Glendora City Council
December 9, 2025

11/1/2025 - 11/30/2025 Cash Disbursements
Check # Type Check Date Vendor # Vendor Name Org Object PO # Invoice # Description Invoice Amt 119874 Printed 11/28/2025 4741 ALESHIRE & WYNDER, LLP 10110020 55209 100411 ATTORNEY INVOICE - PUBLIC WORKSENGINEERING$2,576.00 Printed 11/28/2025 4741 ALESHIRE & WYNDER, LLP 10110020 55205 100412 ATTORNEY INVOICE - POLICE $3,511.80 Printed 11/28/2025 4741 ALESHIRE & WYNDER, LLP 10110020 55207 100413 ATTORNEY INVOICE - CODE ENFORCEMENT $675.60 Printed 11/28/2025 4741 ALESHIRE & WYNDER, LLP 10110020 55200 100414 ATTORNEY INVOICE - RISK MANAGEMENT $280.30 Printed 11/28/2025 4741 ALESHIRE & WYNDER, LLP 10110020 55211 100415 ATTORNEY INVOICE - LIBRARY $2,754.80 Printed 11/28/2025 4741 ALESHIRE & WYNDER, LLP 10110020 55207 100422 ATTORNEY INVOICE - 531-555 E. ARROW HWY $3,035.60 Printed 11/28/2025 4741 ALESHIRE & WYNDER, LLP 10110020 55207 100423 ATTORNEY INVOICE - 606 E. CARROLL AVE $5,032.09 $60,977.59
119875 Printed 11/28/2025 183 AT&T 55330150 57050 339 344-83838406 NOV PD PHONE - NOV $580.53 $580.53
119876 Printed 11/28/2025 4674 AUTOZONE STORES INC 55470530 51500 260113 03674399391 VEHICLE AND EQUIPMENT PARTS $63.32 Printed 11/28/2025 4674 AUTOZONE STORES INC 55470530 51500 260113 03674515172 VEHICLE AND EQUIPMENT PARTS $456.83 $520.15
119877 Printed 11/28/2025 198 BEE REMOVERS 50170610 59100 603821 WATER DIV. BEE REMOVAL - 513 E WHITCOMB $97.50 $97.50
119878 Printed 11/28/2025 127 CINTAS CORPORATION 10170560 59100 260038 4249825432 LAUNDRY AND CLEANING SERVICES - M&O $84.08 Printed 11/28/2025 127 CINTAS CORPORATION 25570520 59200 260038 4249825432 LAUNDRY AND CLEANING SERVICES - M&O $160.63 Printed 11/28/2025 127 CINTAS CORPORATION 50170520 59200 260038 4249825432 LAUNDRY AND CLEANING SERVICES - M&O $43.58 Printed 11/28/2025 127 CINTAS CORPORATION 55470530 59200 260038 4249825432 LAUNDRY AND CLEANING SERVICES - M&O $56.81 $345.10
119879 Printed 11/28/2025 6570 DECOR IQ, LLC 10170580 59100 260034 5851 Installation of holiday lights at the Village $26,007.50 $26,007.50
119880 Printed 11/28/2025 694 FESTIVAL OF ARTS 10190820 58200 260258 26-6293 AUGUST 2026 - FESTIVAL OF ARTS $4,524.00 $4,524.00

11/1/2025 - 11/30/2025 Cash Disbursements
Check # Type Check Date Vendor # Vendor Name Org Object PO # Invoice # Description Invoice Amt 119881 Printed 11/28/2025 2553 HOLLIDAY ROCK CO., INC. 25570520 56600 260048 1827360 FY 2025/26 ASPHALT MATERIALS FOR STREET

REPAIRS
$196.11
$196.11
119882 Printed 11/28/2025 7182 JOUSIPH SUKKARIYAH 50100000 11024 30305 UB 901094000 1008 JUANITA $84.72 $84.72
119883 Printed 11/28/2025 7181 KENDRA SIGALA 50100000 11024 30304 UB 582045000 109 GLENGROVE $121.15 $121.15
119884 Printed 11/28/2025 1422 LANGUAGE LINE SERVICES INC. 10150310 59100 11766857 Prior balance $22.56 $22.56
119885 Printed 11/28/2025 2779 MAAS-ROWE CARILLONS INC 10170560 59100 10380 LIBRARY CLOCK TOWER REPAIR $1,275.85 Printed 11/28/2025 2779 MAAS-ROWE CARILLONS INC 10170560 59100 10381 CLOCK TOWER LIBRARY REPAIR $858.45 Printed 11/28/2025 2779 MAAS-ROWE CARILLONS INC 10170560 59100 10381 CLOCK TOWER LIBRARY REPAIR $0.00 $2,134.30
119886 Printed 11/28/2025 3467 MIWALL CORPORATION 10150310 51200 260227 1014391 9mm ammo $16,746.05 $16,746.05
119887 Printed 11/28/2025 3000 O'REILLY AUTO PARTS 55470530 51500 260115 3123-132482 VEHICLE AND EQUIPMENT PARTS $42.06 Printed 11/28/2025 3000 O'REILLY AUTO PARTS 55470530 51500 260115 3123-132594 VEHICLE AND EQUIPMENT PARTS $77.77 Printed 11/28/2025 3000 O'REILLY AUTO PARTS 55470530 51500 260115 3123-134584 VEHICLE AND EQUIPMENT PARTS $30.70 Printed 11/28/2025 3000 O'REILLY AUTO PARTS 55470530 51500 260115 3123-134651 VEHICLE AND EQUIPMENT PARTS $48.55 Printed 11/28/2025 3000 O'REILLY AUTO PARTS 55470530 51500 260115 3123-135396 VEHICLE AND EQUIPMENT PARTS $16.86 $215.94
119888 Printed 11/28/2025 999999 ONE TIME VENDOR 10180710 36801 28CA Refund for Lost book Last Straw 33008009317011 $12.95 $12.95

11/1/2025 - 11/30/2025 Cash Disbursements
Check # Type Check Date Vendor # Vendor Name Org Object PO # Invoice # Description Invoice Amt 119889 Printed 11/28/2025 999999 ONE TIME VENDOR 10190820 36907 2012029.001 REFUND OF CREDIT ON ACCOUNT FOR

MERRYACHI XMAS
$90.00
$90.00
119890 Printed 11/28/2025 999999 ONE TIME VENDOR 50100000 22751 211160700-14175 UB REFUND 810 E DALTON AVE $279.71 $279.71
119891 Printed 11/28/2025 999999 ONE TIME VENDOR 10190820 36907 2012027.001 REFUND OF CREDIT ON ACCOUNT FOR

MERRYACHI XMAS
$180.00
$180.00
119892 Printed 11/28/2025 212 PECK ROAD GRAVEL 10170520 57170 880405 SPOILS DUMP $480.00 Printed 11/28/2025 212 PECK ROAD GRAVEL 25570520 57170 880438 SPOILS DUMP $240.00 $720.00
119893 Printed 11/28/2025 25 SOCALGAS 10150300 57150 082 218 3000 6 10.25 GAS SERVICE / OCT $148.27 Printed 11/28/2025 25 SOCALGAS 10180700 57150 082 218 3000 6 10.25 GAS SERVICE / OCT $557.50 Printed 11/28/2025 25 SOCALGAS 10180740 57150 082 218 3000 6 10.25 GAS SERVICE / OCT $35.59 $741.36
119894 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170580 57100 700027810752 10.25 ELECTRIC UTILITY / OCT $29.44 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170580 57100 700027810752 10.25 ELECTRIC UTILITY / OCT $0.00 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170580 57100 700044813337 10.25 ELECTRIC UTILITY / OCT $16.30 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170580 57100 700044813337 10.25 ELECTRIC UTILITY / OCT $0.00 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10150300 57100 700078595912 10.25 ELECTRIC UTILITY / OCT $807.98 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10150300 57100 700078595912 10.25 ELECTRIC UTILITY / OCT $0.00 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 50170640 53150 700115006779.1 10.25 ELECTRIC UTILITY / OCT $15.96 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 50170640 53150 700115006779.1 10.25 ELECTRIC UTILITY / OCT $0.00 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170580 57100 700171323464.1 10.25 ELECTRIC UTILITY / OCT $69.62 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170580 57100 700171323464.1 10.25 ELECTRIC UTILITY / OCT $0.00

11/1/2025 - 11/30/2025 Cash Disbursements
Check # Type Check Date Vendor # Vendor Name Org Object PO # Invoice # Description Invoice Amt 119894 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170500 57120 700245529575 10.25 ELECTRIC UTILITY / OCT $89.85 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170500 57120 700245529575 10.25 ELECTRIC UTILITY / OCT $0.00 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170500 57120 700393730926 10.25 ELECTRIC UTILITY / OCT $52.60 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170500 57120 700393730926 10.25 ELECTRIC UTILITY / OCT $0.00 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170500 57120 700471587368 10.25 ELECTRIC UTILITY / OCT $150.07 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170500 57120 700471587368 10.25 ELECTRIC UTILITY / OCT $0.00 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 24090830 57100 700486170108 10.25 ELECTRIC UTILITY / OCT $3,453.71 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 24090830 57100 700486170108 10.25 ELECTRIC UTILITY / OCT $0.00 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 50170640 53150 700563209932.1 10.25 ELECTRIC UTILITY / OCT $0.00 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 50170640 53150 700563209932.1 10.25 ELECTRIC UTILITY / OCT $39.20 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170580 57100 700707832888 10.25 ELECTRIC UTILITY / OCT $16.16 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 10170580 57100 700707832888 10.25 ELECTRIC UTILITY / OCT $0.00 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 23160430 57100 700880058917 10.25 ELECTRIC UTILITY / OCT $1,728.57 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 23160430 57100 700880058917 10.25 ELECTRIC UTILITY / OCT $0.00 $6,469.46
119895 Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 25100990 70000 7590627069 LEGACY- FINKBINER STORMWATER CAPTURE

PROJ DESIGN
$8,640.83
Printed 11/28/2025 213 SOUTHERN CALIFORNIA EDISON 25100990 70000 7590627069 LEGACY- FINKBINER STORMWATER CAPTURE

PROJ DESIGN
$0.00
$8,640.83
119896 Printed 11/28/2025 3860 TRANSUNION RISK & ALTERNATIVE 10150330 59100 2677112-202510-1 October 2025 $321.60 $321.60
119897 Printed 11/28/2025 26 VERIZON CALIFORNIA 55330150 57051 6128390125 CELL PHONE - ACT 970622904-00001 $1,900.27 Printed 11/28/2025 26 VERIZON CALIFORNIA 55330150 57051 6128390126 CELL PHONE - ACT 970622904-00004 $920.77

11/1/2025 - 11/30/2025 Cash Disbursements
Check # Type Check Date Vendor # Vendor Name Org Object PO # Invoice # Description Invoice Amt 119897 Printed 11/28/2025 26 VERIZON CALIFORNIA 55330150 57051 6128390127 CELL PHONE ACT - 970622904-00005 $343.77 $3,164.81
Total $2,044,504.34
Note: The payments above may include the following types: wire, automatic clearing house (ACH), electronic funds transfer (EFT) and paper check.

11/1/2025 - 11/30/2025 Cash Disbursements
Fund Fund Title Amount
101 GENERAL FUND $752,400.50
103 MEASURES E/Z $22,604.46
104 TRUST $20,886.55
105 GUSD JUA $31,151.26
201 STREET LIGHTING ASSESSMT $36,130.91
203 LANDSCAPE ASSESSMENT $1,368.67
204 GLENDORA VILLAGE BUS DIST $5,650.25
216 LIBRARY FOUNDATION $250.00
221 PERMIT FILE MAINTENANCE $220.35
222 GENERAL PLAN MAINTENANCE $1,796.47
230 TRANS DEVELOP ACT $251.07
231 PROP A TRANSIT $152,165.03
233 MEASURE R TRANSPT. 2009 $292.25
234 MEASURE M $1,720.10
240 MEASURE A/PARKS $4,206.83
250 MEASURE W $6,241.70
251 STORMWATER INVESTMENT $8,640.83
255 STATE GAS TAX $120,766.66
285 COMMUNITY DEV BLOCK GRANT $4,495.00
301 CAPITAL PROJECTS $165,236.97
501 WATER OPERATIONS $352,285.57
502 WATER CAPITAL PROJECTS $32,871.00
553 TECHNOLOGY $101,132.69
554 FLEET MANAGEMENT $103,301.11
920 PAYROLL DISBURSEMENT $118,438.11

11/1/2025 - 11/30/2025 Cash Disbursements
Total $2,044,504.34

STAFF REPORT
TO: Mayor and Council Members DATE: December 9, 2025
FROM: Recreation and Human
Services
DISTRICT(S): Citywide
SUBJECT: Notice of Completion for Dawson Park Playground and Pour-In-Place Surfacing

RECOMMENDATION
That the City Council:

1. Accept and Approve the Notice of Completion for the Dawson Park Playground and Pour-In-Place Surfacing adjacent to the Teen Center;

2. Approve the final contract amount of $141,978; and

3. Authorize the Mayor or his designee to sign and file the Notice of Completion for recordation with the County of Los Angeles Registrar-Recorder.

STRATEGIC FOCUS AREAS
Goal 5: Improve and Maintain the City's Infrastructure and Facilities (IMCIF)

EXECUTIVE SUMMARY
Dawson Park Playground area was first installed in 2003. The FY 2023-25 Adopted Two-Year Budget included $242,000 in Fund 301 (Capital Projects) for the Dawson Park upgrage project, which included the replacement of the playground structure and pour-in-place surfacing.

LEGISLATIVE HISTORY / PREVIOUS ACTIONS
The Glendora City Council approved the FY 2023-25 Adopted Two-Year Budget, inclusive of an allocation of $242,000 in Fund 301 (Capital Projects) for the completion of the Dawson Park Playground and Pour-In-Place Surfacing Project.

On March 11, 2025, City Council awarded the contract to Dave Bang and Associates Incorporated of California in the amount of $130,420.

DISCUSSION
The Dawson Park Playground, located adjacent to the Crowther Teen and Family Center, was orginally installed in 2003. After more than 20 years of use, the structure had reached the end of its service life and required replacement. The pour-in-place surfacing, which had been patched mulitple times over the years, had also exceeded its expected lifespan.

A contract for the playround renovation was awarded in March 2025, and the project was successfully completed by the end of October 2025.

FISCAL IMPACT
The FY2023-25 Adopted Two-Year Budget included $242,000 in Fund 301 (Capital Projects). City Council approved $130,420.24 for the award of contract for installation to Dave Bang and Associates Inc of California on March 11, 2025. A portion of the ten percent contingency was used bringing the final contract amount to $141,978.06. The project was completed within the approved budget. There is no fiscal impact to accepting, approving and signing the Notice of Completion. The table below outlines the cost of the project.

FY 2024-25 Budget Account Project Budget
Dawson Park Playground and Pour-InPlace Surfacing30100990- 70000 8025102 $242,000
Total $242,000
Project Expenses Costs
Dave Bang Associates Inc: Construction $141,978
Overnight Security $1,597
Playground Inspection $1,357
Total Project Cost $144,932
Remaining Budget $97,068

ENVIRONMENTAL DETERMINATION
A Notice of Exemption under CEQA was approved by the City Council on March 11, 2025, and filed with the Los Angeles County on March 19, 2025.

Prepared By: Annie Warner, Recreation Manager
Concurs With: 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_Notice_of_Completion_Dawson_Park_Playground.pdf
Rev. 08/2018
RECORDING REQUESTED BY:

CITY OF GLENDORA
WHEN RECORDED MAIL TO THIS ADDRESS:

CITY CLERK

CITY OF GLENDORA
116 E. Foothill Boulevard
Glendora, CA 91741

SPACE ABOVE THIS LINE RESERVED FOR RECORDER'S USE

NOTICE OF COMPLETION
NOTICE IS HEREBY GIVEN THAT:

1. The undersigned is OWNER or AGENT of the OWNER of the interest or estate stated below in the property hereinafter described.

2. The full name of the OWNER is: CITY OF GLENDORA

3. The full address of the OWNER is: 116 E. Foothill Boulevard, Glendora, CA 91741

4. The nature of the interest or estate of the undersigned is: (i.e., In Fee.) Fee Interest

5. A work of improvement on the property hereinafter described was COMPLETED on October 24, 2025

6. The work of improvement completed is described as follows:

Playground Installation and Pour-In-Place Surfacing at Dawson Park

7. The name of the original contractor, if any, for such work of improvement is: Dave Bang and Associates Inc. of California

8. The street address of said property is: 241 W. Dawson Ave., Glendora, CA 91740

9. The property on which said work of improvement was completed is in the City of GLENDORA, County of LOS ANGELES, State of CALIFORNIA, and is described as follows:

The scope of this project consisted of removal of existing playground structure, rubber surfacing and installing a new playground structure and pour-in-place rubber surfacing.

CITY OF GLENDORA
Date:
(Date) Signature of Owner or agent: , Mayor

VERIFICATION
I, the undersigned, declare under penalty of perjury under the laws of the State of California, that I am the Mayor of the City of Glendora of the aforesaid interest or estate in the property described in the above Notice, that I have read the said Notice, that I know and understand the contents thereof, and that the facts stated therein are true and correct. (DATE) at Glendora, California
, Mayor
Rev. 08/2018

STAFF REPORT
TO: Mayor and Council Members DATE: December 9, 2025
FROM: City Clerk DISTRICT(S): 3
SUBJECT: Ratify and accept the recommendation of the Business Improvement District (BID) Advisory Board to fill the unscheduled vacancy on the Business Improvement District Advisory Board, Office No. 2 for the term expiring June 30, 2027

RECOMMENDATION
That the City Council:

1. Ratify and accept the recommendation of the BID Advisory Board to fill the unscheduled vacancy on the Business Improvement District Advisory Board, Office No. 2 for the term expiring June 30, 2027.

STRATEGIC FOCUS AREAS
Not Applicable

EXECUTIVE SUMMARY
On October 14, 2025, the City Clerk’s Office received the resignation of Veronica Salazar, Mercantile Collective & BeSpoke Hat Bar, creating an unscheduled vacancy on the Business Improvement District (BID) Advisory Board, Office No. 2, with a term expiring June 30, 2027. In accordance with California Government Code § 54974, a Notice of Unscheduled Vacancy was posted. Recruitment and administration of the selection process for this vacancy were conducted by Joe Cina, President/CEO of the Glendora Chamber of Commerce.

LEGISLATIVE HISTORY / PREVIOUS ACTIONS
In accordance with California Government Code § 54974, Notices of Unscheduled Vacancies were posted (Attachment D) on the City's website and public bulletin boards. Additionally, notices were published in the San Gabriel Valley Examiner on October 23, and 30, 2025.

At a special meeting held on June 13, 2024, the Business Improvement District (BID) Advisory Board approved a report that recommends the City Council approve a Memorandum of Understanding (MOU) between the City and the Glendora Chamber of Commerce for the management and operation of the BID. On June 25, 2024, the City Council approved a Memorandum of Understanding with the City and Chamber of Commerce for to oversee the Business Improvement District (BID) Advisory Board (Attachment B) and Ordinance 2088 (Attachment C). In subsection to 2.18.050(a) "Appointment (2) With respect to the Glendora Village Business District, the Business District Advisory Board shall recommend members for appointment with the consent of the City Council as requried by state law. The Business Improvement District (BID) Advisory Board bylaws prescribe the process by which board members are selected for appointment."

DISCUSSION
Pursuant to the established Business Improvement District (BID) Advisory Board procedures (Attachment B), the Glendora Chamber of Commerce coordinates the recruitment process for BID Advisory Board members. Following recruitment, the BID Advisory Board selects a recommended appointee and forwards the recommendation to the City Council for ratification at a regularly scheduled meeting.

The BID Advisory Board has recommended Katy Fosselman of Ice Cream Shop to fill the unscheduled vacancy for Office No. 2, with a term expiring June 30, 2027.

Staff respectfully requests that the City Council accept the BID Advisory Board’s recommendation and ratify the appointment.

FISCAL IMPACT
There are no fiscal impact associated with the recommendation in this report.

ENVIRONMENTAL DETERMINATION
There are no CEQA impacts associated with the recommendation in this report.

Prepared By: Lorena Cordova, City Clerk Specialist
Concurs With: Not Applicable
Reviewed By: Kathleen Sessman, City Clerk/Communications Director Joe Cina, President / CEO of Glendora Chamber of Commerce 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. Ratify and Accept Business Improvement District - Delivery Under Separate Cover.pdf Regular City Council Meeting of Tuesday, December 9, 2025 Ratify and accept the recommendation of the Business Improvement District (BID) Advisory Board to fill the unscheduled vacancy on the Business Improvement District Advisory Board, Office No. 2
for the term expiring June 30, 2027
(Attachments to be provided under separate cover)
1 MEMORANDUM OF UNDERSTANDING BETWEEN THE

CITY OF GLENDORA AND THE GLENDORA CHAMBER OF COMMERCE

FOR THE MANAGEMENT AND OPERATION OF THE GLENDORA VILLAGE

BUSINESS DISTRICT
This Memorandum of Understanding (“MOU” / “Agreement”) is made and entered into this _____ day of __________ 2024 (“Effective Date”) by and between the CITY OF GLENDORA, a California municipal corporation (“City”), and the GLENDORA CHAMBER OF COMMERCE, a California nonprofit 501(c)(6) organization (“Chamber” / “Manager”), are sometimes referred to in this MOU individually as a “Party” and collectively referred to as the “Parties.” The Parties hereto agree as follows:

RECITALS
WHEREAS, under the Glendora Municipal Code (“GMC”) Chapter 5.40, the City Council of the City of Glendora previously established the Glendora Village Business District (“District”) in 2009, as provided by the Parking and Business Improvement Area Law of 1989 (California Streets and Highway Code Section 36500 et seq. (the “1989 Law”); and WHEREAS, the District promotes the physical and financial vitality of the Glendora Village as a means of providing tax revenues, and physical, economic, and social stability to the Glendora community; and
WHEREAS, the Chamber is a membership association of business owners and residents committed to encouraging business and economic development within the City; and WHEREAS, the Chamber works cooperatively with local businesses, and other organizations, to improve the economic well-being and quality of life in Glendora; and WHEREAS, the Chamber is a leading advocate for business growth in Glendora; and WHEREAS, the City has worked with the Chamber to negotiate the terms under which the Chamber shall take over the primary responsibilities for the management, oversight of the District and its operations; and
WHEREAS, the Chamber desires economic and administrative assistance from the City to perform the tasks and duties associated with the management of the District; and WHEREAS, the City is amenable to providing monetary compensation and limited administrative support as defined within this MOU.

NOW, THEREFORE, in consideration of the mutual covenants, promises and agreements contained herein, City and Chamber hereby agree as follows:

Section 1. PURPOSE
GMC Chapter 5.40 established a parking and business improvement district within the City known as the Glendora Village Business District (“District”) pursuant to the 1989 Law. The purpose of this MOU is to define the roles and responsibilities of the City and the Chamber, with regard to the management and operation of the District.

DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 June
25th
2 Section 2. DEFINITIONS
For the purpose of this MOU, the terms listed below are defined as follows:

2.1. Activities. The improvements and activities within the District which shall conform to those set forth in Section 5.40.020(e) of the GMC and shall be described in each Annual Plan.

2.2. Annual Plan. A report prepared for each Fiscal Year for which Assessments are to be levied and collected to pay for the costs of the Activities. The Annual Plan shall include, but not be limited to, the boundaries of the District, the basis and method of levying the Assessments (assessment methodology), and any changes in the classification of businesses, if a classification is used, pursuant to California Streets and Highways Code Section 36533.

2.3. Assessments. All funds collected by City from each Member Business pursuant to the authority of the 1989 Law. The Assessments collected from each for Member Business within the District shall be set forth in each Annual Plan.

2.4. Default. The occurrence of any of the following: (a) any failure of a Party to perform any of such Party’s obligations under this MOU; (b) Any failure by a Party to pay, deposit or deliver, when and as this MOU requires, any amount of money, or surety or evidence of any insurance coverage required to be provided under this MOU; (c) any failure of a Party to comply with any restriction or prohibition in this MOU; or (d) any other event or circumstance that, with passage of time or giving of Notice, or both, would constitute a breach of this MOU by a Party.

2.5. District Advisory Board. The District Advisory Board shall consist of the individuals appointed by the City Council pursuant to Chapter 2.18 of the GMC and the Bylaws of the Glendora Village Business District, dated December 11, 2009 (as amended from time to time, the “Bylaws”).

2.6. Effective Date. Defined in Section 3 of this MOU.

2.7. Fiscal Year. Each time period beginning on July 1 and ending on the immediately following June 30.

2.8. GAAP. Generally Accepted Accounting Principles.

2.9. GAGAS. Generally Accepted Government Audit Standards.

2.10. Laws. All laws and ordinances applicable to the District, including, without limitation, the 1989 Law and the GMC.

2.11. Member Business. A business located within the boundaries of the District that is subject to paying Assessments under Chapter 5.40 of the GMC.

2.12. Notice. Any consent, demand, designation, election, notice or request relating to this MOU.

All Notices must be in writing.

2.13. Other Revenue. Defined in Section 10.1.

DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 3 2.14. Person. Any association, corporation, governmental authority, individual, joint venture, jointstock company, limited liability company, partnership, trust, unincorporated organization or other entity of any kind.

2.15. Records. All administrative or financial records relating to the District, Assessments, Activities, Reserve Funds, Other Revenue or any such other documents as required under this MOU which shall be prepared or gathered by Manager, including, without limitation, all ledgers, book of accounts, papers, invoices, receipts, accounting records, reports, financial disclosures, audits, other disclosures, certifications, work product, and any other documents, data, or agreements. ledgers, books of accounts, invoices, vouchers, canceled checks, reports, studies or other documents relating to the Assessments, Other Revenue, Reserve Funds, and any disbursements of funds and/or the services.

2.16. Reserve Funds. Defined in Section 9.2.

2.17. Residual Assessments. Defined in Section 9.1.

2.18. State. The State of California.

Section 3. TERM OF AGREEMENT
This MOU shall become effective July 1, 2024 (“Effective Date”) and shall continue year to year thereafter provided (the “Term”); provided however, that either Party may terminate this MOU as set forth in Section 19 of this MOU.

Section 4. BUDGET
The Manager will prepare a Budget to the City by January 31st of each Fiscal Year for the District Advisory Board to consider for recommendation to the City Council for approval. The Budget will include the source of revenues and the associated amounts, including Assessments from Member Businesses and Other Revenue (as defined below) and allocated amounts for each of the planned Activities for the upcoming Fiscal Year. Revenue generated by District Activities (i.e., Other Revenue), shall be collected and held by the Manager in accordance with Section 10.

Section 5. MANAGEMENT FEE
In exchange for the services performed by Manager as provided under this Agreement, City agrees to compensate the Manager as follows:

City will pay up to fifty-thousand dollars ($50,000.00) annually (“Management Fee”). A portion thereof payable in monthly installments of four-thousand one-hundred and sixty-six dollars ($4,166.00) beginning the first day of the month after the execution of this MOU and continuing on the first day of each month thereafter during the Term of this MOU. Payment to the Manager will only be made upon receiving a proper invoice sufficiently in advance of the City’s weekly Friday warrant runs.

Section 6. PERSONNEL ASSIGNED TO SCOPE OF WORK

6.1. Community Development Director, or his/her designee, is hereby designated as being the representative of the City authorized to act on its behalf with respect to the work and services specified herein.

6.2. The Manager’s President/CEO is hereby designated as being the representative for the Manager and is authorized to act on its behalf with respect to the work and services DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 4 specified herein. Manager shall utilize administrative personnel to assist in performing services pursuant to this Agreement. All personnel of the Manager, and any authorized agents, shall be under the exclusive direction of the Manager.

Section 7. MANAGER RESPONSIBILITIES
Manager will provide the following services to the City in exchange for payment as provided in Section 5 of this MOU:

7.1. District Management. Manager shall oversee, coordinate, and perform all Activities necessary for the management of the District in a professional and prudent manner and in accordance with all Laws and the Budget. More specifically, Manager shall do all of the following with direction from the District Advisory Board:

7.1.1. Objectives. Establish objectives for evaluating and strengthening the existing businesses within the District and explore methods of attracting new businesses into the District.

7.1.2. Promotional Strategy. Develop a general promotional strategy tailored to the businesses within the District.

7.1.3. Liaison. Establish a liaison with businesses and explore opportunities, strategies and objectives of supporting businesses within the District.

7.1.4. Banners. Manager shall manage the District’s banner program by maintaining all banners, coordinating the removal and installation of banners, and reserving downtown banner space with the City.

7.1.5. Dissemination of Information. Manager has an important role in the District and shall disseminate information that is accurate and consistent with City’s District program as described in the GMC. The Manager shall disseminate information to every Member Business regularly, but not less than quarterly that includes information about: District highlights; City affiliated programs; District events, activities, services and Budget.

7.1.6. Performance Metrics. Collect data including: (a) ratio of annual Assessment amount to total annual Budget; (b) performance of Activities listed in the Annual Plan and (c) ground floor vacancy rate. This requirement may change annually following discussions with the City.

7.1.7. District Bylaws. Prepare and propose amendments to the District Bylaws from time to time as and when requested by the City.

7.2. Annual Plan. Commencing on January 31, 2025, and on the thirty-first (31st) day of each January this MOU is in effect, Manager shall submit to the City an Annual Plan, as described in the 1989 Law.

7.3. Procurement of Goods and Services. All procurement of goods and services by Manager in administration of the District that obligates or will result in the expenditure of any Assessments or Other Revenue shall comply with Section 5.40.090 of the GMC. Manager shall establish its own procurement policy, or adopt the City’s, for the procurement of such goods and services. Manager shall establish and adopt a procurement policy for the expending any District funds within three (3) months of the Effective Date of this MOU.

DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 5 7.4. Nonprofit Status. Manager shall at all times during the Term be a Federal and State nonprofit corporation in good standing.

7.5. Open and Public Meetings. Manager acknowledges and agrees that because Manager will be expending public funds in the form of Assessments and Other Revenue under this Agreement, all portions of meetings of the District’s Board of Directors at which this Agreement, Activities, Assessments, or Other Revenue are discussed shall be conducted in accordance with the Ralph M. Brown Act, California Government Code sections 54950- 54963 and the California Public Records Act, Government Code section 6250 et seq.), each as amended.

