David Fredendall, Mayor, District 2
Karen Davis, Mayor Pro Tem, District 4
Michael Allawos, Councilmember, District 1
Shaunna Elias, Councilmember, District 3
Mendell Thompson, Councilmember, District 5
CITY COUNCIL, SUCCESSOR AGENCY AND HOUSING AUTHORITY
6:00 PM CLOSED SESSION
7:00 PM GENERAL SESSION
Tuesday, January 13, 2026, 6:00 PM
City Hall Council Chamber
116 E. Foothill Boulevard, Glendora
AGENDA
CALL TO ORDER
ROLL CALL
CLOSED SESSION
1. Closed Session
— CS. 1 - CONFERENCE WITH REAL PROPERTY NEGOTIATORS A closed session will be held, pursuant to Government Code § 54956.8, to enable the City Council to give direction to its negotiator(s) City Manager Adam Raymond, City Attorney Danny Aleshire, Assistant City Manager Moises Lopez, Community Development Director Jeff Kugel, and Housing and Economic Development Manager Tiffany Chew regarding certain real property located at 1133 S. Grand Avenue APN: 8632-019-039. The City’s real property negotiators will seek direction from the City Council regarding the property.
INVOCATION AND PLEDGE OF ALLEGIANCE
In permitting a nonsectarian invocation, the City does not intend to proselytize, advance, or disparage any faith or belief. Neither the City nor the City Council endorses any particular belief or form of invocation.
REORDERING OF AND ADDITIONS TO THE AGENDA
PUBLIC COMMENT
The City of Glendora encourages community participation at its public meetings. Speakers are limited to three minutes, and time may not be shared or transferred. A total of 30 minutes is reserved for public comment, which may be extended by majority vote of the legislative body. At regular meetings, comments may address both agenda and non-agenda items during the Public Comment portion, with additional opportunities to speak provided during Public Hearings. At special meetings, public comment is limited to agenda items. Residents may participate in person or submit comments by email, phone, mail, or other available methods. Participation options may be adjusted if a State of Emergency, Health Order, or Executive Order limits in-person attendance. For more information, see the Guide to Public Meetings and Participating in Public Meetings on the City’s website at www.cityofglendora.gov/citymeetings.
2. Public Comments Received
MEMBER STATEMENTS/REPORTS
CITY MANAGER AND CITY ATTORNEY STATEMENTS
CONSENT CALENDAR
Items on the Consent Calendar will be enacted by one motion without individual discussion. There will be no separate discussion of these items unless a member of the governing body requests specific item(s) be removed from the Consent Calendar for separate action. Items removed from the Consent Calendar will be considered after the Consent Calendar is approved. Anyone wishing to address a Consent Calendar item should do so during the Public Comment Period.
3. Affirm minutes from the December 9, 2025 Meeting
Recommended Action for the City Council, Successor Agency and Housing Authority:
— 1. Affirm minutes as presented.
4. Review and Affirm Disbursements for December 2025 in the amount of $3,888,992.60 Recommended Actions for the City Council and Successor Agency:
— 1. Review and affirm disbursements for December 2025 in the amount of $3,888,992.60.
5. City of Glendora and Glendora Successor Agency Investment Report for November 2025 Recommended Action for City Council and Successor Agency:
— 1. Receive and file the Monthly Investment Activity Report for November 2025.
6. Authorize Expenditures to Upfit Police Patrol Vehicles Recommended Action for City Council:
— 1. Authorize expenditures in the amount of $74,746.05 plus a ten percent contingency ($7,474.61) for a total amount not to exceed $82,220.66 to Black and White Emergency Vehicles, LLC. for the upfitting of three (3) Police Vehicles with required emergency equipment.
UNFINISHED BUSINESS
7. Status Update on the Exclusive Negotiating Agreement with Mercy Housing Related to the Disposition and Development of 1762 Dale Road
Recommended Action for the City Council:
— 1. Receive a status update on the Exclusive Right to Negotiate and Reimbursement Agreement (ENA) dated July 8, 2025 with Mercy Housing related to the disposition and development of the property located at 1762 Dale Road.
8. City Council Update on Civic Center Revitalization and City Council Direction on Funding Methodology Recommendation Action for the City Council:
— 1. Receive a report on updated civic center renderings, cost estimates, and funding scenarios; and — 2. Provide direction to staff in accordance with the 2025-2027 Strategic Plan New+Revitalized Facilities Goal relating to the Civic Center: Actions 3.1 (funding methodology) and Action 3.4 (new/remodel).
NEW BUSINESS
9. Consider Amendment No. 1 to the Contract Services Agreement with Willdan Engineering for on-call planning services increasing the contract amount from $50,000 to $190,000 Recommended Action for the City Council:
— 1. Approve Amendment No. 1 to the Contract Services Agreement (Agreement) with Willdan Engineering (Willdan), increasing the contract amount to $190,000); and — 2. Authorize the City Manager or his designee to execute the Amendment No. 1 with Willdan.
MEMBER/STAFF CLOSING COMMENTS
ADJOURNMENT
Date Posted: January 9, 2026 10:33 am
STAFF REPORT
TO: Mayor and Council Members DATE: January 13, 2026
FROM: City Clerk DISTRICT(S): Not Applicable
SUBJECT: Affirm minutes from the December 9, 2025 Meeting
RECOMMENDATION
That the City Council, Successor Agency, and Housing Authority:
1. Affirm minutes as presented.
STRATEGIC FOCUS AREAS
Not Applicable.
EXECUTIVE SUMMARY
This staff report requests affirmation of the minutes from the previous meeting. The minutes have been prepared and reviewed in accordance with city procedures and transparency requirements. Affirming these minutes ensures the accuracy and integrity of the official record. Staff recommends approval to maintain proper documentation and compliance with meeting protocols.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
Not Applicable.
DISCUSSION
Pursuant to the City's standard practices and the Brown Act, meeting action minutes are reviewed and affirmed by the legislative body to ensure transparency and accuracy in government proceedings. The action minutes for the December 9, 2025 meeting was compiled base on staff notes and official recordings. No requests for revisions or amendments have been received to date.
FISCAL IMPACT
There is no fiscal impact associated with this action.
ENVIRONMENTAL DETERMINATION
There is no environmental impact associated with this acttion.
Prepared By: Roxanne Breceda, Deputy City Clerk / Records Manager Concurs With: Not Applicable
Reviewed By: Kathleen Sessman, MMC City Clerk / Communications Director Certified to Availability of Funds: Not Applicable
Approved By: Not Applicable
Legal Review: Not Applicable
CEQA Review: Not Applicable
Attachments
A_December_9_2025_Reg_CC_Mtg_Minutes.pdf
City of Glendora Minutes
Regular Meeting
Tuesday, December 9, 2025
City Hall Council Chamber
116 E. Foothill Boulevard
Virtually via Zoom ID# 9329247224
The City Council also serves as members of the Board of Directors of the Successor Agency of the former Community Redevelopment Agency, and Housing Authority, which are concurrently convening this evening.
CALL TO ORDER
The City Council, Successor Agency and Housing Authority meeting was called to order at 5:00 PM.
ROLL CALL
Members Present: Karen Davis, Shaunna Elias, Mendell L. Thompson, Mayor Pro Tem/ViceChair Michael Allawos, Mayor/Chair David Fredendall Members Absent: None
Staff Present: City Manager/Executive Director Adam Raymond, City/Agency Attorney Danny Aleshire, Assistant City Manager Moises Lopez, Deputy City Manager Marie Ricci, Chief of Police Mike Randazzo, Police Captain Chris Stabio, Community Development Director Jeff Kugel, Public Works Director William Wittkopf, Finance Director/City Treasurer Kyle Johnson, Information Technology Director Sam Robbin, City Clerk/Communications Director Kathleen Sessman, Recreation and Human Services Director John Aguirre, Assistant Director of Human Resources Rita Wendling, Assistant Public Works Director Valerie Velasquez-Santoya, Economic Development & Housing Manager Tiffany Chew, Human Resources Analyst Jacklyn Clark, Media Specialist Craig Gill, Senior Media Specialist Greg Morton, and Deputy City Clerk/Records Manager Roxanne Breceda
CLOSED SESSION
Closed Session titles were read into the record. There was no one wishing to provide comment.
The meeting convened into Closed Session at 5:04 PM.
1. CLOSED SESSION ITEMS
CS 1. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION A closed session will be held, pursuant to Government Code §§ 54956.9(d)(2) and (e)(3) because there is a significant exposure to litigation in one (1) case related to a written threat to initiate litigation against the City under the California Tort Claims Act.
CS 2. CONFERENCE WITH REAL PROPERTY NEGOTIATORS A closed session will be held, pursuant to Government Code 54956.8, to enable the City Council to give direction to its negotiators City Manager Adam Raymond, City Attorney Danny Aleshire, Assistant City Manager Moises Lopez, Community Development Director Jeff Kugel, and Housing and Economic Development Manager Tiffany Chew regarding that certain real property located at 1762 Dale Road, APN 8631-013-023. The City's real property negotiators will seek direction from the City Council regarding the property and negotiations pursuant to an Minutes Tuesday, December 9, 2025 Page 2 of 7
Regular Meeting City Council, Successor Agency and Housing Authority Exclusive Negotiation Agreement, between the City and Mercy Housing California.
CS 3. CONFERENCE WITH REAL PROPERTY NEGOTIATORS A closed session will be held, pursuant to Government Code § 54956.8, to enable the City Council to give direction to its negotiator(s) City Manager Adam Raymond, City Attorney Danny Aleshire, Assistant City Manager Moises Lopez, Community Development Director Jeff Kugel, and Housing and Economic Development Manager Tiffany Chew regarding certain real property located at 1133 S. Grand Avenue APN: 8632-019-039. The City’s real property negotiators will seek direction from the City Council regarding the property.
CS 4. CONFERENCE WITH LABOR NEGOTIATORS A closed session will be held, pursuant to Government Code §54957.6 with the City Manager Adam Raymond, City Attorney Danny Aleshire, Assistant City Manager Moises Lopez, Deputy City Manager Marie Ricci, and Human Resources Assistant Director Rita Wendling, regarding labor negotiations with the Glendora Management Association (GMA).
CS 5. CONFERENCE WITH LABOR NEGOTIATORS A closed session will be held, pursuant to Government Code §54957.6 with the City Manager Adam Raymond, and City Attorney Danny Aleshire regarding labor negotiations with Unrepresented Employees (Executive Management Team: Assistant City Manager, Deputy City Manager, Chief of Police, Library Director, Public Works Director, Community Development Director, Information Technology Director, Finance Director, Recreation and Human Services Director, and City Clerk/Communications Director).
Closed Session adjourned at 6:55 PM and the meeting reconvened into Open Session at 7:03 PM with all members present. City Attorney Aleshire reported the following actions: CS 1. Council authorized legal counsel to defend the City in Andrew Hwang vs. City of Glendora (Case No.
25.0072) filed under the California Tort Claims Act; CS 2. A briefing was provided, direction was given and no reportable action was taken; and CS 3 - 5. Discussions were conducted, questions were asked and answered, and no reportable action was taken.
INVOCATION AND PLEDGE OF ALLEGIANCE
The Invocation was given by Pastor Dr. Michael Cordich of First Baptist Church.
The Pledge of Allegiance was led by Assistant Fire Chief Cabrera.
REORDERING OF AND ADDITIONS TO THE AGENDA
There were no requests received.
PUBLIC COMMENT
2. Public Comments received
Comments were received from: Bob Moore, Joe Cina, Mark Davis, Marsha Moore, John Field, Marsha Mason, Mark Davis, George Aloupes, Nicole Castronovo, and Ryan Senneff.
MEMBER STATEMENT/REPORTS
Councilmember/Commissioner Elias commented on her first year of service as a Councilmember; and offered an apology to Councilmember Davis.
Minutes Tuesday, December 9, 2025 Page 3 of 7
Regular Meeting City Council, Successor Agency and Housing Authority Councilmember/Commissioner Thompson commented on Councilmember Elias’ remarks; thanked the Metro Gold Line Foothill Extension Construction Authority (JPA) Board for reappointment; and commented on the Glendora Holiday Parade.
Councilmember/Commissioner Davis thanked Councilmember Elias for her comments and for being a role model; encouraged everyone to make a difference; and provided public safety reminders, including not leaving candles unattended and checking dry trees to prevent fire hazards.
Mayor Pro Tem/Vice-Chair Allawos reported attending the Merry Mingle San Gabriel Valley Partnership event and the “Christmas is Play” Citrus College Singers performance; commented on the Los Angeles Sanitation District raising rates; and requested the meeting be adjourned in memory of Bonnie Bidwell.
Mayor/Chair Fredendall recognized Holiday Stroll; City’s sponsorship of the Gingerbread House event; and announced the Glendora Holiday Parade on Saturday, December 13, 2025.
CITY MANAGER AND CITY ATTORNEY STATEMENTS
City Manager/Executive Director Raymond recognized Recreation and Human Services Director John Aguirre and Public Works Director William Wittkopf for their dedicated years of service and congratulated them on their retirement.
City Attorney Aleshire commented on the retirements.
SPECIAL ITEMS
3. City Net Homeless Count Results
Presentation made by City Net Chief Operating Officer Matt Bates.
4. Glendora City Council Reorganization
City Clerk/Communications Director Kathleen Sessman conducted the City Council Reorganization, including the selection of the Mayor and Mayor Pro Tem for the 2026 term, effective January 1, 2026.
Selection of Mayor
City Clerk/Communications Director Sessman called for nominations for the office of Mayor. The following nominations were received:
Nominated by Nominee
Mendell Thompson David Fredendall
Micael Allawos Michael Allawos
Hearing no further nominations, the nomination period was closed.
City Clerk/Communications Director Sessman announced that nominations would be considered in the order received and that a nominee receiving a majority vote would be declared Mayor for the 2026 term, effective January 1, 2026.
Minutes Tuesday, December 9, 2025 Page 4 of 7
Regular Meeting City Council, Successor Agency and Housing Authority An oral roll call vote was conducted to appoint David Fredendall as Mayor for the 2026 term. The vote carried 4-1 as follows: AYES: Davis, Elias, Thompson, Fredendall; NOES: Allawos; ABSENT: None; ABSTAIN: None.
David Fredendall was declared Mayor for the 2026 term.
Selection of Mayor Pro Tem
City Clerk/Communications Director Sessman called for nominations for the office of Mayor Pro Tem. The following nominations were received:
Nominated by Nominee
Michael Allawos Michael Allawos
Shaunna Elias Karen K. Davis
Hearing no further nominations, the nomination period was closed.
An oral roll call vote was conducted to appoint Michael Allawos as Mayor Pro Tem for the 2026 term. The vote failed 1-4 as follows: AYES: Allawos; NOES: Davis, Elias, Thompson, and Fredendall; ABSENT: None; ABSTAIN: None.
A subsequent oral roll call vote was conducted to appoint Karen K. Davis as Mayor Pro Tem for the 2026 term. The vote carried 4-1 as follows: Vote carried 4-1 as follows: AYES: Davis, Elias, Thompson, Fredendall; NOES: Allawos; ABSENT: None; ABSTAIN: None.
Karen K. Davis was declared Mayor Pro Tem for the 2026 term.
Presentations to 2025 Mayor David Fredendall
City Clerk/Communications Director Sessman conducted a special presentation honoring David Fredendall’s service and leadership as Mayor during the 2025 term and invited special presentations from distinguished representatives and community partners Senator Sasha Perez, Congresswoman Chu, Congressman Cisneros, Assemblywoman Blanca Rubio, Assistant Superintendent of Human Resources Dr. Seth Bond Assistant Superintendent of Human Resources Dr. Seth Bond, Glendora Chamber of Commerce President/CEO Joe Cina, Citrus College Executive Director of Strategic Communications, Marketing and Public Affairs Lisa McPheron, Citrus College Board of Trustees Member Steven Flowers, West Covina Councilmember Ollie Cantos, Assistant Fire Chief Steve Cabrera.
City Manager Raymond presented David Fredendall with the Mayor’s gavel plaque on behalf of the City Council and the City of Glendora.
The meeting recessed at 8:30 PM and reconvened at 8:45 PM, with all members present.
CONSENT CALENDAR
Mayor Pro-Tem/Vice-Chair Allawos requested clarification on Item #11 relating to the requested increase.
Mayor/Chair Fredendall announced that, in connection with Item #9 updated attachments—including the staff report, the Chamber of Commerce Memorandum of Understanding, Ordinance No. 2008 relating to the Glendora Village Business Improvement District, and the Notice of Scheduled Vacancy—were distributed to the City Council and made available to the public under separate cover.
Minutes Tuesday, December 9, 2025 Page 5 of 7
Regular Meeting City Council, Successor Agency and Housing Authority A motion was made by Mayor Pro Tem/Vice-Chair Allawos, seconded by Councilmember/Commissioner Davis to approved Consent Calendar Items #5 - #11 as presented, affirming the actions appropriate to each item. Motion carried 5-0 as follows: AYES: Davis, Elias, Thompson, Allawos, Fredendall; NOES: None; ABSENT: None; ABSTAIN: None.
5. Affirm minutes from the November 12, 2025 Meeting
The City Council, Successor Agency and Housing Authority affirmed minutes as presented.
6. City of Glendora and Glendora Successor Agency Investment Report for October 2025 The City Council and Successor Agency received and filed the Monthly Investment Activity Report for October 2025.
7. Review and Affirm Disbursements for November 2025 in the amount of $3,547,639.72 The City Council 1. Reviewed and affirmed disbursements for November 2025 in the amount of $3,547,639.72.
8. Notice of Completion for Dawson Park Playground and Pour-In-Place Surfacing 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.
9. Ratify and accept the recommendation of the Business Improvement District (BID) Advisory Board to fill the unscheduled vacancy on the Business District Advisory Board, Office No. 2 for the term expiring June 30, 2027
The City Council 1. Ratified and accepted 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.
10. 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
The City Council 1. Reviewed the proposed 2026 City Council Appointments; and 2. Adopted Resolution CC 2025-42 entitled, "A RESOLUTION OF THE CITY COUNCIL APPOINTING
DELEGATES AND ALTERNATES TO VARIOUS REGIONAL BOARDS AND COMMITTEES THAT THE CITYOF GLENDORA IS A MEMBER FOR 2026 EFFECTIVE JANUARY 1, 2026 AND RESCIND RESOLUTIONCC 2025-03.”
11. 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
The City Council 1. Approved Amendment No. 1 to the Contract Services Agreement for PreDesign Services with DLR Group, Inc. for additional renderings, animations, and conceptual floor Minutes Tuesday, December 9, 2025 Page 6 of 7
Regular Meeting City Council, Successor Agency and Housing Authority 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.
NEW BUSINESS
12. SB 707 (Durazo) Open Meetings: Meeting and Teleconference Requirements Following discussion, a motion was made by Councilmember Davis, seconded by Councilmember Thompson, to provide direction to staff regarding implementation of SB 707 (Durazo) related to open meeting and teleconference requirements. The City Council provided the following direction:
• Teleconferencing and Hybrid Participation:
Proceed with implementation of SB 707 teleconferencing requirements for the City Council only and not extend those provisions to Boards and Commissions. Hybrid meeting access, including phone and video participation, shall be implemented for City Council meetings only.
• Language Accessibility:
Explore the statutory thresholds for language translation services and return to the City Council in April 2026 with a proposed resolution establishing language accessibility standards.
• Participation Standards and Public Engagement:
Direct staff and the City Attorney to prepare and incorporate into the proposed resolution:
o A uniform disruptive behavior policy applicable to all modes of participation; o SB 707 social media participation provisions;
o Amendments to public engagement practices; and
o Provisions addressing remote access outage procedures, interpretation requests, multilingual participation information, electronic access to meeting materials, and outreach to underrepresented communities.
Motion carried 5-0 as follows: AYES: Davis, Elias, Thompson, Allawos, Fredendall; NOES:
None; ABSENT: None; ABSTAIN: None.
13. Update on Citywide Pavement and Sign Study, and Review of Pavement Management Program
Following discussion, a motion was made by Mayor Pro Tem Allawos, seconded by Councilmember Thompson, that the City Council 1. Receive and file the 2025 Pavement Management Program Update prepared by Bucknam Infrastructure Group, Inc. Motion carried 5- 0 as follows: AYES: Davis, Elias, Thompson, Allawos, Fredendall; NOES: None; ABSENT:
None; ABSTAIN: None.
14. Consideration of an Agreement with California Skateparks, Inc. for Resurfacing of Finkbiner Park Skatepark in an amount not to exceed $98,500 A motion was made by Councilmember Elias, seconded by Councilmember Thompson, that the City Council 1. Approve an Agreement with California Skateparks, Inc. for resurfacing and repairs Minutes Tuesday, December 9, 2025 Page 7 of 7
Regular Meeting City Council, Successor Agency and Housing Authority at the Finkbiner Park Skate Park in the amount of $98,500; and 2. Authorize the City Manager or his designee to execute the agreement with California Skateparks, Inc. including minimal and/or non-substantive changes. Motion carried 5-0 as follows: AYES: Davis, Elias, Thompson, Allawos, Fredendall; NOES: None; ABSENT: None; ABSTAIN: None.
15. Memorandum of Understanding between the City of Glendora and Glendora Management Association for the three-year term of January 1, 2026, through December 31, 2028 A motion was made by Mayor Pro Tem Allawos, seconded by Councilmember Thompson, that the City Council 1. Adopt Resolution CC 2025-43 entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDORA, CALIFORNIA, APPROVING A 2025-2028
MEMORANDUM OF UNDERSTANDING (MOU) WITH THE GLENDORA
MANAGEMENT ASSOCIATION”; and, 2. Authorize the City Manager to execute the MOU with any and all non-substantive changes to the draft Memorandum of Understanding (MOU).
Motion carried 5-0 as follows: AYES: Davis, Elias, Thompson, Allawos, Fredendall; NOES:
None; ABSENT: None; ABSTAIN: None.
16. Approve Changes to Compensation and benefits for the Executive Staff for the Three-Year Term of January 1, 2026, through December 31, 2028
A motion was made by Councilmember Thompson, seconded by Councilmember Davis, that the City Council 1. Adopt Resolution CC 2025-44 entitled, "A RESOLUTION OF THE CITY
COUNCIL OF THE CITY OF GLENDORA, CALIFORNIA, APPROVING COMPENSATION
AND BENEFITS ADJUSTMENTS FOREXECUTIVE MANAGEMENT CONTRACT EMPLOYEES." Motion carried 5-0 as follows: AYES: Davis, Elias, Thompson, Allawos, Fredendall; NOES: None; ABSENT: None; ABSTAIN: None.
17. Consideration of Amendment No. 1 to the City Manager's Employment Contract A motion was made by Councilmember Thompson, seconded by Councilmember Davis, that the City Council 1. Approve Amendment No. 1 to the City Manager's Employment Contract. Motion carried 5-0 as follows: AYES: Davis, Elias, Thompson, Allawos, Fredendall; NOES: None; ABSENT: None; ABSTAIN: None.
MEMBER/STAFF CLOSING COMMENTS
There were no statements or reports given.
ADJOURNMENT
Meeting adjourned at 10:00 PM in memory of Bonnie Bidwell.
Kathleen R. Sessman, MMC
City Clerk/Communications Director
Minutes were approved on _________.
STAFF REPORT
TO: Mayor and Council Members DATE: January 13, 2026
FROM: Finance DISTRICT(S): Citywide
SUBJECT: Review and Affirm Disbursements for December 2025 in the amount of $3,888,992.60
RECOMMENDATION
That the City Council:
1. Review and affirm disbursements for December 2025 in the amount of $3,888,992.60.
STRATEGIC FOCUS AREAS
Goal 2: Maintain Financial Stability and Sustainability (MFSS)
EXECUTIVE SUMMARY
For December 2025 the City disbursed the following amounts through accounts payable and payroll.
Month A/P Payroll Total
December
2025
$2,309,361.16 $2,309,361.16
12/12/2025 $806,585.46 $806,585.46
12/26/2025 $773,045.98 $773,045.98
Total $2,309,361.16 $1,579,631.44 $3,888,992.60
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
Pursuant to the Glendora Municipal Code Section 2.20.030 Departmental Reports, the Finance Department shall provide a comprehensive report on disbursements, at least on a quarterly basis.
DISCUSSION
Notable disbursements in the month of December include $114,604.70 to Yunex Corp for citywide traffic signal maintenance, and $145,042.41 to Southern California Edison for citywide electric utility.
FISCAL IMPACT
There is no impact associated with the recommendation of this report.
ENVIRONMENTAL DETERMINATION
There is no CEQA impacts associated with the recommendations in this report.
Prepared By: George Perez-Sosa, Accounting Technician
Concurs With: Not Applicable
Reviewed By: Kyle Johnson, Finance Director/City Treasurer Certified to Availability of Funds: Kyle Johnson, Finance Director/City Treasurer Approved By: Adam Raymond, City Manager
Legal Review: Not Applicable
CEQA Review: Not Applicable
Attachments
A_Warrant_Register_-_December_2025.pdf
CITY OF GLENDORA
CITY COUNCIL MEETING 1/13/2026
WARRANT REGISTER - DECEMBER 2025 $2,309,361.16
PAYROLL EFT 12/12/2025 806,585.46 $
12/26/2025 773,045.98 $
TOTAL $3,888,992.60
PREPARED BY: George Perez
REVIEWED BY
Finance Director/City Treasurer
STAFF REPORT
TO: Mayor and Council Members DATE: January 13, 2026
FROM: Finance DISTRICT(S): Citywide
SUBJECT: City of Glendora and Glendora Successor Agency Investment Report for November 2025
RECOMMENDATION
That the City Council and Successor Agency:
1. Receive and file the Monthly Investment Activity Report for November 2025.
STRATEGIC FOCUS AREAS
Not Applicable.
EXECUTIVE SUMMARY
The City’s book value of cash and investments for November 2025 totaled $111,368,252. This is increase of $1,005,631 (0.91%) compared to the previous month. This increase is primarily attributable to the receipt of sales and use tax revenues totaling $1,937,620, partially offset by the payment of $691,097 in interest on the City’s pension obligation bond.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
Pursuant to Section 19 of the City’s FY 2025-26 Investment Policy, a monthly investment report must be provided to the City Council to provide a clear picture of the status of the current portfolio.
DISCUSSION
As prescribed in the Investment Policy for FY 2025-26, the attached investment reports provides a listing of individual securities held at the end of the reporting period by authorized investment category, the average life and final maturity of all investments listed, coupon rate, discount or earnings rate, Par Value, Market Value and Book Value of each investment in the portfolio, including funds managed for the City by third parties.
During November, two Federal Agency securities with a combined value of $4,000,000 matured and were reinvested in the City’s money market account, resulting in no realized gain or loss.
FISCAL IMPACT
There is no fiscal impact associated with the recommended action.
