Rental
Group 4 Per Hour $40 $66 $40 Rental
Group 5 Per Hour $80 $66 $80 Rental
Group 6 Per Hour $100 $66 $100 Rental
Lights
Group 1 Per Hour $12 $12 $12 Rental
Group 2 Per Hour $15 $12 $15 Rental
Group 3 Per Hour $15 $12 $15 Rental
Group 4 Per Hour $20 $12 $20 Rental
Group 5 Per Hour $25 $12 $25 Rental
Group 6 Per Hour $30 $12 $30 Rental
Administration Fee
Group 1 Per Hour $10 $38 $10 Rental
Group 2 Per Hour $10 $38 $10 Rental
Group 3 Per Hour $10 $38 $10 Rental
Group 4 Per Hour $10 $38 $10 Rental
Group 5 Per Hour $10 $38 $10 Rental
Group 6 Per Hour $10 $38 $10 Rental
Facility Deposit
Group 1 Each $0 $236 $0 Rental
Group 2 Each $0 $236 $0 Rental
Group 3 Each $0 $236 $0 Rental
Group 4 Each $0 $236 $0 Rental
Group 5 Each $0 $236 $0 Rental
Group 6 Each $500 $236 $500 Rental
*Individual Agreements are in place with each organization **Insurance is required for the rental of the noted buildings/facilities.
GLENDORA UNIFIED FIELDS**
Field Rental
Group 1 Per Hour $0-$50* $199 $0-$50* Rental
Group 2 Per Hour $15 $199 $15 Rental
Group 3 Per Hour $20 $199 $20 Rental
Group 4 Per Hour $40 $199 $40 Rental
Group 5 Per Hour $80 $199 $80 Rental
Group 6 Per Hour $100 $199 $100 Rental
Lights
Group 1 Per Hour $12 $12 $12 Rental
Group 2 Per Hour $15 $12 $15 Rental
Group 3 Per Hour $15 $12 $15 Rental
Group 4 Per Hour $20 $12 $20 Rental
Group 5 Per Hour $25 $12 $25 Rental
Group 6 Per Hour $30 $12 $30 Rental
Administration Fee
Group 1 Per Hour $10 $89 $10 Rental
Group 2 Per Hour $10 $89 $10 Rental
Group 3 Per Hour $10 $89 $10 Rental
Group 4 Per Hour $10 $89 $10 Rental
Group 5 Per Hour $10 $89 $10 Rental
Group 6 Per Hour $10 $89 $10 Rental
Facility Deposit
Group 1 Each $0 $688 $0 Rental
Group 2 Each $0 $688 $0 Rental
Group 3 Each $0 $688 $0 Rental
Group 4 Each $0 $688 $0 Rental
Group 5 Each $0 $688 $0 Rental
Group 6 Each $500 $688 $500 Rental
Transportation
P-54 RHS-15 Public Transit Service
One-way trip within Glendora City Limits Each $0.50 $0.50 User Fee One-way trip within Azusa, Covina, or San Dimas Each $1.50 $1.50 User Fee One-way trip within Baldwin Park, Duarte, Pomona, or West Covina Each $4 $4 User Fee Fixed Route Service Fare Structure
General Each $1 $1 User Fee
Student Each $0.75 $0.75 User Fee
Senior Citizen (62+)/Disabled Each $0.50 $0.50 User Fee Monthly Fare Booklet Fare Structure (Per 30 trips)
Senior (62+)/Disabled Each $15 $15 User Fee
Student Each $18 $18 User Fee
General Each $30 $30 User Fee
P-55 RHS-16 Transportation
MTA Bus Pass Each $7 - $220 $7 - $220 User Fee
Foot-hill Transit Bus Passes Each $22 - $170 $22 - $170 User Fee TAP Card Products Each $2 - $300 $2 - $300 User Fee
Discount Each $7 $7 User Fee
Library
*Individual Agreements are in place with each organization **Insurance is required for the rental of the noted buildings/facilities. *Individual Agreements are in place with each organization **Insurance is required for the rental of the noted buildings/facilities.
Library Meeting/Event Facilities Fees (Resident Non-Profit) LB-1.1 LB-1.1 Facility Deposit Each $0 $500 $0 Rental
LB-1.2 LB-1.2 Bidwell Forum Per Hour $0 $140 $0 Rental
LB-1.3 LB-1.3 Bidwell Forum with Plaza Per Hour $0 $172 $0 Rental LB-1.4 LB-1.4 Friends Room Per Hour $0 $83 $0 Rental
LB-1.5 LB-1.5 Cleaning Deposit Each $250 $250 $0 Deposit LB-1.6 LB-1.6 Person-on-duty Per Hour Per Person $25 $59 $25 User Fee LB-1.7 LB-1.7 Alarm Response Per Response $100 $138 $138 Penalty LB-1.8 LB-1.8 Microphone Fee Per Mic $0 $24 $0 Rental
LB-1.9 LB-1.9 Video Equipment (VHS/DVD Players, TV Monitors, Screens, Laptops, Projectors)Flat $0 $33 $0 Rental Library Meeting/Event Facilities Fees (All Other Groups) LB-2.1 LB-2.1 Facility Deposit Per Event $250 $1,049 $250 Rental LB-2.2 LB-2.2 Bidwell Forum Per Hour $100 $140 $125 Rental LB-2.3 LB-2.3 Bidwell Forum with Plaza Per Hour $150 $172 $170 Rental LB-2.4 LB-2.4 Friends Room Per Hour $75 $83 $80 Rental
LB-2.5 LB-2.5 Cleaning Deposit (if food or drink are brought in for event) Per Event $250 $250 $250 Deposit LB-2.6 LB-2.6 Person-on-duty Per Hour Per Person $25 $59 $25 User Fee LB-2.7 LB-2.7 Alarm Response Per Response $100 $138 $138 Penalty LB-2.8 LB-2.8 Microphone Fee Per Mic $10 $24 $20 Rental LB-2.9 LB-2.9 Video Equipment (VHS/DVD Players, TV Monitors, Screens, Laptops, Projectors)Flat $25 $33 $30 Rental Overdue Library Fines and Fees
LB-3 LB-3.1 Books, Magazines, Pamphlets, Compact Discs & Playaways (Adult & Youth) Each $0 $0 Penalty LB-3 LB-3.2 Videos, DVDs and Software Each $0 $0 Penalty LB-3 LB-3.3 Public Use Laptops/Tablets Each $0 $0 Penalty Damaged Material
LB-5 LB-4.1 Minimum Charge Each $2 $1 Penalty
LB-5 LB-4.2 Maximum Charge Each
Maximum charge - Replacement cost of
the item (plus processing fee)
Maximum charge - Replacement cost of the
item (plus processing fee) Penalty
Lost Material
LB-6 LB-5.1 Replacement charge for lost items Each Actual Cost Actual Cost Penalty LB-6 LB-5.2 Replacement charge for lost or stolen public use laptop/tablet Each $975.00 $975 Penalty LB-6 LB-5.3 Materials returned with lost or missing parts Each Assessed and charged accordingly Assessed and charged accordingly Penalty Other Fees and Charges
LB-7 LB-6.1 Processing:
All physical materials except magazines, pamphlets & passes Each $10 $21 $10 User Fee Magazines, pamphlets and passes Each $2 $2 $2 User Fee