7.6. District Advisory Board Appointment Recommendations. The Manager shall make recommendations to the City for members to be appointed by the City Council pursuant to GMC 2.18.050.(a).

7.7. District Website. Manager shall maintain an official District website and shall post on such official District website all of the following: (a) District Advisory Board roster (names and business affiliations); (b) all regular District Advisory Board and committee meeting agendas; (c) all approved District Advisory Board and committee meeting minutes; (d) District’s bylaws; (e) all annual audits, reports and financial statements or disclosures prepared by Manager or provided by Manager to the City under Section 12; and (f) this Agreement, including exhibits and any amendments to this Agreement. All items required to be posted on the District website under this Section 7.6 shall be maintained on the website for a minimum of five (5) years.

7.8. The City’s Community Development Director, or his/her designee, shall consult the Manager as needed to provide work program for the District’s Activities and expenditures and shall coordinate with the Manager such work program development and implementation, program administration, and plans and reports.

7.9. Manager shall administer the entire work program in a prudent manner. Manager assumes responsibility for contracting for support services as required and paying for all such direct out-of-pocket expenses as may be necessary for the timely completion of work. Obligations or expenditures for items not meeting the requirements of the Annual Plan, this MOU, and all Laws shall not be paid through Assessments collected for the District.

7.10. Manager shall serve as a liaison with each Member Business, which shall include holding an annual public meeting to be noticed in writing to all assessed business establishments in the District. The meeting will be conducted in order to allow the business establishments to familiarize themselves with District functions and to inform the District of their concerns and desires. City’s Community Development Director, or her/his designee, shall attend as a member of the panel to provide information as required.

7.11 Manager shall provide sales and marketing services which provide a specific benefit to businesses in the District as described in the adopted Annual Plan.

7.12 Manager shall apply for the City’s Special Event Permit for Activities held in the public right of way, specified in Section 9.56.010 of the GMC, in a timely manner for sufficient review and processing by City.

Section 8. CITY RESPONSIBILITIES
DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 6 City will serve as a liaison to the Manager in the administration of the District, which shall generally consist of the following:

8.1. City shall be responsible for mailing monthly assessment notices and first delinquent notices, for receiving the assessments and for authorizing disbursements of collected funds to Manager. City may, but is not obligated by this MOU, or any other policies, rules, regulations, or laws, to perform any further collection efforts beyond the mailing of the annual assessment notices and first delinquent notices.

8.2. City shall, within six (6) months of the Effective Date of this MOU, administer, and coordinate, training for the Manager’s President/CEO on provisions of the Ralph M. Brown Act, California Government Code sections 54950-54963 and the California Public Records Act, Government Code section 6250 et seq within six (6) months of the Effective Date of this MOU.

8.3. City shall, within six (6) months of the Effective Date of this MOU, coordinate and provide training on GAAP, GAGAS, and procurement requirements necessary to implement the Activities included in the Annual Plan.

8.4. City shall provide Manager standard forms and templates to comply with requirements specified in, but not limited to, Section 7 and 12 of this MOU.

8.5. City shall assist in the annual noticing and public hearing process as required by the 1989 Law, and the provisions in the GMC, for the adoption of Annual Plan by the City Council.

City shall assist in facilitating the District Advisory Board’s recommendation to the City Council to approve the Annual Plan each year.

Section 9. ASSESSMENT ADVANCES

9.1. Disbursements. City will calculate and disburse Assessments to Manager up to the total Budget amount for each Fiscal Year during the Term under the procedures described in EXHIBIT A attached to this Agreement. The total Assessments provided to the Manager each Fiscal Year under this Agreement shall not, under any circumstances, exceed the total Budget for that Fiscal Year. If Assessments collected by District (through either City or Manager) in a Fiscal Year exceed the total Budget amount for that Fiscal Year (such excess amount being “Residual Assessments”), the Residual Assessments will be available for budgeting for Activities for the immediately following Fiscal Year of the District, subject to City Council approval of the Budget for the immediately following Fiscal Year.

9.2. Initial Disbursement. City shall disburse all funds held by the City in its Glendora Village Business District Fund, which funds consist of the amount of $50,000 (the “Reserve Funds”) to Manager, within thirty (30) days of the Effective Date of this MOU. The Manager shall hold all Reserve Funds on behalf of the City in a segregated / separate account of the Manager and shall only be entitled to use / apply such Reserve Funds towards District Activities if the City Council authorizes the use / application of Reserve Funds in connection with its approval of the Budget for any Fiscal Year.

9.3. Manager Collections. Manager shall not collect Assessments directly from Member Businesses without the prior written approval from the City. Manager shall separately account to City for such Assessments and shall only use such Assessments to pay for performance of Activities authorized in the Budget.

DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 7 9.4. Submittals. If Manager fails to timely submit to City any report, financial statement, audit or other matter required to be submitted by Manager to City under Section 12, City may stop future Assessment disbursements until such time as the overdue item is received and determined by City to comply with the requirements of this MOU. Failure to timely submit to the City any report, financial statement, audit or other matter required to be submitted by Manager to City may also result in termination of this MOU by the City.

9.5. Assessment Expenditure. Assessments may only be expended on Activities and in amounts authorized in the Budget for the applicable Fiscal Year. Any expenditure inconsistent with the Budget, or not supported with proper documentation, as described in EXHIBIT A attached to this MOU, shall be considered an ineligible expenditure. Upon determining that Manager has made an ineligible expenditure, City may stop future Assessment disbursements or reduce future Assessment disbursements. Nothing in this Section 9.5 shall waive or prevent City from exercising any or all other rights or remedies that may be available to City under this MOU, at law or in equity for a Default resulting from Manager making an ineligible expenditure of Assessments.

9.6. Unexpended Assessments. Manager will use its best efforts to fully expend budgeted Assessments by the end of each Fiscal Year. If Manager is holding any unexpended Assessments at the end of a Fiscal Year, the District Advisory Board may program such Assessments for expenditure on Activities authorized in the Budget for the immediately following Fiscal Year, subject to City Council approval of the Budget for the immediately following Fiscal Year and extension of the Term to cover such Fiscal Year.

9.7. Adjustments between Budget Categories or Line Items. Manager may make adjustments between expenditure categories or between line items in the Budget. Adjustments shall be reported to the District Advisory Board, and to the City, as part of a Monthly Financial Report.

The Monthly Financial Report shall explain the adjustment. The District Advisory Board may approve adjustments (where the sum of the expenditure category adjustments does not exceed 20% of the overall Budget or where the adjustments are 20% or less of the affected line item that is being reduced).

9.8. If Manager dissolves itself or terminates this MOU pursuant to the provisions in Section 19 below, prior to or upon the expiration of this MOU, then any unexpended monies held by Manager (including all Reserve Funds) shall be returned to City no later than 30 days from the time of dissolution or such termination. Any Assessments collected by City prior to Manager’s dissolution or termination of this MOU, and not yet disbursed to Manager shall be retained by City and used for any purpose permitted by the Annual Plan and District.

Section 10. OTHER REVENUE

10.1. If Manager collects any funds other than Assessments (“Other Revenue”) pursuant to its management, operation, and Activities of the District, Manager shall use and apply such Other Revenue towards the Activities of the District.

10.2. Other Revenue shall not be collected by the City, but directly by the Manager and accounted for in the same manner as that of Assessments and shall only use such Other Revenue to pay for performance of Activities authorized in the Budget. If Manager is holding any unexpended Other Revenue at the end of a Fiscal Year, the District Advisory Board may program such Other Revenue for expenditure on Activities authorized in the Budget for the immediately following Fiscal Year, subject to City Council approval of the Budget for the immediately following Fiscal Year and extension of the Term to cover such Fiscal Year.

DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 8 Section 11. INSURANCE

11.1 Prior to the Effective Date, Manager shall obtain all insurance coverage and policies required by the City in the type and amounts outlined below and shall provide evidence of same to City. Manager shall maintain all of the insurance coverage required to be obtained under this Section 11 throughout the Term.

11.1.1. General liability insurance. Manager shall maintain commercial general liability insurance with coverage in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended.

11.1.2. Automobile liability insurance. Manager shall maintain automobile insurance covering bodily injury and property damage for all activities of the Manager arising out of or in connection with Services to be performed under this MOU, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident.

11.1.3. Worker’s Compensation insurance. Manager shall maintain Worker’s Compensation Insurance and Employer’s Liability Insurance as required by the State of California, with limits of at least $1,000,000 per accident for bodily injury or disease.

11.1.4. Professional liability (errors & omissions) insurance. Manager shall maintain professional liability insurance that covers the Services to be performed in connection with this MOU, in the minimum amount of $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this MOU and Manager agrees to maintain continuous coverage through a period no less than three (3) years after completion of the services required by this MOU.

11.2 General Insurance Requirements.

11.2.1. Proof of insurance. Manager shall provide certificates of insurance to City as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for Workers’ Compensation. Insurance certificates and endorsements must be approved by City’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with City at all times during the term of this MOU. City reserves the right to require complete, certified copies of all required insurance policies, at any time.

11.2.2. Duration of coverage. Manager shall procure and maintain for the duration of this MOU, insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the Services hereunder by Manager, its agents, representatives, employees or subconsultants.

11.2.3. Primary/noncontributing. Coverage provided by Manager shall be primary and any insurance or self-insurance procured or maintained by City shall not be required to contribute with it. The limits of insurance required herein may DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 9 be satisfied by a combination of primary and umbrella or excess insurance.

Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and noncontributory basis for the benefit of City before the City’s own insurance or self-insurance shall be called upon to protect it as a named insured.

11.2.4. Additional insured status. General liability and Automobile Liability policies shall provide or be endorsed to provide that City and its officers, officials, employees, and agents, and volunteers shall be additional insureds under such policies. This provision shall also apply to any excess/umbrella liability policies.

11.2.5. Waiver of subrogation. All insurance coverage maintained or procured pursuant to this MOU shall be endorsed to waive subrogation against City, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow Manager or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Manager hereby waives its own right of recovery against City and shall require similar written express waivers and insurance clauses from each of its subconsultants.

11.2.6. Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or that is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VI (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the City’s Risk Manager.

11.2.7. Notice of cancellation. Manager agrees to oblige its insurance agent or broker and insurers to provide to City with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage.

11.2.8. Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that Manager’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.

11.2.9. Self-insured retentions. Any self-insured retentions must be declared to and approved by City. City reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible. Selfinsurance will not be considered to comply with these specifications unless approved by City.

11.2.10. Timely notice of claims. Manager shall give City prompt and timely notice of claims made or suits instituted that arise out of or result from Manager’s performance under this MOU, and that involve or may involve coverage under any of the required liability policies.

DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 10 11.2.11. Additional insurance. Manager shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work.

11.3 All Activities performed by the District shall be covered under City’s umbrella insurance in instances where a Special Event Application, pursuant to GMC Chapter 5.32, is submitted by Manager and a Special Event Permit is issued by the City, as specified in Section 7.11 of this MOU.

Section 12. REPORTS AND AUDITS

12.1. Monthly Financial Report. Manager shall, in accordance with GAAP, complete a Monthly Financial Report and submit to City for each month during the Term. The Monthly Financial Report shall summarize expenses, revenue, and fund balance (including the balance of the Reserve Funds). Manager shall maintain all Records for all transactions. Each Monthly Financial Report shall be prepared by Manager and submitted to City in accordance with the requirements of EXHIBIT A attached to this MOU.

12.2. Annual Performance Report. Manager shall submit an annual performance report to City for each Fiscal Year during the Term summarizing the Manager’s Activities performed during the applicable Fiscal Year and detailing the Manager’s revenue and expenditures during the applicable Fiscal Year (each, an “Annual Performance Report”). Each Annual Performance Report shall be delivered to City and posted to the District Website within 90 days after the end of each Fiscal Year.

12.3. Annual Budget. On or before each January 1 during the Term, Manager shall deliver a draft Budget for the immediately following Fiscal Year to City. On or before each January 31 during the Term, Manager shall deliver a final Budget (the “Budget”) for the immediately following Fiscal Year to City. Each draft and final Budget shall include: (a) budgeted amounts; (b) narrative describing the proposed Activities within the District during the applicable Fiscal Year; (c) the estimated costs, by category, of performing all Activities planned for the applicable Fiscal Year; (d) any estimated amount of surplus or deficit in Assessments (anticipated to be held by Manager, and separately, any unreconciled Assessments anticipated to be held by Manager) to be carried over from the then current Fiscal Year into the immediately following Fiscal Year; (e) any anticipated Other Revenue to be received by Manager in the immediately following Fiscal Year that will be expended on Activities; and (f) an itemization of the amount of money held in the Reserve Fund and any need for the use of Reserve Funds toward District Activities for the upcoming Fiscal Year. Each Budget shall be formatted using a template provided by the City.

12.4. Audit. Manager shall prepare and submit to the City an audit or financial review conducted in accordance with GAGAS within 180 days after the end of each Fiscal Year. City, at its sole discretion, reserves the right to require an annual audit. Manager shall submit a copy of each and any management letters issued by the auditor for each such audit or financial review to City within 180 days after the end of the applicable Fiscal Year. If Manager is subject to an audit from a source other than City, Manager shall provide a copy of the audit to City within thirty (30) calendar days after receipt. Manager shall provide in any agreement it enters into with an audit firm for performance of any and all audits referenced in this MOU that the audit firm shall provide City access to the working papers of the auditor(s) who prepare(s) the audit(s), that Manager waives any claim of privilege or confidentiality regarding, and consents to and authorizes the audit firm to release to City, any and all information obtained or utilized by such audit firm as the basis of any audit report issued by DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 11 the audit firm. Manager shall utilize the City’s audit firm in exchange for the reimbursement of the cost of services.

12.5. Adverse Audit Findings. If any type of audit or monitoring review reveals any pattern of suspicious or questionable financial activity by Manager or District, the City, in its sole and absolute discretion, shall have the right to immediately suspend this MOU, in whole or in part, to further investigate such matter or pursue any other rights or remedies for such Default available to the City under this MOU, at law or in equity.

12.6. Cooperation. Manager shall fully cooperate with the City and any other auditors in any review or investigation of the Manager’s conduct or action(s) relating to this MOU or money received under this MOU.

Section 13. RECORDS
Manager acknowledges and agrees that because Manager will be expending and holding public funds in the form of Assessments, Other Revenue, and Reserve Funds under this Agreement, all Records produced by or on behalf of Manager relating to this Agreement, Activities, Assessments, Other Revenue, or Reserve Funds are subject to the California Public Records Act, California Government Code sections 6250-6276.48.

13.1. Ownership of Records. The work product prepared or acquired by Manager pursuant to this Agreement including, but not limited to, any and all Records, documents, memoranda, agreements, plans, reports, and materials shall be and shall remain the property of the City and the District for the exclusive use of the District. No Records shall be shown to any other Person, except as authorized by the City in writing, or where such Records are subject to disclosure under the California Public Records Act or other Law, as determined by the City Attorney of the City.

13.2. Maintenance, Inspection and Photocopying. Manager and its subcontractors shall maintain all Records during the Term and the Retention Period (defined in Section 13.3). All Records shall be kept at the Manager’s regular place of business in the City of Glendora. At any time during normal business hours and as often as requested, Manager shall make available to the City or any of City’s authorized representatives, all Records for the purposes of review, auditing and copying. The Manager shall pay for the costs of any audit performed by, or at, the direction of the City.

13.3. Records Retention Period. Manager shall maintain Records for at least three (3) years after expiration or termination of this MOU and Manager performing all of its obligations under Section 19 (“Retention Period”). At all times during the Retention Period, Manager shall permit City or any of City’s authorized representatives to inspect and photocopy any and all Records. After expiration of the Retention Period, Manager shall provide City with thirty (30) days’ Notice of its intent to dispose of any Records. Manager shall provide any and all Records to City upon Notice from City requesting the Records during this thirty (30) day time period.

Section 14. CONFIDENTIALITY
Manager agrees that all information gained in the performance of this MOU, shall be considered confidential, unless such information is in the public domain. Manager shall not release or disclose any such information to any Person, other than the City, without prior written authorization from City. Confidential documentation should be kept in a secure location.

DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 12 Section 15. ASSIGNMENT AND ASSUMPTION
City and Manager shall not assign any of its interest or obligations under this MOU to any other party without the prior written consent of the other. Any attempt by Manager to assign or transfer its rights or obligations without such prior written consent shall be null and void and may, at the option of City, automatically terminate this MOU.

Section 16. INDEMNIFICATION

16.1. Manager agrees to, and shall defend, indemnify, protect and hold harmless the City, its elective and appointive boards, officers, officials, employees, agents and volunteers (collectively, the “Indemnified Parties”) from and against, and will hold and save them and each of them harmless from, any and all actions, either judicial, administrative, arbitration or regulatory claims, damages to persons or property, losses, costs, penalties, obligations, errors, omissions or liabilities whether actual or threatened (herein “claims or liabilities”) that may be asserted or claimed by any Person, firm or entity arising out of or in connection with the negligent performance of the terms binding upon Manager set forth herein or any activities or obligations contemplated herein of Manager, its officers, employees, agents, subcontractors, invitees, or any individual or entity for which Manager is legally liable (“indemnitors”), or arising from Manager’s or indemnitors’ reckless or willful misconduct, or arising from Manager’s or indemnitors’ negligent performance of or failure to perform any term, provision, covenant or condition of this MOU, except claims or liabilities occurring as a result of City’s sole negligence or willful acts or omissions. The provisions of this paragraph shall survive the termination of this MOU.

16.2. City agrees to, and shall defend, indemnify, protect and hold harmless Manager, its elective and appointive board, officers, officials, employees, agents and volunteers (“Manager Indemnitees”) from and against any and all claims, demands, losses, defense costs, fines, penalties, expenses, causes of action and judgements at law or in equity of any kind of nature which Manager and/or any Manager Indemnitees may sustain or incur or which may be imposed upon them due to City’s failure to perform any term, provision, or covenant set forth in this MOU, except for any claims or liabilities of Manager set forth in Section 16.1 above. The provisions of this paragraph shall survive the termination of this MOU.

16.3. The Parties recognize that over a period of time, specific duties and responsibilities may change due to alteration in law and/or policies. As such, the Chamber President/CEO and City Manager (or such person as may be designated by the City Manager), shall meet at least annually to discuss any changes needed in the scope of this MOU. Any changes must be agreed upon mutually by both Parties. There shall be no change in the financial contribution due to Manager unless the City Council approves of same.

SECTION 17. MODIFICATION
Modifications of this MOU shall be made by mutual consent of the Parties, by the issuance of written modification, signed and dated by both parties, prior to any changes being made.

SECTION 18. NOTICES
All Notices given hereunder shall be provided (i) by personal delivery which will be deemed received on the day of delivery; (ii) by national overnight delivery service which shall be deemed received the following day; (iii) by email, so long as written notice is concurrently provided by mail, overnight delivery, or personal delivery; or (iv) by mailing the same by registered or certified US mail, return receipt requested. A Notice shall be effective as follows: (a) if by personal delivery on the date of DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 13 delivery if personally delivered before 5:00 p.m. prevailing local time, otherwise on the day following personal delivery; (b) if by e-mail on the date of delivery if delivered before 5:00 p.m. prevailing local time, otherwise on the day following delivery, (c) if mailed, two (2) business days following the date the notice is postmarked, or (d) if sent by overnight courier, on the day following delivery to the overnight courier.

City of Glendora Glendora Chamber of Commerce
Attn: Community Development Director Attn: President & CEO 116 E. Foothill Blvd. 224 N. Glendora Ave.

Glendora, CA 9174 Glendora, CA 91741
Email: [email protected] Email: [email protected] SECTION 19. DEFAULT; TERMINATION

19.1 Default; Termination Rights. In the event that Manager is in Default under the terms of this MOU, the City shall not have any obligation or duty to continue compensating Manager for any work performed after the date of Default (including any Management Fee). In the event of such Default, the City may give Notice to Manager of the Default and the reasons for the Default. If Manager fails to remedy the Default within five (5) business days following receipt of Notice from the City, then the City may terminate this MOU immediately, and/or remedy such deficiency and, within ten (10) days following delivery to Manager of written demand, which shall include reasonable documentation, Manager shall reimburse the City, for one hundred ten percent (110%) of any actual costs incurred by the City for curing such Default.

During the period of time that Manager is in Default, the City shall hold all invoices / payments otherwise due to Manager.

19.2 Termination for Convenience. During the Term of this MOU, the Manager or City may terminate this MOU upon ninety (90) days prior written notice (the “Notice of Termination”).

The Notice of Termination shall specify the date upon which such termination becomes effective.

19.3 If this MOU expires or is terminated, Manager shall complete any and all additional work necessary for the orderly filing of documents and closing of Manager’s performance of its obligations under this MOU, including delivering to City on or before the expiration or termination date of this MOU: (a) all Records, work product, leases, and agreements prepared or completed in connection with, or related to, Manager’s performance under this MOU; (b) all Assessments, accounts receivable attributable to the use of Assessments, Other Revenue, all Reserve Funds, and any other assets of the District; and (c) the final Annual Report covering the last Fiscal Year during the Term or applicable portion of such Fiscal Year.

SECTION 20. MISCELLANEOUS
No officer or employee of the City shall be personally liable to Manager, or any successor in interest, in the event of any default or breach by the City or for any amount, which may become due to the Manager or to its successor, or for breach of any obligation of the terms of this Agreement.

It is understood that there are no oral agreements between the Parties hereto affecting this Agreement and this Agreement supersedes and cancels any and all previous negotiations, arrangements, agreements and understandings, if any, between the Parties, and none shall be used to interpret this Agreement. This Agreement may be amended at any time by the mutual consent of the Parties by an instrument in writing.

DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 14 If either Party to this Agreement is required to initiate or defend or made a party to any action or proceeding in any way connected with this Agreement, the prevailing party in such action or proceeding, in addition to any other relief which any be granted, whether legal or equitable, shall be entitled to reasonable attorney’s fees, whether or not the matter proceeds to judgment.

This Agreement may be executed in counterparts, each of which shall be deemed to be an original, and such counterparts shall constitute one and the same instrument. Each of the Parties intend to be bound by the signatures on any telecopied, .pdf or other electronically delivered document, and are aware that the other Party will rely on the telecopied, .pdf or other electronically delivered signatures, and hereby waive any defenses to the enforcement of the terms of this Agreement based on the form of signature.

The persons executing this Agreement on behalf of the Parties hereto warrant that (i) such Party is duly organized and existing, (ii) they are duly authorized to execute and deliver this Agreement on behalf of said Party, (iii) by so executing this Agreement, such Party is formally bound to the provisions of this Agreement, and (iv) the entering into this Agreement does not violate any provision of any other Agreement to which said Party is bound. This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the Parties.

SECTION 21. PRINCIPAL CONTACTS
The principal contacts for this MOU are:

For City of Glendora:

Adam Raymond, City Manager
City of Glendora
116 E. Foothill Blvd.

Glendora, CA 91741
(626) 914-8201
Jeff Kugel, Community Development Director
City of Glendora
116 E. Foothill Blvd.

Glendora, CA 91741
(626) 914-8214
For Glendora Chamber of Commerce:

Joe Cina, President / CEO
Chamber of Commerce
224 N. Glendora Ave.

Glendora, CA 91741
(626) 963-4128
[SIGNATURE PAGE FOLLOWS]
DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 1 IN WITNESS WHEREOF, the Parties hereto have executed this MOU as of the Effective Date set forth above.

City of Glendora Glendora Chamber of Commerce
By: By:

Adam Raymond
City Manager
Joe Cina
President/CEO
Date: Date:

Approved as to Form:

Aleshire & Wynder, LLP
Danny Aleshire, City Attorney
Attest:

Kathleen R. Sessman
City Clerk
DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 Jul 3, 2024 | 1:55 PM PDT Jun 19, 2024 | 9:53 AM PDT
01240.0002/988229.3 2 | P a g e

EXHIBIT A

ASSESSMENT DISBURSEMENT AND MONTHLY REPORTING PROCEDURES During the first two business days of each month, the City’s Community Development Director, or his/her designee, shall determine the Assessments posted into the District account during the immediately preceding month. The City’s Community Development Director, or his/her designee, shall submit a payment request to the City’s Finance Division for that amount within ten (10) business days and include a copy of the “invoice” document specifying the relevant approved resolution and agreement authorizing the monthly disbursement. The amount to be disbursed in a particular month shall be provided to Manager within the first five (5) business days of that month. The
City’s Finance Division shall review the request and, if appropriate, release the payment within thirty (30) days after the first business day of each month.

Manager shall establish and maintain a separate bank account for deposits and accounting of Assessment disbursements and Other Revenue associated with the District.

Manager is required to register with City for the ACH payment program. Once the payment request is authorized by City’s Finance Division, ACH payments are generally deposited into the receiving bank account within two to three business days, but City does not guarantee deposits in any particular time period.

Manager shall submit a Monthly Financial Report to City for each month during the Term on or before the 25th day of the following month.

Only Activity expenses in the Budget may be submitted with a Monthly Financial Report to document use of Assessments. Failure to submit a Monthly Financial Report on or before its due date will result in all future Assessment disbursements being stopped, until all overdue Monthly Financial Reports are received by City and determined to be in compliance with the requirements of this MOU.

DocuSign Envelope ID: F39E6199-FEE1-45F9-89CA-FECE23B65BE0 Certificate Of Completion
Envelope Id: F39E6199FEE145F989CAFECE23B65BE0 Status: Completed Subject: For Your Signature: MOU - Chamber of Commerce (06.25.2024) Source Envelope:

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116 E Foothill Blvd
Glendora, CA 91741
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Joe Cina
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Accepted: 2/9/2023 10:45:54 AM
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Adam Raymond
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City Manager
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Kathleen Sessman
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City of Glendora
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Desiree Valdivia
[email protected]
Office Coordinator
City of Glendora
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ORDINANCE NO. 2088
AN ORDINANCE OF THE CITY COUNCIL ADDING SECTION 5.40.110 “DELEGATION OF ADMINISTRATION” TO CHAPTER 5.40
“GLENDORA VILLAGE BUSINESS DISTRICT,” AND AMENDING
SECTION 2.18.050 “APPOINTMENT” OF CHAPTER 2.18 “CITY
BOARDS AND COMMISSIONS” OF THE GLENDORA MUNICIPAL
CODE

THE CITY COUNCIL
City of Glendora, California
WHEREAS, in 2009, the Glendora Village Business Association requested that the City of Glendora initiate proceedings to form a Business Improvement District as permitted under the Parking and Business Improvement Area Law of 1989 (California Streets and Highway Code Section 36500 et seq.); and
WHEREAS, on July 28, 2009, the Glendora City Council adopted Ordinance 1922 adding Chapter 5.40 to the Glendora Municipal Code (GMC) and establishing the Glendora Village Business District (GVBD), as provided by the Parking and Business Improvement Area Law of 1989 (California Streets and Highway Code Section 36500 et seq.); and WHEREAS, the By-Laws of the GVBD state that its purpose is to assist the City of Glendora in the promotion of the physical and financial health of the Glendora Village as a means of providing tax revenues, and physical, economic, and social stability to the City of Glendora at large; and
WHEREAS, for the past fifteen years, the GVBD has executed its mission by contributing to improving the appearance of the Glendora Village, promoting and advertising through a range of media outlets, coordinating communications among the GVBD businesses, and sponsoring annual events within the Glendora Village, including the Holiday Stroll and Wine Walk; and
WHEREAS, the Glendora City Council has determined that it is in the best interest of the City and the GVBD to allow for the City of Glendora to delegate the administration of the Glendora Village Business District to a non-profit entity who shall implement the improvements, maintenance, and activities of the Glendora Village Business District; and WHEREAS, the Glendora City Council desires to grant the GVBD advisory board the authority to recommend board appointments to the City Council.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GLENDORA, CALIFORNIA, DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. A new section shall be added to Chapter 5.40 of the GMC, which shall be entitled “Delegation of Administration” which shall read as follows:
“Chapter 5.40.110 Delegation of Administration. The City Council may authorize a nonprofit organization to administer the district funds and to operate the improvements and activities of the district as set forth in this chapter. The authorized non-profit organization shall formally report to the city council at least annually, beginning no later than July 1, 2025.”
Docusign Envelope ID: 9EFD4021-9398-4D81-BB9A-DE9B7ABA8000 Ordinance No. 2088 Page 2 of 3
SECTION 2. A new subsection to Section 2.18.050(a) “Appointment” is hereby added to the Glendora Municipal Code to read as follows:
“(2) With respect to the Glendora Village Business District, the Business District advisory board shall recommend members for appointment with the consent of the city council as required by state law. The Business District bylaws shall prescribe the process by which board members are selected for appointment.”
SECTION 3. If any section, subsection, sentence, clause, phrase, or portion of this Ordinance is for any reason held to be invalid or unenforceable by a court of competent jurisdiction, the remaining portions of this Ordinance shall nonetheless remain in full force and effect. The City Council hereby declares that it would have adopted this Ordinance irrespective of the invalidity of any particular portion thereof.

SECTION 4. If any section, subsection, sentence, clause, phrase, or portion of this Ordinance is for any reason held to be invalid or unenforceable by a court of competent jurisdiction, the remaining portions of this Ordinance shall nonetheless remain in full force and effect.

SECTION 5. The Mayor shall sign this Ordinance and the City Clerk shall attest and certify to the passage and adoption thereof and cause same to be published at least once in the San Gabriel Valley Examiner, a weekly newspaper of general circulation, published in the City of Glendora, which newspaper is hereby designated for that purpose (GC Cal. Govt. Code § 40806).

This Ordinance shall be effective on the thirtieth (30th) day after its adoption by the City Council.

PASSED, APPROVED and ADOPTED this 9
th day of July, 2024.

City Council of Glendora, California
BY: __________________________________
MENDELL L. THOMPSON
Mayor
APPROVED AS TO FORM:

Aleshire & Wynder, LLP

DANNY ALESHIRE
City Attorney
Docusign Envelope ID: 9EFD4021-9398-4D81-BB9A-DE9B7ABA8000 Jul 10, 2024 | 10:01 AM PDT
Jul 10, 2024 | 10:42 AM PDT
Ordinance No. 2088 Page 3 of 3

CERTIFICATION
I, Kathleen R. Sessman, City Clerk of the City of Glendora, do hereby certify that the foregoing Ordinance was introduced for first reading on the 25th day of June, 2024, by the following roll call vote:

AYES: MEMBERS: Allawos, Boyer, Davis, and Thompson.

