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, HOUSING AUTHORITY,
AND PUBLIC FINANCING AUTHORITY
6:00 PM CLOSED SESSION
7:00 PM GENERAL SESSION
Tuesday, June 9, 2026
City Hall Council Chamber
116 E. Foothill Boulevard, Glendora
AGENDA
CALL TO ORDER
ROLL CALL
CLOSED SESSION
1. Closed Session
— CS1. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION A closed session will be held, pursuant to Government Code § 54956.9(d)(1), to confer with legal counsel regarding pending litigation to which the City is a party. The title of such litigation is as follows: Scott Lewis vs. City of Glendora; WCAB No.
AD15160074 and 15160072; Claim No. 21-159229 and 20-150768 — CS2. PUBLIC EMPLOYEE APPOINTMENT A closed session will be held, pursuant to Government Code §54957(b), to consider ratification of the City Manager’s appointment to the position of Recreation & Human Services Director
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
PUBLIC HEARINGS
Public hearings shall conform to the protocol established to conduct of public meetings, proceedings, and business in the City of Glendora. Following presentation of the staff report, the applicant/appellant will be allowed ten (10) minutes in which to make a presentation. Following the presentation of the applicant/appellant public testimony share be called, each speaker is limited to three (3) minutes, speaking once. The Presiding Officer may permit a five (5) minute rebuttal/summation by a representative of applicant/appellant. The public hearing will then be closed, and no member of the public shall be allowed to speak further unless, upon motion, and the public hearing is reopened by the governing body. Any person desiring to provide testimony during a Public Hearing item shall make his/her presence known to the Presiding officer. Speakers are entitled to submit written or other graphic evidence. All such evidence presented shall be retained by the City Clerk as part of the Clerk’s record.
PLEASE NOTE: If you challenge any of the proposed action(s) in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the City Council at, or prior to, the public hearing.
3. A Public Hearing to Consider a Resolution Amending the City of Glendora General Plan Circulation Element
Recommended Action for the City Council:
Open and conduct the Public Hearing, accept the evidence and testimony presented, and in the absence of substantial testimony to the contrary, recommend that the City Council approve the following:
— 1. Find and determine that the General Plan Amendment amending the Circulation Element is exempt from the California Environmental Quality Act (CEQA); and
— 2. Adopt a City Council Resolution entitled, "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
GLENDORA, CALIFORNIA, APPROVING A GENERAL PLAN AMENDMENT TO ADOPT THE AMENDED
CIRCULATION ELEMENT, AND FINDING THE GENERAL PLAN AMENDMENT EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA).”
4. A Public Hearing to Consider Resolutions Adopting the Budget for the City of Glendora for Fiscal Year 2026-27, Adopting the Investment Policy for Fiscal Year 2026-27, Delegating Investment Authority, and Determining and Establishing the GANN Appropriations Limit for Fiscal Year 2026-27 Recommended Action for the City Council, Successor Agency, Housing Authority, and Public Financing Authority:
Open and conduct the Public Hearing, accept the evidence and testimony presented, and in the absence of substantial testimony to the contrary, recommend that the City Council approve the following:
— 1. Adopt a Joint Resolution entitled, "A JOINT RESOLUTION OF THE CITY COUNCIL, SUCCESSOR
AGENCY, HOUSING AUTHORITY AND PUBLIC FINANCING AUTHORITY OF THE CITY OF GLENDORA,
CALIFORNIA, ADOPTING THE BUDGET FOR THE CITY OF GLENDORA FOR FISCAL YEAR BEGINNING JULY 1, 2026 AND ENDING JUNE 30, 2027;"
— 2. Adopt a City Council Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
GLENDORA, CALIFORNIA, DETERMINING AND ESTABLISHING GANN APPROPRIATIONS LIMIT FOR FISCAL YEAR 2026-27 IN ACCORDANCE WITH ARTICLE XIII B OF THE CALIFORNIA CONSTITUTIONS AND GOVERNMENT CODE SECTION 7910;”
— 3. Adopt a Joint Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL AND SUCCESSOR
AGENCY OF THE CITY OF GLENDORA, CALIFORNIA, ADOPTING THE ANNUAL STATEMENT OF INVESTMENT POLICY FOR THE FISCAL YEAR BEGINNING JULY 1, 2026 AND ENDING JUNE 30, 2027;” — 4. Adopt a Joint Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL AND SUCCESSOR
AGENCY OF THE CITY OF GLENDORA, CALIFORNIA, DELEGATING THE CITY INVESTMENT AUTHORITY TO THE CITY TREASURER;” and
— 5. Adopt a City Council Resolution entitled, "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
GLENDORA, CALIFORNIA, APPROVING AN AMENDMENT TO THE AUTHORIZED POSITION CONTROL LISTING AND THE CLASSIFICATION AND COMPENSATION PLAN FOR THE CITY OF GLENDORA."
5. A Public Hearing to Consider a Resolution Establishing and Amending the Master Schedule of Fees for Service for the Fiscal Year 2026-27
Recommended Action for the City Council:
Open and conduct the Public Hearing, accept the evidence and testimony presented, and in the absence of substantial testimony to the contrary, recommend that the City Council approve the following:
— 1. Adopt a City Council Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
GLENDORA ESTABLISHING THE MASTER SCHEDULE OF FEES FOR SERVICE AND AMENDING CITYWIDE FEES FOR COST OF SERVICE FOR FISCAL YEAR 2026-27."
SPECIAL ITEMS
6. Strategic Plan Update for May 2026
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.
7. Affirm minutes from the City Council May 26, 2026 Regular Meeting Recommended Action for the City Council, Successor Agency and Housing Authority:
— 1. Affirm minutes as presented.
8. Review and Affirm Disbursements for May 2026 in the amount of $5,491,831.40 Recommended Action for the City Council and Successor Agency:
— 1. Review and affirm disbursements for May 2026 in the amount of $5,491,831.40.
9. Consider an Agreement with Ocean Blue Environmental Services, Inc. for Biological/Hazardous Waste Cleanup and Disposal Services for a initial term ending June 30, 2029, with an option to extend the term for two additional one year periods, in the amount not to exceed of $170,000 annually during the term or any extended term
Recommended Action for the City Council:
— 1. Award an Agreement with Ocean Blue Environmental Services, Inc. for Biological/Hazardous Waste Cleanup and Disposal Services for a initial term ending June 30, 2029, with an option to extend the term for two additional one-year periods, in the amount not to exceed of $170,000 annually during the term or any extended term;
— 2. Authorize a ten percent (10%) contingency in an amount $17,000 annually during the term or any extended term; and
— 3. Authorize the City Manager or his designee to execute the Agreement including minimal and/or nonsubstantive changes.
10. Consider a Professional Contract Services Agreement for South Hills Development Feasibility Analysis
Recommended Action for the City Council:
— 1. Award a Professional Contract Services Agreement to T&B Planning, Inc. in an amount not to exceed $130,000 for services related to the South Hills Development Feasibility Analysis.
11. Adoption of a Resolution Designating Employees Required to Receive Fiscal and Financial Training Pursuant to Government Code Section 53238.1 and Senate Bill 827 Recommended Action for the City Council:
— 1. Adopt a City Council Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
GLENDORA, CALIFORNIA, DESIGNATING CITY OFFICIALS AND EMPLOYEES REQUIRED TO RECEIVE FISCAL AND FINANCIAL TRAINING PURSUANT TO GOVERNMENT CODE SECTION 53238.1 AND SENATE BILL 827”; and
— 2. Direct staff to review the designated positions list on a biennial basis and return any recommended updates to the City Council as necessary to ensure compliance with Senate Bill 827 requirements.
12. Authorize Laserfiche Electronic Document Management System (ECMS) Agreement for licenses and implementation with Complete Paperless Solution (CPS) in the amount not to exceed $130,755 Recommended Action for the City Council:
— 1. Authorize the purchase of Laserfiche Document Management for licensing and implementation, including the OnBase (legacy document management application) conversion, in the amount not to exceed $186,190; — 2. Authorize ongoing maintenance in the amount of $52,775 annually, subject to 5% increase year over year; and
— 3. Authorize the City Manager or his designee to execute the Laserfiche contract including minimal and/or non-substantive changes.
13. Consideration of Resolutions Adopting the City of Glendora 2025 Regional Urban Water Management Plan (UWMP) and the Water Shortage Contingency Plan (WSCP) Recommended Action for the City Council:
— 1. Adopt a City Council Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDORA, CALIFORNIA, ADOPTING THE 2025 URBAN WATER MANAGEMENT PLAN AND DIRECTING THE FILING AND IMPLEMENTATION OF THE PLAN;”
— 2. Adopt a City Council Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDORA, CALIFORNIA, ADOPTING THE 2025 WATER SHORTAGE CONTINGENCY PLAN AND DIRECTING THE FILING AND IMPLEMENTATION OF THE PLAN;”
— 3. Direct the City Clerk to publish the Resolutions upon adoption; and — 4. Authorize staff to file the 2025 Urban Water Management Plan with the State of California Department of Water Resources.
NEW BUSINESS
14. Consideration of Amendment No. 5 to the Franchise Agreement Between the City of Glendora and Arakelian Enterprises, Inc., dba Athens Services for Integrated Waste Management Recommended Action for the City Council:
— 1. Approve Amendment No. 5 to the Franchise Agreement between the City of Glendora and Arakelian Enterprises, Inc., dba Athens Services for Integrated Waste Management.
MEMBER/STAFF CLOSING COMMENTS
ADJOURNMENT
Date Posted: June 5, 2026 10:57 am
STAFF REPORT
TO: Mayor and Council Members DATE: June 9, 2026
FROM: Community Development DISTRICT(S): Citywide
SUBJECT: A Public Hearing to Consider a Resolution Amending the City of Glendora General Plan Circulation Element
RECOMMENDATION
That the City Council:
Open and conduct the Public Hearing, accept the evidence and testimony presented, and in the absence of substantial testimony to the contrary, recommend that the City Council approve the following:
1. Find and determine that the General Plan Amendment amending the Circulation Element is exempt from the California Environmental Quality Act (CEQA); and
2. Adopt a City Council Resolution entitled, "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
GLENDORA, CALIFORNIA, APPROVING A GENERAL PLAN AMENDMENT TO ADOPT THE AMENDED
CIRCULATION ELEMENT, AND FINDING THE GENERAL PLAN AMENDMENT EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA)”
EXECUTIVE SUMMARY
The City has received limited development interest for parcels within the immediate vicinity of the Metro A Line station. Recent interest in development is in the area between Glendora Avenue to the east, Vermont Avenue to the west, Route 66 to the south and the Metro A Line right-of-way to the north. This amendment updates the Circulation Element by updating language to reflect that the Metro A Line Station is now operational, corrects minor grammatical errors, and updates the Element to current brand standards. This amendment also establishes criteria for required infrastructure improvements, including a future grid-block road network south of the Metro A Line station. These updates will allow the City to better respond to development interest within this critical area, improve connectivity around the Station (most notably for emergency services), expand potential economic development opportunities, and accommodate a diverse range of housing types.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
California law requires every city and county to adopt a comprehensive General Plan to guide future growth and development. As outlined in Government Code Section 65302, the General Plan must address eight mandatory elements: land use, transportation, housing, open space, conservation, safety, noise, and environmental justice.
The Circulation Element of the General Plan, adopted in 2007, addresses transportation by defining transportation needs of the City and presents a comprehensive transportation plan to accommodate those needs. The circulation and transportation system established in the Circulation Element plays an important role in shaping the overall structure and form of the City, in that it both divides and connects land uses at the same time.
Pursuant to the City Council’s 2025-2027 Strategic Plan, the City recently initiated the process to update the General Plan. A draft Request for Proposals (RFP) was reviewed by the Planning Commission and City Council on March 3 and April 14, 2026, respectively. This General Plan update process is anticipated to take at least three years to complete. Meanwhile, the City has attracted limited development interest for parcels surrounding the Metro A Line station which require immediate action. The City is currently reviewing one development application proposing 86 three-story town-homes south of the Station site along Vermont Avenue (to be presented to the Planning Commission separately at a later date). Planning staff is aware of LA County Metro's interest in future development of the Metro A Line Station parking lot, although no development application has been submitted, and there is no expressed interest for the site at this time.
The current Circulation Element, last updated in 2007, contains goals, policies and programs which either have already been fulfilled or which did not clearly anticipate the growth and development potential currently being seen around the Metro A Line station. In July 2025, the City Council adopted the Station Area Vision Plan, which presents a vision for development and is not a regulatory tool for analyzing individual development applications.
Lacking clear and objective criteria within the General Plan’s Circulation Element is problematic and could lead to uncoordinated development within this critical area which fails to achieve the vision of the Station Area Vision Plan as well as other General Plan goals and policies.
On May 5, 2026, the Planning Commission (Commission) held a public hearing to consider an amendment to the Circulation Element of the General Plan discussed below. At that meeting, the Commission discussed the process and implementation of the General Plan amendment, clarification on how the amendment relates to current development activity around the Metro A Line Station, clarification on proposed bike lanes, clarification regarding traffic and parking impacts associated with the proposal, and questions about the configuration of proposed future streets in proximity to Glendora Avenue. Following deliberation, the Commission voted unanimously (4-0, with 1 member absent), to recommend that the City Council approve the amendment to the Circulation Element.
DISCUSSION
Staff proposes to amend the Circulation Element to incorporate grid-block network criteria referred to as Focus Area A within the Station Area Vision Plan. This amendment involves revised language to Section 3.1 (“Existing Circulation System”) of the Circulation Element, as well as three new policies to be included under Goal CIR-3 (“Infrastructure Improvements Coordinated with Local Growth”) (See Attachment B). This amendment will establish basic criteria for infrastructure improvements anticipated to be built incrementally with future development. In addition to updating regulations in response to anticipated development as discussed above, the amendment is necessary to update language and branding in the Circulation Element which has become outdated since its adoption in 2007 and which is consistent with branding standards adopted by the City Council in 2024. The amendment also corrects minor grammatical errors throughout the Element. An excerpt providing the pages where these various edits occur (red-lined) is also included as an attachment to this staff report.
Establishing a grid-block road network within this area provides multiple benefits. First, it provides clear criteria for new infrastructure improvements required to facilitate orderly development within the area immediately surrounding the Metro A Line Station, as envisioned in the Station Area Vision Plan. Second, such a network improves access and circulation around the Station area, most critically for emergency services. Staff notes here that the Police Department has expressed support for the conceptual road network infrastructure improvements proposed in this amendment. Third, a grid-block network creates additional street frontages where future commercial or retail businesses may be located. And finally, as noted in the adopted Station Area Vision Plan, a grid-block network can facilitate the construction of a diverse mix of housing types, including but not limited to wrap-style mixed-use developments and town-homes or condominiums. It should be noted that this proposed amendment does not impact existing permitted densities - it is limited only to infrastructure related improvements.
As described in the proposed amendment, this area is intended to be pedestrian friendly. As such, staff proposes block lengths not to exceed 600 feet, with no block perimeter to exceed 1,800 feet. These dimensions employ standard urban design principles common within the latter half of the 1800s and early 1900s and which are consistent with historical grid-block dimensions employed during the founding of Glendora[1]. As such, this new infrastructure criteria are intended to mirror existing block dimensions found in and around the Glendora Village, which typically measure roughly 300 feet by 600 feet. Staff notes that block dimensions are a critical component of urban design and neighborhood character, as blocks of such sizes promote pedestrian activity, foot traffic and walking, all characteristics which make places like the Village unique and appealing, and which are intended to be replicated within this area around the Metro A Line Station.
Staff also notes that the proposed amendment introduces a new standard street section for roads within this new block configuration. Specifically, these roads would have right-of-way widths not to exceed 56 feet to include two vehicular travel lanes (one in each direction), one lane for parallel parking, and ample pedestrian areas inclusive of 4-foot parkways and 8-foot sidewalks. The roadways may also accommodate bicycles via "sharrows." [1] Laid by the Glendora Land Company in 1887, Glendora’s early grid-block network was established at a time where this development pattern was common. John William Reps, Cities of the American West: A History of Frontier Urban Planning (Princeton Univ. Press, 1979).
FISCAL IMPACT
There is no immediate direct fiscal impact associated with this request, as the approval of this request simply results in text amendments to the existing Circulation Element of the General Plan. Any project which includes future development effectuating these amended provisions will be analyzed separately for any fiscal impact.
ENVIRONMENTAL DETERMINATION
This General Plan Amendment is exempt from the California Environmental Quality Act ("CEQA") pursuant to CEQA Guidelines Section 15061(b)(3), as it can be seen with certainty that there is no possibility that approval of the General Plan Amendment may have a significant effect on the environment.
Prepared By: Sean McPherson, Assistant Director of Community Development Concurs With: Not Applicable
Reviewed By: Jeff Kugel, Community Development Director Certified to Availability of Funds: Not Applicable
Approved By: Adam Raymond, City Manager
Legal Review: Jessica Santiago, Assistant City Attorney CEQA Review: Not Applicable
Attachments
A_Draft_Resolution.pdf
B_Circulation_Element_Exhibit_A_of_Resolution.pdf
C_Circulation_Element_Redline_Excerpt.pdf
D_Notice_of_Council_Public_Hearing.pdf
E_CEQA_Exemption.pdf
F_Staff_Presentation.pdf
RESOLUTION CC 2026-____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDORA
APPROVING A GENERAL PLAN AMENDMENT TO ADOPT THE
AMENDED CIRCULATION ELEMENT, AND FINDING THE GENERAL
PLAN AMENDMENT EXEMPT FROM THE CALIFORNIA
ENVIRONMENTAL QUALITY ACT (CEQA)
THE CITY COUNCIL
City of Glendora, California
WHEREAS, the City of Glendora has adopted a General Plan, known as Community Plan 2025, which includes all the elements mandated by California Government Code Section 65302; and
WHEREAS, the Circulation Element was adopted in 2007 as part of the City’s General Plan; and
WHEREAS, the City Council adopted the Station Area Vision Plan in July 2025, and the Metro A Line Station subsequently opened for operation in September 2025; and WHEREAS, in light of current and anticipated development interest in the area surrounding the Metro A Line Station, the City has determined that it is necessary to update the Circulation Element of the General Plan; and WHEREAS, these updates to the Circulation Element of the General Plan include new criteria for required infrastructure improvements, including a new grid-block road network around the Metro A Line Station; and
WHEREAS, the Circulation Element has been updated to current City brand standards adopted in March 2024, and various text and grammatical errors have been updated and corrected; and
WHEREAS, the Planning Commission held a duly noticed public hearing on May 5, 2026, and thereafter recommended that the City Council find the proposed amendment exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3) and approve the amendment to the Circulation Element of the General Plan; and
WHEREAS, the City Council held a public hearing on June 9, 2026, after due notice was given as required by law, at which time oral and documentary evidence was introduced along with the recommendation of the Planning Commission; and WHEREAS, all other legal prerequisites to the adoption of this Resolution have occurred.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GLENDORA, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The foregoing recitals are true and correct and are incorporated herein by this reference.
Resolution CC 2026-___ Page 2 of 4
SECTION 2. The City Council hereby finds that the General Plan Amendment is exempt from the California Environmental Quality Act (“CEQA”), pursuant to CEQA Guidelines Section 15061(b)(3), as it can be seen with certainty that there is no possibility that approval of the General Plan Amendment or this Resolution may have a significant effect on the environment.
SECTION 3. The City Council hereby approves a General Plan amendment to adopt the amended Circulation Element, attached hereto as “Exhibit A” and incorporated herein by this reference.
SECTION 4. The City Council declares that should any provision, section, paragraph, sentence, or word of this Resolution be rendered or declared invalid by any court of competent jurisdiction or by reason of any preempting legislation, the remaining provisions, sections, paragraphs, sentences, and words of this Resolution shall remain in full force and effect.
SECTION 5. The City Clerk shall certify to the passage and adoption of this resolution and shall enter the same in the Book of Original Resolutions.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Glendora this ___ day of _____, 2026.
BY:
DAVID FREDENDALL
Mayor
APPROVED AS TO FORM:
Aleshire & Wynder, LLP
DANNY ALESHIRE
City Attorney
Resolution CC 2026-___ Page 3 of 4
CERTIFICATION
I, do hereby certify that the foregoing Resolution was duly adopted by the City Council of the City of Glendora at a regular meeting held on the ___ day of ____, 2026, by the following vote:
AYES: MEMBERS:
NOES: MEMBERS:
ABSENT: MEMBERS:
ABSTAIN: MEMBERS:
Dated:
KATHLEEN R. SESSMAN
City Clerk/Communications Director
Resolution CC 2026-___ Page 4 of 4
EXHIBIT A
Circulation Element
Glendora Community Plan 2025
1 Circulation
Element
Updated June 2026
GLENDORA COMMUNITY PLAN 2025
2 GLENDORA COMMUNITY PLAN 2025 — CHAPTER 3:
CIRCULATION ELEMENT
TABLE OF CONTENTS
Sections
1.0 Introduction ................................................................................ 1
2.0 Authority for Element ........................................................... 1
3.0 Summary of Existing Conditions ................................. 4
4.0 General Plan Build Out Traffic Conditions ………………………………… 23
5.0 Recommendations for Circulation Plan ........................... 28
6.0 Planning Considerations, Goals, and Policies .......... 35 Tables
Table CIR-1 Existing Roadway Classifications .............. 7 Table CIR-2 Existing Conditions Peak Hour Intersection Operation .... 23 Table CIR-3 Buildout Conditions Peak Hour Intersection Operation .............. 30 Table CIR-4 Buildout Conditions — Before and After Mitigation ........... 31 Table CIR-5 Recommended Roadway Classification .... 33
Exhibit CIR-11 Recommended Roadway Classification ……………... 34 Exhibits
Exhibit CIR-1 Existing Roadway Classifications .............. 8 Exhibit CIR-2 Existing Roadway Lanes .................................. 9 Exhibit CIR-3 Standard Street Sections ......................... 10 Exhibit CIR-4 Public Transportation Services ................................ 12 Exhibit CIR-5 Bikeways ......................................................... 14 Exhibit CIR-6 Truck Routes ............................................ 17 Exhibit CIR-7 Existing Lane Configurations and Traffic Control ........... 21 Exhibit CIR-8 Existing Peak Hour Traffic Volumes ...................... 22 Exhibit CIR-9 Buildout Peak Hour Traffic Volumes ........ 26 Exhibit CIR-10 Recommended Intersection Improvements .................... 29 GLENDORA COMMUNITY PLAN 2025
3 CHAPTER 3
CIRCULATION ELEMENT
1.0 INTRODUCTION
The Circulation Element represents the City's overall transportation plan. The transportation plan consists not only of the physical transportation system itself, such as streets, highways, bicycle routes and sidewalks, but also to the various modes of transportation, such as cars, buses, trucks (goods movement), rail, bicycles, ridesharing and walking, as well. Circulation also refers to the movement of people and goods and products within and through the City. The circulation and transportation system plays an important role in shaping the overall structure and form of the City, in that it both divides and connects land uses at the same time.
The relationship of the Circulation Element to the Land Use Element is critical since the circulation system must adequately handle future traffic as the City and surrounding areas continue to grow, and provide the means to move people and goods through and within the City of Glendora. Land use and circulation must be closely tied to ensure that citizens are able to move in and around the City to locations where they live, work, shop, and spend leisure hours. The circulation system is directly affected, and even shaped by existing and future land use patterns.
The Circulation Element identifies and establishes the City's policies governing the system of roadways, intersections, bicycle paths, pedestrian ways and other components of the circulation system, which collectively provide for the movement of people and goods throughout the City. The Circulation Element establishes official city policy that:
Identifies the transportation facilities that will be required to serve both present and future vehicular and non-vehicular travel demand in the City;
Identifies classifications and design standards for circulation facilities; and Identifies strategies to implement the City's circulation system.
The Circulation Element describes existing circulation conditions in the City, and establishes standards for implementation of future improvements in conjunction with planned growth, and provides a method for measuring system performance for future updates. The Element considers not only the physical requirements of the transportation system (roadway facility type, number of lanes, etc.), but also operational issues such as the provision of transit services, and programs and policies that encourage use of alternative transit modes.
2.0 AUTHORITY FOR ELEMENT
The State of California Government Code Section 65302 (b) requires that a General Plan include, "A circulation element consisting of the general location and extent of existing and proposed major thoroughfares, transportation routes, terminals, and other local public utilities and facilities, all correlated with the land use element of the plan."
GLENDORA COMMUNITY PLAN 2025
4 3.0 SUMMARY OF EXISTING CONDITIONS
The City of Glendora shares borders with the City of San Dimas on the east, southeast, and south, City of Covina on the southwest, and the City of Azusa on the west. The Angeles National Forest and Glendora Wilderness Park form the City's northern border.
Many of the arterial roadways through the City of Glendora extend beyond the City boundaries into neighboring cities. Circulation issues and travel patterns, likewise, extend beyond the Glendora city limits.
The land use decisions and traffic patterns in these other jurisdictions have the potential to affect the quality of traffic flow and mobility in the City of Glendora, and conversely, traffic conditions and decisions made by the City of Glendora can affect its neighbors. In particular, existing and future commercial development in San Dimas on the east side of the City, and future development on the former Monrovia nursery property on the west have the potential to affect traffic conditions in some portions of the City of Glendora.
3.1 EXISTING CIRCULATION SYSTEM
3.1.1 Regional and Local Access
Regional access to the City of Glendora is provided by the Foothill Freeway (I-210). The I-210 Freeway provides east-west regional circulation through the City, connecting with the Orange Freeway (SR-57) at the eastern boundary of the City. Interchanges with the I-210 Freeway are provided at Grand Avenue, Sunflower Avenue, and Lone Hill Avenue. Arrow Highway, which forms the City's southern border, continues easterly through the City of San Dimas, and has an interchange with the SR-57 Freeway.
Continuous travel routes through the City are constrained by the I-210 Freeway and the 260-acre South Hills Park, located in the middle of the City. North-south mobility through the City is limited to arterials and collectors on either side of the park that cross the I-210 Freeway, which include Barranca Avenue, Grand Avenue, Glendora Avenue, and Lone Hill Avenue. Other limited north-south collectors that carry local traffic include Loraine Avenue, Valley Center Avenue, Bonnie Cove Avenue, Sunflower Avenue, and Amelia Avenue.
East-west roadways through the City include Sierra Madre Avenue, Foothill Boulevard, Route 66 (formerly called Alosta Avenue), Gladstone Street, and Arrow Highway. Baseline Road ends at Glendora Avenue, on the west side of South Hills Park, and picks up again at Amelia Avenue, at the eastern City boundary. Other limited east-west collectors that carry local traffic include Leadora Avenue, Bennett Avenue, and Ada Avenue.
3.1.2 Los Angeles County Congestion Management Program (LA CMP) The I-210 Freeway and a portion of the I-210 / SR-57 interchange are the only routes in the City of Glendora designated in the Los Angeles County Congestion Management Program (LA CMP). Since no CMP arterials are designated in Glendora, there are no intersections in Glendora designated as CMP monitoring intersections.
GLENDORA COMMUNITY PLAN 2025
5 3.1.3 Roadway Functional Classification System
The City of Glendora circulation system consists of a network of local neighborhood streets providing access to the arterial street system, which in turn provide access to the regional freeway system. This network serves two distinct and equally important functions: it provides access to adjacent land uses, and it facilitates the movement of persons and goods to and from, within and through the City. The design and operation of each street is determined by the importance placed on each of these functions. Streets that have a mobility and/or regional access function will have more lanes, higher speed limits and fewer driveways. Where access to properties is required, streets will have fewer lanes, lower speeds, parking, and more frequent driveways to serve abutting properties.
To define the intended uses of roadways, many jurisdictions, including Glendora, use a functional classification system. The system provides a logical framework for the design and operation of the roadway system and helps residents and elected officials identify preferred characteristics of each street.
Four roadway categories are described in the City's 1992 Circulation Element: Freeway, Arterial, Collector, and Local. Descriptions of these four categories are provided below.
Freeway - A freeway is a controlled-access, high-speed facility with anywhere from six to ten lanes, plus auxiliary and merge lanes. The I-210 Freeway is the only freeway through the City, with eight lanes (four lanes in each direction) carrying up to 150,000 vehicles per day.
Arterial - The primary function of an arterial is to provide for regional, sub-regional, and inter-city travel, carrying approximately 12,000 to 50,000 vehicles per day. Arterials generally consist of four to six travel lanes (two to three in each direction) with the optimal right-of-way width of 100 feet and a curb-to-curb width of 84 feet. Speed limits range from 35 to 55 miles per hour.
Collector - Collectors are designed to carry traffic between local streets and the arterial roadway network.
This category of roadway generally consists of two to four travel lanes (one to two in each direction) with the optimal right-of-way width of 60 to 80 feet with a curb-to-curb width of 40 feet. Collectors typically carry approximately 12,000 vehicles per day. Posted speed limits range from 25 to 40 miles per hour.
Local - Local streets are designed to provide direct access to individual properties not served by arterial and collector roadways. Local streets include roadways not classified as arterials or collectors. A Local street generally consists of two travel lanes (one in each direction) with parking permitted on one or both sides. Local streets generally have a right-of-way width of 50 feet and a curb-to-curb width of 36 feet.
Posted speed limits range from 25 to 30 miles per hour. As described in Section 3.1.7 below, interior south station streets are considered local streets.
The existing functional classifications for the roadways in the City of Glendora, as currently designated in the City's Circulation Element, are listed on Table CIR-1, Existing Roadway Classifications, and are depicted on Exhibit CIR-1, Existing Roadway Classifications. The number of existing lanes for each roadway is also shown on Table CIR-1 and is shown on Exhibit CIR-2, Existing Roadway Lanes.
The City of Glendora street cross-sections for the various roadway types, which are provided on the City's Standard Design and Specifications, Standard Plan 1.7, are shown on Exhibit CIR-3, Standard Street GLENDORA COMMUNITY PLAN 2025
6 Sections. It is noted that the designations described in the Circulation Element are not consistent with the Standard Plan cross-sections, as shown on the following chart.
Circulation Element Standard Plan Specification
Designation Description Designation Specification
Arterial 100' R/W
84' curb-to-curb
4 to 6 lanes, divided
Major 100' R/W
84' curb-to-curb
6 lanes, divided
Collector 60 - 80' R/W
40' curb-to-curb
2 to 4 lanes
Secondary 80' - 84' R/W
64' curb-to-curb
4 lanes undivided
Local Street 50' R/W
36' curb-to-curb
2 lanes
Collector
(Local Residential)
60' R/W
40' curb-to-curb
2 lanes
Local - Residential
(24 Lots or Less)
50' R/W
36' curb-to-curb
2 lanes
R/W = right-of way
' = foot
GLENDORA COMMUNITY PLAN 2025
7 Table CIR-1
Existing Roadway Classifications
Arterial Existing Classification Existing Lanes
East - West Roadways
Sierra Madre Avenue Collector 2 lanes
Leadora Avenue Collector 2 lanes
Comstock Ave: Loraine Avenue to Valley Center Collector 2 lanes Bennett Avenue Collector 2 lanes
Foothill Boulevard: Citrus Avenue to Glendora Collector 4-lane divided Foothill Boulevard: east of Glendora Street Collector 2 lanes Ada Avenue Collector 2 lanes
Route 66 Arterial 4-lane divided
Auto Centre Drive Collector 4-lane divided
Gladstone Street Collector 4-lane divided
Baseline Avenue Collector 4-lane divided
Arrow Highway Arterial 4-lane divided
North - South Roadways
Citrus Avenue: Foothill to Sierra Madre Arterial 4-lane undivided Barranca Avenue: north of Leadora Avenue Collector 2 lanes Barranca Avenue: south of Leadora Avenue Collector 4-lane undivided Grand Avenue: north of Sierra Madre Avenue Arterial 2 lanes Grand Avenue: Sierra Madre Avenue to Gladstone Arterial 4-lane divided Grand Avenue: south of Gladstone Arterial 4-lane divided Glendora Avenue: Sierra Madre Avenue to Ada Avenue Collector 2 lanes Glendora Avenue: Ada Avenue to Arrow Highway Collector 4-lane divided Cullen Avenue Collector 2 lanes
Bonnie Cove Avenue Collector 2 lanes
Live Oak Avenue Collector 2 lanes
Sunflower Avenue Collector 4-lane divided
Elwood Avenue Collector 2 lanes
Loraine Avenue Collector 4-lane divided
Valley Center Avenue Collector 2 lanes
Lone Hill Avenue: north of Route 66 Collector 2 lanes
Lone Hill Avenue: Route 66 to Gladstone Arterial 4-lane divided Lone Hill Avenue: south of Gladstone Arterial 4-lane divided Amelia Avenue: north of Route 66 Collector 2 lanes
Amelia Avenue: south of Route 66 Collector 4-lane divided GLENDORA COMMUNITY PLAN 2025
8 Exhibit CIR-1
Existing Roadway Classifications
Source: Kimley-Horn Associates, Inc.; June 2007.
GLENDORA COMMUNITY PLAN 2025
9 Exhibit CIR 2
Existing Roadway Lanes
Source: Kimley-Horn Associates, Inc.; June 2007.
GLENDORA COMMUNITY PLAN 2025
10 Exhibit CIR 3
Standard Street Sections
Source: Kimley-Horn Associates, Inc.; June 2007. Interior South Station Street graphic included under Section 3.1.7 below.
GLENDORA COMMUNITY PLAN 2025
11 3.1.4 Public Transportation Services
The City of Glendora is well served by public transit systems. The Foothill Transit and the Glendora MiniBus both operate routes that extend into or through the City of Glendora. Local lines include service to Citrus College, four regional shopping centers, and the main bus terminal in El Monte. Limited express service is available weekdays to Cal State Los Angeles, the University of Southern California, and Downtown Los Angeles from El Monte. Bus lines travel down multiple streets such as Arrow Highway, Route 66, Grand Avenue, Lone Hill Avenue, Foothill Boulevard, and Sierra Madre Avenue.
Exhibit CIR-4, Public Transportation Services, illustrates the bus routes that run through the City of Glendora. A brief description of each of the transit services in the City of Glendora is provided below.
Foothill Transit Authority
Foothill Transit (FTA) operates several routes in the City of Glendora. Route 187 is operated between Claremont and Pasadena, serving Glendora via Foothill Boulevard and Route 66 en route. Service is provided every day with a frequency of one bus every twenty minutes in each direction, except that the frequency is decreased to one bus every one-half hour during the weekends and holidays.
Route 189 is operated between Claremont and Glendora, generally traveling along Foothill Boulevard, Gladstone Street, and Glendora Avenue. Service is provided Monday through Friday with a frequency of about one bus per hour in each direction. Route 281 is operated between the Puente Hills Mall and Glendora, serving Glendora via Citrus Avenue, Foothill Boulevard, Barranca Avenue, and Route 66. Service is provided every day with a frequency of generally one bus every one-half hour in each direction, except that the frequency is decreased to one bus per hour during the weekends and holidays. Route 284 is operated between the Plaza at West Covina and Glendora, traveling along Lone Hill Avenue, Foothill Boulevard, and Glendora Avenue in the City of Glendora. Service is provided every day with a frequency of generally one bus per hour in each direction. Route 488 is operated between the El Monte Transit Station and Glendora, serving Glendora via Grand Avenue, and Foothill Boulevard. Service is provided every day with a frequency of generally one bus per hour in each direction, except that the frequency is increased to one bus every onehalf hour during the weekday peak periods. Route 492 is operated between Downtown Los Angeles and the Montclair Transit Center, traveling along Arrow Highway at the southern end of the City. Service is provided every day with a frequency of generally one bus every one-half hour in each direction, except that the frequency is decreased to one bus per hour during the weekends and holidays.