LB-7 LB-6.2 Lost Library Card Each $2 $2 $2 User Fee
LB-7 LB-6.3 Holds on material:
Per item Unclaimed Each $0 $2 $0 User Fee
LB-7 LB-6.4 Interlibrary Loan Request Per search $2 $30 $2 User Fee LB-7 LB-6.5 Administrating/proctoring tests Per test $40 $43 $40 User Fee LB-7 LB-6.6 Printouts & Photocopies
Black & White Per Page $0.15 $0.15 GOV § 7922.530
Color Per Page $0.30 $0.30 GOV § 7922.530
LB-7 LB-6.7 Faxing - Incoming Faxes Each $0.50 $0.50 Pass Through LB-7 LB-6.8 Faxing - Outgoing Faxes Each $0 $0 No Charge LB-7 LB-6.9 Scanning to USB/email/smartphone/tablet Each $0 $0 Materials LB-7 LB-6.10 Supplied Office/Stationary Materials Each $0-$25 $0-$25 Materials LB-7 LB-6.11 Supplies at City-wide Special Events Each $0-$25 $0-$25 Materials Planning
P-1 P-1 Animal Conditional Use Permit Each Actual Cost Actual Cost Actual Cost User Fee P-2 P-2 Annexation Each Actual Cost Actual Cost Actual Cost User Fee P-3 P-3 Appeal to City Council
Initial Deposit Deposit $2,000 $3,064 $3,000 Deposit
Subsequent Deposits Deposit $1,000 $1,532 $1,500 Deposit P-4 P-4 Appeal to Planning Commission (e.g. Development Plans, CUPs) Initial Deposit Deposit $2,000 $3,064 $3,000 Deposit
Subsequent Deposits Deposit $1,000 $1,532 $1,500 Deposit P-11 P-5 Certificate of Compliance Per Application $1,481 $1,079 $1,000 User Fee P-13 P-6 Conceptual Review Per Application $1,041 $5,167 $2,000 User Fee P-14 P-7 Conditional Use Permit Per Application $2,425 $8,705 $3,500 User Fee P-15 P-8 Development Agreement Each Actual Cost Actual Cost Actual Cost User Fee P-16 P-9 Development Plan Review – Minor
Director Each $2,483 $4,415 $4,400 User Fee
Commission Each $3,297 $5,028 $5,000 User Fee
P-17 P-10 Development Plan Review – Major Each $5,000 $7,628 $7,600 User Fee P-18 P-11 Environmental Impact Report Review Each Actual Cost Actual Cost Actual Cost User Fee P-19 P-12 Environmental Initial Study Each Actual Cost Actual Cost Actual Cost User Fee P-20 P-13 Environmental: Categorical Exemption Review Per Application $214 $432 $400 User Fee P-27.1 P-14 General Plan Amendment - Map Each $4,000 $8,705 $8,700 User Fee P-27.2 P-15 General Plan Amendment - Other Each $15,000 $8,705 $8,700 User Fee P-29 P-16 Business License Zoning Verification Per Application $29 $101 $100 User Fee P-30 P-17 Landscape Plans Applications Each $400 $355 $300 User Fee P-31 P-18 Legal Review of CC&Rs Each Actual Cost Actual Cost Actual Cost User Fee P-33 P-19 Lot Line Adjustment Per Application $1,554 $717 $700 User Fee P-34 P-20 Lot Merger Per Application $1,554 $717 $700 User Fee P-35 P-21 Minor Modification Per Application $1,422 $3,802 $3,800 User Fee P-36 P-22 Mitigation Monitoring Each Actual Cost Actual Cost Actual Cost User Fee P-37 P-23 Modification Review (CUP or Variance) Per Application $2,067 $3,802 $3,800 User Fee P-38 P-24 Planned Development Each $10,000 $8,705 $8,700 User Fee P-39 P-25 Planned Redevelopment Each $10,000 $8,705 $8,700 User Fee P-41 P-26 Reversion to Acreage Each Actual Cost Actual Cost Actual Cost User Fee P-42 P-27 Review of CC&Rs Each Actual Cost Actual Cost Actual Cost User Fee P-43 P-28 Sign Variance Per Application $1,951 $1,044 $1,000 User Fee P-44 P-29 Specific Plan Review Each Actual Cost Actual Cost Actual Cost User Fee P-45 P-30 Street/Sidewalk Vendor Permit
New Permit Each $275 $251 $200 User Fee
Renewals Each $165 $125 $100 User Fee
P-47 P-31 Tentative Parcel Map Review (Lot Split) Per Application $4,006 $4,275 $4,000 User Fee P-32 Administrative Subdivision (SB 9, SB 684, and AB 1033) Each New $4,679 $4,000 User Fee P-48 P-33 Tentative Tract Map (Subdivision) Each $5,286 $5,487 $5,400 User Fee P-49 P-34 Time Extension Review Per Application $1,042 $738 $700 User Fee P-50 P-35 Variance Per Application $2,224 $3,802 $3,800 User Fee P-51.1 P-36 Zone Change - Map Each $4,000 $8,705 $8,700 User Fee P-51.2 P-37 Zone Change - Other Each $15,000 $8,705 $8,700 User Fee P-52 P-38 Zoning Verification Letter Each $214 $1,657 $1,600 User Fee P-53 P-39 Public Hearing - Postage/Publication Each Actual Cost Actual Cost Actual Cost User Fee P-56 P-40 Temporary Sign/Banner Permit Per Application $45 $585 $500 User Fee P-57 P-41 Conditional Use Permit - Minor Each $1,315 $738 $700 User Fee P-58 P-42 Recreational Vehicle Administrative Review Permit Appeal Deposit $200 $585 $200 Deposit P-43 Wireless Telecommunications Facilities
Eligible Facility Requests (EFR) Each New $1,351 $1,000 User Fee Minor Wireless Facility Permit Each New $6,253 $2,500 User Fee Major Wireless Facility Permit Each New $8,705 $5,000 User Fee P-44 SB330 Applications Each New $891 $800 User Fee
Technical Review (Applicable to Administrative Subdivisions, Tentative Parcel Map / Tentative Tract Map, Certificate of Compiance, Lot Line Adjustment, and Lot Merger) Each New Actual Cost Actual Cost User Fee Surcharges
P-45 Technology % of Permit 13% 18.5% 18.5% Surcharge
Community Art Program (CAP)