NOES: MEMBERS: None.

ABSENT: MEMBERS: Fredendall.

ABSTAIN: MEMBERS: None.

Thereafter, said Ordinance was duly approved and adopted at a regular meeting of the City Council on the 9
th day of July, 2024, by the following roll call vote:

AYES: MEMBERS: Allawos, Boyer, Davis, Fredendall, and Thompson.

NOES: MEMBERS: None.

ABSENT: MEMBERS: None.

ABSTAIN: MEMBERS: None.

I further certify that said Ordinance was published as required by law in a newspaper of general circulation in the City of Glendora, California on the 18th of July, 2024.

Dated: July 10, 2024
KATHLEEN R. SESSMAN
City Clerk/Communications Director
Docusign Envelope ID: 9EFD4021-9398-4D81-BB9A-DE9B7ABA8000 Jul 10, 2024 | 10:54 AM PDT
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116 E Foothill Blvd
Glendora, CA 91741
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Status: Original
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Holder: City Clerk's Office
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Mendell Thompson
[email protected]
Councilman
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Accepted: 4/12/2023 10:25:39 AM
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Danny Aleshire
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Accepted: 2/9/2023 10:45:54 AM
ID: 8f7b67a5-3822-4218-9d26-bc44a71d606a
Kathleen Sessman
[email protected]
City of Glendora
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Alycia Suniga
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Valerie Velasquez
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NOTICE OF UNSCHEDULED VACANCY
on the

BUSINESS IMPROVEMENT DISTRICT (BID)

ADVISORY BOARD
_____________________________________________
NOTICE IS HEREBY GIVEN, pursuant to Cal. Gov't Code§ 54974 the following unscheduled vacancy exists on the following legislative body in the City of Glendora:

BUSINESS IMPROVEMENT DISTRICT (BID)

ADVISORY BOARD
Notification of resignation was provided for Office No. 2 of the Business Improvement District (BID) Advisory Board. The unexpired term will end June 30, 2027.

ABOUT THE BUSINESS IMPROVEMENT DISTRICT (BID) ADVISORY BOARD:

Business Improvement District (BID) Advisory Board: Members serve a 4-year term. The BID Advisory Board of the city shall consist of five members and must be registered to vote.

Members must operate bona fide businesses located within the District and that are subject to changes and assessments imposed by Section 5.40 of the Glendora Municipal Code during their entire term of service. Members must be current with the payment of changes and assessments imposed.

Pursuant to City Resolution, members are required to complete AB1234 Ethics Training and Brown Act Training prior to receiving Oath of Office and are required to attend meetings on a regular basis.

NOTICE IS FURTHER GIVEN, special vacancy notice shall be posted not earlier than 20 days before or not later than 20 days after the vacancy occurs. Final appointment to an unscheduled vacancy on a board/commission, shall not be made by the City Council for at least 10 working days after the posting of the notice by the City Clerk’s office. Notice was published Thursday, October 23, 2025.

APPOINTMENT PROCEDURE: Applications are available via the Glendora Village website at www.glendoravillage.com or at the Chamber of Commerce’s Office, Monday through Friday, between the hours of 8:00 a.m. and 5:00 p.m., except holidays at 224 N. Glendora Avenue, Glendora. Completed application forms will be accepted until the position has been filled.

Please call the Chamber of Commerce at (626) 963-4128 for more information.

Date for interviews and/or appointments will be scheduled at a later date. Applicants will be contacted to schedule interview times following the recruitment deadline.

Kathleen R. Sessman, MMC
City Clerk/Communications Director
Published: October 23, and 30, 2025

STAFF REPORT
TO: Mayor and Council
Members
DATE: December 9, 2025
FROM: City Manager DISTRICT(S): Not Applicable
SUBJECT: Conduct the 2026 Annual Review of City Council Appointments to Various Regional Organizations as City Representatives/Delegates and adopt proposed Resolution that becomes effective January 1, 2026

RECOMMENDATION
That the City Council:

1. Review, discuss and make changes to the proposed 2026 City Council Appointments; and

2. Adopt a City Council Resolution entitled, "A RESOLUTION OF THE CITY COUNCIL APPOINTING

DELEGATES AND ALTERNATES TO VARIOUS REGIONAL BOARDS AND COMMITTEES THAT THE CITY OF GLENDORA IS A MEMBER FOR 2026 EFFECTIVE JANUARY 1, 2026 AND RESCIND RESOLUTION CC 2025-03.”

STRATEGIC FOCUS AREAS
Not Applicable

EXECUTIVE SUMMARY
Historically, after each City Council reorganization, the City Council reviews and makes changes as to which members and/or staff members are appointed as delegates and alternates to various “regional” boards and committees where the City of Glendora is a voting member.

This process is the responsibility of the City Manager, who works with Council Members to facilitate this review and presents proposed changes for City Council consideration. Three assignments are regulated during the City Council reorganization process as they require the delegate to be Mayor. Specifically, these include the City Selection Committee (Government Code 50270), County Sanitation District (Health and Safety Code 4730), and the Metro Gold Line Foothill Extension Construction Authority (Resolution CC 2021-43).

The attached resolution (Attachment A) and list of regional appointees (Attachment B) will enact appointments that go into effect January 1, 2026 for the City Council for 2026.

LEGISLATIVE HISTORY / PREVIOUS ACTIONS
Each year, the City Council conducts a review of regional appointments, which are subsequently adopted through a resolution. This process aligns with the City Council's reorganization meeting or takes place shortly thereafter.

The City Council undergoes its reorganization during its first meeting in December. During this meeting, Council Members are selected to assume the responsibilities of Mayor and Mayor Pro Tem for the 2026 term. When necessary, these updates are seamlessly integrated into the regional appointment list, and notifications regarding the City Council's reorganization are dispatched to each relevant regional organization.

DISCUSSION
Annually, the City Manager prepares a report for City Council consideration that proposes updates of which City Council members and/or staff members are appointed as a delegate and/or alternate to such organizations as the League of California Cities – LA County Division; San Gabriel Valley Council of Governments; and Independent Cities Association as examples.

As part of the City’s membership in these regional organizations, the City Council is asked or required to appointment individuals that will sit on their governing/executive boards and provide guidance via their votes.

Each City Council member must vote in accordance with the City’s policies and legislative direction. The City’s participation in these groups, along with groups where the City might not have a predesignated voting voice, are regional groups which focus on many regional and local issues of importance to the San Gabriel Valley and Glendora.

It should be noted that assignments to the City Selection Committee and County Sanitation District No. 22 are regulated by California Codes and require the Mayor to serve as the delegate representative. In addition, per Resolution CC 2021-43, the assignment to the Metro Gold Line Foothill Extension Construction Authority JPA requires the Mayor to serve as the alternate representative each year, unless the Mayor is the Delegate, at which time the City Council will select an Alternate.

The reorganization of the Glendora City Council is scheduled to take place during the Council's first meeting in December. At this event, the Mayor and Mayor Pro Tem will be appointed for the year 2026. These appointments will be seamlessly integrated into the regional list of appointees, and notifications regarding the City Council's reorganization will be dispatched to each regional organization. The resolution, attached as Attachment A, along with the list of regional appointees in Attachment B, will include the appointed Mayor's assignments to the City Selection Committee, County Sanitation District No. 22, and the Metro Gold Line Foothill Extension Construction Authority Joint Powers Authority (JPA), as mandated upon their appointment.

In addition to the required changes outlined above, the following additional changes have been recommended and incorporated into the proposed Resolution and list of Regional Appointments that go into effect January 1, 2026 for 2026 based on individual City Council member feedback:

1. Sister City Association, appoint Councilmember Thompson to replace retired City Councilmember Boyer, as the second City Council representative on the association.

2. San Gabriel Valley Council of Governments Capital Projects and Construction Committee (CPCC), appoint Assistant Director - Public Works as the alternate member to the committee, due to the announced retirement of the Public Works Director.

3. Glendora Chamber of Commerce Board of Directors, appoint alternate representative Councilmember Fredendall, replacing Councilmember Elias.

4. The SGV Mountain Community Collaborative, now operating as the Angeles National Forest / San Gabriel Mountains Stewardship Network, coordinates regional strwardship efforts in partnership with the Anagles National Forest. The request is a a name change only.

FISCAL IMPACT
There is no fiscal impact associated with the recommendations in this report.

ENVIRONMENTAL DETERMINATION
There is no CEQA impacts associated with the recommendations in this report.

Prepared By Rose Mecca, Executive Assistant to the City Manager Concurs With Not Applicable
Reviewed By Adam Raymond, City Manager
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_Resolution_-_2026_Annual_Regional_Appointments.pdf
B_Regional_Appointments_2026_Annual_Review.pdf
RESOLUTION CC 2025-____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDORA

APPOINTING DELEGATES AND ALTERNATES TO VARIOUS

REGIONAL BOARDS AND COMMITTEES THAT THE CITY OF
GLENDORA IS A MEMBER OF FOR 2026 AND GO INTO EFFECT
JANUARY 1, 2026 AND RESCIND RESOLUTION CC 2025-03

THE CITY COUNCIL
City of Glendora, California
WHEREAS, annually the City Council reviews and makes certain appointments to various regional and local boards and committees of which the City is a member or has a community interest in; and,
WHEREAS, assignments to the City Selection Committee per CA Government Code Section 50270 and County Sanitation District No. 22 per California Health and Safety Code Section 4730 required the sitting Mayor to be the delegate representative; and,
WHEREAS, the San Gabriel Valley Council of Governments bylaws require the City legislative body to formally adopt a resolution specifically indicating the delegate and alternate representing the City to be assigned to their governing body; and, WHEREAS, the Independent Cities Risk Management Authority (ICRMA), a joint powers authority created pursuant to the provisions of the California Government Code, the Joint Powers Agreement provides that the legislative body adopt a resolution specifically indicating the city’s delegate, alternate and substitute alternate representatives to the ICRMA Governing Board to represent the city’s interest; and, WHEREAS, on August 24, 2021, per City Council Policy (Resolution CC 2021- 43), the City Council approved the Mayor to be the Alternate to Metro Gold Line Foothill Extension Construction Authority (JPA) each year, unless the Mayor is the Delegate, at which time the City Council will select an Alternative.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GLENDORA, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. The attached (Exhibit A) listing of Board and Committee appointments has been reviewed and accepted by the City Council indicating various persons and titles assigned to represent the interest of the City of Glendora.

SECTION 2. Mayor shall serve as alternate to the Metro Gold Line Foothill Extension Construction Authority JPA unless the Mayor is the delegate, at which time the City Council will select an alternate.

Resolution CC 2025-___ Page 2 of 3
SECTION 3. Mayor shall serve as delegate to the City Selection Committee, County Sanitation District No. 22 and Metro Gold Line Foothill Extension Construction Authority JPA.

SECTION 4. Appointments to the Sister City Association shall have Karen Davis continue to serve as delegate, and Mendell Thompson shall serve as alternate.

SECTION 5. Appointments to the San Gabriel Valley Council of Governments Capital Projects and Construction Committee (CPCC) shall have Michael Allawos continue to serve as delegate, and the Public Works Assistant Director shall serve as alternate.

SECTION 6. Appointments to the Glendora Chamber of Commerce Board of Directors shall have Mendell Thompson continue to serve as delegate, and David Fredendall shall serve as alternate.

SECTION 7. The Mayor shall sign this Resolution and this Resolution shall be effective on January 1, 2026.

SECTION 8. The City Clerk shall certify to the passage and adoption of this Resolution and shall enter the same in the Book of Original Resolutions.

SECTION 9. The City Clerk is hereby directed to forward a copy of this resolution to the various bodies listed indicating the appointments as approved by the City Council action.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Glendora this __ day of December, 2025.

BY:

DAVID FREDENDALL
Mayor
APPROVED AS TO FORM:

Aleshire & Wynder, LLP

DANNY ALESHIRE
City Attorney
Resolution CC 2025-___ Page 3 of 3

CERTIFICATION
I, do hereby certify that the foregoing Resolution was duly adopted by the City Council of the City of Glendora at a regular meeting held on the ___ day of December, 2025, by the following vote:

AYES: MEMBERS:

NOES: MEMBERS:

ABSENT: MEMBERS:

ABSTAIN: MEMBERS:

Dated:

KATHLEEN R. SESSMAN
City Clerk/Communications Director
2025 APPOINTMENTS TO REGIONAL AND LOCAL BOARDS AND COMMITTEES

CITY OF GLENDORA
MAYOR/COUNCIL COMMITTEE ASSIGNMENTS: Delegate Alternate Substitute
Alternate
City Selection Committee *Designated by Mayor N/A
Hall of Administration, 500 W. Temple St, Room B-50, LA 90012 (Mayor Req'd / handled via Council Reorg) (when required) Meets: December for chair selection; once a year as needed Loc.: TBD (varies)
• Representative must be Mayor (per above Gov’t. Code)
• Transition handled through the City Council reorganization process and is automatic (Send Notice of Reorg to regional organizations within 24 hours of completion) Sanitation District of LA County District No. 22 Allawos N/A 1955 Workman Mill Road, Whittier 90601 (Mayor Req'd / handled via Council Reorg) Meets: 1:30 p.m., 4th Wednesday of the month
Loc.: 1955 Workman Mill Road; Whittier
• Mayor is delegate per Section 4730 of California Health & Safety Code • 700 Form Filers: Delegate & Alternate (Southtec Efiling Sytem) • Any Council Member may serve as the alternate
• Transition handled through the City Council reorganization process and is automatic (Send Notice of Reorg to regional organizations within 24 hours of completion) Foothill Transit Governing Board Thompson Fredendall N/A 100 S. Vincent Ave. #200, West Covina 91790
Meets: 7:45 a.m., as needed
Loc.: Transit Offices - 100 S. Vincent Ave. #200, West Covina • To coordinate efforts of planning, contracting for & operating public transit • 700 Form Filers: Delegate & Alternate (LAC Efiling Sytem) • City designates who will be representative
Metro Gold Line Foothill Extension Construction Authority (JPA) Thompson Fredendall N/A 406 E. Huntington Dr #202, Monrovia 91016 (Mayor Required to serve as delegate or alternate) Meets: 11:30 a.m., 2nd Thursday of the month
Loc.: Maria Dalton Community Room - Enter thru 404 E. Huntington Drive • Must be a member of the City Council • 700 Form Filers: Delegate & Alternate (NetFile Efiling Sytem) • To participate in planning, funding, design and construction of the Gold Line Phase II • Four (4) year term, No limit on number of terms • Annual dues as determined annually by Member Cities
• Per City Council Resolution the Alternate shall be the Mayor each year, unless the Mayor is the Delegate, at which time the City Council will select and Alternative (CC Reso 2021-43; dated 9/14/2021) Metro Gold Line Foothill Extension Construction Authority Executive Board Thompson (Term: March 1, 2023 - March 1, 2025) • Appointments made by SGVCOG (Appointed by SGVCOG, not by Council) Independent Cities Risk Management Authority (ICRMA) Admin Services Human Resources Risk Mgmt 18201 Von Karman, Suite 200; Irvine, CA 92612 Director Asst Director Administrator Meets: 10:00 a.m., 2nd Wednesday of Feb/Apr/Jun/Aug/Oct/Dec Loc.: Host City
• Delegate may be an elected official. Alternate and substitute alternate may be a City staff member (Bylaws Aug 2007) • 700 Form Filers: Delegate & Alternate (Unknown Efiling Sytem) • Provides insurance programs to member cities, officers, employees and property against unavoidable losses thru pooling of losses, self-insurance and purchasing insurance. • Conference expenses reimbursed-must attend all sessions of conference • Dues: required to be member of ICA for enrollment in ICRMA San Gabriel Valley Council of Governments (COG) Governing Board Allawos Davis N/A 1333 S Mayflower, Suite 360, Monrovia, 91016
Meets: 4:00 p.m., third Thursday of the month
Loc.: COG OFFICE: 1333 S Mayflower, Suite 360, Monrovia, 91016 • To provide regional and cooperative planning and consideration of government services in the San Gabriel Valley. • 700 Form Filers: Delegate & Alternate (LAC Efiling Sytem) • Agency membership dues based on population • Must adopt Resolution naming representatives • Representatives appointed to Board of Directors MUST SERVE as Delegate or Alternate on COG • Must be an elected official
SGVCOG Board of Directors/Sub-Committees
San Gabriel Valley Regional Housing Trust (SGVRHT) JPA Davis N/A N/A Board of Directors - Northeast District (Appointed by SGVCOG Unexpired Term: 6/2025-2027) • Representatives appointed to Board of Directors MUST SERVE as Delegate or Alternate on COG • 700 Form Filers: Delegate & Alternate (LAC Efiling Sytem) • Seven members from jurisdictions that are parties to the Agreement (i.e. any city or the County of Los Angeles); and • Appt by SGVCOG, not by Glendora City Council • Two members that are experts in housing or homeless policy.

SGVCOG Homelessness Davis Human Servs Sup
Meets: 8:30 a.m., first Wednesday of the month (not appointed by Council) Loc.: SGVCOG Monrovia Office, 3rd Floor (1333 S. Mayflower Ave, Suite 360, Monrovia, CA 91016 SGVCOG Energy, Environment, and Natural Resources (EENR) Committee (former Water Policy Committee) Allawos Fredendall N/A Meets: TBD (not appointed by Council)
Loc.: SGVCOG Monrovia Office, 3rd Floor (1333 S. Mayflower Ave, Suite 360, Monrovia, CA 91016 Note: 2024 June - Water Policy Committee decommissioned and merged with SGVCOG Energy, Environmental, and Natural Resources (EENR) Committee SGVCOG Homelessness Capital Projects and Construction Committee (CPCC) Allawos* Assistant Director - Public Works
Meets: 11:00 a.m., first Monday of the month *Date TBD with timing of City COG Projects Loc.: SGVCOG Monrovia Office, 3rd Floor, 1333 S. Mayflower Ave, Suite 360, Monrovia, CA 91016 (not appointed by Council) 2024.06.10 Fredendall said he would serve as alternate and Allawos could serve as delegate Southern California Association of Governments (SCAG) Board Elias Allawos N/A 900 Wilshire Blvd., Ste. 1700, Los Angeles, CA 90017
Meets: General Assembly meetings annually in May
Loc.: TBD
• To promote economic growth, personal well-being and livable communities in Southern California • 700 Form Filers: Conference Attendees ONLY (See Special Circs) (LAC Efiling Sytem) • SPECIAL CIRCUMSTANCES: Representatives only required to file 700 Form if they attend General Assembly Mtg (Required to File a Assuming/Leaving Stmt after General meeting has ended • Agency membership dues based on population
SCAG Board of Directors/Sub-Committees
SCAG Regional Council District #33 Representative Elias (Unexpired Term: 1/16/25 - 5/6/27) N/A N/A (Elected by SCAG, not appointed by Council)
• For jurisdictions make up District #33 (Azusa, Covina, Glendora and Irwindale) • Elias ran to fill unexpired vacancy left by Boyer on 12/10/2024 (Term Exp: 5/6/2027) • In counties where 2+ cities are incorporated, this Committee appoints city representatives to certain boards, commissions and agencies as prescribed by law (Section 50270, CA Govt Code) City Council Reorg: Dec 10, 2024
Regional Appt Revised: Jan 14, 2025; Reso CC 2025-03 (Yearly Review) 1 of 17
2025 APPOINTMENTS TO REGIONAL AND LOCAL BOARDS AND COMMITTEES

CITY OF GLENDORA
MAYOR/COUNCIL COMMITTEE ASSIGNMENTS: Delegate Alternate Substitute
Alternate
Independent Cities Association (ICA) Fredendall Davis N/A 17404 Ventura Blvd, 2nd Fl, Encino, CA 91316
Meets: 7:00 p.m., 2nd Thursday of the month
Loc.: Varies each month
• Agency membership dues are 5 cents per capita, based on State Department of Finance's population • Delegate must be an Elected Official • Representatives attend General membership meetings Feb, Jul, and Sept only • To advocate the best interests of cities League of California Cities – LA Division (CalCities) Davis Allawos N/A 1400 K Street, Suite 400, Sacramento, 95814
Meets: 6:00 p.m., 1st Thursday of Jan., Mar, Aug (annual installation dinner), Oct (annual conference/division mtg) & Dec (all cities holiday dinner) Loc.: Varies
• To maintain a central office of information and research for matters pertaining to City government and to influence legislation that affects cities • Agency membership dues required • Delegate must be an elected official
Cal Cities Sub-Committee
Cal Cities Fire Insurance Working Group/Sub-Committee Fredendall N/A N/A Governance, Transparency and Labor Relations Policy Committee Allawos N/A N/A San Gabriel Valley Protective Association Fredendall Elias N/A 725 N. Azusa Ave, Azusa 91702
Meets: April of each year
Loc.: TBD
• To work with local, state and federal agencies on the use of the natural flow of water in the San Gabriel River, its branches and tributaries. • Designees are water industry professionals
Glendora Community Coordinating Council Davis Fredendall N/A P.O. Box 693, Glendora 91740
Meets: 12:00 p.m., 2nd Mondays of month (No Mtgs in Jul & Aug) Loc.: Continental Restaurant, 316 E. Route 66, Glendora • To provide assistance to those in the community that are less fortunate (i.e. The Holiday Basket Program, Campership Program for Kids) • Youth Recognition Award recognizing outstanding students’ service to the community • Humanitarian Award recognizing citizens’ service to the community Glendora Chamber of Commerce Board of Directors Thompson Fredendall N/A 224 N. Glendora Avenue, Glendora 91741
Meets: 7:30 a.m., 3rd Wednesday of the month
Loc.: America's Christian Credit Union - 2100 E. Route 66; Glendora, CA • To promote local business, economic and civic services • Attend monthly board meetings & misc. “mixers” & special events California Contract Cities Association (CCCA) Fredendall Elias N/A 17315 Studebaker Rd. #210; Cerritos, CA 90703
Meets: Third Wednesday of the Month at 6pm
Loc.: Varies
• To serve as a rallying point for cities contracting for municipal services so that we ensure our constituents the best service at the minimum cost • Offer municipal seminars, education, opportunities to exchange of ideas and information, our association combines resources to influence policy decisions affecting our member cities San Gabriel Valley Water Association (SGVWA) Wittkopf Fredendall NA 725 N. Azusa Ave, Azusa 91702 PW Director
Meets: 11:30 a.m., last Monday of the Month
Loc.: TBD
• To promote water quality and influence water related legislation • Designees are generally water industry professionals
SGVWA Sub-Committees
San Gabriel Valley & Lower Los Angeles Mountains Conservancy Fredendall N/A N/A (Appointed by SGV Water Assoc., not Council)
• Appointed by SGV Water Association • 700 Form Filers: Delegate & Alternate (LAC Efiling Sytem) Angeles National Forest / San Gabriel Mountains Stewardship Network Fredendall Elias San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) Jackie Doornik (Term: 1/1/2025-12/31/2028) 1145 N. Azusa Canyon Road, West Covina, CA 91790 (JD initially appointed 1/26/2016) Meets: 7:00 a.m., 2nd Friday of the month
Loc.: Same as Above
• Council appoints to either two (2) year term or four (4) year term • To protect residents of the San Gabriel Valley from mosquito-borne diseases and adopt policies through which the District operates. • Attend monthly meetings • The term of office for a member of the board of trustees shall be for a term of two or four years, at the discretion of the appointing authority (CA Health and Safety Code Section 2024 (a)) • 42 member Board of Trustees: one Trustee is appointed by each member city and one by LAC • SGVMVC District’s Nepotism Policy prohibits appointing a person to a position if that person is an immediate family member of a current Trustee or current employee. • Give Quarterly updates to the Glendora City Council during regularly scheduled council meetings held on the 4th Tuesday of the months of January, April, July and October.

Sister City Association Davis Thompson
• Designated at January 23, 2024 City Council, Agenda Item 14 - Delegates Boyer and Davis • Relates to existing Sister Cities Programs
ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated positions.

San Gabriel Basin Water Quality Authority (WQA Board Members) Robert Gonzales • Appointments made by WQA
• Representing Cities with Prescriptive Pumbing Rights - San Gabriel Water Basin • Election for WQA Board Member and Alternate Member
San Gabriel Valley Economic Partnership (Board) N/A N/A 4900 Rivergrade Road, Ste. B130, Irwindale, CA 91706
Meets: 8:30 a.m., Bi-monthly held on the 2nd Wednesday (Dark: August) Loc.: 4900 Rivergrade Road, Training Room 2, Irwindale, CA 91706 • To promote local business, economic and civic services Three Valleys Metropolitan Water District N/A N/A
1021 East Miramar Ave., Claremont, CA 91711
City Council Reorg: Dec 10, 2024
Regional Appt Revised: Jan 14, 2025; Reso CC 2025-03 (Yearly Review) 2 of 17
Name Phone
City Select Committee (213) 974-1431
Sanitation District of LA County District No. 22 (562) 908-4288 x1500 Foothill Transit Governing Board (626) 931-7204
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) (626) 305-7002 Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA) (949) 349-9882 San Gabriel Valley Council of Governments (COG) Governing Board (626) 457-1800 (626) 556-7357 (Stefanie)
San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board (213) 236-1825 Independent Cities Association (ICA) (424) 374-7168
League of California Cities – LA Division (626) 786-5142 San Gabriel Valley Protective Association (626) 815-1305 Glendora Community Coordinating Council (626) 335-8164
Glendora Chamber of Commerce Board of Directors (626) 963-4128 California Contract Cities Association (CCCA) (562) 622-5533 San Gabriel Valley Water Association (626) 815-1305
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board) (626) 856-3400 Three Valleys Metropolitan Water District (909) 621-5568 Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
Fax
ions typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated positions. (626) 856-5115 FAX
(909) 625-5470 FAX
Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
Website
cityselection.lacounty.gov
http://www.contractcities.org/
sentative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated positions. sgvpartnership.org
N/A
Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
General Email
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
Staff Contacts
(Name & Title)
Celia Zavala, Secretary
Kimberly S. Christensen
Christina Lopez, Board Support Services Mgr
Natasha S. Peterson, Clerk of the Board
Dani Rogacki
Marisa Creter
Stefanie Hernandez, Executive Assistant, Admin Servs Dept Maggie Aguilar, Clerk of the Board
Hasan Ikhrata, Executive Director
Jonna Hart, MPA, Senior Administrative Assistant
Sean Ashton, Board President
Jennifer Quan
Anthony Zampiello
Joe Cina, President/CEO
Marcel Rodarte, Exec. Director
Anthony Zampiello
Jared Dever, District Manager
Christina Garcia, Office Manager
N/A
Nadia Aguiree, Exec. Assistant
Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
Email
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
[email protected];
Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
Phone
(213) 630-1420
N/A
N/A
N/A
N/A
N/A
N/A
Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
Compensation (806 Form Req'd)
$125.00 per mtg
$155 per mtg
$100 per mtg
$75 per mtg
$120 per mtg
Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
700 Filing Requirements
Delegate and Alternate
Delegate & Alternate
Delegate & Alternate
Yes
Delegate & Alternate
Yes (Special Requirements: Only
Rep that attends GA Mtg in May
is required to File)
Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
Electronic Filing Reqd
Southtech
LAC
LAC
Netfile
Netfile
?
No
No
LAC
Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
Electronic Filing Portal
https://www.southtechhosting.com/lacsd/edisclosure/
https://netfile.com/filer
https://netfile.com/filer
Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
Type of Board
Board of Directors
Governing Board
Board of Directors
Board of Directors
Governing Board
Governing Board
Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
Position
Director
Representative
Representative
Representative
Representative
Representative
Name
City Select Committee
Sanitation District of LA County District No. 22
Foothill Transit Governing Board
Foothill Transit Executive Board*
Metro Gold Line Foothill Extension Construction Authority (JPA) Metro Gold Line Foothill Extension Construction Authority Executive Board* Independent Cities Risk Management Authority (ICRMA)
San Gabriel Valley Council of Governments (COG) Governing Board San Gabriel Valley Regional Housing Trust (SGVRHT) JPA
Southern California Association of Governments (SCAG) Board Independent Cities Association (ICA)
League of California Cities – LA Division
San Gabriel Valley Protective Association
Glendora Community Coordinating Council
Glendora Chamber of Commerce Board of Directors
California Contract Cities Association (CCCA)
San Gabriel Valley Water Association
National Forest Foundation Community Colloborative
San Gabriel Valley Mosquito & Vector Control District Board of Trustees (SGVMVCD) ORGANIZATIONS WITHOUT CITY COUNCIL APPOINTED DELEGATES:

These Organizations typically select representative, not regulated by City Council. Staff and Council Members may voluntarily attend meeting, but the City has no designated p San Gabriel Basin Water Quality Authority (WQA Board Members) San Gabriel Valley Economic Partnership (Board)
Three Valleys Metropolitan Water District
Jurisdiction of Office
Sanitation Districts
County of Los Angeles
County of Los Angeles
County of Los Angeles
County of Los Angeles
SGVCOG Sub-Committees Delegate Alternate
SGVCOG Sub-Committees
SGVCOG Homelessness (626) 457-1800 Davis Human Servs Sup Meets: 8:30 a.m., first Wednesday of the month
Loc.: Baldwin Park Arts and Recreation Center, 14403 Pacific Avenue, Baldwin Park SGVCOG Energy, Environment, and Natural Resources (EENR) N/A N/A Meets:

Loc.:

SGVCOG Public Works TAC Public Works Director N/A
Meets: 12:00 p.m., third Monday of the month
Loc.: Upper SGVMWD, 602 E. Huntington Dr. Suite B, Monrovia, CA 91016 SGVCOG Executive Committee N/A N/A
Meets:12:00 p.m., first Monday of the month
Loc.:SGVCOG Office, 1000 S. Fremont Ave, Bldg A-10N, Suite 10-210, Alhambra, CA 91803 SGVCOG Transportation Committee Transportation Superintendent N/A 4:30 p.m., third Thursday of the month
Upper SGVMWD, 602 E. Huntington Dr. Suite B, Monrovia, CA 91016 SGVCOG Water Committee Fredendall N/A
Meets: 10:00 a.m., second Tuesday of the month
Loc.: Upper SGVMWD, 602 E. Huntington Dr. Suite B, Monrovia, CA 91016 SGVCOG Capital Projects & Construction Committee N/A N/A Meets: 12:00 p.m., fourth Monday of the month
Loc.: West Covina Community Center, 2nd Floor, 1444 West Garvey Avenue South, West Covina, CA 91791 SGVCOG City Managers Steering Committee N/A N/A
Meets: 6:00 p.m., third Thursday of the month
Loc.: Upper SGVMWD, 602 E. Huntington Dr. Suite B, Monrovia, CA 91016 SGVCOG Planners TAC Community Development Director N/A
Meets: 12:00 p.m., fourthThursday of the month
Loc.: Upper SGVMWD, 602 E. Huntington Dr. Suite B, Monrovia, CA 91016 SGVCOG Water TAC Chisom? N/A
Meets:

Loc.:

STAFF REPORT
TO: Mayor and Council Members DATE: December 9, 2025
FROM: Public Works DISTRICT(S): 3
SUBJECT: Approve Amendment No. 1 to the Contract Services Agreement for Pre-Design Services with DLR Group, Inc. for additional renderings, animations, and conceptual floor plans for a Civic Center Revitalization project, increasing the Agreement in the amount of $64,716, to a total of $103,291

RECOMMENDATION
That the City Council:

1. Approve Amendment No. 1 to the Contract Services Agreement for Pre-Design Services with DLR Group, Inc. for additional renderings, animations, and conceptual floor plans for a Civic Center Revitalization project, increasing the Agreement in the amount of $64,716, to a total of $103,291; and

2. Authorized the City Manager or his designee to execute the Amendment.

STRATEGIC FOCUS AREAS
• Action 3.4 Determine if New or Remodel

EXECUTIVE SUMMARY
On March 11, 2025, the City Council was provided with a comprehensive report on City facility capital needs, maintenance, cost increases in capital projects, and funding options. As part of the discussion, the City Council directed staff to return with more specific needs and cost estimates for the civic center.