ENVIRONMENTAL DETERMINATION
Not Applicable
Prepared By: Natasha Woolford, Assistant Director of Finance Concurs With: Not Applicable
Reviewed By: Natasha Woolford, Assistant Director of Finance Certified to Availability of Funds: Kyle Johnson, Finance Director/City Treasurer Approved By: Adam Raymond, City Manager
Legal Review: Not Applicable
CEQA Review: Not Applicable
Attachments
A_November_2025_Investment_Report.pdf
B_Memo_to_Council_Members_November_2025.pdf
TO: Honorable Mayor and Members of the City Council
FROM: Kyle Johnson, Finance Director/ City Treasurer
DATE: December 19, 2025
SUBJECT: City of Glendora and Glendora Successor Agency Investment Report for November 2025 Pursuant to Section 19 of the City of Glendora’s 2025-2026 Investment Policy, a monthly investment report must be provided to the City Council to provide a clear picture of the status of the current investment portfolio.
The second City Council meeting for the month of December 2025 has been canceled as decided by the City Council. To be compliant with the City’s policy and the California Government code, the November investment report is being provided to the Council members before the end of the month and will be placed on the next available council meeting scheduled for January 13, 2025.
As of November 30, 2025, the City’s total book value of cash and investments was $111,368,252, representing an increase of $1,005,631 (0.91%) from the prior month. This increase is primarily attributable to the receipt of sales and use tax revenues totaling $1,937,620, partially offset by the payment of $691,097 in interest on the City’s pension obligation bond.
During November, two Federal Agency securities with a combined value of $4,000,000 matured and were reinvested in the City’s money market account, resulting in no realized gain or loss.
If you have any questions, feel free to contact me.
STAFF REPORT
TO: Mayor and Council Members DATE: January 13, 2026
FROM: Public Works DISTRICT(S): Citywide
SUBJECT: Authorize Expenditures to Upfit Police Patrol Vehicles
RECOMMENDATION
That the City Council:
1. Authorize expenditures in the amount of $74,746.05 plus a ten percent contingency ($7,474.61) for a total amount not to exceed $82,220.66 to Black and White Emergency Vehicles, LLC. for the upfitting of three (3) Police Vehicles with required emergency equipment.
STRATEGIC FOCUS AREAS
• Action 4.15 Develop a Plan for the Replacement of All City Vehicles
EXECUTIVE SUMMARY
On June 10, 2025 the City Council approved the acquisition of new Police patrol vehicles as part of the City’s fleet replacement program. The vehicles have now been received; prior to being placed into service, each patrol vehicle must be upfitted with specialized law-enforcement equipment, including emergency lighting, sirens, consoles, partitions, and related safety components.
This report requests City Council authorization to expend funds for the upfitting of three (3) Police patrol vehicles at this time. Upfitting these vehicles now will ensure operational readiness and help avoid unplanned service disruptions. Sufficient funding for this work is included in the FY 2025-27 Adopted Two-Year Budget.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
On June 10, 2025 the City Council approved the acquisition of police patrol vehicles as part of the FY 2024-25 fleet replacement program.
Pursuant to Glendora Municipal Code Section 2.40.100, competitive procurement is not required when the procurement consists of services needed for replacement parts or services related to the City’s vehicle fleet.
DISCUSSION
The Glendora Police Department relies on a fleet of patrol vehicles to provide timely and effective law enforcement services throughout the community. As part of the City’s ongoing fleet replacement program, new patrol vehicles were acquired to replace aging units that have exceeded mileage, safety, or operational thresholds.
Prior to being placed into service, each patrol vehicle must be upfitted with specialized law-enforcement equipment.
Upfitting is a necessary step to ensure each vehicle meets operational and safety requirements for patrol use and includes installation of emergency lighting, sirens, consoles, partitions, radios, antennas, and related electrical components. While a detailed estimate has been provided, the final installation cost may vary due to vehiclespecific conditions discovered during upfitting. These may include compatibility issues with wiring harnesses, replacement of aging or failing circuit breakers, timers, or antennas, and additional labor required to integrate existing City-owned equipment. To account for these potential but common installation variances, staff is requesting authorization of a 10 percent contingency as part of the not-to-exceed amount. The contingency will only be utilized if necessary and will help avoid delays in placing the vehicles into service.
Black & White Emergency Vehicles, based in Azusa, California, specializes in the installation and servicing of police and emergency vehicle equipment and has provided an estimate for the required upfitting services. Staff recommends authorizing the upfitting of three vehicles at this time to ensure fleet readiness and reduce the risk of unscheduled downtime.
FISCAL IMPACT
Based on the vendor estimate, the cost to upfit one patrol vehicle is approximately $24,915.35. The total estimated cost to upfit three vehicles is $74,746.05. To account for potential installation variances associated with wiring harness compatibility, replacement of failing electrical components, antennas, or related equipment identified during installation, staff is requesting a 10 percent contingency in the amount of $7,474.61.
The total not-to-exceed authorization for the upfitting of three vehicles is $82,220.66. Sufficient appropriations are available in the FY2025-27 Adopted Two-Year Budget within the Internal Services Fund for Vehicles (Fund 554).
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: Moises Lopez, Assistant City Manager
Certified to Availability of Funds: Kyle Johnson, Finance Director/City Treasurer Approved By: Adam Raymond, City Manager
Legal Review: Not Applicable
CEQA Review: Not Applicable
Attachments
A_Upfit_Estimate_from_Black_and_White.pdf
BLACK & WHITE EMERGENCY VEHICLES, LLC
590 S Vincent Ave
Azusa, CA 91702-5130 USA
6263346300
[email protected]
www.blackandwhiteev.com
Estimate
ADDRESS
Glendora Police Department
150 S Glendora Ave
Glendora, CA 91741
SHIP TO
Glendora Police Department
Glendora Police Department
150 S Glendora Ave
Glendora, CA 91741
ESTIMATE # 2564
DATE 10/21/2025
SHIP DATE
04/30/2024
DATE ACTIVITY DESCRIPTION QTY RATE AMOUNT
ALGT53J1670286073Allegiant 53" Dual Color / Black
Domes
1 1,951.50 1,951.50T
HKB-FPIU20-HP Hook Kit Ford Utility Police
Interceptor 2020-2023
1 0.00 0.00T
PF200S17B Pathfinder 17 Button 1 1,359.00 1,359.00T
ES100C Speaker, ES00C/DynaMax,
100W, High Output
1 304.49 304.49T
ESB-U Universal Siren Speaker Bracket
for ES100
1 38.96 38.96T
ES100C Speaker, ES00C/DynaMax,
100W, High Output
1 0.00 0.00T
ESB-U Universal Siren Speaker Bracket
for ES100
1 0.00 0.00T
OBDCABLE25-2 25FT OBDII Interface Cable for
2020-2021+ Ford PIU
1 154.50 154.50T
EXPMOD-2 Rear Expansion Module, (18)
solid-state programmable relay
outputs, (16) 7.5 A Flashing
outputs and (2) 20 A control
outputs
1 583.50 583.50T
EXPHARN03 Rear Taillight Connection Wire
Harness For Use with Rear
Expansion Module, Ford PIU
2020-2023
1 135.45 135.45T
EXPMOD24 24-Channel Expansion Module 1 309.00 309.00T
36-2125 Westin Ford Utility Push Bumper
2020+
1 461.25 461.25T
36-2125WC Elite Upright Wire Cover Ford
Utility 2020+
1 42.88 42.88T
36-6005F2MP Two Light Channel Federal
Signal MicroPulse Light Ford
1 42.89 42.89T
DATE ACTIVITY DESCRIPTION QTY RATE AMOUNT
PIU
MPS63U-RBW Micro Pulse Ultra 6 Tri-Color 18
LEDs Red/Blue/White
4 182.05 728.20T
MPSM6UFPIU20SMWKit of 2 20 Degree Rubber
Mounting Wedges. 2020+ Ford
Utility Mirrors
1 14.31 14.31T
MPS62U-RB Micropulse Dual Color Red /
Blue
2 159.80 319.60T
416900Z-RB Corner LED Red/Blue 4 79.50 318.00T
416900-VHB No Drill Mount for Ford Utility 1 15.11 15.11T MPS63U-RBA Micro Plus Ultra 6, Tri-Color
Clear Lens Surface Mount R/B/A
2 182.05 364.10T
CC-20UV-V10 Ford PIU Console with cup
holders and armrest
1 468.18 468.18T
AC-INBHG Troy 4" Internal Dual Cup Holder 1 51.84 51.84T AC-TB-ARMMNT-58 Console Mounted Height
Adjustable Swivel Arm Rest
1 172.53 172.53T
CM-SDMT-SL-LED Console Side Mount w/Rotating
Slide- Arm for Docking Station
1 477.09 477.09T
7160-1346 2020+ Ford Police Interceptor
Utility On-Dash Mount
1 416.34 416.34T
7160-0498 Quick Release Keyboard Tray 1 195.75 195.75T
7160-0220 Mongoose 9" locking slide arm
with 360 degree clevis
1 353.16 353.16T
7160-0178 7" Center Upper Pole 1 102.87 102.87T
DS-138 Vertical Flat Surface mounting
pole
1 85.86 85.86T
TP-E-SL6-US-SS Troy Stash N Stow Cage with
Sliding Center Window
W/Square Hole-Punched Style
Guard
1 863.10 863.10T
KP-UV20-DAP-SS 2020 PI Utility 3pc. Kick Panel w/
Foot Pockets Use with Big Boy
Mount
1 185.49 185.49T
SAB-20-FDUV-BB 2020 PI Utility Big-Boy Partition
Mounting Kit
1 0.00 0.00T
PS-20-UVFX-OS-RL Plastic Seat with OS Belts, Rear
Partition Polycarbonate Window,
with Fire Extinguisher
Compartment
1 1,944.00 1,944.00T
AC-20-UV-SET 2020+ Ford PIU
Driver/Passenger Side Set of
Diamond-Punched Window
Screens
1 209.79 209.79T
AC-20-UV-HATCH 2020+Ford PIU Hatch Window
Screen
1 140.13 140.13T
CP-UV-CARGO-MNT Ford UV Tilt Up Cargo Mount 1 330.37 330.37T AC-20-UV-TRAY 2020+ Ford PIU Electronics Tray
Bolts to
1 258.39 258.39T
DATE ACTIVITY DESCRIPTION QTY RATE AMOUNT
CP-UV20-CARGO
CP-GB403212-LIP Gun Box 40X32X12 W/Lip 1 1,586.84 1,586.84T GK0068E Setina Single T-Rail Mount
1080E Blac-Rac
1 780.09 780.09T
MMSU-1 Magnetic Mic Single Unit 2 36.75 73.50T
PWAT-119-GPSD-IPD8500Panorama Antenna Kit: Includes
Multi-Element Antenna Tri-Band
2-Way Radio, Wi-Fi, GPS for
Motorola APX 8500
1 631.50 631.50T
Ch27.1.20/L3 27 Circuits W/ Modular Smart
Start Timer and L3 bracket for
Ford Utility with 20ft long Output
Wires.
1 783.00 783.00T
FULL,BUILD Installation of all Emergency
Equipment into Police Vehicle.
1 5,000.00 5,000.00
WIRE&TERMINALS Wire, Terminals, Tie-Wraps, &
Hardware
1 260.00 260.00T
GM-65/8 Goldwood Sound 100 Watt
8ohm Sealed 5.25" Speaker
Midrange Black (GM-65/8)
2 27.80 55.60T
475-0023 Gun Rack - Single Weapon,
Trunk Mounted (GR4-AR-BLMUTM)
1 414.10 414.10T
SUBTOTAL 22,982.26
TAX 1,933.09
TOTAL $24,915.35
Accepted By Accepted Date
STAFF REPORT
TO: Mayor and Council Members DATE: January 13, 2026
FROM: Community Development DISTRICT(S): 1
SUBJECT: Status Update on the Exclusive Negotiating Agreement with Mercy Housing Related to the Disposition and Development of 1762 Dale Road
RECOMMENDATION
That the City Council:
1. Receive a status update on the Exclusive Right to Negotiate and Reimbursement Agreement (ENA) dated July 8, 2025 with Mercy Housing related to the disposition and development of the property located at 1762 Dale Road.
STRATEGIC FOCUS AREAS
Goal 1: SubURBAN Living
Outcome 1: Increase targeted housing density and housing options at all income levels Action 1.2 1762 Dale Development ENA with Mercy Housing Outcome 3: A complete eco-system to support the homeless population and improve access to support tools Action 1.8 1762 Dale Development ENA with Mercy Housing
EXECUTIVE SUMMARY
The City acquired the 2.17 acre property at 1762 Dale Road (the “Property”) in July 2023. The Property was acquired to address homelessness and affordable housing in the community. The City has engaged Mercy Housing California, a nonprofit public benefit corporation ("Mercy Housing" / "Developer") for the development of the Property. Mercy Housing is a national non-profit organization with a long record of developing and managing high-quality affordable housing.
In July 2025, the City entered into the ENA with Mercy Housing. The ENA is a non-binding agreement with time limits that allow the City and Mercy Housing to negotiate the development of a project for the Property (the "Project"). There are two phases in the ENA: the "Initial Term" and the "Remainder Term". The Initial Term requires the Developer to, among other things, conduct due diligence on the Property, provide a preliminary concept site plan and proposed schedule, identify affordable housing types, provide a community engagement plan and preliminary financing plan. The Remainder Term will require, among other things, the negotiation and execution of affordability agreements for the Project, completing the CEQA and entitlement process for the Project, and finalizing the various transaction documentation in order to transfer title of the Property from the City to the Developer. This report is a status update on the ENA.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
The 2022 City of Glendora Community Survey identified homelessness and poverty as the number one issue that the City could change to make Glendora a better place to live. In June 2022, the City began property acquisition discussions for 1762 Dale Road.
In April 2023, the City Council approved a Purchase and Sale Agreement for the acquisition of 1762 Dale Road in the amount of $4,725,000. Escrow closed on July 31, 2023. The City conducted a feasibility analysis for the development of the Property and held a community meeting on October 9, 2023, to share information and gather input.
Through 2024, the City Council continued to provide direction on the Property. On February 27, 2024, the City Council reviewed the feasibility analysis, which concluded that the development of affordable housing at 1762 Dale Road is a realistic goal. Pursuant to this discussion, the City Council directed staff to explore funding opportunities and development scenarios for transitional housing and permanent supportive housing. On August 27, 2024, the City Council directed staff to prepare two Requests for Proposals (RFP). for two separate projects: one development for transitional housing, and one for permanent supportive housing.
On December 10, 2024, staff presented a proposal from Mercy Housing for the development of the Property, providing transitional and affordable housing. The City Council directed staff to begin drafting an ENA with Mercy Housing for an affordable housing development and pursue transitional housing with local motels.
On July 8, 2025, City Council approved the ENA with Mercy Housing, and the City began the Initial Term.
DISCUSSION
The ENA is a time-limited agreement with two terms: the Initial Term and the Remainder Term. The Initial Term focuses on developing a preliminary concept site plan, planning community outreach, and identifying key Project details including affordable housing types, populations served, parking needs and funding options. The City Council established an Ad-Hoc Committee ("Committee") consisting of two City Council members, Mercy Housing, and City staff to discuss the Project details and develop recommendations. The Committee met five times between July 2025 and November 2025. During the meetings, the Committee discussed the following items:
Explored topics related to affordable housing, permanent supportive housing, and populations served.
Conducted a site visit to a Mercy Housing development in Norwalk which opened in December 2024.
Analyzed Glendora and regional homeless and population data.
Learned about Mercy Housing resident services and programming provided to the residents.
Discussed Mercy Housing resident turnover across their California locations.
Reviewed conceptual site plans and elevations for the proposed Project at 1762 Dale Road.
Identification and implementation of a community engagement plan.
Discussed affordable housing financing.
These discussions helped identify the populations to be served, the preliminary concept plan, the unit mix, and affordability levels. The proposed Project by the Developer on the Property includes a mix of 75% general affordable housing and 25% permanent supportive housing. Affordable housing will be available to qualifying individuals an families at below-market-rates, along with permanent supportive housing at below-market-rate rates with supportive residential services. Key considerations to these percentages include compatibility with different population types, building operation and maintenance costs, resident stabilization timelines, case management services, and potential funding source requirements.
The Committee also reviewed two concept plans each evaluated based on design, functionality, blending in with the surrounding neighborhood, and ability to integrate the targeted mix of unit types and services. Meanwhile, Mercy Housing developed a community engagement plan. Initial stakeholder meetings were held with neighborhood individuals, small groups, and property owners adjacent to 1762 Dale Road. A Project website is available at www.mercyglendora.org to provide information and updates. A larger neighborhood meeting was held on December 10, 2025 in the Glendora Library Bidwell Forum to inform the neighborhood and guide the next steps of the Project.
The Committee has recommended the following conceptual development plan for the Property:
Recommendations
Development Concept Plan Option B (Attachment B)
Unit Mix 33 One-bedroom units
19 Two-bedroom units
18 Three-bedroom units
Permanent Supportive Housing (PSH) Families
Area Median Income (AMI) Affordability
Levels
30% AMI: 18 PSH Units and 7 NonPSH Units
50% AMI: 7 Units
60% AMI: 37 Units
The Remainder Term will focus on refining this development plan and processing the Project through the environmental and entitlement process, completing the necessary affordable housing agreements, and developing the Project’s financial structure. The Planning Commission will be required to review and approve the land entitlement permits, and the City Council will be asked to enter into a purchase and sale agreement with Mercy Housing for the Property.
FISCAL IMPACT
The City will incur costs for City Attorney legal fees and from other consultants to analyze elements of the ENA and the Project such as the development pro forma and affordable housing agreements. These costs are covered by sufficient appropriations included in the FY2025-27 Adopted Two-Year Budget in the Housing and Economic Development Division’s budget for contract services. Additionally, the City will process land entitlement applications and CEQA environmental documentation. The costs of processing the Project's land entitlements and CEQA documentation are primarily covered by fees established pursuant to the City’s Master Fee Schedule.
ENVIRONMENTAL DETERMINATION
The ENA is not subject to environmental review under the California Environmental Quality Act (CEQA) pursuant to the CEQA Guidelines, including Sections 15262, 15060(c), 15061(b)(3), and/or 15378. The ENA and the actions set forth under this staff report are not subject to environmental review under CEQA as there is no commitment from the City to a definite course of action, does not constitute a discretionary approval of a project, and will not result in a direct or reasonably foreseeable indirect physical change in the environment, and in the alternative, is exempt pursuant to CEQA Guidelines Section 15061(b)(3) (the activity is covered by the common sense exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment).
Notwithstanding the foregoing, an application for development will occur during the ENA Remainder Term, but the scope of a future application cannot be determined until a development application is received.
Prepared By: Tiffany Chew, Economic Development and Housing Manager Concurs With: Not Applicable
Reviewed By: Jeff Kugel, Community Development Director Certified to Availability of Funds: Kyle Johnson, Finance Director/City Treasurer Approved By: Adam Raymond, City Manager
Legal Review: Danny Aleshire, City Attorney
CEQA Review: Not Applicable
Attachments
A_Presentation.pdf
B_Draft_Concept_Site_Plan.pdf
C_Mercy_Housing_ENA_July_8_2025.pdf
EXCLUSIVE NEGOTIATING AGREEMENT (ENA) WITH MERCY
HOUSING RELATED TO THE DISPOSITION AND DEVELOPMENT OF
1762 DALE ROAD
COMMUNITY DEVELOPMENT
CITY COUNCIL
JANUARY 13, 2026
TIFFANY CHEW, ECONOMIC DEVELOPMENT AND HOUSING MANAGER
1762 DALE ROAD • 2.17 acres • Arrow Highway
Specific Plan
• Housing Element Site • Previously Senior
Assisted Living
DALE RD
GRAND AVE BURTON RD
BACKGROUND
• June 2022 – Began property acquisition discussion
• July 2023 – Acquired 1762 Dale Road
• February 2024 – Discussed development scenarios
• August 2024 – Sought development proposals for transitional housing and permanent supportive housing
• December 2024 – Began drafting ENA with Mercy Housing • July 2025 – City Council approved ENA
EXCLUSIVE NEGOTIATING AGREEMENT
INITIAL TERM – 120 DAYS
• Ad-Hoc Committee with two City Council members, Mercy Housing, and City Staff
• Develop concept site plan and community engagement plan • City Council approval of Ad-Hoc Committee
recommendations
REMAINDER TERM – 270 DAYS
• Begin land entitlement and CEQA process
• Complete legal agreements
• Planning Commission approval of land entitlements
• City Council approval of property sale
AD HOC COMMITTEE
• Explored affordable housing, permanent supportive
housing, and population definitions
• Analyzed homeless and population data
• Discussed funding considerations and sources
• Learned about Mercy Housing resident services
programming and turnover
• Reviewed conceptual building plans
• Identified community engagement plan
AD HOC COMMITTEE
Development Breakdown:
• 75% General affordable housing
• 25% Permanent supportive housing
Considerations:
• Compatibility with different population types
• Operation and maintenance costs
• Resident case management services
• Funding sources with specific requirements
CONCEPT SITE PLAN
Option A Option B
COMMUNITY ENGAGEMENT
• Initial stakeholder
meetings: Individuals,
small groups, and
adjacent property
owners
• Mercy Housing hosted a
Neighborhood Meeting
on December 10
• Project website
www.mercyglendora.org
CARTER DRIVE
DALE ROAD
BURTON ROAD
LAXFORD STREET
VECINO AVENUE
PROSPERO DRIVE
WOODCROFT AVENUE
BONITA AVENUE
MILLBURGH AVENUE
AD HOC COMMITTEE RECOMMENDATIONS
• Development Concept Plan: Option B
• Unit Mix: 33 One-bedroom units
19 Two-bedroom units
18 Three-bedroom units
•Permanent Supportive Housing (PSH): Families
•Affordability Levels:
30% AMI: 18 PSH units and 7 Non-PSH units
50% AMI: 7 units
60% AMI: 37 units
CITY COUNCIL
1. Receive a status update on the Exclusive Negotiating Agreement (ENA) dated July 8, 2025 with Mercy Housing
related to the disposition and development of 1762 Dale Road.
DALE ROAD
MERCY GLENDORA
PROGRESS SET
SEPTEMBER 24, 2025
*THIS DESIGN IS CONCEPTUAL IN NATURE. THE INFORMATION AND NUMBERS PROVIDED ARE SUBJECT TO CHANGE, PENDING VERIFICATION BY CLIENT AND AUTHORITIES HAVING JURISDICTION.
LAXFORD STREET
GRAND AVE.
SITE
CARTER DRIVE
BURTON STREET
ARROW HIGHWAY
DRAFT: FOR DISCUSSION PURPOSES ONLY
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GLENDORA, CA
TCA # 2024-140
SEPTEMBER 24, 2025
PROGRESS SET PROJECT SUMMARY 2
DATA
DRAFT: FOR DISCUSSION PURPOSES ONLY
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1762 DALE ROAD
GLENDORA, CA
TCA # 2024-140
SEPTEMBER 24, 2025
PROGRESS SET GROUND FLOOR PLAN 3
1ST STORY
DRAFT: FOR DISCUSSION PURPOSES ONLY
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GLENDORA, CA
TCA # 2024-140
SEPTEMBER 24, 2025
PROGRESS SET TYPICAL FLOOR PLAN 4
2ND AND 3RD STORY
DRAFT: FOR DISCUSSION PURPOSES ONLY
01240.0005 1049401.9 1
1049401.9
EXCLUSIVE RIGHT TO NEGOTIATE AND
REIMBURSEMENT AGREEMENT
(1762 Dale Road, Glendora, CA 91740)
THIS EXCLUSIVE RIGHT TO NEGOTIATE AND REIMBURSEMENT AGREEMENT (“Agreement”) is entered into as of this _____ day of July, 2025, between the CITY OF GLENDORA, a municipal corporation (“City”) and MERCY HOUSING CALIFORNIA, a nonprofit public benefit corporation (“Developer”). City and Developer are sometimes individually referred to herein as a “party” and jointly as the “parties.”
R E C I T A L S:
A. The City owns that certain real property located at 1762 Dale Road, Glendora, CA 91740 (Assessor Parcel No. 8631-013-023), described in Exhibit A attached hereto, and incorporated herein, which consists of 2.17 acres of real property (“Property”). The Property was formerly operated as a senior assisted living facility (“Former Facility”), and is zoned as Corridor Buffer Residential (C-BR) within the Arrow Highway Specific Plan within the City of Glendora’s General Plan (“General Plan”), which allows for 20 residential units per acre.
B. The City acquired the Property on July 31, 2023 for a purchase price of $4,725,000, pursuant to that certain Purchase and Sale Agreement, dated as of April 25 2023, between the City and David and Isabelle Youngman (“Seller”), and thereafter the City (through its contract with Horizons Construction Co. Int’l, Inc.) commenced to demolish the Former Facility, and abate the hazardous asbestos and lead containing materials associated with the Former Facility, which was completed on or about November 12, 2024, at a cost of approximately $1,289,374. The Property is currently vacant.
C. Developer is interested in acquiring the Property to develop an affordable housing residential development, which is generally described in the “Initial Project Description” set forth in Exhibit B attached hereto, which shall be comply with all City land use policies and regulations, including the City’s zoning code and which will be consistent with the City’s goals and desires for the development of the Property as set forth herein (the “Project”). The Project shall comply with all applicable laws and regulations, including the City’s zoning code and General Plan regulations, and will be subject to City’s discretionary approval of all plans and specifications.
D. The completion of the Project will require: (i) negotiating and obtaining approval for the Conveyance Agreements (as defined below) by the City Council; (ii) obtaining approvals for the Project from the City and any other governmental entities that may be necessary; including, without limitation, completion and approval of all environmental documentation required under the California Environmental Quality Act (Public Resources Code §§ 21000 et seq., “CEQA”) and applicable entitlement approvals for the Project; and (iii) if necessary, the resolution of any environmental contamination conditions on or under the Property (collectively, the “Contingencies”).
E. Pursuant to the terms of this Agreement, City and Developer intend to negotiate in good faith to enter into a purchase and sale agreement (the “PSA”), which shall include terms for the sale and transfer of the Property from City to Developer, which shall include a purchase price in the amount of at least Two Million One Hundred Thousand Dollars Docusign Envelope ID: 5D3BF490-3B51-43BE-A982-06FD6D224AC6 8th
01240.0005 1049401.9 2
1049401.9
($2,100,000) (the “Purchase Price”), a due diligence period, and other related agreements as may be required pursuant to the terms hereof (including the Conveyance Agreements, as defined below) to allow for the transfer of the Property by the City to Developer and set forth the terms for transfer of the Property by City to Developer together with the development of the Project. Separately, City shall be responsible for the compliance with the requirements of the Surplus Land Act (Govt. Code Sections 54220-54232) (“SLA”) prior to the execution of the PSA.
NOW, THEREFORE, and in consideration of the mutual covenants contained herein and incorporating the Recitals above, the parties mutually agree to the following:
SECTION 1. RECITALS; EFFECTIVE DATE; TERM; DEVELOPER OBLIGATIONS DURING INITIAL AND REMAINDER TERM.