GLENDORA COMMUNITY PLAN 2025
12 Exhibit CIR 4
Public Transportation Services
Source: Kimley-Horn Associates, Inc.; June 2007.
Route 494 is operated between the El Monte Transit Station and the San Dimas Park and Ride Center, traveling along Lone Hill Avenue, Foothill Boulevard, and Citrus Avenue in the City of Glendora. Service is provided Monday through Friday with a frequency of about one bus every one-half hour in each direction.
Route 498 is operated between Downtown Los Angeles and the Citrus College Park and Ride, serving Glendora via Grand Avenue and Foothill Boulevard. Service is provided Monday through Friday with a frequency of generally one bus every one-half hour in each direction, except that the frequency is increased to one bus every ten minutes during the weekday peak period. Route 690 is operated between Downtown Pasadena and the Montclair Transit Center, traveling along Baseline Road through the City of Glendora. Service is provided every day with a frequency of generally one bus every one-half hour in each direction. Route 851 is operated between Eastland Center in West Covina, serving Glendora via Glendora Avenue, Arrow Highway, Sunflower Avenue, Gladstone Street, Sierra Madre Avenue, and Valley Center. Service is provided Monday through Friday with a frequency of generally one bus per hour GLENDORA COMMUNITY PLAN 2025
13 in each direction, except that the frequency is increased to one bus every one-half hour during the weekday peak period.
Glendora's Mini-Bus
Glendora's mini-bus offers curb-to-curb transportation services for senior citizens and permanently disabled persons of Glendora. The bus operates Monday through Friday from 8:00 AM to 5:00 PM, Saturday and Sunday from 9:00 AM to 2:00 PM. The cost is 50 cents each way. The service transfers riders to the Pomona Valley Transit Station at the Lone Hill Shopping Center, the Metro Link Station in Covina, and also to the Azusa Transit system at the Citrus College Center.
3.1.5 Bicycle Facilities
Bicycle routes are provided on a number of roadways within the City of Glendora. For east-west travel, Class III bike routes (signed routes) are provided on portions of Sierra Madre Avenue, Leadora Avenue, Bennett Avenue, Foothill Boulevard, Mauna Loa Avenue, and Gladstone Avenue. For north-south travel, bike routes are provided on portions of Grand Avenue, Glendora Avenue, Pasadena Avenue, Live Oak Avenue, Loraine Avenue, Valley Center Avenue, and Lone Hill Avenue. The existing bikeways in Glendora are illustrated on Exhibit CIR-5, Bikeways.
The bikeway system is intended to provide bicyclists with connections between neighborhoods, parks, schools, and other neighborhood and recreational facilities. Foothill Transit provides bike racks on all buses, to improve mobility and provide the bicycle rider with travel mode options for longer trips. Riding and hiking trails through the City's park and open space system also provide residents with recreational biking opportunities.
GLENDORA COMMUNITY PLAN 2025
14 Exhibit CIR-5
Bikeways
Source: Kimley-Horn Associates, Inc.; June 2007.
The City of Glendora plans to upgrade the existing bicycle system to encourage and facilitate alternative travel modes, which will also benefit air quality. The City will adopt a City Policy for Bicycle and Mopeds, which will include lane striping, signing, and control devices, in accordance with State guidelines.
Additional bicycle racks will be provided to enhance bicyclists' access to The Village. The plan considers construction of Class I (off-road facility) along Foothill Boulevard to provide access to Citrus Community College, Azusa Pacific University, and the Metro A Line Station.
3.1.6 Truck Routes
The City of Glendora has designated selected roadways as truck routes to provide for the regulated movement of trucks through the City. The designated truck routes in Glendora are illustrated on Exhibit CIR-6, Truck Routes. The designation of truck routes is intended to direct truck traffic to those streets where it would cause the least amount of neighborhood intrusion and where noise, vibration, and other factors would have the least impact. Primary arterials and roadways providing access to the freeways are the most likely candidates for truck route designation. The designation of truck routes does not prevent trucks from using other roads or streets needed to make deliveries to specified destinations, or for other reasons, as defined in the Motor Vehicle Code of the State of California.
GLENDORA COMMUNITY PLAN 2025
15 3.1.7 Station Road Network and Rail
Metro A Line
The Foothill Extension of the Metro A Line (formerly Gold Line) opened in Glendora in September 2025 and follows an alignment from its terminus in Azusa to its current eastern terminus in the City of Pomona, passing through many Foothill cities, including Glendora. As of 2026, service is offered from approximately 4:00 AM to 1:00 AM seven days a week. The trains will stop at stations every 8-10 minutes during weekday peak hours, and every 10-20 minutes during, middays, nights, and weekends. The station is located approximately 180 feet east of Vermont Avenue, just south of the City's downtown Village. Passengers enter the center platform station from the east or west end. The Station accommodates 300 parking spaces.
The block bounded by Glendora Avenue to the east, Vermont Avenue to the west, Metro A Line right-ofway to the north, and Route 66 to the south is anticipated to undergo significant future development activity due to its proximity to the Metro A Line station. New development within this area shall be designed around a grid-block network of open, connected public or private streets.
Within this new grid-block network, block faces shall not exceed 600 feet, nor shall any block perimeters exceed 1,800 feet. Such a grid-block network has many benefits in that it easily accommodates various housing and construction types, promotes walkability and connectivity, and promotes economic development by providing additional street frontage for potential new shopfronts. Connected grid-block roadway networks also improve response times for emergency services by providing multiple paths of travel to and from residences, businesses, and incident locations. New local streets within this grid-block network (reference images below) require a total of 56-feet of right-of-way intended to accommodate two lanes of vehicular traffic, one parallel parking lane on at least one side of the street, and ample room within the pedestrian realm, inclusive of 4-foot parkways and 8-foot sidewalks. The roadway may also accommodate bicycles via "sharrows."
GLENDORA COMMUNITY PLAN 2025
16 *South Station Zoning Aerial image is shown for illustrative purposes only. Specific locations of compliant publicly accessible public or private roads will be determined at the time of development.
GLENDORA COMMUNITY PLAN 2025
17 Exhibit CIR-6
Truck Routes
Source: Kimley-Horn Associates, Inc.; June 2007.
Existing At-Grade Rail Crossings
There are currently eight at-grade rail crossings of the existing rail line in the City of Glendora. To improve traffic safety once the number of train movements through these intersections increase, the Los Angeles County Metropolitan Transportation Authority (LACMTA or MTA) has adopted a Grade Crossing Safety Improvement Program, which includes a four-gate crossing (two gates in each direction) at accident-prone locations, to reduce the incidence of drivers attempting to drive around single-arm gates; increased manned enforcement details, and photo enforcement at the at-grade crossings. The City will work with MTA to advocate grade-separated rail crossing for safety and to reduce congestion at the diagonal Grand/Foothill intersection crossing, and other key locations. The completion of the Metro A Line in September 2025 eliminated an at-grade rail crossing at Glenwood Avenue, thus as of 2026, there are currently seven at-grade crossings in the City of Glendora.
GLENDORA COMMUNITY PLAN 2025
18 3.2 ANALYSIS OF EXISTING CONDITIONS
3.2.1 Level of Service Definition for Intersections
Intersections are analyzed using the Intersection Capacity Utilization (ICU) methodology as specified by the Los Angeles CMP. The ICU methodology uses peak hourly traffic volumes and lane capacities to calculate a volume-to-capacity ratio (V/C ratio) for each turning movement on each approach. A capacity of 1,600 vehicles per lane per hour through signalized intersections is assumed, with a 10 percent clearance factor to account for the effect of yellow and red phases in each signal cycle. Critical movements are then identified and an ICU value determined based on a summation of the critical V/C ratios. The ICU methodology provides a comparison of intersection volumes to the intersection capacity and the results are then related to LOS values, ranging from "A" to "F," according to the following chart.
Intersection Level of Service and Corresponding ICU Values Level of Service Intersection Capacity
Utilization (ICU)
A 0.00 - 0.60
B 0.61 - 0.70
C 0.71 - 0.80
D 0.81 - 0.90
E 0.91 - 1.00
F Greater than 1.00
Level of Service (LOS) terms are used to qualitatively describe prevailing conditions and their effect on traffic. Broadly interpreted, the LOS concept denotes any one of a number of differing combinations of operating conditions that may take place as a roadway is accommodating various traffic volumes. The LOS is related to the volume-to-capacity ratio (V/C). To determine the V/C ratio, the average daily traffic volume on a particular roadway link is divided by the link capacity. There are six defined Levels of Service, LOS "A" through "F" which describe conditions ranging from "ideal" to "worst" as defined in the chart on the following page.
GLENDORA COMMUNITY PLAN 2025
19 Level of Service Descriptions
Level
of Service
Description of Operation Range of
V/C Ratios
A Low volumes; high speeds; speed not restricted by other vehicles; all signal cycles clear with no vehicles waiting through more than one signal cycle.
0.00 - 0.60
B Operating speeds begin to be affected by other vehicles; between one and ten percent of the signal cycles have one or more vehicles which wait through more than one signal cycle during peak traffic periods.
0.61 - 0.70
C Operating speeds and maneuverability closely controlled by other traffic between 11 and 30 percent of the signal cycles have one or more vehicles which wait through more than one signal cycle during peak traffic periods:
recommended ideal design standard.
0.71 - 0.80
D Tolerable operating speeds; 31 to 70 percent of the signal cycles have one or more vehicles which wait through more than one signal cycle during peak traffic periods; often used as design standard in urban areas.
0.81 - 0.90
E Capacity; the maximum traffic volumes an intersection can accommodate; restricted speeds; 71 to 100 percent of the signal cycles have one or more vehicles which wait through more than one signal cycle during peak traffic periods.
0.91 - 1.00
F Long queues of traffic; unstable flow; stoppages of long duration; traffic volumes and traffic speed can drop to zero; traffic volumes will be less than the volume which occurs at Level of Service E.
> 1.00
As shown on this chart, traffic conditions are best when the daily traffic volumes are less than 60 or 70 percent of the theoretical capacity of the intersection, while extreme congestion and delays can be expected when the daily traffic volumes approach or exceed 100 percent of the intersection capacity.
3.2.2 Level of Service Standard
As of the last General Plan update in 1992), Objective 1 of Goal 1 of the Circulation Element stated that the City's Level of Service standard is to maintain a Level of Service "C" or better on the City's roads and intersections. In December, 2003, in conjunction with the processing of the General Plan Amendment for the Route 66 Specific Plan, the City amended the Circulation Element to establish the Level of Service standard as LOS "D" or better on roads and intersections.
3.2.3 Peak Hour Intersection Analysis
Twenty intersections were selected for analysis of existing traffic conditions as well as future traffic conditions that would be anticipated when General Plan land uses would be built out. The selection of the 20 intersections was based on which intersections are currently carrying high peak hour volumes, such as those near activity centers and freeway interchanges, as well as those near vacant or underutilized parcels GLENDORA COMMUNITY PLAN 2025
20 where development could occur and traffic growth might be anticipated. The 20 intersections selected for analysis are:
1. Sierra Madre Avenue at Loraine Avenue
2. Bennett Avenue at Grand Avenue
3. Foothill Boulevard at Grand Avenue
4. Foothill Boulevard at Loraine Avenue
5. Foothill Boulevard at Valley Center Avenue
6. Route 66 at Barranca Avenue
7. Route 66 at Grand Avenue
8. Route 66 at Glendora Avenue
9. Route 66 at Loraine Avenue
10. Route 66 at Compromise Line Road
11. Route 66 at Lone Hill Avenue
12. Route 66 at Amelia Avenue
13. Baseline Road at Grand Avenue
14. Baseline Road at Glendora Avenue
15. Gladstone Street at Grand Avenue
16. Gladstone Street at Glendora Avenue
17. Gladstone Street at Sunflower Avenue
18. Gladstone Street at Lone Hill Avenue
19. Auto Centre Drive at Lone Hill Avenue
20. Marketplace (entrance) at Lone Hill Avenue
3.2.4 Intersection Capacity Analysis
Existing lane configurations and traffic control at the study intersections are shown on Exhibit CIR-7, Existing Lane Configurations and Traffic Control. Morning and evening peak hour traffic counts were conducted at the 20 intersections in March 20061
, and are depicted on Exhibit CIR-8, Existing Peak Hour Traffic Volumes. The peak hours are the highest volume hour within the morning peak period (7:00 - 9:00 AM) and the evening peak period (4:00 - 7:00 PM). Copies of the traffic count data sheets are provided in Appendix A. ICU analyses were conducted to evaluate the existing operating conditions of the 20 intersections. The resulting ICU values and the corresponding LOS are summarized in Table CIR-2, Existing Conditions Peak Hour Intersection Operation. Intersection analysis worksheets for existing conditions are provided in Appendix B.
1 Traffic counts were conducted on Tuesday through Thursday during the week of March 21, 2006.
GLENDORA COMMUNITY PLAN 2025
21 Exhibit CIR-7
Existing Lane Configurations and Traffic Control
Source: Kimley-Horn Associates, Inc.; June 2007.
GLENDORA COMMUNITY PLAN 2025
22 Exhibit CIR-8
Existing Peak Hour Traffic Volumes
Source: Kimley-Horn Associates, Inc.; June 2007.
With the exception of two intersections, all study intersections are currently operating at LOS "D" or better under existing conditions. Two intersections are currently operating at LOS "E" as follows:
Route 66 and Lone Hill Avenue (AM Peak Hour)
Gladstone Street and Lone Hill Avenue (PM Peak Hour)
Needed improvements to achieve acceptable Level of Service at these two intersections will be discussed in the following section.
GLENDORA COMMUNITY PLAN 2025
23 Table CIR-2
Existing Conditions Peak Hour Intersection Operation
Signalized Intersection
AM Peak Hour PM Peak Hour
ICU LOS ICU LOS
Sierra Madre Ave / Loraine Ave 0.471 A 0.318 A
Bennett Ave / Grand Ave 0.494 A 0.475 A
Foothill Blvd / Grand Ave 0.602 B 0.898 D
Foothill Blvd / Loraine Ave 0.725 C 0.545 A
Foothill Blvd / Valley Center Drive 0.785 C 0.582 A
Route 66 / Barranca Ave 0.704 C 0.748 C
Route 66 / Grand Ave 0.785 C 0.779 C
Route 66 / Glendora Ave 0.777 C 0.867 D
Route 66 / Loraine Ave 0.784 C 0.568 A
Route 66 / Compromise Line Road 0.789 C 0.622 B
Route 66 / Lone Hill Ave 0.922 E 0.886 D
Route 66 / Amelia Ave 0.677 B 0.745 C
Baseline Rd / Grand Ave 0.716 C 0.825 D
Baseline Rd / Glendora Ave 0.523 A 0.578 A
Gladstone St / Grand Ave 0.894 D 0.837 D
Gladstone St / Glendora Ave 0.626 B 0.661 B
Gladstone St / Sunflower Ave 0.503 A 0.507 A
Gladstone St / Lone Hill Ave 0.557 A 0.946 E
Auto Centre / Lone Hill Ave 0.524 A 0.871 D
Marketplace / Lone Hill Ave 0.371 A 0.511 A
4.0 GENERAL PLAN BUILDOUT TRAFFIC CONDITIONS
This element addresses forecasted traffic conditions upon buildout of the City of Glendora. Buildout traffic conditions include not only the future growth in traffic that will result from development of vacant and under-utilized parcels within the City, but also growth in traffic from neighboring cities, and area-wide traffic that passes through Glendora. Because of its location, situated just north of the I-210 Freeway, and positioned between downtown Los Angeles and several other San Gabriel Valley cities to the west and the County of San Bernardino to the east, the City of Glendora streets carry a portion of the region's east-west travel demand on its arterial streets.
GLENDORA COMMUNITY PLAN 2025
24 As the region continues to grow, and regional transportation facilities (most specifically the I-210 in the case of Glendora) become more congested, the effect of regional traffic on City streets will continue to be felt. The County of Los Angeles Congestion Management Program (CMP) forecasts a 14.76 percent increase in traffic volumes in the San Gabriel Valley area by the Year 2025. While some of this growth within the City of Glendora is accounted for by the buildout of its vacant and underutilized parcels citywide, a portion of this also represents growth in through traffic particularly in the east-west direction. The analysis for the update of the City of Glendora Circulation Element includes not only the future traffic associated with buildout of the City’s land use, but the effect of traffic growth throughout the region, as well.
4.1 METHODOLOGY
Analysis of projected traffic conditions at buildout of the City was conducted to determine whether or not the City's circulation system can accommodate the future traffic demands of the City's land use plan.
Buildout assumes that each vacant or underutilized parcel in the City will buildout to its full General Plan potential. If roadway or intersection deficiencies are projected to occur as a result of buildout of General Plan land uses, then improvements needed to accommodate future traffic volumes will be identified.
The methodology for evaluating future traffic volumes on the roadway segments and at intersections in Glendora is based on the following major premises:
The Circulation Element must be consistent with all other Elements of the General Plan, especially the Land Use Element, such that there is a good balance between the transportation capacity to be provided and the travel demand to be generated by the buildout land uses. The effects of increased traffic in Glendora due to growth and development in neighboring communities must be taken into consideration. While "through" traffic is not encouraged, its presence must be recognized so that the Circulation Element can be responsive. The City's current circulation system is largely built out to its designated capacities, and is assumed to be the buildout network for the buildout analysis. If improvements to the roadway system or intersections are needed to accommodate General Plan Buildout, these will be recommended as mitigation measures.
The traffic for development in Glendora on vacant or underutilized parcels was estimated and added to the background future traffic volumes. Further details are presented in the following paragraphs.
4.2 FUTURE LAND USE TRIP GENERATION
While the City of Glendora is generally developed, parcels throughout the City are still vacant, or are underdeveloped and have the potential for further development. The Land Use Element of the General Plan quantifies the potential development on these underutilized and vacant parcels. The remaining potential development on these parcels of interest in Glendora is estimated to consist of 3,066 dwelling units and approximately 2.23 million square feet of development. This total includes the proposed land uses planned for the Route 66 Specific Plan area.
GLENDORA COMMUNITY PLAN 2025
25 For the analysis of future traffic conditions, each parcel was identified in terms of its potential future land use, including the land use type (residential, retail, office, industrial, etc.) and the quantity of those land uses (dwelling units, thousand square feet, etc.). The number of trips that would be generated by the potential development was calculated and is summarized in Appendix C to this report. In total, the buildout land uses have the potential to generate approximately 3,500 new trips in the morning peak hour, and approximately 8,300 trips in the evening peak hour.
The traffic analysis is intended to provide an evaluation of the traffic impacts associated with buildout of the City's remaining land use, as summarized in the Land Use Element. Buildout land use information was based on existing and General Plan land use data provided by the City and compiled parcel by parcel by RBF Consulting. All vacant and underutilized parcels were accounted for in the future land use database, including major approved and pending projects, such as the Route 66 Specific Plan and the Diamond Ridge Marketplace.
Buildout land uses were grouped by Traffic Analysis Zone (TAZ) as shown in Appendix C. The distribution assumptions for each TAZ include a combination of assignments to multiple destinations within the City and destinations external to the City. A detailed printout of the distribution assumptions for each TAZ is provided in Appendix C.
4.3 BUILDOUT TRAFFIC PROJECTIONS
The additional trips that would be generated by the proposed developments were estimated and distributed on the surrounding road network as described earlier in the report. Interaction between complementary land uses within the city, and pass-by assumptions were taken into account in the distribution and assignment of traffic. The buildout traffic estimates for the study intersections are presented in Exhibit CIR-9, Buildout Peak Hour Traffic Volumes.
GLENDORA COMMUNITY PLAN 2025
26 Exhibit CIR-9
Buildout Peak Hour Traffic Volumes
Source: Kimley-Horn Associates, Inc.; June 2007.
4.4 BUILDOUT TRAFFIC CONDITIONS AT INTERSECTIONS
The ICU analysis was conducted for buildout conditions, and the Level of Service was determined for each of the 20 study intersections, and the results are presented in Table CIR-3, Buildout Conditions Park Hour Intersection Operation. The data in Table CIR-3 indicates that 12 of the 20 intersections analyzed would operate at LOS "D" or better under buildout conditions. The following eight intersections would operate at LOS "E" or LOS "F."
Foothill Boulevard and Grand Avenue (LOS "E" in the PM Peak Hour) Route 66 and Grand Avenue (LOS "E" in the PM Peak Hour) Route 66 and Glendora Avenue (LOS "E" in the PM Peak Hour) Route 66 and Lone Hill Avenue (LOS "E" in the AM Peak Hour and LOS "F" in the PM Peak Hour)
Baseline Road and Grand Avenue (LOS "F" in the PM Peak Hour) Gladstone Street and Grand Avenue (LOS "E" in the AM Peak Hour) Gladstone Street Street and Lone Hill Avenue (LOS "F" in the PM Peak Hour) Auto Centre and Lone Hill Avenue (LOS "E" in the PM Peak Hour) GLENDORA COMMUNITY PLAN 2025
27 4.5 RECOMMENDED MITIGATION MEASURES
Buildout of the City will result in deficient conditions (Level of Service "E" or "F") at eight study intersections. Some of these deficiencies were identified previously in traffic studies for other approved and pending projects, such as the Route 66 Specific Plan and Diamond Ridge Marketplace. Wherever possible, mitigation measures identified here are consistent with mitigation measures for approved and pending projects. Improvements were identified that would achieve Level of Service "D" under buildout conditions at the eight impacted intersections. Wherever possible, the improvements will be achieved by re-striping and/or re-assigning lanes at intersections to minimize construction impacts on adjacent properties. These improvements are:
Foothill Boulevard and Grand Avenue: The addition of a second westbound left-turn lane would improve the Level of Service from LOS "E" to LOS "C."
Route 66 and Grand Avenue: The addition of a third eastbound through lane would improve the Level of Service from LOS "E" to LOS "D". (Identified in the Route 66 specific Plan Traffic Study).
An alternative improvement for this intersection would be the conversion of the southbound exclusive right-turn lane to a shared through-right-turn lane. Either of these improvements can be achieved within the existing paved travelway.
Route 66 and Glendora Avenue: The addition of a second westbound left-turn lane would improve the Level of Service from LOS "E" to LOS "D."
Route 66 and Lone Hill Avenue: The conversion of the southbound exclusive right-turn lane to a shared through-right-turn lane would improve the Level of Service from LOS "F" to LOS "E". The additional improvements needed to improve the intersection to LOS "D" would require right-ofway take and would impact the businesses on the southwest and northwest corners of the intersection.
Baseline Road and Grand Avenue: The addition of a second westbound right-turn lane would improve the level of service from LOS "F" to LOS "D". This improvement would help to accommodate the very high westbound right-turn demand coming from the freeway off-ramp.
However, it may require right-of-way take on the north side of the street to achieve this improvement. An alternative improvement for this intersection would be the conversion of the southbound exclusive right-turn lane to a shared through-right-turn lane. This improvement can be achieved within the existing paved travelway on Grand Avenue. Gladstone Street and Grand Avenue: The addition of a third southbound through lane would improve the level of service from LOS "E" to LOS "D." This improvement can be achieved within the existing paved travelway on Grand Avenue.
Gladstone Street and Lone Hill Avenue: The addition of a third northbound through lane and a third southbound through lane would improve the level of service from LOS "F" to LOS "C." GLENDORA COMMUNITY PLAN 2025
28 Auto Centre and Lone Hill Avenue: the addition of a second westbound right-turn lane would improve the level of service from LOS "E" to LOS "D."
These recommended intersection improvements are depicted on Exhibit CIR-10, Recommended Intersection Improvements. A summary of the buildout ICU and Level of Service values with the recommended mitigation measures are presented in Table CIR-4, Buildout Conditions Peak House Intersection Operation Before and After Recommended Mitigation. Intersection analysis worksheets for buildout with mitigation conditions are provided in Appendix B.
5.0 RECOMMENDATIONS FOR CIRCULATION PLAN
Buildout of the City entails the potential development of 3,066 new dwelling units and approximately
2.23 million square feet of development on vacant and underutilized parcels in Glendora. This total includes the proposed land uses planned for the Route 66 Specific Plan area. This development is estimated to generate over 100,000 new daily trips, with approximately 3,500 new trips in the morning peak hour, and approximately 8,300 trips in the evening peak hour.
With buildout of the City, increased traffic volumes will occur throughout the City, with deficient conditions (Level of Service "E" or "F") forecasted at eight study intersections.
GLENDORA COMMUNITY PLAN 2025
29 Exhibit CIR-10
Recommended Intersection Improvements
Source: Kimley-Horn Associates, Inc.; June 2007.
GLENDORA COMMUNITY PLAN 2025
30 Table CIR-3
Buildout Conditions Peak Hour Intersection Operation
Signalized Intersection ICU LOS ICU LOS
Sierra Madre Ave / Loraine Ave 0.513 A 0.369 A
Bennett Ave / Grand Ave 0.529 A 0.527 A
Foothill Blvd / Grand Ave 0.630 B 0.958 E
Foothill Blvd / Loraine Ave 0.762 C 0.598 A
Foothill Blvd / Valley Center Drive 0.856 D 0.674 B
Route 66 / Barranca Ave 0.749 C 0.864 D
Route 66 / Grand Ave 0.837 D 0.913 E
Route 66 / Glendora Ave 0.824 D 0.970 E
Route 66 / Loraine Ave 0.810 D 0.635 B
Route 66 / Compromise Line Road 0.826 D 0.768 C
Route 66 / Lone Hill Ave 0.995 E 1.005 F
Route 66 / Amelia Ave 0.690 B 0.791 C
Baseline Rd / Grand Ave 0.774 C 1.008 F
Baseline Rd / Glendora Ave 0.569 A 0.668 B
Gladstone St / Grand Ave 0.919 E 0.897 D
Gladstone St / Glendora Ave 0.670 B 0.753 C
Gladstone St / Sunflower Ave 0.532 A 0.623 B
Gladstone St / Lone Hill Ave 0.602 B 1.002 F
Auto Centre / Lone Hill Ave 0.515 A 0.973 E
Marketplace / Lone Hill Ave 0.421 A 0.607 B
GLENDORA COMMUNITY PLAN 2025
31 Table CIR-4
Buildout Conditions Peak Hour Intersection Operation
Before and After Recommended Mitigation
AM Peak Hour PM Peak Hour
Signalized Intersection ICU LOS ICU LOS
Foothill Blvd / Grand Ave 0.630 B 0.958 E
With Mitigation: Add WB Left Turn Lane 0.592 A 0.792 C
Route 66 / Grand Ave 0.837 D 0.913 E
With Mitigation 1: Add EB Through Lane 0.837 D 0.894 D
With Mitigation 2: Convert SB Right Turn to SB ThroughRight Turn Lane 0.783 C 0.846 D Route 66 / Glendora Ave 0.824 D 0.970 E
With Mitigation: Add WB Left Turn Lane 0.824 D 0.877 D
Route 66 / Lone Hill Ave 0.995 E 1.005 F
With Mitigation 1: Convert SB Right Turn to SB ThroughRight Turn Lane 0.937 E 0.936 E With Mitigation 2: Add EB Left Turn, SB Through, and EB Through Lane 0.871 D 0.898 D
Baseline Rd / Grand Ave 0.774 C 1.008 F
With Mitigation 1: Add WB Right Turn Lane 0.774 C 0.876 D With Mitigation 2: Convert SB Right Turn to SB ThroughRight Turn Lane 0.694 B 0.884 D Gladstone St / Grand Ave 0.919 E 0.897 D
With Mitigation: Add SB Through Lane 0.825 D 0.897 D
Gladstone St / Lone Hill Ave 0.602 B 1.002 F
With Mitigation: Add NB Through Lane and SB Through
Lane 0.545 A 0.882 C
Auto Centre / Lone Hill Ave 0.515 A 0.973 E
With Mitigation: Add WB Right Turn Lane 0.515 A 0.833 D Recommendations for this Circulation Element to address future traffic conditions are presented below. Improvements to mitigate the deficient peak hour conditions at study intersections have been presented in Section 4.5 of this Element.
A funding or fee assessment mechanism, such as a traffic impact fee, or an improvement district, should be implemented to collect a portion of the costs to implement these improvements from new development.
GLENDORA COMMUNITY PLAN 2025
32 It is recommended that the roadway classifications in the Roadway Standards section of the Circulation Element be modified to be consistent with the newly adopted Standard Street Sections in the City’s Standard Designs and Specifications, as follows:
o Major – 84 feet of pavement within 100 feet of right-of-way (4 to 6 lanes divided) o Secondary – 64 feet of pavement within 80 to 84 feet of right-of-way (4 lanes) o Collector – 40 feet of pavement with 60 feet of right-of-way (2 lanes) With the recommended changes in classification types, the “Arterial” designation would be eliminated. IT is recommended that all Arterial roadways currently built to the 100-foot right-ofway be classified as a Major, and that those currently built to less than the 100-foot right-of-way be classified as a Secondary.
It is recommended that the Major classification allow for either Major-4 or Major-6 category, to account for those roadways built to the Major standard, but striped for only four lanes. It is recommended that the following roadway segments be improved to provide six travel lanes (three in each direction):
o Grand Avenue between Route 66 and Gladstone Street
o Lone Hill Avenue between Route 66 and Gladstone Street It is recommended the existing Collectors that are built to two lanes be classified as a Collector, and that those that are four lanes be classified as a Secondary.
These recommended changes are shown on Table CIR-5, Recommended Roadway Classifications, and are depicted on Exhibit CIR-11, Recommended Roadway Classifications.
GLENDORA COMMUNITY PLAN 2025
33 Table CIR-5
Recommended Roadway Classification
Arterial Existing
Classification
Existing
Lanes
Recommended
Classification
East - West Roadways
Sierra Madre Avenue Collector 2 lanes Collector
Leadora Avenue Collector 2 lanes Collector
Comstock Ave: Loraine Avenue to Valley Center Collector 2 lanes Collector Bennett Avenue Collector 2 lanes Collector
Foothill Boulevard: Citrus Avenue to Glendora Collector 4-lane divided Secondary Foothill Boulevard: east of Glendora Street Collector 2 lanes Collector Ada Avenue Collector 2 lanes Collector
Route 66 Arterial 4-lane divided Major - 4
Auto Centre Drive Collector 4-lane divided Secondary
Gladstone Street Collector 4-lane divided Secondary
Baseline Avenue Collector 4-lane divided Secondary
Arrow Highway Arterial 4-lane divided Major - 4
North - South Roadways
Citrus Avenue Arterial 4-lane undivided Secondary
Barranca Avenue: north of Leadora Avenue Collector 2 lanes Collector Barranca Avenue: south of Leadora Avenue Collector 4-lane undivided Secondary Grand Avenue: north of Sierra Madre Avenue Arterial 2 lanes Collector Grand Avenue: Sierra Madre Avenue to Route 66 Arterial 4-lane divided Major - 4 Grand Avenue: Route 66 to Gladstone Arterial 4-lane divided Major - 6 Grand Avenue: south of Gladstone Arterial 4-lane divided Major - 4 Glendora Avenue: Sierra Madre Ave to Ada Ave Collector 2 lanes Collector Glendora Avenue: Ada Avenue to Arrow Highway Collector 4-lane divided Secondary Cullen Avenue Collector 2 lanes Collector
Bonnie Cove Avenue Collector 2 lanes Collector
Live Oak Avenue Collector 2 lanes Collector
Sunflower Avenue Collector 4-lane divided Secondary
Elwood Avenue Collector 2 lanes Collector
Loraine Avenue Collector 4-lane divided Secondary
Valley Center Avenue Collector 2 lanes Collector
Lone Hill Avenue: north of Route 66 Collector 2 lanes Collector Lone Hill Avenue: Route 66 to Gladstone Arterial 4-lane divided Major - 6 Lone Hill Avenue: south of Gladstone Arterial 4-lane divided Major - 4 Amelia Avenue: north of Route 66 Collector 2 lanes Collector Amelia Avenue: south of Route 66 Collector 4-lane divided Secondary Note: Recommended classification changes are shown in Bold Italics.
GLENDORA COMMUNITY PLAN 2025
34 Exhibit CIR-11
Recommended Roadway Classification
Source: Kimley-Horn Associates, Inc.; June 2007.
GLENDORA COMMUNITY PLAN 2025
35 6.0 PLANNING CONSIDERATIONS, GOALS, AND POLICIES
Traffic Safety
Planning Consideration: The City of Glendora understands that the safe and efficient movement of vehicles and pedestrians contributes to overall community safety. Planning, design and maintenance of existing and future transportation infrastructure should seek to enhance the safety of vehicular traffic and pedestrians utilizing local roadways.
Goal CIR-1 Safety for motorists and pedestrians on local roadways.
Policies CIR-1.1 Determine appropriate design of local roadway system considering all potential users including automobile, bicycle, and pedestrian users.
CIR-1.2 Based on traffic counts, add audible and “countdown” signals to enhance pedestrian safety.
CIR-1.3 Initiate public education programs that address the following components: Pedestrian rights, legal movements. Location of bike lanes and routes. Youth involvement/programs with Police (e.g. bike rodeos, etc.).
CIR-1.4 Improve public directional and safety signage.
CIR-1.5 Enforce speeds and traffic laws on all City streets.
CIR-1.6 Employ traffic calming measures where appropriate to deter speeding.
CIR-1.7 Explore opportunities to fund sidewalk safety enhancements through the Safe Routes to School program.
GLENDORA COMMUNITY PLAN 2025
36 Local Coordination of Land Use and Circulation Planning Planning Consideration: Local land use planning significantly influences the safe and efficient function of the local roadway system. The ability to adequately serve the transportation needs of the community should be a primary consideration in all land use planning decisions so that impacts of growth and development are reflected by appropriate improvements.
Goal CIR-2 Coordinated transportation and land use planning.
Policies CIR-2.1 Ensure transportation planning is fully evaluated in the context of future land use planning decisions.
CIR-2.2 Ensure that the evaluation of potential transportation impacts is an integral component of all land use decisions.
CIR-2.3 Encourage the sharing of land use and transportation data between the City and adjacent jurisdictions to ensure transportation impacts are properly mitigated.
CIR-2.4 Support Caltrans’ efforts to improve traffic flow on the I-210 freeway.
CIR-2.5 Support the efforts of the MTA in providing alternative transportation modes within Glendora that would compliment land use planning efforts.
CIR-2.6 Enhance business and directional signage.
CIR-2.7 Explore better use of uninterrupted roadways (e.g., Gladstone and Foothill).
CIR-2.7 Create a funding or fee assessment mechanism, such as traffic impact fee or improvement district, to implement roadway or intersection improvements in the City or those necessary to support new development or redevelopment.
CIR-2.9 Incorporate the Metro A Line into the local planning program.
Program: Provide adequate station facilities that support and enhance surrounding land uses.
CIR-2.10 Plan for adequate bus service to meet Glendora’s future needs.
Program: Work with Foothill Transit on new route development.
Program: Develop a fixed route local shuttle service, using either public or private franchises.
GLENDORA COMMUNITY PLAN 2025
37 Program: Enhance bus stop facilities with shaded seating areas, waste receptacles and route information.
CIR-2.12 Ensure future development along existing railroad rights-of-way includes appropriate public dedications or public easements to include opportunities for additional open space, and/or pedestrian and bicycle pathways.
Goal CIR-3 Infrastructure improvements coordinated with local growth.
Policies CIR-3.1 Continue to update traffic count database every five years.
CIR-3.2 Pursuant to Section 3.1.7, establish a grid-block network with the area bounded by the Metro A Line right-of-way to the north, Route 66 to the south, Glendora Avenue to the east, and Vermont Avenue to the west.
CIR-3.3 Require that each new increment of development within the grid-block network make all possible vehicular and pedestrian connections between circulation infrastructure and adjoining residential or commercial development and provide for future connections into any adjoining parcels.