Staff contracted with the DLR Group to conduct a thorough evaluation of all existing civic center facilities, identify needs, provide renderings and Rough Order of Magnitude (ROM) cost estimates for a Civic Center capital improvement project that addresses the identified needs. The resulting conceptual design, including renderings of the Civic Center campus, and ROM cost estimate was presented to Council at its regular meeting on September 9, 2025. After presentation of the initial concept to Council, it was determined that the additional work to refine the conceptual design further was needed.

Amendment No. 1 increases the contract sum in the amount of $64,716, to a total of $103,291 for the development of an additional three site plan concepts, two massing studies, additional renderings, an animation flythrough, concept floor plans, and updated rendering boards.

LEGISLATIVE HISTORY / PREVIOUS ACTIONS
G.M.C. § 2.40.100.(c)(4) provides that competitive procurement is not required when the services “can only be obtained timely from a single source and the designee is satisfied that the best price, terms and conditions for the procurement thereof have been negotiated.

DISCUSSION
On March 11, 2025, the City Council was provided with a comprehensive report on City facility capital needs, maintenance, cost increases in capital projects, and funding options. As part of the discussion, the City Council directed staff to return with more specific needs and cost estimates for the civic center, which includes, the Library, Police Department, City Hall, and parking. To this end, staff contracted with the DLR Group to provide renderings and Rough Order of Magnitude (ROM) cost estimates for a Civic Center project that addresses the identified needs.

DLR Group carried out a thorough evaluation of all existing civic center facilities. The technical evaluations were paired with broader community and urban design considerations, including the planned First/Last Mile improvements along Glendora Avenue and the City’s overarching goal of ensuring the Civic Center campus more directly relates to the street. This effort was intended to strengthen the physical and visual connection between the Glendora Village and the Metro A Line station, bridging a key corridor.

The resulting conceptual design, including renderings of the Civic Center campus, and ROM cost estimate was presented to Council at its regular meeting on September 9, 2025. After presentation of the initial concept to Council, it was determined that the Agreement would need to be amended to allow for additional work to refine the conceptual design further. Amendment No. 1 incorporates two Contract Change Orders (CCO) into the agreement and increases the contract sum to provide additional funding for the increased scope of work. CCO No. 1 was for the development of an additional three site plan concepts and two massing studies. CCO No. 2 is for additional renderings, an animation flythrough, concept floor plans, and updated rendering boards.

Staff anticpates the work will be completed by the DLR Group in December 2025. Given the magnitiude of a possible civic center project, and depth of public input to date over the past three years, staff is working with the City Council to hold a Special City Council meeting in December 2025 to provide the civic center update and receive further direction from the City Council about the project and related funding options.

FISCAL IMPACT
Funding for the project was budgeted in Fiscal Year 2021/22 using the Capital Projects Fund (F301), Project Number 5622102. There are sufficient funds available in the project account for this work.

ENVIRONMENTAL DETERMINATION
There are no CEQA impacts associated with the recommendations in this report.

Prepared By: Paul Fisher, Business Services Manager
Concurs With: Not Applicable
Reviewed By: William Wittkopf, Public Works 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_Amendment_No_1_DLR_Group_Pre-Design_Services.pdf
01240.0001/1015820.1
AMENDMENT NO. 1

TO CONTRACT SERVICES AGREEMENT
THIS AMENDMENT NO. 1 TO THE CONTRACT SERVICES AGREEMENT (“Amendment”) is made by and between the CITY OF GLENDORA (“City”) and DLR GROUP, INC., a California corporation (“Consultant”) effective as of the _____ day of __________ 2025.

RECITALS
A. City and Consultant entered into that certain Contract Services Agreement dated May 27, 2025 (“Agreement”) whereby Consultant agreed to provide certain pre-design services related to the City Library, City Hall, Police Facilities, the City’s Senior Center and other facilities within the City (collectively, the “Civic Center Revitalization Project”).

B. City and Consultant now desire to amend the Agreement to increase the “Contract Sum” and provide additional pre-design services for the Civic Center Revitalization Project.

TERMS

1. Contract Changes. The Agreement is amended as provided herein. Deleted text is indicated in strikethrough and added text in bold italics. a. Section 2.1 (Contract Sum) of the Agreement shall be revised as follows:
“2.1 Contract Sum. For the services rendered pursuant to this Agreement, Consultant shall be compensated in accordance with the “Schedule of Compensation” attached hereto as Exhibit “C” and incorporated herein by this reference, but not exceeding the maximum contract amount of One Hundred Three Thousand Two Hundred Ninety-One Dollars ($103,291) Thirty-Eight Thousand Five Hundred Seventy-Five Dollars ($38,575) (“Contract Sum”).” b. Exhibit A (Scope of Services) shall be revised to add Exhibit A-1, Contract Change Order (CCO) No.1, and Exhibit A-2, CCO No.2, each attached hereto,.
c. Exhibit C (Schedule of Compensation), Paragraph I.A of the Agreement shall be revised as follows:
“A. PROFESSIONAL FEES – BASIC SERVICES
Consultant shall be compensated for the services set forth in this Agreement on a lump sum, fixed fee, basis in the amount set forth below:

Professional Architectural Services Fee $ 32,325.00
Professional Cost Estimating Services Fee $ 6,000.00
Reimbursable Expenses $ 250.00
CCO No. 1 $17,500.00
CCO No. 2 $47,216.00
Total $103,291.00 $38,575.00”
Docusign Envelope ID: 972E57C4-E741-4BD7-B50B-BF3092E56DB5 Amendment No. 1 – DLR Group (Pre-Design Svcs) 12.09.2025 -2- d. Exhibit D (Schedule of Performance), Section I of the Agreement shall be revised as follows:
“Consultant shall perform all services timely in accordance with the following schedule:

The tasks outlined in Exhibit “A” shall be completed by Consultant within six months weeks following the issuance of a Notice to Proceed from the Contract Officer.”

2. Continuing Effect of Agreement. Except as amended by this Amendment, the provisions of the Agreement shall remain unchanged and in full force and effect. From and after the date of this Amendment, whenever the term “Agreement” appears in the Agreement, it shall mean the Agreement, as amended by this Amendment to the Agreement.

3. Affirmation of Agreement; Warranty Re Absence of Defaults. City and Consultant each ratify and reaffirm each and every one of the respective rights and obligations arising under the Agreement. Each party represents and warrants to the other that there have been no written or oral modifications to the Agreement other than as provided herein. Each party represents and warrants to the other that the Agreement is currently an effective, valid, and binding obligation.

Consultant represents and warrants to City that, as of the date of this Amendment City is not in default of any material term of the Agreement and that there have been no events that, with the passing of time or the giving of notice, or both, would constitute a material default under the Agreement.

City represents and warrants to Consultant that, as of the date of this Amendment, Consultant is not in default of any material term of the Agreement and that there have been no events that, with the passing of time or the giving of notice, or both, would constitute a material default under the Agreement.

4. Adequate Consideration. The parties hereto irrevocably stipulate and agree that they have each received adequate and independent consideration for the performance of the obligations they have undertaken pursuant to this Amendment.

5. Authority. The persons executing this Amendment on behalf of the parties hereto warrant that (i) such party is duly organized and existing, (ii) they are duly authorized to execute and deliver this Amendment on behalf of said party, (iii) by so executing this Amendment, such party is formally bound to the provisions of this Amendment, and (iv) the entering into this Amendment does not violate any provision of any other agreement to which said party is bound.

6. Counterparts. This Amendment may be executed in counterparts, each of which shall be deemed to be an original, and such counterparts shall constitute one and the same instrument. Each of the parties intend to be bound by the signatures on any telecopied, .pdf or other electronically delivered document, and are aware that the other party will rely on the Docusign Envelope ID: 972E57C4-E741-4BD7-B50B-BF3092E56DB5 Amendment No. 1 – DLR Group (Pre-Design Svcs) 12.09.2025 -3- telecopied, .pdf or other electronically delivered signatures, and hereby waive any defenses to the enforcement of the terms of this Amendment based on the form of signature. [SIGNATURES APPEAR ON THE FOLLOWING PAGE]
Docusign Envelope ID: 972E57C4-E741-4BD7-B50B-BF3092E56DB5 Amendment No. 1 – DLR Group (Pre-Design Svcs) 12.09.2025 -4- IN WITNESS WHEREOF, the parties hereto have executed this Amendment on the date and year first-above written.

CITY:

City of Glendora, a municipal corporation
Adam Raymond
City Manager
APPROVED AS TO FORM: CERTIFY AVAILABILITY OF FUNDS:

ALESHIRE & WYNDER, LLP
Danny Aleshire
City Attorney
Kyle Johnson
Finance Director/City Treasurer
ATTEST:

Kathleen R. Sessman
City Clerk/Communications Director
CONSULTANT:

DLR GROUP, INC., a California corporation
Name: Kevin P. Quan, AIA, C41437
Title: Vice President
Email: [email protected]
Name: Darrell Stelling, AIA, C32422
Title: Assistant Secretary
Email: [email protected]
Address:
700 Flower Street, 22nd Floor, Los Angeles, CA 90017
Two corporate officer signatures required when Consultant is a corporation, with one signature required from each of the following groups: 1) Chairman of the Board, President or any Vice President; and 2) Secretary, any Assistant Secretary, Chief Financial Officer or any Assistant Treasurer.

Docusign Envelope ID: 972E57C4-E741-4BD7-B50B-BF3092E56DB5 Nov 8, 2025 | 6:24 AM PST
Nov 10, 2025 | 8:38 AM PST
01240.0001/1015820.1
EXHIBIT “A-1”
Contract Change Order No. 1 (CCO No. 1)
I. The following services shall be performed by the Consultant in addition to the services described in Exhibit A:

A. ADDITIONS TO THE SCOPE OF SERVICES

1. Develop three site plan concepts, and two massing study options.

2. Prepare renderings in requested loose conceptual style.

B. EXCLUSIONS

1. Programming and space needs analysis.

2. Full AE design services.

3. Animations and virtual reality walk-through models.

4. Civil engineering, landscape architecture, and all engineering disciplines are specifically excluded.

Docusign Envelope ID: 972E57C4-E741-4BD7-B50B-BF3092E56DB5 01240.0001/1015820.1
EXHIBIT “A-2”
Contract Change Order No. 2 (CCO No. 2)
II. The following services shall be performed by the Consultant in addition to the services described in Exhibit A and Exhibit A-1:

A. ADDITIONS TO THE SCOPE OF SERVICES

1. Prepare a rough draft sketch-up animation flythrough for owner review to confirm rendering time, and camera views, angles and levels are accurately captured.

2. Prepare a draft animation fly through in Enscape for owner review and comment.

One round of revisions is allowed.

3. Prepare a final animation flythrough in Enscape with post edits for music, annotations, etc.

4. Prepare concept floor plans to indicating space zoning, adjacencies, and stacking diagrams.

5. Prepare updated rendering boards, to the same quality as the animation, and add an additional rendering highlighting the entry opening along Glendora Avenue into the Plaza.

6. Client Meetings – Max three (3) Meetings.

B. EXCLUSIONS

7. Programming and space needs analysis.

8. Full AE design services.

9. Animations and virtual reality walk-through models.

10. Civil engineering, landscape architecture, and all engineering disciplines are specifically excluded.

Docusign Envelope ID: 972E57C4-E741-4BD7-B50B-BF3092E56DB5

STAFF REPORT
TO: Mayor and Council Members DATE: December 9, 2025
FROM: City Clerk DISTRICT(S): Citywide
SUBJECT: SB 707 (Durazo) Open Meetings: Meeting and Teleconference Requirements

RECOMMENDATION
That the City Council:

1. Review the required statutory changes under SB 707;

2. Provide direction to staff regarding implementation of associated hybrid meeting, translation, accessibility policy, social media and public engagement expectations, advisory body teleconferencing policies; and

3. Direct staff and the City Attorney to prepare a Resolution amending the City of Glendora Public Meeting Rules and Protocols to incorporate updated requirements for disruptions, hybrid meetings, teleconferencing, language accessibility, social media and public engagement in April 2026 with a draft Resolution for consideration.

STRATEGIC FOCUS AREAS
Not Applicable

EXECUTIVE SUMMARY
The City of Glendora last updated its Public Meeting Rules and Protocols in 2024 through Resolution CC 2024-36, establishing uniform requirements for all legislative bodies, including conduct, order of business, public participation, meeting procedures, and use of Rosenberg’s Rules of Order In October 2025, SB 707 was signed into law, implementing the most extensive Brown Act reforms in decades. The new requirements affect public meeting conduct, teleconferencing, hybrid participation, translation and accessibility, and public engagement. Some requirements take effect January 1, 2026, while others—particularly hybrid access and translation obligations—become mandatory July 1, 2026.

To remain legally compliant, staff reccommeds the City Council provide direction in key policy areas and direct staff to prepare a Resolution amending the City of Glendora Public Meeting Rules and Protocols to incorporate updated requirements for disruptions, hybrid meetings, teleconferencing, language accessibility, and public engagement in April 2026.

LEGISLATIVE HISTORY / PREVIOUS ACTIONS
2023–2024: Updates to teleconferencing, reasonable accommodation text, and decorum protocols (AB 2449, SB 1100, SB 1489).

July 2024: Adoption of Resolution CC 2024-36 establishing current Public Meeting Rules and Protocols.

October 2025: SB 707 signed; major Brown Act reforms enacted.

DISCUSSION
The Ralph M. Brown Act requires, with specified exceptions, that all meetings of a legislative body, as defined, of a local agency be open and public and that all persons be permitted to attend and participate. Senate Bill (SB) 707 , signed into law on October 3, 2025, proposes the most extensive modernization of the Brown Act (Gov. Code, § 54950 et seq.) in years, introducing sweeping changes aimed to strengthen public participation and expand remote teleconferencing access. While targeting improved transparency and engagement in public meetings, the bill also presents local agencies with important considerations regarding implementation logistics and resource planning.

Below are the major changes included in SB 707:

Social Media Exception, Sunset Removal, and Mandatory Brown Act Distribution (Effective January 1, 2026) Social-media rules for public officials are now permanent (no sunset).

Officials can communicate with the public on social media, or similar platforms, but cannot comment on or react to posts by fellow members about agency business, or on other posts that a member has commented on.

Officials cannot state their opinions on a specific topic to be heard before the body during a noticed public hearings prior to a legislative body decision.

Agencies must give every newly elected or appointed member a copy of the Brown Act (previously optional and limited).

An updated copy of the Brown Act will be provided to each City Council, Board, and Commission members as required upon the release of the Amended and Restated California Government Code Sections 54950 through 54963. These collective sections will include the Brown Act’s purpose, meeting requirements, teleconferencing provisions (including new SB 707 changes), notice and agenda rules, public participation rights, special meeting procedures, closed session requirements, and enforcement provisions Teleconferencing as a Reasonable Accommodation (Effective January 1, 2026) Members with disabilities may participate by teleconference as a reasonable accommodation.

Must use audio/video, and must say if another adult is in the room and their general relationship.

Their remote attendance counts toward a quorum, as if they were physically present.

Traditional teleconferencing rules do not apply to this disability-based accommodation.

The ADA accommodation procedures remain the same but move to a new code section.

Staff will provide an interim procedure on this process before January 2026 – the recommended process will be included in the proposed Resolution in April 2026.

Expanded Teleconferencing Requirements (Effective January 1, 2026) Traditional teleconference rules stay the same, but all other teleconference types have been moved into a reorganized set of sections.
“Just cause” remote participation rules (initially AB 2449) are relocated and extended through December 31, 2029.
“Just cause” now includes reasons previously labeled as “emergency circumstances,” such as:

Caregiving
Illness
Family medical emergencies
Military service
New teleconference rules added for:

Neighborhood councils
Community college student groups
Subsidiary bodies
Multijurisdictional bodies
A new section collects all shared rules (attendance, procedures, limits) in one place.

Staff requires City Council direction to determine if teleconferenced legislative body meetings will be allowed by the City Council; and whether to also allow them for other City Boards / Commissions.

Remote Access and Multilingual Outreach Requirements (Effective July 1, 2026 – December 31, 2029) Applies to “eligible legislative bodies,” including:

City councils and county boards in jurisdictions with 30,000+ population, City councils in counties with 600,000+ population,
Certain large special districts.

These bodies must:

Provide remote public access via phone or video for open meetings and pause meetings for at least one hour if remote access fails.

Translate agendas and participation instructions into languages spoken by 20%+ of residents and of that population, 20%+ are defined limited-English-proficiency residents by the American Community Survey.

Maintain a multilingual webpage explaining how to attend and comment.

Offer help with interpretation requests.

Do outreach to underrepresented and non-English-speaking communities.

Provide electronic access to meeting materials.

Adopt a public disruption policy for remote participation.

Some limited-purpose meetings (e.g., property matters, emergencies) may be exempt.

Per the 2023 American Community Survey (ACS) Data, the City does not meet the criteria for multilingual outreach. More specifically, Spanish is spoken by 18.2% of the City’s residents, a percentage that has slowly increased over the past 10 years (16% in 2018 and 15% in 2013). Currently, staff is preparing for the eventual need for translation of required materials to Spanish given expected demographic changes within the community.

City Council direction would be needed if the City were to implement the translation services prior to meeting the threshhold percentage outined in SB 707. Also, the City Council needs to provide direction on the scope of translation services; specifically, if only City Council materials are to be translated (if needed) or should that apply to all Boards / Commissions.

Public Recording Rights (Effective January 1, 2026)
The public’s right to record meetings is reaffirmed and modernized.

Removes outdated references to old-style equipment; any recording method is allowed.

Exemptions to Public Comment (Effective January 1, 2026) Legislative bodies may skip public comment on items previously heard by a member-only committee only if:

There has been no substantial change to the item since committee review.

The committee meeting had an in-person quorum.

The committee did not have primary responsibility for sensitive topics like:

Elections
Budgets
Police oversight
Special Meetings Requirements (Effective January 1, 2026) 24-hour notice and posting rules now apply to all legislative bodies (previous exemptions removed).

Special meetings cannot address:

Salaries or compensation of local agency executives, or Salaries/compensation of the legislative body itself.

It should be noted that the City Council does not consider salary changes to any City employee or employee groups at a special meeting, as defined by the Brown Act. Further, all employee compensation agenda items are presented to the City Council as a discussion item.

Authority to Remove Disruptive Participants (Effective January 1, 2026, Implementation by July 1, 2026) The ability to remove disruptive individuals now extends to teleconferenced meetings.

A new section authorizes removing or limiting remote participants—phone or video—who actually disrupt or impede the meeting.

Staff will require direction from the City Council on the handling of disruptive participants on remote calls.

Specifically, would the City Council want two separate procedures addressing disruptive participants – in-person and virtual; or would the City Council prefer a uniform set of guidelines. As noted in Attachment B Resolution CC 2024-36 Amending Rules and Protocols adopted on July 9, 2024, the City already has a section dedicated to disruptive participants for in-person meetings.

Policy Direction Requested
Staff requests City Council consideration and direction on the following SB 707 implementation issues:

1. Whether the City Council will allow teleconferenced participation under SB 707’s expanded rules, and whether similar options should apply to Boards and Commissions.

2. The scope and level of hybrid meeting access (phone and video) to be implemented, and whether hybrid participation should extend to advisory bodies.

3. Whether to begin offering Spanish translations prior to meeting statutory thresholds, and whether future translation/accessibility services should apply solely to the City Council or also to Boards/Commissions.

4. Whether to maintain separate disruptive-behavior standards for in-person and remote participation or adopt a uniform disruption policy across all participation modes.

5. How to incorporate SB 707’s permanent social-media provisions into the City’s Public Meeting Rules and whether supplemental local standards should be included.

6. Expectations for teleconferencing, hybrid access, translation requirements, and public engagement practices applicable to Boards and Commissions to ensure consistent or tiered implementation.

7. Expectations for remote access outage procedures, interpretation requests, multilingual participation information, electronic access to materials, and outreach to underrepresented communities.

FISCAL IMPACT
No significant fiscal impacts are anticipated at this time. Initial administrative, and training costs will be absorbed within existing budgets. Additional costs for translations, hybrid and accessibility systems will be evaluated as implementation planning progresses.

ENVIRONMENTAL DETERMINATION
Not a “project” under CEQA (14 CCR § 15378(b)(4–5)). No environmental review required.

Prepared By: Kathleen R. Sessman, City Clerk/Communications Director Concurs With: Not Applicable
Reviewed By: Kathleen R. Sessman, City Clerk/Communications 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_SB_707_PowerPoint.pdf
B_Resolution_CC_2024-36_Amending_Rules_and_Protocols_Adpted_070924_w_cert.pdf SB 707
CITY CLERK’S OFFICE

CITY COUNCIL MEETING
DECEMBER 9, 2025
KATHLEEN R. SESSMAN, CITY CLERK/COMMUNICATIONS DIRECTOR

SAMPLE DARK PRESENTATION TITLE

SAMPLE SUBHEAD
SB 707 IMPLEMENTATION OVERVIEW
• City of Glendora
• Public Meeting Rules & Protocols Update
• April 2026 Resolution Preparation

BACKGROUND
• Public Meeting Rules last updated in 2024
(Resolution CC 2024-36)
• SB 707 signed October 2025
• Significant Brown Act reforms effective
2026–2029
MAJOR SB 707 CHANGES
• Teleconferencing Modernization Effective Jan 1, 2026
• Hybrid meeting requirements Effective Jul 1, 2026
• Translation and Accessibility
obligations
Effective Jul 1, 2026
• Updated disruption and removal
standards
Effective Jul 1, 2026
• Social media conduct rules for
officials

TELECONFERENCING

REQUIREMENTS
• Disability-based accommodations
via teleconference
• “Just cause” remote participation
extended to 2029
• New teleconference rules for advisory
bodies
• Local policy decisions required
• Phone or video access for eligible
legislative bodies
• One-hour pause requirement if
access fails
• Electronic distribution of materials
• Remote disruption policies
required

HYBRID PARTICIPATION REQUIREMENTS

TRANSLATION & ACCESSIBILITY

REQUIREMENTS
• Agenda translation when
language thresholds met
• Multilingual website guidance
• Interpretation assistance
• City monitoring ACS data for
Spanish threshold

1. Whether the City Council will allow teleconferenced participation under SB 707’s expanded rules, and whether similar options should apply to Boards and Commissions.

2. The scope and level of hybrid meeting access (phone and video) to be implemented, and whether hybrid participation should extend to advisory bodies.

3. Whether to begin offering Spanish translations prior to meeting statutory thresholds, and whether future translation/accessibility services should apply solely to the City Council or also to Boards/Commissions.

4. Whether to maintain separate disruptive-behavior standards for in-person and remote participation or adopt a uniform disruption policy across all participation modes.

5. How to incorporate SB 707’s permanent social-media provisions into the City’s Public Meeting Rules and whether supplemental local standards should be included.

6. Expectations for teleconferencing, hybrid access, translation requirements, and public engagement practices applicable to Boards and Commissions to ensure consistent or tiered implementation.

7. Expectations for remote access outage procedures, interpretation requests, multilingual participation information, electronic access to materials, and outreach to underrepresented communities.

POLICY DIRECTION REQUESTED

RECOMMENDED ACTION

1. Direct staff and the City Attorney to prepare a Resolution amending the City of Glendora Public Meeting Rules and
Protocols to incorporate SB 707 requirements and return to the City Council in April 2026.

RESOLUTION CC 2024-36

A RESOLUTION AMENDING THE RULES AND PROTOCOLS FOR THE

CONDUCT OF PUBLIC MEETINGS, PROCEEDINGS AND BUSINESS
AND REPEALING RESOLUTIONS CC 2024-21 OR ANY RESOLUTION

IN CONFLICT OR INCONSISTENT HEREWITH

CITY COUNCIL
City of Glendora, California
SECTION 1. The City Council of the City of Glendora does hereby adopt and establish the following rules for the conduct of public meetings, proceedings, and business in the City of Glendora, as authorized by Government Code § 54954.3(b).

SECTION 2. The City Council of the City of Glendora does hereby ordain and establish that all Glendora Public Meetings will follow and comply with open meeting laws, pursuant to the Ralph M. Brown Act, Government Code § 54950 et seq. (“Brown Act”).

SECTION 3. The City Council of the City of Glendora does hereby adopt by reference the Rosenberg’s Rules of Order as the rules of procedure that shall govern all Glendora Public Meetings, except as may otherwise be provided in this Resolution, which may be amended from time-to-time.

SECTION 4. No action, inaction, or recommendation by the City of Glendora or its City Council or any of its legislative bodies or officials on any matter shall be held invalid or set aside by any court on the ground of the improper admission or rejection of evidence or by reason of any error, irregularity, informality, neglect, or omission (hereafter, error) as to any matter pertaining to applications, notices, findings, records, hearings, reports, recommendations, appeals, or any matters of procedure, unless a court of competent jurisdiction finds that the error was prejudicial and that the party complaining or appealing suffered substantial injury from that error and that a different result would have been probable if the error had not occurred. There shall be no presumption that error is prejudicial or that injury was done if the error is shown. This section satisfies and complies with the requirements of Government Code § 65010 of the State of California.

ARTICLE I: MEETINGS
The City Council of the City of Glendora (“City”) has ordained and established that all Glendora Public Meetings will follow and comply with the open meeting laws, established under the Brown Act.

A. Regular Meetings. All meetings of the City shall be conducted in the Council Chambers in the City Hall of the City of Glendora located at 116 E. Foothill Blvd., Glendora, California, or at such other place as the City Manager may from time to time prescribe provided the same is/are located in Glendora. Under the Brown Act, regular meeting agendas must be posted 72 hours prior to the meeting in locations freely accessible to the public and on the City’s website.

Docusign Envelope ID: 01857699-0C84-492F-BC58-220A291A05AC Resolution CC 2024-36 Page 2 of 10
Governing Board Meeting Date Meeting
Time
Authority
Business Improvement District (BID) 1st Thursday each month 8:30 am CC 2018-57 Board of Library Trustees 3rd Monday each month 7:00 pm CC 2018-57 City Council 2nd & 4th Tuesday each month GMC 2.04.010
Closed Session 5:00 pm
Business Session 7:00 pm
Community Services Commission 3rd Thursday of odd month 6:00 pm CC 2024-36 Planning Commission 1st Tuesday each month 7:00 pm CC 2018-57 Water Commission 4th Thursday of month of
January, April, July, and October
6:00 pm CC 2018-57
B. Special Meetings. A “Special Meeting” may be called at any time by the Presiding Officer or by a majority of the members of the governing body (per Glendora Municipal Code (“GMC”) Section 2.04.020). No business other than that officially noticed may be discussed at such Special Meeting. Under the Brown Act, Special Meeting agendas have additional noticing requirements and must be posted 24 hours prior to the meeting in locations freely accessible to the public and on the City’s website. Special Meetings under the Brown Act can include a workshop, townhall and/or study sessions or any other meeting called by a governing body to discuss discrete items listed on the agenda.

C. Adjourned Meetings. Any meeting may be adjourned to any regular, adjourned regular, special or adjourned special meeting to a time and place specified in the order of adjournment. If a quorum is not present, less than a quorum may so adjourn. If all members of the governing body are absent from any regular or adjourned regular meeting, the City Clerk may declare the meeting adjourned to a stated time and place.

D. Emergency Meetings. The notice requirements for a Special Meeting may be dispensed with under the following emergency conditions:

1. Work stoppage or other activity which severely impairs public health, safety, or both, as determined by a majority of the City Council.

2. A crippling disaster which impairs public health, safety, or both, as determined by a majority of the City Council.

In these circumstances, the President Officer, or their designee, must notify the previously designated parties for a Special Meeting and comply with the provision of Government Code § 54956.5 and GMC Chapter 11 Emergency Preparedness.

However, only one hour's notice given by telephone is necessary.

Docusign Envelope ID: 01857699-0C84-492F-BC58-220A291A05AC Resolution CC 2024-36 Page 3 of 10
E. Closed Sessions. A City governing body may hold closed sessions during a regular or Special Meeting, or at any time otherwise authorized by law, to consider or hear any matter which it is authorized by state law to hear or consider in closed sessions, and may exclude from any such closed session any person or persons which it is authorized by state law to exclude from such closed sessions. Under normal circumstances, a closed session will be agendized as noted in Article II entitled Order of Business.

F. Cancellation. Any meeting of a governing body may be canceled in advance by a majority vote of the governing body. The Presiding Officer may cancel a meeting in the case of an emergency or when a majority of members have confirmed in writing their unavailability to attend a meeting.

G. Presiding Officer. The Mayor shall serve as the “Presiding Officer” and preside over public meetings of the City Council. In their absence, the Mayor Pro Tern shall serve as Presiding Officer.