A. Recitals. The foregoing Recitals are true and correct and incorporated herein and made a part hereof.
B. Effective Date. This Agreement shall become effective (“Effective Date”) on the later to occur of (i) the date that the City Council approves this Agreement; and (ii) the date that Developer has executed and delivered both this Agreement and the Deposit (as defined below) to the City. In the event that the Effective Date does not occur on or before July 18, 2025, this Agreement shall automatically terminate and be of no force or effect.
C. Term. The term of this Agreement (“Term”) shall commence on the Effective Date, and unless earlier terminated, shall consist of an Initial Term and a Remainder Term, and shall terminate upon conclusion of the Remainder Term. The Initial Term shall commence on the Effective Date and end one hundred twenty (120) days therefrom (“Initial Term”).
Both the Developer and the City shall each have two (2) options, exercisable in each party’s sole and absolute discretion after giving five (5) days’ written notice prior to the expiration of the Initial Term, to extend the Initial Term for an additional thirty (30) day period. The “Remainder Term” shall commence upon the date following the City Council’s Initial Approval (as defined below) for the Project Plan(s) (as defined below), and shall terminate on the date that is two hundred seventy (270) days therefrom. The Developer and City shall have two (2) options, each exercisable in their sole and absolute discretion after giving five (5) days’ written notice prior to the expiration of the Remainder Term, to extend the Remainder Term (and thereby, the Term) by ninety (90) days each.
D. Developer Obligations During Initial Term. During the Initial Term, Developer shall do the following: (i) conduct its due diligence with respect to the Property and its proposed Project, (ii) prepare and present to City staff, one or more alternative Project Plan(s) (as such term is defined below), consistent with the Initial Project Description set forth under Exhibit B, as well as the overall intent for the development of the Project as described under this Agreement. More specifically, during the Initial Term, Developer shall:
1. Commence preliminary due diligence with respect to the Property and the Project as described herein, which shall include a review of an updated preliminary title report from Fidelity National Title Company, a copy of which shall be obtained by the City and shared with Developer withing five (5) days of the Effective Date.
2. Submit a Concept Review Application (defined below) to the City for the Project and commence developing the basic business terms of the transaction for the Docusign Envelope ID: 5D3BF490-3B51-43BE-A982-06FD6D224AC6 01240.0005 1049401.9 3
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negotiation and execution of the Conveyance Agreements, including, without limitation, any applicable environmental approvals required under CEQA, any entitlements required for the Project, and the costs of resolving all Contingencies (if necessary). A “Concept Review Application” shall be required to provide guidance related to the following topics: site plan, floor plan(s), elevations, unit mix, unit affordability levels, population targeting, parking plan, and such other information as Developer deems relevant.
3. Develop an initial project schedule in cooperation with City staff.
4. Identify Developer’s potential and expected sources of financing and potential partners and investors in the Project and other reasonable information required by the City with respect to same. Notwithstanding the foregoing, Developer shall not be required to specify the final / ultimate sources of financing, partners, and investors for the Project during the Initial Term, and the parties understand and agree that such financing, partners, and investors shall be finalized during the Remainder Term and/or the term set forth in the Conveyance Agreements.
5. Prepare and deliver to City a statement of Developer’s financial capabilities, including contemplated or potential sources of equity and construction/permanent loan financing.
6. Developer shall prepare and deliver to City staff a proposed plan for public engagement with respect to the Project to be implemented by Developer and its consultants during the Remainder Term (as refined and modified by Developer based on the input and comments from City, the “Public Engagement Plan”).
The City staff shall present the Public Engagement Plan to the City Council concurrently with the presentation of the Project Plans at the closed session meeting referenced below at Section 1.E.
As used herein, the term “Project Plan(s)” shall mean and include the following: (i) all anticipated uses (including the proposed occupant / tenant mix and number of units), square footages, and heights of the buildings for the Project, (ii) parking facilities and requirements, (iii) a proposed plan or plans to guide the overall development of the Property, (iv) proposed conceptual elevations for the development of the Project, and illustrative conceptual development designs and architectural rendering schemes for the Project, (v) the approximate locations and maximum floor areas for each of the uses proposed, including parking, and (vi) a proposed plan for the supportive services that will be offered to occupants / tenants of the Project. Developer’s initial Project Plan(s) may be updated from time to time during the Term of this Agreement in consultation with City staff.
E. City Council Initial Approval. Prior to the expiration of the Initial Term including any extensions thereto, as may be permitted pursuant to Section 1.C above (provided that Developer has complied with its obligations under Section 1.D above), City staff shall present the Project Plan(s) to the City Council during a closed session meeting, and the City Council may select, propose modifications to, or reject the Project Plan(s), during such meeting. If the City Council gives its approval for one or more of the Project Plan(s) (the “City Council’s Initial Approval”), then the Remainder Term shall commence on the date following such approval. If the City Council proposes significant modifications to the Project Plans, which require further review and approval from the City Council, then Docusign Envelope ID: 5D3BF490-3B51-43BE-A982-06FD6D224AC6 01240.0005 1049401.9 4
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the Initial Term shall be deemed to have been automatically extended by up to thirty (30) days (or sixty (60) days if required by the Developer), during which additional time Developer shall make reasonable efforts to revise the Project Plan(s) in accordance with the proposed modifications, and City staff shall present the revised Project Plans to the City Council during a closed session meeting prior to the end of the Initial Term as the same may have been extended, which revised Project Plans, the City Council may either select or reject, without opportunity for additional modification, unless the Developer agrees to any such additional modifications in order to proceed.
F. Developer Obligations During Remainder Term. During the Remainder Term, Developer will continue with its due diligence for the Project and the Property and the parties will negotiate and complete final proposed drafts of the Conveyance Agreements for the City Council’s approval as well as any other agreements that may be required in order to provide for the transfer of the Property to Developer and enable Developer to proceed with development of the Project. Among other things, the following shall be completed during the Remainder Term (and/or incorporated in the terms of the Conveyance Agreements):
1. Applications for and Processing of Entitlement and Governmental Approvals. During the Remainder Term, Developer shall use reasonable good faith efforts to submit applications for the entitlements and approvals required for the Project, including any requisite land use entitlements for the Project (the “Entitlements”), if any, and all approvals required from applicable governmental and/or quasi-governmental entities including, without limitation, the City, except for actual building permits, which will be obtained after Developer enters into the Conveyance Agreements. All such approvals and the expiration of all applicable appeals periods to such approvals, and the resolution of any filings of any such appeal by a third party shall be a condition precedent to the City’s approval of the Conveyance Agreements and/or the transfer of the Property to Developer.
2. Category of Tenants / Occupants. The parties understand and agree that City’s priority is for the Project to provide a mix of residential units consisting of special needs housing and reserved for low-income households, with preference given to residents of Glendora, subject to fair housing laws. The proposed tenant / occupant mix will be governed by the requirements of the low-income housing tax credit set out at Title 26, Section 42 of the Internal Revenue Code, as implemented by the California Tax Credit Allocation Committee and subject to any applicable requirements of state and federal fair housing laws.
3. Proforma. Developer shall provide a detailed proforma (“Proforma”) listing the estimated budget for the construction and development of the Project, including cost estimates, expected income, valuation, and expected rates of return for the Project, a proposed financing plan for the development of the Project, by phase, if appropriate, including contemplated or potential sources of equity and construction and permanent loan financing. It is acknowledged that such Proforma may not be a final or complete proforma, to the extent it is not possible to determine all of the costs necessary to resolve the Contingencies.
4. Environmental Review. Environmental analysis pursuant to CEQA will occur as the Project Plans are developed and will commence during the Remainder Term with the preparation of an Initial Study in order to determine the scope of environmental review required for the Project (i.e., a negative declaration, mitigated negative declaration, Docusign Envelope ID: 5D3BF490-3B51-43BE-A982-06FD6D224AC6 01240.0005 1049401.9 5
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or EIR, as applicable). Environmental analysis will be completed during the Remainder Term and shall be a condition precedent to the transfer of the Property to Developer under the Conveyance Agreements. Developer has sole responsibility to pursue and obtain any and all necessary environmental approvals for the Project pursuant to CEQA at its sole cost and expense. Developer will undertake the studies, reports and analyses required, including traffic analysis, environmental impact analysis, and financing plans at its sole cost and expense; provided, however, that all environmental review (including preparation of an Initial Study, formal environmental studies and reports, and analysis required under CEQA) shall be performed by the City through its environmental/CEQA consultant(s), subject to reimbursement by Developer as provided in Section 3. The City shall serve as lead agency for purposes of environmental review under CEQA and Developer shall provide to City, in advance, all funds necessary to cover the costs of such environmental review as set forth in Section 3 below. Developer understands that all CEQA and Project Entitlement approvals are subject to the City’s sole and absolute discretion in the exercise of its police powers and assumes the risk of not obtaining its required Entitlements for the Project, subject to the terms set forth herein. Approval of all such Entitlements and CEQA approvals shall be a condition precedent to the City’s approval of the Conveyance Agreements and/or the transfer of the Property to Developer which condition shall be for the benefit of each of Developer and City.
5. Partners and Financial Capability. Developer shall, to the extent possible during the Remainder Term, provide adequate disclosure of Developer’s partners, joint venturers, development managers, and operators, if any, who are participants, equity providers or principals of the Project (collectively, “Developer Partners”), and other reasonable and relevant information requested by City, concerning the above. If any Developer Partners are proposed, the City may require, as a condition to finalizing any Conveyance Agreements, that such Developer Partners enter into appropriate agreements with the City that the City deems necessary, provide a copy of the partnership or joint venture agreement to the City for review, or join in the execution of the Conveyance Agreements. In addition, Developer shall prepare and deliver to City a statement of Developer’s financial capabilities, including a financing plan for the development of the Project, by phase, including anticipated sources of equity and construction and permanent loan financing (the “Financial Capability Statement”). The parties acknowledge that all Project financing (whether local, state, federal or private) will be finalized after closing on the Property under the PSA, and prior to commencing construction of the Project.
6. Public Engagement. Developer shall implement the approved Public Engagement Plan as set forth above, with any modifications requested by Developer from time to time and approved by the City in its reasonable discretion.
7. Title Review. Developer shall have the right, during the Term, to review title to the Property. If Developer identifies any objections to title (“Title Objections”), Developer shall notify the City in writing of such objections not later than thirty (30) days from the commencement of the Remainder Term. Upon receipt of the Developer’s Title Objections, the City shall then have a period of ten (10) business days after receipt of Developer’s notice to elect to cure or remove such Title Objections, which cure or removal must be implemented prior to the expiration of the Term. If the City elects not to cure, or fails to cure, any Title Objection within the specified period, Buyer may, at its option, either (a) waive such Title Objection and proceed with the transaction as contemplated herein, or (b) terminate this Agreement.
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8. City Approvals. City shall have approved of Developer’s Project, the Entitlements, the final Project Plans (as amended and modified during the Term of this Agreement), the Financial Capability Statement, and the Proforma, as set forth in this Section.
SECTION 2. NATURE OF NEGOTIATIONS.
A. Good Faith. Provided this Agreement has not been terminated as provided above prior to the conclusion of the Initial Term, then upon the City Council’s Initial Approval, the Remainder Term shall commence and the parties shall negotiate exclusively, diligently and in good faith to undertake the steps provided herein to prepare and enter into a purchase and sale agreement (“PSA”), a form of Affordability Covenant (which shall be for a term of 55 years), and a form of Grant Deed (or similar agreement(s)) for Developer’s acquisition of the Property and the development of the Project, subject to the terms and conditions of this Agreement (such applicable agreement(s), the “Conveyance Agreements”). Additionally, to account for a scenario where the Purchase Price is below the fair market value (“FMV”) for the Property, the Conveyance Agreements shall further consist of a Promissory Note, payable from a pro-rata share of residual receipts and secured by a Deed of Trust, in the amount of the appraised value for the Property (as determined pursuant to an appraisal to be obtained by Developer prior to the end of the Term (the “Developer Appraisal”); provided however, that the City shall have the right to review and reasonably approve of the Developer Appraisal in its good faith determination and/or commission, at its cost, a separate appraisal of the FMV for the Property (the “City Appraisal”) in the event it reasonably questions or disputes the results of the Developer Appraisal; and the FMV shown in the City Appraisal shall govern unless otherwise agreed to by the parties) less the Purchase Price. The Project development will be subject to all rules, regulations, standards, and criteria set forth in the City’s General Plan and zoning regulations (which may necessitate amendment or other modification to accommodate Developer’s proposed uses). The Conveyance Agreements will specify that Developer will be solely responsible for obtaining all permit approvals for the Project and developing the Project in accordance with the project schedule set forth under the Conveyance Agreements. The City is not obligated to approve the Project or approve the Conveyance Agreements; however, following approval by the City Council of the Project and its required Entitlements, and the successful negotiation and approval of the Conveyance Agreements by the City Council, the parties shall proceed to sign the Conveyance Agreements. During the Term, City will not negotiate a similar agreement with any other third party regarding the development of the Property, and City agrees to process all required Entitlement applications and CEQA Processing documentation for the Project in good faith during the Term of this Agreement in order to enable the Developer to present the Project and all requisite Project Entitlement approvals for the City Council’s consideration at a public hearing, subject to the terms and conditions set forth herein.
B. Deposit. Within ten (10) business days following the City Council’s approval of this Agreement, Developer shall deliver to City a deposit of Fifty Thousand Dollars ($50,000) (“Deposit”). Upon entering the PSA, the Deposit made pursuant to this Agreement shall be credited to the deposit owed under the PSA and transferred to the escrow established pursuant to the PSA, which for the avoidance of doubt shall also be in the amount of Fifty Thousand Dollars ($50,000).
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C. Property. City represents that it owns the Property in fee simple absolute but makes no representation concerning Developer’s ability to acquire, lease, and/or develop it. At its sole cost and expense (subject to the reimbursement provisions set out at Section 3.C hereof), Developer shall conduct its own due diligence, including all Property investigations, it deems necessary to assure itself of the suitability of the Property for development and the viability of the Project. Notwithstanding the foregoing, (i) City shall cooperate with and provide reasonable assistance to the Developer in its due diligence efforts, (ii) City shall give written notice to Developer within ten (10) days of the City’s Community Development Director’s actual knowledge of any new encumbrance to title to the Property added during the Term or upon reasonable request by the Developer and in connection therewith, City shall share with Developer copies of any actually known and unrecorded title encumbrances, and (iii) City shall work in good faith to assist Developer in the preparation of materials necessary for obtaining the Project Entitlements.
D. Access to Property. During the Term, City shall permit Developer and its employees, agents, representatives and contractors reasonable access to the Property pursuant to Section 4 to conduct due diligence including environmental evaluations, engineering studies, surveys, geological work or other studies as reasonably desired by Developer.
E. Nature of the Project; Required Approvals. The Conveyance Agreements shall provide that Developer must develop the Project consistent with all applicable laws, ordinances, regulations, the General Plan and City zoning requirements.
F. Environmental Review. Immediately following the Effective Date, City shall deliver to Developer copies of information, studies and other documents in City’s possession including, but not limited to, any Phase I study, and any known communications or notices of any violations, defaults related to any environmental matters at the Property. During the Term of this Agreement, Developer shall, at its sole cost and expense, (i) undertake all studies, reports, analysis, Project designs, traffic analysis, environmental impact analysis and financing plans as Developer deems necessary for Developer to determine, in its discretion, whether it desires to undertake the Project, and (ii) pursue and obtain any necessary environmental approvals for the Project pursuant to CEQA. Developer shall deliver copies of all such studies to City upon completion. All approvals required for the Project are subject to the City’s discretion in the exercise of its police powers and its obligations under CEQA and shall be a condition precedent to the City’s approval of the Conveyance Agreements. The City will assist Developer in preparing any environmental documentation and processing any environmental review necessary for the Project.
G. Financial Terms. Developer understands and agrees that it shall be obligated to pay the Purchase Price to the City upon the terms set forth in the Conveyance Agreements, subject to the approval of the City Council of the City of Glendora. Developer shall be solely responsible for financing and constructing the Project. City will not provide any financial assistance to the Project.
H. Due Diligence. At the end of the Term, Developer will specify the result of the due diligence investigations. Upon the closing on the sale of the Property pursuant to the Conveyance Agreements, it will become the Developer’s responsibility to correct any adverse environmental conditions required pursuant to its development of the Property; however, prior to such date, the Developer shall incur no liability for the condition of the Property and/or obligation to correct any environmental condition thereon, unless caused Docusign Envelope ID: 5D3BF490-3B51-43BE-A982-06FD6D224AC6 01240.0005 1049401.9 8
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or exacerbated by Developer and/or its contractors, agents, employees, as further set forth in Sections 4 and 5 below, and subject to the terms of Sections 4 and 5 below. .
I. Formal Approvals. The Conveyance Agreements shall become effective only after it is considered and formally approved by the City Council (“Formal Approvals”).
J. SLA Approval. Prior to the expiration of the Remainder Term (or otherwise, the date that is sixty (60) days prior to the City’s approval of the PSA), City shall formally declare the Property as exempt pursuant to the terms of the SLA and comply with the terms of the SLA in order to enable the transfer of the Property to Developer in compliance with the terms and conditions of the SLA.
SECTION 3. TERMS REGARDING THE CITY’S PROCESSING COSTS FOR THE PROJECT AND THE DEPOSIT.
A. City Processing Costs. Developer shall be obligated to pay the City all regular fees, costs, and expenses imposed / incurred by the City (as set forth in the City’s master fee schedule, as updated or modified from time to time) for (i) the processing of Developer’s Project, (ii) all Project applications, including, without limitation, all Entitlement and permit applications for the Project, (iii) the preparation and review of studies, Project Plans, proformas, reports and design services, and agreements related to the development of the Project and Project-related infrastructure, including, without limitation the Conveyance Agreements, and (iv) CEQA Processing costs (as defined below).
For purposes of this Agreement, the term “CEQA Processing” shall mean: (i) preparing necessary CEQA reports and documents, including traffic engineering, any studies or analyses of the financial value of the Project, other environmentally-pertinent analyses, and additional supporting documentation, as necessary and appropriate in accordance with CEQA; (ii) distributing such documentation to responsible agencies and others; (iii) noticing and holding public hearings and considering public comments on such CEQA documents and reports; (iv) considering certification of such CEQA documents and reports and other documentation through a City Council Resolution in accordance with CEQA; and (v) preparing, negotiating, and approving all environmental documents required under CEQA.
B. Refundability of Deposit.
a. Initial Term. During the Initial Term of this Agreement, and provided Developer is not in breach of any of its obligations under this Agreement (after any applicable notice and cure period has elapsed) and through no fault of Developer, the City Council’s Initial Approval is not given to proceed with the commencement of the Remainder Term, the Deposit shall be returned to Developer. In the event this Agreement terminates during the Initial Term as a result of any uncured breach by Developer of its obligations under this Agreement, City shall be entitled to retain the Deposit.
b. Remainder Term. During the Remainder Term of this Agreement, the Deposit shall be non-refundable to Developer, however, the Deposit shall be reimbursable to Developer if (i) Developer has performed all obligations necessary for the City staff (and its legal counsel) to prepare the draft Conveyance Agreements for approval by the City Council, and Developer is not otherwise in breach of any terms or Docusign Envelope ID: 5D3BF490-3B51-43BE-A982-06FD6D224AC6 01240.0005 1049401.9 9
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obligations under this Agreement, but City staff fails to prepare, or otherwise recommend, in good faith, approval of the draft Conveyance Agreements or the Project during the Remainder Term, or (ii) the City Council fails to conduct a public hearing thereon and formally vote to approve or disapprove the Conveyance Agreements or the Project. Notwithstanding the foregoing, in the event the parties enter into the Conveyance Agreements following their approval by the City Council, the Deposit shall be offset against the Purchase Price and/or the deposits (or other monetary contributions) required to be paid by Developer to City under the Conveyance Agreements.
C. City’s Reimbursement Obligation. Notwithstanding anything to the contrary contained in this Agreement, if during the Term the City fails to comply with its obligations as set forth in Section 2.A (a “Specific City Breach”), then, subject to the terms and conditions set forth in Section 7, Developer may, as its sole and exclusive remedy hereunder for such Specific City Breach (but in addition to any remedy described in Section 3.B above), terminate this Agreement and recover from the City, Liquidated Damages in the amount, and subject to the terms and conditions, set forth in this Section 3.C.
CITY AND DEVELOPER AGREE THAT IT WOULD BE IMPRACTICAL AND
EXTREMELY DIFFICULT TO ESTIMATE THE DAMAGES WHICH DEVELOPER MAY SUFFER AS A RESULT OF A SPECIFIC CITY BREACH. THEREFORE, CITY AND
DEVELOPER DO HEREBY AGREE THAT A REASONABLE ESTIMATE OF THE
TOTAL NET DETRIMENT THAT DEVELOPER WOULD SUFFER IN THE EVENT THAT
CITY COMMITS A SPECIFIC CITY BREACH, IS AND SHALL BE, AS DEVELOPER'S
SOLE AND EXCLUSIVE REMEDY (WHETHER AT LAW OR IN EQUITY), THE AMOUNT OF THREE HUNDRED FIFTY THOUSAND DOLLARS ($350,000). SAID AMOUNT SHALL BE THE FULL, AGREED AND “LIQUIDATED DAMAGES” FOR A SPECIFIC CITY BREACH BY CITY. UPON A SPECIFIC CITY BREACH BY CITY (FOLLOWING THE NOTICE AND CURE PROCEDURES SET FORTH IN SECTION 7
BELOW), THIS AGREEMENT SHALL BE TERMINATED AND NEITHER PARTY
SHALL HAVE ANY FURTHER RIGHTS OR OBLIGATIONS HEREUNDER, EACH TO
THE OTHER, EXCEPT FOR THE RIGHT OF DEVELOPER TO COLLECT SUCH LIQUIDATED DAMAGES FROM CITY. THE PROVISIONS OF THIS SECTION 3.C ARE
SEPARATE AND APART FROM ANY REMEDIES AVAILABLE TO DEVELOPER UNDER THE PSA OR OTHERWISE UNDER THIS AGREEMENT.
____________ ______________
City Initials Developer Initials
The terms and provisions under this Section 3 shall survive the expiration or termination of this Agreement.
SECTION 4. RIGHT TO ENTER THE PROPERTY. During the Term, City grants Developer, its agents and employees, a limited license to enter upon the Property for the purpose of conducting engineering surveys, soil tests, investigations or other studies reasonably necessary to evaluate the condition of the Property, which studies, surveys, reports, investigations and tests shall be performed at Developer's sole cost and expense.
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Prior to any entry onto the Property, Developer shall (i) notify City the date and purpose of each intended entry together with the names and affiliations of the persons entering the Property; (ii) conduct all studies in a diligent, expeditious and safe manner and not allow any dangerous or hazardous conditions to occur on the Property during or after such investigation; (iii) comply with all applicable laws and governmental regulations; (iv) allow an employee of City to be present at City’s election; (v) keep the Property free and clear of all materialmen's liens, lis pendens and other liens arising out of the entry and work performed under this provision; (vi) maintain or assure maintenance of workers' compensation insurance (or state approved selfinsurance) on all persons entering the Property in the amounts required by the State of California; (vii) provide to City certificates of insurance evidencing that Developer has procured and paid premiums for the insurance policies set forth on Exhibit C attached hereto which insurance policies shall name the City as an additional insured; (viii) return the Property to substantially its original condition following Developer's entry; (ix) provide City copies of all studies, surveys, reports, investigations and other tests derived from any inspection performed pursuant to this Section (collectively, “Reports”); and (x) if the parties enter into the Conveyance Agreements, Developer will take title pursuant to a Grant Deed, subject to any title exceptions caused by Developer exercising this right to enter.
SECTION 5. ENVIRONMENTAL INDEMNITY. Developer agrees to indemnify, and hold City free and harmless from and against any and all losses, damages (whether general, punitive or otherwise), liabilities, claims, causes of action (whether legal, equitable or administrative), judgments, court costs and legal or other expenses (including reasonable attorneys' fees) (collectively, “Claim(s)”) which City may suffer or incur as a consequence of Developer's exercise of the license granted pursuant to Section 4 or any act or omission by Developer, any contractor, subcontractor or material supplier, engineer, architect or other person or entity acting by or under Developer (except City or their agents or employees) with respect to this Agreement, the Property or the Project, excepting, (i) any and all Claims arising from the mere discovery by Developer of any hazardous materials or other physical, biological, environmental or other conditions that may impact the use or value of the Property, or (ii) any Claims actually caused by the gross negligence or willful misconduct of City (or their agents or employees). Developer’s obligations under this Section shall survive termination of this Agreement for a period of one (1) year).
SECTION 6. CITY’S DISCRETION AND NO WAIVER OF POLICE POWERS. City agrees to negotiate diligently and in good faith with Developer for the Conveyance Agreements for a Project consistent with the Project Plan(s) approved by the City Council and on suitable terms and conditions which comply with the General Plan and the City’s existing zoning requirements; provided, however, City is under no obligation to enter into the Conveyance Agreements and expenses which are incurred by Developer during the Term shall be incurred at Developer’s sole risk and expense, subject to the terms contained herein. In connection with the foregoing, prior to the Formal Approvals, Developer’s reliance on any representations or promises by City or its staff or consultants, or individual Council members, is undertaken at Developer’s sole risk and expense, subject to the terms set forth in Section 3.C above. Although obligated to negotiate in good faith, neither City nor Developer are under any obligation to enter into the Conveyance Agreements.
Developer acknowledges and understands that each of the City Council, the City Planning Commission and/or the City Community Development Staff may be required to review and hold hearing(s) on the Project’s Entitlements and environmental documentation required under CEQA.
City reserves the right to exercise its discretion as to all matters which it is, by law, entitled or required to exercise. Nothing in this Agreement shall be construed as having the effect of waiving or limiting police powers and exercise of discretion by City. To this end:
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1. Discretion. The Glendora City Council has complete and unfettered discretion to reject the Project and/or any Conveyance Agreements without explanation or cause and this Agreement is not committing City to undertake any activity requiring the exercise of discretion by City including the approval and execution of the Conveyance Agreements or any other act or approval. Developer acknowledges and agrees that City reserves the right to exercise its discretion as to all governmental matters which City is, by law, entitled or required to exercise, in its sole and absolute discretion and nothing in this Agreement shall be construed as having the effect of waiving or limiting police powers and exercise of discretion by City. By its execution of this Agreement, the City is not committing itself or agreeing to undertake any activity requiring the subsequent exercise of discretion by City, or any department thereof including, but not limited to, taking any action for which prior environmental review is required under CEQA, the approval and execution of the Conveyance Agreements, the approval of any development proposal or land use regulation governing the Property or any other such governmental act or approval.
2. Conveyance Agreements. City’s execution of the Conveyance Agreements shall be conditioned upon the successful review and approval of all necessary findings and conclusions which the City Council is required to make, including all necessary findings and determinations required under CEQA as well as state and local land use provisions / regulations. As to any matter which City may be required to exercise its unfettered discretion with respect to the Project, nothing herein nor in any Conveyance Agreements shall obligate City to exercise its discretion in any particular manner, and any exercise of discretion reserved hereunder or required by law, shall not be deemed to constitute a breach of City’s duties under this Agreement.