P-66 P-46 CAP - Requirement Contribution to In- Lieu Community Art Fund BPV (building permit valuation) - New commercial / industrial & mixed use with residential as ancillary component (with BPV of $375,000+). % of Building Permit valuation 1% 1% Impact Fee BPV - New tenant improvements to existing commercial / industrial & mixed use with residential as ancillary component (with BPV of $375,000+). % of Building Permit valuation 0.50% 0.50% Impact Fee BPV - New residential of 11 or more units / houses and new mixed use with residential as primary component. % of Building Permit valuation 0.25% 0.25% Impact Fee Misc. Fees
P-67 P-47 Park Development Fees
Residential Each $2,273 $2,273 Reso 2012-46
Additional Bedroom Beyond 3 Bedrooms Each $200 $200 Reso 2012-46 Second Dwellings, Apartment and Condo units Per Residential Dwelling Unit $1,591 $1,591 Reso 2012-46 Commercial construction fee Per Sq. Ft. $0.62 $0.62 Reso 2012-46 Building and Safety
B&S-1 Intake Processing Fee Each $25 $31 $31 User Fee
Building Permit Application Fee
BP-1.1 BP-1.1 $1 to $500 Each $23.50 $128.65 $128.65 User Fee BP-1.2 BP-1.2 $501 to $2,000
First $500 Each $23.50 $128.65 $128.65 User Fee
Each Additional $100 Each $3.05 $5.31 $5.31 User Fee
BP-1.3 BP-1.3 $2,001 to $25,000
First $2,000 Each $69.25 $208.26 $208.26 User Fee
Each additional $1,000 Each $14.00 $17.04 $17.04 User Fee BP-1.4 BP-1.4 $25,001 to $50,000
First $25,000 Each $391.25 $600.07 $600.07 User Fee
Each additional $1,000 Each $10.10 $14.21 $14.21 User Fee BP-1.5 BP-1.5 $50,001 to $100,000
First $50,000 Each $643.75 $955.42 $955.42 User Fee
Each additional $1,000 Each $7.00 $8.21 $8.21 User Fee
BP-1.6 BP-1.6 $100,001 to $500,000
First $100,000 Each $993.75 $1,366.08 $1,366.08 User Fee Each additional $1,000 Each $5.60 $4.92 $4.92 User Fee
BP-1.7 BP-1.7 $500,001 to $1,000.000
First $500,000 Each $3,233.75 $3,332.23 $3,332.23 User Fee Each additional $1,000 Each $4.75 $4.56 $4.56 User Fee
BP-1.8 BP-1.8 $1,000,000 to $5,000,000
First $1,000,000 Each $5,608.75 $5,610.16 $5,610.16 User Fee Each additional $1,000 Each $3.15 $0.57 $0.57 User Fee
BP-1.9 $5,000,000 to $10,000,000
First $5,000,000 Each Modified $7,888.09 $7,888.09 User Fee Each additional $1,000 Each Modified $0.54 $0.54 User Fee BP-1.10 $10,000,000 to $25,000,000
First $10,000,000 Each Modified $10,608.50 $10,608.50 User Fee Each additional $1,000 Each Modified $0.40 $0.40 User Fee BP-1.11 $25,000,000+
First $25,000,000 Each Modified $16,661.13 $16,661.13 User Fee Each additional $1,000 Each Modified $0.20 $0.20 User Fee Building Plan Check Fee
BP-2 Building Plan Check Fee % of Building Permit 65% 65% 65% User Fee BP-3 Additional Building Plan Check Fee Per Hour New $213 $213 User Fee BP-4 Mechanical, Electrical, or Plumbing Plan Check Fee Per Hour New $213 $213 User Fee BP-5 Sewer Plan Check Fee Per Hour New $213 $213 User Fee Building Permit Fees - Other Inspections and Fees
BP-2.1 BP-3.1 Inspections outside of normal businesshours (minimum charge - two hours) Per Hour $94 $146 $146 User Fee BP-2.2 BP-3.2 Re-inspection fees assessed underprovisions of the California Building Code Per Hour $94 $122 $122 User Fee BP-2.3 BP-3.3 Inspection for which no fee is specifically indicated Per Hour $47 $122 $122 User Fee BP-2.4 BP-3.4 Additional plan review required by changes, additions or revisions on plans Per Hour $47 $213 $213 User Fee BP-2.5 BP-3.5 For use of outside consultants for plan checking and inspections, or both Each Actual Cost Actual Cost User Fee Other Building permit Application fees
P-5 OBP-1 Building Address Processing w/o Map Per Application $555 $432 $432 User Fee P-6 OBP-2 Building Investigation Per Investigation $85 $327 $327 User Fee P-7 OBP-3 Building Permit Surcharge for NPDES (SWPPP) Inspections Each 5% 5% 5% Surcharge P-9 OBP-4 Building Re-Address Processing Per Application $555 $432 $432 User Fee P-10 OBP-5 Building Re-inspection Per Inspection $70 $177 $177 User Fee P-12 OBP-6 Change of Occupancy Per Application $185 $945 $945 User Fee P-32 OBP-7 Lost Inspection Card Per Card $42 $116 $116 User Fee P-46 OBP-8 Temporary Occupancy Review Per Application $225 $452 $452 User Fee Combo Permits - Single Family Residential
CP-1 Bathroom Remodel / Kitchen Remodel (no structural changes) Each New $300 $300 User Fee CP-2 EV Charging Station Each New $177 $177 User Fee
CP-3 Energy Storage System (ESS) Each New $307 $307 User Fee CP-4 Residential HVAC Replacement Each New $235 $235 User Fee CP-5 Swimming Pool / Spa Each New $1,161 $1,161 User Fee Electrical Permit Application
Elec - 1 Elec - 1 Receptacles/Lights/Switches Per Outlet $1.40 $4.08 $4.08 User Fee Elec - 3 Elec - 2 Fixed Appliances & Dedicated Outlets (Ranges, Dryers, Water Heaters, Cooktops, Dishwashers, etc.) Each $5.65 $8.16 $8.16 User Fee Elec - 5 Elec - 4 Motors Each Modified $40 $40 User Fee Elec - 6 Elec - 5 Signs Each $56.35 $91 $91 User Fee
Elec - 7 Elec - 6 Timers Each $14.10 $48 $48 User Fee
Elec - 8 Elec - 7 Service 0-600V
Not Over 225 Amp Each $70.27 $122.36 $122.36 User Fee
Over 225 amp Each $56.35 $152 $152 User Fee
Elec - 8 New Dwellings Per Sq. Ft. $0.07 $0.10 $0.10 User Fee Elec - 11 Elec - 9 Temporary Power Poles Each $28.25 $122 $122 User Fee Elec - 12 Elec - 10 Temporary Distribution Poles Each $14.10 $61 $61 User Fee Elec - 13 Elec - 11 Carnival Ride / Attraction Per Attraction $23.50 $61 $61 User Fee Elec - 14 Elec - 12 Swimming Pool/Spas Each $61.35 $183 $183 User Fee Elec - 15 Elec - 13 Where No Fee is Set Each $75 $91 $91 User Fee Elec - 14 Minimum Permit Fee Each New $122 $122 User Fee Elec - 16 Elec - 15 Issuance Fee Per Permit Each $42 $55 $55 User Fee Plumbing Permit Application