CIR-3.4 The grid-block network required by CIR-3.2 shall be designed with blocks no longer than 600 feet and a total block perimeter not exceeding 1,800 feet. Exceptions may be considered as part of a development application where private vehicular roads with pedestrian sidewalks connect with existing development.
Planning Consideration: Design considerations that minimize the intrusion of traffic into local neighborhoods and divert through traffic onto appropriate roadways should be encouraged.
Goal CIR-4 Reduced transportation impacts in local neighborhoods.
Policies CIR-4.1 Designate routes to regional commerce that have minimum impact on schools and homes.
CIR-4.2 Clearly designate and understand arterials versus neighborhood streets.
CIR-4.3 Provide alternative options for local travel.
Program: Provide opportunities for local shuttle/ jitney service.
Program: Implement a pedestrian and bikeway master plan.
GLENDORA COMMUNITY PLAN 2025
38 Regional Coordination
Planning Consideration: The City of Glendora understands circulation impacts from local planning decisions also affect the function and quality of circulation in adjacent jurisdictions. Conversely, planning decisions of adjacent jurisdictions can affect the function and quality of the circulation system within the City of Glendora. While the City of Glendora understands that it is part of the regional transportation system, the City seeks to discourage the use of non-arterials as major circulation routes and protect existing and future Glendora neighborhoods from unwanted traffic intrusions.
Goal CIR-5 Appropriate coordination of transportation planning with adjacent jurisdictions.
Policies CIR-5.1 Coordinate local and regional circulation planning with County Congestion Management Plan.
CIR-5.2 Continue to stay involved and aware of local jurisdiction developments (e.g., Monrovia Nursery in Azusa).
CIR-5.3 Coordinate signals on inter-city thoroughfares such as Grand Avenue, Lone Hill, and Route 66.
CIR-5.4 Support regional transportation planning including the Metro A Line extension, bus network planning, and regional bikeway and hiking networks.
CIR-5.4 Except where required to support emergency access, no public or private streets shall connect to the planning areas of adjoining communities.
Program: For new development the City shall not permit vehicular connections into the planning area from adjoining cities as condition of development approval.
Program: For new development, the City shall not permit vehicular connections into the planning area from adjoining cities except where emergency access is deemed appropriate. The City shall require appropriate limited access devices and improvements in its environmental review and land development processes to ensure vehicular connections are limited to emergency vehicles only.
GLENDORA COMMUNITY PLAN 2025
39 Transportation and Utility System Efficiency
Planning Consideration: The City of Glendora is approaching buildout conditions. As future growth will continue to impact the existing circulation and infrastructure systems, specific strategies should be implemented to maximize infrastructure efficiency. Emphasizing strategies that reduce demand for and that implement physical improvements that promote system efficiency will contribute to a well functioning circulation system.
Goal CIR-6 Acceptable level of service on local roadways.
Policies CIR-6.1 Improve the function of the circulation system through transportation system management strategies.
Goal CIR-7 Improved access to alternative modes of transportation.
Policies CIR-7.1 Explore funding for alternative transportation.
CIR-7.2 Enhance alternative transportation services (mini-bus, seniors and private shuttle franchise service).
CIR-7.3 Initiate a citywide campaign to promote for carpooling/park-n-ride.
CIR-7.4 Create and implement a masterplan(s) for pedestrians, trails and bikeways.
CIR-7.5 Ensure adequate pedestrian/ bike amenities at key destinations such as the Village, the Marketplace and other retail service areas such as along Route 66.
Goal CIR-8 Controlled utility and infrastructure access between Glendora and adjoining jurisdictions.
Policies Infrastructure for new development shall be limited to the service of properties within the City’s planning area.
Programs The City shall prohibit City-controlled infrastructure connections through its development approval process and public works contract bidding process.
GLENDORA COMMUNITY PLAN 2025
3 CHAPTER 3
CIRCULATION ELEMENT
1.0 INTRODUCTION
The Circulation Element represents the City's overall transportation plan. The transportation plan consists not only of the physical transportation system itself, such as streets, highways, bicycle routes and sidewalks, but also to the various modes of transportation, such as cars, buses, trucks (goods movement), rail, bicycles, ridesharing and walking, as well. Circulation also refers to the movement of people and goods and products within and through the City. The circulation and transportation system plays an important role in shaping the overall structure and form of the City, in that it both divides and connects land uses at the same time.
The relationship of the Circulation Element to the Land Use Element is critical since the circulation system must adequately handle future traffic as the City and surrounding areas continue to grow, and provide the means to move people and goods through and within the City of Glendora. Land use and circulation must be closely tied to ensure that citizens are able to move in and around the City to locations where they live, work, shop, and spend leisure hours. The circulation system is directly affected, and even shaped by existing and future land use patterns.
The Circulation Element identifies and establishes the City's policies governing the system of roadways, intersections, bicycle paths, pedestrian ways and other components of the circulation system, which collectively provide for the movement of people and goods throughout the City. The Circulation Element establishes official city policy that:
Identifies the transportation facilities that will be required to serve both present and future vehicular and non-vehicular travel demand in the City;
Identifies classifications and design standards for circulation facilities; and Identifies strategies to implement the City's circulation system.
The Circulation Element describes existing circulation conditions in the City, and establishes standards for implementation of future improvements in conjunction with planned growth, and provides a method for measuring system performance for future updates. The Element considers not only the physical requirements of the transportation system (roadway facility type, number of lanes, etc.), but also operational issues such as the provision of transit services, and programs and policies that encourage use of alternative transit modes.
2.0 AUTHORITY FOR ELEMENT
The State of California Government Code Section 65302 (b) requires that a General Plan include,:
"A circulation element consisting of the general location and extent of existing and proposed major thoroughfares, transportation routes, terminals, and other local public utilities and facilities, all correlated with the land use element of the plan."
GLENDORA COMMUNITY PLAN 2025
4 3.0 SUMMARY OF EXISTING CONDITIONS
The City of Glendora shares borders with the City of San Dimas on the east, southeast, and south, City of Covina on the southwest, and the City of Azusa on the west. The Angeles National Forest and Glendora Wilderness Park form the cCity's northern border.
Many of the arterial roadways through the City of Glendora extend beyond the cCity boundaries into neighboring cities. Circulation issues and travel patterns, likewise, extend beyond the Glendora city limits.
The land use decisions and traffic patterns in these other jurisdictions have the potential to affect the quality of traffic flow and mobility in the City of Glendora, and conversely, traffic conditions and decisions made by the City of Glendora can affect its neighbors. In particular, existing and future commercial development in San Dimas on the east side of the City, and future development on the former Monrovia nursery property on the west have the potential to affect traffic conditions in some portions of the City of Glendora.
3.1 EXISTING CIRCULATION SYSTEM
3.1.1 Regional and Local Access
Regional access to the City of Glendora is provided by the Foothill Freeway (I-210). The I-210 Freeway provides east-west regional circulation through the City, connecting with the Orange Freeway (SR-57) at the eastern boundary of the City. Interchanges with the I-210 Freeway are provided at Grand Avenue, Sunflower Avenue, and Lone Hill Avenue. Arrow Highway, which forms the City's southern border, continues easterly through the City of San Dimas, and has an interchange with the SR-57 Freeway.
Continuous travel routes through the City are constrained by the I-210 Freeway and the 260-acre South Hills Park, located in the middle of the City. North-south mobility through the City is limited to arterials and collectors on either side of the park that cross the I-210 Freeway, which include Barranca Avenue, Grand Avenue, Glendora Avenue, and Lone Hill Avenue. Other limited north-south collectors that carry local traffic include Loraine Avenue, Valley Center Avenue, Bonnie Cove Avenue, Sunflower Avenue, and Amelia Avenue.
East-west roadways through the cCity include Sierra Madre Avenue, Foothill Boulevard, Route 66 (formerly called Alosta Avenue), Gladstone Street, and Arrow Highway. Baseline Road ends at Glendora Avenue, on the west side of South Hills Park, and picks up again at Amelia Avenue, at the eastern City boundary. Other limited east-west collectors that carry local traffic include Leadora Avenue, Bennett Avenue, and Ada Avenue.
3.1.2 Los Angeles County Congestion Management Program (LA CMP) The I-210 Freeway and a portion of the I-210 / SR-57 interchange are the only routes in the City of Glendora designated in the Los Angeles County Congestion Management Program (LA CMP). Since no CMP arterials are designated in Glendora, there are no intersections in Glendora designated as CMP monitoring intersections.
GLENDORA COMMUNITY PLAN 2025
5 3.1.3 Roadway Functional Classification System
The City of Glendora circulation system consists of a network of local neighborhood streets providing access to the arterial street system, which in turn provide access to the regional freeway system. This network serves two distinct and equally important functions: it provides access to adjacent land uses, and it facilitates the movement of persons and goods to and from, within and through the City. The design and operation of each street is determined by the importance placed on each of these functions. Streets that have a mobility and/or regional access function will have more lanes, higher speed limits and fewer driveways. Where access to properties is required, streets will have fewer lanes, lower speeds, parking, and more frequent driveways to serve abutting properties.
To define the intended uses of roadways, many jurisdictions, including Glendora, use a functional classification system. The system provides a logical framework for the design and operation of the roadway system and helps residents and elected officials identify preferred characteristics of each street.
Four roadway categories are described in the City's 1992 Circulation Element: Freeway, Arterial, Collector, and Local. Descriptions of these four categories are provided below.
Freeway - A freeway is a controlled-access, high-speed facility with anywhere from six to ten lanes, plus auxiliary and merge lanes. The I-210 Freeway is the only freeway through the City, with eight lanes (four lanes in each direction) carrying up to 150,000 vehicles per day.
Arterial - The primary function of an arterial is to provide for regional, sub-regional, and inter-city travel, carrying approximately 12,000 to 50,000 vehicles per day. Arterials generally consist of four to six travel lanes (two to three in each direction) with the optimal right-of-way width of 100 feet and a curb-to-curb width of 84 feet. Speed limits range from 35 to 55 miles per hour.
Collector - Collectors are designed to carry traffic between local streets and the arterial roadway network.
This category of roadway generally consists of two to four travel lanes (one to two in each direction) with the optimal right-of-way width of 60 to 80 feet with a curb-to-curb width of 40 feet. Collectors typically carry approximately 12,000 vehicles per day. Posted speed limits range from 25 to 40 miles per hour.
Local - Local streets are designed to provide direct access to individual properties not served by arterial and collector roadways. Local streets include roadways not classified as arterials or collectors. A Local street generally consists of two travel lanes (one in each direction) with parking permitted on one or both sides. Local streets generally have a right-of-way width of 50 feet and a curb-to-curb width of 36 feet.
Posted speed limits range from 25 to 30 miles per hour. As described in Section 3.1.7 below, interior south station streets are considered local streets.
The existing functional classifications for the roadways in the City of Glendora, as currently designated in the City's Circulation Element, are listed on Table CIR-1, Existing Roadway Classifications, and are depicted on Exhibit CIR-1, Existing Roadway Classifications. The number of existing lanes for each roadway is also shown on Table CIR-1 and is shown on Exhibit CIR-2, Existing Roadway Lanes.
The City of Glendora street cross-sections for the various roadway types, which are provided on the City's Standard Design and Specifications, Standard Plan 1.7, are shown on Exhibit CIR-3, Standard Street GLENDORA COMMUNITY PLAN 2025
9 Exhibit CIR 3
Standard Street Sections
Source: Kimley-Horn Associates, Inc.; June 2007. Interior South Station Street graphic included under Section 3.1.7 below.
3.1.4 Public Transportation Services
GLENDORA COMMUNITY PLAN 2025
12 in each direction, except that the frequency is increased to one bus every one-half hour during the weekday peak period.
Glendora's Mini-Bus
Glendora's mini-bus offers curb-to-curb transportation services for senior citizens and permanently disabled persons of Glendora. The bus operates Monday through Friday from 8:00 AM to 5:00 PM, Saturday and Sunday from 9:00 AM to 2:00 PM. The cost is 50 cents each way. The service transfers riders to the Pomona Valley Transit Station at the Lone Hill Shopping Center, the Metro Link Station in Covina, and also to the Azusa Transit system at the Citrus College Center.
3.1.5 Bicycle Facilities
Bicycle routes are provided on a number of roadways within the City of Glendora. For east-west travel, Class III bike routes (signed routes) are provided on portions of Sierra Madre Avenue, Leadora Avenue, Bennett Avenue, Foothill Boulevard, Mauna Loa Avenue, and Gladstone Avenue. For north-south travel, bike routes are provided on portions of Grand Avenue, Glendora Avenue, Pasadena Avenue, Live Oak Avenue, Loraine Avenue, Valley Center Avenue, and Lone Hill Avenue. The existing bikeways in Glendora are illustrated on Exhibit CIR-5, Bikeways.
The bikeway system is intended to provide bicyclists with connections between neighborhoods, parks, schools, and other neighborhood and recreational facilities. Foothill Transit provides bike racks on all buses, to improve mobility and provide the bicycle rider with travel mode options for longer trips. Riding and hiking trails through the cCity's park and open space system also provide residents with recreational biking opportunities.
GLENDORA COMMUNITY PLAN 2025
13 Exhibit CIR-5
Bikeways
Source: Kimley-Horn Associates, Inc.; June 2007.
The City of Glendora plans to upgrade the existing bicycle system to encourage and facilitate alternative travel modes, which will also benefit air quality. The City will adopt a City Policy for Bicycle and Mopeds, which will include lane striping, signing, and control devices, in accordance with State guidelines.
Additional bicycle racks will be provided to enhance bicyclists' access to The Village. The plan considers construction of Class I (off-road facility) along Foothill Boulevard to provide access to Citrus Community College, Azusa Pacific University, and the proposed Gold Metro A Line Station.
3.1.6 Truck Routes
The City of Glendora has designated selected roadways as truck routes to provide for the regulated movement of trucks through the City. The designated truck routes in Glendora are illustrated on Exhibit CIR-6, Truck Routes. The designation of truck routes is intended to direct truck traffic to those streets where it would cause the least amount of neighborhood intrusion and where noise, vibration, and other factors would have the least impact. Primary arterials and roadways providing access to the freeways are the most likely candidates for truck route designation. The designation of truck routes does not prevent trucks from using other roads or streets needed to make deliveries to specified destinations, or for other reasons, as defined in the Motor Vehicle Code of the State of California.
3.1.7 Station Road Network and Rail
Proposed Foothill Extension of Metro A Line
GLENDORA COMMUNITY PLAN 2025
14 The Foothill Extension of the Metro A Line (formerly Gold Line) opened in Glendora in September 2025 and is proposed to follows an alignment from its previous current terminus in Azusa Pasadena to its current eastern terminus in the City of Pomona Montclair, passing through many Foothill cities, including Glendora. As of 2026, service is offered from approximately 4:00 AM to 1:00 AM seven days a week. The trains will stop at stations every 8-10 minutes during weekday peak hours, and every 10-20 minutes during, middays, nights, and weekends. The station is located approximately 180 feet east of Vermont Avenue, just south of the City's downtown Village. Passengers enter the center platform station from the east or west end. The Station accommodates 300 parking spaces.
The block bounded by Glendora Avenue to the east, Vermont Avenue to the west, Metro A Line right-ofway to the north, and Route 66 to the south is anticipated to undergo significant future development activity due to its proximity to the Metro A Line station. New development within this area shall be designed around a grid-block network of open, connected public or private streets. The Gold Line Extension project will be completed in phases. Glendora is in Phase II, which is projected to open in 2014.
The Draft Environmental Impact Report (DEIR) for the Gold Line extension was released in 2004, and the release of the Final EIR is pending.
Service is planned to be offered from approximately 4:30 AM to 12:30 AM seven days a week. The trains will stop at stations every 10 minutes during the rush hours (6 per hour), and every 20 minutes during offpeak hours (3 per hour). S station is proposed to be located approximately 180 feet east of Vermont Avenue, just south of the City’s downtown Village. Passengers will be able to enter the center platform station from the east of west end. The Gold Line DEIR identifies a need for 400 parking spaces at the Glendora station.
Within this new grid-block network, block faces shall not exceed 600 feet, nor shall any block perimeters exceed 1,800 feet. Such a grid-block network has many benefits in that it easily accommodates various housing and construction types, promotes walkability and connectivity, and promotes economic development by providing additional street frontage for potential new shopfronts. Connected grid-block roadway networks also improve response times for emergency services by providing multiple paths of travel to and from residences, businesses, and incident locations. New local streets within this grid-block network (reference images below) require a total of 56-feet of right-of-way intended to accommodate two lanes of vehicular traffic, one parallel parking lane on at least one side of the street, and ample room within the pedestrian realm, inclusive of 4-foot parkways and 8-foot sidewalks. The roadway may also accommodate bicycles via “sharrows.” Gold Line passengers will be able to connect with the Metro Red Line at Union Station in Downtown Los Angeles, which will also allow passengers to connect with the Metro Blue Line (Long Beach) and the Metro Green Line (Pasadena).
GLENDORA COMMUNITY PLAN 2025
15 *South Station Zoning Aerial image is shown for illustrative purposes only. Specific locations of compliant publicly accessible public or private roads will be determined at the time of development.
GLENDORA COMMUNITY PLAN 2025
16 Exhibit CIR-6
Truck Routes
Source: Kimley-Horn Associates, Inc.; June 2007.
Existing At-Grade Rail Crossings
There are currently eight at-grade rail crossings of the existing rail line in the City of Glendora. To improve traffic safety once the number of train movements through these intersections increase, the Los Angeles County Metropolitan Transportation Authority (LACMTA or MTA) has adopted a Grade Crossing Safety Improvement Program, which includes a four-gate crossing (two gates in each direction) at accident-prone locations, to reduce the incidence of drivers attempting to drive around single-arm gates; increased manned enforcement details, and photo enforcement at the at-grade crossings. The City will work with MTA to advocate grade-separated rail crossing for safety and to reduce congestion at the diagonal Grand/Foothill intersection crossing, and other key locations. The completion of the Metro A Line in September 2025 eliminated an at-grade rail crossing at Glenwood Avenue, thus as of 2026, there are currently seven at-grade crossings in the City of Glendora.
3.2 ANALYSIS OF EXISTING CONDITIONS
3.2.1 Level of Service Definition for Intersections
GLENDORA COMMUNITY PLAN 2025
22 felt. The County of Los Angeles Congestion Management Program (CMP) forecasts a 14.76 percent increase in traffic volumes in the San Gabriel Valley area by the Year 2025. While some of this growth within the City of Glendora is accounted for by the buildout of its vacant and underutilized parcels citywide, a portion of this also represents growth in through traffic particularly in the east-west direction. The analysis for the update of the City of Glendora Circulation Element includes not only the future traffic associated with buildout of the City’s land use, but the effect of traffic growth throughout the region, as well.
4.1 METHODOLOGY
Analysis of projected traffic conditions at buildout of the City was conducted to determine whether or not the City's circulation system can accommodate the future traffic demands of the City's land use plan.
Buildout assumes that each vacant or underutilized parcel in the City will buildout to its full General Plan potential. If roadway or intersection deficiencies are projected to occur as a result of buildout of General Plan land uses, then improvements needed to accommodate future traffic volumes will be identified.
The methodology for evaluating future traffic volumes on the roadway segments and at intersections in Glendora is based on the following major premises:
The Circulation Element must be consistent with all other Elements of the General Plan, especially the Land Use Element, such that there is a good balance between the transportation capacity to be provided and the travel demand to be generated by the buildout land uses. The effects of increased traffic in Glendora due to growth and development in neighboring communities must be taken into consideration. While "through" traffic is not encouraged, its presence must be recognized so that the Circulation Element can be responsive. The City's current circulation system is largely built out to its designated capacities, and is assumed to be the buildout network for the buildout analysis. If improvements to the roadway system or intersections are needed to accommodate General Plan Buildout, these will be recommended as mitigation measures.
The traffic for development in Glendora on vacant or underutilized parcels was estimated and added to the background future traffic volumes. Further details are presented in the following paragraphs.
4.2 FUTURE LAND USE TRIP GENERATION
While the City of Glendora is generally developed, parcels throughout the City are still vacant, or are underdeveloped and have the potential for further development. The Land Use Element of the General Plan quantifies the potential development on these underutilized and vacant parcels. The remaining potential development on these parcels of interest in Glendora is estimated to consist of 3,066 dwelling units and approximately 2.23 million square feet of development. This total includes the proposed land uses planned for the Route 66 Specific Plan area.
GLENDORA COMMUNITY PLAN 2025
23 For the analysis of future traffic conditions, each parcel was identified in terms of its potential future land use, including the land use type (residential, retail, office, industrial, etc.) and the quantity of those land uses (dwelling units, thousand square feet, etc.). The number of trips that would be generated by the potential development was calculated and is summarized in Appendix C to this report. In total, the buildout land uses have the potential to generate approximately 3,500 new trips in the morning peak hour, and approximately 8,300 trips in the evening peak hour.
The traffic analysis is intended to provide an evaluation of the traffic impacts associated with buildout of the City's remaining land use, as summarized in the Land Use Element. Buildout land use information was based on existing and General Plan land use data provided by the City and compiled parcel by parcel by RBF Consulting. All vacant and underutilized parcels were accounted for in the future land use database, including major approved and pending projects, such as the Route 66 Specific Plan and the Diamond Ridge Marketplace.
Buildout land uses were grouped by Traffic Analysis Zone (TAZ) as shown in Appendix C. The distribution assumptions for each TAZ include a combination of assignments to multiple destinations within the City and destinations external to the cCity. A detailed printout of the distribution assumptions for each TAZ is provided in Appendix C.
4.3 BUILDOUT TRAFFIC PROJECTIONS
The additional trips that would be generated by the proposed developments were estimated and distributed on the surrounding road network as described earlier in the report. Interaction between complementary land uses within the city, and pass-by assumptions were taken into account in the distribution and assignment of traffic. The buildout traffic estimates for the study intersections are presented in Exhibit CIR-9, Buildout Peak Hour Traffic Volumes.
GLENDORA COMMUNITY PLAN 2025
26 Auto Centre and Lone Hill Avenue: the addition of a second westbound right-turn lane would improve the level of service from LOS "E" to LOS "D."
These recommended intersection improvements are depicted on Exhibit CIR-10, Recommended Intersection Improvements. A summary of the buildout ICU and Level of Service values with the recommended mitigation measures are presented in Table CIR-4, Buildout Conditions Peak House Intersection Operation Before and After Recommended Mitigation. Intersection analysis worksheets for buildout with mitigation conditions are provided in Appendix B.
5.0 RECOMMENDATIONS FOR CIRCULATION PLAN
Buildout of the Ccity entails the potential development of 3,066 new dwelling units and approximately
2.23 million square feet of development on vacant and underutilized parcels in Glendora. This total includes the proposed land uses planned for the Route 66 Specific Plan area. This development is estimated to generate over 100,000 new daily trips, with approximately 3,500 new trips in the morning peak hour, and approximately 8,300 trips in the evening peak hour.
With buildout of the City, increased traffic volumes will occur throughout the City, with deficient conditions (Level of Service "E" or "F") forecasted at eight study intersections.
GLENDORA COMMUNITY PLAN 2025
27 Exhibit CIR-10
Recommended Intersection Improvements
Source: Kimley-Horn Associates, Inc.; June 2007.
Table CIR-3
Buildout Conditions Peak Hour Intersection Operation
Signalized Intersection ICU LOS ICU LOS
Sierra Madre Ave / Loraine Ave 0.513 A 0.369 A
Bennett Ave / Grand Ave 0.529 A 0.527 A
Foothill Blvd / Grand Ave 0.630 B 0.958 E
Foothill Blvd / Loraine Ave 0.762 C 0.598 A
Foothill Blvd / Valley Center Drive 0.856 D 0.674 B
Route 66 / BarramcaBarranca Ave 0.749 C 0.864 D
Route 66 / Grand Ave 0.837 D 0.913 E
Route 66 / Glendora Ave 0.824 D 0.970 E
Route 66 / Loraine Ave 0.810 D 0.635 B
Route 66 / Compromise Line Road 0.826 D 0.768 C
Route 66 / Lone Hill Ave 0.995 E 1.005 F
GLENDORA COMMUNITY PLAN 2025
33 improvements in the City or those necessary to support new development or redevelopment.
CIR-2.9 Incorporate the Metro A Line Gold Line Extension into the local planning program.
Program: Provide adequate station facilities that support and enhance surrounding land uses.
CIR-2.10 Plan for adequate bus service to meet Glendora’s future needs.
Program: Work with Foothill Transit on new route development.
Program: Develop a fixed route local shuttle service, using either public or private franchises.
Program: Enhance bus stop facilities with shaded seating areas, waste receptacles and route information.
CIR-2.12 Ensure future development along existing railroad rights-of-way includes appropriate public dedications or public easements to include opportunities for additional open space, and/or pedestrian and bicycle pathways.
Goal CIR-3 Infrastructure improvements coordinated with local growth.
Policies CIR-3.1 Continue to update traffic count database every five years.
CIR-3.2 Pursuant to Section 3.1.7, establish a grid-block network with the area bounded by the Metro A Line right-of-way to the north, Route 66 to the south, Glendora Avenue to the east, and Vermont Avenue to the west.
CIR-3.3 Require that each new increment of development within the grid-block network make all possible vehicular and pedestrian connections between circulation infrastructure and adjoining residential or commercial development and provide for future connections into any adjoining parcels.
CIR-3.4 The grid-block network required by CIR-3.2 shall be designed with blocks no longer than 600 feet and a total block perimeter not exceeding 1,800 feet. Exceptions may be considered as part of a development application where private vehicular roads with pedestrian sidewalks connect with existing development.
Planning Consideration: Design considerations that minimize the intrusion of traffic into local neighborhoods and divert through traffic onto appropriate roadways should be encouraged.
GLENDORA COMMUNITY PLAN 2025
34 Goal CIR-4 Reduced transportation impacts in local neighborhoods.
Policies CIR-4.1 Designate routes to regional commerce that have minimum impact on schools and homes.
CIR-4.2 Clearly designate and understand arterials versus neighborhood streets.
CIR-4.3 Provide alternative options for local travel.
Program: Provide opportunities for local shuttle/ jitney service.
Program: Implement a pedestrian and bikeway master plan.
Regional Coordination
Planning Consideration: The City of Glendora understands circulation impacts from local planning decisions also affect the function and quality of circulation in adjacent jurisdictions. Conversely, planning decisions of adjacent jurisdictions can affect the function and quality of the circulation system within the City of Glendora. While the City of Glendora understands that it is part of the regional transportation system, the City seeks to discourage the use of non-arterials as major circulation routes and protect existing and future Glendora neighborhoods from unwanted traffic intrusions.
Goal CIR-5 Appropriate coordination of transportation planning with adjacent jurisdictions.
Policies CIR-5.1 Coordinate local and regional circulation planning with County Congestion Management Plan.
CIR-5.2 Continue to stay involved and aware of local jurisdiction developments (e.g., Monrovia Nursery in Azusa).
CIR-5.3 Coordinate signals on inter-city thoroughfares such as Grand Avenue, Lone Hill, and Route 66.
CIR-5.4 Support regional transportation planning including the Metro A Gold Line extension, bus network planning, and regional bikeway and hiking networks.
CIR-5.4 Except where required to support emergency access, no public or private streets shall connect to the planning areas of adjoining communities.
Program: For new development the City shall not permit vehicular connections into the planning area from adjoining cities as condition of development approval.
Program: For new development, the City shall not permit vehicular connections into the planning area from adjoining cities except where emergency GLENDORA COMMUNITY PLAN 2025
35 access is deemed appropriate. The City shall require appropriate limited access devices and improvements in its environmental review and land development processes to ensure vehicular connections are limited to emergency vehicles only.
Transportation and Utility System Efficiency
Planning Consideration: The City of Glendora is approaching buildout conditions. As future growth will continue to impact the existing circulation and infrastructure systems, specific strategies should be implemented to maximize infrastructure efficiency. Emphasizing strategies that reduce demand for and that implement physical improvements that promote system efficiency will contribute to a well functioning circulation system.
Goal CIR-6 Acceptable level of service on local roadways.
Policies CIR-6.1 Improve the function of the circulation system through transportation system management strategies.
Goal CIR-7 Improved access to alternative modes of transportation.
Policies CIR-7.1 Explore funding for alternative transportation.
CIR-7.2 Enhance alternative transportation services (mini-bus, seniors and private shuttle franchise service).
CIR-7.3 Initiate a citywide campaign to promote for carpooling/park-n-ride.
CIR-7.4 Create and implement a masterplan(s) for pedestrians, trails and bikeways.
CIR-7.5 Ensure adequate pedestrian/ bike amenities at key destinations such as the Village, the Marketplace and other retail service areas such as along Route 66.
Goal CIR-8 Controlled utility and infrastructure access between Glendora and adjoining jurisdictions.
Policies Infrastructure for new development shall be limited to the service of properties within the City’s planning area.
Programs 1. The City shall prohibit City-controlled infrastructure connections through its development approval process and public works contract bidding process.
NOTICE OF PUBLIC HEARING
CITY COUNCIL _____________________________________________ NOTICE IS HEREBY GIVEN that the Planning Commission of the City of Glendora will hold a public hearing pursuant to §21.01.030(E) of the Glendora Municipal Code in the City Council Chamber of City Hall, 116 E. Foothill Boulevard, Glendora, California, to receive and consider all evidence and reports relating to the following matter:
NOTICE IS FURTHER GIVEN that in the event that a state of emergency is in effect and that COVID protocols are imposed that require masking, vaccination verification and/or social distancing are in effect at the time scheduled to conduct this public hearing, it may be necessary to conduct a virtual City Council meeting utilizing the Zoom Video Communications platform. Enter meeting ID# cityofglenodra.org/zoom.
Hearing Date: June 9, 2026 at 7:00 p.m.
File Number: APLN26-0001
Subject Property: Citywide
Request: Recommendation to the City Council for adoption of an update to the General Plan Circulation Element.
Applicant: City of Glendora
General Plan / Zoning: The Circulation Element applies citywide Environmental: The General Plan Circulation Element Update has been determined to be exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b) (3), the Common Sense Exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.
Contact Person: Sean McPherson, AICP, Assistant Community Development Director [email protected] / (626) 852-4848
All interested parties are invited to attend said hearing and express their views on this matter. Should you be unable to attend the public hearing, your comments must be made in writing and delivered to the City Clerk prior to the scheduled hearing date. Related documents are on file for public inspection and copying for the cost of duplication, at the office of the City Clerk, 116 E. Foothill Blvd, Glendora, California, between the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday, exclusive of holidays.
Further information on this item may be obtained or viewed at the following locations commencing on Friday, May 29, 2026:
1. OFFICE OF THE CITY CLERK: 2. COMMUNITY DEVELOPMENT DEPT:
Glendora City Hall
City Clerk’s Office
116 E. Foothill Boulevard
Glendora, CA 91741
(626) 914-8210
Glendora City Hall
Planning Division
116 E. Foothill Boulevard
Glendora, CA 91741
(626) 914-8292
If you challenge this action(s) in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the City Council at, or prior to, the public hearing.
Kathleen R. Sessman, MMC
City Clerk/Communications Director
Published: Thursday, May 28, 2026 (San Gabriel Valley Examiner)
CITY OF GLENDORA
116 East Foothill Boulevard, Glendora, California 91741
CALIFORNIA ENVIRONMENTAL QUALITY ACT
NOTICE OF EXEMPTION
Project Title: Adopt an update to the General Plan Circulation Element Project Location: Citywide
Project Sponsor: City of Glendora
Mailing Address: 116 E. Foothill Blvd, Glendora, CA 91741 General Plan Land Use Designation: Citywide – applies to all land use designations.
Zoning Designation: Citywide
Project Description: Adoption of an update to the General Plan Circulation Element by a resolution titled: “A Resolution of the City Council Approving a General Plan Amendment to Adopt the Amended Circulation Element, and Finding the General Plan Amendment exempt from the California Environmental Quality Act (CEQA)”
The City Council recommends the following exempt status/findings:
Ministerial (Sec. 15073)
Declared Emergency (Sec. 15071(a))
Emergency Project (Sec. 15071(b) and (c))
X Categorical Exemptions - Type: Guidelines Section 15061(b)(3) (the “common sense” exemption) Statutory Exemption. Code Number:
Reasons for Exemption: The Circulation Element update constitutes a text update only and has been determined to be exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b) (3), the Common Sense Exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment.
Date:
Jeff Kugel, Director of Community Development
The above recommended exempt status and findings were adopted by the following body:
City Council on June 9, 2026
Date:
Sean McPherson, Assistant Community Development Director (626) 852-4848
A PUBLIC HEARING TO CONSIDER A RESOLUTION AMENDING THE CITY OF
GLENDORA GENERAL PLAN CIRCULATION ELEMENT
COMMUNITY DEVELOPMENT
PLANNING COMMISSION
MAY 5, 2026
SEAN MCPHERSON, ASSISTANT COMMUNITY DEVELOPMENT DIRECTOR
REQUEST
That the City Council open and conduct the Public Hearing and:
1. Adopt that the General Plan Amendment amending the Circulation Element is exempt from the California Environmental Quality Act (CEQA); and
2. Adopt "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDORA,
CALIFORNIA, APPROVING A GENERAL PLAN AMENDMENT TO ADOPT THE
AMENDED CIRCULATION ELEMENT, AND FINDING THE GENERAL PLAN
AMENDMENT EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA)”
BACKGROUND
▪ Circulation Element is a required component of the General Plan, last updated in 2007
▪ Establishes policy related to transportation and circulation needs within the City
▪ Circulation Element set to be updated as part of new General Plan (remember RFP), but this process may take 3-5 years
▪ Limited development interest around Station, and current policies did not anticipate future residential development.
▪ Station Area Vision Plan is not a regulatory document ▪ New objective criteria is needed now for coordinated development ▪ Planning Commission recommended approval of item on May 5, 2026 Route 66
Vermont Avenue
Glendora Avenue
Legend
Circulation Element
amendment area boundary
Glendora Metro A Line
Station
Potential future
development
Active development
application
Current Station
Area Context
PROPOSED AMENDMENT
Route 66
▪ Establish grid-block network criteria to facilitate coordinated development. Benefits include:
1. Clear criteria for future incremental infrastructure improvements
2. Improves circulation, especially for emergency
services (Police Department supports concept)
3. Adds street frontage for potential new businesses
4. Creates blocks to facilitate diverse mix of housing
types
To be clear, this amendment is a text amendment only and does not propose any development. Future development will be required to implement the proposed road network incrementally as future development is proposed.