List of Presiding Officer and backup for each governing board:

Governing Board Presiding
Officer
Serves in absence of
Presiding Officer
Business Improvement District (BID) Chair Vice-Chair
Board of Library Trustees President Vice-President
City Council Mayor/Chair Mayor Pro Tem/Vice-Chair
Community Services Commission Chair Vice-Chair
Planning Commission Chair Vice-Chair
Water Commission Chair Vice-Chair
I. Attendance by the Public. Except as specifically provided by law for closed sessions, all meetings of a City governing body shall be open and public and otherwise comply with the Brown Act. All persons desiring to attend shall be permitted to attend any meeting. Virtual participation will be available on other such times when a State of Emergency, Health Order or State Executive Order limits in-person participation.

In the event any meeting is willfully and persistently disrupted by an individual, group, or groups of persons so as to render the orderly conduct of the meeting infeasible, and order cannot be restored by removal of the offending individual or individuals, the City Council (or other applicable governing body) may order the meeting room cleared and continue in session. Representatives of the press, unless participants in the disturbance, shall be allowed to attend such meeting.

J. Public Participation. Any person may request to address a governing body during a public meeting by submitting to the City Clerk a speakers request form and stating the topic to be addressed. Speakers request forms shall be available at the City Council Chambers throughout the applicable governing body meeting. To ensure that the public is able to participate, the City may provide a variety of ways in which the public Docusign Envelope ID: 01857699-0C84-492F-BC58-220A291A05AC Resolution CC 2024-36 Page 4 of 10
can submit their comment: in person, virtually, email, phone call, mail and any other method authorized by state law or under the GMC. Methods of participation may be subject to change during other such times when a State of Emergency, Health Order or State Executive Order limits in-person participation. A majority of a governing body, if it so desires, has the opportunity to request a separate and/or additional public comment period for any item listed on the agenda, with a motion and a second by applicable members of the governing body.

Under the agenda item, "Public Comment", the Presiding Officer may recognize any person desiring to address the governing body concerning any subsequent item calendared for action or discussion at that meeting or on any matter within the jurisdiction of the governing body. Public comment is limited to 30 minutes at each meeting, with the ability to extend if the governing body chooses by majority vote. Public comment shall conform to the following protocol:

1. Any person requesting to speak shall be limited to three (3) minutes, speaking once, on both on- and off- agenda items, unless such time period is extended subject to a motion and approval by the majority of the governing body. Such statements shall only be allowed during the Public Comment portion of the agenda, unless at a public hearing or unless a person is specifically recognized to speak by the Presiding Officer.

2. Speakers are not permitted to yield their time to another speaker.

3. Any person addressing a governing body may question or criticize any policy, procedure, or service of the City, any act or omission of the governing body or any statements or actions of any individual member of a governing body, provided however that the right to question such policies, procedures, services, statements, acts or omissions does not convey upon the speaker the right to make defamatory or obscene remarks directed toward any individual member of a governing body, City employee or private citizen, nor does it allow the speaker to address matters beyond the subject matter jurisdiction of the specific governing body. Those willfully disrupting the orderly conduct of business by violating this provision may forthwith be barred by the Presiding Officer from further appearance before the governing body during that meeting.

4. Any person given permission to address a governing body may, if desired, state their name, who they represent, if they represent other persons and the subject matter they wish to discuss.

5. All remarks may be addressed to the entire governing body or to any member thereof.

Questions asked of any individual member of such governing body, or a member of the staff may or may not be responded to at the discretion of the Presiding Officer or of member of the governing body.

6. No person returning to their seat shall be allowed to speak again without the approval of the Presiding Officer.

Notwithstanding the provisions of Subsection 1 herein, any person may be recognized for public input on any matter at any time during the meeting upon adoption of a motion Docusign Envelope ID: 01857699-0C84-492F-BC58-220A291A05AC Resolution CC 2024-36 Page 5 of 10
by a member of the governing body recognizing the person and identifying the subject matter.

7. Any person attending any meeting of any governing body may record the proceedings of the meeting with an audio or video tape recorder or with a still or motion picture camera provided that such devices are operated in a non-disruptive manner. Upon determining that recording or photographing a particular meeting is disruptive or creates a disturbance by virtue of excessive noise or light or by disrupting the view of the governing body or of members of the public, the Presiding Officer, in their discretion, may order the suspension of recording or photography for the remainder of that meeting.

8. Any person in attendance may address a governing body during a public hearing, subject to the provisions of Article IV hereof. Persons addressing the governing body at any time shall, if desired, state their name and direct their comments to the Presiding Officer and not to the staff, media representatives or the audience. Persons in attendance shall not speak upon any subject except as is otherwise provided in this Section or in Article IV.

K. Council or Other Body Agenda Items. These matters must be placed on the agenda in advance of the applicable meeting in order for the Council or other applicable City governing body to hear and consider such matters. Matters considered under governing body agenda items are actions requested by two members of any governing body.

L. Council/Member Statements. Any Council Member or member of a convened governing body in the meeting shall be allowed to bring up any matter of relevance to the body without the necessity of requiring action on such matter. Council Member reports regarding regional and local representation should occur under this section. The subject matter of these items need not be submitted prior to a City Council or other governing body meeting.

M. City Manager and City Attorney Statements or Director and Staff Liaison. Statements and/or requests from City Manager and City Attorney relating to actions being considered by the governing body, or that falls within the jurisdiction of the City of Glendora, or is of interest to the governing body and/or the community generally.

O. Agenda. The agenda, in its simplest form, sets out the list of items that the governing body intends to consider at the meeting. Before each meeting, the City Manager and City staff shall prepare a meeting agenda and packet that is used by the governing body as a source of information and advice to assist their decision making and by the public to stay informed and decide if they want to participate in the process. Agendas and the placement of items on the agenda is the responsibility of the City Manager. Any Council member or member of a convened governing body can request for the Council or other applicable governing body to hear and consider a matter provided, however, such matter shall require approval or a second request from one other member of the City Council or other governing body.

Agendas and supporting packets for all public meetings will be noticed and posted in compliance with the Brown Act. As a general rule, the Council will not take action on any item which does not appear on the posted agenda. Exceptions are allowed in emergency/urgency situations or when the need arises.

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The City Clerk will prepare a yearly meeting calendar identifying meeting dates and cancellations to aid governing body members and City staff with planning and scheduling.

A copy of the draft agenda will be transmitted to the City Manager one-week before the applicable meeting.
*In the case of Glendora Boards or Commissions, the staff liaison is responsible for agendas and placement of agenda items.

P. Record of Proceedings. All meetings/hearings will be recorded, and action minutes of proceedings will be prepared by the City Clerk (or its designee), and shall be made available for public inspection upon affirmation.

Q. Sergeant at Arms. If directed by the City Council, there shall be available for public meetings a sworn officer of the Police Department who shall serve as Sergeant at Arms at a City of Glendora public meeting. The Mayor or City Manager shall have the authority to require the presence of the Sergeant at Arms when they deem such presence necessary. The Sergeant at Arms shall, under the direction of the Presiding Officer, maintain order on the floor during public meetings.

R. Parliamentarian. During public meetings, the City Attorney shall act as the parliamentarian.

This role provides clarification and direction on parliamentary procedures, including allowable actions by the governing body.

S. Curfew. In the absence of a motion duly adopted by majority vote of the City Council, the Presiding Officer may adjourn City Council meetings at 10:30 p.m. or as soon thereafter as is reasonably practicable. This means that under normal circumstance, the City Council will complete action on whatever agenda item is being discussed/debated at 10:30 p.m. after which the Presiding Officer shall adjourn the regularly scheduled meeting to a time certain at which time the meeting shall be reconvened as an Adjourned Regular Meeting of the City Council and action upon the published agenda continue.

T. Community Recognition. The City of Glendora may periodically honor the service of community volunteers as well as the outstanding accomplishments of its citizens. To improve the efficiency of public meetings, whenever possible, such recognitions should take place during the monthly/quarterly presentation by the City Council.

ARTICLE II: ORDER OF BUSINESS
The order of business for public meetings shall be as follows:

1. Call to Order

2. Closed Session (if necessary)

3. Invocation (City Council Only)

4. Pledge of Allegiance

5. Student Reports (City Council Only, 2
nd meeting of October - April, 3 minutes each)

6. Reorder ofAgenda
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7. Public Comment (limited to 3 minutes per speaker)

8. Member Statements/Reports

9. City Manager and City Attorney Statements or Director and Staff Liaison Statements

10. Special Items (as necessary/appropriate)

11. Public Hearings

12. Consent Calendar (including minutes and warrants)

13. Member Agenda Items

14. Unfinished Business

15. NewBusiness

16. Member/Staff Closing Comments

17. Adjourn
*In the case of Glendora Boards or Commissions, sections not relevant to board/commission meetings will be removed or modified.

A. Consent Calendar. Items may be placed on the consent calendar of any agenda at the discretion of the City Manager. All items listed on the consent calendar are considered to be routine and may be enacted by a single vote, following a motion made by a governing body member, and approval of the majority of the governing body. There will be no separate discussion of these items unless a member of the governing body requests specific items to be removed from the consent calendar for separate action. Requests for a verbal staff report with respect to any agenda item that is listed on the consent calendar which are strictly for the benefit of the audience / public may be requested by a City Council member without pulling the item from consent calendar for separate vote; provided, however, no discussion or questions shall be permitted, and any such report must occur prior to the consent calendar vote. Any items removed from the consent calendar will be considered after the regular items on any such agenda.

ARTICLE III: RULES OF CONDUCT
Proceedings of all City governing bodies shall be governed by Rosenberg’s Rules of Order (as the same may be amended from time-to-time), on all matters pertaining to parliamentary procedure, but no law, ordinance, resolution, proceeding, or other action of the governing body shall be invalidated or the legality thereof be otherwise affected by the failure or omission to observe or follow the said rules.

No member of a governing body shall be permitted to abstain from voting if such abstention results in a tied vote unless such abstention shall have been approved by the City Attorney. Unexcused abstentions shall be counted by the City Clerk as a vote in opposition of the particular motion.

ARTICLE IV: PUBLIC HEARINGS
Matters, which are required to be heard at a noticed public hearing, shall be conducted in the following manner.

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1. Time for Consideration. Matters noticed to be heard by the City Council, Planning Commission, or Water Commission shall commence at the time specified in the notice of hearing, or as soon thereafter as is reasonably possible, and shall continue until the same has been completed in accordance with provisions of this Article IV or until other disposition of the matter has been made.

2. Continuance of Hearings. Any hearing being held or noticed or ordered to be held by the City Council, Planning Commission or Water Commission at any meeting of the City Council, Planning Commission or Water Commission may, by order or notice of continuance, be continued or recontinued to any subsequent meeting in the manner provided herein for adjourned meetings; provided, that if the hearing is continued to a time less than 24 hours after the time specified in the order or notice of hearing, a copy of the order or notice of continuance of hearing shall be posted immediately following the meeting at which the order or notice of continuance was adopted or made.

3. Public Discussion at Hearings. When a matter for public hearing comes before the governing body, the Presiding Officer shall read agenda item title into the record and open the public hearing. After which the Presiding Officer solicits presentations/comments from staff and from the applicant/appellant. Upon completion of the presentation/comments from staff and applicant/appellant and before any deliberation or motion is adopted related to the merits of the issue to be heard, the Presiding Officer shall invite public testimony and inquire if there are any persons present who desire to speak as proponents of or as opponents to the matter which is to be heard or to present evidence respecting the matter. Any person desiring to speak, or present relevant evidence shall make their presence known to the Presiding Officer. No person may speak without first being recognized by the Presiding Officer. Once all speakers have been heard the Presiding Officer will close the public testimony portion of the public hearing.

Members of the governing body who wish to ask questions of the speakers or each other, during the public hearing portion may do so but only after first being recognized by the Presiding Officer. The Presiding Officer shall conduct the meeting in such a manner as to afford due process.

Persons interested in the matter being heard shall be entitled to submit written evidence or remarks, as well as other graphic evidence. All such evidence presented shall be retained by the City Clerk as part of the Clerk's record. Time limits may be established by the Council, limiting the duration of presentations as set forth in these rules. No person shall be permitted during the hearing to speak about matters or present evidence which are not germane to the matter being considered. A determination of relevance shall be made by the Presiding Officer but may be appealed as set forth in these rules.

4. Public Hearings. Public hearings shall be conducted in accordance with the following protocol:

A. The Presiding Officer shall call the agenda item, read title into the record and “Open” the public hearing.

B. After opening the public hearing, the Presiding Officer shall ask for Docusign Envelope ID: 01857699-0C84-492F-BC58-220A291A05AC Resolution CC 2024-36 Page 9 of 10
presentation of the staff report and comment.

C. Following the staff presentation/report, the Presiding Officer shall ask for any presentation the applicant/appellant may wish to offer (limited to 10 minutes).

D. Following the presentation of the applicant/appellant, the Presiding Officer shall call for and “open” public testimony (limited to 3 minutes per speaker) and inquire if there are any persons present who desire to speak as proponents of or as opponents to the matter which is to be heard or to present evidence respecting the matter. Once all speakers have been heard, the Presiding Officer shall “close” the public testimony portion of the public hearing.

E. Following public testimony, the Presiding Officer shall allow a summation or rebuttal from the applicant/appellant. (limited to 5 minutes) F. The Presiding Officer shall close the public hearing after which time no member of the public shall further address the governing body unless specifically asked to do so by a member of the governing body, with the approval of the Presiding Officer.

5. Consideration of Question by governing body. After the public hearing has been closed, the Presiding Officer and the other governing body members may consider what disposition they wish to make of the question or questions presented at the hearing. No member of the public shall be allowed to speak further on the question during this period of deliberation, without consent of the Presiding Officer, although the governing body members may ask questions of the speakers if so desired. At the conclusion of the governing body’s discussion, and an appropriate motion having been made and seconded, the governing body shall vote on the matter.

SECTION 5. These same rules apply to all City of Glendora boards, commissions and/or committees.

SECTION 6. All resolutions or parts of resolutions in conflict or inconsistent herewith are hereby repealed.

SECTION 7. The City Clerk shall certify to the passage and adoption of this resolution and shall enter the same in the Book of Original Resolutions.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Glendora this 9 th
day of July, 2024.

BY:

MENDELL L. THOMPSON
Mayor
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Resolution CC 2024-36 Page 10 of 10
APPROVED AS TO FORM:

Aleshire & Wynder, LLP

DANNY ALESHIRE
City Attorney

CERTIFICATION
I, do hereby certify that the foregoing Resolution was duly adopted by the City Council of the City of Glendora at a regular meeting held on the 9
th day of July, 2024, by the following vote:

AYES: MEMBERS: Allawos, Boyer, Davis, Fredendall, and Thompson.

NOES: MEMBERS: None.

ABSENT: MEMBERS: None.

ABSTAIN: MEMBERS: None.

Dated: December 4, 2024
KATHLEEN R. SESSMAN, MMC
City Clerk/Communications Director
Docusign Envelope ID: 01857699-0C84-492F-BC58-220A291A05AC Dec 4, 2024 | 1:13 PM PST
Dec 5, 2024 | 11:02 AM PST
Certificate Of Completion
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116 E Foothill Blvd
Glendora, CA 91741
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Mendell Thompson
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Councilman
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Kathleen Sessman
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City of Glendora
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STAFF REPORT
TO: Mayor and Council Members DATE: December 9, 2025
FROM: Public Works DISTRICT(S): Citywide
SUBJECT: Update on Citywide Pavement and Sign Study, and Review of Pavement Management Program

RECOMMENDATION
That the City Council:

1. Receive and file the 2025 Pavement Management Program Update prepared by Bucknam Infrastructure Group, Inc.

STRATEGIC FOCUS AREAS
• Action 4.1 Complete Pavement Management Program Study

EXECUTIVE SUMMARY
Citywide infrastructure continues to be a core priority for Glendora. Results from the 2025 Community Survey conducted by True North Research, Inc. reaffirm that residents view improving streets, roads, and related infrastructure as one of the most important actions the City can take to enhance quality of life. In December 2024, the City Council and Executive Leadership Team met to refine strategic goals and develop the updated FY 2025– 2027 Strategic Plan. Included in Goal #4, 'Sustainable Infrastructure,' is the directive to complete an update to the Citywide Pavement Management Program (PMP).

A Pavement Management Program (PMP) evaluates pavement conditions across all City-maintained streets and alleys, providing data-driven funding scenarios to maintain or improve road network conditions over time. Following a competitive Request for Proposals (RFP) process, the City Council awarded an agreement to Bucknam Infrastructure Group, Inc. on January 14, 2025. Bucknam previously completed the 2020 PMP, bringing continuity and expertise to the City’s pavement evaluation and forecasting efforts.

The 2025 Citywide PMP Final Report presents a comprehensive assessment of Glendora’s entire street network, including pavement condition evaluations, maintenance and rehabilitation needs, and projected performance under various funding scenarios. The City’s current Pavement Condition Index (PCI) is 63.2, placing it within the 'Fair' range. The PMP provides cost estimates, recommended treatment strategies, and a five- to seven-year implementation horizon, serving as a technical foundation for future Capital Improvement Program (CIP) planning and funding decisions. The data and recommendations contained in the 2025 PMP will be evaluated alongside the City’s Water Master Plan to develop a coordinated five-year Capital Improvement Program (CIP). This integrated analysis will allow staff to identify and prioritize street, water, and combined utility-paving projects, to further leverage the City’s resources.

LEGISLATIVE HISTORY / PREVIOUS ACTIONS
The Citywide Pavement Management Plan Update is included in the FY 2025 Approved Budget.

The last two Pavement Management Plan updates were completed in 2020 and 2015. The 2015 PMP was completed by Omnis, Inc. The 2020 PMP was completed by Bucknam Infrastructure Group, Inc.

DISCUSSION
The Pavement Management Program (PMP) provides the City with a data-driven tool to assess roadway conditions, identify maintenance and rehabilitation needs, and prioritize projects based on cost-effectiveness and lifecycle performance. This update fulfills the Los Angeles County Metropolitan Transportation Authority (Metro) requirement that cities maintain an up-to-date pavement condition inventory to remain eligible for Proposition C Local Return funding.

The City’s pavement network represents one of its most valuable assets, with an estimated replacement value of approximately $439 million. The network includes roughly 163.4 centerline miles—equivalent to over 30.6 million square feet (SF)—of streets and alleys, categorized by functional classification as follows:

Type Miles Square Feet
Local / Residential 112.2 69% 19,757,439 64%
Arterial / Collector 45.0 28% 10,310,492 34%
Alleys 6.2 4% 573,612 2%
Totals 163.4 30,641,543
For context of the report, the following definitions and examples of street types are useful:

Local or Residential: connects individual properties to the broader roadway network; i.e. Glenwood Avenue, Wabash Avenue, Jenifer Avenue.

Collector: serves to move traffic from a local street to arterial streets; i.e. Ada Avenue, Leadora Avenue, Loraine Avenue, Valley Center Avenue, Sierra Madre Avenue, Live Oak Avenue.

Arterial: a street for which the primary function is to move vehicles from one section of the City to another, i.e.

Route 66, Grand Ave, Gladstone Avenue, Glendora Ave, Auto Centre Drive, Lone Hill Avenue.

For the 2025 street network assessment survey, the pavement condition index (PCI) was calculated for each segment to reflect overall pavement condition. The PCI values range between "0" and "100". A PCI of "0" would correspond to a badly deteriorated pavement with virtually no remaining life, while a PCI of "100" would correspond to a pavement with proper engineering design and construction at the beginning of its life cycle, which is fundamentally a new street.

As shown in the table below, 32% of the City streets condition are classified as Good to Very Good; 22% is classified as Fair and 46% are classified as Poor to Very Poor. The data confirms that Glendora has maintained a stable overall network condition, but the data also highlights the importance of continued reinvestment to prevent further decline. While recent arterial overlay projects have helped sustain the City pavement network above the 60 PCI range, more than half of the City’s local streets now require overlay or reconstruction to reach a healthier, preventive-maintenance level. By maintaining consistent annual funding for slurry seal and overlay programs, the City can raise its overall PCI, reduce costly deferred maintenance, and preserve long-term value in its $439 million pavement network. Deferred maintenance refers to pavement repairs or rehabilitation that are needed but postponed due to limited funding. As these projects are delayed, pavement conditions continue to deteriorate, resulting in higher future repair costs and a growing backlog of work required to restore the network to an acceptable condition.
2025 PCI Distribution by Street Classification 2020
Condition PCI
Range
Art/Coll
Miles
% of
Art/Coll
Local
Miles
%of
Local
Alley
Miles
% of
Alleys
Total
Miles
% of
Network
% of
Network
Very
Good
86-100 6.7 15% 17.6 16% 2.3 37% 26.6 16% 20%
Good 75-85 6.9 15% 18.4 16% 0.6 10% 25.9 16% 13%
Fair 40-74 11.5 26% 24.7 22% 0.4 6% 36.6 22% 28%
Poor 41-59 11.8 26% 34.1 30% 0.9 15% 46.8 29% 27%
Very Poor 0-40 8.1 18% 17.4 16% 2.0 32% 27.5 17% 12%

45.0 112.2 6.2 163.4
The following table summarizes the 2025 PCI values by street classification and compares them to 2020 conditions. While the overall network remains in the “Fair” range, the data shows that certain classifications require continued investment to prevent further decline and support long-term system health.

Street
Classification
Mileage Square Feet PCI 2025 PCI 2020
Arterial/Collector 45.0 10,310,492 63.3 67.6
Local 112.2 19,757,439 63.2 64.2
Alley 6.2 573,612 60.2 67.5
Citywide 163.4 30,641,543 63.2 65.4
The City’s pavement network currently maintains a “Fair” condition rating with a weighted PCI of 63.2, a small decrease from 65.4 in 2020. In 2015, the PCI was listed at 62.5 and in 2018 the PCI was 59. Over the last seven years, significant efforts have led to an improved street condition. Although the 2025 PCI represents a minor reduction from 2020, the overall network condition remains stable. While the numerical change appears small, maintaining stability has required significant ongoing investment; without these continued efforts, the PCI would likely have declined more substantially. It should be noted, the 2015 and 2018 totals did not include alleys, which would have lowered the overall PCI by a small amount.

Pavement is a dynamic structure where deterioration is constantly occurring. It should also be noted, that the difference between 63.2 (2025) and 65.4 (2020) is minor and not visually noticeable to the untrained eye. Between 2020 and 2025, multiple street projects have been completed to keep the condition at Fair, if not for these projects, the PCI would be notably less, potentially falling into a poor status. In addition, several water and street improvement projects are currently in design, including Colorado, Cypress, Glendora, and Lone Hill. These projects represent nearly 1,000,000 square feet of pavement, and once completed, will significantly strengthen the City’s overall PCI.

To ensure the most effective and efficient use of available resources, the PMP aligns maintenance and rehabilitation strategies to pavement condition categories. This approach ensures that each dollar invested produces the maximum lifecycle benefit. The following summarizes the principal treatment types applied across the network, ranging from preventive surface seals to full reconstruction.

General Repairs – Stop Gap (Localized Maintenance); PCI range – 20 to 95 For this maintenance type, small, localized surface treatments are utilized as “holding action” solutions (stop gaps) to delay the need for pavement structural strengthening. This typically includes activities such as crack sealing, Asphalt Concrete (AC) deep patching, AC skin patching, Portland Cement Concrete (PCC) slab replacement, grinding and leveling.

Slurry Seals (Global Maintenance); PCI range – 60 to 85 Slurry seal is a preventative maintenance measure to slow the deterioration of streets. It is a surface treatment applied to pavements with minimal surface distress to provide new wearing surfaces and extend pavement life.

The process generally consists of a mixture of conventional or latex-modified emulsified asphalt, well-graded fine aggregate, mineral filler and water placed over an existing AC surface; slurry seal application life cycles are averaging 4 to 5 years. Type II Slurry is recommended for Local streets.

Microsurfacing (Global Maintenance); PCI Range 60 to 85 Microsurfacing is similar to slurry seal. It consists of the application of a mixture of water, asphalt emulsion, aggregate (very small, crushed rock), and chemical additives to an existing asphalt concrete pavement surface.

Polymer is commonly added to the asphalt emulsion to provide better mixture properties. The major difference between slurry seal and microsurfacing is in how they “break” or harden. Slurry relies on evaporation of the water in the asphalt emulsion. The asphalt emulsion used in microsurfacing contains chemical additives which allow it to break without relying on the sun or heat for evaporation to occur. Thus, microsurfacing is an application that hardens quicker than slurry seals and can be used when conditions would not allow slurry seal to be successfully placed. Streets that have a lot of shade and streets that have a lot of traffic are good candidates for microsurfacing (source - LA County of Public Works).

Cape Seals (Global Maintenance); PCI Range – 40 to 65
This is an application of a single layer of asphalt binder to a road surface immediately followed by a single layer of cover aggregate (chips). The single layer chip seal is then followed with a slurry seal application; Conventional cape seal application life-cycles are averaging 6 to 7 years. For sections that have lower PCI’s in this range, leveling courses should be considered. City is currently considering this application as an alternative cost-saving tool.

Overlays (Major Maintenance); PCI range – 20 to 65
AC Overlay – Placement of a layer of hot-mixed asphalt concrete over the existing pavement surface (may include pavement fabric). Grinding (milling) is performed prior to the overlay to reduce the total height of asphalt and assure alignment with existing gutter lines. This also includes “dig-outs” and crack sealing prior to the application of an overlay. This treatment provides a new wearing surface and increased structural strength to the pavement section. A conventional overlay should be designed for a ten-year life.

Asphalt Rubber Hot-Mix Overlay - The ASTM definition is: Asphalt-Rubber is a blend of asphalt cement, reclaimed tire rubber and certain additives in which the rubber component is at least 15% by weight of the total blend and has reacted in the hot asphalt cement sufficiently to cause swelling of the rubber particles. Specifically, using crumb rubber modified binders in pavement application benefit local agencies in that cities find:

Pavement resists cracking by being more flexible;
Cost savings come from a longer life cycle (from Bucknam’s experience typically 20% longer), decreased maintenance and the use of less material;
Improvement in skid resistance;
Decreased noise;
It provides long-lasting color contrast for marking and striping; and Life Cycles are averaging 8 to 12 years.

Reconstruction (Major Maintenance); PCI range – 0 to 20 A reconstruction project is required when slurry seals or overlays won’t be adequate and generally indicates that the structural integrity of the asphalt, base and sometimes soil have failed. Reconstruction of an existing pavement section includes demolition and removal of the asphalt to a prescribed depth, grading, sub-base compaction, application of a binder/surface course followed by the placement of a conventional flexible pavement section using a structural AC Hot Mix, ARHM or full depth asphalt. Each classification of road has a typical design cross-section based on anticipated traffic loading. Generally, reconstructed streets have a life of 25 to 30 years, but if properly maintained using slurry seals and overlays, street life can exceed 50 years. Reconstruction resets a roadway section PCI to 100 and restarts the life-cycle deterioration curve of the section.

As pavement ages, the City’s pavement management system forecasts deterioration over time to identify when cost-effective maintenance should occur. The analysis demonstrates that performing timely preventive maintenance significantly extends pavement life and minimizes long-term costs. As illustrated in the accompanying chart, for every $1 spent early on preservation treatments, the City can avoid spending $6 to $10 on the same pavement area if repairs are deferred just a few years and the condition deteriorates. This principle explains why the City often addresses streets that may appear to be in relatively good condition first - these preventive treatments are far more cost-effective and help preserve the overall network condition, whereas severely deteriorated streets require costly reconstruction once they have reached the end of their useful life.

Below is the summary of Capital Street Improvement projects from the last five years, since the 2020 survey.

Street maintenance treatments include slurry seal, overlays and reconstruction of the pavement.

Capital Improvement Projects (Streets)
Fiscal Year/Project Sq. Ft. Actual /
Budget
2020
Ada Street Rehabilitation 385,358 $853,384
Leadora Resurfacing Construction 157,884 $335,837
Lone Hill Ave Improvements Phase 2 125,000 $1,010,264
Citywide Slurry Seal Project, FY 2019/2020 783,486 $178,823 W. Laxford / Vecino Street Improvements 77,698 $255,687 Citywide Reactive Repairs/Maintenance* - $500,000
2020 Totals 1,529,426 $3,133,995
2021
Bonita Ave and Dale Road 104,517 $288,459
Dike Lane and Other Street Rehabilitation 157,815 $342,652 Loraine Avenue Street Rehabilitation 423,688 $1,186,781 Citywide Reactive Repairs/Maintenance* - $500,000
2021 Totals 686,020 $2,317,892
2022
Dawson/Pennsylvania/Washington 82,500 $324,419
Leadora Resurfacing Design - $90,701
Citywide Reactive Repairs/Maintenance* - $500,000
2022 Totals 82,500 $915,120
2023
Citywide Slurry Seal Project, FY 2022 475,000 $174,850
Cullen Ave. Water and Street Improvements 50,000 $560,733 Laxford, Cossacks, St. Valdimir Street Rehabilitation 120,000 $735,695 Citywide Reactive Repairs/Maintenance* - $500,000
2023 Totals 645,000 $1,971,278
2024
CDBG Bender, Carter, et. al Water and Street
Improvements
225,000 $678,335
Citywide Slurry Seal Project, FY 2023 512,124 $150,585
Eagle Ridge Water and Street Improvements –
Emergency Project
30,380 $222,300
Citywide Reactive Repairs/Maintenance* - $790,000
2024 Totals $1,841,220
2025
Amelia Ave, Country Club, Lone Hill & Cumberland
Water & Street
211,000 $931,956
Bennett, Washington, Westridge and Bender Water and
Street
311,000 $2,080,000
CDBG Grind and Overlay 107,000 $1,074,485
Citywide Slurry Seal Project, FY 2024/2025 1,289,195 $402,100 Glendora Ave Street Paving – Emergency Project 79,520 $200,000 Mauna Loa Water and Street 211,000 $513,600
Citywide Reactive Repairs/Maintenance* - $550,000
2025 Totals 2,208,715 $5,752,141
* Citywide Reactive Repairs/Maintenance refers to on demand repairs such as filling potholes, rain related damage, crack sealing and emergency repairs from unplanned water leaks.