Plum - 1 Plum-1 Toilet Each $11.30 $30 $30 User Fee
Plum - 2 Plum-2 Bath Tub Each $11.30 $30 $30 User Fee
Plum - 3 Plum-3 Shower Each $11.30 $30 $30 User Fee
Plum - 4 Plum-4 Wash Basin Each $11.30 $30 $30 User Fee Plum - 5 Plum-5 Kitchen Sink Each $11.30 $30 $30 User Fee Plum - 6 Plum-6 Dishwasher Each $15 $30 $30 User Fee
Plum - 7 Plum-7 Laundry Tub or Tray Each $11.30 $30 $30 User Fee Plum - 8 Plum-8 Automatic Washer Each $11.30 $30 $30 User Fee Plum - 9 Plum-9 Water Heater Each $40.57 $61 $61 User Fee Plum - 10 Plum-10 Solar Water Heater Each $31.50 $122 $122 User Fee Plum - 11 Plum-11 Water Softener Each $11.30 $30 $30 User Fee Plum - 12 Plum-12 Gas System (up to 5 Outlets) Each $15 $61 $61 User Fee Plum - 13 Plum-13 Additional Gas Outlet Over 5 Each $2.65 $12 $12 User Fee Plum - 14 Plum-14 Floor Drain Each $11.30 $30 $30 User Fee Plum - 15 Plum-15 Lawn Sprinkler System Each $17 $61 $61 User Fee Plum - 16 Plum-16 Misc. Water Piping Each $15 $61 $61 User Fee Plum - 17 Plum-17 Swimming Pool Piping Each $24.25 $91 $91 User Fee Plum - 19 Plum-19 Where No Fee is Set Each $75 $91 $91 User Fee Plum-20 Minimum Permit Fee Each New $122 $122 User Fee
Plum - 20 Plum-21 Issuance Fee Per Permit Each $42 $55 $55 User Fee Mechanical Permit Application
MP - 1 MP-1 Refrigeration Compressor Each Modified $91 $91 User Fee MP-2 Absorption Unit Each Modified $91 $91 User Fee
MP-3 Boiler Each Modified $91 $91 User Fee
MP-4 Fuel Burning Heater or Furnace Each Modified $91 $91 User Fee MP - 2 MP-5 Air Handling Unit Each Modified $91 $91 User Fee MP - 3 MP-6 Air Inlet or Outlet Each $7.90 $15 $15 User Fee MP - 4 MP-7 Appliance Vent (not included above) Each $7.90 $42 $42 User Fee MP - 5 MP-8 Evaporative Cooler Each $12.80 $91 $91 User Fee MP - 6 MP-9 Ventilation Fans Each $11.30 $30 $30 User Fee MP - 8 MP-10 Residential Kitchen Hood & Exhaust System Each $39 $61 $61 User Fee MP - 9 MP-11 Commercial Kitchen Hood & Exhaust System Each New $91 $91 User Fee MP - 10 MP-12 Spray Booth, Exhaust System Each $39 $122 $122 User Fee MP - 11 MP-13 Fire Dampers Each $7.50 $91 $91 User Fee
MP - 12 MP-14 Alter Duct System (not included above) Each $18.50 $91 $91 User Fee MP - 13 MP-15 Where No Fee is Set Each $75 $91 $91 User Fee MP-16 Minimum Permit Fee Each New $122 $122 User Fee
MP - 14 MP-17 Issuance Fee Per Permit Each $42 $55 $55 User Fee Sewer Permit Application
SP-1 Building Sewer Connection to Public Sewer Each $56.75 $122 $122 User Fee SP-2 Septic Tank, Seepage Pit, or Drain Field Per Unit $84.75 $214 $214 User Fee SP-3 Connect Additional Building/Work Each $28.25 $122 $122 User Fee SP-4 Alter, Repair or Abandon Building Sewer Each $28.25 $122 $122 User Fee SP-5 Grease Interceptor Each $56.75 $183 $183 User Fee
SP-6 Where No Fee is Set Each $75.00 $122 $122 User Fee SP-7 Minimum Permit Fee Each New $122 $122 User Fee
SP-8 Issuance Fee Per Permit Each $42 $55 $55 User Fee
Building Valuation Data for Specialty Items
Spec-13 Spec-13 Building Re-inspection Per inspection $72 $177 $177 User Fee Spec-14 Spec-14 Investigation Per Investigation $170 $327 $327 User Fee Spec-15 Spec-15 Lost Inspection Card Per Card $42 $116 $116 User Fee Spec-16 Spec-16 Commercial Solar
50kw or Less Flat $1,000 $1,218 $1,000 Gov. Code 66015 (b) 50-250kW (Base) Base $1,000 $1,218 $1,000 Gov. Code 66015 (b) 50-250kW (per kW above 50 kW) Per kw $7 $5 $7 Gov. Code 66015 (b) 250 kW (Base) Base $2,400 $2,271 $2,400 Gov. Code 66015 (b) 250 kW (per kW above 250 kW) Per kw $5 $4 $5 Gov. Code 66015 (b) Spec-17 Spec-17 Residential Solar:
Base Flat $500 $559 $450 GOV § 66015 (a)
Per Kw above 15Kw per Kw $15 $16 $15 GOV § 66015 (a)
Surcharges
S-1 General Plan Maintenance % of Permit 12% 12.70% 12.70% Surcharge S-2 Technology % of Permit 13% 18.5% 18.5% Surcharge
Environmental Services
FOG Fees
P-23 ES-1 FOG (Fats, Oil and Grease) Application Fee for New Restaurants Each $250 $276 $276 User Fee P-24 ES-2 FOG Program Inspections Each $180 $193 $193 User Fee P-26 ES-3 FOG Program, Industrial, Automotive, and Gas Station Re-inspection Fee Each $100 $193 $100 User Fee National Pollutant Discharge Elimination Services (NPDES) E-61 ES-4 NPDES - Current Construction Inspection Each $145 $382 $382 User Fee ES-5 NPDES - Current Construction Re-inspection Each New $191 $191 User Fee E-62 ES-6 NPDES Automotive Inspection
Inspection Each $240 $257 $257 User Fee
Follow-up Each $150 $177 $177 User Fee
E-63 ES-7 NPDES Gas Station Inspection
Inspection Each $230 $257 $257 User Fee
Follow-up Each $150 $177 $177 User Fee
E-64 ES-8 NPDES Industrial Inspection
Inspection Each $270 $385 $385 User Fee
Follow-up Each $150 $281 $281 User Fee
E-65 ES-9 NPDES Restaurant Inspection
Inspection Each $140 $192 $192 User Fee
Follow-up Each $150 $156 $156 User Fee
E-66 ES-10 NPDES - Nursery
Inspection Each $240 $257 $257 User Fee
Follow-up Each $150 $177 $177 User Fee
E-67 ES-11 NPDES Non-Industrial Inspection
Inspection Each $240 $257 $257 User Fee
Follow-up Each $150 $177 $177 User Fee
Other Fees
ES-12 Environmental Services Hourly Fee Per Hour New $184 $184 User Fee Engineering
Street Signs/Lights