PROPOSED AMENDMENT
▪ Dimensions inspired by
typical block size in original
townsite of Glendora
▪ Blocks arranged with no face
to exceed 600 linear feet, nor
perimeter not to exceed 1,800
linear feet
▪ Such blocks maintain and
promote critical community
characteristics and ensure
compatibility with historic
development patterns *Image shown for illustrative purposes only. Specific locations of roads will be determined at time of future development
PROPOSED AMENDMENT
▪ Amendment includes new
“Local” street section
▪ Facilitates vehicular,
pedestrian, and bicycle
traffic
▪ Also facilitates on-street
parallel parking
PROPOSED AMENDMENT
▪ Amendment also updates
language to reflect
operational date of Metro A
Line Station
▪ Fixes various typos, errors
▪ Brings Circulation Element
into compliance with City
Council-adopted brand
standards
Staff and Planning Commission recommend that the City Council consider adoption of the following:
1. Find and determine that the General Plan Amendment
amending the Circulation Element is exempt from the
California Environmental Quality Act (CEQA); and
2. Adopt a City Council Resolution entitled, "A RESOLUTION OF THE
CITY COUNCIL OF THE CITY OF GLENDORA, CALIFORNIA,
APPROVING A GENERAL PLAN AMENDMENT TO ADOPT THE
AMENDED CIRCULATION ELEMENT, AND FINDING THE GENERAL PLAN
AMENDMENT EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL
QUALITY ACT (CEQA)”
RECOMMENDATIONS
STAFF REPORT
TO: Mayor and Council Members DATE: June 9, 2026
FROM: Finance DISTRICT(S): Citywide
SUBJECT: A Public Hearing to Consider Resolutions Adopting the Budget for the City of Glendora for Fiscal Year 2026-27, Adopting the Investment Policy for Fiscal Year 2026-27, Delegating Investment Authority, and Determining and Establishing the GANN Appropriations Limit for Fiscal Year 2026-27
RECOMMENDATION
That the City Council:
Open and conduct the Public Hearing, accept the evidence and testimony presented, and in the absence of substantial testimony to the contrary, recommend that the City Council approve the following:
1. Adopt a Joint Resolution entitled, "A JOINT RESOLUTION OF THE CITY COUNCIL, SUCCESSOR
AGENCY, HOUSING AUTHORITY AND PUBLIC FINANCING AUTHORITY OF THE CITY OF GLENDORA,
CALIFORNIA, ADOPTING THE BUDGET FOR THE CITY OF GLENDORA FOR FISCAL YEAR BEGINNING JULY 1, 2026 AND ENDING JUNE 30, 2027;"
2. Adopt a City Council Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
GLENDORA, CALIFORNIA, DETERMINING AND ESTABLISHING GANN APPROPRIATIONS LIMIT FOR FISCAL YEAR 2026-27 IN ACCORDANCE WITH ARTICLE XIII B OF THE CALIFORNIA CONSTITUTIONS AND GOVERNMENT CODE SECTION 7910;”
3. Adopt a Joint Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL AND SUCCESSOR AGENCY
OF THE CITY OF GLENDORA, CALIFORNIA, ADOPTING THE ANNUAL STATEMENT OF INVESTMENT POLICY FOR THE FISCAL YEAR BEGINNING JULY 1, 2026 AND ENDING JUNE 30, 2027;”
4. Adopt a Joint Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL AND SUCCESSOR AGENCY
OF THE CITY OF GLENDORA, CALIFORNIA, DELEGATING THE CITY INVESTMENT AUTHORITY TO THE CITY TREASURER;” and
5. Adopt a City Council Resolution entitled, "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
GLENDORA, CALIFORNIA, APPROVING AN AMENDMENT TO THE AUTHORIZED POSITION CONTROL LISTING AND THE CLASSIFICATION AND COMPENSATION PLAN FOR THE CITY OF GLENDORA."
STRATEGIC FOCUS AREAS
Goal 2: Maintain Financial Stability and Sustainability (MFSS)
EXECUTIVE SUMMARY
Fiscal Year 2026-27 Year 2: Mid-Cycle Update
Each year, the City Council must formally adopt the annual operating budget, Gann Appropriations Limit and the Investment Policy. Presented for the City Council’s consideration is the adjusted FY 2027 Annual Operating and Maintenance and Capital Improvement Budgets.
The City Council adopts a budget defining the resources, revenues, and expenditures available to provide a variety of services to its citizens, to complete planned projects and to pay the required obligations for the coming year. The budget and the related policies serve as a control and monitoring tool.
The total appropriations within the Budget, for all funds for FY 2027 is $146,355,602. The budget functions as a policy guide, financial plan, operations guide and a communications device.
The recommended action tonight formally adopts the budget for FY 2026-27 the second year of the FY 2025-2027 Adopted Two-Year Budget.
GANN Appropriations Limit
The City of Glendora calculated the Gann Limit of $192,724,624 for Fiscal Year 2026-27 using the prior year’s limitation of $183,873,743 multiplied by the 4.95% (1.0495) increase in per capita income multiplied by the -0.13% (0.9987) decrease in population in the City of Glendora. The City’s appropriations subject to the limit is $53,910,391. Total General Fund appropriations are only 27.97 % of the limit.
Investment Policy
Any changes to the policy stem from legislative updates and review notes from the California Municipal Treasurers Investment Policy Certification Program. Staff reviewed the 2026 Local Agency Investment Guidelines (LAIG) and made updates to the City's policy for SB 827 fiscal training, conflict of interest requirements as related to City investments, authorized investments, and updated language for eligible commercial paper investments.
Authorized Positions and Classification and Compensation Plan Changes to the Authorized Positions are a result of bringing forward a Sergeant and the addition of a Police Officer to appropriately staff the Community Impact Team in the Police Department. Additionally, as part of the City's goal to continue to enhance recruitment and retention, Human Resources has worked with employees, managers, and employee groups to review and update current job descriptions as well as introduce new job descriptions to address the needs of the community. As such, the following job descriptions are included for consideration:
Principal Accountant, Cross Connection Specialist, Multi-Media Communications Specialist, Audiovisual Production Specialist, Public Communications Series, Librarian Series, Library Technician Series, Library Aide Series and Sworn Police Positions. The Compensation Plan presented incorporates agreed upon negotiated terms of Employee Contracts with AFSCME, GMA, POA, PMA, Executives, and part-time employees.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
The Glendora Municipal Code, Section 2.08.07(8) stipulates it is the duty of the City Manager to prepare and submit the proposed annual budget and the proposed annual salary plan to the City Council for its approval.
On June 10, 2025, the City Council adopted a Two-Year Budget for FY 2025-2027, approving the appropriations for FY 2025/26 and the budget plan for FY2025/27.
On February 24, 2026, the City Council approved the recommended Mid-Year update to the FY 2025/26 Budget increasing or decreasing the annual budget appropriation and available resources (starting balance) of several funds.
The two-year budget approval process is as follows: Year 1 of the budget is presented for adoption for appropriations effective July 1 of the new budget cycle and Year 2 of the budget is adopted as a tentative plan.
Year 2 is then presented to the Council for final adoption of appropriations near the completion of Year 1 and before July 1 of Year 2. It includes amendments needed to update the budget at that time.
The proposed FY 2027 budget document was made available on the City website to the Council members and the public on May 26, 2026. The online budget book may be viewed online on the City of Glendora Website at (https://www.cityofglendora.gov/City-Hall/Finance-Department/Budget-Reports).
The “GANN Initiative” (established by 1979’s Proposition 4) restricts the amount of tax generated monies government entities can spend in a given fiscal year. Incorporated into Article XIII B of the State Constitution, the GANN Appropriations Limit (the Limit) specifies that appropriations funded by taxes may be increased annually by the higher of the change in California per capita income or nonresidential assessed valuation and the change in Glendora population or Los Angeles County population.
Each year, the Investment Policy and Delegation of Investment Authority are presented to the City Council for adoption. City Council last acted on the Investment Policy on June 10, 2025. The current policy and authority expire on June 30, 2026. State Law requires an active policy for the entire fiscal year.
DISCUSSION
The City Council is being asked to formally adopt the FY 2026-27 Mid-Cycle Budget, which is the second year of the Two-Year Budget for FY 2025-2027; this action formally approves appropriations for FY 2026-27. This MidCycle Budget includes an updated message from the City Manager, revised Financial Summaries Section, amended 5-Year Capital Improvement Program and a changes to the authorized positions listing. The Mid-Cycle Budget, and related financial documents, including the full Two-Year Budget document, are available on the City’s website (https://www.cityofglendora.org/finance).
The Mid-Cycle Budget was reviewed and updated with changes required based on current information. The following tables summarize the Original Budget Plan by fund type and the Proposed Mid-Cycle Budget by fund type presented for Council adoption.
Fund Type
FY 2026/27
Proposed Estimated
Revenue
FY 2026/27
Original Estimated
Revenue
Proposed Change Amount
Inc/(Dec)
General Fund 45,900,004 48,231,485 (2,331,481)
Pension Stab Fund 206,000 206,000 -
Measures E/Z Fund 11,704,000 11,547,000 157,000
GUSD JUA 1,100,400 1,088,400 12,000
Special Revenue 34,810,418 32,098,254 2,712,165
Capital Projects 252,778 252,778 -
Debt Service 3,496,405 3,496,405 -
Enterprise Funds 34,906,175 33,906,175 1,000,000
Internal Service 12,047,324 11,942,324 105,000
Successor Agency 51,600 101,000 (49,400)
Grand Total 144,475,104 142,869,821 1,605,284
Revenues - The General Fund revenues show a decrease due to continued updated reporting between the General Fund and Measures E/Z. The FY 2025-26 Mid-Year Budget Review adopted by the City Council on February 24, 2026, implemented a significant change in how Measures E/Z-funded programs and services are reported in the budget, moving those expenditures directly in the Measures E/Z Fund (Fund 103) rather than routing them through the General Fund as transfers-in. This change was to enhance transparency and more accurately reflect the programs and services sustained by the voter-approved transaction and use taxes. The Special Revenue Funds show increases primarily due to additional grant revenues (the City was awarded $2.07 million in Highway Safety Improvement Grant funds for traffic signal upgrades) or increased revenue sources. Most other revenue sources (property taxes, sales & use taxes, business license taxes, transient occupancy taxes, charges for services and licenses & permits) stayed relatively consistent and/or saw some level of increase. The Enterprise Funds increased related to increase transfers between the Water Operating Fund and the Water Capital Fund. More information is provided in subsequent sections of this report.
Fund Type
FY 2026/27
Proposed Estimated
Expenditures
FY 2026/27
Original Estimated
Expenditures
Proposed Change
Amount Inc/(Dec)
General Fund 45,730,851 47,857,225 (2,126,374)
Pension Stab Fund - - -
Measures E/Z Fund 11,042,644 10,746,415 276,229
GUSD JUA 1,100,400 1,088,400 12,000
Special Revenue 33,461,579 30,045,471 3,416,108
Capital Projects 1,560,250 1,560,250 -
Debt Service 3,496,405 3,496,405 -
Enterprise Funds 37,655,789 35,240,390 2,415,399
Internal Service 12,257,085 12,012,448 244,636
Successor Agency 50,600 100,000 (49,400)
Grand Total 146,355,602 142,167,004 4,188,598
Expenditures - The General Fund shows a decrease in expenditures as discussed above in the revenue section for the subsidy update between Measures E/Z and the General Fund. Measures E/Z Fund shows an increase in expenditures due to adding budget for the approved Sergeant to the Community Impact Team. Special Revenue Fund increase in the expenditure budget is related to grants for capital projects as discussed above in the revenue section and the moving forward a streets and water project forward from FY 2028 and FY 2029 into FY 2027. The Enterprise Funds increased as discussed above as well as due to the aforementioned streets and water project timeline change.
The following table summarizes the projected available balances for June 30, 2027:
Fund Type
Estimated
Available
Resources
FY2026/27
Estimated
Revenue
FY2026/27
Estimated
Expenditures
Estimated
Net Activity
Projected
Available
Resources
General Fund 18,998,404 45,900,004 45,730,851 169,153 19,167,557 Pension Stabilization
Fund
14,293,539 206,000 - 206,000 14,499,539
Measures E/Z Fund 1,563,750 11,704,000 11,042,644 661,356 2,225,105 GUSD JUA - 1,100,400 1,100,400 - -
Special Revenue 15,211,090 34,810,418 33,461,579 1,348,840 16,559,929 Capital Projects 6,959,716 252,778 1,560,250 (1,307,472) 5,652,244 Debt Service 52,600 3,496,405 3,496,405 - 52,600
Enterprise Funds 23,289,974 34,906,175 37,655,789 (2,749,614) 20,540,360 Internal Service 6,068,708 12,047,324 12,257,085 (209,761) 5,858,947 Successor Agency 298,570 51,600 50,600 1,000 299,570
Grand Total 86,736,350 144,475,104 146,355,602 (1,880,498) 84,855,852 General Fund & Measures E/Z - The Proposed Mid-Cycle Budget reflects a 4.83% decrease in budgeted revenues and a 4.44% decrease in budgeted expenditures for FY 2026-27 compared to the Original Budget Plan for the General Fund.
General Fund Overview FY 2026/27
Proposed Budget
FY 2026/27
Original Budget % Change
Revenue 45,900,004 48,231,485 (4.83%)
Expenditures 45,730,851 47,857,225 (4.44%)
Surplus/(Deficit) 169,153 374,260
The decrease in revenue and expenditures for the General Fund is due to a significant change in how Measures E/Z-funded programs and services are reported in the budget, moving those expenditures to be reported directly in the Measures E/Z Fund (Fund 103) rather than routing them through the General Fund as transfers-in.
Measures E/Z Overview FY 2026/27
Proposed Budget
FY 2026/27
Original Budget % Change
Revenue 11,704,000 11,547,000 1.36%
Expenditures 11,042,644 10,766,415 2.57%
Surplus/(Deficit) 661,356 780,585
Measures E/Z provides for the City’s 9 full-time sworn Police Department positions (including the Community Impact Team, Traffic Safety Education, and the School Resource Officer) plus Community Development positions to enhance the City’s economic development and housing programs, and Recreation and Human Services positions to address homelessness.
Multi-Year Financial Forecasts:
The FY 2026-27 Mid-Cycle Budget includes two Multi-Year Financial Forecasts; one for the General Fund, and one for Measures E/Z. Currently, both forecasts show positive outlooks. Property Tax, Sales Taxes and Transaction & Use Taxes show an increasing trend line and the other revenues either show some stability or minor increase.
Expenditures are projected to be less than revenues in all years and included some level of funding to the Capital Projects Fund, Pension Stabilization Fund, Internal Service Funds (according to the General Fund Reserve Policy), and Other Post-Employment Benefits (OPEB) Section 115 Trust. There are notes included with the Forecasts discussing each line item. The Multi-Year Financial Forecasts are a tool requiring periodic updates as new information becomes available. These projections do not include any assumptions around unknown federal/state/local mandates any recessionary/inflationary local or global economic concerns, or future investment performance of CalPERS. As such the projections are expected to change based on economic conditions or other factors as they become known that typically affect the City's fiscal health.
Special Revenue Funds - The Special Revenue Funds often fluctuate because this category of funds includes grants and restricted funds. Because of timing differences between when the funds are received and when projects are started, some funds may show deficit estimated net activity. Some Special Revenue Funds are being highlighted below:
For FY 2027, Special Revenue Funds are expected to generate $34.8 million. The increase from FY 2026 to FY 2027 is primarily due to grant funding for the Finkbiner Park Stormwater Capture Project of approximately $18 million.
The Special Revenue funds fluctuate from year to year based on which grants or special funding is available to the City. When preparing the budget for Special Revenue Funds, staff relies primarily on other government agencies to provide estimates. When a grant is awarded, it is presented to Council and budget adjustments are made after the Council action, since grants are not always guaranteed.
Capital Projects Fund (F301) - The revenue source for this fund is the Measures E/Z Fund. At year-end if revenues exceed expenditures some of the excess is transferred to the Capital Projects Fund per the terms of the Council adopted reserve policy. The transfer is actively budgeted to address the Strategic Plan goal of improving and maintaining the City’s facilities and infrastructure. This funding allows for flexibility in addressing various infrastructure needs for facilities, parks, technology, and street projects. The largest project is the People Movement Project which will provide more than 10 miles of active transportation and roadway safety improvements. The project consists of three urban trails, one on each of three flood control channels. It will also provide first and last mile improvements on Glendora Ave and Foothill Blvd, to improve access to the A Line station with protective bike lanes, and road calming elements including a roundabout on Glendora Ave. The Capital Projects Fund also includes budget for engineering services to support the capital requests with this budget and the existing projects currently budgeted and underway. At this time there are no new projects recommended from this funding source with the FY 2026-27 Mid-Cycle Budget.
Enterprise Funds (Water Utility) - The Water Enterprise consists of both the Water Operations Fund (F501) and Capital Projects Fund (F502). The Water budget for FY 2027 is consistent with the water infrastructure assessment and rate study approved November 2023. The Water Capital Projects Fund has $6.4 million of proposed projects in the FY 2027 Budget. The primary projects are for water and street projects located on Cypress and Live Oak. The Water Capital Projects Fund also includes budget for engineering services to support the capital requests with this budget and the existing projects currently budgeted and underway.
Multi-Year Financial Forecasts
The Proposed FY 2027 Mid-Cycle Budget document includes Financial Forecasts for the Water Operations Fund & Water Capital Projects Fund. The Forecasts are also included as attachment N. Financial Forecasts are a tool requiring periodic updates as new information becomes available. Projections for the Water Fund include assumptions from the approved Water Assessment and Rate Study from November 2023.
Internal Service Funds - This category includes Worker's Compensation, Liability Insurance, Technology and Vehicles. Revenues come from allocated charges to the various departments that receive the specific benefit from these services. The Technology Fund budget increased due to more investment in technology and innovation to increase efficiencies for various City processes as well as personnel changes allowing for career growth. The remaining internal service funds saw no change for the FY 2025-2027 Adopted Two-Year Budget.
Housing Authority - The fund supports the operating costs of managing various loans and agreements previously issued by the Glendora Redevelopment Agency.
Successor Agency - The agency is in the wind down process. Approval has gone through the Reimbursement Obligation Payment Schedule (ROPS) process with the Department of Finance. The ROPS are prepared on an annual basis.
Capital Improvement Program (CIP) – The 5-Year Capital Improvement Program (CIP) included in the Adopted Two-Year Budget for FY 2025-2027 has been amended to include the requests in the Proposed FY 2026/27 Budget. An Amended 5-Year Capital Improvement Program for the fiscal years 2025/26 to 2029/30 has been included in the Proposed FY 2026/27 Budget to capture those changes. The total Amended 5-Year Capital Improvement Program includes $110.7 million across all project types. The proposed changes to the are listed below:
Streets
FY 2026-27 CDBG Curb Improvement Project ($317,319)
New project, funded by federal grant award.
HSIP Cycle 12 Traffic Signal Modifications ($2,074,590) New project, funded by federal grant award.
Streets & Water
Live Oak Street and Water Improvements ($2,016,800)
Already in 5-Year CIP, moved forward to FY 2027 from FY 2028 and FY 2029.
Staffing Changes:
The Adopted FY 2026 & FY 2027 Two-Year Budget included personnel recommendations that increase the City’s total full-time equivalent (FTE) count by by 1.00 totaling 267 for FY 2027 from FY 2026. This increase was for 1 Community Impact Team Police Officer. Staff has also review positions with the Mid-Cycle budget evaluate adding job classes to promote employee development, retention, and career growth opportunities, to enhance customer service both externally and internally, and to continue to modernize the City’s staffing model. Staffing levels are adjusted based on recommendations provided by multiple departments and evaluated by Finance, Human Resources, and the City Manager.
The position changes of note are:
Finance removing a Payroll Supervisor that has remained vacant for extended period of time.
Police: Continuing the move toward a modern policing approach with the continued evolution of the Community Impact Team. The Police Officer position is phase 2 and is included effective Fiscal Year 2026-27 as well as recognizing the need for the Sergeant in FY 2026-27 originally planned for Fiscal Year 2027-28.
Fiscal Year 2027-28 still includes one Police Officer for the final phase of this modernization, pending available resources and City Council approval. Additionally, education requirements were revised to appropriately show a gradual increase with each level of supervision from Police Officer Trainee, Police Officer, Corporal, Sergeant, Lieutenant and Captain.
Recreation and Human Services: Addition of one part-time position, Maintenance Aide II, at the La Fetra building for cleaning, reporting maintenance issues, doing minor repairs, setup and tear downs for events and keeping track of equipment in the facilities.
Update and add job descriptions for the Library Series, Cross Connection Specialist, Principal Accountant, Communications Division.
Added job descriptions only, no change to the FTE count.
These adjustments continue to allow for the streamlining and enhancement of services to the public, enhancement to the City’s recruitment/retention efforts and to allow for professional growth.
In conclusion, the Proposed FY 2027 Mid-Cycle Budget continues the City’s investments in the essentials—quality of life, infrastructure, public safety, and fiscal health—while staying agile in an evolving federal and economic landscape. The budget is a living document and is an integral part of the City’s practice of multi-year financial planning, ongoing financial monitoring, frequent financial reporting, prompt corrective actions when necessary, and longer-term financial health strategies. These practices are essential elements of sound financial management.
Multi-year financial planning provides the City Council, departments, and the public with greater certainty regarding ongoing funding and staffing for programs and services.
Investment Policy:
The Investment Policy serves as a guide for setting and achieving Glendora’s particular investment objectives and defines the overall guidelines for management of the portfolio. It may be revised each year based on the needs of the City while conforming with California Government Code Section 53600 et seq. which authorizes the investment of public funds and establishes permitted investments parameters for local governments. Glendora’s annual Statement of Investment Policy defines the suitable and authorized investments specifically for Glendora which may be more restrictive than the State Code but can never be less restrictive than the State Code. The policy is reviewed each year for compliance with any changes in State Code.
Any changes to the policy stem from legislative updates and review notes from the California Municipal Treasurers Investment Policy Certification Program. Staff reviewed the 2026 Local Agency Investment Guidelines (LAIG) and made updates to the City's policy for SB 827 fiscal training, conflict of interest requirements as related to City investments, authorized investments (adding Placement Service Deposits, Placement Services Certificates of Deposit, Collateralized Bank Deposits, and Mortgage Pass-Through and Asset-Backed Securities), and updated language for eligible commercial paper investments. Safety then liquidity then yield are the order of priority the City follows when evaluating potential investments and analyzing the City's existing investments.
FISCAL IMPACT
The Proposed Mid-Cycle Budget is balanced. Adoption of the Investment Policy allows the City to continue investing available funds to maximize earnings within the constraints of the law.
Adoption of the Investment Policy allows the City to continue investing available funds to maximize earnings within the constraints of the law.
ENVIRONMENTAL DETERMINATION
Not Applicable.
Prepared By: Kyle Johnson, Finance Director/City Treasurer Concurs With: Not Applicable
Reviewed By: Marie Ricci, Deputy City Manager
Certified to Availability of Funds: Kyle Johnson, Finance Director/City Treasurer Approved By: Adam Raymond, City Manager
Legal Review: Danny Aleshire, City Attorney
CEQA Review: Not Applicable
Attachments
A_Resolution_Adopting_the_Budget_for_FY_2027.pdf
B_Public_Hearing_Notice_-_Mid_Cycle.pdf
C_Resolution_Adopting_the_Gann_Limit.pdf
D_Gann_Limit_FY_2026-27_Exhibit_A_to_Resolution.pdf
E_Resolution_Adopting_Investment_Policy.pdf
F_FY27_Investment_Policy_Exhibit_A.pdf
G_Resolution_Delegation_of_Authority_to_Treasurer.pdf
H_Resolution_Amending_Authorized_Positions_and_Compensation_Plan.pdf I_Job_Descriptions_Exhibit_A_to_Reso.pdf
J_Master_Salary_Schedule_FY26-27_Exhibit_B_of_Reso.pdf
K. FY2027 Mid-Cycle Budget Presentation 2026_05_25.pdf
L_General_Fund_Multi-Year_Forecast.pdf
M_Measures_E_Z_Multi-Year_Forecast.pdf
N_Water_Fund_Operations_Capital_Multi-Year_Forecast.pdf
JOINT RESOLUTION
CC 2026-__ CC 2026-__ (SA) FN 2026-__ HA 2026-__
A JOINT RESOLUTION OF THE CITY COUNCIL, SUCCESSOR
AGENCY, HOUSING AUTHORITY AND PUBLIC FINANCING
AUTHORITY OF THE CITY OF GLENDORA, CALIFORNIA, ADOPTING
THE BUDGET FOR THE CITY OF GLENDORA FOR THE FISCAL YEAR BEGINNING JULY 1, 2026, AND ENDING JUNE 30, 2027
CITY COUNCIL, SUCCESSOR AGENCY,
PUBLIC FINANCING AUTHORITY AND HOUSING AUTHORITY
City of Glendora, California
WHEREAS, in accordance with Glendora Municipal Code Section 2.08.070, it is the City Manager’s/Executive Director’s duty to prepare and submit a proposed annual budget and salary plan to the Glendora City Council; and WHEREAS, the City Manager/Executive Director has submitted a proposed budget to the Glendora City Council, Glendora Successor Agency, Glendora Housing Authority, and Glendora Public Finance Authority for Fiscal Year 2026-2027, commencing July 1st; and
WHEREAS, after due consideration and review, the Glendora City Council, Glendora Successor Agency, Glendora Housing Authority, and Glendora Public Financing Authority find it is in the interest of the health, welfare and safety of the City, its citizens and businesspersons, to adopt the financial plan within the budget for the receipt and expenditure of public monies; and
WHEREAS, the City of Glendora, as Successor Agency to the Glendora Community Redevelopment Agency, is desirous of adopting a revenue and expenditure budget applicable to the Successor Agency, on the express condition that said budget be published the same as a separate component of the City of Glendora’s budget, and further conditioned on the City of Glendora, its General Fund and all its various other accounting funds are NOT obligated to finance or fulfill any Successor Agency obligations; and
WHEREAS, the Fiscal and Budgetary Policies remain as approved June 10, 2025.
NOW, THEREFORE, THE CITY COUNCIL, SUCCESSOR AGENCY TO THE
FORMER GLENDORA COMMUNITY REDEVELOPMENT AGENCY, HOUSING
AUTHORITY AND PUBLIC FINANCING AUTHORITY OF THE CITY OF GLENDORA, CALIFORNIA HEREBY RESOLVES AS FOLLOWS:
SECTION 1. The City Council, Successor Agency, Housing Authority and Public Financing Authority does hereby adopt its budget incorporated herein by reference for the City of Glendora for the fiscal year beginning July 1, 2026 and ending June 30, 2027.
Joint Resolution CC 2026-____, CC 2026-___ (SA), FN 2026-_____, HA 2026-_____ Page 2 of 3 SECTION 2. The City Council, as Successor Agency to the Glendora Community Redevelopment Agency, does hereby adopt the budget as incorporated hereinto by this reference for the City of Glendora, as Successor Agency to the Glendora Community Redevelopment Agency, for the fiscal year beginning July 1, 2026 and ending June 30, 2027. The City Council, as Successor Agency to the Glendora Community Redevelopment Agency, is the same as a separate component of the city of Glendora’s Budget. The City Council herby determines and declares that the City of Glendora, its General Fund and all of its other accounting funds shall NOT be obligated to finance or fulfill any Successor Agency obligations in any manner.
SECTION 3. The City Council, Successor Agency, Housing Authority and Public Financing Authority recognizes the value of establishing citywide financial policies and has done so previously.
SECTION 4. The Authorized Positions as amended and incorporated in the budget document are hereby approved and adopted.
SECTION 5. Per the adopted Financial Policies, the City Manager/Executive Director is authorized to transfer appropriations between departments or functions, provided that no change is made in the total amount of the annual budget of any single fund.
SECTION 6. The Mayor/Chair shall sign and the City Clerk/Agency Secretary shall certify to the passage and adoption of this resolution shall enter the same in the Book of Original Resolutions and that this resolution shall take effect and be in force on this date.
SECTION 7. The City Clerk/Agency Secretary is hereby directed to forward a copy of this resolution to the Finance Director.
PASSED, APPROVED AND ADOPTED by the City Council, Successor Agency, Housing Authority, and Public Financing Authority of the City of Glendora this ______ day of _______, 2026.
BY: ______________________________
DAVID FREDENDALL
Mayor
APPROVED AS TO FORM:
DANNY ALESHIRE
City Attorney
Joint Resolution CC 2026-____, CC 2026-___ (SA), FN 2026-_____, HA 2026-_____ Page 3 of 3
CERTIFICATION
I, do hereby certify that the foregoing Resolution was duly adopted by the City Council, Successor Agency, Housing Authority and Public Financing Authority to the former Glendora Community Redevelopment Agency of the City of Glendora at a regular meeting held on the _______ day of ________, 2026, by the following vote:
AYES: MEMBERS:
NOES: MEMBERS:
ABSENT: MEMBERS:
ABSTAIN: MEMBERS:
Dated:
KATHLEEN R. SESSMAN
City Clerk/Communications Director
NOTICE OF PUBLIC HEARING
CITY COUNCIL
YOU MAY BE AFFECTED BY THE FOLLOWING:
_____________________________________________
NOTICE IS HEREBY GIVEN that the City Council will hold a public hearing in the City Council Chamber of City Hall, 116 E. Foothill Boulevard, Glendora, California, on Tuesday, June 9, 2026, at 7:00 p.m. to receive and consider all evidence and reports relative to the City of Glendora Fiscal Year 2027 Mid-Cycle Budget.
All interested parties are invited to attend said hearing and express their views on this matter.
Should you be unable to attend the public hearing, your testimony must be made in writing and delivered prior to the scheduled hearing date as follows: City Clerk Department, 116 E. Foothill Blvd, Glendora, CA, 91741, [email protected].
Further information on this item will be posted to the city’s website at CityofGlendora.gov/citymeetings and will be on file for public inspection and copying for the cost of duplication, at the office of the City Clerk, 116 E. Foothill Blvd, Glendora, CA, between the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday, exclusive of holidays, within those hours for agenda posting and public inspection as required by the Ralph M. Brown Act, California Government Code 54950 et seq. as applicable to this meeting.
Further information on this item will be posted to the city’s website at CityofGlendora.gov/citymeetings and will be on file for public inspection and copying for the cost of duplication, at the office of the City Clerk, 116 E. Foothill Blvd, Glendora, CA, between the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday, exclusive of holidays.
If you challenge this action(s) in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the City Clerk’s Office at, or prior to, the public hearing.
Kathleen R. Sessman, MMC
City Clerk
Published San Gabriel Valley Examiner: May 21, 2026
May 28, 2026
RESOLUTION CC 2026 -_______
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDORA,
CALIFORNIA, DETERMINING AND ESTABLISHING AN
APPROPRIATIONS LIMIT FOR FISCAL YEAR 2026-27 IN
ACCORDANCE WITH ARTICLE XIII B OF THE CALIFORNIA
CONSTITUTION AND GOVERNMENT CODE SECTION 7910
THE CITY COUNCIL
City of Glendora, California
WHEREAS, Article XIII B was added to the California Constitution at the special State-wide election held November 6, 1979 (commonly known as Proposition 4 or the Gann Limit); and
WHEREAS, Government Code Section 7910 was added to Chapter 12.05 by Statute at the Regular Session of the California Legislature; and WHEREAS, Proposition 111, which, among other things, provides new annual adjustment formulas for the Appropriations Limit, was approved by the voters in June, 1990; and
WHEREAS, The League of California Cities and the State of California Department of Finance have published population and per capita income growth indexes, as well as guidelines for the uniform application of Proposition 111; and WHEREAS, Government Code Section 7910 requires the governing body of each local jurisdiction to adopt, by resolution, its appropriation limit; and WHEREAS, said appropriations limit must be adhered to in preparing and adopting this City's annual budget.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GLENDORA, CALIFORNIA, DOES HEREBY RESOLVES AS FOLLOWS:
SECTION 1. In compliance with Article XIII B of the Constitution of the State of California, and Section 7910 of the Government Code, the City hereby establishes the City's Appropriation Limit for the 2026-27 Fiscal Year to be $192,724,625 as shown in Exhibit A.
SECTION 2. Said Appropriation Limit shall be adhered to in the City of Glendora’s budget for the 2026-27 fiscal year.
SECTION 3. This resolution shall become effective immediately upon its adoption.
Resolution CC 2026-______ Page 2 of 2
PASSED, APPROVED AND ADOPTED by the City Council of the City of Glendora this _____ day of _______, 2026.
BY: _______________________________
DAVID FREDENDALL
Mayor
APPROVED AS TO FORM:
Aleshire & Wynder, LLP
DANNY ALESHIRE
City Attorney
CERTIFICATION
I, do hereby certify that the foregoing Resolution was duly adopted by the City Council, of the City of Glendora at a regular meeting held on the ______ day of ______, 2026, by the following vote:
AYES: MEMBERS:
NOES: MEMBERS:
ABSENT: MEMBERS:
ABSTAIN: MEMBERS:
Dated:
KATHLEEN R. SESSMAN
City Clerk/Communications Director
Exhibit A | Gann Appropriations Limit
GANN SPENDING LIMITS
In November 1979, voters passed Proposition 4, also known as the Gann Initiative. Proposition 4 Article XIII (B) of the California Constitution provides that the City’s annual appropriations be subject to certain State limitations.
This appropriation limit is referred to as the Gann Spending Limitation or Gann Appropriations Limit. The calculation limits the increase in annual appropriations to a factor which is based on a combination of population growth, State per capita income change, and the change in assessment value for non-residential property.
Appropriations for proprietary related activities such as water, wastewater, airport, etc., and Redevelopment functions are not subject to the limit. When the limit is exceeded, Proposition 4 requires the surplus to be returned to the taxpayers within two years. Appropriations in the two-year period can be averaged before becoming subject to the excess revenue provisions of the Gann limit. The city has never exceeded the limit.
The City of Glendora calculated the Gann Limit of $192,724,625 for Fiscal Year 2026-27 using the prior year’s limitation of $183,873,743 multiplied by the 4.95% (1.0495) increase in per capita income multiplied by the -0.13% (0.9987) decrease in population in the City of Glendora. The City’s appropriations subject to the limit is $53,910,391. Total General Fund appropriations are only 27.27 % of the limit.
APPROPRIATIONS LIMIT CALCULATION FOR FISCAL YEAR 2026-27 I Appropriations Limit
Prior Year, 2025-26 Adopted Limit $ 183,873,743
Change Factors:
Change in City of Glendora Population (Note 1) 0.9987
Change in Per Capita Income (Note 2) x 1.0495 1.0481
Current Year, 2026-27 Appropriations Limit $ 192,724,625 II Appropriations Subject to Limit
Projected 2026-27 Revenues, General Fund & Measures E/Z $ 53,910,391 III Amount Over/(Under) Limit (I - II) $(138,814,234)
IV Total City Appropriations as a % of Limit 27.97%
Note 1: Change in the City of Glendora's growth of -0.13%, exceeded the County of Los Angeles population growth, -0.64%. Total City population as of January 1, 2026, is 51,232.
Note 2: Change in California per capita income, 4.95% provided by the State of California.
JOINT RESOLUTION
CC 2026- ___ CC 2026-___ (SA)
A JOINT RESOLUTION OF THE CITY COUNCIL AND SUCCESSOR
AGENCY, OF THE CITY OF GLENDORA, CALIFORNIA, ADOPTING THE
ANNUAL STATEMENT OF INVESTMENT POLICY FOR THE FISCAL
YEAR BEGINNING JULY 1, 2026 AND ENDING JUNE 30, 2027
CITY COUNCIL AND SUCCESSOR AGENCY
City of Glendora, California
WHEREAS, California Government Code Section 53600 et seq. governs the investment of public funds by local governments; and
WHEREAS, The Fiscal and Budgetary Policies for the City of Glendora state the following: The City will invest cash balances in conformance with the California Government Code and the three main investment objectives of safety, liquidity and yield.
The City will adhere to the prudent investor standard and best practices in Treasury Management. The City will maintain a Statement of Investment Policy. And, WHEREAS, pursuant to California Government Code Section 53607, the City Council of the City of Glendora has delegated its investment authority under California Government Code Section 53601 to the City Treasurer.
NOW, THEREFORE, THE CITY COUNCIL AND THE SUCCESSOR AGENCY
TO THE FORMER GLENDORA COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF GLENDORA, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The City Council does hereby adopt the attached Exhibit A containing the Statement of Investment Policy for the fiscal year beginning July 1, 2026 and ending June 30, 2027.
SECTION 2. Any and all prior resolutions adopting a Statement of Investment Policy for the City of Glendora shall be hereby rescinded.
SECTION 3. The Mayor shall sign and the City Clerk shall certify to the passage and adoption of this resolution and shall enter the same in the Book of Original Resolutions and that this resolution shall take effect and be in force on this date.
SECTION 4. The City Clerk is hereby directed to forward a copy of this resolution to the City Treasurer.