3. Agreement to Negotiate. This Agreement does not constitute a disposition of property and, therefore, does not require a public hearing. Execution of this Agreement does not constitute “approval” of a “project,” as those terms are defined in CEQA. Nothing in this Agreement shall prevent or prohibit the parties from discussing or disclosing the fact that they are a party to this Agreement. Nothing in this Agreement shall limit, prevent, restrict or inhibit the City from providing any information in its possession or control that is required by law (as determined by the City Attorney for the City) to be disclosed, upon request or otherwise.
SECTION 7. TERMINATION; INDEMNIFICATION.
A. Termination. Developer may terminate this Agreement for any reason upon ten (10) days prior written notice to City during the Initial Term, but thereafter, the Deposit shall be non-refundable to Developer, except as provided in Section 3(B) herein (“Developer Termination”). Upon a Developer Termination, the obligations of the parties under this Agreement will cease, except as otherwise set forth in this Agreement.
B. Default. If a party fails to comply with its obligations (“Defaulting Party”), the other party (“Non-Defaulting Party”) may terminate this Agreement if the Defaulting Party fails to cure such default within thirty (30) days after receipt of notice of default from the NonDefaulting Party (“Cure Period”). If the Defaulting Party fails to cure during the Cure Period, the Non-Defaulting Party may terminate this Agreement by providing written notice to the Defaulting Party (“Termination Notice”). Notwithstanding the foregoing, in no event shall any Cure Period hereunder extend the Term. Developer’s sole remedy for a City default shall be to terminate this Agreement by written notice, and receive a refund Docusign Envelope ID: 5D3BF490-3B51-43BE-A982-06FD6D224AC6 01240.0005 1049401.9 12
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of the Deposit (or, if applicable pursuant to the terms of Section 3.C., receipt of the Liquidated Damages) if allowed pursuant to the terms and conditions of Section 3 and this Section 7. If this Agreement terminates due to the expiration of the Term (without any fault or breach of this Agreement of Developer), Developer shall be entitled to the return of the Deposit. Upon termination of this Agreement, (i) neither party shall have any right, remedy or obligation under this Agreement, except that the indemnification provisions shall survive such termination; and (ii) each party specifically waives and releases any such rights or Claims it may otherwise have at law or in equity and expressly waives any rights to consequential damages or specific performance from the other party.
C. Indemnification by Developer. Developer agrees to indemnify, defend, and hold City and its respective members, officers, staff and agents (collectively, “City Indemnitees”) harmless from any and all Claims and other liability asserted against City resulting from Developer’s breach of this Agreement including, but not limited to, Developer’s entry onto the Property. This indemnity shall survive the expiration or termination of this Agreement.
In the event that any Claim should be filed against any City Indemnitees as a result of a Developer breach of this Agreement or any of Developer’s actions taken pursuant to this Agreement and/or the Project, City shall promptly notify Developer of such Claim to permit Developer the opportunity to provide adequate representation to City Indemnitees with respect to any such Claim. Nothing in this Section shall be construed to mean that Developer shall hold City Indemnitees harmless and/or defend them to the extent of any Claims arising from the gross negligence, willful misconduct or illegal acts of any of City Indemnitees.
D. Obligation to Defend. Developer shall indemnify the City and its elected Councilmembers, boards, commissions, officers, agents and employees and will hold and save them and each of them harmless from any and all Claims brought to challenge the validity of any Entitlements or CEQA approvals granted pursuant to this Agreement and/or under the Conveyance Agreements or the validity of the Conveyance Agreements.
The City shall provide the Developer with notice of the pendency of such action and shall request that the Developer defend such action. The Developer may utilize the City Attorney’s office or use legal counsel of its choosing, but shall reimburse the City for any reasonable legal costs incurred by City. The Developer’s obligation to pay the cost of any such action, including judgment, shall extend until final judgment is rendered. After judgment in a trial court, the parties must mutually agree as to whether any appeal will be taken or defended. The Developer shall have the right, within the first 30 days of the service of the complaint, in its sole and absolute discretion, to determine that it does not want to defend any litigation attacking this Agreement, the Conveyance Agreements, or any Entitlement, CEQA, or development approvals in which case the City shall allow the Developer to settle the litigation on whatever terms the Developer determines, in its sole and absolute discretion, but Developer shall confer with City before acting and cannot bind City. In that event, the Developer shall be liable for any costs incurred by the City up to the date of settlement but shall have no further obligation to the City beyond the payment of those costs. In the event of an appeal, or a settlement offer, the parties shall confer in good faith as to how to proceed. Notwithstanding the Developer’s indemnity for claims and litigation, the City retains the right to settle any litigation brought against it in its sole and absolute discretion and the Developer shall remain liable except as follows:
(i) the settlement would reduce the scope of the Project by 10% or more, and (ii) the Developer opposes the settlement. In such case, the City may still settle the litigation but shall then be responsible for its own litigation expense but shall bear no other liability to the Developer.
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SECTION 8. MISCELLANEOUS.
A. Brokerage Commissions. Each party (“Indemnifying Party”) (i) represents to the other party (“Indemnified Party”) that it has not engaged a broker, agent, or finder in connection with the transactions contemplated under this Agreement, and (ii) agrees to hold the Indemnified Party harmless from any Claim by any broker, agent, or finder retained by the Indemnifying Party.
B. Ownership of Documents. During the Term, Developer shall retain ownership of all documents and Reports prepared by Developer (or its consultants) but shall provide City, at no cost or expense to City, with copies of any third-party consultant, contractor, or subcontractor reports, studies, analysis, Property plan layouts, engineering studies, memorandums, Reports, or similar documents regarding the Project, which documents shall not become the property of City absent a separate written agreement between the parties. Delivery of such documents to City shall be made without any representation, warranty, or liability whatsoever by Developer as to the accuracy or sufficiency of the contents of such documents and shall be subject to the rights of the preparers of such documents or Reports including, without limitation, any applicable copyrights. If the negotiations contemplated by this Agreement do not result in the execution of any Conveyance Agreements, Developer acknowledges and agrees that any and all Reports, studies, analysis, site plan layouts, engineering studies, memorandums, or similar documents, regarding the Project which were prepared during the Term and provided to the City, are public records subject to the California Public Records Act (Statutes of 1968, Chapter 1473; currently codified as Chapter 3.5 of Division 7 of Title 1 of the California Government Code), and therefore, may be used by the City for future planning purposes.
Developer shall have no claim for compensation as a result of the exercise by the City (consistent with the terms of this Agreement) of its rights of nonexclusive ownership of said documents and materials hereunder. The City may not sell such plans or drawings to other parties, and may only use them conceptually for planning purposes related to the Project or such other potential project contemplated for the development of the Property.
Developer may retain copies of such documents for its own use and shall have an unrestricted right to use such documents, including without limitation, all concepts embodied therein. Developer may elect to provide financial statements, information, and documents, along with its Project Proforma directly to the City Attorney’s office or its financial consultant(s) in order to provide protection for its proprietary information. Nothing in the foregoing shall be interpreted to compel the Developer to share its own internal communications or communications with its attorneys and consultants.
C. No Personal Liability. Nothing in this Agreement shall create any personal obligation or liability of staff members, employees, or agent of the City for any obligation of City under this Agreement and, conversely, nothing in this Agreement shall create any personal obligation or liability of any partner, member, principal, shareholder, employee, or agent of Developer for any obligation of Developer under this Agreement. All obligations of Developer under this Agreement shall be the joint and several obligations of Developer and any affiliate of Developer involved, at Developer’s election, in Developer’s activities under this Agreement.
D. No Conflicts. Each party (“Representing Party”) represents to the other party that the execution and delivery by the Representing Party of this Agreement, the performance of its obligations hereunder, and its fulfillment of the terms and conditions hereof do not Docusign Envelope ID: 5D3BF490-3B51-43BE-A982-06FD6D224AC6 01240.0005 1049401.9 14
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conflict with, violate or result in a breach of any applicable law or any term or condition of any document to which Representing Party is subject.
E. Amendment. This Agreement may only be amended or modified in writing executed by both parties.
F. Notices. All notices, including without limitation all approvals and consents, required or permitted under this Agreement shall be delivered in person, by messenger, by overnight mail courier, or by registered or certified mail, postage prepaid, return receipt requested, to each party at its address shown below, or to any other notice address designated in writing by such party. Any notice so delivered by personal delivery or messenger service shall be deemed delivered upon actual delivery. Any notice given by overnight courier with courier charges prepaid shall be deemed delivered twenty-four (24) hours after delivery to said overnight courier. Any notice so delivered by US mail shall be deemed delivered three (3) days after deposit in the US Mail.
City: City of Glendora
116 E. Foothill Blvd.
Glendora, CA 91741
Attention: Community Development Director
(562) 806-7722
[email protected]
With copy to: Aleshire & Wynder, LLP
1 Park Plaza
Irvine, CA 92614
Attention: Danny Aleshire
(949) 223-1170
[email protected]
Developer:
With a copy to:
Mercy Housing California
1500 S. Grand Ave., Suite 100
Los Angeles, CA 90015
Attention: Erika Villablanca
213-743-5280
[email protected]
Gubb & Barshay LLP
235 Montgomery St #1110
San Francisco, CA 94104
Attention: Evan Gross, Esq.
(415) 781-6600
[email protected]
G. Enforcement. This Agreement and all terms and conditions hereof shall be governed by and construed and enforced in accordance with the laws of the State of California. If any Docusign Envelope ID: 5D3BF490-3B51-43BE-A982-06FD6D224AC6 01240.0005 1049401.9 15
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legal action is necessary to enforce this Agreement, a court of competent jurisdiction in Los Angeles County shall be the sole venue and jurisdiction for the bringing of such action.
H. Waiver. Any term may be waived only by a written waiver signed by the party against whom such waiver is to be asserted.
I. Construction. All provisions shall not be construed in favor of or against either party, but rather as if both parties prepared this Agreement. The Recitals are incorporated by reference as substantive provisions of this Agreement.
J. Entire Agreement. This Agreement terminates and supersedes all prior understandings or agreements on the subject matter hereof.
K. Restrictions on Assignment. Developer may not assign or transfer this Agreement or any of its rights or obligations hereunder to any third party or entity without the prior written consent of City, and no voluntary or involuntary successor-in-interest of the Developer shall acquire any rights or powers of Developer under this Agreement, except as expressly provided herein. Transfer of any ownership interest in Developer shall be deemed a transfer under this provision. During the Term, Developer shall promptly notify City in writing of any and all changes whatsoever in the identity of the business entities or individuals either comprising or in control of the Developer, as well as any and all changes in the interest or the degree of control of the Developer by any such person, of which information the Developer or any of its members, managers, partners or officers are notified or may otherwise have knowledge or information. Upon the occurrence of any significant or material change, whether voluntary or involuntary, in membership, ownership, management or control of the Developer (other than such changes occasioned by the death or incapacity of any individual) that has not been approved by the City Manager, prior to the time of such change, the City may terminate this Agreement without liability to Developer by serving written notice of termination. Notwithstanding the foregoing, Developer shall be entitled, after giving written notice to the City (together with all associated documentation regarding such transfer, including the assignment and assumption agreement of Developer’s rights and obligations under this agreement), to transfer this Agreement to, or to request that the Conveyance Agreements be entered into with, an entity that is wholly controlled, operated, and managed by Mercy Housing California, and which Mercy Housing California shall be and remain the general partner in and to such subsidiary entity.
L. Attorneys’ Fees. In any action between the parties to interpret, enforce, reform, modify, rescind or otherwise in connection with any of the terms or provisions of this Agreement, the prevailing party in the action or other proceeding shall be entitled to recover its reasonable attorneys’ fees and related costs and expenses.
M. Successors and Assigns. This Agreement shall inure to the benefit of and bind the respective successors and assigns of the parties, subject to the limitations on assignment by Developer set forth in this Agreement.
N. Electronic Execution. The signature of any party to this Agreement transmitted to any other party by facsimile or e-mail shall be deemed an original signature of the transmitting party.
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O. Authority. The person(s) executing this Agreement on behalf of Developer warrant that, (i) Developer is duly organized and existing, (ii) they are duly authorized to execute and deliver this Agreement on behalf of Developer, (iii) by so executing this Agreement, Developer is formally bound to the provisions of this Agreement, and (iv) entering into this Agreement does not violate any provision of any other agreement to which Developer is bound.
P. Counterpart Execution. This Agreement may be executed in multiple counterparts, each of which when so executed shall be deemed an original, and all of which, together, shall constitute one and the same instrument.
[SIGNATURES ON FOLLOWING PAGE]
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IN WITNESS WHEREOF, the parties have executed this Agreement as of the first set forth above.
“DEVELOPER” “CITY”
MERCY HOUSING CALIFORNIA, a California
nonprofit public benefit corporation
By: __________________________________
Name:
Title:
CITY OF GLENDORA,
a municipal corporation
By: ________________________________
Name: David Fredendall
Title: Mayor
ATTEST:
___________________________________
Kathleen Sessman, City Clerk
APPROVED AS TO FORM:
ALESHIRE & WYNDER, LLP
By: _____________________________
Danny Aleshire, City Attorney
,
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Vice President
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EXHIBIT A
PROPERTY LEGAL DESCRIPTION / DEPICTION
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EXHIBIT B
INITIAL PROJECT DESCRIPTION
The Project will consist of an approximately 65-70 unit affordable housing development serving a combination of special needs and low-income households.
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EXHIBIT C
INSURANCE POLICIES
Developer obtain, provide and maintain at its sole cost and expense prior to any entry upon the Property the following policies of insurance of the type and amounts described below and in a form satisfactory to City.
(a) General Liability Insurance. Commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01 or its equivalent, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage, including without limitation, blanket contractual liability.
The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted. (b) Subcontractors. Developer shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall include all of the requirements stated herein.
General Insurance Requirements.
(a) Proof of Insurance. Developer 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. (b) Duration of Coverage. Developer shall procure and maintain insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of Developer’s due diligence investigation activities with respect to the Property (which shall include its agents, representatives, employees or subconsultants). (c) Primary/Noncontributing. Coverage provided by Developer 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 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.
(d) 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.
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(e) Waiver of Subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow Developer or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Developer hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subconsultants.
(f) Notice of Cancellation. Developer 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.
(g) Additional Insured Status. General liability 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.
(h) Pass Through Clause. Developer agrees to ensure that its subconsultants, subcontractors, and any other party involved, provide the same minimum insurance coverage and endorsements required of Developer. Developer agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section.
(i) Deductibles / Self-insured Retentions. Any deductibles and self-insured retentions must be declared to and approved by City.
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STAFF REPORT
TO: Mayor and Council Members DATE: January 13, 2026
FROM: City Manager DISTRICT(S): Citywide
SUBJECT: City Council Update on Civic Center Revitalization and City Council Direction on Funding Methodology
RECOMMENDATION
That the City Council:
1. Receive a report on updated Civic Center renderings, cost estimates, and funding scenarios; and
2. Provide direction to staff in accordance with the 2025-2027 Strategic Plan New+Revitalized Facilities Goal relating to the Civic Center.
STRATEGIC FOCUS AREAS
Goal 3 - New + Revitalized Facilities
• Action 3.1 City Council Directs funding Methodology
• Action 3.3 Complete Space Planning Assessment
• Action 3.4 Determine if New or Remodel
EXECUTIVE SUMMARY
Over the past five years, Glendora has invested more than $60 million in parks, streets, and water infrastructure.
Despite these efforts, many core facilities—including the Library, Police Station, Teen Center, Senior Center, City Hall, Transportation Center, and Public Works Yard—require modernization. Deferred maintenance is estimated at $50 million, with more than $250 million needed to create modern, accessible workspaces for staff and community spaces for the public in all City facilities.
In March 2025, the City Council directed staff to obtain cost estimates for a dedicated Civic Center project. The DLR Group has since provided renderings and rough order of magnitude (ROM) construction estimates of approximately $125 million. In September 2025, the City Council provided additional input and direction on the proposed Civic Center project.
Staff have worked with the DLR Group on revised renderings based on City Council feedback. Staff is seeking City Council approval of the Civic Center conceptual drawings and direction on funding scenarios. As stated in the City Council's September staff report, “This concept serves as a starting point for community conversation, giving residents and stakeholders a shared framework to react to, discuss, and shape.”
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
Over the past three years, many public meetings and discussions have been held on various City facility needs by the City Council, Board of Library Trustees, Community Services Commission, and Planning Commission. The items noted in this section are highlights of the ongoing community dialogue on City facility needs.
On January 10, 2023, the City Council awarded a contract to Myers Houghton and Partners, Inc. (MHP) to perform in-depth structural analysis and evaluation of the Library’s suitability for major renovations and initial visioning activities.
On September 12, 2023, the City Council received an update on the results of the comprehensive water system assessment, including information on future water rates. The water assessment identified more than $350 million in projects needed over the next 30 years, with $30 million being programmed for completion over the first five years.
On January 9, 2024, the City Council held a discussion on the MHP Library assessment/visioning analysis and discussed funding options. Following the discussion, the City Council directed staff to complete an overall condition analysis of major City facilities and undertake a community survey soliciting public input on a possible revenue measure.
On January 30, 2024, the City Council approved a Master Joint Use Agreement with the Glendora Unified School District (GUSD). While the agreement largely stipulates use of existing facilities and services provided by the City, the agreement does provide for better maintenance of GUSD Facilities and outlines a partnership methodology for joint capital upgrades (i.e., Glendora High School Aquatics Center).
On August 27, 2024, the City Council was provided the results of a community survey on a potential Citywide and/or Library specific revenue measure. The survey, completed by True North Research, documented initial support for a Citywide facility measure (53%) as opposed to Library specific bond measure (45%). Additionally, the survey highlighted the two highest quality of life improvements in the City as improving infrastructure/roads (17.8%) and addressing homelessness (17.2%).
On November 5, 2024, the Statewide ballot measure – ACA 5 – ballot failed (55% no). The State measure would have lowered the threshold for issuing facility bonds for cities and related local agencies, from 66.6% (2/3) to 55% (same as schools).
On November 12, 2024, the City Council approved an agreement with IDS Group, Inc. for Architectural, Engineering and Consultant Services for the City Corporate Yard Improvement Project in an amount not to exceed $725,581. The City will need to identify an estimated $13-15 million for the construction portion of the project, which will rehabilitate existing space and add a new building to increase the usable space by 10,000 square feet.
On February 25, 2025, the City Council received the FY 2024-25 Mid-Year Budget Update that documented approximately $50 million in current facility needs (e.g., new roofs, HVAC, etc.) that would largely keep City facilities as is. To significantly improve the City’s facilities to a modern standard and better meet current and future operational needs, the estimated costs would total more than $250 million.
On March 11, 2025, the City Council was provided with a comprehensive report on City facility capital needs, deferred 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.
On April 22, 2025, the City Council unanimously approved the 2025-2027 Strategic Plan. The plan included specific action items for the Civic Center under the New+Revitalized Facilities Goal, and specifically the following action items:
Action 3.1: Direct the funding methodology for a new or revitalized Civic Center Action 3.3: Complete a space-planning assessment in coordination with a citywide facilities assessment; and Action 3.4: Determine whether the Civic Center should be remodeled or newly constructed.
On June 24, 2025, the City Council was provided with an update on the capital needs and deferred maintenance of City facilities. Further, the City Council was provided with information on revenue measures, historical land use decisions, and a detailed look at recent infrastructure investments in Glendora.
On September 9, 2025, the City Council reviewed Civic Center renderings and cost estimates. An amendment to the DLR Group Contract agreement to implement the direction form the City Council at that meeting was approved at the December 9, 2025 City Council meeting.
DISCUSSION
The City of Glendora remains committed to enhancing quality of life through strategic investment in core infrastructure. Recent strategic plans have consistently prioritized parks, trails, streets, sidewalks, water systems, and civic facilities. The City’s community surveys continue to identify infrastructure and homelessness among the City’s most pressing challenges. Over the past five years, the City has invested more than $60 million in capital improvements, including major park renovations, facility upgrades, and significant street and water system improvements.
Despite these investments, decades of under-investment have resulted in approximately $50 million in deferred maintenance and more than $250 million in modernization needs to bring all City facilities up to current accessibility, safety, and operational standards. Addressing these needs remains challenging, as State and Federal funding support has declined and local revenue capacity is constrained by Proposition 13 and related fiscal limitations.
Attached to this agenda item are three previous agenda items referenced in the Legislative History / Previous Actions Section of this staff report. Including these items as attachments will provide the reader with a detailed overview of previous discussions on:
1. City Facilities, Capital Needs and Funding Options (March 11, 2025) (Attachment A)
2. City Facilities Capital Needs Update, and Funding Options (June 24, 2025) (Attachment B)
3. Initial Civic Center Renderings and Rough Order of Magnitude Costs (September 9, 2025) (Attachment C) Library Structural Assessment and Visioning
In January 2024, the Myers Houghton and Partners (MHP) Library Structural Assessment and Visioning Study provided the City Council and community with the first comprehensive, facility-specific evaluation of the Library in decades. The assessment identified significant structural and seismic deficiencies, aging mechanical, electrical, and plumbing systems, and building envelope limitations that materially affect the Library’s long-term viability (Attachment A). While certain issues can be addressed through short-term maintenance or targeted repairs, the assessment concluded that many core deficiencies are systemic and cannot be fully resolved without substantial reinvestment. A copy of the Library Presentation is included in Attachment A.
In addition to physical deficiencies, the study documented functional constraints that limit the Library’s ability to meet modern service expectations. These include inadequate space for youth and teen programming, limited areas for group study and community meetings, insufficient technology and digital learning spaces, and accessibility challenges for seniors and persons with disabilities. City Council and Library Board discussions emphasized that the Library is no longer simply a book repository, but a central community hub supporting education, workforce development, digital access, and civic engagement.
Importantly, the Library assessment served as a catalyst for broader conversations about City facilities. The City Council recognized that investing in one major facility in isolation would not address parallel challenges facing the City Hall, Police facilities, community centers, and public works yards, and could further complicate future funding strategies. The City Council discussed preliminary funding options and emphasized the importance of aligning any future investment with community priorities and fiscal capacity during its meeting held on January 9, 2024. At that meeting, the City Council directed staff to undertake a community survey soliciting public input on a possible revenue measure.
Facility Measure Community Survey
In August 2024, the City Council received results of a statistically valid community survey conducted by True North Research to assess resident priorities and potential support for facility funding options. The survey confirmed that residents place a high value on infrastructure investment and quality-of-life improvements. Initial results showed majority support for a citywide facilities measure (53%), though below the two-thirds threshold required for a Citysponsored bond, and comparatively lower support for a Library-only measure (45%). The survey results reinforced the need for continued public education, transparency, and careful consideration of funding approaches. A copy of the City Council presentation is included in Attachment A Comprehensive Update on City Facilities, Capital Costs, and Funding Options In March and June 2025, the City Council was provided with two comprehensive updates on the City’s current facility needs, escalation of capital project costs, historical funding challenges and revenue measure options (Attachments A and B).
Both the 2023–2025 Strategic Plan and 2025–2027 Strategic Plan call for substantial allocation of City resources toward parks, trails, streets, sidewalks, water systems, and public facilities; community feedback consistently reinforces this focus.
California cities, including Glendora, are confronting a convergence of infrastructure challenges rooted in post– World War II suburban development, decades of deferred maintenance, and structural funding constraints. Large portions of Glendora’s roads, water systems, and public facilities were constructed between the 1950s and 1970s and are now reaching the end of their useful lives simultaneously. These sprawling development patterns created high infrastructure costs per capita without sustainable revenue streams (e.g., development fees for roads/streets), leaving cities vulnerable as growth slowed and assets aged.
Glendora’s largely suburban land-use pattern, with over 90% single-family residential and limited commercial acreage, compounds these challenges. While zoning reforms and state-mandated housing policies are pushing cities toward mixed-use and higher-density development, the City is balancing these changes with quality-of-life priorities through updated planning efforts, including the Housing Element and General Plan Update. At the same time, aging infrastructure remains a critical issue, with the City’s water system alone requiring an estimated $350 million over the next 30 years, and City facilities facing roughly $50 million in deferred maintenance and more than $250 million in modernization needs.
Despite these pressures, Glendora has made significant recent investments. Voter approval of Measures E and Z, combined with aggressive pursuit of grant funding had strategic use of limited capital funds, has enabled over $60 million in capital improvements since 2020 and the programming of more than $108 million in future projects, subject to funding availability. However, construction and material costs have risen dramatically, often doubling since 2019. In short, even substantial and necessary investments now deliver less infrastructure value than in prior decades. These escalating costs continue to widen the gap between identified needs and available resources.
Revenue limitations under Proposition 13 remain a fundamental barrier to long-term infrastructure sustainability.
Property tax constraints, supermajority voter requirements for city-initiated taxes and bonds, and the absence of robust local funding tools limit Glendora’s ability to address infrastructure needs at scale. While citizen-initiated revenue measures offer a more achievable approval threshold, the overall fiscal environment remains challenging.
Without new, sustainable funding strategies, infrastructure deterioration will continue to impact public safety, service delivery, and the community’s long-term economic vitality.
In addition to requesting a financial analysis of bond/debt costs for facility improvements, the City Council directed staff to return with a potential scope, cost, and design considerations associated with a comprehensive Civic Center project.
Updated Civic Center Conceptual Renderings
Public Works Department staff engaged the DLR Group to prepare high-level conceptual renderings and corresponding rough order of magnitude (ROM) cost estimates addressing the Library, Police Department, City Hall, Council Chambers, and parking within the existing Civic Center campus pursuant to City Council direction.
Over several months, City staff worked closely with the DLR Group to evaluate existing conditions, previous facility studies, and explore conceptual approaches. More specifically, this work included review of as-built drawings, site visits, space needs assessments, incorporation of prior Library structural analysis and visioning work, and evaluation of site constraints, including grade changes across the campus. Broader urban design considerations were also discussed, such as how the Civic Center might better relate to Glendora Avenue, planned First/Last Mile improvements, and long-term connectivity between the Glendora Village and the Metro A Line station.
As part of its work, the DLR Group prepared a rough order of magnitude (ROM) cost estimate for the conceptual project (Attachment C). The estimate places total construction cost at approximately $125 million. This figure accounts for premiums related to phasing and occupancy, as well as escalation costs to the anticipated midpoint of construction in 2028. It is important to note that this is a preliminary (“high-level”) estimate intended to provide a sense of scale for the project. Actual project costs will continue to be refined based on future community feedback received and market conditions.
Following review of the initial draft renderings in September 2025, the City Council provided direction emphasizing that the materials be understood as strictly conceptual and exploratory in nature, intended to frame discussion rather than represent a final design, scope, or commitment. City Council feedback focused on the need to more clearly communicate assumptions, acknowledge cost uncertainty at this early stage, and ensure that any future refinement prioritizes fiscal responsibility, phased implementation options, and alignment with community values.
The City Council also emphasized that the architectural inspiration drawn from the historic 1921 City Hall should be treated as a reference point rather than a prescribed design direction, and that flexibility, adaptability, and long-term functionality remain central goals. Similarly, while public space and place-making elements were recognized as important to the Civic Center’s role in the community, the City Council underscored the importance of balancing those features with core service delivery, operational efficiency, and affordability.