E-1 E-1 Street Name Signs Per Set $310 $418 $418 User Fee E-2 E-2 Traffic Signs Per Sign $300 $1,112 $1,112 User Fee E-3 E-3 Street Lights (Administration)
Administration Fee Per Light $350 $561 $561 User Fee
Marbelite Deposit $3,000 $3,000 Pass Through
Double Davit Deposit $4,200 $4,200 Pass Through
E-4 E-4 Curb Stenciling Per Lot $11 $33 $33 User Fee
Parcel Map/Tract Map Development Fees
E-5 E-5 Final Parcel Map Review Per Application $1,805 $3,376 $3,376 User Fee E-6 E-6 Final Tract Map Review
Application Per Application $1,954 $3,702 $3,702 User Fee Over 4 lots Each $13 $46 $46 User Fee
E-7 E-7 Final Map Amendment Review Per Application $550 $3,114 $3,114 User Fee E-8 E-8 Street Name Processing w/o Map Per Application $2,011 $2,332 $2,332 User Fee E-9 E-9 Street Re-Name Processing Per Application $2,011 $2,332 $2,332 User Fee E-10 E-10 Street/Right-of-Way Abandonment Processing Per Application $1,774 $2,055 $2,055 User Fee E-11 E-11 Building Address or Re-Address Processing without Map Per Application $555 $705 $705 User Fee Drainage
E-12 E-12 Drainage Plan/Check/Inspections/ SWPP
Single-Family / ADU Each $350 $634 $634 User Fee
Multi-Family (more than 1) / Commercial Each Actual Cost $1,007 $1,007 User Fee E-16 E-16 Geotechnical/Soils Report Review
Single-Family / ADU Each $550 $785 $785 User Fee
Multi-Family (more than 1) / Commercial Each Actual Cost $1,015 $1,015 User Fee E-17 E-17 Low Impact Development (LID Report)
Single-Family / ADU Each $550 $785 $785 User Fee
Multi-Family (more than 1) / Commercial Each Actual Cost $1,015 $1,015 User Fee Encroachment Permits
E-18 E-18 Temporary Placement on Street Permit Each $86 $336 $336 User Fee E-19 E-19 Temporary Encroachment Permit Each $86 $368 $368 User Fee E-20 E-20 Permanent Encroachment Permit Each $241 $782 $782 User Fee Plan Checks
E-21 Public Improvement Plan Check/ Inspection % of Construction Cost 5% 5% 5% User Fee E-22 E-22 Traffic Control Plan Review Each $350 $733 $733 User Fee E-23 E-23 Miscellaneous Plan Review
Single-Family / ADU Each $350 $785 $785 User Fee
Multi-Family (more than 1) / Commercial Each Actual Cost $1,292 $1,015 User Fee E-24 E-24 Signing/Striping Plan Check Each $307 $870 $870 User Fee E-25 E-25 SWPPP Review Fee
Less than 1 acre Each $350 $497 $497 User Fee
1 acre or more Each $550 $864 $864 User Fee
E-26 E-26 Traffic Study Review Fee Each $550 $742 $742 User Fee E-27 E-27 Delta Revision Fee Each $307 $777 $777 User Fee E-28 E-28 Delta Revision to Drainage/Grading Plans Each $350 $432 $432 User Fee E-29 E-29 Stock Pile Plan Review Fee Each Refer to Drainage/Grading Chart $733 $733 User Fee E-30 E-30 Hydrology & Hydraulics Report Review Fee $307 Single-Family / ADU Each $550 $872 $872 User Fee
Multi-Family (more than 1) / Commercial Each Actual Cost Actual Cost Actual Cost User Fee Drive Approach Permits
E-31 E-31 Residential Drive Approach Each $145 $520 $520 User Fee E-32 E-32 Commercial Drive Approach Each $300 $740 $740 User Fee Excavation Permits*
E-33 E-33 Natural Soil Excavation (sod/earth) Each $145 $603 $603 User Fee E-34 E-34 Paved Surfaces:
1 – 50 square foot Each $145 $300 $300 User Fee
Deposit Each $150 $150 Deposit
51 – 300 square foot Each $300 $366 $366 User Fee
Deposit Each $1,000 $1,000 Deposit
301 – 600 square foot Each $450 $485 $485 User Fee
Deposit Per Sq. Ft $4 $4 Deposit
601 – 1,000 square foot Each $691 $702 $702 User Fee
Deposit Each $3,000 $3,000 Deposit
Over 1,000 square foot Each $691 $870 $870 User Fee
Each Addl. 100 sq. ft. over 1,000 Each Addl. 100 sq. ft. $25 $29 $29 User Fee Deposit Each $3,000 $3,000 Deposit
Each Addl. 100 sq. ft. over 1,000 Each Addl. 100 sq. ft. $1 $1 Deposit Curb, Gutter, Sidewalk & Paving Permits
E-35 E-35 Curb and/or Gutter
*Prior to permits being issued, final costs will be calculated and charged to the Applicant if they exceed deposit fees. 0 - 100 linear foot Each $145 $466 $466 User Fee
Over 100 linear foot Per L.F. $1.00 $1.34 $1.34 User Fee E-36 E-36 Sidewalk
0 - 100 sq. ft. Each $145 $603 $603 User Fee
Over 100 sq. ft. Per Sq. Ft. $1.00 $1.21 $1.21 User Fee E-38 E-37 Minor Curb Cut/Drilling (Core) Per Curb location $145 $538 $538 User Fee Sewer Fees
E-39 E-39 Building Sewer Connection to Public Sewer Each $145 $777 $777 User Fee E-40 E-40 Sewer Front Footage Per Front Foot $6.50 $6.59 $6.59 User Fee E-41 E-41 Sewer Acreage Per Acre $730 $780 $780 User Fee E-42 E-42 Sewer Main Inspection Fee Per Liner Foot $1.00 $1.68 $1.68 User Fee E-43 E-43 Manhole, Junction Structure, etc. Inspection Each $71 $304 $304 User Fee E-44 E-44 Sewer Area Study Review Fee
Single-Family / ADU Each $550 $923 $923 User Fee
Multi-Family (more than 1) / Commercial Each Actual Cost Actual Cost Actual Cost User Fee Miscellaneous Fees
E-45 E-45 Pool Drainage Permit Each $73 $236 $236 User Fee E-46 E-46 Sign Impound Fee Each $100 $199 $199 User Fee E-48 E-47 Easement Quitclaim Deed Processing Each $445 $923 $923 User Fee E-49 E-48 Oversized Transportation Permit Each $16 $215 $215 User Fee E-50 E-49 Moving Building/House
Permit Fee Each $75 $181 $181 User Fee
Deposit Each $1,000 $1,000 Deposit
E-51 E-50
Hazardous Material Spill: Cleanup & Disposal Sewage Spill Cleanup Damage to City Property/ Repair Each Actual Cost $273 $273 User Fee E-52 E-51 Construction and Demolition (C&D) Waste Management Plan Administration Projects with a valuation less than $100,000:
City Approved Haul Each $0 $99 $99 User Fee
Self-Haul Each $80 $99 $99 User Fee
Projects with a valuation greater than $100,000:
City Approved Haul Each $80 $99 $99 User Fee
Self-Haul Each $160 $99 $99 User Fee
E-53 E-52 Preferential Parking District -Establishment or Modification Each Actual Cost Actual Cost Actual Cost User Fee Miscellaneous Inspections
E-54 E-53 Inspections (after hours/weekends) Per Hour Actual Cost $162 $162 User Fee E-55 E-54 Re-inspections Per Hour Actual Cost $136 $136 User Fee E-56 E-55 Inspection (no indicated fee) Per Hour Actual Cost $136 $136 User Fee E-57 E-56 3rd Party Consultants Per Hour Actual Cost $294 $294 User Fee Wireless Telecommunication Facilities (Public Right-of-Way) E-58 E-57
Administrative Wireless Telecommunications Facility Permit Fees - Small Wireless Facilities
Deposit Each $1,650 $4,000 $4,000 User Fee
E-59 E-58
Administrative Wireless Telecommunications Facility Permit Fees - Eligible Facilities Request
Flat fee for review Each $450 $543 $543 User Fee
E-60 E-59
Major Wireless Telecommunications Facility Permit Fees - NonAdministrative Deposit Each $1,650 $8,000 $8,000 User Fee
Grading & Drainage Plan Check/ Inspection Fees Grading Permit Fees E-60 51-1000 Cubic Yards
For First 50 Cubic Yards Each $677 $809 $809 User Fee
Each add'l 100 Cubic Yards or Fraction Thereof Each $154 $171 $171 User Fee E-61 1,001-10,000 Cubic Yards
For First 1,001 Cubic Yards Each $2,252 $2,439 $2,439 User Fee Each add'l 1000 Cubic Yards or Fraction Thereof Each $192 $196 $196 User Fee E-62 10,001-50,000 Cubic Yards
For First 10,001 Cubic Yards Each $4,057 $4,206 $4,206 User Fee Each add'l 1000 Cubic Yards or Fraction Thereof Each $270 $81 $81 User Fee E-63 50,001-100,000 Cubic Yards
For First 50,001 Cubic Yards Each $7,238 $7,467 $7,467 User Fee Each add'l 1000 Cubic Yards or Fraction Thereof Each $115 $113 $113 User Fee E-64 Over 100,000 Cubic Yards
For First 100,000 Cubic Yards Each $12,998 $13,166 $13,166 User Fee Each add'l 1000 Cubic Yards or Fraction Thereof Each $58 $56 $56 User Fee Surcharges
Technology % of Permit 13% 18.5% 18.5% Surcharge
Police
Animal Control
PD-3 PD-1 Animal Control Services
Food & Care Each $10 $10 Pass Through
Cat Each $10 $10 Pass Through
Small Animal Each $5 $5 Pass Through
Medium Animal Each $10 $10 Pass Through
Large Animal Each $40 $40 Pass Through
Biter (OBS) Each $20 $20 Pass Through
PD-4 PD-2 Animal Impound
Dog 1st offense—altered Each $30 $30 Pass Through
Dog 1st offense—unaltered Each $50 $50 Pass Through
Dog 2nd offense—altered Each $70 $70 Pass Through
Dog 2nd offense—unaltered Each $100 $100 Pass Through
Dog 3rd offense—altered Each $120 $120 Pass Through
Dog 3rd offense—unaltered Each $120 $120 Pass Through
Cat—altered Each $5 $5 Pass Through
Cat—unaltered Each $5 $5 Pass Through
Small Animal Each $15 $15 Pass Through
Medium Animal Each $25 $25 Pass Through
Large Animal Each $60 $60 Pass Through
PD-5 PD-3 Animal License Issuance
Cat License Altered/S/C $5 Each $5 $5 Pass Through
Unaltered/S/C Each $10 $10 Pass Through
Penalty Each $10 $10 Pass Through
Dog License Unaltered Each $100 $100 Pass Through
Altered Each $30 $30 Pass Through
S/C Unaltered Each $100 $100 Pass Through
S/C Altered Each $10 $10 Pass Through
Veteran Disability Altered Each $0 $0 Pass Through
Penalty Each $50 $50 Pass Through
Potentially Dangerous Each $125 $125 Pass Through
PD-6 PD-4 Animal Retrieval/Disposal
Owner Released – licensed: Per Animal Per Animal $40 $40 Pass Through Per Litter Per Litter $30 $30 Pass Through
O/R pickup live Each $30 $30 Pass Through
O/R pickup dead Each $20 $20 Pass Through
Owner Released – unlicensed: Per Animal Per Animal $100 $100 Pass Through Per Litter Per Litter $100 $100 Pass Through
O/R pickup live Each $100 $100 Pass Through
O/R pickup dead Each $100 $100 Pass Through
Police Fees
PD-7 PD-5 Bicycle Licenses
New license Each $6 $8 $4 VEH § 39004
Renewal Each $3 $8 $2 VEH § 39004
PD-8 PD-6 Code Enforcement Investigation
Various Fines Each $50 - $1,500 $50 - $1,500
Re-investigation Each $100 $167 $100 User Fee
PD-9 PD-7 Cost Recovery of Graffiti Damage Caused by a Minor Each Actual Cost Actual Cost User Fee PD-11 PD-8 DUI Incident Response Investigation Each Actual Cost Actual Cost User Fee PD-12 PD-9 Fingerprint Card First Card $20 $24 $24 User Fee Fingerprint Card Each Additional Card $5 $6 $6 User Fee PD-13 PD-10 Impound Vehicle Release Per Vehicle $120 $162 $162 User Fee PD-14 PD-11
Inspection, documentation and registration of vacant property or property in foreclosure Each $200 $83 $83 User Fee
PD-15 PD-12 Massage Business Permit Per Application $350 $335 $335 User Fee PD-16 PD-13 Massage Business Permit Renewal Each $350 $167 $167 User Fee PD-17 PD-14 Massage Tech/Practitioner Permit Per Application $297 $167 $167 User Fee PD-18 PD-15 Massage Tech/Practitioner Permit Renewal Each $297 $83 $83 User Fee PD-19 PD-16 Massage Business Location Change Per Application $182 $167 $167 User Fee PD-20 PD-17 Massage Business Sale/Transfer Per Application $350 $167 $167 User Fee PD-21 PD-18 Noise Disturbance Response Call-Back / Alcohol consumed by a Minor 1st Response Each $0 $0 Penalty
2nd Response Each $100 $100 Penalty