Joint Resolution CC 2026-_____ CC 2026-____ (SA) Page 2 of 2 PASSED, APPROVED AND ADOPTED by the City Council of the City of Glendora and Successor Agency this _____ day of _____, 2026.
BY:_____________________________
DAVID FREDENDALL
Mayor/Chair
APPROVED AS TO FORM:
Aleshire & Wynder, LLP
_____________________________
DANNY ALESHIRE
City/Agency Attorney
CERTIFICATION
I, do hereby certify that the foregoing Resolution was duly adopted by the City Council and Successor Agency to the former Glendora Community Redevelopment Agency of the City of Glendora at a regular meeting held on the ____ day of _____, 2026, by the following vote:
AYES: MEMBERS:
NOES: MEMBERS:
ABSENT: MEMBERS:
ABSTAIN: MEMBERS:
Dated:
KATHLEEN R. SESSMAN
City Clerk/Communications Director
Exhibit A
CITY OF GLENDORA
STATEMENT OF INVESTMENT POLICY
FISCAL YEAR 2027
INTRODUCTION
The City Council of the City of Glendora (also acting as the Successor Agency to the Glendora Community Redevelopment Agency together, the “City”) recognizes its responsibility to prudently direct the investment of the City’s funds on behalf of the City’s existing and future residents. The City Council further recognizes that the City’s investment assets are essential to the City’s financial strength, the effective implementation of long-range financial plans and, ultimately, its ability to respond to the needs of the community.
This Statement sets forth policies which shall govern the investment of the City’s funds. It will be used by the City’s Treasurer, other City officials and staff, as well as all other thirdparty providers of investment or investment related services. Its purpose is to direct the prudent investment and protection of the City’s funds and investment portfolio.
1. POLICY
It is the policy of the City to invest public funds in a manner which will provide the highest investment return with maximum security while meeting the daily cash flow demands of the City and conforming to all state and local statutes governing the investment of public funds; and meet the objectives of the Policy, in priority order of Safety, Liquidity and Return on investment.
2. SCOPE
This Investment Policy applies to all financial assets of the City of Glendora. The following funds are covered by this Investment Policy and are accounted for in the City's Annual Comprehensive Financial Report (ACFR) on a pooled basis:
A) General Fund
B) Special Revenue Funds
C) Capital Project Funds
D) Enterprise Funds
E) Internal Services Funds
F) Trust and Agency Funds
G) Any new funds created by the City Council, unless specifically exempted The investment of bond proceeds is governed by the permitted investment section of bond documents. If the bond documents are silent as to the investment of the proceeds, the proceeds will be invested in accordance with this Policy.
Investment Policy for Fiscal Year 2027 Exhibit A
3. PRUDENCE
The standard of prudence to be used by investment officials shall be the “Prudent Investor Standard” (California Government Code Sections 53600.3) and shall be applied in the context of managing an overall portfolio. Investments shall be made with care, skill, prudence, and diligence under the circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated needs of City, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the City.
Investment officers acting in accordance with written procedures and the investment policy and exercising due diligence shall be relieved of personal responsibility for an individual security’s credit risk or market price changes, provided deviations from expectations are reported in a timely fashion and appropriate action is taken to control adverse developments.
4. OBJECTIVE
The City’s cash management system is designed to accurately monitor and forecast revenues and expenditures to meet the short and long-term cash flow demands of the City thus enabling the City Treasurer to fully invest funds. To achieve this objective, the portfolio will be structured to provide safety of principal and liquidity, while then providing a return on investments. The City Treasurer will maintain a diversified investment portfolio to accomplish the primary objectives of safety, liquidity, and return on investments (in that order of priority). • Safety: The safety or risk associated with an investment refers to the potential loss of principal, accrued interest, or a combination of these. The City seeks to mitigate credit risk by prequalifying and continuously monitoring financial institutions with which it will do business and by scrutiny of the credit worthiness of the investment instruments as well as the institutions. Such resources as Fitch, Moody’s and Standard and Poor’s rating services may be utilized for this review. The City seeks to mitigate interest rate risk through diversification of instruments as well as maturities.
• Liquidity: The City’s investment portfolio will be structured with sufficient liquidity to allow the City to meet its anticipated cash requirements. This will be accomplished through diversity of instruments to include those with active secondary markets, those which match maturities to expected cash needs and the State Local Agency Investment Fund (LAIF) with immediate withdrawal provisions. • Return on Investments: The City’s investment portfolio shall have the objective of attaining a comparative performance measurement or an acceptable rate of return throughout budgetary and economic cycles. These measurements should be commensurate with the City’s investment risk constraints identified in the Investment Policy and the cash flow characteristics of the portfolio.
Investment Policy for Fiscal Year 2027 Exhibit A
5. DELEGATION OF AUTHORITY
Authority to manage the City’s investment program is derived from the following:
The City Council has authorized the City Treasurer to invest City funds in accordance with California Government Code Section 53600, et. seq.
In the City Treasurer’s absence, and subject to City Council approval, the City Treasurer may assign investment responsibilities to the City Manager. The City Treasurer will provide prior written notification to the City Manager and the City Council regarding the assignment of responsibilities. In the event the City Treasurer is unable to assign responsibility, the City Manager will select a designee. In addition, at the discretion of the C i t y Treasurer, cash monitoring and investment responsibilities can be assigned to a designated assistant.
The responsibility for establishing, monitoring and maintaining a strong system of investment controls and directing an independent audit of the investment function is delegated to the City Manager. The City Manager’s designee(s) may assist in carrying out these functions.
The City Council’s primary responsibilities over the investment function include establishing investment policies, annually reviewing such policies, reviewing monthly investment reports issued by the Treasurer and authorizing any deviations from the City’s Investment Policy.
6. INVESTMENT PROCEDURES
The City Treasurer shall establish written investment policy procedures for the operation of the investment program consistent with this policy. The procedures should include reference to safekeeping, wire transfer agreements, banking service contracts and collateral/depository agreements.
7. ETHICS AND CONFLICTS OF INTEREST
The City Treasurer and other employees involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program or which could impair their ability to make impartial investment decisions. The City Treasurer and investment officials must provide a public disclosure document by the specified deadline each year or when material interest in a financial institution or personal investment position requires it. Furthermore, investment officials must refrain from undertaking personal investment transactions with the same individual(s) employed by the financial institution with whom business is conducted on behalf of the City. During the course of the year, if there is an event subject to disclosure that could impair the ability of the City Treasurer or investment employees to make impartial decisions, the City Council will be notified in writing within 10 days of the event.
In accordance with California Government Code Section 87500(a)(2)(O), as amended by Chapter 331, Statutes of 2025 (SB 852), all public officials who manage public investments on behalf of the City — including the City Treasurer and any designated investment officer Investment Policy for Fiscal Year 2027 Exhibit A
— are required to file their annual Statement of Economic Interests (Form 700) electronically using the Fair Political Practices Commission's (FPPC) electronic filing system. This requirement is in addition to, and does not supersede, any other Form 700 filing obligations applicable to City Council members, the City Manager, or other designated employees under the City's Conflict of Interest Code.
Fiscal and Financial TrainingIn accordance with California Government Code Sections 53238 through 53238.4, as amended by Chapter 661, Statutes of 2025 (SB 827), all local agency officials with investment-related responsibilities — including members of the City Council, the City Treasurer, and any appointed official (as specified by City Council by adopted resolution) who, as part of their official duties, makes decisions or recommendations regarding financial administration, budgeting, or the use of public resources — will complete the fiscal and financial training as required by said California Government Code sections and the City will maintain records of completed training.
8. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
The Treasurer will maintain a list of financial institutions authorized to provide investment services to the public agency in the State of California. These may include an institution licensed by the state as a broker- dealer, or from a member of a federally regulated securities exchange, from a national or state-chartered bank, from a savings association or federal association or from a brokerage firm designated as a primary or regional dealer that qualifies under Securities & Exchange Commission (SEC) Rule 15c3-1(uniform net capital). A determination should be made to ensure all approved broker/dealer firms, and individuals covering the City have at least 5 years in-depth experience working in institutional fixed income. In addition, the broker/dealer firms should have the ability to meet all of their financial obligations in dealing with the Public Agency. The firms, and individuals covering City, should be knowledgeable and experienced in Public Agency investing and the investment products involved. No public deposit shall be made except in a qualified public depository as established by state laws.
All financial institutions and broker/dealers who desire to become qualified bidders for investment transactions must supply the City Treasurer with the following:
• Audited Financial Statements,
• proof of Financial Industry Regulatory Authority (FINRA) registration, • trading resolution,
• proof of California registration
• completed broker/dealer questionnaire,
• certification of having read this City’s investment policy, • and depository contracts and
• requested information such as other client references within the State of California.
An annual review of the financial condition and registrations of qualified bidders may be conducted by the Treasurer. A current financial statement is required to be on file for each financial institution and broker/dealer in which the City invests.
Investment Policy for Fiscal Year 2027 Exhibit A
9. AUTHORIZED AND SUITABLE INVESTMENTS
The City is empowered by statute to invest in the following types of securities: investments set forth in this section are authorized investments pursuant to Section 53601 of the Government Code and are authorized investments for the City subject to the prohibitions set forth in Section 10 of this Investment Policy. Section 53601 provides the maximum term of any investment authorized under this section unless otherwise stated, is five years.
Additionally, Section 53601 states any forward settlement that exceeds 45 days from the time of investment is prohibited.
A. U.S. Government Treasury Securities
United States Treasury notes, bonds, bills, or certificates of indebtedness, or those for which the faith and credit of the United States are pledged for the payment of principal and interest. There is no limitation as to the percentage of the portfolio invested in this category.
B. Federal Agencies Securities
Federal agency or United States government-sponsored enterprise obligations, participations, or other instruments, including those issued by or fully guaranteed as to principal and interest by federal agencies or United States government-sponsored enterprises. There is no limitation as to the percentage of the portfolio invested in this category.
C. Municipal Bonds
Municipal notes maturities must be in a rating category of “A” or its equivalent or better by a nationally recognized statistical rating organization (NRSRO). There is no limitation as to the percentage of the portfolio invested in this category. • City Bonds – Bonds issued by the City, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by the City or by a department, board, agency, or authority of the City if it is allowed in the bond’s indenture.
• State Bonds – Registered state warrants or treasury notes or bonds of the State of California, including bonds payable solely out of the revenues from a revenue- producing property owned, controlled, or operated by the State or by a department, board, agency, or authority of the State. • Obligation of other Local Agencies – Bonds, notes, warrants, or other evidence of indebtedness of any local agency within the State of California, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by the local agency, or by a department, board, agency, or authority of the local agency.
Investment Policy for Fiscal Year 2027 Exhibit A
• Obligations of Other States – Registered treasury notes or bonds of any of the other 49 states in addition to California, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by a state or by a department, board, agency, or authority of any of the other 49 states, in addition to California.
D. Deposits and Certificates of Deposit
Deposits and certificates of deposit which are federally insured or collateralized as specified under CA Code 53630 et. seq.; issued by a nationally or state-chartered bank, a savings association, or a federal association (as defined by Section 5102 of the Financial Code), a state or federal credit union, or by a federally licensed or state-licensed branch of a foreign bank. The amount per institution is limited to the maximum insurance coverage provided under the FDIC or NCUA unless collateralized in accordance with CA Code.
E. Negotiable Certificates of Deposit
Negotiable certificates of deposit (NCD) issued by a nationally or state-chartered bank, a savings association, or a federal association (as defined by Section 5102 of the Financial Code), a state or federal credit union, or by a federally licensed or state-licensed branch of a foreign bank. Purchases of negotiable certificates of deposit shall not exceed 30 percent of City’s moneys that may be invested pursuant to this section.
For purposes of this section, negotiable certificates of deposit do not come within Article 2 (commencing with Section 53630), except that the amount so invested shall be subject to the limitations of Section 53638. The legislative body of a local agency and the treasurer or other official of the local agency having legal custody of the moneys are prohibited from investing local agency funds, or funds in the custody of the local agency, in negotiable certificates of deposit issued by a state or federal credit union if a member of the legislative body of the local agency, or a person with investment decision making authority in the administrative office manager’s office, budget office, auditor controller’s office, or treasurer’s office of the local agency also serves on the board of directors, or any committee appointed by the board of directors, or the credit committee or the supervisory committee of the state or federal credit union issuing the negotiable certificates of deposit.
F. Banker’s Acceptance Notes
Banker’s acceptances are short term investments otherwise known as bills of exchange or time drafts that are drawn on and accepted by a commercial bank. Purchases of banker’s acceptances may not exceed 180 days maturity or 40 percent of the City’s surplus money that may be invested pursuant to this section. In addition, no more than 30 percent of the City’s surplus funds may be invested in the banker’s acceptance of any one commercial bank pursuant to this section.
Investment Policy for Fiscal Year 2027 Exhibit A
G. Medium-Term Corporate Notes
Medium-term notes are defined as all corporate and depository institution debt securities with a maximum remaining maturity of five years or less, issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States. Notes eligible for investment under this subdivision shall be rated in a ratings category of “A” or its equivalent or better by an NRSRO. Purchases of medium-term notes shall not include other instruments authorized by this section and may not exceed 30 percent of City’s moneys that may be invested pursuant to this section. A local agency, other than counties or a city and county, may purchase no more than 10 percent of its total investment assets in the medium-term notes of any single issuer.
H. Commercial Paper
Only commercial paper of “prime” quality of the highest ranking or of the highest letter and numerical rating as provided for by a nationally recognized statistical-rating organization (NRSRO). Eligible paper is further limited to issuing corporations that are organized and operating within the United States as a general corporation and having total assets in excess of five hundred million dollars ($500,000,000) and has debt other than commercial paper, if any, that is rated in a rating category “A” or its equivalent or higher by an NRSRO or if the entity is organized within the United states as a special purpose corporation, trust, or limited liability company, has program wide credit enhancements including, but not limited to, over-collateralization, letters of credit, or a surety bond, and has commercial paper that is rated “A-1” or higher, or the equivalent, by the NRSRO. Purchases of eligible commercial paper may not exceed 397 days maturity nor represent more than 10 percent of the commercial paper of any single issuer.
Purchases of commercial paper may not exceed 25 percent of the City’s surplus money that may be invested pursuant to this section unless the City has $100,000,000 or more of investments under management to invest no more than 40% of the City’s moneys in eligible commercial paper until January 1, 2031.
I. Local Agency Investment Fund demand deposit
The Local Agency Investment Fund (LAIF) was established by the State to enable treasurers to place funds in a pool for investment. Each agency is limited to an investment of $75 million per account. The City may use this fund to the current $75 million limit for short term liquidity investment, and yield when rates are declining as funds are available upon demand. Interest is paid quarterly.
J. Repurchase Agreement
Repurchase agreement means a purchase of securities by the City pursuant to an agreement by which the counterparty seller will repurchase the securities on or before a specified date and for a specified amount and the counterparty will deliver the underlying securities to the City by book entry, physical delivery, or by third-party custodial agreement. The transfer of underlying securities to the counterparty bank’s Investment Policy for Fiscal Year 2027 Exhibit A
customer book-entry account may be used for book-entry delivery. Investments in repurchase agreements are allowable but must comply with current Government code and a Master Repurchase Agreement must be signed with the bank or dealer.
The market value of securities that underlay a repurchase agreement shall be valued at 102 percent or greater of the funds borrowed against those securities and the value shall be adjusted no less than quarterly. Since the market value of the underlying securities is subject to daily market fluctuations, the investments in repurchase agreements shall be in compliance if the value of the underlying securities is brought back up to 102 percent no later than the next business day. The term does not exceed one year.
K. Mutual Funds
Mutual Funds are limited to the following:
• Limited Term Government Funds
• Money Market Funds limited to Treasury obligations (Reverse Repurchase not allowed) with a highest rating from an NRSRO with no load and maintained at $1 par value. In addition, the fund must retain an investment advisor who is registered with the SEC (or exempt from registration), has assets under management in excess of five hundred million dollars ($500,000,000) and has at least 5 years’ experience investing in instrument authorized by Government Code Sections 53601.
• The purchase price of shares of beneficial interest purchased pursuant to this subdivision shall not include commission that the companies may charge and shall not exceed 20 percent of the agency’s moneys that may be invested pursuant to this section. However, no more than 10 percent of the City’s funds may be invested in shares of beneficial interest of any one mutual fund pursuant to paragraph (1). This limitation does not apply to money market mutual funds.
L. Investment Pools
A thorough investigation of a pool/fund is required prior to the City’s investment and on a continual basis. The City currently permits the use of the Local Agency Investment Funds (LAIF) along with certain mutual funds. Any additional pool shall provide the following:
• A description of eligible investment securities, and a written statement of investment policy and objectives.
• A description of interest calculations and how it is distributed, and how gains and losses are treated.
• A description of how the securities are safeguarded (including the settlement processes), and how often are the securities priced and the program audited. • A description of who may invest in the program, how often, and what size deposits and withdrawals are allowed
Investment Policy for Fiscal Year 2027 Exhibit A
• A schedule for receiving statements and portfolio listings. • A list of any reserves, retained earnings, etc. utilized by the pool. • A fee schedule, when and how it is assessed.
• Pool eligibility for bond proceeds and/or pool policy on accepting such proceeds.
M. Supranational
Supranational securities of United States dollar denominated senior unsecured unsubordinated obligations issued or unconditionally guaranteed by the International Bank for Reconstruction and Development, International Finance Corporation, or InterAmerican Development Bank, with a maximum remaining maturity of five years or less, and eligible for purchase and sale within the United States. Investments under this subdivision shall be rated “AA” or better by an NRSRO and shall not exceed 30 percent of City’s moneys that may be invested pursuant to this section.
N. Placement Service Deposits
The City may invest a portion of its surplus funds in deposits at a commercial bank, savings bank, savings and loan association, or credit union that uses a private sector entity that assists in the placement of deposits, pursuant to California Government Code Section 53601.8 and Section 53635.8. The following conditions shall apply:
• The City shall choose a nationally or state-chartered commercial bank, savings bank, savings and loan association, or credit union in this state as the "selected" depository institution.
• The full amount of each deposit placed through the placement service, and the interest that may accrue on each such deposit, shall at all times be insured by the Federal Deposit Insurance Corporation (FDIC) or the National Credit Union Administration (NCUA).
• The selected depository institution shall serve as custodian for each such deposit. • On the same date that the City's funds are placed by the private sector entity, the selected depository institution shall receive an amount of insured deposits from other financial institutions that, in total, are equal to or greater than the full amount of the principal that the City initially deposited.
• The deposits placed pursuant to this subsection shall be subject to the limitations of Government Code Section 53638 and shall not, in total, exceed 50 percent of the City's funds that may be invested for this purpose. This limit shall revert to 30 percent on January 1, 2031, as provided by statute.
• A credit union shall not act as a selected depository institution unless it offers federal depository insurance through the NCUA and possesses written guidance from the NCUA authorizing participation in deposit placement services.
O. Placement Service Certificates of Deposit
The City may invest a portion of its surplus funds in certificates of deposit at a commercial bank, savings bank, savings and loan association, or credit union that uses a private sector entity that assists in the placement of certificates of deposit, pursuant to California Investment Policy for Fiscal Year 2027 Exhibit A
Government Code Section 53601.8 and Section 53635.8. The following conditions shall apply:
• All conditions set forth in subsection N (Placement Service Deposits) of this Section 9 shall apply equally to placement service certificates of deposit. • The maximum maturity of any placement service certificate of deposit shall not exceed five (5) years from the settlement date.
• The certificates of deposit placed pursuant to this subsection shall be subject to the limitations of Government Code Section 53638 and shall not, in total (combined with Placement Service Deposits under subsection N), exceed 50 percent of the City's funds that may be invested for this purpose. This limit shall revert to 30 percent on January 1, 2031, as provided by statute.
• Negotiable certificates of deposit authorized under subsection E of this Section 9 are excluded from the concentration limits of this subsection and remain subject to their own 30 percent portfolio limitation.
P. Collateralized Bank Deposits
The City may invest in notes, bonds, or other obligations that are at all times secured by a valid first priority security interest in securities of the types listed in California Government Code Section 53651 as eligible securities for the purpose of securing local agency deposits, pursuant to Government Code Section 53601(n) and Section 53630 et seq. The following conditions shall apply:
• The securities serving as collateral shall have a market value at least equal to that required by Government Code Section 53652 for the purpose of securing local agency deposits.
• The collateral securities shall be placed by delivery or book entry into the custody of a trust company or the trust department of a bank that is not affiliated with the issuer of the secured obligation.
• The security interest shall be perfected in accordance with the requirements of the Uniform Commercial Code or federal regulations applicable to the types of securities in which the security interest is granted.
• The maximum maturity shall not exceed five (5) years from the settlement date. • There is no statutory percentage limitation on the portion of the portfolio that may be invested in collateralized bank deposits; however, the City Treasurer shall ensure adequate diversification consistent with Section 15 (Diversification) of this Policy.
Q. Mortgage Pass-Through and Asset-Backed Securities
The City may invest in mortgage pass-through securities, collateralized mortgage obligations, mortgage-backed or other pay-through bonds, equipment lease-backed certificates, consumer receivable pass-through certificates, or consumer receivablebacked bonds, pursuant to California Government Code Section 53601(o). The following conditions shall apply:
• Government-Issued or Guaranteed Securities: Securities issued or guaranteed by an issuer identified in Government Code Section 53601(b) (U.S. Treasury) or Section 53601(f) (Federal Agencies/GSEs) are not subject to the rating, maturity, or percentage limitations set forth in paragraph 2 below.
Investment Policy for Fiscal Year 2027 Exhibit A
• Privately Issued Securities: For securities not issued or guaranteed by a government agency or GSE identified in subdivisions (b) or (f) of Section 53601, the following limitations shall apply:
a. The security shall be rated in a rating category of "AA" or its equivalent or better by a nationally recognized statistical rating organization (NRSRO). 2 b. The security shall have a maximum remaining maturity of five (5) years or less.
c. Purchases of securities authorized by this subsection shall not exceed 20 percent of the City's surplus moneys that may be invested pursuant to this Policy.
• Due to the complexity of mortgage-backed and asset-backed securities, including prepayment risk and cash flow variability, the City Treasurer shall ensure that staff (or the City's investment advisor) possess sufficient expertise to evaluate and manage such investments prior to purchase.
10. MASTER REPURCHASE AGREEMENT
If repurchase agreements are legal and authorized by policy, a Master Repurchase Agreement must be signed with the bank or dealer.
11. COLLATERALIZATION
Collateralization will be required on two types of investments, certificates of deposit and repurchase agreements. The Collateralization for the certificates of deposit shall be defined by Section 53630 et. seq. and the repurchase agreements will be at 102 % or greater of market value of principal and interest.
Collateral will always be held by an independent third party with whom the City has a current custodial agreement. A clearly marked evidence of ownership (safekeeping receipt) must be supplied to the City and retained. The right of collateral substitution is granted.
12. REVIEW OF INVESTMENT PORTFOLIO
The securities held by the City of Glendora must be in compliance with the Authorized and Suitable Investments at the time of purchase. From time to time, some securities may not comply with the Authorized and Suitable Investments limits subsequent to the date of purchase. Therefore, the Treasurer shall at least monthly review the portfolio to identify those securities that do not comply. The Treasurer shall establish procedures to report to the council major and critical incidences of noncompliance through the review of the portfolio.
13. PROHIBITED INVESTMENTS AND TRANSACTIONS
The City shall be in full compliance with 53601.6 regarding prohibited investments. • The City shall not invest public monies in financial instruments that are not authorized under this Statement of Investment Policy
Investment Policy for Fiscal Year 2027 Exhibit A
• The City shall not engage in securities lending, short selling, or other hedging strategies.
• The City shall not invest any funds in inverse floaters, range notes, or interestonly strips that are derived from a pool or mortgages or reverse repurchase agreements.
• The City shall not invest any funds in any security that could result in zero interest accrual if held to maturity.
• The City shall not purchase or sell securities on margin. • The City shall not purchase any Reverse Repurchase Agreements It is acknowledged investment pools in which the City invests may invest funds in the securities set forth in this subdivision.
14. SAFEKEEPING AND CUSTODY
All security transactions, including collateral for repurchase agreements, entered into by the City shall be conducted on a delivery-versus-payment (DVP) basis or debit checking basis, whichever is more beneficial to the City. All securities purchased or acquired shall be delivered to the City by book entry, physical delivery or by third party custodial agreement evidenced by safekeeping receipts. The only exception to the foregoing shall be depository accounts and securities purchases made with: (i) LAIF, (ii) other permitted investment pools, and (iii) money market mutual funds since the purchased securities are not deliverable.
15. DIVERSIFICATION
The City's portfolio will be suitably diversified by type and institution in an effort to reduce portfolio risk while attaining market average rates.
• Security Type and Institution - U.S. Treasury securities and authorized pools, and any portfolio or institutional limits shall comply with the California Government Code. Investments are further limited by specific language relating to each investment type as stated in Section 9 of this Policy.
• Maximum Maturities - To the extent possible, the City Treasurer will attempt to match investments with anticipated cash flow requirements. The City's portfolio will not be directly invested in securities which mature more than five years from the date of purchase. Additionally, see Section 16 of this policy.
Except for U.S. Treasuries, Agencies, Supranational, FDIC/ NCUSIF -insured Certificate of Deposits, authorized pools, and money market funds, no more than 5 percent of the City’s total investment portfolio will be invested in a single security type or with a single financial institution.
Investment Policy for Fiscal Year 2027 Exhibit A
16. MAXIMUM MATURITIES
To the extent possible, the City will attempt to match its investments with anticipated cash flow requirements. On general funds, per CA Code, the City will not directly invest in securities maturing more than 5 years from the date of purchase unless approval is given by the City Council 90 days prior to investing.
17. INTERNAL CONTROL
The Treasurer shall establish an annual process of independent review by an external auditor. This review will provide internal control by assuring compliance with the City’s Investment Policy and for establishing internal controls that are designed to prevent losses due to fraud, negligence, and third-party misrepresentation. Accordingly, the City Treasurer shall establish written procedures for the operation of the City’s investment program that are consistent with the provisions of this Investment Policy.
Internal controls deemed most important shall include (but not limited to): avoidance of collusion; separation of duties and administrative controls; separating transaction authority from accounting and record keeping; custodial safekeeping; clear delegation of authority; management approval and review of investment transactions; specific limitations regarding securities losses and remedial action; written confirmation of telephone transactions; documentation of investment transactions and strategies; and monitoring of results.
18. PERFORMANCE STANDARDS
The investment portfolio shall be designed with the objective of obtaining at least a market rate of return during budgetary and economic cycles, commensurate with the investment risk constraints and the cash flow needs.
The City’s investment strategy is passive. Passive investment portfolio management generally indicates the City Treasurer will purchase an instrument and hold it through to call or maturity, and then reinvest the monies. Although the City’s investment strategy is passive, this will not restrict the Treasurer from evaluating when the sale and subsequent purchase of a security (known as a swap) are appropriate or if the sale of an instrument is prudent prior to final maturity. Given this strategy, the basis used by the City Treasurer to determine whether market yields are being achieved shall be the Local Agency Investment Funds (LAIF) with the understanding that LAIF lags the market on both the upside and downside of interest rate movements and investing the portfolio accordingly.
19. REPORTING
The City Treasurer shall provide the City Council monthly investment reports which provide a clear picture of the status of the current investment portfolio. The management report shall include 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 Investment Policy for Fiscal Year 2027 Exhibit A
listed, coupon rate, discount or earnings rate, Par Value, Amortized Book Value Market Value of each investment in the portfolio, including funds managed for the City of Glendora by third parties. The report will also include the source of the portfolio valuation. As specified in California Government Code Section 53646 (e), if all funds are placed in LAIF, FDIC-insured accounts and/or in a county investment pool, the foregoing report elements may be replaced by copies of the latest statements from such institutions. The City Treasurer shall maintain a complete and timely record of all investment transactions.
20. INVESTMENT POLICY ADOPTION
The City’s investment policy shall be reviewed and adopted annually by resolution of the Glendora City Council with or without changes.
21. INVESTMENT POLICY GLOSSARY (see next page)
Investment Policy for Fiscal Year 2027 Exhibit A
INVESTMENT POLICY GLOSSARY
AGENCIES: Federal agency securities and/or Government-sponsored enterprises.
ASKED: The price at which securities are offered on the market.
BANKER’s ACCEPTANCE (BA): A draft or bill or exchange accepted by a bank or trust company. The accepting institution guarantees payment of the bill, as well as the issuer.
BENCHMARK: A comparative base for measuring the performance or risk tolerance of the investment portfolio. A benchmark should represent a close correlation to the level of risk and the average duration of the portfolio’s investments.
BROKER: A broker brings buyers and sellers together for a commission.
CERTIFICATE OF DEPOSIT (CD): A time deposit with a specific maturity evidenced by a certificate. Large-denomination CDs are typically negotiable.
COLLATERAL: Securities, evidence of deposit or other property which a borrower pledges to secure repayment of a loan. Also refers to securities pledged by a bank to secure deposits of public monies.
COMMERCIAL PAPER: Commercial paper is the trade name applied to unsecured promissory notes issued by finance and industrial companies to raise funds on a short-term basis.
ANNUAL COMPREHENSIVE FINANCIAL REPORT (ACFR): The official annual report for the City of Glendora. It includes five combined statements for each individual fund and account group prepared in conformity with GAAP. It also includes supporting schedules necessary to demonstrate compliance with finance-related legal and contractual provisions, extensive introductory material, and a detailed Statistical Section.
DEALER: A dealer, as opposed to a broker, acts as a principal in all transactions buying and selling for his own account.
DELIVERY VERSUS PAYMENT: There are two methods of delivery of securities:
delivery versus payment and delivery versus receipt. Delivery versus payment is delivery of securities with an exchange of money for the securities. Delivery versus receipt is delivery of securities with an exchange of a signed receipt for the securities.
DIVERSIFICATION: Dividing investment funds among a variety of securities offering independent returns.
FEDERAL DEPOSIT INSURANCE CORPORATION (FDIC): A federal agency that insures bank deposits, currently up to $250,000 per entity.
FEDERAL NATIONAL MORTGAGE ASSOCIATION (Fannie Mae): a quasi- public corporation created by an act of Congress to assist the home mortgage market by purchasing Investment Policy for Fiscal Year 2027 Exhibit A
mortgages insured by the Federal Housing Administration and the Farmers Home Administration, as well as those guaranteed by the Veterans Administration. Fannie Mae issues Notes and Bonds and there is a strong secondary market in these securities. A secondary market means these instruments are actively traded, i.e., they are bought and sold daily. Bonds are issued for 15-year and 30-year maturities with interest paid semiannually. Interest is computed on a 30/360 day basis. Notes are issued with maturities of less than one year with interest paid at maturity.
GOVERNMENT NATIONAL MORTGAGE ASSOCIATION (Ginnie Mae): a wholly-owned corporation instrumentality of the United States within the Department of Housing and Urban Development. A certificate collateralized by FHA/VA residential mortgages represents a share in a pool of FHA or VA mortgages. Ginnie Mae’s are registered securities. Original maturities range from 12 to 30 years with a 7 to 12 year assumed average life. (Assumed average life is due to prepayments of mortgages).
Principal and interest are paid monthly and sent directly from the issuer of the pool, usually a mortgage banker, to the City.
FEDERAL HOME LOAN BANKS (FHLB): provide credit to member lending institutions such as savings and loan associations, cooperative banks, insurance companies and savings banks. City offers bonds in the public market with maturities of 1 to 10 years.
These bonds are usually offered on a quarterly basis depending on the current demands of the housing industry. Interest is paid semi-annually on a 30/360 day basis.
FEDERAL FARM CREDIT BANKS (FFCB): debt instruments issued to meet the financial needs of farmers and the national agricultural industry. These issues enjoy an established secondary market. Discount notes are issued monthly with 6-month and 9- month maturities. Longer term debentures (2-5 years) are also issued. Discount notes pay interest at maturity. Debentures pay interest semi-annually on a 30/360 day basis.
FEDERAL HOME LOAN MORTGAGE CORPORATION (Freddie Mac): A publicly held government-sponsored enterprise created in 1970 pursuant to the Federal Home Loan Mortgage Corporation Act, Title III of the Emergency Home Finance Act of 1970, as amended. Freddie Mac’s statutory mission is to provide stability in the secondary market for home mortgages, to respond appropriately to the private capital market and to provide ongoing assistance to the secondary market for home mortgages by increasing the liquidity of mortgage investments and improving the distribution of investment capital available for home mortgage financing. Maturity can be from 1 to 30 years. These loans can be either set at a fixed rate or a variable rate.
LOCAL AGENCY INVESTMENT FUND (LAIF): LAIF was established by the State to enable treasurers to place funds in a pool for investment.
LIQUIDITY: A liquid asset is one that can be converted easily and rapidly into cash without a substantial loss of value. In the money market, a security is said to be liquid if the spread between bid and asked prices is narrow and reasonable size can be done at those quotes.
Investment Policy for Fiscal Year 2027 Exhibit A
MARKET VALUE: The price at which a security is trading and could presumably be purchased or sold.
MASTER REPURCHASE AGREEMENT: A written contract covering all future transactions between the parties to repurchase – reverse repurchase agreements that establish each party’s rights in the transactions. A master agreement will often specify, among other things, the right of the buyer-lender to liquidate the underlying securities in the event of default by the seller borrower.
MATURITY: The date upon which the principal or stated value of an investment becomes due and payable.
MONEY MARKET: The market in which short-term debt instruments (bills, commercial paper, bankers’ acceptances, etc.) are issued and traded.
NATIONALLY RECOGNIZED STATISTICAL-RATING ORGANIZATION
(NRSRO): Only commercial paper of “prime” quality of the highest ranking or of the highest letter and numerical rating as provided for by a nationally recognized statisticalrating organization.
NATIONAL CREDIT UNION SHARE INSURANCE FUND (NCSIF): The National Credit Union Administration administers the NCSIF that insures certificates of deposits with Credit Unions up $250,000 per entity.
PORTFOLIO: Collection of securities held by an investor.
PRIMARY DEALER: A group of government securities dealers who submit daily reports of market activity and positions and monthly financial statements to the Federal Reserve Bank of New York and are subject to its informal oversight. Primary dealers include Securities and Exchange Commission (SEC) – registered securities broker-dealers, banks, and a few unregulated firms.
PRUDENT PERSON RULE: An investment standard. In some states the law requires that a fiduciary, such as a trustee, may invest money only in a list of securities selected by the custody state – the so-called legal list. In other states the trustee may invest in a security if it is one which would be bought by a prudent person of discretion and intelligence who is seeking a reasonable income and preservation of capital.
QUALIFIED PUBLIC DEPOSITORIES: A financial institution which does not claim exemption from the payment of any sales or compensating use or ad valorem taxes under the laws of this state, which has segregated for the benefit of the commission eligible collateral having a value of not less than its maximum liability and which has been approved by the Public Deposit Protection Commission to hold public deposits.
RATE OF RETURN: The yield obtainable on a security based on its purchase price or its current market price. This may be the amortized yield to maturity on a bond the current income return.
Investment Policy for Fiscal Year 2027 Exhibit A
REPURCHASE AGREEMENT (RP OR REPO): A holder of securities sells these securities to an investor with an agreement to repurchase them at a fixed price on a fixed date.
The security “buyer” in effect lends the “seller” money for the period of the agreement, and the terms of the agreement are structure to compensate him for this. Dealers use RP extensively to finance their positions. Exception: When the Fed is said to be doing RP, it is lending money, or increasing bank reserves.