The updated conceptual drawings (Attachment E) for City Council consideration include the following:
Building color and materials were changed to better compliment (but not replicate) City Hall; Elements of the building’s windows were changed (i.e., size, shape, and number) to better compliment City Hall;
Renderings of the surrounding areas were updated to better illustrate the scale of the conceptual structure in relation to the existing physical built environment;
New perspectives were included to show entrance to plaza and facilities from Glendora Avenue; “Block and Stack” diagrams were prepared to generally identify “what goes where” interior to the conceptual improvements (the illustrated program for the Library reflects the space needs identified in the visioning component of the MHP work); and
Additional refinements intended to improve the design and functionality of the conceptual improvements.
This staff report provides an additional opportunity for the City Council to determine how best to proceed. The City Council will need to determine whether additional refinement of the conceptual approach is needed, if additional analysis of alternatives or phasing is needed, and the framework for expanded public outreach and feedback.
Potential Citizen Initiative
On December 11, 2025, the City received a Notice of Intent to Circulate a Petition for a parcel tax to fund the construction, repair, rehabilitation, and improvement of City facilities. The proponents have identified a targeted election date of November 2026 (Attachment E).
The draft initiative proposes to implement an ordinance that would authorize a special parcel tax applied to developed and vacant parcels within the City based on square footage, with variable rates based on property type.
Revenues would be restricted to capital improvements for City-owned facilities, with accountability measures including independent audits, annual public reporting, and a citizen oversight committee. Staff estimates the measure could generate between $8 million and $9 million annually, depending on final levy rates and exemptions.
As required by State law, the City Attorney prepared and submitted a ballot title and summary on December 22, 2025. In order to qualify for the ballot, the authorized proponents have 180 days from the issuance of the ballot title and summary to gather the required number of signatures, which is estimated to be approximately 3,700 registered voters in Glendora.
As previously outlined to the City Council in guidance from the City Attorney, if the initiative qualifies for the ballot, the City Council may choose to adopt a formal position of support, opposition, or take no position at all.
City Council Direction
The 2025-2027 Strategic included specific action items for the Civic Center under the New+Revitalized Facilities Goal:
Action 3.1: Direct the funding methodology for a new or revitalized Civic Center Action 3.3: Complete a space-planning assessment in coordination with a citywide facilities assessment; and Action 3.4: Determine whether the Civic Center should be remodeled or newly constructed.
City Council direction is needed on Actions 3.1 and 3.4; the City has already completed space-planning assessments and Citywide facilities assessments.
Preliminary debt service estimates for a $125 million project, is approximately $9-$10 million annually. For context, if the City were to issue debt without a revenue measure, the City Council would need to consider significant service level impacts. For reference, $9 million annually, is approximately 16% of the total expenditures for the General Fund and Measures E/Z. In terms of service levels, $9 million is approximately the total cost of operations for the Administrative Services (Finance/HR/Risk), City Manager, City Clerk, Library and Recreation/Human Services Departments. Alternatively, the Police, Public Works, and Community & Economic Development departments comprise approximately 70% of all General Fund and Measure E/Z expenditures.
The City Council has four options to consider for a funding methodology with respect to a new/revitalized Civic Center:
After decades of under-investment, the City has made over $60 million in improvements in the past five years, including water projects, new streets and sidewalks, major park renovations, and facility upgrades. While these investments have greatly improved quality of life. Rising capital costs and the continued deterioration of aging facilities, such as the civic complex, public works yard, Library, City Hall, and Police Department, require the City to consider new funding strategies.
Since Proposition 13, the City has had limited financial flexibility to fund major facility projects. Over the past three years, staff have undertaken structural assessments, space planning, and community visioning to better understand facility needs. Moving forward, meaningful community engagement will be essential as leaders explore the possibility of a facility bond to replace and modernize critical infrastructure, much like City leaders did more than 50 years ago to support future generations.
While no funding source is identified at this time, the magnitude of these needs underscores the importance of identifying sustainable revenue solutions dedicated to the capital needs of the City. Any future funding strategy will require continued community engagement, careful evaluation of affordability, and alignment with the City’s long-term fiscal health.
Similar to the decisions made by City leaders more than 50 years ago, current leaders may need to ask the community to fund improvements so future generations of Glendorans can experience the same quality of life enjoyed by the existing community and those that came before us.
There is no fiscal impact associated with the recommendations in this report. Based on City Council direction, staff with provide the fiscal impacts of future policy decisions.
ENVIRONMENTAL DETERMINATION
There are no CEQA impacts associated with the recommendations in this report.
Prepared By: Adam Raymond, City Manager
1. The City Council can direct staff to move forward with draft documents to place a city sponsored ballot measure on the June or November 2026 ballot.
2. The City Council can direct staff to bring back service level modifications to free up funding for a general fund revenue measure.
3. The City Council can adopt a wait and see approach as it relates to the possible citizen revenue measure and continue to encourage staff to seek other revenue opportunities (e.g. grants, earmarks, etc.).
4. Other direction or combination of options 1-3.
The City Council has already provided a level of direction on whether the Civic Center should be remodeled or be newly constructed, through the civic center conceptual rendering process. To date, the result is a hybrid approach, where certain buildings are remodeled (e.g., City Hall and Police Station), while other buildings are demolished and constructed due to current structural challenges (e.g., Council Chambers, Development Services, and the Library).
Staff requires direction based on the revised conceptual drawings. Options include:
1. Adopt the revised conceptual drawings as the baseline for future conversations with the community.
2. Provide staff with direction for additional refinements of the conceptual renderings.
3. Direct staff to take a new approach to the civic center project.
4. Other direction or a combination of options 1-3.
FISCAL IMPACT
Concurs With: Not Applicable
Reviewed By: Moises Lopez, Assistant 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_March_11_2025_Staff_Report_City_Facility_Capital_Needs_Update.pdf B_June_24_2025_Staff_Report_Facility_Capital_Needs_and_Election_Timelines.pdf C_September_9_2025_Staff_Report_Civic_Center_Update.pdf D_Updated_Civic_Center_Renderings.pdf
E_Ballot_Title_Summary_and_NOI_with_Ordinance.pdf
F_January_13_2026_Civic_Center_Update_and_Funding_PowerPoint.pdf
STAFF REPORT
TO: Mayor and Council Members DATE: March 11, 2025
FROM: City Manager DISTRICT(S): Citywide
SUBJECT: City Facilities Capital Needs and Funding Options
RECOMMENDATION
That the City Council:
1. Receive a report on capital needs of City facilities and options to fund those needs; and
2. Provide direction to staff, as necessary.
STRATEGIC FOCUS AREAS
Goal 2: Maintain Financial Stability and Sustainability (MFSS) Goal 5: Improve and Maintain the City’s Infrastructure and Facilities (IMCIF)
EXECUTIVE SUMMARY
Over the past five years, the City has completed more than $50 million in capital projects. These projects have included significant investments in parks, streets, and water infrastructure. Despite these generational investments, significant needs exist to bring existing City facilities, including the Library, Police Station, Teen Center, Senior Center, City Hall, Transportation Center, and Public Works Maintenance Yard to modern standards.
Deferred maintenance on City facilities is currently estimated at approximately $50 million, with an investment of more than $250 million needed to bring facilities to levels that would provide for modern workspaces and greater accessibility to the public.
Past surveys on these issues signal general support for a comprehensive, citywide facility bond. The initial support level for a potential facility bond (53%) is lower than the two-thirds (66.6%) vote threshold required should the City wish to pursue this measure on its own. Should the measure be undertaken through a citizen-led effort, the vote threshold for the facility bond would be a simple majority (50%+1).
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
Over the past three years, many public meetings and discussions have been held on facility needs by the City Council, Board of Library Trustees, Community Services Commission, and Planning Commission. The items noted in this section are highlights of the continued community dialogue on city facility needs.
On January 10, 2023, the City Council awarded a contract to Myers Houghton and Partners, Inc. (MHP) to perform in-depth structural analysis and evaluation of the Library’s suitability for major renovations and initial visioning activities.
On September 12, 2023, the City Council received an update on the results of comprehensive water system assessment, including information on future water rates. The water assessment identified more than $350 million in projects needed over the next 30 years, with $30 million being programmed for completion over the first five years.
On January 9, 2024, the City Council held a discussion on a the MHP Library assessment/visioning analysis and discussed funding options. Following discussion, the City Council directed staff to complete an overall condition analysis of major City facilities and undertake a community survey soliciting public input on a possible revenue measure.
On January 30, 2024, the City Council approved a Master Joint Use Agreement with the Glendora Unified School District (GUSD). While the agreement largely stipulates use of existing facilities and services provided by the City, the agreement does provide for better maintenance of GUSD Facilities and outlines a partnership methodology for joint capital upgrades (e.g. GUSD High School Aquatics Center).
On August 27, 2024 (Attachment B), the City Council was provided the results of a community survey on a potential citywide and/or Library specific revenue measure. The survey, completed by True North Reasearch, documented initial support for a citywide facility measure (53%) as opposed to Library specific bond measure (45%). Additionally, the survey highlighted the two highest quality of life improvements in the City as improving infrastructure/roads (17.8%) and addressing homelessness (17.2%).
On November 5, 2024, the Statewide ballot measure – ACA 5 – ballot failed (55% no). The State measure would have lowered the threshold for issuing facility bonds for cities and related local agencies, from 66.6% (2/3) to 55% (same as schools).
On November 12, 2024 (Attachment C), the City Council approved an agreement with IDS Group, Inc. for Architectural, Engineering and Consultant Services for the City Corporate Yard Improvement Project in an amount not to exceed $725,581.
The City will need to identify an estimated $13-15 million for the construction portion of the project, which will rehabilitate existing space and add a new building to increase the usable space by 10,000 square feet.
On February 25, 2025, the City Council received the FY 2024-25 Mid-Year Budget Update that documented approximately $50 million in current facility needs (e.g. new roofs, HVAC, etc.) that would largely keep City facilities as is. In order to significantly improve the City’s facilities to modern standards and better meet current and future operational needs, the estimated costs would total more than $250 million.
DISCUSSION
The City is committed to finding ways to better the quality of life of its residents and business community. The 2023-2025 Strategic Plan, and the proposed 2025-2027 Strategic Plan, both require significant City resources to be allocated to improving the City’s infrastructure, including parks, trails, streets, sidewalks, water, and facilities. These efforts are recognized by the public through the City’s community survey process; the most recent of which has identified infrastructure and homelessness as the top two quality-of-life improvements needed.
Over the past five years, the City has completed more than $50 million in capital projects, including significant park transformations (e.g. Finkbiner and Louie Pompei), facility upgrades (e.g. Council Chambers), and miles of street and water infrastructure. Despite these generational investments, the City still faces impacts from decades of underinvestment. More specifically, many California cities are faced with diminishing State and Federal funding opportunities for critical infrastructure; the landscape of funding critical infrastructure and civic facilities has drastically changed over the past 50-years (e.g. Prop 13).
Over 50 years ago, Glendora was growing quickly – leadership was investing in infrastructure, building community spaces, and planning for a city that was anticipated to exceed 80,000 people, with over 20,000 school aged children, by the year 2000. While the City has experienced several larger developments over the past decade, the rapid growth experienced from the 1960’s through the 1980’s, has largely stopped. The City’s population (approximately 50,000 people) has remained relatively flat for the last 20 years, with declines in three of the past five years.
As noted previously, the City has spent several years documenting and analyzing the facility and infrastructure needs of the community. Despite significant capital investment over the past five years, total deferred maintenance on City facilities is anticipated to cost approximately $50 million, with an investment of more than $250 million needed to bring facilities to levels that would provide for modern workspaces and greater accessibility to the public.
Outside of a revenue bond measure, the City does not have the financial resources to complete all of the needed facility upgrades. For example, the current state of the Library building, a critical and highly regarded location (and service provider), requires tens of millions in renovations to address significant structural challenges (Attachment A). The City has explored and applied for grant opportunities, worked with legislators for federal and state earmarks, and searched for other available funding sources. Recent changes at the federal level have created additional challenges and uncertainty with regard to funding, including earmark funding previously committed to the City (GPD police radio replacement project); new funding opportunities for discretionary facility and related infrastructure through the Federal government or as a passthrough from the State are highly unlikely.
Attachment D to this report provides a summary of property tax changes, dating from Proposition 13 in 1978 to the failure of ACA 5 in November 2024. In summary:
Proposition 13 (1978) and Proposition 46 (1986) restrict cities' financial flexibility.
Citizen-led initiatives are a viable mechanism to avoid the two-thirds voting threshold.
The failure of ACA 5 to pass maintains the challenging environment for city-sponsored infrastructure funding, reinforcing the importance of citizen-led initiatives in municipal finance.
Measure Origin Required Approval
City Council-Initiated GO Bonds Two-thirds (66.7%) voter approval Citizen-Initiated Bonds/Special Taxes Simple majority (50% + 1) voter approval The August 2024 community survey (Attachment B) on a possible citywide and/or Library specific revenue measure documented initial support for a citywide facility measure (53%) as opposed to Library specific bond measure (45%). It is unlikely that the City would be able to garner enough support for a City Council initiated facility bond measure; however, should the measure be undertaken through a citizen-led effort, there is an improved likelihood of its passage.
The process for a citizen initiative petition is outlined in the California Elections Code is outlined in Sections 9200-9226 and 9600-9610: http://leginfo.legislature.ca.gov/faces/home.xhtml It is suggested that petitions be submitted a minimum of 134 days before the election to provide for the processing required by State law. All requisite processing of the initiative petitions must occur no later than the 88th day before the election to appear on the ballot. This includes verification of signatures, City Council action, and additional publication requirements, among other items.
To qualify for placement on the ballot, 10% of the registered voters of the city (according to the last report of registration by the county elections official) must be gathered. There are approximately 35,000 registered voters in the City of Glendora. A Frequently Asked Questions (FAQ) document about the citizen initiative process can be found as Attachment E.
FISCAL IMPACT
After decades of underinvestment in streets, roads, and City facilities, the City has invested more than $30 million in water projects, new streets/sidewalks, major park improvements, and facility upgrades over the last two years, and more than $50 million over the last five. While these generational improvements were necessary and critical to the quality of life in Glendora, the City faces difficult decisions moving forward. With rapid increases in capital costs since 2020, and the continued deterioration of key facilities (e.g. civic complex, public works yard, etc.), the City Council will need to consider a facility bond.
The changing landscape of municipal finance post Proposition 13 does not allow the City to fund critical facilities, such as the ones in use today (e.g. Library, City Hall, Police Department, etc.). Over the past three years, the City has funded structural assessments, space planning, and community visioning of key City facilities. With the inability to fund facility needs from existing funding sources, the City will need to meaningfully engage its residents as we consider replacing aging City facilities.
Similar to the decisions made by City leaders more than 50 years ago, current leaders will need to ask the community to fund improvements so future generations of Glendorans can experience the same quality of life enjoyed by the existing community and those that came before us.
There is no fiscal impact associated with the recommendations in this report. Based on City Council direction, staff with provide the fiscal impacts of future policy decisions.
ENVIRONMENTAL DETERMINATION
CEQA is not applicable to the recommendations included in this agenda item.
Prepared By Adam Raymond, 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. Library Assessment and Funding History Presentation
B. Facility Measure Survey Presentation
C. Public Works Yard Presentation
D. Municipal Finance Overview
E. Citizen Initiative FAQ
F. Presentation
Attachments
A. Presentation Library Assessment, Needs and Funding Options.pdf B. Glendora Facilities Measure Survey 2024 Presentation C. Public Works Yard Presentation
D. Revenue Measure Summary
E. Initiative FAQ
F. Presentation.pdf
Discussion of Library
Structural Assessment, Visioning,
and Funding Options
Library and City Manager’s Office
City Council
January 9, 2024
Janet Stone, Library Director and Adam Raymond, City Manager CityOfGlendora.org
OVERVIEW
• Current Library building
• Building to serve another 35 to 50 years
• Political and fiscal environment
CURRENT LIBRARY BUILDING
• Timeline of Building
• Political Partnerships and Disagreements
• Public Finance and Local Control
1955 – LIBRARY BOND BALLOT MEASURE
32% (yes) / 68% (no)
1965 – POLICE BOND BALLOT MEASURE
86% (yes) / 14% (no)
BACKGROUND
• 1967 and 1968
o New library facility project gains momentum
o Library expansion is a continual process
§ Reading Room
§ City Hall Space (1912)
§ City Hall Annex (1930)
§ City Hall Annex Expansion (1955)
BACKGROUND
• 1968 and 1969
o Annexations, population growth, school impacts
o Library space needs to be solved by a new building
o City’s new 1990 General Plan, anticipates:
§ Population growing from 30,000 to 80,000
§ Student enrollment growing from 9,175 to 25,350
1968 Letter From City to GUSD
8 BACKGROUND
• February 1969
o City Council authorized City Manager to apply for library grant funds to build a new facility
o City Council calls for a general obligation library bond measure should the funds be awarded ($785,000)
• September 1969
o City Council updated on Library financing
o City Council cancels election for library facility
bonds, citing bond market uncertainty and
uncertain tax law litigation (e.g. 2/3 vs 50 +1)
o City Council hires a financial consultant and
authorizes architect to continue work
BACKGROUND
• November/December 1969
o State/Federal funding denied
o City moves forward with “ultramodern” library
design
§ 28,000 sqft, down from 33,000 sqft
§ Approximately $1.1 million including design,
land acquisition, and furnishings
§ Anticipated to serve the City for 35 years
BACKGROUND
• Late 1969 through early 1970
o Effort by a Mrs. Everett Cloutman, to require a vote
to issue bonds to build a new library
§ Petition gathered 1,136 signatures, required
1,376 signature.
§ Supported by one Councilmember (Isensee)
BACKGROUND
• July 1970
o Creation of Glendora Library Authority
§ Joint Powers Authority between City and
Glendora Unified School District
§ Ability to issue debt
§ Acknowledgement of growing school population
BACKGROUND
• October/November 1970
o City Council approves “Glendora Library Ground
Lease” and “Glendora Library Sublease”
§ Agreement with Glendora Library Authority
§ Term coincides with issuance of bonds
§ Payment is equivalent to debt service
($81,000/year)
BACKGROUND
• November 1970
o Library Authority completes sale of $950,000 in
Lease Revenue Bonds
§ Bank of America
§ Approximately 7% for 30 years
§ $81,000 annual debt service payment
BACKGROUND
• November 1970
o Groundbreaking
• February 1972
o Grand opening and dedication of Library
BACKGROUND
POPULATION OVERVIEW (1911)
700
POPULATION OVERVIEW (1950)
3,988
POPULATION OVERVIEW (1960)
20,752
POPULATION OVERVIEW (1970)
31,380
POPULATION OVERVIEW (1980)
38,500
POPULATION OVERVIEW (2000)
49,502
POPULATION OVERVIEW (2013-Current)
51,159
19,502 cities in the
US. Glendora ranks
approximately 775
th
by population
Down from 52,506
in 2020
BUDGET AND CITY FINANCES
• February 1969 SGV Tribune article on library bond
measure funding
o “Yes” and “No” – Homeowners didn’t see decreased costs
BUDGET AND CITY FINANCES
BUDGET AND CITY FINANCES
PROP 9 (1968) AND PROP 13 (1978)
29 PROP 9 (1968) AND PROP 13 (1978)
CURRENT LIBRARY BUILDING
Structural Analysis
• Ongoing building-related issues
– Structural deficiencies & water intrusion
CURRENT LIBRARY BUILDING
• 2021: Preliminary structural assessment completed by
JMDiaz, Inc.
– Visible cracking in beam system noted
• 2023: Myers Houghton and Partners, Inc. (MHP) contracted to perform in-depth structural analysis
– Initial visioning activities
– Conceptual design for second story addition
CURRENT LIBRARY BUILDING
• MHP structural analysis – Findings
– Other than wall anchorage upgrades, seismic strengthening not warranted
– Minor-to-moderate cracking throughout the library’s main roof structure
– Plaza waterproofing membrane may be compromised
– Live load and soil bearing pressure concerns with some girders and pad footings
CURRENT LIBRARY BUILDING
• MHP structural analysis – Recommendations
– Significant retrofitting/repairs needed
– Bidwell Plaza
• passive use okay
• currently not being used for public assembly events of over 500 people with equipment
– Waterproofing consultant should be retained
NEXT 35 - 50 YEARS
Programmatic visioning
• Part of MHP's second phase:
– evaluation of the feasibility of vertical expansion of the building
– working with Library stakeholders to identify the intended use of the expanded space
NEXT 35 - 50 YEARS
Programmatic visioning
• architectural consultant
• seven workshops
• MHP, Library, Board of Library Trustees, GPL Friends
Foundation, City Manager's office, and Public Works
Department
NEXT 35 - 50 YEARS
Programmatic visioning
– Initial inputs
• Library's current strategic framework
• Projected population and per-capita square footage allocation – Expected 45,000 to 52,500 gross square feet
– Currently about 30,000 square feet
• Environmental scan
NEXT 35 - 50 YEARS
Programmatic visioning
– GPL proposed Library building spaces of the future
• Customer-Driven Workspaces
• Public Assembly Spaces
• Library-Mediated Public Workspace
• Fulfillment Center Services
• Small Private / Semi-Private Spaces
• Physical Content Showroom
NEXT 35 - 50 YEARS
Programmatic visioning
– GPL proposed Library building spaces of the future, continued • Leisure Spaces – Relaxation
• Library Services
• Additional Library Services and Capacity Including:
Preservation/Archival storage, Public Access Technologies, Food Service, Event Catering
• Flexible Future Space: Uncharted Possibilities
• Infrastructure
NEXT 35 - 50 YEARS
From: Tour the
Revamped Stanley A. Milner
Library | Edify.
(edifyedmonton.com)
NEXT 35 - 50 YEARS
Edmonton Public
Library_Milner-branch, Alberta
From: Pfeiffer, a Perkins
Eastman Studio. City of
Glendora Library Structural
Analysis - Phase 2
NEXT 35 - 50 YEARS
From: EPL and Innovate
Edmonton Announce
Partnership – Edmonton
Unlimited (Google image
search result)
NEXT 35 - 50 YEARS
From: New chapter for
Edmonton Public Library -
REMI Network
NEXT 35 - 50 YEARS
From: New chapter for
Edmonton Public Library -
REMI Network
NEXT 35 - 50 YEARS
From: Tour the Revamped
Stanley A. Milner Library |
Edify. (edifyedmonton.com)
NEXT 35 - 50 YEARS
Programmatic visioning
– Roast of the current building
• no visibility of the activities happening inside
• entry process dark and non-intuitive
• several areas where the existing environment fails to meet current codes • electrical connectivity in the building is inadequate • temperature control and ventilation pose challenges
• water leaks have been a persistent issue since the library's opening • lighting systems are outdated and require an upgrade • Library staff workplace is small, overcrowded, and lacks natural daylight • clear shortage of storage space
NEXT 35 - 50 YEARS
Programmatic visioning
• "The Deck" Concept
– second story over the existing Plaza deck
– 2-story addition on the Glendora Avenue side
– $20.6M
NEXT 35 - 50 YEARS
49 NEXT 35 - 50 YEARS
Programmatic visioning
• "The Paseo" Concept
– Block A extends the library building towards Glendora Avenue – Block C is situated to the south and occupies a small portion of the existing library building and Police Station parking lot – The Paseo (Block B), is an architectural atrium-like space that captures abundant natural light during the day
– $23.0M*
NEXT 35 - 50 YEARS
52 NEXT 35 - 50 YEARS
• Structural
• Infrastructure improvements
• Remodeling
• Modernization
NEXT 35 - 50 YEARS
Project Type
Estimated Total
Cost Range
Current facility MEP renovation $1.3M - $1.95M
Basic structural repairs of existing building
(gravity load repairs to strength beams and repair cracks) $2.9M - $4.35M Weatherproofing Bidwell Plaza (topping slab & membrane replacement) $900K - $1.35M Combined basic critical maintenance repairs w/no other significant improvements $5.1M – $7.65M Known critical maintenance items & 2nd story expansion, but minimal other modernization or upgrades of existing facility. $16.4M – $24.6M Known critical maintenance items & comprehensive modernization and upgrades of existing facility, but no expansion. $18.6M – $27.9M Known critical maintenance items, comprehensive modernization and upgrades of existing facility, & expansion of 2nd story. $29.9M – $44.9M New Building or Replacement/Reconstruction $35.8M - $71.6M+
POLITICAL & FISCAL ENVIRONMENT
Grant funding
• Building Forward Round Two
– "not selected for funding at this time"
– "wasn’t among the facilities with the highest poverty levels, as determined by the California Poverty Measure"
POLITICAL & FISCAL ENVIRONMENT
Glendora Unified School District – October 23, 2023
POLITICAL & FISCAL ENVIRONMENT
Funding options and watch-list items
• Citizen-initiated
• City-initiated
• Approval requirements
• Other considerations
POLITICAL & FISCAL ENVIRONMENT
• Citizen-initiated funding
– legal precedent for this:
• group of citizens proposing
• special property tax
• by initiative
– majority vote
– would take about a year (signature gathering period is six months) – Watch list: Taxpayer Protection and Government Accountability Act (“Taxpayer Act”)
POLITICAL & FISCAL ENVIRONMENT
• City-initiated funding
– could be at a special or general election
– approval requirements follow
– watch list: ACA 1 (Constitutional Amendment)
POLITICAL & FISCAL ENVIRONMENT
CaliforniaCityFinance.com Source: Adapted from CALFACTS, Legislative Analyst’s Office
POLITICAL & FISCAL ENVIRONMENT
CaliforniaCityFinance.com Source: Adapted from CALFACTS, Legislative Analyst’s Office
POLITICAL & FISCAL ENVIRONMENT
CaliforniaCityFinance.com Source: Adapted from CALFACTS, Legislative Analyst’s Office
POLITICAL & FISCAL ENVIRONMENT
• Other funding
– Joint Powers Authority (JPA) (e.g., with a school district) • unlikely that a library would fit within the definition – Private/public partnership
• Burbank exploring, to supplement State grant funds
– Adding value
• Smaller naming-rights sponsorships/donations for building features
POLITICAL & FISCAL ENVIRONMENT
Potential timelines
• Survey
– ~50 days
• Citizen-proposed
– Recommended if Nov. 2024 election: Notice of Intention by Dec. 22, 2023
• City-proposed
– For Nov. 2024 election: Last day for City Council to call election and transmit resolution is Aug. 9, 2024
RECOMMENDATIONS
That the City Council: 1. Discuss and provide direction to staff as needed regarding:
a. Scope of Council’s recommended project(s) related to Library building;
b. Scope of Council’s recommended associated project(s) at other facilities specified by Council;
c. Production of any related architectural concept drawings as desired;
d. Position on funding options for recommended project(s); e. Public polling data as needed; AND,
2. In support of directed activities, specify any needed parameters authorizing:
a. City Manager, or his designee, to execute Professional Services Agreements; and,
b. Finance Director to appropriate necessary funds.