In addition to planned capital street improvement projects, the City also invests on average more than half a million annually in personnel and materials focused on reactive street improvements, addressing potholes, rain-related damage, crack sealing and emergency repairs from unplanned water leaks. By maintaining consistent funding for both proactive and reactive maintenance programs, the City can raise its overall PCI toward a healthier range and extend pavement life.

To accomplish the aforementioned improvements, and to support ongoing and future street resurfacing, the City relies on a variety of dedicated funding sources that specifically include street improvements among their restricted uses. These sources include Gas Tax, Prop 1B, Proposition C, Road Maintenance and Rehabilitation Account (RMRA), Measure M, Measure R, Community Development Block Grant (CDBG), and Surface Transportation Program-Local (STP-L).

The table below provides a snapshot of projected revenues from each of these sources. The figures represent total revenues by fund; while only a portion of these dollars is used for pavement renovation, the remainder supports other eligible transportation improvements such as sidewalks, curbs and gutters, ADA upgrades, traffic signal maintenance, signage, and related mobility and safety enhancements. Together these amounts provide an overview of the funding available to support the City's streets and transportation infrastructure.

Revenues Available by Fund
Fund FY 2024* FY 2025** FY 2026** FY 2027**
Gas Tax $2,079,738 $2,311,500 $2,038,400 $2,133,400
Proposition C $1,175,566 $1,230,100 $1,136,760 $1,136,760 RMRA $1,404,619 $1,377,800 $1,411,540 $1,411,540
Measure M $997,250 $1,045,100 $949,948 $949,948
Measure R $884,576 $908,800 $833,370 $833,370
CDBG $61,061 $461,509 $444,625 $275,000***
STP-L $4,021 $3,200 $3,000 $3,000
Total: $6,606,831 $7,338,009 $6,817,643 $6,743,018
*Actual Revenue
**Projected Annual Revenues per the 2025 – 2027 Adopted Two Year Budget *** Estimated
Although these dedicated revenues support ongoing maintenance, they are not sufficient on their own to fully address the City’s long-term pavement needs. Glendora is a largely built-out community with limited opportunities for new residential or commercial development, resulting in minimal collection of Development Impact Fees (DIFs) or other development-related revenues. Unlike jurisdictions experiencing substantial growth, the City does not receive significant new funding from development activity to help offset roadway rehabilitation costs. As a result, the City relies almost entirely on its restricted transportation funding sources to maintain and improve the street network, contributing to a growing gap between available revenues and projected pavement needs.

The City’s Water Fund can be an additional source when water infrastructure improvements occur as part of a project. In such cases, the Water Fund typically covers the cost of restoring one lane of pavement directly above completed water-system work. The Capital Improvement Project table referenced earlier includes some pavement restored as part of water projects, however water-related costs are not always itemized between water-system work and pavement restoration. As a result, pavement restored through Water Fund contributions may not show the corresponding Water Fund dollar amount, and the actual investment in the City's pavement network may be higher that what is reflected. Water Fund contributions also do not appear in the revenue table above, as they are project dependent and not tracked as a consistent, standalone funding source.

In addition to the restricted transportation funds, Measures E and Z provide important voter-approved revenue streams that help sustain City operations. Since adoption, these measures have strengthened overall fiscal stability and indirectly supported capital improvement efforts by increasing General Fund capacity. Measure E has also directly funded over $4 million in capital projects. While these revenues are not dedicated to streets, the City Council may consider future allocations toward pavement improvements as part of broader policy and budget discussions.

Budget Projections / Modeling Scenarios
A key component of developing a Pavement Management Program (PMP) is modeling the City’s existing pavement conditions against available and projected budgets to evaluate how various funding levels affect overall network performance and deferred maintenance. This modeling allows the City to demonstrate the return on investment from different treatment strategies—such as slurry seals, cape seals, grind-and-overlay, and alternative rehabilitation applications—and to plan funding allocations that provide the greatest long-term benefit. The development of this program considered four budget scenarios: funding required to maintain the PCI at 63 and funding required to improve the current PCI of 63 to 65, 67, and 70.

Maintain PCI 63
In order to maintain the overall PCI of 63, an average annual budget of $5.58 million, for a total of $27,916,500 will be required over the five-year period. The “Maintain PCI 63” Budget program incorporates pavement sections that have a functional class of Arterial (A, C) and Local (R) utilizing slurry, overlay, and reconstruction maintenance techniques. While the PCI will remain at 63, the deferred maintenance will increase from $46.8 million to $78.8 million at the end of the five-year period, notably adding to the costs to repair the pavement network.

Plan Year PCI Slurry Seal Overlay
Funds
($)
Deferred
Maint.
2025 PMP 63.2 $46,785,500
2025 - 2026 63.0 $384,500 $5,211,800 $5,596,300 $48,265,400 2026 – 2027 64.0 $1,521,400 $4,011,300 $5,532,700 $41,877,400 2027 – 2028 63.0 $1,211,200 $4,459,800 $5,671,000 $50,505,100 2028 – 2029 63.0 $634,200 $4,816,600 $5,450,800 $58,840,300 2029 - 2030 63.0 $500,400 $5,165,300 $5,665,700 $78,805,100 $4,251,700 $23,664,800 $27,916,500
Reach PCI 65
In order to increase PCI from 63.2 to 65, the “Reach PCI 65” scenario, an average annual budget of $6.48 million per year for slurry, overlay and reconstruction maintenance will be required. While the PCI increases, deferred maintenance across the entire pavement network will increase from $46.8 million to $76.4 million at the end of the five year period.

Plan Year PCI Slurry Seal Overlay
Funds
($)
Deferred
Maint.
2025 PMP 63.2 $46,785,500
2025 - 2026 64.0 $412,500 $3,715,400 $4,127,900 $48,469,800 2026 – 2027 64.0 $1,556,400 $3,844,200 $5,400,600 $42,032,100 2027 – 2028 64.0 $1,315,500 $6,381,100 $7,706,600 $48,457,300 2028 – 2029 64.0 $864,700 $6,151,400 $7,016,100 $58,037,400 2029 - 2030 65.0 $587,700 $7,567,900 $8,155,600 $76,438,600 $4,736,800 $27,670,000 $32,406,800
Reach PCI 67
To target a PCI goal of 67, the “Reach PCI 67” scenario will require an average annual budget of approximately $8.38 million for each of the next five years, a total of $41,902,200. The City’s weighted PCI would increase from

63.2 to 67; deferred maintenance would grow from $46.8 million to nearly $72.0 million, largely due to the high volume of streets already in need of overlay or reconstruction. To sustain long-term progress, the City should continue to place emphasis on the local street network, which accounts for about 65% of the total pavement area, while maintaining steady investment in arterial corridors using eligible funding sources such as Proposition C, SB 1, Measure M, and Measure R.

Plan Year PCI Slurry Seal Overlay
Funds
($)
Deferred
Maint.
2025 PMP 63.2 $46,785,500
2025 - 2026 65.0 $353,900 $8,077,900 $8,431,800 $45,981,800 2026 – 2027 66.0 $1,498,000 $6,712,800 $8,210,800 $37,202,800 2027 – 2028 67.0 $1,250,400 $7,123,400 $8,373,800 $41,467,500 2028 – 2029 67.0 $797,500 $7,602,800 $8,400,300 $51,084,600 2029 - 2030 67.0 $522,100 $7,963,400 $8,485,500 $71,951,900 $4,421,900 $37,480,300 $41,902,200
Reach PCI 70
Building upon the scenario to “Reach PCI 70” extends the projection to seven years and targets a weighted PCI of 70 through an average annual investment of $8.42 million. This approach would yield a stronger overall improvement while keeping deferred maintenance growth comparatively stable, from $46.8 million to $63.0 million.

Plan Year PCI Slurry Seal Overlay
Funds
($)
Deferred
Maint.
2025 PMP 63.2 $46,785,500
2025 - 2026 65.0 $353,900 $8,077,900 $8,431,800 $45,981,800 2026 – 2027 66.0 $1,498,000 $6,712,800 $8,210,800 $37,202,800 2027 – 2028 67.0 $1,250,400 $7,123,400 $8,373,800 $41,467,500 2028 – 2029 68.0 $951,400 $7,981,800 $8,933,200 $47,761,500 2029 - 2030 70.0 $859,700 $8,451,100 $9,310,800 $56,642,600 2030 – 2031 70.0 $678,600 $7,134,500 $7,813,100 $61,353,900 2031 - 2032 70.0 $651,000 $7,222,200 $7,873,200 $62,987,600 $6,243,000 $52,703,700 $58,946,700
The majority of the City’s pavement network has a PCI rating below 65; accordingly, all four investment scenarios prioritize grind and overlay treatments. Once major rehabilitation projects are completed during the initial program years, the City can transition to a neighborhood-based preventive maintenance strategy, applying localized slurry and cape seals every five or more years following rehabilitation. This approach enhances cost efficiency, supports predictable multi-year scheduling, and reduces long-term reconstruction costs by preserving pavements in good condition.

Conversely, if the City were to reduce annual investment to approximately $2 million, major rehabilitation efforts would be further delayed, causing deferred maintenance to rise sharply to an estimated $122.2 million after seven years. The overall network PCI would decline to roughly 56, clearly demonstrating the cost-benefit of timely maintenance and sustained reinvestment.

The following table brings together all modeled funding scenarios to illustrate how varying investment levels influence overall network condition. This consolidated view provides a basis for selecting the funding strategy that best aligns with the City’s desired service level.

Program PCI Target # of Years
Average Annual
Investment
Total Program
Investment
$2 Million / Yr 56 7 $2 M $14,000,000
Maintain 63 PCI 63 5 $5.58 M $27,916,500
Reach PCI 65 65 5 $6.48 M $32,406,800
Reach PCI 67 67 5 $8.38M $41,902,200
Reach PCI 70 70 7 $8.42M $58,946,700
Looking Forward
Maintaining consistent annual investment near the $8 million level, combined with systematic, neighborhood-based preventive maintenance will allow the City to improve its overall network condition, slow deterioration rates, and minimize the long-term financial impacts of deferred maintenance.

While an annual investment of approximately $8 million represents a significant commitment, it is considered a fiscally prudent strategy. If funding is available, even through the strategic use of reserve or one-time funds, this level of investment will substantially reduce deferred maintenance liabilities by addressing pavement deterioration early, thereby avoiding the exponentially higher costs that occur when streets fall into a lower condition.

Through internal budget analysis, staff has identified that the City is currently budgeting an average of approximately $5.4 million per year for pavement rehabilitation. In contrast, the funding required to reach a target PCI of 67 or 70 ranges from $8.3 to $8.4 million per year. This results in an annual shortfall of approximately $3 million.

Increasing the annual allocation by this amount and planning for investment levels of roughly $8.4 million per year through FYs 2031 and 2032 would position the City to reach a PCI of 67 or 70, align with long-term asset management best practices, and preserve the condition of the City’s pavement network.

The following tables compare current budgeted levels with the funding required under both the “Reach 67” and “Reach 70” scenarios, highlighting the gap that must be addressed to achieve these targets.

Funding Gap Summary
“Reach 67”
Fiscal Year
5 Year CIP & Staff
Budgeted Amount*
Funds Needed to
Reach PCI 67
Additional Amount
Required to
Reach PCI 67
FY 2026** $9,446,814 $8,431,800 ($1,015,014)
FY 2027 $5,554,872 $8,210,800 $2,655,928
FY 2028 $7,967,482 $8,373,800 ($406,318)
FY 2029 $1,944,755 $8,400,300 $6,455,545
FY 2030 $2,049,000 $8,485,500 $6,436,500
5 Year Total: $26,962,923 $41,902,200 $14,939,277
Avg/Year: $5,392,585 $8,380,440 + $2,987,855 / year
* Includes $500,000 in Reactive Repairs/Maintenance
** Includes Carry Forward
Funding Gap Summary
“Reach 70”
Fiscal Year
5 Year CIP & Staff
Budgeted Amount*
Funds Needed to
Reach PCI 70
Additional Amount
Required to
Reach PCI 70
FY 2026** $9,446,814 $8,431,800 ($1,015,014)
FY 2027 $5,554,872 $8,210,800 $2,655,928
FY 2028 $7,967,482 $8,373,800 ($406,318)
FY 2029 $1,944,755 $8,933,200 $6,988,445
FY 2030 $2,049,000 $9,310,800 $7,261,800
FY 2031 $7,813,100 $7,813,100
FY 2032 $7,873,200 $7,873,200
7 Year Total: $26,962,923 $58,946,700 $31,983,777
Avg/Year: $5,392,585 $8,420,957 + $3,028,343 / year
* Includes $500,000 in Reactive Repairs/Maintenance
** Includes Carry Forward
The City has done an admirable job maintaining its overall pavement network in the 'Fair' range (based on existing funding levels), with a relatively stable PCI since 2020. This demonstrates the effectiveness of consistent investment and well‑planned maintenance programs. However, to move the City’s network into the 'Good' range and realize long‑term cost savings, it is important to continue increasing annual funding levels toward the $8.4 million target. Achieving this higher PCI category will improve ride quality, enhance public satisfaction, and further extend the useful life of the City’s $439 million pavement network.

As the City evaluates strategies to address the projected annual funding gap, it is important to note that the actual shortfall may vary year to year. When street projects include water-system improvements, the Water Fund may offset certain paving costs, reducing the amount required from transportation funding sources for those specific projects. Conversely, projects without water work will not receive this supplemental funding. Additionally, the PMP’s recommended annual investment of approximately $8 million reflects construction (hard) costs only. While many soft costs—such as engineering, inspection, and project management—are already accommodated within existing City resources, larger or more complex projects may require contracted design or support services, which could increase total program costs in certain years. These considerations will be incorporated into future CIP development as staff aligns the PMP with the Water Master Plan and available funding capacity.

Staff recommends that the City Council receive and file the Final Report – Update of the Pavement Management Program (Citywide) prepared by Bucknam Infrastructure Group, Inc. The updated Pavement Management Program provides a robust, data-driven framework that will serve as a valuable planning and budgeting tool, enabling staff to make data-driven decisions and to justify future funding requests for pavement maintenance and rehabilitation.

Staff will review the findings of the 2025 PMP alongside the Water Master Plan and compare both against the City’s existing five-year Capital Improvement Program (CIP). This side-by-side analysis will help identify any recommended modifications to the CIP schedule or project sequencing, which staff will bring forward to the City Council for consideration.

FISCAL IMPACT
The preparation of the PMP report was included in the FY 2024-25 Adopted Mid-Cycle Budget. The City Council approved an agreement with Bucknam Infrastructure Group, Inc. in the amount of $174,879, plus a 10% contingency, for a total of $192,367, funded through Capital Project Fund 301.

Any additional funding needs associated with achieving a specific PCI target will be presented to the City Council during future budget or CIP discussions, based on Council direction.

ENVIRONMENTAL DETERMINATION
There are no CEQA impacts associated with the recommendations in this report.

Prepared By: Valerie Velasquez-Santoya, Assistant Public Works Director Concurs With: Not Applicable
Reviewed By: William Wittkopf, Director of Public Works 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_2025_Glendora_PCI_Map.pdf
B_2025_Update_Pavement_Management_Program_Report.pdf
C_Presentation.pdf

FINAL REPORT

UPDATE OF

PAVEMENT MANAGEMENT PROGRAM
(Citywide)
2025-2030

Submitted to:

City of Glendora, CA
August 11, 2025
00-21
August 11, 2025
Mrs. Maliha Ansari, P.E.

Principal Civil Engineer
City of Glendora
116 E. Foothill Blvd
Glendora, CA 91741
Subject: Final Report - Update of the Pavement Management Program Dear Maliha:

As part of the 2025 Update of the Pavement Management Program for the City of Glendora, Bucknam Infrastructure Group, Inc. (Bucknam) is pleased to submit the Final Report for the City’s pavement network.

The information contained in this report was used to develop the recommended improvement program for the pavement network. The report covers the following categories:
• Executive Summary (Section I)
• Pavement Management Program Capital Improvement Program Recommendations (Section II) • Pavement Conditions For Each Segment in the Network (PCI Report – Section III) ▪ The Pavement Condition Index report shows the present condition of each street in the pavement network. In addition, the report shows the basic geometry of each street segment.
• Forecast Maintenance / Rehabilitation (FMR) Reports (Section IV) • Recommended Maintenance and Rehabilitation Strategies The recommended maintenance and rehabilitation strategies were used to generate the FMR and were based on our 2025 inspections. Additionally, we have assessed and incorporated unit cost and maintenance application practices/types with our strategies.
• Projected Projects based on M&R Strategies
The FMR projects the street maintenance/rehabilitation activities recommended for the next several years; broken down by fiscal year to show the necessary annual funding levels needed for the Arterial / Collector, Local and Alley networks.

Our thorough analysis of previous and current Glendora PMP strategies enabled our staff to make proactive recommendations to the City’s pavement CIP. All comments received from the City have been incorporated in the reports that follow. It has been a pleasure working with you and the City on updating your Pavement Management Program. We look forward to the continued success of this project and future teamwork with City staff.

Sincerely,
Bucknam Infrastructure Group, Inc.

Peter J. Bucknam
Project Manager
Infrastructure Management – GIS Services
City of Glendora Page i
2025 Pavement Management Program
Final Report – August 11, 2025

TABLE OF CONTENTS
I. Executive Summary
A. City’s Pavement Network
B. Current Citywide Conditions
C. Maintenance / Rehabilitation Strategy Development
D. Annual Budget Projections
E. Quality Control Efforts
F. Findings and Recommendations
II. Pavement Management Program - Capital Improvement Program A. 2025 Pavement Management Program Update
B. Maintenance / Rehabilitation Strategy Assignments
C. Multi-Year Annual Work Program Projects
i. Increase PCI to 67 Budgets w/I 3 and 5 Years
ii. Increase PCI to 70 Budgets w/I 5 and 7 Years
D. Condition Distribution Report
E. Calculation of PCI
F. Glendora MyRoads® PMP Web-Portal
III. Pavement Condition Index (PCI) Reports
A. PCI Report – Data Definitions
B. 2025 Glendora PCI Map
C. Name Order (A-Z)
D. PCI Order (0-100)
IV. Forecast Maintenance / Rehabilitation (FMR) Report
A. Reach PCI 67 Budget (5-Yr)
City of Glendora Page ii
2025 Pavement Management Program
Final Report – August 11, 2025
Table and Figure Reference Page #
Figure 1 – Pavement Area (SF) by Functional Class Sec 1-2 Figure 2 – PCI Distribution – All Streets (by Section mi.) Sec 1-5 Figure 3 – Sample Pavement Life Cycle Sec 2-14
Figure 4 – Resulting Network PCI (Increase PCI 67 Budget – 5 Yrs) Sec 2-18 Figure 5 – Resulting Network PCI (Increase PCI 70 Budget – 7 Yrs) Sec 2-19 Figure 6 – Resulting Network PCI (Increase PCI 65 Budget – 5 Yrs) Sec 2-21 Figure 7 – Five Year Projection; Maintain PCI of 63 Budget Sec 2-22 Figure 8 – PCI Calculation Worksheet Sec 2-25
Figure 9 – Arterial Condition Distribution Sec 2-26
Figure 10 – Local Condition Distribution Sec 2-26
Figure 11 – Alley Condition Distribution Sec 2-27
Figure 12 – Glendora MyRoads® PMP Web-Portal Sec 2-28
Figure 13 – Glendora Pavement Condition Index (PCI) Map Sec 3-32 Table 1 – Condition Distribution by Section Mileage for All Streets Sec 1-3 Table 2 – Network Findings / Summary Sec 1-3
Table 3 – Budget Projection Demonstrating Results to Reach PCI 67 w/I Five Yrs Sec 1-8 Table 4 – Budget Projection Demonstrating Results to Reach PCI 70 w/i Seven Yrs Sec 1-8 Table 5 – PCI Range Sec 2-13
Table 6 – Maintenance / Rehabilitation Strategy Assignments Sec 2-13 Table 7 – Resulting Conditions Based on Reach PCI 67 Budget (FY 2025-2030) Sec 2-17 Table 8 – Necessary Annual Funding to Increase PCI to 70 Sec 2-19 Table 9 - Necessary Annual Funding to Increase PCI to 65 Sec 2-21 Table 10 – Necessary Funding to Maintain PCI of 63 Sec 2-22 Acronym Listing
American Society for Testing and Materials (ASTM)
Army Corps of Engineers (USACE)
Asphalt Concrete (AC)
Asphalt Rubber Hot Mix (ARHM)
Average Daily Traffic (ADT)
Capital Improvement Program (CIP)
Geographic Information System (GIS)
Government Accounting Standards Board Statement 34 (GASB 34) Ground Penetrating Radar (GPR)
High Density Mineral Bond (HDMB)
Los Angeles County MTA (METRO)
Maintenance and Repair (M&R)
Pavement Condition Index (PCI)
Pavement Management Program (PMP)
Portland Cement Concrete (PCC)
City of Glendora Page 1
2025 Pavement Management Program
Final Report – August 11, 2025 Section I

SECTION I

EXECUTIVE SUMMARY
2025 UPDATE OF PAVEMENT MANAGEMENT PROGRAM
This report reflects the continued dedication and proactive management of the City’s Pavement Management Program (PMP), it Public Works staff and upper management; the last major update to the City’s PMP was performed in 2020. As the City of Glendora continues to show limited growth with its population, demographics, infrastructure and maintenance needs, the street network has been running parallel as the system matures and capital street projects widen streets. Today, the City is currently using the StreetSaver PMP software to manage the pavement network. This system is essential to the City in that it assists Public Works staff in capturing funding for its arterial streetsystem as well as cost-effectively manages the local network through proactive maintenance and scheduling. Under this project, the City has incorporated the development of a unique Pavement Management – GIS layer that will assist the City in spatially analyzing pavement conditions and other attribute information that resides in the StreetSaver database.

The Glendora PMP has been implemented to assist City personnel in identifying current conditional data on the City’s street network. Additionally, it allows the PMP team to develop cost-effective maintenance/rehabilitation strategies to maintain a desirable level of pavement performance on a network scale, while optimizing the expenditure of limited fiscal resources. City staff also provided key information pertaining to the ongoing maintenance that has occurred throughout the City since 2020. In doing this, we were tasked to generate an updated Capital Improvement Program report that identified recommendations and deficiencies in the current operating and maintenance efforts put forth by the City.

For the 2025 project, our staff surveyed all routes within the network to assist the City in complying with Los Angeles County MTA (METRO) PMP requirements and analyzed historical maintenance operations.

Specifically, the program provides administrators and maintenance personnel with:
• The present condition status of the pavement network (arterial, collector, and local streets), as a whole and of any grouping or individual component within the City; • A ranked list of all streets, or segments of streets, by condition within the network; • Rehabilitation/maintenance needs of each street segment by year; • An optimized priority maintenance and rehabilitation program based on cost/benefit analysis and various levels of funding;
• Optimum annual budget levels for pavement maintenance for the current and the following five (5) years;
• Prediction of the future performance of the City’s pavement network and each individual street section;
• Updated PMS data to assist the City with GASB 34 compliance; and • Pavement network and conditional data presented in ArcGIS that is compatible with City’s existing GIS Enterprise
City of Glendora Page 2
2025 Pavement Management Program
Final Report – August 11, 2025 Section I
Pavement is a dynamic structure where deterioration is constantly occurring; thus the pavement management system needs to be updated on a regular basis to reflect these changes in pavement conditions, pavement maintenance histories, and maintenance strategies based upon budgetary constraints. In our approach to develop the City’s forecasted maintenance recommendations we worked with Glendora staff in identifying unit costs for all maintenance practices used on an annual basis.

Currently, based upon the City’s maintenance practices and their associated unit costs, the total replacement value of the pavement network is $439,094,000 This value clearly indicates that the City’s pavement network is the most valuable and essential asset to Glendora. The City’s use of slurry seal, ARHM Overlay and R&R practices are typically applied at a five year, ten year and 25 year frequency respectively. These frequencies are typical but the City may see increases in deterioration rates due to environmental, load and high average daily traffic (ADT) volumes. For example, high ADT volumes along one of Glendora’s arterial streets will increase deterioration rates for a previously applied AC Overlay compared to a small local street. These deterioration rates are monitored through frequent inspections and functional class deterioration analysis within the City’s PMP database.

This report reflects our findings and recommendations for the PMP and the current state of the City’s pavement network. Furthermore, we have recommended detailed funding and maintenance strategies for the arterial/collector and residential networks for next several fiscal years.

A. CITY’S PAVEMENT NETWORK
Within the Glendora Arterial/Collector
pavement management network
consist of approximately 45.0 section
miles of streets, 10,310,492 SF of
pavement that is made up of 195
sections. The Local network consists of
approx. 112.2 section miles of streets,
19,757,439 SF of pavement which
consists of 897 sections. The Alley
network consists of approx. 6.2 section
miles of streets, 573,612 SF of
pavement and 86 sections. Combined,
the entire network consists of 163.4
section miles of streets, 30,641,543 SF and 1,178 total pavement sections.

The City’s pavement network is broken down into manageable groups that have similar characteristics, such as pavement rank, surface type and logical segmentation. Pavement segments are identified by their branch and section numbers. Pavement “branches” that have a common usage, such as Foothill Blvd, defines a “branch” within StreetSaver. Pavement “sections” are pavement segments within the defined branch that have consistent pavement rankings, construction/maintenance histories and use.

Representative inspection samples are then selected and visually surveyed to locate distress data.

This data is used to calculate the pavement sections Pavement Condition Index (PCI) which includes distress type, extent of the distress and its severity. The PCI is a condition rating that ranges from 100 (a new pavement section or recently overlaid or reconstructed) to 0 for a section that Figure 1
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has structurally failed and deteriorated dramatically. Weighted average PCI of a given area/zone = pavement section PCI * its own area divided by the total square footage of the given area/zone. Table 1 summarizes the section conditions found within the City of Glendora pavement network by rank. • The weighted average PCI for the City of Glendora ARTERIAL / COLLECTOR network is 63.3 • The weighted average PCI for the City of Glendora LOCAL network is 63.2 The weighted PCI value associated with the Arterial and Local routes shown through our survey analysis is timely in that it demonstrates that a moderate amount of preventive, slurry seal, and overlay work will be needed over the next several years to sustain the level of condition (PCI) at a “manageable” level.

Table 1 – Condition Distribution by Section Mileage for All Streets Table 2 – Network Findings / Summary
B. CURRENT CITYWIDE CONDITIONS (ARTERIALS AND LOCALS)
The overall condition of the City’s pavement network is “Fair” with a weighted average PCI of 63.2 based on the surface area of each segment. The distribution of the City’s overall pavement network is shown in Section III of this report (Condition Distribution).

For comparison, Bucknam performed 2024-25 pavement management studies for several other Los Angeles County agencies and have included their weighted PCI values; South Pasadena (63.8), Sierra Madre (76.5), Duarte (77.3) and Compton (58.0).

As shown above, a large majority of segments are evenly distributed through three condition categories (Very Good to Fair). For a network to be in a “preventive” condition status you would typically see Very Good to Fair section percentage totals at the 60% to 70% range; Glendora’s network currently shows 54% of its sections within these PCI ranges. These findings indicate that the annual PMP funding levels have not been ample enough, over the past several years, to improve the overall PCI above City of Glendora Page 4
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70+. If a 70+ PCI is achieved it will allow Public Works managers/staff to proactively establish preventive and rehabilitation schedules that will generate further high-value ROI for the City. At a minimum, to sustain this asset, continued amounts of overlay rehabilitation and slurry seal maintenance needs to be budgeted for and performed across all areas of the pavement network.

As shown in Table 1, over 68% of the City’s entire network falls within the fair to very poor condition categories based on the PCI findings, highlighting the need for continued funding of proactive slurry seal & overlay projects. More overlay rehabilitation activity will increase the City’s overall weighted PCI while reducing deferred maintenance costs in future fiscal years. Overlay projects applied to appropriate, qualifying segments is necessary to improve the City’s network and achieve a preventive condition status as described above. A network-wide preventive condition status is typically a network with a weighted average PCI over 75.

Regarding the Local network, detailed inspection analysis shows that 29% (32.4 miles) of the Local pavement networks require slurry seal maintenance activity while 55% (62.2 miles) requires overlay rehabilitation or full reconstruction.

With the major amount of Local sections needing rehabilitation the City should proactively appropriate the necessary amount of annual overlay funding to improve the network to a higher condition level. The Local network will continue to be a major contributor to the high amount of deferred rehabilitation cost burdens unless appropriate pavement funding is applied.

In regard to the Arterial / Collector network, detailed inspection analysis showsthat 31% (13.9 miles) of the pavement network requires slurry seal maintenance activity while 54% (24.4 miles) requires overlay rehabilitation or full reconstruction. Over the past three years the Arterial / Collector weighted PCI has sustained its PCI at moderate level of condition (60+). This is due to the considerable amount of arterial CIP overlay projects that have been applied to the network since 2022. With the overall arterial PCI in the low-60’s, proactive planning and application of scheduled overlay projects needs to be initiated.

Through our assessment of the City’s annual pavement management budget allocation needs (Tables 3 & 4 below) we have identified the necessary annual funding levels to maintain or improve the City’s PCI by FY 2030.

This PMP update recommends pavement strategies for each segment based on the existing surface conditions. However, as large overlay and reconstruction projects are considered for funding, the City should make a final determination of the segment-specific pavement management approach based on subgrade R-values, structural design, and distress severities and extents.

PCI conditions reflect “surface” conditions; additional sub-surface data such as coring data, R-Values and ground penetrating radar (GPR) will provide the City with enhanced AC/PCC structural data that will assist in project prioritization.

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Our 2025 findings indicate that the PMP network has been able to sustain a mid-60 PCI but continues to need improvement. This is evident in the decrease of the citywide weighted PCI since 2021 and projected increase of deferred maintenance/rehabilitation projectsthrough FY 2030. As the City strives to implement a stronger preventive state of M&R, cost efficient Arterial/Local rehabilitation and proactive use of available SB1/Gas Tax/Prop. C/Measure M/Measure R overlay funding should remain the focus.

Figure 2 – PCI Distribution by Section Mileage for All Streets C. MAINTENANCE / REHABILITATION STRATEGY DEVELOPMENT
Based on the results of the condition survey and input from the City, pavement maintenance/rehabilitation strategies were developed. From the onset, the City and Bucknam staff identified a distribution of City maintenance funds that would be applied to the network over the next five years. This was based upon the desire to prevent the decrease in street conditions and not allow an increase in the maintenance backlog funds over the five-year program.