REVERSE REPURCHASE AGREEMENT (REVERSE REPO): A reverse-repurchase agreement (reverse repo) involves an investor borrowing cash from a financial institution in exchange for securities. The investor agrees to repurchase the securities at a specified date for the same cash value plus an agreed upon interest rate. Although the transaction is similar to a repo, the purpose of entering into a reverse repo is quite different. While a repo is a straightforward investment of public funds, the reverse repo is a borrowing.
SAFEKEEPING: A service to customers rendered by banks for a fee whereby securities and valuables of all types and descriptions are held in the bank’s vaults for protection.
SECURITIES & EXCHANGE COMMISSION: Agency created by Congress to protect investors in securities transactions by administering securities legislation.
TIME DEPOSITS: are non-negotiable and placed with commercial banks and savings and loan agencies in California. A time deposit is a receipt for funds deposited in a financial institution for a specified period of time at a specified rate of interest. Deposits up to $250,000 (referred as Jumbo CDs) per institution are insured by the government Federal Deposit Insurance Corporation (FDIC). Deposits in excess of the federal deposit insurance limit are required to be collateralized as specified under Government Code Section 53630 et seq.
TREASURY BILLS: A non-interest-bearing discount security issued by the U.S. Treasury to finance the national debt. Most bills are issued to mature in three months, six months, or one year.
TREASURY BONDS: Long-term coupon-bearing U.S. Treasury securities issued as direct obligations of the U.S. Government and having initial maturities of more than 10 years.
TREASURY NOTES: Medium-term coupon-bearing U.S. Treasury securities issued as direct obligations of the U.S. Government and having initial maturities from two to 10 years.
UNIFORM NET CAPITAL RULE (SEC Rule 15C3-1): Securities and Exchange Commission requirement that member firms as well as nonmember broker-dealers in securities maintain a maximum ratio of indebtedness to liquid capital of 15 to 1; also called net capital rule and net capital ratio. Indebtedness covers all money owed to a firm, including margin loans and commitments to purchase securities, one reason new public issues are spread among members of underwriting syndicates. Liquid capital includes cash and assets easily converted into cash.
Investment Policy for Fiscal Year 2027 Exhibit A
YIELD: The rate of annual income return on an investment, expressed as a percentage. (a) INCOME YIELD is obtained by dividing the current dollar income by the current market price for the security. (b) NET YIELD or YIELD TO MATURITY is the current income yield minus any premium above par or plus any discount from par in purchase price, with the adjustment spread over the period from the date of purchase to the date of maturity of the bond.
JOINT RESOLUTION
CC 2026 - ____ CC 2026 -___ (SA)
A JOINT RESOLUTION OF THE CITY COUNCIL, AND
SUCCESSOR AGENCY, OF THE CITY OF GLENDORA,
CALIFORNIA, DELEGATING THE CITY INVESTMENT
AUTHORITY TO THE CITY TREASURER
CITY COUNCIL AND SUCCESSOR AGENCY
City of Glendora, California
WHEREAS, California Government Code Section 53601 authorizes the legislative body of a city having money in a sinking fund or money in its treasury not required for the immediate needs of the city to invest a portion of the money that it deems wise or expedient in certain investments, and;
WHEREAS, pursuant to California Government Code Section 53607, the authority of the legislative body to invest or to reinvest funds of the city, or to sell or exchange securities so purchased, may be delegated for a one-year period by the legislative body to the treasurer of the local agency, who shall thereafter assume full responsibility for those transactions until the delegation of authority is revoked or expires, and shall make a monthly report of those transactions to the legislative body, and;
WHEREAS, on June 9, 2026, the City Council of the City of Glendora approved an investment policy for the fiscal year 2026-27 and;
WHEREAS, pursuant to California Government Code Section 53607, the City Council of the City of Glendora desires to delegate its investment authority under California Government Code Section 53601 to the City Treasurer.
NOW, THEREFORE, THE CITY COUNCIL AND THE SUCCESSOR AGENCY
TO THE FORMER GLENDORA COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF GLENDORA HEREBY RESOLVES AS FOLLOWS:
SECTION 1. The City Council, Successor Agency, Housing Authority and Public Financing Authority of the City of Glendora, California pursuant to Government Code Section 53607, hereby delegates to the City Treasurer of the City of Glendora the authority of the City Council to invest or to reinvest funds of the City, or to sell or exchange securities so purchased, for a one-year period.
SECTION 2. The City Treasurer shall hereafter assume full responsibility for those transactions relating to the investment or the reinvestment of city funds, and the sale or exchange of securities so purchased until the delegation of this authority is revoked or expires. The authority so delegated shall comply with the provisions of State Joint Resolution CC 2026-____ CC 2026-____ (SA) Page 2 of 2 of California law, including California Government Code Section 53601, and the investment policy.
SECTION 3. The City Treasurer shall make a monthly report of those investment transactions to the City Council.
SECTION 4. The City Treasurer is authorized to execute all contracts necessary to assume and perform the responsibilities authorized herein.
SECTION 5. The City Clerk shall certify to the passage and adoption of this resolution and shall enter the same in the Book of Original Resolutions.
SECTION 6. The City Clerk is hereby directed to forward a copy of this resolution to the City Treasurer.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Glendora and Successor Agency this _____day of _____, 2026.
BY: ______________________________
DAVID FREDENDALL
Mayor/Chair
APPROVED AS TO FORM:
Aleshire & Wynder, LLP
_____________________________
DANNY ALESHIRE
City/Agency Attorney
CERTIFICATION
I, do hereby certify that the foregoing Resolution was duly adopted by the City Council and Successor Agency to the former Glendora Community Redevelopment Agency of the City of Glendora at a regular meeting held on the ________ day of _____, 2026, by the following vote:
AYES: MEMBERS:
NOES: MEMBERS:
ABSENT: MEMBERS:
ABSTAIN: MEMBERS:
Dated:
KATHLEEN R. SESSMAN
City Clerk/Communications Director
RESOLUTION CC 2026-____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDORA,
CALIFORNIA, APPROVING AN AMENDMENT TO THE AUTHORIZED
POSITION CONTROL LISTING AND THE CLASSIFICATION AND
COMPENSATION PLAN FOR THE CITY OF GLENDORA
THE CITY COUNCIL
City of Glendora, California
WHEREAS, Section 2.08.074(4) of the Glendora Municipal Code provides that it is the duty and responsibility of the City Manager to recommend to the City Council such reorganization of offices, positions, departments, or units under their direction as may be indicated in the interest of efficient, effective, and economical conduct of the city’s business.
WHEREAS, Section 2.09.030 of the Glendora Municipal Code provides that a Position Classification Plan, and revisions thereof, shall be prepared by the Personnel Officer covering all positions in the competitive service, which shall become effective upon the approval of the City Council.
WHEREAS, as part of the ongoing effort to modernize the organization, coordinate implementation of the 2025-2027 Strategic Plan objectives, address legislative initiatives, and prepare for succession planning, the need for new classifications were evaluated.
WHEREAS, these changes have been incorporated into the Proposed Budget for Fiscal Years 2026-2027 Mid-Cycle Budget, and beyond.
WHEREAS, periodically the Compensation Plan and authorized positions lists are amended to reflect changes in the organizational structure.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GLENDORA, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. That the City Council:
A. Approve the following recommended new and revised classifications and salary ranges for inclusion in the Position Compensation Plan and the Authorized Position Listing within the City’s Fiscal Years 2026-27 Mid-Cycle budget and approve the job descriptions included as Exhibit A:
Resolution CC 2026-_____ Page 2 of 3
B.
Title
Bargaining
Unit
Proposed Monthly
Salary
Audio Visual Production Specialist AFSCME $7,101 - $8,632 Cross Connection Specialist AFSCME $6,277 - $7,629
Librarian I AFSCME $5,686 - $6,912
Librarian II AFSCME $6,594 - $8,016
Library Aide I AFSCME
Library Aide II AFSCME
Library Aide III AFSCME
Library Technician AFSCME $4,125 - $5,014
Senior Library Technician AFSCME $4,442 - $5,399
Multimedia Communication
Specialist AFSCME $6,594 - $8,016
Principal Accountant GMA $7,785 - $9,463
Public Communications Coordinator AFSCME $7,647 - $9,296 PT Librarian I Part-Time
PT Librarian II Part-Time
Police Officer Trainee AFSCME
Police Officer POA
Police Corporal POA
Police Sergeant PMA
Police Lieutenant PMA
Police Captain PMA
C. Adopt the updated Salary Schedule effective the first pay period after July 1, 2026, included as Exhibit B.
SECTION 2. The Mayor shall sign and the City Clerk shall certify to the passage and adoption of this Resolution, shall enter the same into the Book of Original Resolutions and that this Resolution shall take effect and be in force on this date.
Resolution CC 2026-_____ Page 3 of 3
SECTION 3. The City Clerk is hereby directed to forward a copy of this Resolution to the Finance Director.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Glendora this ____ day of ______, 2026.
BY:
DAVID FREDENDALL
Mayor
APPROVED AS TO FORM:
Aleshire & Wynder, LLP
DANNY ALESHIRE
City Attorney
CERTIFICATION
I, do hereby certify that the foregoing Resolution was duly adopted by the City Council of the City of Glendora at a regular meeting held on the ____ day of _____, 2026, by the following vote:
AYES: MEMBERS:
NOES: MEMBERS:
ABSENT: MEMBERS:
ABSTAIN: MEMBERS:
Dated:
KATHLEEN R. SESSMAN
City Clerk/Communications Director
Date Adopted: 06/09/2026
Employee Association : AFSCME
FLSA: Non Exempt
CITY OF GLENDORA
AUDIOVISUAL PRODUCTION SPECIALIST
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under general supervision, assists in the development and administration of digital, social, and emerging media communications; coordinates with departments on digital communications using the City’s website and social media applications; supports the needs of the public who interact with the City using social media and other digital resources; assists with activities involving community relations and public information; performs related duties as required.
CLASS CHARACTERISTICS
Incumbents in this classification perform the full range of duties under general direction and are expected to exercise independent judgment within established guidelines and regulations.
ESSENTIAL JOB FUNCTIONS
Management reserves the right to add, modify, change, or rescind the work assignments of different positions, and to make reasonable accommodations where appropriate so qualified employees can perform the essential functions of the job.
1. Assist in planning, directing, coordinating, and overseeing operations of the Glendora Government Access Channel, including scheduling, programming, production, publicity, traffic, continuity, and cable playback; respond to public inquiries and resolve complaints.
2. Plan, coordinate, direct, produce, film, edit, and publish live and recorded multimedia productions for City Council meetings, City ceremonies, special events, public service announcements, training materials, storytelling videos, and other City communications using single- or multi-camera production methods.
3. Supervise and participate in cablecasting, live streaming, and broadcasting of City Council meetings, community meetings, seminars, workshops, and special events, serving as producer, director, and technical director as assigned.
4. Coordinate video pre-production activities, including meeting with content specialists, developing concepts, storyboards, scripts, production schedules, and budgets, and determining artistic direction and media elements.
5. Administer website and digital content management systems, including content permissions, security roles, accessibility coordination, closed captioning compliance, and analysis of website utilization data to improve public access to information.
6. Develop, implement, and evaluate digital communication strategies across social media, emerging media, cable television, electronic bulletin boards, and other City communication platforms; monitor communication trends and recommend policy, procedural, and technology improvements.
Audiovisual Production Specialist - 2 -
7. Provide citywide multimedia support and technical assistance to departments, committees, community groups, vendors, outside agencies, and the public regarding communication systems, audiovisual procedures, and digital media resources.
8. Set up, operate, maintain, troubleshoot, repair, and recommend replacement of studio, control room, field production, lighting, sound, and audiovisual equipment, including cameras, microphones, recorders, editing systems, graphics systems, and related technologies.
9. Oversee maintenance of broadcast facilities and multimedia systems, including software updates, preventive maintenance, troubleshooting, repair coordination, and assessment of future equipment and system needs.
10. Maintain audio/visual equipment inventories, supplies, service records, maintenance logs, production archives, and multimedia libraries, including video footage, photography, and digital assets; prepare reports and documentation as required.
11. Create graphics, photography, and visual media content for television, digital communications, promotional materials, and special projects using video and photo editing software.
12. Perform field production work for off-site events and special projects, including filming, directing, editing, photography, interviews, and documenting City programs and services.
13. Train and provide guidance to staff, contractors, volunteers, interns, and technical crews in multimedia systems, audiovisual equipment, production techniques, and communication tools; prepare written instructions, demonstrations, and training materials.
14. Monitor and evaluate assigned programs, projects, and service delivery methods, identify opportunities for improvement, and recommend and implement process modifications.
15. Coordinate with vendors, engineers, and technicians regarding software updates, equipment installation, repairs, and system enhancements; assist in developing bid specifications and recommendations for new equipment.
16. Assist with budget preparation, budget monitoring, and preparation of reports, memoranda, correspondence, and project records related to communications, multimedia operations, and assigned programs.
17. Serve as liaison with City departments, outside agencies, and community organizations for assigned communication and multimedia functions.
18. Ensure compliance with City safety policies, mandated regulations, and accessibility standards related to multimedia operations and assigned staff activities.
19. Perform related duties as assigned, including backup support for departmental operations.
REQUISITE ABILITIES
The following generally describes the abilities required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties. a. Communicate clearly and effectively, both orally and in writing, including preparing reports and correspondence; understand and follow instructions and exercise sound independent judgment.
b. Develop, implement, and evaluate communication strategies, policies, and service improvements based on analysis of operational needs, data, and emerging trends.
Audiovisual Production Specialist - 3 -
c. Maintain accurate records, files, reports, and documentation in accordance with established procedures and recordkeeping requirements.
d. Manage multiple assignments, projects, priorities, and deadlines effectively, both independently and in coordination with other departments and available budget resources. e. Interpret, explain, and ensure compliance with applicable laws, regulations, policies, procedures, industry standards, broadcasting requirements, accessibility standards, and safety protocols.
f. Train and provide functional direction to personnel in website management, multimedia systems, communication technologies, and related policies and procedures. g. Establish and maintain effective working relationships with supervisors, staff, vendors, contractors, public officials, and community members while providing a high level of customer service and resolving conflicts constructively. h. Operate computers, communication tools, software applications, and digital systems relevant to assigned duties, including website content management systems and multimedia production software.
i. Apply principles and practices of multimedia development, digital communications, public relations, customer service, and content delivery across multiple media platforms. j. Plan, script, direct, produce, edit, and coordinate live and recorded video programming, including social media live streaming, digital media creation, video compression, composition, and special effects.
k. Operate and support audio, video, broadcast, photography, and multimedia production systems, including non-linear editing systems, sound equipment, and digital photography tools.
l. Apply principles, practices, tools, and techniques used in the design, installation, operation, maintenance, troubleshooting, diagnosis, and repair of broadcast television, audiovisual, and communications equipment and facilities. m. Understand production techniques and procedures for video, audio, media, and broadcast production and postproduction, including government cable programming operations and broadcasting requirements.
n. Understand local government operations and the functions of City departments as they relate to public communications and multimedia services. o. Properly store, maintain, troubleshoot, and care for assigned equipment and tools, and meet physical requirements necessary to perform assigned duties, including lifting and moving equipment up to 50 pounds.
p. Apply modern principles and practices of customer service when working with the public, vendors, contractors, and City staff.
MARGINAL FUNCTIONS
These are position functions which may be changed, deleted or reassigned to accommodate an individual with a disability.
QUALIFICATIONS GUIDELINES
Education and/or Experience:
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education:
A Bachelor’s degree in digital media, marketing, communications, journalism or a related field.
Audiovisual Production Specialist - 4 -
Experience:
Three (3) years of experience in the coordination of public affairs, public information, community relations or outreach activities.
Knowledge and Skill Levels:
Demonstrates considerable knowledge of the principles, procedures, and strategies of electronic and digital communications. Possesses a strong understanding of the principles, practices, and techniques of public relations, marketing, and community affairs. Has knowledge of media relations, social media platforms, and web and social media content development. Understands the principles of training and marketing, as well as pertinent federal, state, and local laws, codes, and regulations governing the disclosure of information and other related functions.
Special Requirements:
All levels in this series may be required to work evenings and weekends to cover City events.
May be required to work on call (nights and weekends) to respond to emergency and problem situations.
Possession of or ability to obtain a Class C California driver’s license and a satisfactory driving record.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.
Environment Conditions:
Work is performed primarily in a standard office setting. Duties are typically performed at a desk or computer terminal; subject to an occasional moderate amount of noise and dust from server room maintenance activity; frequent interruptions and contact in person and on the telephone with a variety of City staff and others. At least minimal environmental controls are in place to assure health and comfort.
Mental Demands:
Primary functions require use of written and oral communication skills; read and interpret complex data; information and documents; analyze and solve complex problems; perform highly detailed work under changing intensive deadlines, on multiple concurrent tasks; ability to interact professionally with City management, staff, elected officials, contractors, vendors, external agencies, residents, and other members of the public and other encountered in the course of work.
Physical Demands:
Primary functions require sufficient physical ability and mobility to work in an office setting; to stand or sit for prolonged periods of time; to occasionally stoop, bend, kneel, crouch, reach and twist; to lift, carry push, and/or pull light to moderate amounts of weight; to operate office Audiovisual Production Specialist - 5 -
equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.
Vision: See in the normal visual range with or without correction.
Hearing: Hear in the normal audio range with or without correction.
Date Adopted: 06/09/2026
Employee Association : AFSCME
FLSA: Non Exempt
CITY OF GLENDORA
CROSS CONNECTION SPECIALIST
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under general supervision, performs a variety of technical and specialized duties in support of the City’s cross connection control and backflow prevention program development, implementation, and maintenance; ensures regulatory compliance with safe drinking water standards and federal, state, and local codes, laws, and regulations; conducts field investigations, surveys, tests, and audits of work performed and inspections completed by third party vendors and/or contract staff; prepares reports; maintains a variety of records and files; and performs related work as required.
CLASS CHARACTERISTICS
This position reports to the Water Division Manager and is responsible for independently performing technical duties in support of the City’s water system cross connection control and backflow prevention program. Positions at this level exercise judgment and initiative in their assigned tasks, receive only occasional instruction or assistance as new or unusual situations arise, and are fully aware of the operating procedures and policies of the work unit.
ESSENTIAL JOB FUNCTIONS
These functions may not be present in all positions in this class. When a position is to be filled, the essential functions will be noted in the announcement of position availability. Letters in parenthesis at the end of each function statement represent the abilities required to perform that function.
1. Performs technical and specialized duties in support of the City’s water system cross connection control and backflow prevention program development, implementation, and maintenance including data management oversight, field investigations, surveys, tests, audits, and oversight of work performed by City contract staff.
2. Ensures all program activities comply with federal, state, and local codes, laws, and regulations related to current safe drinking water standards.
3. Contacts customers to ensure compliance with backflow device requirements and ensures customers make appropriate repairs; generates and sends initial notices, followup notices, and final notices to owners of backflow devices for compliance with annual testing requirements; maintains records and files on backflow prevention devices, locations, inspections, testing, and corrections.
4. Surveys and investigates plumbing systems to evaluate and identify cross connection hazards; explains findings and recommends installation of backflow prevention devices; follows up with customers to monitor compliance; performs tests to ensure proper working condition of devices.
5. Locates, inspects, tests, and repairs new and existing backflow prevention devices within the City’s service area; maintains and installs devices as required.
6. Prepares written inspection reports and related program documentation; maintains inspection documentation and records as required by state, federal laws and in accordance with established City records management procedures.
7. Coordinates and conducts water quality sampling program; collects water samples at designated sample stations, and throughout the water system; checks water samples for Cross Connection Specialist - 2 –
pH levels, chlorine residuals, and solids; prepares water quality documentation for submittal to regulatory agencies.
8. Collects, compiles, and maintains field data and test results for documentation and reporting purposes; maintains and ensures the accuracy of detailed databases, files, and records of work performed.
9. Receives and responds to customer complaints, questions, and requests for service; reads, interprets, applies, and explains regulations and standards to customers.
10. Receives and responds to inquiries from contractors, developers, engineers, and the public concerning the City’s rules and regulations regarding the cross-connection control and backflow prevention program.
11. Research new operational methods, techniques, equipment, and with federal, state, and local codes, laws, and regulatory requirements; recommends appropriate application and action; requisitions necessary tools, equipment, and supplies after approval.
12. Attends and participates in professional group meetings; maintains liaison with other City departments, divisions, businesses, contractors, and other agencies, including regulatory agencies.
13. Performs various other technical and specialized duties related to the inspection and service of recycled water systems as required by the State of California.
14. Maintains necessary supplies, tools, equipment, and vehicles; performs routine maintenance checks and makes recommendations to repair or replace equipment as needed.
15. Observes and complies with federal, state and City safety rules, regulations, and protocol
16. Responds to after-hours emergencies and assists other staff in emergency situations; works with other crews on emergency leaks and system infrastructure repairs; makes decisions on proper actions to take during emergency situations including water quality issues and/or reported backflow events.
17. Performs other duties as assigned.
REQUISITE ABILITIES
The following generally describes the abilities required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties. a. Investigate, identify issues, and ensure compliance with the City’s water system cross connection control and backflow prevention program rules and regulations. b. Install, locate, inspect, test, and repair new and existing backflow prevention devices. c. Conduct property inspections including cross connection and reclaimed water site inspections.
d. Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
e. Read and interpret maps, blueprints, specifications, and related technical documents. f. Maintain a variety of filing, record-keeping, and electronic record tracking systems. g. Collect water samples for testing.
h. Compile, assemble data and prepare reports and maintain records of testing and findings. i. Read and interpret a variety of meters, gauges, and recording charts. j. Make accurate arithmetic and statistical computations. k. Safely and effectively use and operate a vehicle and tools and equipment required for the work.
l. Effectively represent the department and the City in meetings with governmental agencies, community groups, various business, professional, and regulatory organizations, and in meetings with individuals.
m. Establish and maintain a variety of filing, recordkeeping, database, records, and tracking systems.
Cross Connection Specialist - 3 –
n. Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments.
o. Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
p. Effectively use computer systems, software applications relevant to work performed, and modern business equipment to perform a variety of work tasks. q. Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
r. Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.
MARGINAL FUNCTIONS
These are position functions which may be changed, deleted, or reassigned to accommodate an individual with a disability.
QUALIFICATIONS GUIDELINES
Education and/or Experience:
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Equivalent to completion of the twelfth (12th) grade, supplemented by college level coursework or specialized training in environmental studies, water distribution, or a related field. Three (3) years of increasingly responsible field and/or office experience related to water distribution and cross connection control, including inspections, data collection, public contact, and the interpretation and application of policies, procedures, rules, and regulations.
Special Requirements:
Possession of or ability to obtain a Class C California driver’s license and a satisfactory driving record.
Licenses and Certifications:
1. Possession of a valid Grade III (D-3) Water Distribution Operator Certificate issued by the State of California Water Resource Control Board, to be maintained throughout employment.
2. Possession of a valid Grade I (T-2) Water Treatment Operator Certificate issued by the State of California Water Resource Control Board, to be maintained throughout employment.
3. Possession of a valid Backflow Prevention Assembly Tester Certificate issued by the American Water Works Association (AWWA) or American Backflow Prevention Association (ABPA), to be maintained throughout employment.
4. Possession of, or successful acquisition within eighteen (18) months from appointment, a valid Cross-Connection Control Specialist Certificate issued by the American Water Works Association (AWWA) or USC Foundation for Cross-Connection Control and Hydraulic Research, to be maintained throughout employment.
Cross Connection Specialist - 4 –
Preferred / Desirable Certifications:
1. Completion of an OSHA 30-Hour Construction Safety Certification issued by OSHA / U.S.
Department of Labor, applicable to field inspection and confined space work encountered during backflow assembly testing, meter vault access, and site surveys.
2. Possession of a current CPR & First Aid Certification issued by the American Red Cross or equivalent certifying body, required as a standard safety qualification for field personnel.
3. Possession of a Confined Space Entry Certification from an OSHA-compliant program, applicable when accessing vaults, meter pits, and underground backflow assemblies during field inspection and testing activities.
Knowledge and Skills:
Knowledge of the principles, practices, equipment, and materials used to install, inspect, test, maintain, and repair backflow prevention devices and related water distribution systems; the operational characteristics and maintenance of inspection equipment, hand and power tools, and vehicles; and the standards and regulatory requirements related to cross-connection control, wastewater discharge source control, and pollution prevention. Understanding of occupational hazards and safety procedures; data collection and report preparation; basic math; recordkeeping practices; and applicable federal, state, and local laws and pertinent regulations. Familiarity with City geography, including street routes and locations of meters and backflow devices. Ability to provide effective customer service and communicate clearly using proper English, as well as utilize modern business equipment, computers, and relevant software programs.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.
Environment Conditions:
Employees work in both office and field settings (including construction sites). Office work is performed in a standard indoor environment with moderate noise levels and controlled temperatures. Fieldwork involves exposure to loud noise, extreme temperatures, inclement weather, road hazards, vibration, chemicals, mechanical and electrical hazards, insects, and hazardous substances or fumes. The position may also require interacting with upset staff or members of the public while interpreting and enforcing regulations, departmental policies and procedures.
Physical Demands:
When assigned to office duties, the employee must be able to work in a standard office environment, use typical office equipment (including a computer), read printed materials and screens, and communicate in person and by phone. The position may require standing, walking, and occasional bending, kneeling, reaching, and filing. When assigned to field inspection, the employee must be able to work in changing outdoor conditions and perform light to medium physical tasks, including walking on uneven surfaces, bending, kneeling, twisting, and operating a vehicle. Fieldwork involves identifying site issues or hazards and may include exposure to hazardous materials. The employee must be able to lift and move materials weighing up to 50 pounds or more with proper equipment and/or assistance.
Vision: See in the normal visual range with or without correction.
Hearing: Hear in the normal audio range with or without correction.
Date Adopted: 06/09/2026
Employee Association : AFSCME
FLSA: Non Exempt
CITY OF GLENDORA
LIBRARIAN SERIES
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under general direction, performs advanced professional library work by planning, directing, and leading a wide variety of library projects, services, and related activities.
CLASS CHARACTERISTICS
Librarian I: This is the journey level class in the professional librarian class series. Incumbents in this class perform the full range of professional library assignments. Incumbents represent and promote the library to other City departments, community organizations, and the public through the effective delivery of a wide variety of library services and participation in special programs and projects. They also work with a complex, computerized integrated library system and regularly access information using a wide variety of information resources and tools. Duties may include leading the work of subordinate professional, technical, and/or administrative support staff on a project basis, as well as coordinating and directing the activities of volunteers.
Librarian II: This is the advanced working level class in the professional librarian class series.
Incumbents in this class perform the more difficult and complex professional library assignments emphasizing project design, development, implementation, and evaluation. Incumbents represent and promote the library through high level interactions with other City departments, community organizations, and the public. They also work with a complex, computerized integrated library system and regularly access information using a wide variety of information resources and tools.
Duties include leading, and may include supervising, the work of subordinate professional, technical, and/or administrative support staff, as well as coordinating and directing the activities of volunteers.
Incumbents in this class will be responsible for supporting the development and implementation of library-related programs, projects, services, and activities, consistent with City and Library strategic planning priorities.
ESSENTIAL JOB FUNCTIONS
Management reserves the right to add, modify, change, or rescind the work assignments of different positions, and to make reasonable accommodations where appropriate so qualified employees can perform the essential functions of the job. These functions may not be present in all positions in this class. When a position is to be filled, the essential functions will be noted in the announcement of position availability.
Librarian I:
1. Assists members of the library community in meeting their information needs and achieving their goals by utilizing a proactive, service-focused approach to connect members with a wide variety of resources and expertise.
2. Delivers effective, comprehensive, and accessible reference and information services to customers through phone, computer, face to face, and other types of interactions; provides unbiased information and expertise pertaining to a wide variety of complex topics; Librarian Series - 2 -
connects customers to requested and/or beneficial resources both inside and outside of the City’s library system through the application of thoughtful inquiry and careful listening, and the use of professional research techniques to resolve customer needs; teaches customers how to locate resources independently.
3. Participates in providing customers with access to current, desired, and quality resources, including electronic and virtual materials, by researching, assessing, selecting, and maintaining an assigned collection of library resources within an established budget; monitors trends in format and technological developments; applies an informed understanding of customer needs and preferences to recommend the acquisition of resources; removes and/or archives resources that are damaged, outdated, or not utilized, while using appropriate discretion to retain those with significant historical or cultural value; may assist customers in obtaining resources from other libraries or agencies as appropriate.
4. Participates in resolving gaps between community member needs/requests and library services by assessing member needs and satisfaction using a variety of experiential and quantitative methods such as research, surveys, community outreach, partnerships, and relationship development plans; recommends and supports new services and programs.
5. Contributes to meeting the information and resource needs of specific communities which include, but are not limited to, children, youth, adults, seniors, and families, by participating in projects, services, and activities that address their unique challenges, interests, and requests, and inform and enlighten them about current events, controversies, and opportunities for celebration.
6. Participates in engaging the community in the discovery of library programs and services by participating in the implementation of outreach activities such as, but not limited to, informational displays, attendance at special community events and festivals, visits to schools and community organizations, partnering with local businesses and institutions, and utilizing social media and other digital communication platforms to connect with the community; develops and enhances community partnerships and seeks input on ways to improve library services and accessibility; may schedule special presentations and secure speakers.
7. Researches, compiles, and analyzes data pertaining to a wide range of subjects; prepares financial, statistical, and narrative reports, makes recommendations, and gives presentations to individuals and groups as assigned.
8. Assists in maintaining a positive working relationship with the Board of Library Trustees; may attend meetings and/or prepare documentation related to specific matters as assigned.
9. Investigates service requests and complaints made by the public; explains priorities, programs, and policies.
10. Maintains occupational knowledge; may participate in professional organizations.
11. May assist in the development, enhancement, and implementation of library technologies and systems by researching, recommending, testing, maintaining, and leading system change projects as assigned; may coordinate the resolution of technology problems and problem troubleshooting.
12. May represent the Library Department at events and collaborate with a wide variety of parties and stakeholders such as members of the community, commissions, departments, Librarian Series - 3 -
other agencies, and organizations; may research and recommend new funding opportunities; may assist with the preparation of grants, proposals, and other types of funding requests.
13. Performs other related duties as assigned.
Librarian II:
1. Assists members of the library community in achieving their goals by utilizing a proactive, service-focused approach to connect members with a wide variety of resources and expertise.
2. Leads the delivery of information and resources to specific communities which include, but are not limited to, children, youth, adults, seniors, and families, by designing, developing, implementing, and leading projects, services, and activities that address their unique challenges, interests, and requests; designs, develops, implements, and leads special programs and activities to inform and enlighten customers about current events, controversies, and opportunities for celebration.
3. Leads the delivery of high-level community program and project experiences to customers by evaluating the quality and integrity of assigned areas and by continually monitoring and evaluating the efficiency and effectiveness of methods and procedures; applies process improvement and quality management principles to ensure maximum customer satisfaction.
4. Leads the resolution of gaps between community member needs/requests and library services by continuously evaluating and assessing member needs and satisfaction using a variety of experiential and quantitative methods such as research, surveys, community outreach, partnerships, and relationship development plans; designs, recommends, and implements new services and programs.
5. Leads community engagement in the discovery of library programs and services through the design, development, and implementation of outreach activities such as, but not limited to, informational displays, attendance at special community events and festivals, visits to schools and community organizations, partnering with local businesses and institutions, and utilizing social media and other digital communication platforms to connect with the community; develops and enhances community partnerships and seeks input on ways to improve library services and accessibility; schedules special presentations and secures speakers.
6. Leads the delivery of effective, comprehensive, and accessible reference and information services to customers through phone, computer, face-to-face, and other types of interactions; provides unbiased information and expertise pertaining to a wide variety of complex topics; connects customers to requested and/or beneficial resources both inside and outside of the City’s library system through the application of thoughtful inquiry and careful listening, and the use of advanced professional research techniques to resolve customer needs; teaches customers how to locate resources independently.
7. Participates in the provision to customers of current, desired, and quality resources, including electronic and virtual materials, by researching, assessing, selecting, and maintaining an assigned collection of library resources within an established budget; monitors trends in format and technological developments; applies an informed understanding of customer needs and preferences to recommend the acquisition of resources; removes and/or archives resources that are damaged, outdated, or not utilized, Librarian Series - 4 -
while using appropriate discretion to retain those with significant historical or cultural value; may assist customers in obtaining resources from other libraries or agencies as appropriate.
8. Contributes to short-term and long-term customer satisfaction by participating in the development of strategic departmental goals, objectives, priorities, and policies as assigned; works collaboratively with other City and Library staff to develop, maintain, and enforce policies and procedures, including those pertaining to safety, risk management, and other liability-related matters.
9. Contributes to the delivery of fiscally efficient services to customers by monitoring resource utilization for assigned projects; participates in the development and administration of project budgets and related administrative and accounting activities; monitors project revenues, expenditures, and purchases; generates, maintains, and submits financial reports and documentation; researches and corrects discrepancies.
10. Assists in maintaining a high-performance, service-oriented work environment that supports the department's and City's mission, vision, values, and objectives; may supervise and/or lead the work of subordinate professional, technical, and/or other support staff on a continuous or project basis; trains and motivates staff and/or volunteers as needed.
11. Researches, compiles, and analyzes data pertaining to a wide range of subjects; prepares financial, statistical, and narrative reports, makes recommendations, and gives presentations to individuals and groups as assigned.
12. Assists in maintaining a positive working relationship with the Board of Library Trustees; may attend meetings and/or prepare documentation related to specific matters as assigned.
13. Investigates service requests and complaints made by the public; explains priorities, programs, and policies.
14. Maintains occupational knowledge; may participate in professional organizations.
15. May assist in the development, enhancement, and implementation of library technologies and systems by researching, recommending, testing, maintaining, and leading system change projects as assigned; may coordinate the resolution of technology problems and problem troubleshooting.
16. May represent the Library Department at events and collaborate with a wide variety of parties and stakeholders such as members of the community, commissions, departments, other agencies, and organizations; may research and recommend new funding opportunities; may prepare grants, proposals, and other types of funding requests.
17. Performs other related duties as assigned.
REQUISITE ABILITIES
The following generally describes the abilities required to enter the job and/or be learned within a short period of time to successfully perform the assigned duties. a. Lead and perform professional library work, including the design, development, implementation, and evaluation of library projects.
b. Lead the implementation of strategic initiatives to meet community needs. c. Develop plans for future library services that respond to changing community needs and goals.
Librarian Series - 5 -
d. Ensure maximum effectiveness of assigned projects, services, and activities through effective planning, design, development, and implementation. e. Plan and administer project budgets, including the projection of anticipated costs and the tracking of expenditures.
f. Lead and implement projects within allocated amounts; prepare financial reports. g. Acquire and apply knowledge of community needs, interests, issues, and concerns, and of the resources available to meet them.
h. Acquire and apply knowledge of departmental and City policies impacting assigned projects, services, and activities.
i. Accurately interpret, understand, explain, and apply the laws, codes, and regulations pertaining to assigned projects, services, and activities. j. Research, analyze, evaluate, and recommend service delivery methods, procedures, and techniques.
k. Assess and analyze problems and situations by analyzing both anecdotal and quantitative data; identify potential solutions; anticipate consequences of proposed actions; implement recommendations in support of department goals.
l. Prepare clear and concise reports and presentations on a variety of complex subjects. m. Analyze unusual situations and resolve them through application of administrative principles and practices.
n. Supervise, direct, and evaluate subordinate staff; lead, plan, assign, and inspect subordinates’ work.
o. Represent the department effectively in contacts with representatives of other agencies, City departments, and the public.
p. Deal constructively with conflict and develop effective resolutions. q. Respond to urgent and emergency situations in an effective manner. r. Operate a computer and use a variety of computer software; assist in the assessment, selection, and development of technologies and the resolution of technology issues. s. Communicate clearly and concisely in English, both orally and in writing. t. Establish and maintain effective, professional, and collaborative relationships with those encountered during the course of work.