8/20/2024
BOND FEASIBILITY SURVEY
CONDUCTED FOR THE
CITY OF GLENDORA
PRESENTED BY
TIMOTHY MCLARNEY PH.D.
2 oDetermine if a bond measure is feasible
oIdentify how to create a measure consistent with
community priorities
oGather information needed for communications &
outreach
PURPOSE OF STUDY
3 o How did we select voters to survey?
oStratified & Clustered Random Sample of likely voters (2024) using age, gender, partisanship, household party type, and subgeographies oEnsures balanced, representative sample of likely voters o How did we recruit participation?
oPersonalized email, text, and telephone calls
oPINs to restrict access and ensure one complete per respondent o How were voters able to share their opinions?
oSecure, PIN-protected website that scales to the device oTelephone (land line or mobile)
o What was the sample size?
o600 completed interviews – split sample
oOverall margin of error of ± 4% @ 95% level of confidence
METHODOLOGY OF STUDY
4 QUALITY OF LIFE
5 CHANGES TO IMPROVE CITY
6 OVERALL SATISFACTION
7 INITIAL BALLOT TEST: FACILITIES
In order to:
o Repair, expand, and upgrade aging community facilities including the Glendora Library, Senior Center, Teen
Center, City Hall, and Recreation, Police and Public
Works facilities
o Fix faulty roofs, plumbing, electrical, and ventilation o And improve safety and access for seniors/disabled
residents
Shall the City of Glendora’s measure authorizing $150
million in bonds at legal rates be adopted, levying 48
dollars per 100 thousand dollars assessed value (9
million dollars annually) while bonds are outstanding,
with citizen oversight and all money locally controlled? 8 INITIAL BALLOT TEST: LIBRARY
In order to:
o Repair, modernize, and expand the Glendora Library
with improved spaces for collaboration, community
programs and events, computers/technology learning
center, studying, training, and expanded
book/resource collections to serve residents of all ages o Fix faulty roofs, electrical, ventilation
o And improve access for seniors/disabled
Shall the City of Glendora’s measure authorizing $70
million in bonds at legal rates be adopted, levying 25
dollars per 100 thousand dollars assessed value (4
million dollars annually) while bonds are outstanding,
with citizen oversight and all money locally controlled? 9 INITIAL BALLOT TEST
10 TAX THRESHOLD: FACILITIES
11 TAX THRESHOLD: LIBRARY
12 ANNUAL COST FOR HOMEOWNER:
FACILITIES
13 ANNUAL COST FOR HOMEOWNER:
LIBRARY
14 PROJECTS & IMPROVEMENTS: FACILITIES
15 PROJECTS & IMPROVEMENTS: LIBRARY
16 POSITIVE ARGUMENTS: FACILITIES
17 POSITIVE ARGUMENTS: LIBRARY
18 INTERIM BALLOT TEST
19 NEGATIVE ARGUMENTS: FACILITIES
20 NEGATIVE ARGUMENTS: LIBRARY
21 FINAL BALLOT TEST
22 KEY CONCLUSIONS
Does a bond appear to be feasible under current CA law? No, but if Proposition 5 passes it is a game changer.
Positive Signs
oVoters understand the need to repair/maintain facilities and infrastructure
oPopular projects and improvements
oSolid positive arguments
Challenges
oTwo-thirds threshold under current law
oTax rate sensitivity
oOpposition arguments resonate (-4%)
oElectoral climate: Hyper-partisanship, statewide initiatives, & overlapping measures.
oPotential for AB1416 impacts
CITY CORPORATE YARD
IMPROVEMENT PROJECT
PUBLIC WORKS
GLENDORA CITY COUNCIL
NOVEMBER 12, 2024
VALERIE VELASQUEZ-SANTOYA, INTERIM ASSISTANT PUBLIC WORKS DIRECTOR CITY CORPORATE YARD
1250 Vladimir Street
§ Streets, Facilities, and Fleet Divisions
§ Parks, Trees, and Landscape Division
RFP Released December 2022
§ Facility Assessment
§ Inspect for Structural, Architectural and Electrical Deficiencies § Recommend Retrofit or Demo and New Construction
§ Prepare Concept Drawings, Plans, Cost Estimates
§ New lift for heavy duty trucks
§ Separate housing for antique fire engine
§ Replace pavement for entire yard
§ New Roof, New Windows
FACILITY ASSESSMENT
Three proposals received:
• $279,990 IDS Group Inc.
• $353,310
• $595,439
On Call Agreement in place with IDS Group Inc.
• Scope modified and negotiated with IDS
• May 31, 2023 Notice to Proceed w/ Task Order $142,677 Facility Analysis Completed
• Outdated and obsolete
• Inadequate restroom
• Lack of sufficient office and conference Space
Demo & Build New
1. STREETS DIVISION
2. FLEET DIVISION
3. WORKSHOP AREAS
4. FACILITIES DIVISION
Streets
Division
Paint, Signs,
Tire Storage,
Work Area
Fleet
Division
Facilities
Division
One
Restroom
Office Area
CONCEPTUAL DESIGN
Four New Buildings:
§ One new office building w/
compliant restroom facilities,
break room and meeting
space.
§ Three additional shop
buildings.
BUILDING SUMMARY
Building Existing
Square Feet
Proposed
Square Feet
Occupancy
Building 1
Office
New
Construction
(2 Story)
1,203 +/- 7,500 +/-
Offices for Facility Maintenance,
Streets
Parks, Trees, and Landscape
Building 2
Garage/
Fleet Maintenance
New
Construction 4,346 +/- 5,510 +/-
Office for Fleet Maintenance,
Garage for maintenance and
repair, Carwash Station
Building 3
Sign & Tire Storage
Workshops
New
Construction 1,200 +/- 1,800 +/- Paint/Sign Shop and Tire Storage Building 4
Facility Shops
New
Construction 1,521 +/- 3,500 +/- Workshop space for wood and metal Total: 8,270 +/- 18,310 +/-
§ Refinement of the Schematic Design
§ CEQA Analysis
§ Preparation of Final Architectural, Engineering & Construction Documents § Included in the City’s 5 Year CIP Plan, $1,046,650 budgeted for FY2025 § IDS On Call Agreement - Staff requested a proposal:
NEXT STEPS
Project Budget: $1,046,650
Project Review and Schematic Design Refinement: $71,836 Design Development: $213,551
Construction Documents: $325,168
Agency Review and Approvals: $31,802
Construction Bid Assistance: $11,752
Construction Administration: $71,472
Total Contract Amount: $725,581
Remaining Available Project Budget: $321,069
RECOMMENDATION:
THAT THE CITY COUNCIL:
1. Award an Agreement for Contract Services to IDS Group, Inc., in the not to exceed amount of $725,581; and
2. Authorize the City Manager or his designee to execute the agreement, including any minimal and/or non-substantive changes.
Attachment D
Overview of California Municipal Finance: Property Taxes, Bonds, and Key Propositions
1. Municipal Finance and Property Taxes
Municipal finance in California primarily relies on property taxes, sales taxes, and fees for municipal services. Historically, property taxes have been a vital revenue source for cities, funding essential services including public safety, parks, libraries, and infrastructure.
2. Proposition 13 (1978)
Proposition 13 significantly limited California cities' revenue-raising ability by:
• Capping property taxes at 1% of assessed valuation.
• Limiting annual increases in assessed valuation to 2%, unless a property is sold or substantially improved.
• Requiring a two-thirds voter approval for new local taxes, including bond measures funded by property taxes.
This proposition dramatically constrained local government budgets, shifting reliance to alternative revenue sources.
3. Proposition 46 (1986)
Proposition 46 reaffirmed local governments' ability to issue General Obligation (GO) bonds funded by property tax increases for capital improvements such as parks, public buildings, infrastructure, and emergency services facilities. However, these GO bonds require two-thirds (66.7%) voter approval.
4. Voting Requirements for Facility Bond Measures
Under current law:
• City council-initiated General Obligation bond measures require a two-thirds (66.7%) voter approval.
5. Citizen Initiatives and the 50% Threshold
Recent court decisions, notably City of Upland v. California Cannabis Coalition (2017), clarified by subsequent litigation, established that citizen-sponsored initiatives placed on the ballot by voter petitions only require a simple majority (50% + 1) for approval. This significantly lowers the threshold and provides a strategic advantage for community groups or citizens seeking to fund municipal projects or impose special taxes without the higher barrier of two-thirds voter approval.
6. ACA 5 (2024) and its Failure to Pass
ACA 5, placed on the November 2024 ballot, proposed reducing the voter approval threshold for certain municipal infrastructure bond measures initiated by local governments from two-thirds to Attachment D
Overview of California Municipal Finance: Property Taxes, Bonds, and Key Propositions
55%. The failure of ACA 5 maintained the existing high threshold of two-thirds voter approval, preserving the status quo. Consequently, the dynamic established by Proposition 13 and Proposition 46 remains unchanged, continuing the significant hurdle cities face when seeking voter approval for infrastructure funding.
Summary of Voting Thresholds Post-ACA 5 Failure
Measure Origin Required Approval
City Council-Initiated GO Bonds Two-thirds (66.7%) voter approval Citizen-Initiated Bonds/Special Taxes Simple majority (50% + 1) voter approval Key Implications:
• Proposition 13 and Proposition 46 continue to restrict cities' financial flexibility. • Citizen initiatives remain a powerful tool for circumventing the two-thirds requirement. • The failure of ACA 4 to pass maintains the challenging environment for city-sponsored infrastructure funding, reinforcing the importance of citizen-led initiatives in municipal finance.
County Ballot
Initiative
Frequently Asked
Questions
Initiating and Submitting an Initiative
Initiating an initiative in Los Angeles County involves drafting a proposed law or changes to law and creating
a petition outlining the specifics. Initiative proponents can start the process by submitting to the
Registrar-Recorder/County Clerk (RR/CC) the written
text of the proposed law, a Notice of Intention (NOI) to circulate a petition in the County, along with a request for ballot title and summary (to be prepared by County
Counsel). This would start the initiative process which involves preparation of the ballot title and summary,
publication of the NOI and ballot title and summary,
and filing of the Proof of Publication before the
initiative petition can be circulated in the County for the gathering of signatures. Once the petition is ready for circulation and the circulation period commences,
proponents have 180 days to secure a sufficient number
of signatures on the petition and file the petition with the RR/CC to qualify the initiative measure for the
ballot. The petition must meet the legal requirements
set by the California Elections Code and California Code of Regulations.
How do I start an initiative in Los
Angeles County?
The key steps to submitting an initiative petition
include: (1) Proponents' filing of an NOI with the
written text of the proposed law and request for ballot title and summary with the RR/CC; (2) The preparation
of the ballot title and summary by County Counsel
following RR/CC's review and acceptance for filing of
the documents submitted by proponents; (3)
Publication of NOI and ballot title and summary by
proponents; (4) Filing of Proof of Publication by
proponents; and (5) If requested by proponents,
review and finalizing of the petition format between
RR/CC and proponents. Once the petition is deemed
ready for circulation and all the legal requirements are met, the proponents have 180 days to circulate the
petition for signatures by the registered voters in the County and file the petition with the RR/CC.
If the number of signatures on the petition submitted
to the RR/CCC equals or exceeds the minimum
number of signatures required, RR/CC will examine
and verify the signatures on the petition within 30
business days. The minimum number of signatures
required to qualify a County initiative measure for the ballot is a number equal to not less than 10% of all
votes cast in the County for all candidates for Governor at the last gubernatorial election preceding the
publication of the NOI.
What are the steps to submitting an
initiative petition?
An initiative petition should have a clear, concise, and legally compliant statement of the proposed law. It
requires the inclusion of a ballot title and a summary
prepared by County Counsel and the precise text of the
proposed initiative measure.
What are the key elements needed
in an initiative petition?
Circulation of Petitions
Pursuant to the California Elections Code, the process of circulating petitions to gather signatures is open to persons who are 18 years of age or older. Typically, any registered voter can participate in the circulation of a petition.
Who can circulate petitions for
signatures?
No, each voter is allowed to sign the initiative petition only once.
Petition Signature Verification
Qualification
The RR/CC verifies each signature submitted on the petition against the voter's signature(s) and other information in the voter's registration records. This process involves checking the eligibility and registration status of each signer.
How are petition signatures
verified?
An initiative petition must contain a certain number of valid signatures to qualify the initiative measure for the ballot. If the initiative petition falls short of the required number, it cannot qualify for the ballot.
What happens if the required
number of signatures is not met?
Signatures can be invalidated for various reasons,
including, but not limited to, being ineligible, not
registered to vote in the relevant district, the residence address on the petition differs from the voter’s registration record, or the signature on the petition does not match the signature(s) on the voter’s registration record.
What factors might cause a
signature to be invalid?
Any invalidated signatures during the verification
process are not counted toward the required number of
valid signatures. If too many signatures are invalidated, the initiative might fail to qualify.
What happens if a signature is
found to be invalid during the
verification process?
The number of signatures required
to qualify a County initiative
measure for the ballot is the
number not less than 10% of all
votes cast in the County for all
candidates for Governor at the last
gubernatorial election preceding
the publication of the NOI. Note
that the minimum signature
threshold varies depending on the
type of initiative at issue (e.g., state
initiative, district initiative), and
different statutory requirements
How many signatures
are needed for an
initiative to qualify?
What determines if
an initiative qualifies?
An initiative qualifies for the ballot
when the initiative petition
successfully garners the required
number of valid signatures within
the statutorily prescribed period.
Additionally, the proposed
initiative must conform to all legal
prerequisites and criteria to be
eligible for the ballot.
Can an initiative be
withdrawn after
submission?
Yes, an initiative proponent can
withdraw an initiative at any
time before the 88th day before
the election.
Every sheet of the petition requires a declaration by the circulator affirming that the signatures were collected while the circulator was present.
What are the requirements for
gathering signatures?
Yes, initiative petitions have a specific timeframe within which signatures must be gathered. Once the petition is deemed ready for circulation and all the legal requirements are met, the proponents have 180 days to circulate the
petition for signatures by the registered voters in the County and file the petition with the RR/CC. It is essential to ensure that all signatures are collected and filed with the RR/CC at one time within the designated period.
Is there a deadline for gathering
signatures?
Can someone sign the petition
more than once?
apply. Depending on the type of
initiative, the number of required
signatures can be based on the
percentage of voters who voted in
an election or the percentage of
voters in the jurisdiction affected
by the proposed initiative.
CITY FACILITIES UPDATE
CITY COUNCIL
MARCH 11, 2025
ADAM RAYMOND, CITY MANAGER
Current Strategic Plan and Draft 2025-2027 Strategic Plan • Requires significant resources to be directed to public infrastructure • $50 million in completed projects over the past 5-years o Miles of streets, sidewalks, and water infrastructure replaced o Upgrades to Parks (e.g. Louie Pompei, playgrounds) and facilities (e.g.
Council chambers)
Documenting City Facility and Infrastructure Needs (Summary Listing) • January 2023 - Contract to Myers Houghton and Partners, Inc. (MHP) o In-depth structural analysis/evaluation and initial visioning activities • September 2023 – Comprehensive water system evaluation o $350 million in projects needed over the next 30 years o $30 million programmed for completion in next five years
BACKGROUND
Documenting City Facility and Infrastructure Needs (Con’t) • January 2024 - Discussion on the MHP Library assessment/visioning analysis and funding options
o Staff directed to complete an overall condition analysis of major City facilities and survey the community for public input on a possible revenue measure • January 2024 - the City Council approved a Joint Use Agreement MOU with Glendora Unified School District (GUSD)
o Outlines a partnership methodology for joint capital upgrades (e.g. GUSD High School Aquatics Center) • August 2024 - Results of a community survey on a possibility citywide and/or Library specific revenue measure
o Initial support for a citywide facility measure (53%) as opposed to Library specific bond measure (45%) o Two highest quality of life improvements in the City are improving infrastructure/roads (17.8%) and addressing homelessness (17.2%)
BACKGROUND
Documenting City Facility and Infrastructure Needs (Con’t) • November 2024 - ACA 5 ballot measure failed (55% no)
o Would have lowered the threshold for issuing facility bonds for cities from
66.7% (2/3) to 55% (same as schools)
• November 2024 – Agreement with IDS Group, Inc. for Architectural, Engineering and Consultant Services for the City Corporate Yard Improvement Project
o Increase the usable space by 10,000 sqft; project not funded • February 2025 - FY 2024-25 Mid-Year Budget Update
o $50 million in current facility needs (e.g. new roofs, bathrooms, HVAC, etc.) o $250+ million needed to significantly improve the City’s facilities to modern standards and address current operational needs
BACKGROUND
Current Financial Overview
• Funding for needed investment in upgraded and new facilities does not exist. o Rapid growth planned 50 years ago slowed
o Lack of development impact fees to replace existing facilities o Major changes to property tax based revenue measures begain with Prop 13 in 1978
• February 2025 - FY 2024-25 Mid-Year Budget Update
o City’s overall financial position remains stable thanks to Measure E/Z o Decreasing sales tax revenues ($1.35 million)
o Increasing insurance costs ($1-1.5 million)
o Unknown impacts of Federal spending reductions (e.g. police radios)
FACILITY FUNDING
Current Financial Overview
• Funding for needed investment in upgraded and new facilities does not exist. o Rapid growth planned 50 years ago slowed
o Lack of development impact fees to replace existing facilities o Major changes to property tax based revenue measures begain with Prop 13 in 1978
• February 2025 - FY 2024-25 Mid-Year Budget Update
o City’s overall financial position remains stable thanks to Measure E/Z o Decreasing sales tax revenues ($1.35 million)
o Increasing insurance costs ($1-1.5 million)
o Unknown impacts of Federal spending reductions (e.g. police radios) o New administration is pushing to eliminate tax-exempt bonds, increasing costs of issuing debt and thereby limiting project scope
FACILITY FUNDING
Revenue Measures
• Proposition 13 (1978) and Proposition 46 (1986) continue to restrict cities' financial flexibility
o City Council initiated revenue measure for general obligation bonds (e.g. facility bond measure) requires two-thirds (66.7%) voter approval • Citizen-led initiatives are a viable mechanism to avoid the two-thirds voting threshold o Community survey on citywide facility bonds shows an initial success at this required threshold (53%)
• The failure of ACA 5 to pass maintains the challenging environment for city- sponsored infrastructure funding o Would have allowed for a city-initiated revenue measure to require 55%, similar to school bond requirements
REVENUE MEASURE
Citizen Initiative Process
• Outlined in the California Elections Code in sections 9200-9226 and 9600- 9610
• Petitions must be submitted a minimum of 134 days before the election o Processing of the initiative petitions must occur no later than the 88th day before the election
• To qualify for placement on the ballot, 10% of the registered voters in the City must be gathered
o Approximately 35,000 registered voters in the City of Glendora
REVENUE MEASURE
RECOMMENDATIONS
That the City Council:
1. Receive a report on capital needs of
City facilities and options to fund
those needs; and
2. Provide direction to staff, as
necessary.
STAFF REPORT
TO: Mayor and Council Members DATE: June 24, 2025
FROM: City Manager DISTRICT(S): Citywide
SUBJECT: City Facility Capital Needs Update, Funding Options, and Election Timelines
RECOMMENDATION
That the City Council:
1. Receive a report on capital needs of City facilities, options to fund those needs, and election timelines; and
2. Provide direction to staff, as necessary.
STRATEGIC FOCUS AREAS
New + Revitalized Facilities
Outcome 1: New or revitalized Civic Center
Action 3.1 Funding Methodology
Action 3.3 Space Planning
Action 3.4 New/Remodel
EXECUTIVE SUMMARY
Over the past five years, the City has completed more than $50 million in capital projects; over the next five year, the City is planning for even greater investment. These projects have included significant investments in parks, streets, and water infrastructure. Despite these generational investments, significant needs exist to bring existing City facilities, including the Library, Police Station, Teen Center, Senior Center, City Hall, Transportation Center, and Public Works Maintenance Yard to modern standards.
Deferred maintenance on City facilities is currently estimated at approximately $50 million, with an investment of more than $250 million needed to bring facilities to levels that would provide for modern workspaces and greater accessibility to the public.
Past surveys on these issues signal general support for a comprehensive, citywide facility bond. The initial support level for a potential facility bond (53%) is lower than the two-thirds (66.6%) vote threshold required should the City wish to pursue this measure on its own. Should the measure be undertaken through a citizen-led effort, the vote threshold for the facility bond would be a simple majority (50%+1).
In March 2025, the City Council received an update on the status of City facilities and funding options. To provide greater context for this important community conversation, the report includes an expanded look at the infrastructure of Glendora and cities in California from an historical perspective. The report also provides for greater insight into property tax measures, and the timeline for possible ballot measures.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
Over the past three years, many public meetings and discussions have been held on facility needs by the City Council, Board of Library Trustees, Community Services Commission, and Planning Commission. The items noted in this section are highlights of the continued community dialogue on city facility needs.
On January 10, 2023, the City Council awarded a contract to Myers Houghton and Partners, Inc. (MHP) to perform in-depth structural analysis and evaluation of the Library’s suitability for major renovations and initial visioning activities.
On September 12, 2023, the City Council received an update on the results of comprehensive water system assessment, including information on future water rates. The water assessment identified more than $350 million in projects needed over the next 30 years, with $30 million being programmed for completion over the first five years.
On January 9, 2024, the City Council held a discussion on a the MHP Library assessment/visioning analysis and discussed funding options. Following discussion, the City Council directed staff to complete an overall condition analysis of major City facilities and undertake a community survey soliciting public input on a possible revenue measure.
On January 30, 2024, the City Council approved a Master Joint Use Agreement with the Glendora Unified School District (GUSD). While the agreement largely stipulates use of existing facilities and services provided by the City, the agreement does provide for better maintenance of GUSD Facilities and outlines a partnership methodology for joint capital upgrades (e.g. GUSD High School Aquatics Center).
On August 27, 2024 (Attachment B), the City Council was provided the results of a community survey on a potential citywide and/or Library specific revenue measure. The survey, completed by True North Research, documented initial support for a citywide facility measure (53%) as opposed to Library specific bond measure (45%). Additionally, the survey highlighted the two highest quality of life improvements in the City as improving infrastructure/roads (17.8%) and addressing homelessness (17.2%).
On November 5, 2024, the Statewide ballot measure – ACA 5 – ballot failed (55% no). The State measure would have lowered the threshold for issuing facility bonds for cities and related local agencies, from 66.6% (2/3) to 55% (same as schools).
On November 12, 2024 (Attachment C), the City Council approved an agreement with IDS Group, Inc. for Architectural, Engineering and Consultant Services for the City Corporate Yard Improvement Project in an amount not to exceed $725,581.
The City will need to identify an estimated $13-15 million for the construction portion of the project, which will rehabilitate existing space and add a new building to increase the usable space by 10,000 square feet.
On February 25, 2025, the City Council received the FY 2024-25 Mid-Year Budget Update that documented approximately $50 million in current facility needs (e.g. new roofs, HVAC, etc.) that would largely keep City facilities as is. In order to significantly improve the City’s facilities to modern standards and better meet current and future operational needs, the estimated costs would total more than $250 million.
On March 11, 2025, the City Council received a report on the City’s facility capital needs and funding options. After discussion, staff was directed to return to City Council with a more in-depth look at the City’s historical infrastructure challenges and provide more information on revenue measures, including the timing and options.
DISCUSSION
INFRASTRUCTURE CHALLENGES IN CALIFORNIA CITIES
California’s cities are grappling with aging infrastructure and funding shortfalls rooted in decades-old development patterns and fiscal policies; Glendora has not escaped these challenges. In July 2002, the City of Glendora was featured in an LA Times articled, with the heading, “Upscale Suburb Warned Its Beauty is Only Skin Deep” (Attachment A). The Article begins, “It’s a fairly well-do-do suburb with multi-million-dollar mansions in the foothills and a bustling commercial center, but Glendora’s infrastructure is crumbling, and the city cannot afford repairs.” Below is an in-depth analysis of the key factors affecting Glendora, and other cities in California and throughout the nation:
Post-WWII Sprawl and the Infrastructure Legacy
After World War II, rapid suburbanization led to expansive urban sprawl across California. Cities and suburbs built vast networks of roads, highways, water lines, and sewer systems in the 1950s to 1970s, often with federal aid (e.g. the Interstate Highway Act of 1956). While this facilitated growth, it also sowed the seeds of future maintenance burdens. Many postwar suburbs pursued short-term gains while deferring long-term upkeep. The suburban growth patterns encouraged cities to chase growth and discount future liabilities, leading to deferred maintenance.
Sprawling development patterns resulted in more infrastructure per capita (e.g. roads, water lines, sidewalks, etc.) – which is costly to maintain – and many of those assets were built around the same time and are now aging out simultaneously. These assets, generally speaking, do not generate ongoing revenues to pay for their maintenance and upkeep in a sustainable manner.
City of Glendora – Zoning
The City of Glendora is largely a suburban community, and grew quickly from 1960 to 2000, more than doubling in population during that time.
Currently, the vast majority of Glendora is comprised of single-family neighborhoods, with a few commercial corridors. The following chart contains information from the City’s 2006 General Plan. Overall, the totality of land use percentages are generally accurate. Major changes since 2006 include the Arrow Highway Specific Plan that added additional housing. The main items in the “Other” category includes the Route 66 Specific Plan (287 acres), Civic/Institutional (347 acres), Utility/Flood Control (267 acres), and Street/Freeways (1,382 acres). Even with the seemingly limited commercial space, the City has several shopping centers in need of significant improvements, including Foothill Blvd./Glendora Ave, Grand Ave/Baseline Ave, and Route 66/Elwood Ave.
Glendora’s residential housing make-up is the definition of a suburban community; more than 90% of all housing is comprised of single-family residential.
Glendora, like many suburban communities is experiencing a shift in land zoning practices, driven by evolving consumer spending patterns and acute housing shortages. As traditional retail centers face declining foot traffic due to the rise of online shopping, zoning policies are increasingly adapting to permit mixed-use developments, with a goal of transforming underutilized commercial spaces into vibrant hubs combining residential units with retail, dining, and recreation.
Simultaneously, municipalities, in accordance with State laws, are revisiting restrictive zoning codes to encourage densification of housing solutions, such as townhomes, apartments, and accessory dwelling units, thereby addressing affordability issues and meeting growing housing demands within existing suburban footprints.
The City of Glendora is tackling the zoning issue head on; recent projects include an approved Housing Element, which cut red tape for housing production and allowed for more flexible mixed-use projects. While significant work remains, the City is currently in the final stages of a Station Area Vision Plan, Objective Design Standards, and a comprehensive General Plan Update, which are included in the 2025-2027 Strategic Plan. The goals of these major land development issues can be summarized as preserving and enhancing our quality of life by encouraging key investment in specific areas through vetted development standards, that will give Glendorans more dining/shopping opportunities, preserve open space, and take advantage of the A-Line investment.
City of Glendora Population
1911 (700) – City of Glendora is incorporated
1950 (3,988)
1960 (20,752)
1970 (31,380) – In the late 1960’s the City publishes its General Plan for year 1990 and anticipates a population of 80,000 and student enrollment growing from approximately 9,000 students to 25,000 students. 1980 (38,500)
2000 (49,502)
Present (51,209) – This is a reduction from a peak of 52,506 in 2020.