3rd Response Each $250 $250 Penalty
4th Response Each $500 $500 Penalty
5th Response Each $1,000 $1,000 Penalty
6th and subsequent Responses Each $2,500 $2,500 Penalty PD-23 PD-19 Parking Permit - Early Morning
Early Morning/Per Day Per Day $5 $5 $5 User Fee
Early Morning/Per Year Per Year $75 $83 $75 User Fee
PD-25 PD-20 Police Photo Reproduction Per Request $33 $37 $37 User Fee PD-26 PD-21 Police Report Copy
First Five (5) pages Each Free Free User Fee
Additional Pages After 5 Per Page $0.15 $0.15 $0.15 User Fee PD-27 PD-22 Police Special Services Each Actual Cost Actual Cost User Fee PD-28 PD-23 Records Check/Clearance Letter Per Letter $25 $42 $42 User Fee PD-30 PD-24 Vehicle Equipment Correction Inspection Per Inspection $25 $29 $25 User Fee PD-31 PD-25 Video/Audio Disk Reproduction Per Disk $25 $37 $37 User Fee PD-32 PD-26 Weapons Storage Processing Per Weapon $50 $61 $50 User Fee PD-33 PD-27 Traffic Collision Report Per Report $20 $21 $21 User Fee PD-28 Sidewalk Vendor - Impounding Equipment & Merchandise Each $200 $209 $209 User Fee Alarm Fees
PD-34 PD-29 Alarm Permit
Residential Per Permit $40 $52 $40 User Fee
Commercial Per Permit $50 $52 $50 User Fee
PD-35 PD-30 False Alarm Fines
Permitted
1st Alarm Each $0 $138 $0 Penalty
2nd Alarm Each $75 $138 $75 Penalty
3rd Alarm Each $150 $138 $150 Penalty
4th Alarm Each $250 $138 $250 Penalty
5th Alarm Each $250 $138 $250 Penalty
Non-Permitted
1st Alarm Each $50 $138 $50 Penalty
2nd Alarm Each $175 $138 $175 Penalty
3rd Alarm Each $200 $138 $200 Penalty
4th Alarm Each $350 $138 $350 Penalty
5th Alarm Each $350 $138 $350 Penalty
PD-36 PD-31 Alarm Permit Late Registration Each $10 $10 Penalty PD-38 PD-33 Alarm Fee Late Charge Each $25 $25 Penalty
PD-39 PD-34 Alarm Permit Reinstatement Fee Each $100 $100 Penalty Carry Concealed Weapon (CCW)
PD-47.1 PD-42.1 Carry Concealed Weapon (CCW) -New Application Each $389 $1,454 $489 User Fee PD-47.2 PD-42.2 Carry Concealed Weapon (CCW) -Amended Application Each $10 $435 $10 User Fee PD-47.3 PD-42.3 Carry Concealed Weapon (CCW) -Live Scan Each $20 $59 $24 User Fee PD-47.4 PD-42.4 Carry Concealed Weapon (CCW) -Renewal Each $129 $871 $398 User Fee California Vehicle Code Violations
VEH-1 VEH-1 Prohibited parking on public grounds Each $51 $51 Penalty VEH-2 VEH-2 No front license plate Each $51 $51 Penalty VEH-3 VEH-3 Failure to display registration tab Each $51 $51 Penalty VEH-4 VEH-4 Current year tab required Each $51 $51 Penalty VEH-5 VEH-5 Parked within intersection Each $51 $51 Penalty VEH-6 VEH-6 Parked on crosswalk Each $51 $51 Penalty
VEH-7 VEH-7 Parked in painted zone Each $51 $51 Penalty VEH-8 VEH-8 Parked within 15 ft. of fire station Each $51 $51 Penalty VEH-9 VEH-9 Parked on sidewalk Each $51 $51 Penalty
VEH-10 VEH-10 Parked at street excavation Each $51 $51 Penalty VEH-11 VEH-11 Double parked Each $51 $51 Penalty
VEH-12 VEH-12 Parked in a bus zone Each $255 $255 Penalty VEH-13 VEH-13 Parked on bridge Each $51 $51 Penalty
VEH-14 VEH-14 Parked blocking disabled ramp Each $336 $336 Penalty VEH-15 VEH-15 Parked in fire lane Each $255 $255 Penalty VEH-16 VEH-16
Parked in excess of 18 inches of curb/
wrong side Each $51 $51 Penalty
VEH-17 VEH-17 Parked/obstructing handicapped space Each $336 $336 Penalty VEH-18 VEH-18 Parked too close to fire hydrant Each $51 $51 Penalty VEH-19 VEH-19 Parked without setting brake, stopping motor Each $51 $51 Penalty VEH-20 VEH-20 Parked blocking access ramp Each $336 $336 Penalty Glendora Municipal Code Parking Violations
VEH-21 VEH-21 Parked vehicle with for sale sign Each $51 $51 Penalty VEH-22 VEH-22 Early morning parking prohibited Each $51 $51 Penalty VEH-23 VEH-23 Failure to obey curb markings Each $51 $51 Penalty VEH-24 VEH-24 Parking in excess of 72 hours Each $51 $51 Penalty VEH-25 VEH-25 Parking on public property in violationof signs Each $51 $51 Penalty VEH-26 VEH-26 Commercial Vehicle: Parked in residential area Each $86 $86 Penalty VEH-27 VEH-27 Commercial Vehicle: Parked in commercial area Each $51 $51 Penalty VEH-28 VEH-28 Parking in violation of posted sign Each $51 $51 Penalty VEH-29 VEH-29 Parked with sign advertising event Each $51 $51 Penalty VEH-30 VEH-30 Preferential parking permit required Each $51 $51 Penalty VEH-31 VEH-31 Selling from parked vehicle Each $51 $51 Penalty VEH-31 VEH-31 Parked in violation of posted signs Each $51 $51 Penalty VEH-31 VEH-31 Late Penalty Each $45 $45 Penalty
Utilities & Maintenance
UMT-1 UMT-1 Damage to City Property Repair Each Actual Cost Actual Cost Actual Cost User Fee UMT-2 UMT-2 Service Reconnect Fees
Delinquent (Business hours, Customer receiving social assistance): Each $50 $107 $50 User Fee Delinquent (Outside of business hours, Customer receiving social assistance): Each $150 $297 $150 User Fee
Delinquent (Business Hours): Each $70 $107 $107 User Fee Delinquent (Outside of Business Hours): Each $150 $297 $297 User Fee Non-Delinquent (Business Hours): Each $77 $107 $107 User Fee Non-Delinquent (Outside of Business Hours): Each $112 $297 $297 User Fee Non-Delinquent (After midnight): Each $128 $297 $297 User Fee UMT-3 UMT-3 Hazardous Material Spill Cleanup and Disposal Each Actual Cost Actual Cost Actual Cost User Fee UMT-4 UMT-4 Sewage Spill Cleanup Each Actual Cost Actual Cost Actual Cost User Fee UMT-6 UMT-6 Temporary Water Meter Rental Service Each $29 $78 $78 Rental UMT-7 UMT-7 Water Bill Penalties Each 10% 10% Penalty