MARGINAL FUNCTIONS
These are position functions which may be changed, deleted or reassigned to accommodate an individual with a disability.
QUALIFICATION GUIDELINES
Education and/or Experience:
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Librarian I:
Possession of a master’s degree from an accredited university in library science/ ALA accredited program, business administration, public administration, or a related field; AND two (2) years of progressively responsible, professional library experience.
Librarian II:
Librarian Series - 6 -
Possession of a master’s degree from an accredited university in library science/ ALA accredited program, library and information science*, business administration, public administration, or a related field; AND four (4) years of progressively responsible, professional library experience.
Knowledge and Skill Levels:
Considerable knowledge of professional library theories, principles, practices, methods, materials, and organizational procedures; customer service principles and techniques; partnership building and community relations. Working knowledge of principles of public administration including, but not limited to, leadership, supervision, budgeting, and training; project management; informational needs and approaches to be taken in analyzing administrative and work processing issues; use of various library tools, including databases and web resources; common practices pertaining to the processing of library materials; safe working practices in an administrative environment; methods and techniques of research, administrative and statistical analysis, report preparation, and problem solving; funding sources and community resources available to enhance library services; modern equipment and tools, including information technologies and computer applications common to library and office operations; local and state regulations impacting library services; automated systems and computers relevant to the operations of a library and information access; classical, contemporary, and popular literature, non-fiction, and authors; OCLC, Dewey Decimal Classification system, and cataloging rules.
Some knowledge of typical city operations and administrative policies affecting library operations and personnel matters; budget preparation principles and administration; principles of supervision, management, and training; grant writing; risk management principles; employee relations principles; funding sources and community resources available to enhance library program; library foundations and principles and practices of fund-raising; cutting edge technology to enhance library services. Demonstrated skill in exercising sound judgment; writing and speaking; organizing and analyzing information; leadership and interpersonal relationships.
Special Requirements:
Ability to work outside of regular hours if needed; possession of or ability to obtain a Class C California driver's license and a satisfactory driving record.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.
Environmental Conditions:
Work is performed primarily in a standard office and/or public setting. Duties are often performed at a customer service counter, desk, or computer terminal; subject to noise from library operations and from office equipment operation; frequent interruptions and contact in person and on the telephone with the general public, City staff, and others. At least minimal environmental controls are in place to assure health and comfort.
Physical Demands:
Primary functions require sufficient physical ability and mobility to work in an office/library setting; to stand or sit for prolonged periods of time; to stoop, bend, kneel, crouch, reach, and twist; to lift, carry, push, and/or pull up to 40 pounds; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.
Vision: See in the normal visual range with or without correction.
Hearing: Hear in the normal audio range with or without correction.
Date Adopted: 06/09/2026
Employee Association : PT
FLSA: Non-exempt
CITY OF GLENDORA
PT LIBRARY AIDE SERIES
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under general supervision, contribute to the effective and efficient delivery of library-related programs, projects, services, and activities by performing moderately complex clerical, customer service, resource processing, and a wide variety of technical library work.
CLASS CHARACTERISTICS
Library Aide I: This is an entry-level classification in the Part Time Library Aide series. Incumbents in this classification serve under training conditions with close supervision while gaining the necessary knowledge, skills, and abilities to progress to Library Aide II.
Library Aide II: This is an intermediate-level classification in the Part Time Library Aide series.
Incumbents in this classification will initially work under close supervision while the incumbent learns to independently perform moderately complex clerical and administrative support duties in accordance with established policies, rules, and procedures. Incumbents work alone on routine or regular work assignments and check with a supervisor on non-routine assignments or when in doubt as to the correct procedures to follow.
Library Aide III: This is a journey-level classification in the Part Time Library Aide series.
Incumbents at this level are distinguished from the Library Aide II level by the performance of the full range of duties assigned, working independently, and exercising judgement and initiative.
Incumbents at this level receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the established policies, rules, and procedures of this work unit.
Incumbents in this class will be responsible for supporting the development and implementation of library-related programs, projects, services, and activities, consistent with City and Library strategic planning priorities.
Positions in the PT library aide class series are flexibly staffed:
a. Incumbents in the class of Library Aide I are eligible for progression to Library Aide II as follows: (i) incumbent meeting the minimum qualifications for Library Aide II; (ii) satisfactory work performance; (iii) management approval for progression to the Library Aide II level; and (iv) available budget.
b. Incumbents in the class of Library Aide II are eligible for progression to Library Aide III as follows: (i) satisfactory work performance; (ii) the incumbent meeting the minimum qualifications for the classification; (iii) management approval for progression to the Library Aide III level; and (iv) available budget.
PT Library Aide Series - 2 -
ESSENTIAL JOB FUNCTIONS
Management reserves the right to add, modify, change, or rescind the work assignments of different positions, and to make reasonable accommodations where appropriate so qualified employees can perform the essential functions of the job. These functions may not be present in all positions in this class. When a position is to be filled, the essential functions will be noted in the announcement of position availability.
Library Aide I:
1. May work with a team providing, planning, and/or directing library programming, special projects, tours, etc.
2. Opens, closes, and secures library building.
3. Supplies public copiers and printers with paper, ink, and toner.
4. Assists in keeping all areas of the library in a clean, neat, and orderly condition.
5. Conducts collection maintenance and inventory control, including shelving library materials.
6. May assist customers with a variety of transactions, equipment, and questions; may resolve issues with overdue, damaged, and lost items.
7. May collect fines and fees.
8. May assist with preparing new and replacement material for circulation.
9. Assists with meeting room use, including meeting space and/or event set-up and teardown.
10. May perform light building maintenance duties.
11. May assist in the review and improvement of procedures.
12. May answer and direct telephone calls to the appropriate person/department.
13. Performs related duties as assigned.
Library Aide II:
1. Assists customers with a variety of transactions, equipment, and questions; resolves issues with overdue, damaged, and lost items.
2. Collects fines and fees, may reconcile daily monetary transactions and deposits.
3. Answers and directs telephone calls to the appropriate person/department.
4. Technical processing of materials, including mending and withdrawing
5. Assists with inventory control and collection development.
6. May work independently or with a team providing, planning, and/or directing library programming, special projects, tours, etc.
7. Assists with meeting room use, including meeting space and/or event set-up and teardown.
8. May perform light building maintenance duties.
9. May help cover any of the duties of the Aide I position.
10. Performs related duties as assigned.
Library Aide III:
1. Works independently or with a team providing, planning, and/or directing library programming, special projects, tours, etc.
2. Assists customers with a variety of transactions, equipment, and questions; resolves issues with overdue, damaged, and lost items.
PT Library Aide Series - 3 -
3. Assists with meeting room use, including meeting space and/or event set-up and teardown.
4. Collects fines and fees; reconciles daily monetary transactions and deposits.
5. Maintains accurate records and prepares reports according to established deadlines.
6. Answers and directs telephone calls to the appropriate person/department.
7. Assists with inventory control, budget information, and collection development.
8. Maintains a neat and organized work environment.
9. Orders supplies and monitors expenditures.
10. Assists with cataloging and oversight of technical processing of materials.
11. May train and coordinate work with other staff and volunteers and give input for staff evaluations.
12. Maintains existing interdepartmental relationships and internal/external partnerships.
13. May review, improve, and set procedures.
14. May perform light building maintenance duties.
15. May help cover any of the duties of the Aide I and Aide II positions.
16. Performs related duties as assigned.
REQUISITE ABILITIES
The following generally describes the abilities required to enter the job and/or be learned within a short period of time to successfully perform the assigned duties. a. Accurately follow detailed oral and written directions. b. Acquire and apply a basic knowledge of community needs, interests, issues, and concerns, and of the resources available to meet them.
c. Acquire and apply a basic knowledge of departmental and City policies applicable to areas of assignment.
d. Provide customer assistance over the phone, through electronic communications, and in person.
e. Perform a wide variety of library-related clerical support duties related to reception, filing, electronic record maintenance, keyboarding, and other general administrative areas. f. Assist with the preparation and maintenance of library-related resources and materials. g. Organize library items numerically and alphabetically. h. Accurately receive payments and make change.
i. Perform routine mathematical computations.
j. Operate standard office equipment, which may include computers, printers, and standard business software; learn to assess and respond appropriately to routine equipment, computer, and software malfunctions.
k. Identify the need for, and participate in, basic facility maintenance and repair work as assigned.
l. Communicate clearly and concisely in English, both orally and in writing. m. Establish and maintain effective and collaborative relationships with those encountered during the course of work.
QUALIFICATION GUIDELINES
Education and/or Experience:
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
PT Library Aide Series - 4 -
Library Aide I:
Some high school coursework; AND six (6) months of formal customer service activity (such as volunteering, internships, or work experience), preferably in a library or similar environment.
Library Aide II:
Possession of a high school diploma, GED, or equivalent; AND one year of customer service experience, including six months in a library environment.
Library Aide III:
Possession of a high school diploma, GED, or equivalent; AND college level course work in library technology or related field; plus two years of library, book retail, or other related experience.
Knowledge and Skill Levels:
Knowledge of general office methods and procedures; basic arithmetic operations and cashiering techniques; Routine clerical methods of organizing information and materials; effective public contact techniques. Demonstrated skill in customer service; office clerical operations; basic mathematics.
Special Requirements:
Ability to work various shifts including evenings and weekends.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.
Environmental Conditions:
Work is performed primarily in a standard office and/or public setting. Duties are often performed at a customer service counter, desk, or computer terminal; subject to noise from library operations and from office equipment operation; frequent interruptions and contact in person and on the telephone with the general public, City staff, and others. At least minimal environmental controls are in place to assure health and comfort.
Physical Demands:
Primary functions require sufficient physical ability and mobility to work in an office/library setting; to stand or sit for prolonged periods of time; to stoop, bend, kneel, crouch, reach, and twist; to lift, carry, push, and/or pull up to 40 pounds; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.
Vision:
See in the normal visual range with or without correction.
Hearing:
Hear in the normal audio range with or without correction.
Date Adopted: 06/09/2026
Employee Association : AFSCME
FLSA: No Exempt
CITY OF GLENDORA
LIBRARY TECHNICIAN SERIES
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under general direction, leads and performs a wide variety of technical and clerical duties in support of library-related programs, projects, services, and activities.
CLASS CHARACTERISTICS
Library Technician: This is the journey level class in the technical library support class series.
Incumbents in this class support Library operations by performing moderately difficult technical and clerical library-related work requiring independent judgment and decision-making within established policies, rules, and procedures. Incumbents do not supervise other employees but may provide leadership and training to lower level and/or less experienced staff and may coordinate the work of volunteers.
Senior Library Technician: This is the advanced/lead worker level class in the technical library support class series. Incumbents in this class support Library operations by leading the work of subordinate Library Technicians and also performing difficult technical and clerical library-related work requiring independent judgment and decision-making within established policies, rules, and procedures. Incumbents do not supervise other employees but may provide leadership and training to lower level and/or less experienced staff and may coordinate the work of volunteers.
Incumbents in this class will be responsible for supporting the development and implementation of library-related programs, projects, services, and activities, consistent with City and Library strategic planning priorities.
ESSENTIAL JOB FUNCTIONS
Management reserves the right to add, modify, change, or rescind the work assignments of different positions, and to make reasonable accommodations where appropriate so qualified employees can perform the essential functions of the job. These functions may not be present in all positions in this class. When a position is to be filled, the essential functions will be noted in the announcement of position availability.
Library Technician:
1. Plans, organizes, and coordinates a function of the Library such as the Acquisitions, Copy Cataloging, Adult and Youth Services Programs, Interlibrary Loans, Circulation and Customer Support Services, automated computer library system, and/or Public Computer Services; trains and participates in evaluating assigned staff; maintains files and equipment; troubleshoots hardware and software problems.
2. May evaluate materials for assigned area of responsibility and make selections; tracks expenditures and assists in development of the budget and collection development policy for assigned area of responsibility.
Senior Library Technician - 2 -
3. Supervises cataloging; catalogs materials and supervises technical processing of materials; works with OCLC cataloging services to import to, export from, and maintain bibliographic database.
4. Assists patrons in the use of catalog and library equipment; checks books in and out; handles customer complaints; places holds; registers new patrons. (
5. Assumes responsibilities for public service desk preparation; staffs public desks; schedules staff for public desk assignments; oversees public desk operations.
6. Trains subordinates to apply customer service skills that meet Department standards; monitors daily work activities of assigned staff.
7. Assumes responsibility for resolving library overdues: contacts customers, performs informative searches, negotiates problem solutions, and compiles and maintains required patron records.
8. Counts and reconciles daily cash, checks, and credit card receivables; completes and submits deposit slips and treasurer’s receipts to Finance; generates account receivable reports.
9. Schedules staff to provide adequate staff support for various library activities; supervises the work of hourly employees and volunteers; leads the work of assigned staff in the completion of work assignments.
10. Schedules meeting room reservations; directs set-ups, take downs and related staffing needs; coordinates technology needs and vendor services for events as needed; troubleshoots audio/visual equipment and systems.
11. Assists management and supervisory staff in identifying and evaluating facility needs.
12. Assists with daily building maintenance; responds to building emergencies such as plumbing problems, leaks, graffiti, and equipment repairs.
13. Provides support related to the library’s Integrated Library System (ILS); runs reports, daily overdue and fines/fees notices; assists in updates/upgrades to software; troubleshoots library computers, software and systems, works with related vendor personnel.
14. Provides public computer and peripheral support; troubleshoots public computer software and hardware issues; maintains copy and print equipment and supplies; assists in updates/upgrades to software; works with related vendor personnel.
15. Assists in emergency preparedness coordination of staff and facility.
16. Operates a variety of office equipment such as typewriters, photocopiers, computers, and remote computer terminals.
17. Maintains a variety of records and prepares special reports; oversees library surveys and compiles survey results; coordinates and schedules public displays and exhibits.
18. When assigned to Adult or Youth Services, assists with programming, story times, summer reading clubs, youth volunteers, outreach, collection development, Public Relations (bulletin boards, pathfinders, bibliographies, etc.); staffs public service desks and may assist with basic information and reference questions.
19. May help cover any of the duties of Aide positions.
20. Performs other related duties, as assigned.
Senior Library Technician:
21. Provides technical leadership to subordinate Library Technicians as well as other staff and/or volunteers; develops and assigns staff schedules; assigns and monitors work Senior Library Technician - 3 -
activities; provides training on customer service skills and other subjects to help staff meet job standards.
22. Plans, organizes, and coordinates a function of the Library such as the Acquisitions, Copy Cataloging, Adult and Youth Services Programs, Interlibrary Loans, Circulation and Customer Support Services, automated computer library system, and/or Public Computer Services; trains and participates in evaluating assigned staff; maintains files and equipment; troubleshoots hardware and software problems.
23. May evaluate materials for assigned area of responsibility and make selections; tracks expenditures and assists in development of the budget and collection development policy for assigned area of responsibility.
24. Supervises cataloging; catalogs materials and supervises technical processing of materials; works with OCLC cataloging services to import to, export from, and maintain bibliographic database.
25. Assists patrons in the use of catalog and library equipment; checks books in and out; handles customer complaints; places holds; registers new patrons.
26. Assumes responsibilities for public service desk preparation; staffs public desks; schedules staff for public desk assignments; oversees public desk operations.
27. Trains subordinates to apply customer service skills that meet Department standards; monitors daily work activities of assigned staff.
28. Assumes responsibility for resolving library overdues: contacts customers, performs informative searches, negotiates problem solutions, and compiles and maintains required patron records.
29. Counts and reconciles daily cash, checks, and credit card receivables; completes and submits deposit slips and treasurer’s receipts to Finance; generates account receivable reports.
30. Schedules staff to provide adequate staff support for various library activities; supervises the work of hourly employees and volunteers; leads the work of assigned staff in the completion of work assignments.
31. Schedules meeting room reservations; directs set-ups, take downs, and related staffing needs; coordinates technology needs and vendor services for events as needed; troubleshoots audio/visual equipment and systems.
32. Assists management and supervisory staff in identifying and evaluating facility needs.
33. Assists with daily building maintenance; responds to building emergencies such as plumbing problems, leaks, graffiti, and equipment repairs. (
34. Provides support related to the library’s Integrated Library System (ILS); runs reports, daily overdue and fines/fees notices; assists in updates/upgrades to software; troubleshoots library computers, software and systems, works with related vendor personnel.
35. Provides public computer and peripheral support; troubleshoots public computer software and hardware issues; maintains copy and print equipment and supplies; assists in updates/upgrades to software; works with related vendor personnel.
36. Assists in emergency preparedness coordination of staff and facility.
37. Operates a variety of office equipment such as typewriters, photocopiers, computers, and remote computer terminals.
38. Maintains a variety of records and prepares special reports; oversees library surveys and compiles survey results; coordinates and schedules public displays and exhibits.
Senior Library Technician - 4 -
39. When assigned to Adult or Youth Services, assists with programming, story times, summer reading clubs, youth volunteers, outreach, collection development, Public Relations (bulletin boards, pathfinders, bibliographies, etc.); staffs public service desks and may assist with basic information and reference questions.
40. May help cover any of the duties of Aide and Library Technician positions.
41. Performs related duties as assigned.
REQUISITE ABILITIES
The following generally describes the abilities required to enter the job and/or be learned within a short period of time to successfully perform the assigned duties. a. Lead Oversee the work of and train assigned subordinate staff. b. Perform the more complex library-related technical and paraprofessional administrative work.
c. Lead and provide technical-level support to a wide variety of library-related programs, projects, systems, and activities.
d. Acquire and apply an advanced knowledge of community needs, interests, issues, and concerns, and the resources available to meet them.
e. Acquire and apply a general knowledge of departmental and City policies. f. Understand, explain, and apply the laws, codes, regulations, and policies pertaining to assigned duties and responsibilities.
g. Lead and participate in the promotion of library programs, services, and expertise. h. Organize a wide variety of library-related resources in accordance with established procedures.
i. Participate in the promotion of library programs, services, and expertise. j. Participate in the selection and inventory maintenance of library-related resources. k. Lead and participate in the accurate preparation of routine accounting transactions and reports and maintain basic financial and administrative records. l. Lead and participate in the creation of visual displays and publicity information. m. Perform routine mathematical computations.
n. Work independently.
o. Create visual displays and publicity information.
p. Operate a variety of office equipment, including computers and printers and standard business software; learn to operated specialized software as assigned; assess and respond appropriately to routine equipment, computer, and software malfunctions. q. Identify the need for, and coordinate the resolution of, basic facility maintenance and repair work as assigned.
r. Accurately prepare routine accounting transactions and reports and maintain basic financial and administrative records.
s. Communicate clearly and concisely in English, both orally and in writing. t. Establish and maintain effective and collaborative relationships with those encountered during the course of work.
MARGINAL FUNCTIONS
These are position functions which may be changed, deleted or reassigned to accommodate an individual with a disability.
Senior Library Technician - 5 -
QUALIFICATION GUIDELINES
Education and/or Experience:
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Library Technician:
Completion of 60 semester units (or the equivalent) from an accredited college or university, including a minimum of 15 units in library science, information technology, business administration, social science, or a related field; AND two (2) years of customer service experience, including one (1) year in a library or similar information resource selling/lending environment.
Senior Library Technician:
Completion of 60 semester units (or the equivalent) from an accredited college or university, including a minimum of 15 units in library science, information technology, business administration, social science, or a related field; AND four (4) years of customer service experience, including at least two (2) years performing duties comparable to a Library Technician with the City of Glendora.
Knowledge and Skill Levels:
Considerable knowledge of technical library operations; methods of organizing library-related information and materials; effective public contact techniques; general office methods and procedures. Demonstrated Skill in customer service; problem solving; basic mathematics; technical data analysis; operating and troubleshooting routine computer, peripheral and software problems.
Special Requirements:
Ability to work various shifts including evenings and weekends.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.
Environmental Conditions:
Work is performed primarily in a standard office and/or public setting. Duties are often performed at a customer service counter, desk, or computer terminal; subject to noise from library operations and from office equipment operation; frequent interruptions and contact in person and on the telephone with the general public, City staff, and others. At least minimal environmental controls are in place to assure health and comfort.
Physical Demands:
Primary functions require sufficient physical ability and mobility to work in an office/library setting; to stand or sit for prolonged periods of time; to stoop, bend, kneel, crouch, reach, and twist; to lift, carry, push, and/or pull up to 40 pounds; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.
Vision: See in the normal visual range with or without correction.
Hearing: Hear in the normal audio range with or without correction.
Date Adopted: 06/09/2026
Employee Association : Part Time
FLSA: Non Exempt
CITY OF GLENDORA
PT LIBRARIAN SERIES
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under general direction, performs advanced professional library work by planning, directing, and leading a wide variety of library projects, services, and related activities.
CLASS CHARACTERISTICS
PT Librarian I: This is the journey level class in the professional librarian class series. Incumbents in this class perform the full range of professional library assignments. Incumbents represent and promote the library to other City departments, community organizations, and the public through the effective delivery of a wide variety of library services and participation in special programs and projects. They also work with a complex, computerized integrated library system and regularly access information using a wide variety of information resources and tools. Duties may include leading the work of subordinate professional, technical, and/or administrative support staff on a project basis, as well as coordinating and directing the activities of volunteers.
PT Librarian II: This is the advanced working level class in the professional librarian class series.
Incumbents in this class perform the more difficult and complex professional library assignments emphasizing project design, development, implementation, and evaluation. Incumbents represent and promote the library through high level interactions with other City departments, community organizations, and the public. They also work with a complex, computerized integrated library system and regularly access information using a wide variety of information resources and tools.
Duties include leading, and may include supervising, the work of subordinate professional, technical, and/or administrative support staff, as well as coordinating and directing the activities of volunteers.
Incumbents in this class will be responsible for supporting the development and implementation of library-related programs, projects, services, and activities, consistent with City and Library strategic planning priorities.
ESSENTIAL JOB FUNCTIONS
Management reserves the right to add, modify, change, or rescind the work assignments of different positions, and to make reasonable accommodations where appropriate so qualified employees can perform the essential functions of the job. These functions may not be present in all positions in this class. When a position is to be filled, the essential functions will be noted in the announcement of position availability.
PT Librarian I:
1. Assists members of the library community in meeting their information needs and achieving their goals by utilizing a proactive, service-focused approach to connect members with a wide variety of resources and expertise.
2. Delivers effective, comprehensive, and accessible reference and information services to customers through phone, computer, face to face, and other types of interactions; provides unbiased information and expertise pertaining to a wide variety of complex topics; PT Librarian Series - 2 -
connects customers to requested and/or beneficial resources both inside and outside of the City’s library system through the application of thoughtful inquiry and careful listening, and the use of professional research techniques to resolve customer needs; teaches customers how to locate resources independently.
3. Participates in providing customers with access to current, desired, and quality resources, including electronic and virtual materials, by researching, assessing, selecting, and maintaining an assigned collection of library resources within an established budget; monitors trends in format and technological developments; applies an informed understanding of customer needs and preferences to recommend the acquisition of resources; removes and/or archives resources that are damaged, outdated, or not utilized, while using appropriate discretion to retain those with significant historical or cultural value; may assist customers in obtaining resources from other libraries or agencies as appropriate.
4. Participates in resolving gaps between community member needs/requests and library services by assessing member needs and satisfaction using a variety of experiential and quantitative methods such as research, surveys, community outreach, partnerships, and relationship development plans; recommends and supports new services and programs.
5. Contributes to meeting the information and resource needs of specific communities which include, but are not limited to, children, youth, adults, seniors, and families, by participating in projects, services, and activities that address their unique challenges, interests, and requests, and inform and enlighten them about current events, controversies, and opportunities for celebration.
6. Participates in engaging the community in the discovery of library programs and services by participating in the implementation of outreach activities such as, but not limited to, informational displays, attendance at special community events and festivals, visits to schools and community organizations, partnering with local businesses and institutions, and utilizing social media and other digital communication platforms to connect with the community; develops and enhances community partnerships and seeks input on ways to improve library services and accessibility; may schedule special presentations and secure speakers.
7. Researches, compiles, and analyzes data pertaining to a wide range of subjects; prepares financial, statistical, and narrative reports, makes recommendations, and gives presentations to individuals and groups as assigned.
8. Assists in maintaining a positive working relationship with the Board of Library Trustees; may attend meetings and/or prepare documentation related to specific matters as assigned.
9. Investigates service requests and complaints made by the public; explains priorities, programs, and policies.
10. Maintains occupational knowledge; may participate in professional organizations.
11. May assist in the development, enhancement, and implementation of library technologies and systems by researching, recommending, testing, maintaining, and leading system change projects as assigned; may coordinate the resolution of technology problems and problem troubleshooting.
12. May represent the Library Department at events and collaborate with a wide variety of parties and stakeholders such as members of the community, commissions, departments, PT Librarian Series - 3 -
other agencies, and organizations; may research and recommend new funding opportunities; may assist with the preparation of grants, proposals, and other types of funding requests.
13. Performs other related duties as assigned.
PT Librarian II:
1. Assists members of the library community in achieving their goals by utilizing a proactive, service-focused approach to connect members with a wide variety of resources and expertise.
2. Leads the delivery of information and resources to specific communities which include, but are not limited to, children, youth, adults, seniors, and families, by designing, developing, implementing, and leading projects, services, and activities that address their unique challenges, interests, and requests; designs, develops, implements, and leads special programs and activities to inform and enlighten customers about current events, controversies, and opportunities for celebration.
3. Leads the delivery of high-level community program and project experiences to customers by evaluating the quality and integrity of assigned areas and by continually monitoring and evaluating the efficiency and effectiveness of methods and procedures; applies process improvement and quality management principles to ensure maximum customer satisfaction.
4. Leads the resolution of gaps between community member needs/requests and library services by continuously evaluating and assessing member needs and satisfaction using a variety of experiential and quantitative methods such as research, surveys, community outreach, partnerships, and relationship development plans; designs, recommends, and implements new services and programs.
5. Leads community engagement in the discovery of library programs and services through the design, development, and implementation of outreach activities such as, but not limited to, informational displays, attendance at special community events and festivals, visits to schools and community organizations, partnering with local businesses and institutions, and utilizing social media and other digital communication platforms to connect with the community; develops and enhances community partnerships and seeks input on ways to improve library services and accessibility; schedules special presentations and secures speakers.
6. Leads the delivery of effective, comprehensive, and accessible reference and information services to customers through phone, computer, face-to-face, and other types of interactions; provides unbiased information and expertise pertaining to a wide variety of complex topics; connects customers to requested and/or beneficial resources both inside and outside of the City’s library system through the application of thoughtful inquiry and careful listening, and the use of advanced professional research techniques to resolve customer needs; teaches customers how to locate resources independently.
7. Participates in the provision to customers of current, desired, and quality resources, including electronic and virtual materials, by researching, assessing, selecting, and maintaining an assigned collection of library resources within an established budget; monitors trends in format and technological developments; applies an informed understanding of customer needs and preferences to recommend the acquisition of resources; removes and/or archives resources that are damaged, outdated, or not utilized, PT Librarian Series - 4 -
while using appropriate discretion to retain those with significant historical or cultural value; may assist customers in obtaining resources from other libraries or agencies as appropriate.
8. Contributes to short-term and long-term customer satisfaction by participating in the development of strategic departmental goals, objectives, priorities, and policies as assigned; works collaboratively with other City and Library staff to develop, maintain, and enforce policies and procedures, including those pertaining to safety, risk management, and other liability-related matters.
9. Contributes to the delivery of fiscally efficient services to customers by monitoring resource utilization for assigned projects; participates in the development and administration of project budgets and related administrative and accounting activities; monitors project revenues, expenditures, and purchases; generates, maintains, and submits financial reports and documentation; researches and corrects discrepancies.
10. Assists in maintaining a high-performance, service-oriented work environment that supports the department's and City's mission, vision, values, and objectives; may supervise and/or lead the work of subordinate professional, technical, and/or other support staff on a continuous or project basis; trains and motivates staff and/or volunteers as needed.
11. Researches, compiles, and analyzes data pertaining to a wide range of subjects; prepares financial, statistical, and narrative reports, makes recommendations, and gives presentations to individuals and groups as assigned.
12. Assists in maintaining a positive working relationship with the Board of Library Trustees; may attend meetings and/or prepare documentation related to specific matters as assigned.
13. Investigates service requests and complaints made by the public; explains priorities, programs, and policies.
14. Maintains occupational knowledge; may participate in professional organizations.
15. May assist in the development, enhancement, and implementation of library technologies and systems by researching, recommending, testing, maintaining, and leading system change projects as assigned; may coordinate the resolution of technology problems and problem troubleshooting.
16. May represent the Library Department at events and collaborate with a wide variety of parties and stakeholders such as members of the community, commissions, departments, other agencies, and organizations; may research and recommend new funding opportunities; may prepare grants, proposals, and other types of funding requests.
17. Performs other related duties as assigned.
REQUISITE ABILITIES
The following generally describes the abilities required to enter the job and/or be learned within a short period of time to successfully perform the assigned duties. a. Lead and perform professional library work, including the design, development, implementation, and evaluation of library projects.
b. Lead the implementation of strategic initiatives to meet community needs. c. Develop plans for future library services that respond to changing community needs and goals.
PT Librarian Series - 5 -
d. Ensure maximum effectiveness of assigned projects, services, and activities through effective planning, design, development, and implementation. e. Plan and administer project budgets, including the projection of anticipated costs and the tracking of expenditures.
f. Lead and implement projects within allocated amounts; prepare financial reports. g. Acquire and apply knowledge of community needs, interests, issues, and concerns, and of the resources available to meet them.
h. Acquire and apply knowledge of departmental and City policies impacting assigned projects, services, and activities.
i. Accurately interpret, understand, explain, and apply the laws, codes, and regulations pertaining to assigned projects, services, and activities. j. Research, analyze, evaluate, and recommend service delivery methods, procedures, and techniques.
k. Assess and analyze problems and situations by analyzing both anecdotal and quantitative data; identify potential solutions; anticipate consequences of proposed actions; implement recommendations in support of department goals.
l. Prepare clear and concise reports and presentations on a variety of complex subjects. m. Analyze unusual situations and resolve them through application of administrative principles and practices.
n. Supervise, direct, and evaluate subordinate staff; lead, plan, assign, and inspect subordinates’ work.
o. Represent the department effectively in contacts with representatives of other agencies, City departments, and the public.
p. Deal constructively with conflict and develop effective resolutions. q. Respond to urgent and emergency situations in an effective manner. r. Operate a computer and use a variety of computer software; assist in the assessment, selection, and development of technologies and the resolution of technology issues. s. Communicate clearly and concisely in English, both orally and in writing. t. Establish and maintain effective, professional, and collaborative relationships with those encountered during the course of work.
MARGINAL FUNCTIONS
These are position functions which may be changed, deleted or reassigned to accommodate an individual with a disability.
QUALIFICATION GUIDELINES
Education and/or Experience:
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
PT Librarian I:
Possession of a master’s degree from an accredited university in library science/ ALA accredited program, business administration, public administration, or a related field; AND two (2) years of progressively responsible, professional library experience.
PT Librarian II:
PT Librarian Series - 6 -
Possession of a master’s degree from an accredited university in library science/ ALA accredited program, library and information science*, business administration, public administration, or a related field; AND four (4) years of progressively responsible, professional library experience.
Knowledge and Skill Levels:
Considerable knowledge of professional library theories, principles, practices, methods, materials, and organizational procedures; customer service principles and techniques; partnership building and community relations. Working knowledge of principles of public administration including, but not limited to, leadership, supervision, budgeting, and training; project management; informational needs and approaches to be taken in analyzing administrative and work processing issues; use of various library tools, including databases and web resources; common practices pertaining to the processing of library materials; safe working practices in an administrative environment; methods and techniques of research, administrative and statistical analysis, report preparation, and problem solving; funding sources and community resources available to enhance library services; modern equipment and tools, including information technologies and computer applications common to library and office operations; local and state regulations impacting library services; automated systems and computers relevant to the operations of a library and information access; classical, contemporary, and popular literature, non-fiction, and authors; OCLC, Dewey Decimal Classification system, and cataloging rules.
Some knowledge of typical city operations and administrative policies affecting library operations and personnel matters; budget preparation principles and administration; principles of supervision, management, and training; grant writing; risk management principles; employee relations principles; funding sources and community resources available to enhance library program; library foundations and principles and practices of fund-raising; cutting edge technology to enhance library services. Demonstrated skill in exercising sound judgment; writing and speaking; organizing and analyzing information; leadership and interpersonal relationships.
Special Requirements:
Ability to work outside of regular hours if needed; possession of or ability to obtain a Class C California driver's license and a satisfactory driving record.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.
Environmental Conditions:
Work is performed primarily in a standard office and/or public setting. Duties are often performed at a customer service counter, desk, or computer terminal; subject to noise from library operations and from office equipment operation; frequent interruptions and contact in person and on the telephone with the general public, City staff, and others. At least minimal environmental controls are in place to assure health and comfort.
Physical Demands:
Primary functions require sufficient physical ability and mobility to work in an office/library setting; to stand or sit for prolonged periods of time; to stoop, bend, kneel, crouch, reach, and twist; to lift, carry, push, and/or pull up to 40 pounds; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.
Vision: See in the normal visual range with or without correction.
Hearing: Hear in the normal audio range with or without correction.
Date Adopted: XXXX
Employee Association : XXXX
FLSA: XXXX
CITY OF GLENDORA
MULTIMEDIA COMMUNICATIONS SPECIALIST
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under general direction, plans, develops, and distributes the City’s digital, social media, and emerging communications programs. Creates and oversees multimedia content across platforms, ensuring consistency with City branding and messaging. Monitors performance metrics to evaluate effectiveness and improve communication strategies. Provides Citywide guidance on digital communications and branding standards and collaborates with departments and stakeholders to support public information efforts.
CLASS CHARACTERISTICS
This is a journey-level classification responsible for both content creation and digital platform management. Incumbents exercise independent judgement in producing multimedia content and supporting City communications initiatives but do not typically supervise staff.
ESSENTIAL JOB FUNCTIONS
Management reserves the right to add, modify, change, or rescind the work assignments of different positions, and to make reasonable accommodations where appropriate so qualified employees can perform the essential functions of the job.
1. Plans, develops, and administers Citywide digital and social media campaigns from concept through execution, ensuring timely, accurate, and engaging communication with the public.
2. Develops and produces multimedia content, including writing, photography, graphic design, and video production (scripting, filming, editing), tailored to multiple digital platforms.
3. Analyzes digital media performance metrics (e.g., engagement, reach, analytics) and independently refines strategies to enhance effectiveness and audience engagement.
4. Collaborates with City departments to develop and implement communication strategies aligned with City priorities, while ensuring compliance with City branding and communication standards and providing guidance to maintain consistency across print and digital materials.
5. Monitors digital trends, emerging platforms, and algorithm changes, applying best practices to strengthen the City’s online presence and outreach efforts.
6. Responds to public inquiries and emerging issues across digital platforms in a timely, accurate, and professional manner, including addressing misinformation as appropriate.
7. Coordinates messaging with City leadership, including executive staff and elected officials, to ensure alignment with City initiatives, priorities, and public communication goals.
8. Serves as a professional resource and advisor to staff and departments on digital communications, messaging, and content development, providing guidance on best practices and effective outreach strategies.
Digital Communications Specialist - 2 -
9. Leads and performs field production for City events and programs, including on-site photography, videography, and real-time content creation.
10. Coordinates and manages live-stream media content for social media platforms.
11. Maintains and organizes digital asset libraries, including video, photography, and multimedia archives.
12. Plans and promotes communication-related events for community members, business partners, and City leadership, coordinating with the City Manager’s Office, departments, and external partners.