Slowing Growth, Underinvestment, and Fiscalization of Land Use California’s explosive mid-20th-century growth has long since cooled. Many cities are no longer rapidly expanding, which paradoxically contributes to underinvestment. Large leaps of development were followed by periods of stasis, meaning infrastructure networks aged without incremental upgrades. With fewer new projects, political attention and funding often shifted away from infrastructure, leading to maintenance deferrals and a growing backlog.
Fiscalization of land use in California cities refers to the municipal tendency to prioritize revenue-generating land uses over residential housing. This prioritization largely stems from fiscal pressures created by Proposition 13, passed and implemented in 1978, which significantly reduced property tax revenues. As cities strive to balance budgets, they have increasingly favored commercial development that contributes substantial sales tax revenues. For an in-depth look at this topic and how it impacted Glendora, please see Attachment B.
Aging Mid-Century Infrastructure (Everything at Once)
Much of America’s infrastructure was built in the mid-20th century and is now decades old. Roads, bridges, pipelines, and transit systems from the 1950s to1970s have reached or exceeded their design lifespans. Deferred maintenance means that roads have crumbled, bridges rusted, and water/sewer systems grown prone to failure. The need for repair is urgent and simultaneous across asset types.
The City’s water system is a perfect example of aging infrastructure that suffers from deferred maintenance. As part of the recent rate study, it was determined that the City will need to invest $350 million dollars in capital improvements over the next thirty years to maintain the water infrastructure. The City has dedicated $30 million in capital improvements over the next five years to address urgent issues such as pipeline replacement, reservoir upgrades and replacements and pump and well maintenance. See Attachment C for the Month Year Water Infrastructure Presentation.
This type of deferred maintenance also exists at many of the City’s facilities. As the facilities continue to age, the need for maintenance increases exponentially. This is especially true when discussing facility systems such as roofing, HVAC, plumbing, structural support, and electrical. Practical examples of this type of capital maintenance are represented with current projects, such as the need for a new roof at City Hall. Further, the La Fetra Senior Center has a set of stairs that have been condemned and are no longer usable due to structural failures. During a recent structural analysis of the library, it was determined that the main support beams, columns, and footing systems were either undersized or are failing. The original engineering of the support beams did not take into account the tortional load that the beams would need to carry. The torsional effects on the beams have started to produce visible cracking in some sections. For a more comprehensive overview of the Library Building, see Attachment D.
Managing these types of capital maintenance requires a detailed audit of the existing conditions and future planning for all city facilities. To accomplish this, the City engaged a consultant that specializes in providing building assessments and developing budgetary estimates for ongoing maintenance. Over the next 20 years the City will need to spend an estimated $48,871,500 in routine and capital maintenance just to keep the facilities in their current condition. For a more detailed analysis of the costs needed for routine capital maintenance, see Attachment E.
State and Federal Funding: Not Enough for Local Needs
Cities often look to state and federal sources for infrastructure funding, but these are insufficient and inconsistent. State and local governments typically spend 7–9 times more on infrastructure than the federal government. Federal contributions cover only a fraction of local needs. Even the 2021 federal infrastructure law, which provides $45.5 billion to California over five years, is a drop in the bucket compared to decades of deferred maintenance. Further, Federal infrastructure spending has declined in real terms for decades, falling from 1% of GDP in the 1980s to about 0.5% by recent years. Since the Federal contributions are not enough to cover the infrastructure maintenance, States and local jurisdictions have had to develop methods for funding infrastructure maintenance.
Traditionally, development impact fees were collected as new development was approved. The fees were used to build a reserve to assist with the future capital maintenance of infrastructure. Another method of funding on-going and capital maintenance would be to establish a community facilities district, which would impose a per property assessment collected through property taxes. Specifically related to water, are capacity charges for any new development. The capacity charge is based on the quantity of water a new development will consume. The purpose of the capacity charge is to build a reserve offset future capital improvements that will be required for the production and distribution of water. Unfortunately, in the case of Glendora, the development impact fees either do not exist or are too low to keep up with the required maintenance.
Additionally, the City has never implemented CFD’s or capacity charges. The lack of funding tools makes it virtually impossible, for the City to invest the necessary capital in long-term infrastructure maintenance and improvements. Even if the City were to significantly decrease services to the community (e.g. recreation, public safety, etc.), the needs would still exceed available resources by a wide margin.
Proposition 13 and Local Funding Constraints
A unique challenge in California is Proposition 13 (1978), a property tax limitation that dramatically constrained city revenues.
It capped property tax rates at 1% and limited annual assessed value growth to 2%. This significantly reduced revenue growth and caused cities and counties to rely on development fees, special assessments, and sales tax – which are either insufficient or unreliable for long-term infrastructure investment.
Proposition 13 also imposed a two-thirds voter approval requirement for local taxes earmarked for specific purposes, making it difficult for cities to raise funds for infrastructure projects (e.g. school district bonds are 55%).
City of Glendora Examples
The vast majority of the City’s facilities were built pre-Prop 13, including City Hall, Library, Police Station, and the majority of the recreation facilities.
The Police Station was built with the assistance of a “Public Safety Bond Proposition” approved by the voters on June 8, 1965 (86% yes / 14% No) – total of 2,872 votes. The measure authorized the City to issue $790,000 in bonds. Total project cost was approximately $1 million.
In 1955, a “Library Bond Proposition” in the amount of $185,000 failed (32% yes / 68% no) – total of 1,320 votes. In February 1969, the City Council called for a general obligation bond measure in the amount of $785,000 for a new Library. In September 1965, citing bond market uncertainty and possible tax law litigation (2/3rds vs 50+1), the City Council canceled the election. In late 1969, the City Council authorized a new library bond to be pursued in an effort to build a 28,000 sqft Library at a total cost of $1.1 million – previous designs were 33,000 sqft. A petition that attempted to mandate the City to call an election gathered 1,136 signatures, falling 240 short of the required amount. $950,000 in general obligation bonds were issued in November 1970, through a Joint Powers Authority created by the City and Glendora Unified School District. The City was able to use property tax revenues to pay back the debt after the County took over the fire department and increased property taxes in Glendora to pay for those services. The City’s property tax rate did not reduce proportionally with transfer of the fire department to the County, which allowed the excess capacity to pay for the debt services on the new library.
Glendora’s Recent Push for Generational Investment – Still Not Enough Despite the challenge of funding capital improvements, the City has prioritized investments in critical areas and systems. In 2019, the residents of Glendora passed Measure E, a local sales tax. The funds have assisted the City in enhancing the completion of critical capital projects. The City has also been very aggressive in pursuing grant funds to help facilitate these projects. Through these efforts the city has been able to secure $62 million in grant funding for projects such as the Finkbiner Stormwater Capture project, the People Movement Project, significant traffic signal improvements and many others. These efforts have allowed the City to invest nearly $50 million in capital projects since 2020 (listed below). Over the next five years the city has programed seventy-six capital improvement projects, pending the ability to secure funding, representing an investment of over $108 million dollars.
2020
Zara and Sellers Watermain Replacement Project
CDBG Grind & Overlay
Dike St. Et. Al Water and Street Improvements
Chamber of Commerce Roof Replacement
Hook Canyon Booster Pump Station
2021
Citywide Pavement Management Plan
Downtown Village Parking Lot Rehabilitation Project
Dawson Avenue Watermain Replacement
Donington Avenue Water and Street Replacement
CDBG Grind & Overlay
2022
ADA Curb Ramps and Sidewalk Replacement
Cullen Avenue Water and Street Project
Citywide Slurry Seal
Storm Drain Inlet Insert
Antique Streetlight Improvement Project Phase One
2023
Gladstone Reservoir Demolition and Parking Lot
St. Vladimir, Cossacks Water and Street Improvements
Police Department – Security Door Replacement
Citywide Slurry Seal
Bender-Carter Water and Street Improvements
Finkbiner Park Improvements – Phase 1
Library Boiler Replacement
Library Structural Analysis
Louie Pompei Park Turf Replacement
2024
Facility Condition Assessment
Citywide Security Assessment
Finkbiner Park Improvements – Phase 2
Mauna Loa Water and Street Improvements
Bennett Water and Street Improvements
Amelia Street Improvements
County Club Water and Street Improvements
Cumberland- Palomar Water and Street Improvements
Finkbiner Park Stormwater Retention Project Design
North Glendora Reservoir Replacement Design
Street Yard Improvement Design
HSIP Traffic Signal Improvements
2025
ADA Evaluation and Transition Plan
Pavement Management Plan Update
Police Department Lobby Improvements
Crowther Teen Center Roof Replacement
Legion Center Restroom Remodel
La Fetra Center Roof Repairs
Skate Park Resurface
Gladstone Shade Structure & Picnic Site Installation
Lone Hill Ave Street Rehabilitation
Glendora Ave Water and Street Improvement Design
Colorado Ave Water and Street Improvement Design
Cypress Water and Street Improvement Design
People Movement Project (PMP) / First Last Mile Design
2026
La Fetra Reconstruction of Stairs
Scout Hut Improvements
Gladstone Pickleball Courts
South Hills Bike Park
San Dimas Wash Urban Trail
Finkbiner Park Stormwater Retention Project
Colorado Ave Water and Street Improvement Project
Cypress Water and Street Improvement Project
Verdugo Water and Street Improvement Project
North Glendora Reservoir Replacement
Sierra Madre and Goddard Reservoirs Improvements
Street Name, Gateway, and Wayfinding Program
CDBG Curb Improvement Project
Annual Slurry, Grind & Overlay Project
2027
PMP / First Last Mile, Glendora Ave & Foothill Blvd Improvements Antique Street Lights refurbished and installed on Glendora Ave Fushia Water and Street Improvement Project
Upper Gordon Reservoir Improvements
Annual Slurry, Grind & Overlay Project
2028
Youth Center ADA Bath Remodel
Glendora Ave. Water and Street Improvement Project
Foothill Blvd Water and Street Improvement Project
Milton Water and Street Improvement Project
Hidden Springs Reservoir Improvements
South Hills West Reservoir Improvements
Annual Slurry, Grind & Overlay Project
2029
Live Oak Water and Street Improvement Project
Annual Slurry, Grind & Overlay Project
Construction Costs vs. General Inflation (1950–2025)
The cost of building and repairing infrastructure has risen faster than general inflation. Construction cost indices (such as ENR’s) have increased about 22–25x since 1950, while general CPI has risen around 12x. This divergence means that a dollar goes much less far in construction today.
Modern projects also incur higher costs due to environmental and safety regulations, design standards, and rising material and labor expenses. Even maintaining existing assets is costly – repaving roads or replacing water mains now costs much more than in previous generations, with significant increases over the past five years.
City of Glendora Project Cost Impacts
Staff reviewed completed City street and water infrastructure projects from the past decade and beyond to illustrate how significantly project costs have increased over time.
Slurry Seal Projects
Over the past three years, the cost of slurry seal projects has averaged approximately $3.30 per square yard. This pricing encompasses not only the slurry seal application but also includes additional services such as weed control, crack filling, and the restoration of pavement striping.
Twelve different slurry seal projects from January 2008 to February 2025 were analyzed to study the trend of the project costs. It is noteworthy that this cost represents a significant increase compared to historical rates. Before mid-2019, the cost of slurry seal projects consistently remained below $2.00 per square yard for over a decade. The rise in costs since mid-2019 reflects a broader trend of increasing construction and material expenses.
Grind and Overlay Projects
Cities typically conduct pavement rehabilitation projects using a 2-inch or 2-1/2-inch grind, along with localized dugouts. In the past three years, the City of Glendora has completed several major street projects using the 2-1/2-inch grind and overlay method. These projects involved extensive concrete improvements and water main replacement projects.
Over the past two years, the average cost for a 2-1/2-inch grind and overlay project has been approximately $5.00 per square foot. This cost includes not only pavement rehabilitation but also the removal and replacement of damaged sidewalks, curb ramps, and cross gutters, as well as the restoration of pavement striping. For comparison, a similar 2-1/2-inch pavement project completed in 2010 had a grinding cost of $2.10 per square foot. This represents a cost increase of over 100%.
A similar comparison was conducted for the recent 2-inch grind and overlay project against those completed in the past decade. From 2007 to 2016, the City had carried out either a 2-inch grind and overlay or street reconstruction projects. For this analysis, 25 projects from 2008 to 2025 are considered.
The findings reveal a 100% increase in project costs since 2019. The rise in costs since mid-2019 reflects a broader trend of increasing construction and material expenses, as observed before. The abrupt increase in project costs from 2011 to 2016 is due to the addition of deep (6-inch to 9-inch) pavement dugouts.
Data is available for 3-inch grind and overlay from 2011 to 2021 for this comparison. The project carried in June 2021 had a unit cost of $2.77 per square foot. Considering the trend of increasing costs for other grind and overlay projects, today's construction cost is estimated to be around $6.50 per square foot.
Watermain Replacement Projects
In the City’s water distribution system, the water main size varies from 4-inch to 20-inch. For the new water main installation, a minimum size of 8-inch water main is considered. Water mains larger than 8-inch are either replaced with the same size or may be increased as recommended in the latest Water Master Plan.
For this comparison, 19 projects installing 8-inch water mains are considered from 2008 to 2022. It has been observed that the construction cost remained stable from 2014 to 2020. For the recent water main replacement projects, it was decided to package the water main replacement and street rehabilitation projects together to achieve better construction cost efficiency, cause less impacts to the community and increase the longevity of streets by not digging and patching a recently paved street for a water project.
Over the past three years, the cost of the watermain replacement project has averaged approximately $265 per linear foot for 8-inch water pipe. This pricing encompasses not only the water main but also includes installation of fire hydrants, tie-in connections, new service laterals, and the restoration of concrete and landscaping as needed. Street resurfacing projects were carried out after the completion of the water main replacement, resulting in cost savings for the water projects. While this price per linear foot marks a significant increase from 2013 to 2020, it is estimated that if these projects were awarded as water main replacement only, the cost per linear foot could be between $310 to $ 325.
As noted, the $265 per linear foot cost represents a significant increase compared to historical rates. Prior to 2020, when the unit cost of water main projects consistently remained around $200 per linear foot for over seven years. The recent rise in costs reflects a broader trend driven by decreased material availability and rising construction and labor expenses. The data clearly shows that capital maintenance project continue to increase in cost at an exponential rate forcing cities to make difficult decisions about how and where to apply the limited resources that are dedicated to infrastructure maintenance.
As noted previously, the City has spent several years documenting and analyzing the facility and infrastructure needs of the community. Despite significant capital investment over the past five years, total deferred maintenance on City facilities is anticipated to cost approximately $50 million, with an investment of more than $250 million needed to bring facilities to levels that would provide for modern workspaces and greater accessibility to the public. The City is currently working with the DLR Group to build upon the work previously conducted on various assessments of the city facilities, including the Library. The final product will an overview of the civic center changes needed, and how those improvements benefit the community through their access to the government and added amenities for their enjoyment. In addition to design renderings, the final product will include estimated costs for the work. Staff anticipates providing this information to the Library Board, Planning Commission, and City Council in early Fall 2025.
California’s cities face a perfect storm of infrastructure challenges: aging systems, funding constraints, restrictive policies, and rising costs. Addressing these issues will require significant investment, policy reforms, and more sustainable growth strategies. Glendora, through the investment of the community via Measures E/Z, successful grant and federal funding campaigns, and strategic use of combined street and water projects, have been able to make generational investments in the community. Unfortunately, these efforts are not enough. Without action, infrastructure decay will continue to affect safety, equity, and economic vitality across the state. It should be noted, these issues are faced nationally, especially in those areas that saw significant growth post World War II.
REVENUES MEASURES TO PAY FOR INFRASTRUCTURE
Attachment F to this report provides a summary of property tax changes, dating from Proposition 13 in 1978 to the failure of ACA 5 in November 2024 and possible future changes under a proposal from the Howard Jarvis Taxpayers Association (HJTA). In summary:
Proposition 13 (1978) and Proposition 46 (1986) restrict cities' financial flexibility.
Citizen-led initiatives are a viable financing mechanism which require a lower voting threshold than city sponsored tax or bond measures.
With the failure of ACA 5 to pass, the challenging environment for city-sponsored infrastructure funding will remain.
The HTJA submitted two ballot measures to the California Attorney General’s Office, which is the first step to prepare a petition to circulate for signatures, in order to place them on the ballot in 2026. Both measures are titled the Save Proposition 13 Act of 2026. Generally, both require 2/3rds vote on all special taxes and eliminate court decisions that have impacted Proposition 13. The only difference between the two measures, is that one provides for retroactivity of every tax measure that does not meet the new rule, the other tax measure does not have this provision.
Measure Origin Required Approval
City Council-Initiated GO Bonds / Parcel Tax Two-thirds (66.7%) voter approval Citizen-Initiated Bonds/Special Taxes / Parcel Tax Simple majority (50% + 1) voter approval The August 2024 community survey (Attachment G) on a possible citywide and/or Library specific revenue measure documented initial support for a citywide facility measure (53%) as opposed to Library specific bond measure (45%). It is unlikely that the City would be able to garner enough support for a City Council initiated facility bond measure; however, should the measure be undertaken through a citizen-led effort, there is an improved likelihood of its passage.
As part of the discussion on March 11, 2025, the City Council asked staff to provide more information on GO Bond Measures and Parcel Tax measures. With the assistance of the City Attorney’s Office, two sample ordinances, Attachments H (GO Bond) and I (Parcel Tax), are included. If the City Council chose to move forward with either option, these sample ordinances would be updated to include specifics on amounts charged, methodology for amounts charged, who is charged, allowable uses of funding, and creation of an oversight body.
Below is a summary of the typical differences between a General Obligation (GO) Bond and Parcel Tax ballot measure:
Feature GO Bond Tax Measure Parcel Tax Measure
Purpose / Use of Funds
Capital improvements only (e.g.,
buildings, roads, parks)
Capital projects (e.g. buildings, roads, parks)
and operating expenses (e.g., maintenance)
Funding Mechanism Bonds issued and repaid over time Tax revenue collected directly from parcels Tax Type
Ad valorem tax based on assessed
property value, square footage, parcel
type, etc.
Typically, a flat rate or tiered formula per
parcel.
Who Pays Property owners based on tax type
All parcel owners, regardless of value,
Exceptions to the tax can include those that
meet certain income requirements, etc.
Voter Approval Threshold
2/3 majority for cities (55% for school
bonds under Prop 39).
Possibility of (50%+1) on a citizen
initiative.
2/3 majority under Prop 13 for City Council
approved ballot measure
50%+1 for citizen initiative.
Flexibility of Use
Restricted to voter-approved
infrastructure projects.
Flexible: Can fund capital projects, programs,
maintenance, services, and debt.
Debt Involvement
Yes – city takes on debt and repays it
over time.
Proceeds may be pledged to a lease financing
or an installment sale financing, associated
with a revenue bond or a certificate of
participation.
Duration / Term Typically, 15–40 years
Can be temporary (e.g., 10 to 40 years) or
ongoing
Security / Backing
Backed by ad valorem tax levied every
year; legally obligated to repay
Optional; funds collected annually
PROCESS TO ADD A PARCEL/GO BOND ON A BALLOT FOR CONSIDERATION OF THE VOTERS The process for a citizen initiative petition is outlined in the California Elections Code is outlined in Sections 9200-9226 and 9600-9610: http://leginfo.legislature.ca.gov/faces/home.xhtml It is suggested that petitions be submitted a minimum of 144 days before the election to provide for the processing required by State law, it is estimated that a voter initiated initiative process can take between 12 to 18 months. All requisite processing of the initiative petitions must occur no later than the 88th day before the election to appear on the ballot. This includes verification of signatures, City Council action, and additional publication requirements, among other items.
To qualify for placement on the ballot, 10% of the registered voters of the city (according to the last report of registration by the county elections official) must be gathered. As of the February 2025 Voter Registration Report, there are 35,909 registered voters in the City of Glendora (Attachment J). A Frequently Asked Questions (FAQ) document from Los Angeles County about the citizen initiative process can be found as Attachment K.
For an initiative to qualify for an election ballot, the following statutory requirements apply:
Submission Timeline: Petitions should be submitted a minimum of 134 days prior to the election to allow for legally required processing.
Qualification Deadline: All processing must be completed no later than the 88th day before the election in order for the measure to qualify for ballot placement. This includes signature verification, review by the City Clerk and County Elections Official, City Council action, and any necessary public notifications.
Signature Threshold: Per the Elections Code, proponents must gather valid signatures equal to 10% of the City’s registered voters based on the most recent county registration report. As of the February 2025 Voter Registration Report, the City of Glendora has approximately 36,000 registered voters, requiring approximately 3,600 valid signatures for qualification.
To assist residents in navigating the initiative process, the City Clerk’s Office has developed a comprehensive, user-friendly guide specifically designed to outline the legal requirements, procedural steps, and best practices for placing a citizensponsored measure - on the ballot. The guide includes the following key components:
Introduction to the Initiative Process - An overview of the citizen’s right to propose legislation or bond measures and how this right is exercised through the initiative process.
Legal Framework and Definitions - A summary of the applicable Elections Code sections, key definitions (e.g., “Notice of Intent,” “circulator,” “proponent”), and the legal structure governing initiatives.
Notice of Intent and Title Preparation - Instructions for preparing and filing the Notice of Intent, which is the first official step in launching an initiative. This section also explains how the official ballot title and summary are prepared by the City Attorney.
Petition Format Requirements - Detailed guidance on how the petition must be formatted, including font size, mandatory language, spacing, and signature block requirements to meet state law.
Circulation and Signature Gathering - Practical tips and legal guidelines for circulating petitions and collecting valid signatures, including advice on interacting with voters, preventing disqualification of signatures, and maintaining proper records.
Petition Filing and Verification Process - Step-by-step instructions for submitting the completed petition to the City Clerk, followed by a description of the verification process conducted by the County Elections Official.
City Council’s Role and Options - A description of the actions the City Council must take once a petition qualifies for the ballot, including the options to adopt the ordinance without alteration, order a report, or place it before the voters at an election.
Election Timeline and Publication Requirements - A breakdown of statutory deadlines leading up to the election, including voter information pamphlet deadlines, public notices, and impartial analysis preparation.
FAQs - A Frequently Asked Questions (FAQ)
Sample Forms and Templates - Includes a sample Notice of Intent, petition cover pages, circulator declarations, and timelines for easy reference and compliance.
Notice of Intention (NOI) Example (Attachment M)
This guide is intended to provide clarity and empower community members to fully understand the initiative process before committing time and resources to pursuing a ballot measure. It also helps ensure that all procedural steps are met in accordance with California Elections Code and City policies (Attachment L)
FISCAL IMPACT
After decades of underinvestment in streets, roads, and City facilities, the City has invested more than $30 million in water projects, new streets/sidewalks, major park improvements, and facility upgrades over the last two years, and more than $50 million over the last five years. While these generational improvements were necessary and critical to the quality of life in Glendora, the City faces difficult decisions moving forward. In many ways, this is the same conversation the City had in the late 1990’s into the early 2000’s.
With rapid increases in capital costs since 2020, and the continued deterioration of key facilities (e.g. civic complex, public works yard, etc.), the City Council will need to consider a revenue measure, which could be a facility bond or parcel tax specifically for capital items. The changing landscape of municipal finance post Proposition 13 does not allow the City to fund critical facilities as it previously did, such as the ones in use today (e.g. Library, City Hall, Police Department, etc.).
Over the past three years, the City has funded structural assessments, space planning, and community visioning of key City facilities. With the inability to fund facility needs from existing funding sources, the City will need to meaningfully engage its residents as we consider replacing aging City facilities. Similar to the decisions made by City leaders more than 50 years ago, current leaders may need to ask the community to fund improvements so future generations of Glendorans can experience the same quality of life enjoyed by the existing community and those that came before us.
There is no fiscal impact associated with the recommendations in this report. Based on City Council direction, staff with provide the fiscal impacts of future policy decisions.
ENVIRONMENTAL DETERMINATION
CEQA is not applicable to the recommendations included in this agenda item.
Prepared By Adam Raymond, 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 Not Applicable
CEQA Review Not Applicable
ATTACHMENTS:
A. LA Times Article
B. Fiscalization of Land Use White Paper
C. Water Infrastructure Presentation
D. Library Assessment Presentation
E. City Facility Maintenance Assessment
F. Historical Changes to Property Tax
G. Facility Community Survey
H. Sample Ordinance for a GO Bond
I. Sample Ordinance for a Parcel Tax
J. Registered Voters
K. LA County Citizen Initiative FAQ
L. Citizen Initiative Guide
M. Notice of Intent (NOI) Example
N. Presentation
Attachments
A. LA Time Article -Upscale Suburb Warned Its Beauty Is Only Skin Deep.pdf B. Fiscalization of Land Use White Paper.pdf
C. Water Infrastructure Assessment and Rate Study-Presentation.pdf D. Presentation Library Assessment, Needs and Funding Options.pdf E. City Facility Maintenance Needs.pdf
E1. City Facility Maintenance Needs.pdf
F. Revenue Measure Summary.pdf
G. Glendora Facilities Measure Survey 24 Presentation.pdf H. Sample GO Bond Ordinance.pdf
I. Sample Parcel Tax.pdf
J. Voter Registration Report - Feb 2025.pdf
K. County - Initiative_FAQs.pdf
L. A Guide to Citizen Initiatives - Glendora (Draft).pdf M. EXAMPLE - Notice of Intent of Circulate Petition Facility Bond Measure.pdf N. Presentation.pdf
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ATTACHMENT B
Fiscalization of Land Use in California Cities: Proposition 13 and Housing Zoning Challenges
Executive Summary
This overview will provide an overview of the fiscalization of land use, driven by California’s Proposition 13, and its implications on cities as they strive to meet the state's housing zoning requirements. Proposition 13 significantly curtailed property tax revenues, leading cities to prefer commercial and retail developments that generate higher sales tax revenue. However, recent state mandates requiring increased residential zoning have created a policy conflict, forcing cities to reconcile these competing fiscal and housing demands. Additionally, the rise of online sales and declining commercial centers has further complicated the fiscal landscape, with surviving brick-and-mortar businesses typically offering food, high-end goods, or experiential services.
Introduction
Fiscalization of land use in California cities refers to the municipal tendency to prioritize revenuegenerating land uses over residential housing. This prioritization largely stems from fiscal pressures created by Proposition 13, passed and implemented in 1978, which significantly reduced property tax revenues. As cities strive to balance budgets, they have increasingly favored commercial development that contributes substantial sales tax revenues.
Understanding Proposition 13
Proposition 13, approved by California voters in 1978 and enacted immediately, drastically changed property taxation by limiting annual property tax increases to a maximum of 2%, except when properties are sold and reassessed at market value. Although it initially provided significant relief and predictability for property owners, this limitation severely reduced the financial capacity of local governments, historically reliant on property taxes as a stable source of revenue.
Consequently, Proposition 13 reshaped the economic incentives underlying municipal land-use decisions.