UMT-8 UMT-8 Water Conservation Violations
First Water Conservation Violation Each $0 $0 Penalty
Second Water Conservation Violation Each $150 $150 Penalty Third Water Conservation Violation Each $250 $250 Penalty Fourth Water Conservation Violation Each $1,000 $1,000 Penalty UMT-10 UMT-9 Water System Inspection
Lateral for ADU Per Inspection $935 $491 $491 User Fee
UMT-11 UMT-10 Integrated Waste Management Franchise Fee Each 11% 11% Franchise Fee UMT-13 UMT-12 Manual Meter Read Fee Each $60 $234 $234 User Fee TBD UMT-13 ACH Return Fee(incorrect bank information) Each $27 $57 $57 User Fee TBD UMT-14 Chargeback Fee (Customer Disputed Bill Penalty) Each $35 $57 $57 User Fee TBD UMT-15
New Account Application/Activation Fee (Processing Fee, excluding meter installation) Each $77 $86 $86 User Fee
TBD UMT-16 Deposits for Service Each $200 $200 $200 User Fee TBD UMT-17 Door Hanger Fee Each $20 $48 $48 User Fee
TBD UMT-18 Trip Charge for Additional Visit Each $76 $146 $146 User Fee TBD UMT-19 Temporary Construction Meter Each $281 $292 $292 User Fee Water Service Installation Charges
Water Service Installation
3/4-1" Deposit Modified $5,000 $5,000 Deposit
2" Deposit Modified $7,000 $7,000 Deposit
4" Deposit Modified $10,000 $10,000 Deposit
6" Deposit Modified $12,000 $12,000 Deposit
Miscellaneous Water Fees and Charges
Water Front Footage Per Foot $8 $8 Rates
Acreage Charges Per Acre $4,658.50 $4,658.50 Rates
Backflow Preventer Installation Each $152 $152 $152 User Fee Fire Hydrant Flow Test (office study performed with hydraulic model) Per Fire Hydrant $551 $882 $882 User Fee Fire Hydrant Flow Test (Field Test) Per Fire Hydrant $512 $663 $663 User Fee Fire Flow Availability Form Per Request $299 $409 $409 User Fee Fire Services / Protection (Fixed) Per Diameter Inch $9 $9 Rates Fire Hydrant Meter Deposit Deposit $1,851 $2,000 $2,000 Deposit Irrigation Plan Review/Water System Inspection (Non-Tract) Each $235 $132 $132 User Fee Fire Service Plan Review/Water Service Installation Plan Review Each $310 $132 $132 User Fee Water Meter Test
¾” – 2” : Each $308 $234 $234 User Fee
Water Quality Testing Each Actual Cost Actual Cost Actual Cost User Fee Bacterial Sample Test Each $517 $401 $401 User Fee
Pressure Test Each $296 $401 $401 User Fee
Hydrant Lock Fee (new lock with installation) Each $212 $287 $287 User Fee Hydrant- Handle replacement fee Each $79 $167 $167 User Fee Broken lock/ damage costs & service. Each $212 $217 $217 User Fee Bi-Monthly Meter Connection Charge*
5/8 & 3/4 Inch Each $87.93 $87.93 Rates
1 Inch Each $138.24 $138.24 Rates
1.5 Inch Each $264.76 $264.76 Rates
2 Inch Each $426.04 $426.04 Rates
3 Inch Each $1,013.74 $1,013.74 Rates
4 Inch Each $1,013.74 $1,013.74 Rates
6 Inch Each $2,225.21 $2,225.21 Rates
8 Inch Each $2,225.21 $2,225.21 Rates
Bi-Monthly Consumption Tiers (CCF)
5/8 Inch
Tier 1 Each 0-12 0-12 Rates
Tier 2 Each 13-38 13-38 Rates
Tier 3 Each 39-76 39-76 Rates
Tier 4 Each >76 >76 Rates
3/4 Inch
Tier 1 Each 0-12 0-12 Rates
Tier 2 Each 13-38 13-38 Rates
Tier 3 Each 39-76 39-76 Rates
Tier 4 Each >76 >76 Rates
1 Inch
Tier 1 Each 0-18 0-18 Rates
Tier 2 Each 19-67 19-67 Rates
Tier 3 Each 68-134 68-134 Rates
Tier 4 Each >134 >134 Rates
1.5 Inch
Tier 1 Each 0-42 0-42 Rates
Tier 2 Each 43-134 43-134 Rates
Tier 3 Each 135-268 135-268 Rates
Tier 4 Each >268 >268 Rates
2 Inch
Tier 1 Each 0-64 0-64 Rates
Tier 2 Each 65-220 65-220 Rates
Tier 3 Each 221-440 221-440 Rates
Tier 4 Each >440 >440 Rates
3 Inch
Tier 1 Each 0-181 0-181 Rates
Tier 2 Each 182-419 182-419 Rates
Tier 3 Each 420-838 420-838 Rates
Tier 4 Each >838 >838 Rates
4 Inch
Tier 1 Each 0-181 0-181 Rates
Tier 2 Each 182-658 182-658 Rates
Tier 3 Each 659-1316 659-1316 Rates
Tier 4 Each >1316 >1316 Rates
6 Inch
Tier 1 Each 0-328 0-328 Rates
Tier 2 Each 329-2,341 329-2,341 Rates
Tier 3 Each 2,342-4,682 2,342-4,682 Rates
*Shall be automatically increased based on the percentage change in the Consumer Price Index (CPI) from October to October for calendar years 2025 – 2028, not to exceed 5% each year. Extraordinary increases may be brought to the City Council for consideration and approval.
Tier 4 Each >4,682 >4,682 Rates
8 Inch
Tier 1 Each 0-328 0-328 Rates
Tier 2 Each 329-2,341 329-2,341 Rates
Tier 3 Each 2,342-4,682 2,342-4,682 Rates
Tier 4 Each >4,682 >4,682 Rates
Consumption Rates for Water & Elevations (CCF)*
Zone A
Tier 1 Each $1.80 $1.80 Rates
Tier 2 Each $2.76 $2.76 Rates
Tier 3 Each $3.72 $3.72 Rates
Tier 4 Each $4.68 $4.68 Rates
Elevation $0.23 $0.23 Rates
Zone B
Tier 1 Each $1.80 $1.80 Rates
Tier 2 Each $2.76 $2.76 Rates
Tier 3 Each $3.72 $3.72 Rates
Tier 4 Each $4.68 $4.68 Rates
Elevation $1.05 $1.05 Rates
Zone C
Tier 1 Each $1.80 $1.80 Rates
Tier 2 Each $2.76 $2.76 Rates
Tier 3 Each $3.72 $3.72 Rates
Tier 4 Each $4.68 $4.68 Rates
Elevation $2.12 $2.12 Rates
Zone D
Tier 1 Each $1.80 $1.80 Rates
Tier 2 Each $2.76 $2.76 Rates
Tier 3 Each $3.72 $3.72 Rates
Tier 4 Each $4.68 $4.68 Rates
Elevation $3.51 $3.51 Rates
*Shall be automatically increased based on the percentage change in the Consumer Price Index (CPI) from October to October for calendar years 2025 – 2028