Through our assessment and discussions with the City we were requested to identify what level of funding would be required to maintain the current PCI as well as identify the level of funding needed to increase the PCI to 70. With this approach, Bucknam has recommended a “minimal level of service” which creates a major dividing line in determining between preventive maintenance and major pavement rehabilitation.

Generally within pavement management programs, a PCI range between 55 to 70 determines the threshold of when preventive or major overlay rehabilitation is activated. Based on the City’s weighted average PCI, condition distribution, maintenance practices, our team has identified a City of Glendora Page 6
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PCI of “65” as the minimum level of service. This means, in most cases, that any pavement section with a PCI greater than 65 will be recommended for preventive maintenance (i.e. slurry seal). This recommendation is indicated in Table 6, Section II.

Bucknam developed two multi-year Capital Improvement Programs for the City based on the pavement records, yearly capital expenditures, available funding and the most recent 2025 inspections. These recommendations and results are shown in Section II of this report where, for example, we have demonstrated what level of funding is necessary to improve the current weighted condition level of 63.2 to a level of 70 by FY 2030.

As shown above in Figure 2, 38% of the City’s streets are in Good to Fair condition. These sections will be targeted for “preventive” maintenance within our Capital Improvement Program (CIP) recommendations.

The reasoning in doing this is to extend the life cycles of those “good” pavement sections which accrues capital saving to aggressively rehabilitate those pavement sections that are below the “minimal level of service”.

In order to achieve the most effective and optimum program for the City, certain strategies have been selected and/or analyzed. Below is a listing of the maintenance activities utilized in strategy development.

Each activity is representative of the typical types of work that can be programmed as part of the longterm maintenance requirements of the City’s street network.

General Repairs-Stop Gap (Localized Maintenance*); PCI Range – 20 to 95 For this maintenance type, small localized surface treatments are utilized as “holding action” solutions (stop gaps) to delay the need for pavement structural strengthening. They typically include activities such as crack sealing, AC deep patching, AC skin patching, PCC slab replacement, grinding and leveling.

Microsurfacing - (Global Maintenance*); PCI Range – 60 to 85 Microsurfacing is similar to slurry seal. It consists of the application of a mixture of water, asphalt emulsion, aggregate (very small crushed rock), and chemical additives to an existing asphalt concrete pavement surface. Polymer is commonly added to the asphalt emulsion to provide better mixture properties. The major difference between slurry seal and microsurfacing is in how they “break” or harden. Slurry relies on evaporation of the water in the asphalt emulsion. The asphalt emulsion used in microsurfacing contains chemical additives which allow it to break without relying on the sun or heat for evaporation to occur. Thus, microsurfacing is an application that hardens quicker than slurry seals and can be used when conditions would not allow slurry seal to be successfully placed. Streets that have a lot of shade and streets that have a lot of traffic are good candidates for microsurfacing (source - LA County of Public Works).

Slurry Seals (Global Maintenance*); PCI Range – 60 to 85 Surface treatments applied to pavements with minimal surface distress to provide new wearing surfaces and extend pavement life. Generally consists of a mixture of conventional or latex-modified emulsified asphalt, well-graded fine aggregate, mineral filler and water placed over an existing AC surface; Slurry seal application life-cycles are averaging 4 to 5 years. Type II Slurry is recommended for Local streets.

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Cape Seals (Global Maintenance*); PCI Range – 40 to 65
This is an application of a single layer of asphalt binder to a road surface immediately followed by a single layer of cover aggregate (chips). The single layer chip seal is then followed with a slurry seal application; Conventional cape seal application life-cycles are averaging 6 to 7 years. For sections that have lower PCI’s in this range, leveling courses should be considered. City is currently considering this application as an alternative cost-saving tool.

Overlays (Major Rehabilitation*); PCI Range – 20 to 65
AC Overlay – Placement of a layer of hot-mixed asphalt concrete over the existing pavement surface (may include pavement fabric). Grinding (milling) is performed prior to the overlay to reduce the total height of asphalt and assure alignment with existing gutter lines. This also includes “dig-outs” and crack sealing prior to the application of an overlay. This treatment provides a new wearing surface and increased structural strength to the pavement section. A conventional overlay should be designed for a ten-year life.

Asphalt Rubber Hot-Mix Overlay - The ASTM definition is: Asphalt-Rubber is a blend of asphalt cement, reclaimed tire rubber and certain additives in which the rubber component is at least 15% by weight of the total blend and has reacted in the hot asphalt cement sufficiently to cause swelling of the rubber particles. Specifically, using crumb rubber modified binders in pavement application benefit local agencies in that cities find:
• Pavement resists cracking by being more flexible;
• Cost savings come from a longer life cycle (from Bucknam’s experience typically 20% longer), decreased maintenance and the use of less material
• Improvement in skid resistance;
• Decreased noise; and
• It provides long-lasting color contrast for marking and striping • Life cycles are averaging 8 to 12 years
Reconstruction (Major Rehabilitation*); PCI Range – 0 to 20 Reconstruction of an existing pavement section includes demolition and removal of the asphalt to a prescribed depth, grading, sub-base compaction, application of a binder/surface course followed by the placement of a conventional flexible pavement section using a structural AC Hot Mix, ARHM or full depth asphalt. Each classification of road has a typical design cross-section based on anticipated traffic loading. Reconstruction resets a roadway section PCI to 100 and restarts the life-cycle deterioration curve of the section.
*Localized, Global and Major maintenance activities are default terms used within the StreetSaver pavement software. Specific pavement repair applications are placed within each maintenance activity in order to develop multi-year maintenance forecast recommendations.

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D. ANNUAL BUDGET PROJECTIONS
The budgeting process was approached with the following in mind; generate two unique work programs for the next five (5) to seven (7) years based upon actual road pavement conditions in order to:

1. Identify the required annual citywide budget to “Reach PCI 67 within three years and maintain through five years;

2. Identify the required annual citywide budget to “Reach PCI 70 within five years and maintain through seven years;
Based on current and future pavement maintenance needs, two annual work programs have been prepared and summarized below. Both budget scenario demonstrate slurry seal and rehabilitation funding levels needed to maintain a PCI of 67.

Table 3 – Budget Projection Demonstrating Results to Reach PCI 67 w/i Five Yrs Table 4 – Budget Projection Demonstrating Results to Reach PCI 70 w/i Seven Yrs Our findings above demonstrate the continued ROI that will result if proper annual funding is applied. By applying approximately $8,380,400/yr ($41,902,200 over five years); the City will see positive results with overall PCI, reduction in deferred preventive maintenance and overlay rehabilitation.

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Additional detail and breakdown of budget projections are demonstrated in Section IV of this report.

All work program budgets generated are presented in terms of current 2025 dollars. All repair recommendations were based on distresses observed at the time of the field survey. These are recommendations are to be used as “the best case scenario” for improving the City of Glendora street network.

E. QUALITY CONTROL EFFORTS
Quality control efforts for this PMP update begin at the notice-to-proceed; this involved a full assessment of the previous PMP final reports, spreadsheets as well as available GIS data associated with the City of Glendora street network.

As indicated in our scope of work, Bucknam performed numerous quality control checks in the field during survey efforts. Field check efforts were performed at the end of each week of survey; 10% of the pavement inspection set was resurveyed by a second team to ensure the quantities and distress types were collected properly (approx. 16 miles).

Through our field survey efforts and true area pavement section calculations we adjusted section lengths, widths and true area SFs to enhance PMP section accuracies (this resulted in minor Arterial/Collector, Local section mile / total SF area adjustments).

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F. FINDINGS AND RECOMMENDATIONS
Arterials / Collectors
The actual workload requirements identified indicate that the Arterial street network is currently in “Fair” condition (PCI = 63.3). To sustain this condition, it is critical that preventive maintenance and overlay rehabilitation activities are funded at the levels identified in Table 4 to maintain the network weighted average PCI value to within the “Fair” condition category.

Our arterial/collector findings for conditional data and recommendations for revenue expenditures are shown below:
• The Arterial/Collector network has a weighted PCI of 63.3; • Currently, 54% of the arterial network (approx. 24.4 miles) qualify for overlay/reconstruction maintenance; 31% (approx. 13.9 miles) qualify for slurry seal maintenance; • At a minimum, Arterial/Collector maintenance projects should focus on achieving and maintaining a PCI of 63+ within the next five years;
• Develop a proactive fiscal and planned approach to identify arterial/collector overlay projects based on the deterioration modeling within StreetSaver; • Maintain arterial/collector revenues at the levels shown within the Section IV Forecast Maintenance & Rehabilitation (FMR) Report for a minimum of five years to generate the results identified within this report;
• Reassess/re-evaluate the arterial/collector rehabilitation budget programs every two years to improve on CIP forecasts for 2025-26 and beyond to ensure the results shown in Table 3 and 4; • Perform pavement inspections on the arterial/collector network every three years to build a solid planning model within StreetSaver/MyRoads® to track PCI deterioration; • Demonstrated budget shown in Table 4 is sufficient to improve the Arterial weighted to a 70 PCI due to the necessary increased overlay funding. Additionally, the citywide deferred maintenance decreases from a level of $46.8 million to $63.0 after five years; o Unique budget scenarios created in StreetSaver calculate annual deferred maintenance amounts based on the available/projected budget applied and section SF’s that fall within preventive, slurry seal, overlay and reconstruction PCI ranges; • Bucknam recommends that the City proactively budget overlay rehabilitation projects at the levels shown in Table 4 in order to improve upon the conditions found today as well as minimize the impact of a moderate increase deferred maintenance across the City.

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Locals
The actual workload requirements identified indicate that the Local street network is currently in “Fair” condition (PCI = 63.2). To improve this condition, it is essential that preventive maintenance and overlay activities are funded at the levels identified in Table 4 to increase the network weighted average PCI value within the “Good” category.

Our Local findings for conditional data and recommendations for revenue expenditures are shown below:
• The Local network has a weighted PCI of 63.2;
• Currently, 55% of the Local network (approx. 62.2 miles) require overlay/reconstruction rehabilitation; 29% (approx. 32.4 miles) require slurry seal maintenance; • At a minimum, Local maintenance projects should focus on achieving and maintaining a weighted PCI above a level of 63+ within the next five years;
• Current Local Forecast Maintenance & Rehabilitation (FMR) recommendations should be followed as shown in Section IV of this report;
• Develop a proactive fiscal and planned approach to identify Local overlay projects based on the deterioration modeling within StreetSaver;
• Increase Local revenues at the levels shown within the Section IV Forecast Maintenance/Rehabilitation (FMR) Report for a minimum of five years to generate the results identified within this report;
• Reassess/re-evaluate the Local rehabilitation budget programs every two years to improve on budget forecasts for 2025-26 and beyond to ensure the results shown in Table 3 or 4; • Perform pavement inspections on the Local network every three years to build a solid planning model within StreetSaver/MyRoads® to track PCI deterioration; • Demonstrated budget shown in Table 4 is sufficient to improve the Local weighted to a 70 PCI due to the necessary increased overlay funding. Additionally, the citywide deferred maintenance decreases from a level of $46.8 million to $63.0 after five years; o Unique budget scenarios created in StreetSaver calculate annual deferred maintenance amounts based on the available/projected budget applied and section SF’s that fall within preventive, slurry seal, overlay and reconstruction PCI ranges; • Bucknam recommends that the City allocates budget for overlay rehabilitations at the levels shown in Table 4 in order to improve upon the conditions found today as well as greatly reduce the impact of deferred maintenance across the City.

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SECTION II
PAVEMENT MANAGEMENT PROGRAM – CAPITAL IMPROVEMENT PROGRAM Bucknam Infrastructure Group, Inc. (Bucknam) performed the following services in accordance with the scope of services that was contracted with the City of Glendora. As a quick overview, the following tasks were performed to complete the work over the past several months:
2025 Pavement Management Scope of Work:

Task 1: Project Kickoff - Data Assessment / Management
Task 2: Update of Work History Activities
Task 3: Pavement Condition Survey (approx. 163.4 miles) Task 4: Budgetary Analysis and Capital Improvement Reports Task 5: Executive Summary and Final CIP Reports
Task 6: Mapping of the Pavement Network
A. 2025 PAVEMENT MANAGEMENT PROGRAM UPDATE
As a part of the 2025 update of the pavement management program, a major element of work was to complete a comprehensive assessment of the existing street network and PMP database utilized by the City. This included assessing the City’s existing 2022 StreetSaver dataset, GIS, street naming conventions and work history information.

Work history information was provided by the City in the form of completed bid documents, institutional knowledge, .pdf files and Excel documents. This information was entered into the proper pavement segments that match the limits of those projects.

Table 5 demonstrates PCI ranges utilized for PCI calculations and budgetary reporting. Once a pavement inspection is complete, a PCI is calculated for each pavement section. Each PCI calculated falls within a defined PCI range category (Very Good, Poor, etc.). Furthermore, a weighted PCI was calculated for each functional class within the network (arterials and locals).

The PCI is a condition rating that ranges from 100 (a new pavement section or recently overlaid or reconstructed) to 0 for a section that has structurally failed and deteriorated dramatically. Weighted average PCI of a given area/zone equals the pavement sections PCI multiplied by its own area then divided by the total square footage of the given area/zone. This information can also be represented through StreetSaver to show how much square footage or percentage of area falls within a PCI range category.

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Table 5 - PCI Range
These condition ranges are defined by the Army Corps of Engineers (USACE) and utilized within the StreetSaver software. The summary of all roads condition data and their representative PCI's can be seen in the Pavement Condition Report in Section III.

B. MAINTENANCE / REHABILITATION STRATEGY ASSIGNMENTS
The City was requested to provide a pavement maintenance list that demonstrated what pavement applications were currently being used and to provide their associated unit costs; from there a Maintenance Strategy Table was defined within the system that provided recommended actions to the specific repair needs of a street or a grouping of streets.

Maintenance / Rehabilitation Strategy Assignments
Table 6 – Maintenance / Rehabilitation Strategy Assignments The Maintenance / Rehabilitation Strategy Assignments, shown in Table 6, was developed to identify the most critical segments in each of the work programs (Arterial, Collector and Local). Segment priorities were established by determining the range of PCI's requiring first attention based on the relative value of each segment’s PCI, thus maximizing the annual maintenance budget. Also, distress City of Glendora Page 14
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quantity, area extent, type and severity were critical elements in the decision process for recommending maintenance. The assignment table is used as a guide within StreetSaver to recommend maintenance, however, further assessment by City staff and/or outside parties can override maintenance/rehabilitation recommendations. This can be done by reviewing and assessing distress extents and their weighted percentages.

Once the strategy assignments were set within the system, budgets and work assignments were generated for each work program on an annual basis. Using pavement deterioration curves for each type of pavement surface and class of road, both current year and future years work requirements for each pavement segment within the City were determined. In forecasting the maintenance requirements in future years, the current PCI value is reduced annually for each pavement segment based on the StreetSaver deterioration curves within the City’s database.

Likewise, maintenance activities performed in a given year increase the PCI value as they are applied to the segment. The overall program is dynamic in that each strategy consists of a cyclic series of actions that simulates the pavement anticipated life cycle.

Strategy Assignment Notes

1. Unit cost values were assessed and reviewed by City staff and benchmarked with neighboring LA County cities;

2. 25% contingency costs were applied to pavement material costs; additional soft costs that were not included were:
a. Mobilization / demobilization
b. Right-of-way improvements
c. Curb & gutter improvements
d. ADA ramp improvement
e. Utility improvement
f. Tree removals

3. Bucknam applied a 4% inflation rate on the annual budget within forecast maintenance & rehabilitation projections (Section IV)
Figure 3 – Sample Pavement Life Cycle
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C. MULTI-YEAR ANNUAL WORK PROGRAM PROJECTIONS
The goal of these projections is to assist City policy makers in utilizing the recommendations of the StreetSaver system. By using the City of Glendora’s current budgets and maintenance practices the system will develop “section unique” improvements and strategies. Qualifying segments will be tied to a specific fiscal year. As shown in the following pages, we have assessed the budgets that have been projected to meet the maintenance and rehabilitations needed to maximize the City’s return on investment. The budget forecasting goal for the City network focused on:
❖ Establishing a proactive, achievable multi-year Maintenance & Rehabilitation Program; ❖ Developing a preventive maintenance program; and
❖ Selecting the most cost-effective repairs based on City strategies REACH PCI 67 BUDGET (5-YR) – The Reach PCI 67 budget was generated for the City to demonstrate what level of annual funding is required to achieve a PCI of 67 within three (3) years and to sustain it through five (5) years (FY 2025-2030).

REACH PCI 70 BUDGET (7-YR) – The Reach PCI 70 budget was generated for the City to demonstrate what level of annual funding is required to achieve a PCI of 70 within five (5) years and to sustain it through seven (7) years (FY 2025-2032).
*All multi-year budget projections include a 4% inflation rate for the term of the budget forecast.

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ARTERIAL-COLLECTOR / LOCAL

BUDGET PROJECTIONS
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REACH PCI 67 BUDGET PROGRAM (FIVE YEAR MODEL)
The first key step in developing a proactive PMP is to model the City’s existing conditions against a projected and/or available budgets. In doing this, PCI performance, deferred maintenance and pavement application uses are able to benchmarked and demonstrated in a positive or negative result. With the City striving to show proactive maintenance across all City pavements and neighborhoods, a budget program was generated to show the greatest return on investment through the application of slurry seal, cape seal, grind & overlay and alternative overlay rehabilitation.

The “Reach PCI 67 Budget” program incorporates pavement sections that have a functional class of Arterial (A, C) and Local (R).

Table 7 – Resulting Conditions Based on Reach PCI 67 Budget (FY 2025-2030) Referring to Table 7, it is noted that the weighted PCI increases annually through the five-year projection (63.2 to 67.0). If the City utilizes an average annual budget of $8,380,400/yr for slurry, overlay, and reconstruction maintenance as shown above, the overall conditions will “increase by 6%”. However, the City will see a moderate 54% increase in the amount of deferred maintenance (mostly overlay rehabilitation). The annual deferred maintenance total increases from $46.8 million to $72.0 million at the end of the five-years. These results should be monitored as the City’s performs major rehabilitation over the next several years.

We recommend that a stronger focus be placed on the Local network improvements due to the fact that the Local network accounts for 65% of the total AC/PCC SF across the City. We still recommend consistent maintenance/rehabilitation to the Arterial network (i.e. localized patching, ARHM through the use of Proposition C, SB1 Measure M and Measure R funds) and this is shown within our reporting in Section IV.

But again, with the Local network showing a higher degree of negative results, a new focus for neighborhood area maintenance and proactive overlays should be considered.

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Figure 4 – Resulting Network PCI (Increase PCI 67 Budget – 5 Yrs) The resulting “increase of the weighted PCI” shown above for the entire network demonstrates how not applying ample/appropriate capital funds to specific areas of the network allows the City’s pavement conditions to improve at a rate that is conducive to a successful PMP. Additionally, even with the limited budget, the City should continue to assess and consider the implementation of localized maintenance (i.e.

Cape Seal, alternative Fiber Reinforced Asphalt, High Density Mineral Bond (HDMB) applications, deep patching, leveling courses, crack sealing, etc.) prior to any major slurry seal and/or overlay rehabilitation.

By performing stop gap measures to individual pavement sections the overall performance of the sections condition will improve over time and sustain itself longer than if no preventive maintenance was performed.

If the City were to reduce their annual funding to a level of $2,000,000/yr major overlay projects would continue to be delayed thus increasing the overall deferred maintenance to a level of $122.2 million after seven years and the overall PCI would drop to 56.

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REACH PCI 70 BUDGET PROGRAM (SEVEN YEAR MODEL)
Utilizing the City’s previous Reach PCI 67 Budget scenario as a benchmark, our goal under this model is to increase the current 2025 weighted PCI of 63 to 70 through a seven-year program. This model will demonstrate the necessary funding needed each fiscal year to achieve this goal. The “Reach PCI 70” program incorporates pavement sections that have a functional class of Arterial (A, C) and Local (R).

Table 8 – Necessary Annual Funding to Increase PCI to 70 Referring to Table 8, it is noted that the weighted PCI improves throughout the seven-year projection (63.2 to 70.0). Furthermore, the annual deferred maintenance total shows a minor increase from $46.8 million to $63.0 million at the end of the five-years (35% decrease); moderately lower than the previous budget scenario. If the City utilizes an average annual budget of $8,421,000/yr for slurry, overlay, and reconstruction projects as shown above, the City will be able to make a significant improvement to the overall PCI conditions while properly managing the annual deferred backlog amounts.

Figure 5 – Resulting Network PCI (Increase PCI 70 Budget – 7 Yrs) City of Glendora Page 20
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Once the City has performed the recommended pavement rehabilitation projects for FY 2025-26 through 2027-28; the City should consider establishing a Local slurry / cape seal maintenance “neighborhood” strategy for several reasons. First, preventive maintenance applications applied five plus (5+) years after rehabilitation, like those mentioned above, will help to sustain high levels of condition while reducing annual expenditures. Secondly, with a citywide Zone neighborhood methodology established, four beneficial impacts occur:
1) Planned / Maintenance areas are addressed through a multi-yr maintenance cycle which creates a dedicated project schedule for City staff and constituent inquiries; 2) Deferred overlay rehabilitation can be addressed in a more effective manner due to accrued savings of revenues (reduced construction logistical costs, volume-based costs, etc.) 3) A preventive maintenance strategy is more cost-effective in a long-term PMP rather than implementing a maintenance approach that addresses only the “worst-first” streets. 4) All maintenance alternatives are available due to the increased funding and focused maintenance per year.

The Local maintenance model that has been developed under the “Reach PCI 67” budget can be used as a benchmark to monitor the City’s annual budget allocations as the network continues to mature and age; the proper amount of funding for overlay rehabilitation needs to be the City’s highest priority.

Again, it is recommended that the City continue to monitor the deterioration rates for the applications of Grind & Overlay, Cape Seal and Type II slurry seal to ensure the City is generating the greatest return-oninvestment and extend life-cycles; this should be done through frequent inspections and deterioration studies.

DEFERRED MAINTENANCE
Delaying repairs on streets where pavement conditions indicate a need creates deferred maintenance.

Deferred maintenance includes pavement maintenance, rehabilitation and reconstruction projects that are needed across the entire network, but cannot be performed due to the lack of available funding.

These delayed projects are then pushed to the next budget cycle incurring higher unit costs/SF. The actual repairs that are being deferred are often referred to as a “backlog”.

As maintenance/rehabilitation is deferred, the opportunity to apply life extending preventive pavement applications is lost and the ultimate cost of rehabilitation multiples.

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ADDITIONAL BUDGET SCENARIOS
Per the request of the City, two (2) additional budget scenarios were generated.

REACH PCI 65 BUDGET PROGRAM (FIVE YEAR MODEL)
The “Reach PCI 65 Budget” program incorporates pavement sections that have a functional class of Arterial (A, C) and Local (R).

Table 9 – Necessary Funding to Reach PCI 65 Budget (FY 2025-2030) Referring to Table 9, it is noted that the weighted PCI slightly increases through the five-year projection (63.2 to 65.0). If the City utilizes an average annual budget of $6,481,400/yr for slurry, overlay, and reconstruction maintenance as shown above, the overall conditions will “increase by 3%”. However, the City will see a moderate 63% increase in the amount of deferred maintenance (mostly overlay rehabilitation). The annual deferred maintenance total increases from $46.8 million to $76.4 million at the end of the five-years.

Figure 6 – Resulting Network PCI (Increase PCI 65 Budget – 5 Yrs) City of Glendora Page 22
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Final Report – August 11, 2025 Section II
MAINTAIN CURRENT PCI 63 BUDGET PROGRAM (FIVE YEAR MODEL) The “Reach PCI 65 Budget” program incorporates pavement sections that have a functional class of Arterial (A, C) and Local (R).

Table 10 – Necessary Funding to Maintain PCI of 63
Referring to Table 10, it is noted that the weighted PCI sustains annually at a conditional level of 63 through the five-year projection. If the City utilizes an average annual budget of $5,583,300/yr for slurry, overlay, and reconstruction maintenance as shown above, the overall PCI will remain at today’s conditions. Additionally, the City will see a moderate 68% increase in the amount of deferred maintenance (mostly overlay rehabilitation). The annual deferred maintenance total increases from $46.8 million to $78.8 million at the end of the five-years.

Figure 7 – Five Year Projection; Maintain PCI of 63 Budget City of Glendora Page 23
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Final Report – August 11, 2025 Section II

PAVEMENT MANAGEMENT PROGRAM REPORTS
In addition to the annual budget scenario, this report contains a comprehensive and complementary assemblage of pavement management reports ranging from summary reports to annual maintenance and rehabilitation schedules (Forecasted Maintenance Report, Section IV). Collectively, as well as individually, the reports represent reasonable projections of pavement maintenance needs and performance based on visual condition assessments, unit cost estimates, and pavement deterioration models. These recommendations are for planning purposes only; City staff make all final decisions are project locations.

It is important to note that pavement segment dimensions and surface area recorded during 1999-2020, and 2025 inspections, along with the action and repair costs, as presented within the reports are accurate within tolerable limits. This is noteworthy due to the "implied" accuracy of reporting length and width to the nearest foot, surface area to the nearest square foot, and action and repair unit costs and project estimates to the nearest penny and dollar, respectively.

NEXT STEPS
As with any infrastructure management software program, time investments need to be made by key Public Works staff to maintain the integrity of the data as well as the accuracy. Bucknam can perform training sessions in the use of the StreetSaver tools and demonstrate how to generate standard commonsense reports to assist City staff in developing yearly budgets, project level analysis, and CIP projections.

This will be key to future management of the pavement program and reporting. City personnel need to maintain their commitment to the preventive maintenance system, while working toward reducing the City's present backlog of rehabilitation projects.

In order to ensure that report outputs are accurate and credible, it is essential that the integrity of all data files be maintained. This will require performing all necessary updates when changes are made to scheduling scenarios, unit cost information, historical data, etc. In addition, the entire pavement network will have to be re-inventoried at regular intervals. This typically includes surveying arterial and collectors every two years and locals every three. One recommendation the City may consider to keep the program “managed” is:
• Survey all arterials and collectors every three years; and • Survey all locals every three years
This will not only allow work to be scheduled based on the most current condition data available, but will provide City personnel with a means to monitor actual rates of pavement deterioration so appropriate modifications can be made to the system curves. To be compliant with the METRO requirements, the City must generate a triennial Pavement Management report indicating condition ratings, inspection dates and forecasted maintenance/rehabilitation recommendations.

Bucknam will be supporting the City with staff level support to assist in the continuous updates with the StreetSaver system. This will include work history updates, generating reports from the system, unit cost updates, and future inspections.

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Final Report – August 11, 2025 Section II
D. CONDITION DISTRIBUTION REPORT
This report depicts the distribution of the pavement condition throughout the street network by area.

The condition scheme ranges from “Very Good” to “Very Poor”; with a “Very Good” condition corresponding to a pavement at the beginning of its life cycle, and a “Very Poor” condition representing a badly deteriorated pavement with virtually no remaining life.

The table below shows the general description for each pavement condition:

Condition Description – PCI Range - Description
2025 City of Glendora weighted average PCI is 63.2 (Fair).

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Final Report – August 11, 2025 Section II
E. CALCULATION OF PCI
In order to calculate a Pavement Condition Index (PCI) value within StreetSaver, specific street section data needs to be inputted into StreetSaver to define the survey limits, asphalt types, pavement age and metrics. Pavement “sections” are pavement segments within the defined branch that have consistent pavement street classifications, construction/maintenance histories and use. Representative inspection samples are then selected and visually surveyed to locate distress data. This data is used to calculate the pavement sections Pavement Condition Index (PCI) which includes distress type, extent of the distress and its severity.

The PCI is a condition rating that ranges from 100 (pavement section that is in perfect condition) to 0 for a section that has structurally failed and deteriorated dramatically. The PCI is calculated from three major data entries from our inspectors:

1. Distress Type (one of 20 AC or 19 PCC types); these include alligator cracking, bleeding, block cracking, corrugations, depressions, long/trans cracking, patch/utility cut, potholes, rutting, weathering, raveling, etc.

2. Distress Quantity (the square footage, length or count of a specific distress)

3. Distress Severity (the level of severity determined for each distress found; low, medium or high)
Figure 8 – PCI Calculation Worksheet
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Final Report – August 11, 2025 Section II

Figure 9 – Arterial Condition Distribution
Figure 10 – Local Condition Distribution
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Figure 11 – Alley Condition Distribution
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F. GLENDORA MYROADS® PMP WEB-PORTAL
Bucknam’s MyRoads® is a great match for the Glendora’s PMP today and the future. MyRoads® brings your PMP data to life within a dynamic dashboard! Bucknam now provides all our PMP clients with a unique and agency driven “MyRoads®” web-portal that provides instantaneous access to your pavement management database.

This “dashboard” allows users to
toggle through individual sections
via GIS mapping selections, zone
queries, rank selection, PCI ranges,
etc. to review all section metrics,
latest/previous inspections, work
histories generate filtered PCI
reports and identify potential
maintenance / rehabilitation costs
based upon your unique needs.

Bucknam has shown above the
current Glendora MyRoads®
account actively working! This tool
will be accessed by City staff simply
through a Username/Password
methodology. As changes are made
to the Glendora PMP database the
MyRoads® dataset is changed to
reflect work history edits, PCI
inspections and section changes.

In summary, MyRoads® allows the user perform the following dynamic functions:
• Query specific pavement segment(s) to view current/historic PCI, work history inspection; • Filter for pavement sections within a defined zone, PCI range and/or functional class; • Select a pavement section or grouping of section through the on-board GIS tool; • Enter slurry, overlay & reconstruction unit costs to determine preliminary cost of maintenance and resulting citywide PCI
o Display critical street / sidewalk / ROW assets along pavement section(s) that are critical to Engineering Bid development and solicitation (ADA ramps, utilities, trees, etc. • Displays all final GIS project maps (PCI, work history, 5-yr forecasted maintenance, etc.) Figure 12
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Final Report – August 11, 2025 Section III

SECTION III

CITYWIDE

PAVEMENT CONDITION INDEX (PCI) REPORT
A. PCI Report – Data Definitions
B. 2025 Glendora PCI Map
C. Name Order (A-Z)
D. PCI Order (0-100)
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Final Report – August 11, 2025 Section III
PAVEMENT CONDITION INDEX REPORT – DATA DEFINITIONS
Listed alphabetically by street name or PCI, this report provides the City with a listing of pertinent inventory and pavement condition data for each inventory unit within the City's pavement network. The Pavement Condition Index (PCI) Report notes the names, limits, classification, dimension, surface type, and lane configuration of each inventory unit.