Impacts on Land Use Decisions
Due to these financial constraints, California cities have increasingly preferred retail and commercial developments to generate necessary sales tax revenues, crucial for funding municipal services such as public safety, infrastructure maintenance, and local amenities.
Residential projects have become less appealing because they typically generate lower direct revenue and higher service costs, particularly related to public education, emergency services, and infrastructure. In Glendora, the strain on resources resulted in the Marketplace/Diamond Ridge shopping center and expansion of the auto mall.
Impact of Online Sales and Decline of Commercial Centers The rapid growth of online retail sales has significantly undermined traditional brick-and-mortar retail, resulting in a notable decline of commercial shopping centers. The reduced viability of traditional retail spaces has further strained municipal budgets already restricted by Proposition
13. Cities now face additional fiscal pressures as previously reliable sales tax revenues diminish.
Surviving brick-and-mortar businesses generally fall into categories less affected by online competition, such as restaurants and food services, higher-end or specialty goods stores offering unique products less readily available online, and experiential retail—such as entertainment, leisure, fitness studios, and personal services—that require physical presence.
The City’s Economic Development Action Plan highlights several commercial areas that staff is working with ownership to redevelopment: Route 66/Elwood, Grand/Baseline, Foothill/Glendora, and Arrow/Bonnie Cove.
ATTACHMENT B
Recent Zoning Mandates by California State and RHNA
In recent years, California has enacted several laws, including SB 375, SB 330, and regulations enforced by the Department of Housing and Community Development (HCD), aimed at addressing the state’s housing shortage. These mandates require cities to significantly increase residential zoning and housing densities. Central to these mandates is the Housing Element process, which mandates that cities plan for future housing needs through the Regional Housing Needs Allocation (RHNA) cycle. Cities must identify sufficient land zoned to accommodate stateassigned housing goals across income levels.
The RHNA assigns a specific number of housing units to each jurisdiction, segmented by income levels: very low, low, moderate, and above moderate. These allocations are based on factors such as projected population growth, employment trends, and existing housing needs. HCD oversees this process, ensuring that local governments plan adequately for housing across all income levels.
It's crucial to understand that the RHNA number is not merely a target for housing production but a mandate for planning. Jurisdictions must demonstrate that they have sufficient land zoned appropriately to accommodate the assigned number of units. This involves identifying sites that are available, suitable, and likely to be developed within the planning period. If existing zoning does not allow for the necessary density or housing types, the jurisdiction must undertake rezoning to meet its RHNA obligations.
Noncompliance with these mandates grants the State significant enforcement powers, including monetary penalties, withholding of funding, and overriding local authority by taking control over permitting and development approval processes. Some cities, such as Huntington Beach, have challenged these state mandates, arguing against state overreach into local land use decisionmaking. However, these challenges have been unsuccessful in superior court and State and Federal appellate courts, reaffirming the State's robust enforcement capabilities.
Glendora received approval for its most recent Housing Element in 2023, which required zoning changes to ensure approximately 2,300 additional residential units could be built over existing housing stock. Since the early 2000’s more than 1,000 of these additional units have been zoned in the area surround the future A-Line (Gold) station. The Metro funded Station Area Plan, to be discussed by the Planning Commission on July 1, 2025 and City Council on July 8, 2025, will provide scenarios on how housing units and commercial can be built to support plans the City has had for more than 20 years. As part of the City’s Housing Element approval, the City Council and Planning Commission held joint meetings to discuss and approve more than 30 action items needed to meet the various State laws.
Community Input on Housing
The recent 2025 Glendora Community Opinion Survey highlights significant concerns among residents regarding housing affordability and availability. Specifically:
• Approximately 56% indicated a shortage of affordable housing for middle-income families. • 43% cited insufficient affordable housing for lower-income families. • Younger residents and renters showed heightened concern about housing affordability gaps.
These findings underscore the urgency for targeted zoning policies and housing initiatives to adequately meet the community’s housing needs, aligning closely with the State’s housing
ATTACHMENT B
objectives and mandates, while finding ways to ensure and improve quality of life for all Glendorans.
Current Challenges for Cities
Cities now find themselves at a critical juncture, needing to comply with state-imposed residential zoning targets, while still grappling with limited revenue opportunities due to Proposition 13 and the decline of traditional commercial retail. The pressure to accommodate more housing, coupled with reduced property tax and sales tax revenues, poses significant financial challenges. This conflict often leads to tension between local fiscal sustainability and state housing policy goals.
Development Trends to Meet Community Preferences
The 2025 community survey conducted by Glendora highlights clear community desires for increased fine dining options, improved shopping experiences, and enhanced road infrastructure.
Approximately 60% of residents expressed a need for more fine dining restaurants, while 56% desired additional entertainment options such as movie theaters, arts venues and experiences.
Additionally, significant support emerged for better road conditions and increased pedestrian and biking facilities.
Addressing these preferences can be strategically aligned with traditional mixed-use development initiatives or thoughtful linear mixed use (e.g. two blocks of housing with a block of commercial development in a manner that is easily accessible more multiple transit options), integrating residential units with restaurants, specialty retail, and community spaces.
Alignment with the 2025-2027 Strategic Plan
The City of Glendora’s recent two-year strategic plan (2025-2027) outlines several goals that dovetail with addressing fiscal and housing challenges discussed herein. Specific strategic goals such as:
• Fostering "SubURBAN Living" through targeted housing density and revitalized commercial areas align closely with state housing mandates and community preferences. • Strategic emphasis on "Sustainable Infrastructure," particularly improving streets and connectivity, matches community survey responses advocating for infrastructure improvements.
• Encouraging development and betterment of quality of life by showcasing “Glendora as a Destination” to attract visitors through strategic marketing, promotion of local businesses, and enhanced connectivity for a seamless destination experience.
Strategies and Policy Recommendations
Addressing thesel challenges requires innovative strategies. Generally, cities have considered:
• Diversifying municipal revenue streams, including exploring taxes and fees beyond traditional sales and property taxes. The Glendora community has responded with the passage of Measures E/Z. The City is also exploring options for city facility and infrastructure projects. Historically, the City has not supported the creation of development impact fees or community service districts.
• Advocating state-level legislative reforms or amendments to Proposition 13, allowing periodic reassessment of commercial properties, thus increasing municipal revenues without significantly impacting residential property owners. Glendora supports its business community and property owners. If legislation is proposed, Glendora would need to understand the impacts to the community before supporting similar legislation. • Encouraging mixed-use developments that blend residential units with commercial space, thereby balancing revenue-generation with housing provision. With the adoption of the
ATTACHMENT B
recent Housing Element (2023), Arrow Highway Specific Plan (2019), and recent discussions around the future A-Line Station and Village, the City’s planning efforts are already underway.
• Promoting regional cooperation among neighboring jurisdictions to pool resources, share revenues, and coordinate zoning and housing strategies to collectively address regional housing and fiscal issues. Glendora has taken a regional leadership role with the San Gabriel Valley Council of Governments – individuals have seats on the Executive Committee/Governing Board, Housing Trust, and Planning/City Manager/Homelessness/Transportation Technical Advisory Committees. The City is always looking for ways to partner with other agencies for the betterment of Glendora. • Supporting retail and commercial sectors less vulnerable to online competition, focusing on experiential, specialty, and local niche businesses. With the adoption of the Economic Development Strategic plan in 2024, Glendora is working on tfools to support our business community for future growth and development.
Conclusion
The fiscalization of land use driven by Proposition 13 has profoundly influenced zoning decisions within Glendora and all California cities, particularly under new state mandates for increased housing production. Coupled with the rise of online sales and the decline of traditional retail centers, cities face intensified fiscal and developmental pressures. It has been almost 25 years since the adoption of the Route 66 Specific Plan, and eight years since the rollback of certain development incentives in the same area. Over the last five years, Glendora has taken a proactive approach to study current development trends, digest State mandates, and understand community concerns and wants. The City is prepared to make impactful development decisions to improve upon the high quality of life enjoyed by Glendorans.
Reference Table of Articles:
Article Title Author(s) Year Journal / Publisher
"Fiscalization of Land Use in
California" Lewis & Barbour 1999 Public Policy Institute of California "The Impact of Proposition 13 on
Land Use"
Chapman,
Jeffrey 2001 Urban Land
"Land Use, Fiscal Policy, and Prop
13" Fulton, William 2005 California Planning & Development Report "California’s Housing Crisis and
Zoning Reforms" Manville, Michael 2020 UCLA Lewis Center "Reforming Proposition 13: Impacts
on Housing" O’Sullivan, Arthur 2021 Journal of Urban Economics 2025-2027 Strategic Plan City of Glendora 2025
2025 Community Survey True North
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Discussion of Library
Structural Assessment, Visioning,
and Funding Options
Library and City Manager’s Office
City Council
January 9, 2024
Janet Stone, Library Director and Adam Raymond, City Manager CityOfGlendora.org
OVERVIEW
• Current Library building
• Building to serve another 35 to 50 years
• Political and fiscal environment
CURRENT LIBRARY BUILDING
• Timeline of Building
• Political Partnerships and Disagreements
• Public Finance and Local Control
1955 – LIBRARY BOND BALLOT MEASURE
32% (yes) / 68% (no)
1965 – POLICE BOND BALLOT MEASURE
86% (yes) / 14% (no)
BACKGROUND
• 1967 and 1968
o New library facility project gains momentum
o Library expansion is a continual process
§ Reading Room
§ City Hall Space (1912)
§ City Hall Annex (1930)
§ City Hall Annex Expansion (1955)
BACKGROUND
• 1968 and 1969
o Annexations, population growth, school impacts
o Library space needs to be solved by a new building
o City’s new 1990 General Plan, anticipates:
§ Population growing from 30,000 to 80,000
§ Student enrollment growing from 9,175 to 25,350
1968 Letter From City to GUSD
8 BACKGROUND
• February 1969
o City Council authorized City Manager to apply for library grant funds to build a new facility
o City Council calls for a general obligation library bond measure should the funds be awarded ($785,000)
• September 1969
o City Council updated on Library financing
o City Council cancels election for library facility
bonds, citing bond market uncertainty and
uncertain tax law litigation (e.g. 2/3 vs 50 +1)
o City Council hires a financial consultant and
authorizes architect to continue work
BACKGROUND
• November/December 1969
o State/Federal funding denied
o City moves forward with “ultramodern” library
design
§ 28,000 sqft, down from 33,000 sqft
§ Approximately $1.1 million including design,
land acquisition, and furnishings
§ Anticipated to serve the City for 35 years
BACKGROUND
• Late 1969 through early 1970
o Effort by a Mrs. Everett Cloutman, to require a vote
to issue bonds to build a new library
§ Petition gathered 1,136 signatures, required
1,376 signature.
§ Supported by one Councilmember (Isensee)
BACKGROUND
• July 1970
o Creation of Glendora Library Authority
§ Joint Powers Authority between City and
Glendora Unified School District
§ Ability to issue debt
§ Acknowledgement of growing school population
BACKGROUND
• October/November 1970
o City Council approves “Glendora Library Ground
Lease” and “Glendora Library Sublease”
§ Agreement with Glendora Library Authority
§ Term coincides with issuance of bonds
§ Payment is equivalent to debt service
($81,000/year)
BACKGROUND
• November 1970
o Library Authority completes sale of $950,000 in
Lease Revenue Bonds
§ Bank of America
§ Approximately 7% for 30 years
§ $81,000 annual debt service payment
BACKGROUND
• November 1970
o Groundbreaking
• February 1972
o Grand opening and dedication of Library
BACKGROUND
POPULATION OVERVIEW (1911)
700
POPULATION OVERVIEW (1950)
3,988
POPULATION OVERVIEW (1960)
20,752
POPULATION OVERVIEW (1970)
31,380
POPULATION OVERVIEW (1980)
38,500
POPULATION OVERVIEW (2000)
49,502
POPULATION OVERVIEW (2013-Current)
51,159
19,502 cities in the
US. Glendora ranks
approximately 775
th
by population
Down from 52,506
in 2020
BUDGET AND CITY FINANCES
• February 1969 SGV Tribune article on library bond
measure funding
o “Yes” and “No” – Homeowners didn’t see decreased costs
BUDGET AND CITY FINANCES
BUDGET AND CITY FINANCES
PROP 9 (1968) AND PROP 13 (1978)
29 PROP 9 (1968) AND PROP 13 (1978)
CURRENT LIBRARY BUILDING
Structural Analysis
• Ongoing building-related issues
– Structural deficiencies & water intrusion
CURRENT LIBRARY BUILDING
• 2021: Preliminary structural assessment completed by
JMDiaz, Inc.
– Visible cracking in beam system noted
• 2023: Myers Houghton and Partners, Inc. (MHP) contracted to perform in-depth structural analysis
– Initial visioning activities
– Conceptual design for second story addition
CURRENT LIBRARY BUILDING
• MHP structural analysis – Findings
– Other than wall anchorage upgrades, seismic strengthening not warranted
– Minor-to-moderate cracking throughout the library’s main roof structure
– Plaza waterproofing membrane may be compromised
– Live load and soil bearing pressure concerns with some girders and pad footings
CURRENT LIBRARY BUILDING
• MHP structural analysis – Recommendations
– Significant retrofitting/repairs needed
– Bidwell Plaza
• passive use okay
• currently not being used for public assembly events of over 500 people with equipment
– Waterproofing consultant should be retained
NEXT 35 - 50 YEARS
Programmatic visioning
• Part of MHP's second phase:
– evaluation of the feasibility of vertical expansion of the building
– working with Library stakeholders to identify the intended use of the expanded space
NEXT 35 - 50 YEARS
Programmatic visioning
• architectural consultant
• seven workshops
• MHP, Library, Board of Library Trustees, GPL Friends
Foundation, City Manager's office, and Public Works
Department
NEXT 35 - 50 YEARS
Programmatic visioning
– Initial inputs
• Library's current strategic framework
• Projected population and per-capita square footage allocation – Expected 45,000 to 52,500 gross square feet
– Currently about 30,000 square feet
• Environmental scan
NEXT 35 - 50 YEARS
Programmatic visioning
– GPL proposed Library building spaces of the future
• Customer-Driven Workspaces
• Public Assembly Spaces
• Library-Mediated Public Workspace
• Fulfillment Center Services
• Small Private / Semi-Private Spaces
• Physical Content Showroom
NEXT 35 - 50 YEARS
Programmatic visioning
– GPL proposed Library building spaces of the future, continued • Leisure Spaces – Relaxation
• Library Services
• Additional Library Services and Capacity Including:
Preservation/Archival storage, Public Access Technologies, Food Service, Event Catering
• Flexible Future Space: Uncharted Possibilities
• Infrastructure
NEXT 35 - 50 YEARS
From: Tour the
Revamped Stanley A. Milner
Library | Edify.
(edifyedmonton.com)
NEXT 35 - 50 YEARS
Edmonton Public
Library_Milner-branch, Alberta
From: Pfeiffer, a Perkins
Eastman Studio. City of
Glendora Library Structural
Analysis - Phase 2
NEXT 35 - 50 YEARS
From: EPL and Innovate
Edmonton Announce
Partnership – Edmonton
Unlimited (Google image
search result)
NEXT 35 - 50 YEARS
From: New chapter for
Edmonton Public Library -
REMI Network
NEXT 35 - 50 YEARS
From: New chapter for
Edmonton Public Library -
REMI Network
NEXT 35 - 50 YEARS
From: Tour the Revamped
Stanley A. Milner Library |
Edify. (edifyedmonton.com)
NEXT 35 - 50 YEARS
Programmatic visioning
– Roast of the current building
• no visibility of the activities happening inside
• entry process dark and non-intuitive
• several areas where the existing environment fails to meet current codes • electrical connectivity in the building is inadequate • temperature control and ventilation pose challenges
• water leaks have been a persistent issue since the library's opening • lighting systems are outdated and require an upgrade • Library staff workplace is small, overcrowded, and lacks natural daylight • clear shortage of storage space
NEXT 35 - 50 YEARS
Programmatic visioning
• "The Deck" Concept
– second story over the existing Plaza deck
– 2-story addition on the Glendora Avenue side
– $20.6M
NEXT 35 - 50 YEARS
49 NEXT 35 - 50 YEARS
Programmatic visioning
• "The Paseo" Concept
– Block A extends the library building towards Glendora Avenue – Block C is situated to the south and occupies a small portion of the existing library building and Police Station parking lot – The Paseo (Block B), is an architectural atrium-like space that captures abundant natural light during the day
– $23.0M*
NEXT 35 - 50 YEARS
52 NEXT 35 - 50 YEARS
• Structural
• Infrastructure improvements
• Remodeling
• Modernization
NEXT 35 - 50 YEARS
Project Type
Estimated Total
Cost Range
Current facility MEP renovation $1.3M - $1.95M
Basic structural repairs of existing building
(gravity load repairs to strength beams and repair cracks) $2.9M - $4.35M Weatherproofing Bidwell Plaza (topping slab & membrane replacement) $900K - $1.35M Combined basic critical maintenance repairs w/no other significant improvements $5.1M – $7.65M Known critical maintenance items & 2nd story expansion, but minimal other modernization or upgrades of existing facility. $16.4M – $24.6M Known critical maintenance items & comprehensive modernization and upgrades of existing facility, but no expansion. $18.6M – $27.9M Known critical maintenance items, comprehensive modernization and upgrades of existing facility, & expansion of 2nd story. $29.9M – $44.9M New Building or Replacement/Reconstruction $35.8M - $71.6M+
POLITICAL & FISCAL ENVIRONMENT
Grant funding
• Building Forward Round Two
– "not selected for funding at this time"
– "wasn’t among the facilities with the highest poverty levels, as determined by the California Poverty Measure"
POLITICAL & FISCAL ENVIRONMENT
Glendora Unified School District – October 23, 2023
POLITICAL & FISCAL ENVIRONMENT
Funding options and watch-list items
• Citizen-initiated
• City-initiated
• Approval requirements
• Other considerations
POLITICAL & FISCAL ENVIRONMENT
• Citizen-initiated funding
– legal precedent for this:
• group of citizens proposing
• special property tax
• by initiative
– majority vote
– would take about a year (signature gathering period is six months) – Watch list: Taxpayer Protection and Government Accountability Act (“Taxpayer Act”)
POLITICAL & FISCAL ENVIRONMENT
• City-initiated funding
– could be at a special or general election
– approval requirements follow
– watch list: ACA 1 (Constitutional Amendment)
POLITICAL & FISCAL ENVIRONMENT
CaliforniaCityFinance.com Source: Adapted from CALFACTS, Legislative Analyst’s Office
POLITICAL & FISCAL ENVIRONMENT
CaliforniaCityFinance.com Source: Adapted from CALFACTS, Legislative Analyst’s Office
POLITICAL & FISCAL ENVIRONMENT
CaliforniaCityFinance.com Source: Adapted from CALFACTS, Legislative Analyst’s Office
POLITICAL & FISCAL ENVIRONMENT
• Other funding
– Joint Powers Authority (JPA) (e.g., with a school district) • unlikely that a library would fit within the definition – Private/public partnership
• Burbank exploring, to supplement State grant funds
– Adding value
• Smaller naming-rights sponsorships/donations for building features
POLITICAL & FISCAL ENVIRONMENT
Potential timelines
• Survey
– ~50 days
• Citizen-proposed
– Recommended if Nov. 2024 election: Notice of Intention by Dec. 22, 2023
• City-proposed
– For Nov. 2024 election: Last day for City Council to call election and transmit resolution is Aug. 9, 2024
RECOMMENDATIONS
That the City Council: 1. Discuss and provide direction to staff as needed regarding:
a. Scope of Council’s recommended project(s) related to Library building;
b. Scope of Council’s recommended associated project(s) at other facilities specified by Council;
c. Production of any related architectural concept drawings as desired;
d. Position on funding options for recommended project(s); e. Public polling data as needed; AND,
2. In support of directed activities, specify any needed parameters authorizing:
a. City Manager, or his designee, to execute Professional Services Agreements; and,
b. Finance Director to appropriate necessary funds.
ATTACHMENT E
CITY FACILITY
MAINTENANCE
NEEDS
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Attributes:
No. of ECMs No. of Fixtures No. of Lamps KWh Saved Energy Cost Saving O & M Savings
Upgrade Lighting to LED 40 100 208 6,733 $2,019.89 $149.33 Existing
Technology
SubTechnology No. of ECMs No. of Fixtures No. of Lamps KWh Saved Energy Cost Saving O & M Savings
CFL CFL - 2 Pin 0 0 0 0 $0 $0
CFL CFL - 4 Pin 0 0 0 0 $0 $0
CFL CFL - Screw-in 0 0 0 0 $0 $0
Circiline T9 0 0 0 0 $0 $0
Incan/H/MR H 0 0 0 0 $0 $0
Incan/H/MR Incan 0 0 0 0 $0 $0
Incan/H/MR MR 0 0 0 0 $0 $0
HID HPS 0 0 0 0 $0 $0
HID MH 1 2 2 961 $288 $17
HID MV 0 0 0 0 $0 $0
HID QL 0 0 0 0 $0 $0
Linear Fluorescent T8 7 95 95 5,554 $1,666 $130
Linear Fluorescent T12 1 3 3 218 $66 $2
Linear Fluorescent T8 U 0 0 0 0 $0 $0
Linear Fluorescent T12 U 0 0 0 0 $0 $0
Linear Fluorescent T5 0 0 0 0 $0 $0
Linear Fluorescent T6 0 0 0 0 $0 $0
Linear Fluorescent T10 0 0 0 0 $0 $0
Proposed
Controls
No. of
Controls
No. of
Controls
Photo Sensor 0 Ceiling Mounted 0
Wall Mounted 0
Initial Investment Equipment Rentals
Material Cost $2,885.32 Scissor Lift 26' - Interior Spaces 12.8 $370.00 Labor Cost $1,956.88 Bucket Truck - Exterior Spaces 0 $0.00 Local Electric Rate: $0.30 $/kWh Estimated Annual Energy Savings: 6,733 Estimated Demand Savings: 9
Hourly Labor Rate For Electrician: $72.05 Estimated Annual Energy Cost Savings: $2,020 Budgeted Initial Investment: $5,212 Estimated Annual O&M Cost Savings: $149 Estimated Return on Investment: 2.40 Years Estimated Annual Cost Savings: $2,169 (Including O&M Savings)
Upgrade Building Lighting to LED and Install Automatic Lighting Controls Location: Building Interior and Exterior - San Gabriel Water Yard/Plant - Multiple Buildings Replace HID (2x) ;Linear Fluorescent (98x) ;
Disclaimer: PREPARED BY BUREAU VERITAS (BV). JULY 2021 INFORMATION CONTAINED IN THIS DOCUMENT IS PRIVILEGED AND CONFIDENTIAL “TRADE SECRET” AND IS THE SOLE PROPERTY OF BV. THIS MATERIAL MUST BE CONSIDERED PRIVELEDGED AND CONFIDENTIAL BY ALL PARTIES PRIVY. )$&,/,7,(6&21',7,21$66(660(17(1(5*<$8',7
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Property Type: Commercial Estimated No. of Operational Weeks 52 Number of Occupied Days/Week (Max 7) 7
Number of Occupants Affected By Retrofit Number of Occupants Affected by Retrofit 5 Do You Want To Replace Kitchen Faucets Aerators No (Select) Do You Want To Replace Bathroom Faucets Aerators Yes (Select) Total Number of Faucet Aerators To Be Replaced 0 Total Number of Faucet Aerators To Be Replaced 2 Total Number of Faucets To Be Replaced: 0 Total Number of Faucets To Be Replaced: 0 GPM of Existing Faucet Aerators - GPM GPM of Existing Faucet Aerators 1.5 GPM GPM of Proposed Faucet Aerator - GPM GPM of Proposed Faucet Aerator 0.5 GPM Estimated Number of Uses Per Day Estimated Number of Uses Per Day 1 Annual Water Savings From Installing Low Flow Aerators: kGal Select Type of Water Heater Fuel: Electric (Select) Property Location in United States Energy Factor of Domestic Hot Water Heater: 0.95 EF Heating Fuel Tariff $0.30 $/kWh Hot Water Discharge Temperature at Faucet 110.00 °F Water Tariff ($/1000 Gal) $11.18 $/kGal Equivalent Heating Fuel Savings: 15 kWh Annual Cost Savings In Form of Water $2 $ Savings Discounted by 15% to Account For Cold Water Use Annual Water Savings kGal Annual Energy Savings From Water Heater $5 $ Estimated Material Cost $16 Estiamted Labor Cost $16
Estimated Total Annual Cost Savings $7 $$ Estimated Total Installation Cost $32 $$ Simple Payback Period 4.87 Years Type of Recommendation (&0(;3/$1$7,21
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Disclaimer: PREPARED BY BUREAU VERITAS (BV). FEBRUARY 2022 INFORMATION CONTAINED IN THIS DOCUMENT IS PRIVILEGED AND CONFIDENTIAL “TRADE SECRET” AND IS THE SOLE PROPERTY OF BV. THIS MATERIAL MUST BE CONSIDERED PRIVELEDGED AND CONFIDENTIAL BY ALL PARTIES PRIVY. %\UHGXFLQJWKHIORZRIZDWHUFRPLQJIURPWKHUHVWURRPIDXFHWVDHUDWRUVFDQJHQHUDWHHQHUJ\VDYLQJVDWORZFRVWDQGZLWKHDV\LQVWDOODWLRQ7KHVDYLQJV JHQHUDWHGZRXOGEHLQWKHIRUPRIUHGXFHGZDWHUDQGVHZHUFRVWVDQGDWWKHVDPHWLPHDHUDWRUVZRXOGVDYHHQHUJ\E\UHGXFLQJWKHGHPDQGIRUKRWZDWHU7KH DYHUDJHIDXFHWKDVDIORZUDWHRIDERXWWR*30$GGLQJDVFUHZLQIDXFHWDHUDWRUUHGXFHVWKHIORZWRWR*30LQWKHEDWKURRPDQG*30LQWKH NLWFKHQ,QDGGLWLRQWRVDYLQJHQHUJ\DQGZDWHUWKH³IRDPLHU´ZDWHUWKDWFRPHVIURPIDXFHWDHUDWRUVZHWVREMHFWVEHWWHUWKDQZDWHUIURPDIDXFHWZLWKQRDHUDWRU ZKLFKWHQGVWRERXQFHRIIWKHREMHFWUDWKHUWKDQWKRURXJKO\ZHWWLQJLW %9UHFRPPHQGVUHSODFLQJWKHSURSRVHGIDXFHWDHUDWRUVZLWKQHZORZIORZDHUDWRUVDVPHQWLRQHGDERYH7KHSURSRVHG(&0VKDOODOVRUHVXOWLQDQDQQXDOHQHUJ\ VDYLQJLQIRUPRIUHGXFWLRQLQZDWHUKHDWLQJELOOV
0.17 WATER & ENERGY SAVING CALCULATION COST SAVING CALCULATION Southern Localities
COST BENEFIT ANALYSIS
Property of BV, All Rights Reserved
Install Low Flow Faucet Aerators
Location:Carlyle E. Linder Equestrian Park -Restrooms
KITCHEN FAUCETS BATHROOM FAUCETS
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