Detailed descriptions of the information appearing on this report are presented below:

BRANCH NAME - The name of each inventory unit appears in this column. Generally, the inventory unit name is taken directly from a street sign; however, where no street signs are posted, the name appearing on the network map is noted instead.

A sample set of street name suffix abbreviation definitions is presented below:

AVE - Avenue CT - Court CIR - Circle
DR - Drive LN - Lane RD - Road
ST - Street WY - Way EB - East Bound
NB - North Bound SB - South Bound WB - West Bound
TER - Terrace PL - Place
FROM - A description of the beginning limit of each inventory unit appears in this column. If the beginning limit exists between intersections, then the beginning limit description may be an address, post mile marker, or a distance from a known point of reference (e.g., "500' N/MAIN ST").

TO - A description of the ending limit of each inventory unit appears in this column. Like BEGIN limit, the END limit description may consist of a street name, an address, or a distance from a known point of reference. In the case of cul-de-sacs, or dead-ends, the END limit consists of and address, or a directional reference, such as "NORTH END," when no address is available.

STREET CLASSIFICATION - The codes for four street classifications are represented below. Basically, units are classified according the LA County MPAH and City classifications.

CODE DESCRIPTION
A Primary Arterial
C Collector / Secondary
R Local
O Alley
SURFACE TYPE - A code was assigned to each inventory unit to describe surface type.

CODE DESCRIPTION
AC Asphalt Concrete
PCC Concrete
LENGTH - The length of the section within each branch.

UNITS - The unit of measurement for the section length, typically linear feet (LF).

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Final Report – August 11, 2025 Section III
AREA - The area of each section within a branch.

UNITS - The unit of measurement for the section area, typically square feet (SF).

PCI - Pavement Condition Indices were calculated for inventory units based on severity and extent of distress manifestations observed within the inventory unit. Ranging between 0 and 100, a PCI of "100" corresponds to a pavement at the beginning of its life cycle, while a PCI of "0" corresponds to a badly deteriorated pavement which is at or near the end of its life cycle.

PCI CLIMATE, LOAD AND OTHER – reflects “Section Extrapolated Distress”; these values are shown within the Sample Distresses tab within the PCI window. Distresses are aggregated based on the type and severity level. For random samples, distress quantities are adjusted to reflect the extrapolated value based on the sections total area. Extrapolated distress deducts are classified as resulting from Climate, Load and Other distresses. The Distress Classification portion of the tab shows the “percent” of extrapolated distress deduct belonging to Climate, Load and Other (these %’s are shown within the PCI reports herein). These values are beneficial in that they support the decision whether recommend slurry seal, overlay or reconstruction project for street sections.

INSPECTION DATE – Represents the most recent inspection date performed on a given sections. PCI shown is historical in value and may not indicate what “today’s” PCI is due to variance in time. Pavement deterioration calculations can be performed on a section(s) to demonstrate a deteriorated PCI based upon a new current date.

City of Glendora Page 32
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Final Report – August 11, 2025 Section III
Figure 13 – Glendora Pavement Condition Index (PCI) 2025 Map City of Glendora, CA
Pavement Condition Index (PCI) Report - All Street s
Sorted by Func. Class, Name Order (A-Z)
Street ID Sec ID Street Name From To Functional Class Zone Surface Type Lanes L W Area Insp. Date PCI % Load % Climate % Other Arterials / Collectors
Ada 010 Ada Ave E/O Pasadena Ave W/O Glenwood Ave C - Collector 3 O - AC/AC 2 2,200 33 72,600 4/1/2025 59 27 42 30 Ada Ave. 010 Ada Ave. E/O Grand Ave W/O Vermont Ave. C - Collector 1 O - AC/AC 2 1,590 44 69,960 3/26/2025 68 66 29 5 Ada Ave. 020 Ada Ave. E/O Vermont Ave. W/O Glendora Ave. C - Collector 1 A - AC 2 400 36 14,400 4/8/2025 52 71 24 5 Ada Ave. 030 Ada Ave. E/O Glendora Ave. E/O Wabash Ave. C - Collector 1 A - AC 2 735 30 22,050 4/8/2025 100 0 0 0 Ada Ave. 040 Ada Ave. E/O Wabash Ave. E/O Minnesota Ave (N) C - Collector 1 O - AC/AC 2 402 28 11,256 4/8/2025 100 0 0 0 Ada Ave. 050 Ada Ave. E/O Minnesota Ave (N) W/O Pasadena Ave C - Collector 1 O - AC/AC 2 393 28 11,004 4/8/2025 100 0 0 0 Amelia 010 Amelia Ave N/O Route 66 S/O Saratoga Ln C - Collector 3 O - AC/AC 2 545 60 32,700 5/5/2025 97 0 100 0 Amelia 020 Amelia Ave N/O Auto Center Dr S/O Base Line Rd C - Collector 4 O - AC/AC 2 1,512 60 90,720 5/5/2025 95 0 40 60 Amelia 030 Amelia Ave S/O Base Line Rd S/O Route 66 C - Collector 4 O - AC/AC 2 1,862 60 116,720 5/5/2025 96 0 100 0 Amelia 040 Amelia Ave S/O Saratoga Ln S/O Country Club Dr C - Collector 3 O - AC/AC 2 1,416 26 36,816 5/5/2025 95 0 77 23 Amelia 050 Amelia Ave S/O Country Club Dr S/O Valcourt Ln C - Collector 3 O - AC/AC 2 840 30 25,200 5/9/2025 81 7 85 7 Amelia 060 Amelia Ave S/O Valcourt Ln S/O Foothill Blvd C - Collector 3 O - AC/AC 2 615 36 22,140 5/9/2025 82 30 70 0 Auto Cente 010 Auto Cente Dr. E/O Lone Hill Ave 378' E/O Lone Hill Ave C - Collector 4 A - AC 2 378 56 21,168 5/22/2025 73 53 44 3 Auto Cente 020 Auto Cente Dr. 877' E/O Lone Hill Ave W/O Interstate 57 C - Collector 4 A - AC 2 285 43 12,867 5/22/2025 62 37 39 24 Auto Cente 030 Auto Cente Dr. W/O Interstate 57 E/O Interstate 57 C - Collector 4 A - AC 2 574 65 37,310 5/5/2025 93 0 100 0 Auto Cente 040 Auto Cente Dr. E/O Interstste 57 E/O Amelia Ave C - Collector 4 O - AC/AC 2 895 48 42,960 5/5/2025 91 0 66 34 Auto Cente 050 Auto Cente Dr. Begin PCC (375' E/ Lone Hill Ave) End PCC (880' E/ Lone Hil Ave) C - Collector 4 P - PCC 4 500 58 27,140 5/23/2025 83 67 16 16 Barranca 040 Barranca Ave N/O Bagnall St C.L. Route66 C - Collector 2 A - AC 2 360 28 10,080 3/19/2025 51 79 21 0 Barranca 050 Barranca Ave S/O Orangepath St 200' N/O Herber St. C - Collector 1 A - AC 4 897 54 48,438 3/17/2025 55 77 23 0 Barranca 060 Barranca Ave 200' N/O Herber St. N/O Foothill Blvd. C - Collector 1 O - AC/AC 4 1,238 58 72,804 3/17/2025 65 62 25 13 Barranca 070 Barranca Ave N/O Hollyvale St N/O Bagnall St C - Collector 2 A - AC 2 312 28 8,736 3/18/2025 46 76 20 4 Barranca 080 Barranca Ave N/O Foothill Blvd. S/O R.R.Tracks C - Collector 1 O - AC/AC 4 900 60 54,000 3/12/2025 80 24 44 32 Barranca 090 Barranca Ave N/O Armstead St N/O Dalton Wash C - Collector 2 A - AC 2 769 60 46,140 3/19/2025 43 28 18 54 Barranca 110 Barranca Ave N/O R.R. Tracks 180'/N Leadora Ave. C - Collector 1 O - AC/AC 4 1,910 60 114,600 3/6/2025 58 62 18 20 Barranca 120 Barranca Ave S/O Big Dalton Wash N/O Gladstone St C - Collector 2 A - AC 2 656 70 45,920 3/19/2025 52 71 19 10 Barranca 130 Barranca Ave 180' /N Leadora Ave. S/O Sierra Madre Ave. C - Collector 1 O - AC/AC 2 1,100 28 30,800 3/6/2025 51 72 13 15 Barranca 160 Barranca Ave S/O Galatea St N/O Armstead St C - Collector 2 A - AC 2 502 60 30,120 3/19/2025 43 51 31 19 Base Line 050 Base Line Rd E/O Barranca Ave W/O Grand Ave. C - Collector 2 O - AC/AC 2 2,560 54 138,240 3/19/2025 36 36 61 2 Base Line 070 Base Line Rd E/O Grand Ave W/O Farber Ave. C - Collector 2 O - AC/AC 2 1,245 60 74,700 4/15/2025 68 6 4 90 Base Line 080 Base Line Rd W/O Farber Ave. W/O Glendora Ave C - Collector 2 O - AC/AC 2 1,680 57 95,760 4/15/2025 79 47 53 0 Bennett Av 010 Bennett Ave. E/O Barranca Ave. W/O Valencia Ave C - Collector 1 O - AC/AC 4 1,451 60 87,060 3/12/2025 92 80 20 0 Bennett Av 020 Bennett Ave. W/O Valencia Ave W/O Grand Ave C - Collector 1 O - AC/AC 2 1,115 46 51,290 3/12/2025 100 0 0 0 Bennett Av 030 Bennett Ave. E/O Grand Ave. W/O Pennsylvania Ave. C - Collector 1 O - AC/AC 2 1,310 51 66,810 3/13/2025 99 0 40 60 Bennett Av 040 Bennett Ave. E/O Pennsylvania Ave. W/O Glendora Ave. C - Collector 1 O - AC/AC 2 755 46 34,730 4/14/2025 88 37 63 0 Bennett Av 050 Bennett Ave. E/O Glendora Ave. W/O/ Minnesota Ave. C - Collector 1 A - AC 2 1,180 46 54,280 5/1/2025 58 31 55 14 Bennett Av 060 Bennett Ave. E/O Minnesota Ave. W/O Cullen Ave. C - Collector 1 A - AC 2 615 42 25,830 5/7/2025 64 47 53 0 Bonnie Cov 010 Bonnie Cove Ave N/O Arrow HWY S/O Juanita Ave C - Collector 4 A - AC 2 1,245 37 46,065 3/25/2025 74 71 21 8 Bonnie Cov 020 Bonnie Cove Ave S/O Juanita S/O Gladstone St C - Collector 4 A - AC 2 1,247 58 72,326 3/25/2025 75 60 28 12 Bonnie Cov 030 Bonnie Cove Ave S/O Gladstone St. N/O Crown St C - Collector 4 A - AC 2 900 58 52,200 5/2/2025 41 37 55 8 Cullen 010 Cullen Ave N/O Ada S/O Foothill Blvd C - Collector 3 A - AC 2 1,280 34 43,520 4/8/2025 40 84 13 3 Cullen 040 Cullen Ave N/O Bennett Ave S/O Whitcomb Ave C - Collector 3 A - AC 2 620 33 20,460 4/14/2025 44 57 43 0 Cullen 050 Cullen Ave S/O Whitcomb Ave S/O Sierra Madre Ave C - Collector 3 A - AC 2 1,965 36 70,740 4/14/2025 54 56 43 1 Elwood 010 Elwood Ave N/O Route66 S/O Foothill Blvd C - Collector 3 A - AC 2 2,575 34 87,550 5/2/2025 66 55 25 20 Elwood 020 Elwood Ave S/O Route66 515' S/O Route66(Wash) C - Collector 3 A - AC 2 515 35 18,025 5/2/2025 32 50 35 16 Elwood 030 Elwood Ave N/O Foothill Blvd S/O Bennett Ave C - Collector 3 A - AC 2 1,285 33 42,405 5/2/2025 46 52 42 6 Elwood 040 Elwood Ave N/O Bennett Ave S/O Oakwood Ave C - Collector 3 A - AC 2 940 33 31,020 5/21/2025 72 36 64 0 Foothill 010 Foothill Blvd. E/O Lone Hill Ave 100' E/O Country Club Rd. C - Collector 3 O - AC/AC 2 1,100 54 59,400 5/9/2025 77 12 88 0 Foothill 020 Foothill Blvd. 100' E/O Country Club Rd E/O Amelia Ave C - Collector 3 O - AC/AC 2 1,310 32 41,920 5/9/2025 77 12 88 0 Foothill 040 Foothill Blvd. E/O Citrus Ave. W/O Barranca Ave. C - Collector 1 O - AC/AC 4 2,605 60 156,300 3/12/2025 78 58 32 10 Foothill 050 Foothill Blvd. E/O Cullen Ave E/O Live Oak Ave C - Collector 3 A - AC 2 1,315 40 52,600 4/14/2025 61 65 34 1 Foothill 060 Foothill Blvd. E/O Live Oak Ave W/O Elwood Ave C - Collector 3 A - AC 2 1,305 35 48,435 4/15/2025 77 7 78 15 Foothill 070 Foothill Blvd. E/O Barranca Ave. 100'W/Marcile Ave. C - Collector 1 O - AC/AC 4 470 60 28,200 3/17/2025 45 53 40 7 Foothill 080 Foothill Blvd. W/O Cedarwood Ave E/O Loraine Ave C - Collector 3 A - AC 2 405 60 24,300 5/14/2025 63 56 35 9 Foothill 090 Foothill Blvd. 100'W/Marcile W/O Valencia Ave. C - Collector 1 O - AC/AC 2 840 41 34,440 3/17/2025 38 72 26 2 Foothill 100 Foothill Blvd. E/O Loraine Ave E/O Burnaby Ave C - Collector 3 A - AC 2 775 50 38,750 5/23/2025 41 47 46 7 Foothill 110 Foothill Blvd. E/O Valencia St W/O Grand Ave. C - Collector 1 O - AC/AC 4 1,320 54 71,280 3/17/2025 77 58 21 20 Foothill 120 Foothill Blvd. E/O Burnaby Ave W/O San Jose Dr C - Collector 3 A - AC 2 675 38 25,650 5/23/2025 17 60 39 0 Foothill 130 Foothill Blvd. E/O Grand Ave. W/O Vermont Ave. C - Collector 1 O - AC/AC 4 1,750 57 99,750 5/1/2025 75 35 53 13 Foothill 140 Foothill Blvd. W/O San Jose Dr W/O Valley Center C - Collector 3 A - AC 2 1,155 45 51,975 5/16/2025 58 44 55 1 Foothill 150 Foothill Blvd. E/O Vermont Ave. W/O Glendora Ave. C - Collector 1 O - AC/AC 4 419 57 23,883 5/1/2025 69 28 49 24 Foothill 160 Foothill Blvd. W/O Valley Center W/O Whispering Oak C - Collector 3 A - AC 2 1,515 58 87,870 5/16/2025 58 58 36 6 Foothill 170 Foothill Blvd. E/O Glendora Ave. W/O Vista Bonita Ave. C - Collector 1 O - AC/AC 4 385 57 21,945 5/1/2025 79 40 54 6 Foothill 180 Foothill Blvd. W/O Whispering Oak E/O Lone Hill Ave C - Collector 3 A - AC 2 1,325 50 66,250 5/16/2025 66 39 58 3 Foothill 190 Foothill Blvd. E/O Vista Bonita Ave. W/O Cullen Ave. C - Collector 1 O - AC/AC 2 1,450 40 58,000 4/14/2025 77 23 73 4 Foothill 210 Foothill Blvd. E/O Elwood Ave W/O Cedarwood Ave C - Collector 3 A - AC 2 962 32 32,784 5/14/2025 80 15 71 13 Gladstone 010 Gladstone St E/O Barranca ave. W/O Grand Ave. C - Collector 2 A - AC 4 2,596 58 150,568 3/19/2025 74 12 20 68 Gladstone 020 Gladstone St E/O Bonnie Cove Ave W/O Sunflower Ave C - Collector 4 O - AC/AC 4 2,575 60 154,500 5/5/2025 80 72 22 5 Gladstone 030 Gladstone St E/O Grand Ave. W/O Glendora Ave C - Collector 2 O - AC/AC 4 2,570 60 154,200 4/15/2025 75 40 17 43 Gladstone 040 Gladstone St E/O Sunflower Ave W/O Valley Center Ave C - Collector 4 O - AC/AC 4 2,575 60 154,500 5/5/2025 67 44 38 17

City of Glendora, CA
Pavement Condition Index (PCI) Report - All Street s
Sorted by Func. Class, Name Order (A-Z)
Street ID Sec ID Street Name From To Functional Class Zone Surface Type Lanes L W Area Insp. Date PCI % Load % Climate % Other Gladstone 050 Gladstone St E/O Glendora Ave W/O Bonnie Cove Ave C - Collector 2 O - AC/AC 4 2,578 60 154,680 5/5/2025 77 34 49 17 Gladstone 060 Gladstone St E/O Valley Center Ave W/O Lone Hill Ave C - Collector 4 O - AC/AC 4 2,490 60 149,400 5/5/2025 47 52 35 13 Gladstone 070 Gladstone St Begin PCC (90' W/ Lone Hill Ave) Lone Hill Ave C - Collector 4 P - PCC 6 165 60 9,975 5/5/2025 82 20 57 24 Lone Hill 130 Gladstone St Gladstone St End PCC (95' N/ Gladstone St) A - Arterial 4 P - PCC 2 93 20 2,615 5/22/2025 72 9 23 68 Glendora 010 Glendora Ave N/O Arrow HWY S/O Sna Dimas Wash C - Collector 2 A - AC 4 270 60 16,200 4/15/2025 62 64 36 0 Glendora 020 Glendora Ave S/O Route 66 S/O RR Track C - Collector 1 O - AC/AC 4 637 60 38,220 5/2/2025 92 0 53 47 Glendora 030 Glendora Ave N/O RR Track S/O RR Track C - Collector 1 A - AC 4 155 60 9,300 5/23/2025 96 0 100 0 Glendora 040 Glendora Ave N/O san Dimas Wash N/O Juanita Ave C - Collector 2 O - AC/AC 4 1,010 60 60,600 4/15/2025 72 52 37 11 Glendora 050 Glendora Ave N/O Juanita Ave N/O Gladstone St C - Collector 2 O - AC/AC 4 1,325 60 79,500 4/15/2025 88 92 8 0 Glendora 060 Glendora Ave N/O Walnut Ave, N/O Ada Ave. C - Collector 1 A - AC 4 620 60 37,200 5/2/2025 65 36 64 0 Glendora 070 Glendora Ave N/O Ada Ave. N/O Foothill Blvd. C - Collector 1 A - AC 2 1,320 64 84,480 5/23/2025 58 40 59 1 Glendora 080 Glendora Ave N/O Glastone St 80' N/O Ronwood St C - Collector 2 A - AC 4 2,660 58 154,280 4/21/2025 43 31 64 5 Glendora 090 Glendora Ave N/O Foothill Blvd. N/O Bennett Ave. C - Collector 1 P - PCC 2 1,360 65 88,400 5/23/2025 62 72 11 17 Glendora 100 Glendora Ave 80' N/O Ronwood St N/O Mauna Loa Ave C - Collector 2 A - AC 4 1,420 56 79,520 4/21/2025 91 74 26 0 Glendora 110 Glendora Ave N/O Mauna Loa Ave S/O Route 66 C - Collector 2 O - AC/AC 4 1,260 56 70,560 4/21/2025 37 15 8 76 Glendora 120 Glendora Ave N/O Bennett Ave. N/O Sierra Madre Ave. C - Collector 1 A - AC 2 2,640 62 163,680 4/28/2025 45 52 31 18 Glendora 130 Glendora Ave N/O Sierra Madre Ave. 795' N/ Sierra Madre C - Collector 1 A - AC 2 795 32 25,440 4/28/2025 33 69 23 9 Grand 020 Grand Ave. N/O Arrow HWY S/O Juanita Ave A - Arterial 2 O - AC/AC 2 1,462 32 46,785 4/8/2025 54 74 25 0 Grand 025 Grand Ave. S/O Juanita Ave S/O Gladstone St A - Arterial 2 O - AC/AC 2 1,312 32 41,984 4/8/2025 50 76 24 0 Grand 030 Grand Ave. S/O Gladstone St N/O Armstead St. A - Arterial 2 O - AC/AC 2 1,785 30 53,550 4/15/2025 53 53 44 3 Grand 035 Grand Ave. N/O Armstead St. S/O Baseline Rd A - Arterial 2 O - AC/AC 2 930 32 29,760 4/15/2025 54 54 39 8 Grand 040 Grand Ave. N/O Route66 S/O Ada Ave A - Arterial 1 O - AC/AC 2 1,235 30 37,050 3/20/2025 61 72 27 1 Grand 045 Grand Ave. S/O Ada Ave S/O Foothill Blvd A - Arterial 1 O - AC/AC 2 1,294 30 38,820 3/20/2025 84 65 35 0 Grand 050 Grand Ave. S/O Base Line Rd. S/O Mauna Loa Ave A - Arterial 2 O - AC/AC 2 1,360 30 40,800 3/19/2025 61 63 30 7 Grand 055 Grand Ave. S/O Mauna Loa Ave PCC S/O Route 66 A - Arterial 2 O - AC/AC 2 1,175 30 35,250 3/19/2025 57 69 27 4 Grand 060 Grand Ave. S/O Foothill Blvd. S/O Bennett Ave. A - Arterial 1 O - AC/AC 2 1,350 36 48,600 3/20/2025 60 54 34 12 Grand 070 Grand Ave. S/O Bennett Ave. S/O Leadora Ave. A - Arterial 1 O - AC/AC 2 1,320 30 39,600 3/12/2025 78 43 34 23 Grand 090 Grand Ave. S/O Leadora Ave. S/O Sierra Madre Ave. A - Arterial 1 O - AC/AC 2 1,300 30 41,500 3/12/2025 76 20 53 27 Grand 100 Grand Ave. S/O Sierra Madre Ave N/O Palm Dr. A - Arterial 1 A - AC 2 1,275 35 44,625 3/13/2025 41 62 27 11 Grand 120 Grand Ave. S/O Gladstone St S/O Juanita Ave A - Arterial 2 O - AC/AC 2 1,312 32 41,984 4/8/2025 49 75 23 1 Grand 125 Grand Ave. S/O Juanita Ave N/O Arrow Hwy A - Arterial 2 O - AC/AC 2 1,462 32 46,784 4/8/2025 46 54 45 1 Grand 130 Grand Ave. S/O Base Line Rd N/O Armstead St A - Arterial 2 O - AC/AC 2 930 32 29,760 3/19/2025 62 56 39 6 Grand 135 Grand Ave. S/O Armstead St S/O Gladstone St A - Arterial 2 O - AC/AC 2 1,785 32 57,120 3/19/2025 42 63 25 12 Grand 140 Grand Ave. S/O Foothill Blvd S/O Ada Ave A - Arterial 1 O - AC/AC 2 1,294 30 38,820 3/20/2025 65 80 15 5 Grand 145 Grand Ave. S/O Ada Ave PCC N/O Route 66 A - Arterial 1 O - AC/AC 2 1,135 30 34,050 3/20/2025 56 79 21 0 Grand 150 Grand Ave. S/O Route 66 S/O Mauna Loa Ave A - Arterial 2 O - AC/AC 2 1,292 30 38,760 3/19/2025 68 58 40 2 Grand 155 Grand Ave. S/O Mauna Loa Ave S/O Baseline Rd A - Arterial 2 O - AC/AC 2 1,360 30 40,800 3/19/2025 69 30 14 56 Grand 160 Grand Ave. S/O Bennett Ave S/O Foothill Blvd A - Arterial 1 O - AC/AC 2 1,350 36 48,600 3/20/2025 66 78 22 0 Grand 170 Grand Ave. S/O Leadora Ave S/O Bennett Ave A - Arterial 1 O - AC/AC 2 1,320 30 39,600 3/12/2025 73 66 34 0 Grand 180 Grand Ave. S/O Sierra Madre Ave. S/O Leadora Ave A - Arterial 1 O - AC/AC 2 1,300 30 41,500 3/12/2025 73 28 58 14 Grand 190 Grand Ave. Begin PCC (135' N/ Route 66) Route 66 A - Arterial 1 P - PCC 4 175 42 8,790 5/23/2025 88 72 28 0 Grand 200 Grand Ave. Begin PCC (145' S/ Route 66) Route 66 A - Arterial 1 P - PCC 4 180 42 9,215 5/23/2025 94 0 64 36 Leadora 010 Leadora Ave E/O Cullen Ave W/O Live Oak Ave C - Collector 3 A - AC 2 1,280 38 48,640 4/8/2025 40 64 27 10 Leadora 020 Leadora Ave E/O Live Oak Ave E/O Ranch Ln C - Collector 3 A - AC 2 1,840 34 62,560 5/15/2025 61 48 37 14 Leadora 030 Leadora Ave E/O Ranch Ln W/O Lorain Ave C - Collector 3 O - AC/AC 2 730 32 23,360 5/21/2025 91 0 100 0 Leadora Av 010 Leadora Ave. E/O Oakbank Dr. W/O Barranca Ave. C - Collector 1 A - AC 2 615 32 19,680 3/5/2025 37 44 39 16 Leadora Av 020 Leadora Ave. 300'W/Wildwood Ave. W/O Grand Ave. C - Collector 1 A - AC 2 1,970 47 92,590 3/12/2025 28 59 30 11 Leadora Av 030 Leadora Ave. E/O Grand Ave. W/O Pennsylvania Ave. C - Collector 1 A - AC 2 1,315 54 71,010 3/13/2025 79 37 63 0 Leadora Av 040 Leadora Ave. E/O Pennsylvania Ave. W/O Vermont Ave. C - Collector 1 O - AC/AC 2 345 38 13,110 4/14/2025 57 86 14 0 Leadora Av 050 Leadora Ave. E/O Vermont Ave. W/O Glendora Ave. C - Collector 1 O - AC/AC 2 350 38 13,300 4/14/2025 90 0 100 0 Leadora Av 060 Leadora Ave. E/O Glendora Ave. W/O Minnesota Ave. C - Collector 1 A - AC 2 1,175 40 47,000 4/28/2025 89 8 92 0 Leadora Av 070 Leadora Ave. E/O Minnesota Ave. W/O Cullen Ave. C - Collector 1 A - AC 2 615 39 23,985 4/28/2025 87 0 78 22 Live Oak 010 Live Oak Ave N/O Foothill Blvd S/O Bennett Ave C - Collector 3 A - AC 2 1,235 32 39,520 4/15/2025 36 56 26 17 Live Oak 020 Live Oak Ave S/O Bennett Ave S/O Leadora Ave C - Collector 3 A - AC 2 1,300 34 44,200 5/15/2025 58 46 38 16 Live Oak 030 Live Oak Ave S/O Leadora Ave S/O Sierra Madre Ave C - Collector 3 A - AC 2 1,330 33 43,890 5/1/2025 46 56 34 10 Live Oak 040 Live Oak Ave S/O Sierra Madre Ave N/O Palm Ave C - Collector 3 A - AC 2 1,375 34 46,750 5/7/2025 63 45 29 25 Live Oak 050 Live Oak Ave N/O Palm Ave N/End C - Collector 3 A - AC 2 715 24 17,160 5/7/2025 39 77 20 2 Lone Hill 020 Lone Hill Ave N/O Gladstone St S/O R.R. Tracks A - Arterial 4 O - AC/AC 2 1,006 33 33,198 5/5/2025 92 0 94 6 Lone Hill 030 Lone Hill Ave N/O R.R. Tracks S/O San Dimas Wash A - Arterial 4 O - AC/AC 2 910 30 27,300 5/5/2025 89 30 70 0 Lone Hill 035 Lone Hill Ave N/O San Dimas Wash S/O I-210 WB On/Off Ramp A - Arterial 4 O - AC/AC 3 545 46 25,070 5/9/2025 72 51 45 4 Lone Hill 060 Lone Hill Ave N/O Petunia St S/O I-210 WB On/Off Ramp A - Arterial 4 O - AC/AC 2 645 33 21,285 5/5/2025 38 66 34 0 Lone Hill 070 Lone Hill Ave S/O Route 66 N/O Kenoma St A - Arterial 4 O - AC/AC 2 1,145 32 36,640 5/6/2025 55 61 31 8 Lone Hill 075 Lone Hill Ave N/O Kenoma St N/O Petunia St A - Arterial 4 O - AC/AC 2 806 32 25,792 5/6/2025 45 63 20 18 Lone Hill 080 Lone Hill Ave S/O R.R. Tracks PCC N/O Gladstone St A - Arterial 4 O - AC/AC 2 870 34 29,145 5/5/2025 92 0 100 0 Lone Hill 090 Lone Hill Ave S/O I-210 WB On/Off Ramp N/O San Dimas Wash A - Arterial 4 O - AC/AC 2 545 47 25,615 5/23/2025 75 49 51 0 Lone Hill 095 Lone Hill Ave S/O San Dimas Wash N/O RR Tracks A - Arterial 4 O - AC/AC 2 825 33 27,225 5/5/2025 87 0 59 41 Lone Hill 100 Lone Hill Ave S/O I-210 WB On/Off Ramp N/O Petunia St A - Arterial 4 O - AC/AC 2 625 32 20,000 5/9/2025 42 57 39 4 Lone Hill 110 Lone Hill Ave N/O Petunia St N/O Kenoma St A - Arterial 4 O - AC/AC 2 806 28 22,568 5/9/2025 22 66 32 2 Lone Hill 115 Lone Hill Ave N/O Kenoma St S/O Route 66 A - Arterial 4 O - AC/AC 2 1,145 32 36,640 5/9/2025 42 63 32 5 Lone Hill 120 Lone Hill Ave Begin PCC (310' N/ Gladstone St) Gladstone St A - Arterial 4 P - PCC 5 310 54 16,322 5/22/2025 86 0 81 19 Loraine 010 Loraine Ave N/O Route66 S/O Foothill Blvd C - Collector 3 A - AC 4 2,565 55 141,075 5/2/2025 94 0 95 5