13. Assists with division budget preparation and participates in discussions regarding resource allocation, prioritization, and effective use of City funds.
14. Perform related duties as assigned, including backup support for departmental operations.
REQUISITE ABILITIES
The following generally describes the abilities required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties. a. Communicate clearly and concisely, both orally and in writing. b. Develop and implement effective communication strategies and procedures. c. Analyze data, metrics, and information to support decision-making and improve communication effectiveness.
d. Manage and coordinate multiple projects and interdepartmental initiatives simultaneously. e. Interpret, apply, and ensure compliance with established policies, procedures, and regulatory requirements.
f. . Trains and supports personnel in the use of websites, digital tools, and emerging media technologies, including related policies and best practices. g. Develop comprehensive plans and procedures to meet and address future digital media needs and services; development new policies impacting department operations. h. Deal constructively with conflicts and develop effective resolutions. i. Ability to work independently, stay on task, and maintain workflow based on provided priorities and budgeted allocations.
j. Establish and maintain effective working relationships with City staff, leadership, external partners, and the public.
k. Assess, prioritize, and adapt to multiple assignments, changing priorities, and timesensitive demands l. Understand and follow verbal and written directions. m. Operate a computer and a variety of software programs. n. Meet the physical requirements established by the City and lift or move equipment up to 50 pounds.
MARGINAL FUNCTIONS
These are position functions which may be changed, deleted or reassigned to accommodate an individual with a disability.
QUALIFICATIONS GUIDELINES
Education and/or Experience:
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
A Bachelor’s degree in digital media, marketing, communications, journalism or a related field.
Digital Communications Specialist - 3 -
Three (3) years of experience in the coordination of public affairs, public information, community relations or outreach activities.
Knowledge and Skill Levels:
Demonstrates considerable knowledge of the principles, procedures, and strategies of electronic and digital communications. Possesses a strong understanding of the principles, practices, and techniques of public relations, marketing, and community affairs. Has knowledge of media relations, social media platforms, and web and social media content development. Understands the principles of training and marketing, as well as pertinent federal, state, and local laws, codes, and regulations governing the disclosure of information and other related functions.
Special Requirements:
All levels in this series may be required to work evenings and weekends to cover City events.
May be required to work on call (nights and weekends) to respond to emergency and problem situations.
Possession of or ability to obtain a Class C California driver’s license and a satisfactory driving record.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.
Environment Conditions:
Work is performed primarily in a standard office setting. Duties are typically performed at a desk or computer terminal; subject to an occasional moderate amount of noise and dust from server room maintenance activity; frequent interruptions and contact in person and on the telephone with a variety of City staff and others. At least minimal environmental controls are in place to ensure health and comfort.
Mental Demands:
Primary functions require use of written and oral communication skills; read and interpret complex data; information and documents; analyze and solve complex problems; perform highly detailed work under changing intensive deadlines, on multiple concurrent tasks; ability to interact professionally with City management, staff, elected officials, contractors, vendors, external agencies, residents, and other members of the public and other encountered in the course of work.
Physical Demands:
Primary functions require sufficient physical ability and mobility to work in an office setting; to stand or sit for prolonged periods of time; to occasionally stoop, bend, kneel, crouch, reach and twist; to lift, carry push, and/or pull light to moderate amounts of weight; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.
Vision: See in the normal visual range with or without correction.
Hearing: Hear in the normal audio range with or without correction.
Date Adopted: 2/8/94
Revised: X/XX/2026
CITY OF GLENDORA
POLICE CAPTAIN
DEFINITION
Under administrative direction, plans, directs, and coordinates the activities of a division of the City's Police Department; maintains general charge of services related to bureau functions; assumes departmental command as assigned; performs related duties as required.
CLASS CHARACTERISTICS
Positions in this class report to the Chief of Police and incumbents are required to manage a division of the Police Department.
ESSENTIAL FUNCTIONS
These functions may not be present in all positions in this class. When a position is to be filled, the essential functions will be noted in the announcement of position availability. Letters in parenthesis at the end of each function statement represent the abilities required to perform that function.
1. Plans, directs, and coordinates assigned bureau functions; confers with lieutenants and sergeants regarding special assignments providing instruction and direction as needed; directs the preparation of the more complex criminal cases for court action. (a b d g j o)
2. Studies statistical crime data and other reports; analyzes levels of criminal activity; determines trends and makes recommendations for changes in organization and operating procedures. (a b d g i l o)
3. Directs the development and implementation of comprehensive training programs to ensure subordinates maintain law enforcement knowledge and skills; evaluates performance and makes rotational assignments; enforces discipline and processes grievances in keeping with established City procedures. (a b d e g h k m)
4. Conducts research into a variety of law enforcement and administrative issues; recommends or reviews departmental policy and procedures, City rules, resolutions, and ordinances; prepares administrative reports; responds to correspondence and informational requests; ensures implementation of practices which comply with adopted policies, laws, and regulations. (a b d g h j k l n o) POLICE CAPTAIN - 2 -
ESSENTIAL FUNCTIONS (Continued)
5. Meets and consults with management staff, the public, legal advisors, and representatives of other governmental agencies; coordinates bureau activities with other law enforcement agencies; may make presentations to City Council, other governmental agencies, and a variety of civic organizations as directed by the Chief of Police. (a c d f j k m l)
6. Participates in the development of goals and objectives for assigned bureau functions; develops and administers the department budget; recommends and implements policies and procedures for bureau activities. (a b d g h j k l n o)
7. As Support Services Captain, directs the maintenance of police facilities and equipment; directs the formulation of operational policies for the City jail; plans for the City's disaster services; supervises animal control and records divisions. (a b c d e g h j k m n o)
8. Acts as Chief of Police as required. (All)
REQUISITE ABILITIES
a. Communicate clearly and concisely, both orally and in writing. b. Research and prepare complex reports on a variety of subjects. c. Establish and maintain effective relationships with the City Council, and other public officials.
d. Plan, direct, and coordinate law enforcement programs and manage a bureau of the Police Department.
e. Select, train, supervise and evaluate employees.
f. Represent the City in a variety of meetings.
g. Make decisions regarding operational and personnel functions. h. Operate programs within allocated amounts.
i. Respond to emergency and problem situations in an effective manner. j. Understand, explain and apply policies and procedures. k. Analyze unusual situations and resolve them through application of management principles and practices.
l. Assist in developing comprehensive plans to meet future City law enforcement and crime prevention needs/services.
POLICE CAPTAIN - 3 -
REQUISITE ABILITIES (Continued)
m. Deal constructively with conflict and develop effective resolutions. n. Plan and enforce a balanced budget.
o. Develop new policies impacting department operations/procedures.
MARGINAL FUNCTIONS
These are position functions which may be changed, deleted or reassigned to accommodate an individual with a disability.
QUALIFICATIONS GUIDELINES
Education and/or Experience
Any combination of education and/or experience that has provided the knowledge, skills, and abilities necessary for satisfactory job performance.
Example combinations include a four year college/university degree in police science, public administration, or a related field; and eight years of experience in law enforcement in an approved California police agency, including at least one year as a lieutenant, or two years as a sergeant with the Glendora Police Department; or ten years of law enforcement experience in an approved California police agency including at least two years of experience at the lieutenant or higher level and possession of a Management P.O.S.T. certificate.
Knowledge and Skill Levels
Extensive knowledge of law enforcement principles, practices, and techniques; causes, prevention, and control of delinquency; traffic enforcement and education; rules of evidence, rights of citizens and prisoners; laws pertaining to search, seizure, and arrest; court procedures; public relations techniques; interagency communication/ assistance techniques and practices. Thorough knowledge of principles and practices of police administration; patrol methods, criminal investigation and identification techniques; physical layout and composition of the City including special law enforcement problems; administrative procedures and techniques; Vehicle and Penal Codes; City personnel administration policies and procedures; principles of supervision.
Special Requirements
Possession of or ability to obtain a Class C California driver's license and a satisfactory driving record.
Possession of a P. O. S. T. Supervisory Certificate and the ability to obtain a P.O.S.T. Management Certificate within 24 months from the date of appointment.
All Glendora employees, must have and maintain a permanent primary (i.e.: 51% or more of the time) residence within sixty-five (65) miles or less of the Glendora Police Department.
Date Adopted: 11/25/03
Revised: X/XX/2026
CITY OF GLENDORA
POLICE CORPORAL
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under general supervision, performs all the functions and possesses all the requisite abilities of a police officer, participates in the activities of patrol, traffic, investigations, training, and other functions and programs. May periodically be assigned to supervise other police personnel and perform other related tasks as assigned.
CLASS CHARACTERISTICS
This is an advanced, lead police officer class in the sworn police class series.
Incumbents generally function as Field Training Officers and assume the duties of a police officer. Corporals are considered to be part of the chain of command, and as such serve as first line supervisors of Police Officers and non-peace officer employees.
They may administer certain staff programs which are subject to change depending on needs of the department. Corporals may be assigned to a special unit, e.g., Investigations Division, Traffic Division, etc.
ESSENTIAL FUNCTIONS
These functions may not be present in all positions in this class. When a position is to be filled, the essential functions will be noted in the announcement of position availability. Letters in parenthesis at the end of each function statement represent the abilities required to perform that function.
Generally, the Police Corporal will perform the following essential functions in addition to those essential functions and requisite abilities required for the class of Police Officer.
1. As a patrol Corporal, trains and evaluates performance of police officer trainees; provides assistance in improving skills and abilities. (a e f i j k m)
2. Participates in patrol, traffic, investigations, and other police support operations; performs first line supervisorial duties and provides direction and assistance to Police Officers in the conduct of more technical and complex assignments. (a b c d e f g h i j k l m)
3. Conducts briefing sessions as directed; disseminates information regarding department policy and procedures; conducts training sessions; provides liaison among shifts, organizational units, and other agencies involved with law enforcement or the criminal justice system; may participate in public relations programs. (a b c d i j k m)
POLICE CORPORAL - 2 -
ESSENTIAL FUNCTIONS (Continued)
4. Makes arrests; investigates crimes; secures crime scenes; collects and preserves evidence; questions and interviews suspects, victims and witnesses; provides credible testimony in court and administrative proceedings. (a b d f g h i j k l m)
5. Keeps superiors informed on events affecting area of responsibility, particularly personnel problems, complaints, and other occurrences having an impact on the department or City. (a b j)
6. Attends department training sessions; keeps abreast of developments which affect law enforcement or information which would assist subordinates in the performance of their duties. (a b e j m)
First Line Supervisor
Corporals act as a first line supervisor. As a first line supervisor, the Corporal is required to perform the following essential functions:
1. Advises subordinate personnel on job-related matters; resolves conflicts or problematic situations arising out of assignments; creates a positive work environment; maintains discipline and initiates corrective action; ensures compliance with safety practices and policies. (a b e j k m)
2. Reviews reports prepared by subordinates for accuracy, sufficiency, legality, clarity, and completeness; prepares special and/or summary reports; evaluates case/project progress; makes recommendations on disposition. (a b e f j)
3. Responds to citizen inquiries; investigates accidents and injuries, determines preventability, and takes necessary action to correct deficiencies in practices, work methods, and operations. (a b c f j)
4. Directs an organizational unit engaged in conducting follow-up and original investigations, traffic enforcement, crime prevention, and other programs as assigned. (a b c f i j k l m)
5. Ensures compliance with department policy and procedures; participates in employee development activities as assigned. (a c d e f j k l m)
REQUISITE ABILITIES
The following generally describes the abilities required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
a. Communicate clearly and concisely, both orally and in writing. b. Research and prepare reports on a variety of subjects as assigned.
REQUISITE ABILITIES (Continued)
POLICE CORPORAL - 3 -
c. Establish and maintain effective relationships with the community at large. d. Observe and memorize faces, events and situations.
e. Train, supervise and evaluate police officer trainees. f. Gather, assemble, analyze, evaluate and use facts and evidence. g. Meet established physical requirements.
h. Administer first aid.
i. Respond to emergency and problem situations in an effective manner. j. Understand, explain and apply policies and procedures. k. Analyze unusual situations and resolve them through application of management principles and practices.
l. Use and care of firearms and other equipment.
m. Deal constructively with conflict and develop effective resolutions.
MARGINAL FUNCTIONS
These are position functions which may be changed, deleted or reassigned to accommodate an individual with a disability.
QUALIFICATIONS GUIDELINES
Education and/or Experience
Any combination of education and/or experience that has provided the knowledge, skills and abilities necessary for satisfactory job performance.
Example combinations include four years of full-time service as a peace officer with the Glendora Police Department. An Associate of Arts or Science or 64 units from an accredited college or university is preferred.
Knowledge and Skill Levels
Thorough knowledge of the principles and practices of modern law enforcement including patrol, investigations, and special operations functions; laws, regulations, and policies regarding search, seizure, arrest, evidence, and court procedures, as well as legal rights of citizens and prisoners; Vehicle and Penal Codes; public relations techniques; interagency communication and assistance techniques and practices; report writing skills; working knowledge of municipal organization and administration; physical layout of the City and adjoining areas and the methods and techniques of supervision.
QUALIFICATIONS GUIDELINES (Continued)
POLICE CORPORAL - 4 -
Special Requirements
Possession of a Class C California driver license and a satisfactory driving record. Incumbents must maintain an acceptable driving record.
Possession of a POST Intermediate Certificate.
All Glendora employees, must have and maintain a permanent primary (i.e.: 51% or more of the time) residence within sixty-five (65) miles or less of the Glendora Police Department.
Employee Association: Police Officers Association (POA) Date Adopted: 2/8/94
Revised: X/XX/2026
CITY OF GLENDORA
POLICE LIEUTENANT
DEFINITION
Under limited supervision, directs the activities of an assigned watch or unit of the Police Department; functions as watch commander; performs related duties as required.
ESSENTIAL FUNCTIONS
These functions may not be present in all positions in this class. When a position is to be filled, the essential functions will be noted in the announcement of position availability. Letters in parenthesis at the end of each function statement represent the abilities required to perform that function.
1. Directs and coordinates the activities of the assigned watch or unit; prepares work schedules; confers with subordinate supervisors regarding special assignments, performance of personnel, law enforcement problems, officer training, citizen complaints, and other operational issues; provides instruction or direction as necessary; may participate in active law enforcement activities. (a b d e g h i j k l n o p)
2. Conducts special projects involving department or work unit issues as assigned; conducts research and compiles statistics; prepares related reports. (a b j k l n)
3. Provides liaison to the public, responding to inquiries and resolving complaints regarding subordinate officers or work unit service levels; coordinates law enforcement activities with other agencies; and as designated representative, participates in committee or community activities to contribute to discussions regarding police services. (a c f j k l)
4. Reviews reports prepared by subordinate officers and supervisors; analyzes levels of criminal activity and ensures required follow-up (preparation, notification, etc.) is initiated on a timely basis. (a b d g j k)
5. Develops and participates in the conduct of officer training to ensure staff maintains law enforcement knowledge and skills; as assigned, prepares or directs the preparation of training manuals and instructional materials. (a b e g j n)
6. Participates in the development of work unit goals and objectives; participates in the development and administration of work unit budgets. (a b g h j k m n) POLICE LIEUTENANT - 2 -
ESSENTIAL FUNCTIONS (Continued)
7. Works with community groups and representatives in the development and administration of programs designed to address societal problems associated with crime and its prevention. (a b c f g k l)
8. Provides information on police incidents, operations and services to the press, general public, and other interested parties. (a b c f g k l)
REQUISITE ABILITIES
a. Communicate clearly and concisely, both orally and in writing. b. Research and prepare complex reports on a variety of subjects. c. Establish and maintain effective relationships with the community at large, the City Council, and other public officials.
d. Supervise a unit or section of the Police Department. e. Select, train, supervise and evaluate employees.
f. Represent the City in a variety of meetings.
g. Make decisions regarding operational and personnel functions. h. Operate programs within allocated amounts.
i. Respond to emergency and problem situations in an effective manner. j. Understand, explain and apply policies and procedures. k. Analyze unusual situations and resolve them through application of management principles and practices.
l. Deal constructively with conflict and develop effective resolutions. m. Plan and enforce a balanced budget.
n. Develop new policies impacting department operations/procedures. o. Obtain information through interview and interrogation. p. Use and care of firearms.
POLICE LIEUTENANT - 3 -
QUALIFICATIONS GUIDELINES
Education and/or Experience
Any combination of education and/or experience that has provided the knowledge, skills, and abilities necessary for satisfactory job performance.
Example combinations include seven years of experience in law enforcement in an approved California police agency of which the last year shall have been in the position of Sergeant with the Glendora Police Department; and equivalent to completion of an associate degree or bachelor's degree.
Knowledge and Skill Levels
Thorough knowledge of law enforcement principles, practices, and techniques; causes, prevention, and control of delinquency; traffic enforcement and education; rules of evidence, rights of citizens and prisoners; laws pertaining to search, seizure, and arrest; court procedures; public relations techniques; interagency communication/ assistance techniques and practices; principles and practices of police administration; patrol methods, criminal investigation and identification techniques; physical layout and composition of the City including special law enforcement problems. Considerable knowledge of vehicle and penal codes; City personnel administration policies and procedures; principles of supervision.
Special Requirements
Possession of or ability to obtain a Class C California driver's license and a satisfactory driving record.
Possession of an Intermediate P.O.S.T. Certificate and ability to obtain a P.O.S.T. Supervisory Certificate within 24 months from the appointment date.
One year in the position of Sergeant with the Glendora Police Department.
All Glendora employees, must have and maintain a permanent primary (i.e.: 51% or more of the time) residence within sixty-five (65) miles or less of the Glendora Police Department.
Date Adopted: 2/8/94
Revised: X/XX/2026
CITY OF GLENDORA
POLICE OFFICER
DEFINITION
Under general supervision, patrols an assigned area in the prevention of crime and enforcement of law and order; carries out special assignments related to departmental operations or law enforcement in general; conducts investigations; performs related duties as required.
CLASS CHARACTERISTICS
This is the entry/journey level class in the professional police class series requiring sworn peace officer status. Incumbents are assigned to any of a number of functional areas within the Police Department on a rotating basis.
ESSENTIAL FUNCTIONS
These functions may not be present in all positions in this class. When a position is to be filled, the essential functions will be noted in the announcement of position availability. Letters in parenthesis at the end of each function statement represent the abilities required to perform that function.
Patrol and Traffic Safety
1. Patrols, either in a vehicle or on foot, an assigned area during an assigned shift and looks for indicators of possible criminal activity or threats to life and property; answers calls for police services; enforces City, county, and state laws; makes field contacts and completes forms; may conduct both preliminary and follow-up investigations of disturbances, prowlers, burglaries, thefts, robberies, vehicle accidents, suspected homicides, and other criminal incidents. (a b c d e g h i j k l m n o p q)
2. As a Motor Officer, patrols the City on a motorcycle or in a radar-equipped patrol unit; responds to calls related to traffic incidents and any other emergencies; observes, monitors, and controls routine and unusual traffic conditions; assists and advises motorists and enforces traffic safety laws. (a b c d e g h i j k l m n o p q)
3. Makes arrests as necessary; serves warrants and subpoenas; interviews victims, complainants, and witnesses; interrogates suspects; gathers and preserves evidence; receives, searches, and books prisoners; fingerprints and transports prisoners; testifies and presents evidence in court. (a b c d e g h i j k l m n o p q)
4. Contacts and cooperates with other law enforcement agencies in matters relating to the investigation of crimes and the apprehension of offenders. (a f g i j m n o p q)
POLICE OFFICER - 2 -
ESSENTIAL FUNCTIONS (Continued)
5. Writes reports and field notes; participates in staff development; attends briefings and training sessions; performs routine maintenance on assigned patrol vehicle, firearms, and other equipment. (a b d g h j l n p)
6. Makes traffic stops and issues warnings, citations, or makes arrests as necessary; checks vehicles and observes vehicle occupants; investigates scenes of vehicle accidents, provides emergency medical care as necessary, directs traffic and arranges for clearing of roadway, interviews drivers and witnesses and prepares reports; directs traffic at fire, special events, and other emergency or congested situations. (a b c d e g h i j k l m n o p q)
7. Assists the public and answers questions; administers first aid and responds to calls for medical assistance; establishes and maintains good relationships with the general public. (a b c d e g h i j k l m n o p q)
Investigator
1. Coordinates and conducts complete and detailed investigations of crimes involving juveniles and adults, crimes against persons and property, and crimes involving vice, gaming and narcotics violations. (a b c d e g h i j k l m n o p q)
2. Participates in all normal enforcement activities including enforcing local and State laws, issuing citations, making arrests, administering first aid, and transporting prisoners. (a b c d e g h i j k l m n o p q)
3. Performs undercover and surveillance activities; interviews victims, complainants, witnesses and suspects; collects, preserves, and maintains evidence and property related to suspected crimes; serves warrants and subpoenas. (a b c d e g h i j k l m n o p q)
4. Prepares investigative reports and case information; provides testimony and evidence in court. (a b g h j l n p)
5. Answers questions from the public concerning local and State laws, procedures, and activities of the Department; develops and maintains good relationships with the public, including informants and contacts which may be helpful in criminal investigations. (a c e f g j l m n o p q)
Other Functions
1. As assigned, acts as training officer for new Police Officers; serves as field supervisor on individual calls requiring special attention; or conducts background investigations. (a b c d e g h i j k l m n o p q)
POLICE OFFICER - 3 -
ESSENTIAL FUNCTIONS (Continued)
2. As assigned, makes presentations before a variety of public groups to promote crime prevention activities and to enhance public understanding of Police Department activities; serves as liaison to neighborhood watch groups and schools. (a c f g j l m n o)
REQUISITE ABILITIES
a. Communicate clearly and concisely, both orally and in writing. b. Observe accurately and remember faces, numbers, incidents and places. c. Establish and maintain effective relationships with the community. d. Use and care of firearms and small equipment.
e. Think and act quickly in emergencies, and judge situations and people accurately. f. Represent the City in a variety of meetings.
g. Learn, understand and interpret laws and regulations. h. Prepare accurate and grammatically correct written reports. i. Respond to emergency and problem situations in an effective manner. j. Understand, explain and apply policies and procedures. k. Make clear and concise radio transmissions.
l. Understand and follow verbal and written directions. m. Deal constructively with conflict and develop effective resolutions. n. Work independently and demonstrate initiative.
o. Establish and maintain cooperative working relationships. p. Meet the established physical requirements.
q. Meet Police Officer requirements contained in the California State Government Code.
POLICE OFFICER - 4 -
MARGINAL FUNCTIONS
These are position functions which may be changed, deleted or reassigned to accommodate an individual with a disability.
QUALIFICATIONS GUIDELINES
Education and/or Experience
Required Education: 1) Must be a high school graduate or equivalent; and 2) Successful completion of a POST Certified Basic Academy.
AND
Any combination of education and/or experience that has provided the knowledge, skills, and abilities necessary for satisfactory job performance.
Example combinations include two (2) years in civilian law enforcement or military experience or completion of an Associates of Arts or Science or 64 units from an accredited college or university, or some combination thereof.
Knowledge and Skill Levels
Working knowledge of modern practices and techniques of law enforcement, patrol, investigation, public relations, and report writing; Vehicle and Penal Codes; laws of arrest; rules of evidence; legal rights of citizens; court procedures.
Special Requirements
Possession of or ability to obtain a Class C California driver's license and a satisfactory driving record.
Possession of a P.O.S.T Basic Certificate.
Candidates must meet standards of physical stature, endurance, and agility established by the City.
Must be at least 21 years of age at time of hire.
Applicants must be U.S. citizen or be eligible for U.S. citizenship. Persons will be disqualified from holding a position as Police Officer if they fail to diligently cooperate in the processing of their citizenship application within three years or are otherwise denied citizenship.
All Glendora employees, must have a permanent primary (i.e.: 51% or more of the time) residence within sixty-five (65) miles or less of the Glendora Police Department.
Date Adopted: 2/8/94
Revised: X/XX/2026
CITY OF GLENDORA
POLICE OFFICER TRAINEE
DEFINITION
Under general supervision, attends a prescribed law enforcement academy training program for newly hired prospective officers; performs related duties as required.
CLASS CHARACTERISTICS
This class is reserved for individuals hired as Police Officers who are attending the required basic police officer academy training program. Upon successful completion of the required training, employees may be promoted to Police Officer on a probationary basis. A Police Officer Trainee who fails to successfully complete an academy in which she/he was enrolled will be terminated.
ESSENTIAL FUNCTIONS
These functions may not be present in all positions in this class. When a position is to be filled, the essential functions will be noted in the announcement of position availability. Letters in parenthesis at the end of each function statement represent the abilities required to perform that function.
1. Participates in and completes a prescribed law enforcement officer training program for entry level officers. (All)
REQUISITE ABILITIES
a. Communicate clearly and concisely, both orally and in writing. b. Observe accurately and remember faces, numbers, incidents and places. c. Successfully complete a P.O.S.T certified basic academy. d. Use and care of firearms and small equipment.
e. Think and act quickly in emergencies, and judge situations and people accurately.
f. Represent the City in a variety of meetings.
g. Learn, understand and interpret laws and regulations. h. Prepare accurate and grammatically correct written reports.
POLICE OFFICER TRAINEE - 2 -
REQUISITE ABILITIES (Continued)
i. Respond to emergency and problem situations in an effective manner. j. Understand, explain and apply policies and procedures. k. Make clear and concise radio transmissions.
l. Understand and follow verbal and written directions. m. Deal constructively with conflict and develop effective resolutions. n. Establish and maintain cooperative working relationships. o. Meet the established physical requirements.
p. Meet Police Officer requirements contained in the California State Government Code.
MARGINAL FUNCTIONS
These are position functions which may be changed, deleted or reassigned to accommodate an individual with a disability.
QUALIFICATIONS GUIDELINES
Education and/or Experience
Required Education: Must be a high school graduate or equivalent.
AND
Any combination of education and/or experience that has provided the knowledge, skills, and abilities necessary for satisfactory job performance.
Example combinations include two (2) years in civilian law enforcement or military experience or completion of an Associates of Arts or Science or 64 units from an accredited college or university, or some combination thereof.
Knowledge and Skill Levels
Working knowledge of modern practices and techniques of law enforcement, patrol, investigation, public relations, and report writing; Vehicle and Penal Codes; laws of arrest; rules of evidence; legal rights of citizens; court procedures.
SPECIAL REQUIREMENTS
Possession of or ability to obtain a Class C California driver’s license and a satisfactory driving records.
Candidates must meet standards of physical stature, endurance, and agility established by the City. Must be at least 21 years of age at time of hire.
All Glendora employees, must have a permanent primary (i.e.: 51% or more of the time) residence within sixty-five (65) miles or less of the Glendora Police Department.
Date Adopted: 2/8/94
Revised: X/XX/2026
CITY OF GLENDORA
POLICE SERGEANT
DEFINITION
Under general supervision, supervises assigned personnel and participates in the activities of patrol, traffic, investigations, training, and other functions and programs; performs related duties as required.
CLASS CHARACTERISTICS
This is the first line supervisory class in the sworn police class series. Incumbents function as supervisors in the field during an assigned shift and administer certain staff programs which are subject to change depending on needs of the department.
Additionally, Sergeants may be assigned to the direction of a special unit, eg: Crime Prevention.
ESSENTIAL FUNCTIONS
These functions may not be present in all positions in this class. When a position is to be filled, the essential functions will be noted in the announcement of position availability. Letters in parenthesis at the end of each function statement represent the abilities required to perform that function.
1. Participates in patrol, traffic control, investigations, and other police support operations; deploys officers and other assigned personnel; prepares reports regarding unit activities. (a b d e f g i j k l m n o p)
2. Directs an organizational unit engaged in conducting follow-up and original investigations, crime prevention, and other programs as assigned. (a b c d e f g i j k l m n o p)
3. Conducts briefing sessions; ensures compliance with and disseminates information regarding department policy and procedures; conducts training sessions; provides liaison between shifts, organizational units, and other agencies involved with law enforcement or the criminal justice system; may participate in public relations programs. (a b c d g i j k m)
4. Makes arrests and testifies in Court; investigates crimes; secures crime scenes; collects and preserves evidence; questions and interviews suspects, victims and witnesses. (a b f i j k l m n o p)
5. Reviews reports prepared by subordinates for accuracy, sufficiency, legality, clarity, and completeness; prepares special and/or summary reports; evaluates case/project progress; makes recommendations on case disposition. (a b d e f g j) POLICE SERGEANT - 2 -
ESSENTIAL FUNCTIONS (Continued)
6. Advises subordinate personnel on job-related matters; evaluates performance and provides assistance in improving skills and abilities; resolves conflicts or problematic situations arising out of assignments; creates positive work environment; maintains discipline and initiates corrective action; ensures compliance with safety practices and policies. (a b d e g j k m)
7. Keeps superiors informed on events affecting area of responsibility, particularly personnel problems, complaints, and other occurrences having an impact on the department or City. (a b g j)
8. Investigates citizen complaints; responds to citizen inquiries; investigates accidents and injuries, determines preventability, and takes necessary action to correct deficiencies in practices, work methods, and operations. (a b c f g j)
9. Attends department staff meetings and training sessions; participates in employee development activities as assigned; keeps abreast of developments which affect law enforcement or information which would assist subordinates in the performance of their duties. (a b e g h j m)
10. When assigned as Staff Assistant to the Chief, acts as department Personnel and Training Officer; performs budget, purchasing, planning and research, and other staff functions as assigned. (a b c f g h i j k m)
REQUISITE ABILITIES
a. Communicate clearly and concisely, both orally and in writing. b. Research and prepare reports on a variety of subjects. c. Establish and maintain effective relationships with the community at large. d. Supervise an assigned unit of the Police Department. e. Schedule, train, supervise and evaluate employees.
f. Gather, assemble, analyze, evaluate and use facts and evidence. g. Make decisions regarding operational and personnel functions. h. Operate programs within allocated amounts.
i. Respond to emergency and problem situations in an effective manner. j. Understand, explain and apply policies and procedures.
POLICE SERGEANT - 3 -
REQUISITE ABILITIES (Continued)
k. Analyze unusual situations and resolve them through application of management principles and practices.
l. Use and care of firearms and other equipment.
m. Deal constructively with conflict and develop effective resolutions. n. Administer first aid.
o. Observe and memorize faces, events and situations.
p. Meet established physical requirements.
MARGINAL FUNCTIONS
These are position functions which may be changed, deleted or reassigned to accommodate an individual with a disability.
QUALIFICATIONS GUIDELINES
Education and/or Experience
Any combination of education and/or experience that has provided the knowledge, skills, and abilities necessary for satisfactory job performance.
Example combinations include equivalent to five years of sworn police experience with the City of Glendora. An Associate of Arts or Science or 64 units from an accredited college or university is preferred; or four years of experience in any approved California police agency plus possession of an Advanced P.O.S.T. certificate.
Knowledge and Skill Levels
Thorough knowledge of the principles and practices of modern law enforcement including patrol, investigations, and special operations functions; laws, regulations, and policies regarding search, seizure, arrest, evidence, and court procedures, as well as legal rights of citizens and prisoners; Vehicle and Penal Codes; public relations techniques; interagency communication and assistance techniques and practices; report writing skills. Working knowledge of municipal organization and administration; physical layout of the City and adjoining areas; methods and techniques of supervision.
POLICE SERGEANT - 4 -
QUALIFICATIONS GUIDELINES Continued
Special Requirements
Possession of or ability to obtain a Class C California driver's license and a satisfactory driving record.
Possession of a POST Intermediate Certificate.
One year in the position of full-time sworn Police Corporal with Glendora Police Department is preferred.
All Glendora employees, must have and maintain a permanent primary (i.e.: 51% or more of the time) residence within sixty-five (65) miles or less of the Glendora Police Department.
Date Adopted: 06/09/2026
Employee Association : GMA
FLSA: Exempt
CITY OF GLENDORA
PRINCIPAL ACCOUNTANT
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under general supervision, performs accounting functions supporting the Finance Department and other City departments. Oversees work of staff involving a variety of accounting, financial, payroll, and budget functions of the City to ensure accuracy, transparency, and accountability; and performs related work as required.
CLASS CHARACTERISTICS
This is the advanced journey level class in the accounting series. The Principal Accountant exercises reasonable initiative and independent judgment in the performance of duties with minimal supervision. This position reports to the Assistant Director - Finance.
The Principal Accountant is distinguished from the Senior Accountant by the performance of advanced level accounting work and additional experience in performing complex duties and provides direct or lead supervision to lower-level professional, technical or clerical staff.
ESSENTIAL JOB FUNCTIONS
Management reserves the right to add, modify, change, or rescind the work assignments of different positions, and to make reasonable accommodations where appropriate so qualified employees can perform the essential functions of the job. These functions may not be present in all positions in this class. When a position is to be filled, the essential functions will be noted in the announcement of position availability.
1. Develops and recommends departmental goals and objectives; implements approved policies and procedures; participates in the development and implementation of accounting systems, control systems, and reporting procedures.
2. Prepares and analyzes complex financial reports and statements; notifies departments when there are discrepancies; oversees cash balances in all funds and recommends adjustments as appropriate.
3. Performs broad account reconciliations across departments, verifies accuracy of recorded transactions; analyzes daily cash flow.
4. Provides insight, supervision, and support over the work of subordinates making entries, reconciliations, and performing other fiscal recordkeeping work; approves and oversees final accounting and ensures accuracy.
5. Makes complex or difficult adjusting entries affecting several sub-systems of an accounting system; reviews the closing of the City’s financial records at the end of the accounting period; prepares a variety of related reports.
6. Acts as a liaison to other City personnel, auditors, other agencies, and the public regarding accounting activity; participates and provides professional accounting for auditing; responds to and resolves questions and requests for information from the auditor.
Principal Accountant - 2 -
7. Monitors, analyzes, and tracks budgetary expenditures and prepares accounting summaries for use in accounting reports, financial summaries, or reimbursement actions; ensures compliance with approved City budget; forecast budget requirements and evaluates financial impact.
8. Develops, monitors, and maintains records on City assets, construction in progress and infrastructure; records asset additions and deletions, determines asset value, calculates asset records and depreciation schedules, and prepares expenditures analyses on ongoing Capital Improvement Projects.
9. Utilizes various computer applications and software packages; enters and maintains data; generates reports from a database or network system; creates documents using word processing software.
10. Participates in the selection of subordinate staff; provides or coordinates staff training; works with employees to correct deficiencies.
11. Applies principles and practices of payroll administration including understanding of processing employee pay, bargaining group memorandums of understanding, and Federal and State payroll tax reporting requirements and deadlines.
12. Performs related duties as assigned.
REQUISITE ABILITIES
The following generally describes the abilities required to enter the job and/or be learned within a short period of time to successfully perform the assigned duties. a. Communicate clearly and concisely, both orally and in writing. b. Research, review and prepare complex accounting reports on a variety of subjects. c. Analyze data and information and draw logical conclusions. d. Perform professional accounting work.
e. Use and care for accounting and finance instruments, equipment and working knowledge of applicable systems.
f. Conduct audits of accounting projects.
g. Perform and review complex accounting calculations.
h. Administer contracts and ensure compliance to contract provisions. i. Communicate effectively with residents, business people, engineers, architects, attorneys, executive management, enforcement personnel, legislative bodies, and a variety of other people with varying background and education status to establish/maintain effective working relationships and promote the goodwill of the City.
j. Plan, direct and coordinate accounting programs.
k. Interpret and apply rules, regulations, legislation and policies. l. Understand and follow verbal and written directions. m. Work independently.
n. Operate a computer and use a variety of computer software. o. Select, supervise, and evaluate employees; oversee training program. p. Make decisions regarding operational and personnel functions. q. Independently interpret and apply accounting principles and procedures to maintain control of records, financial statements and databases; research, collect, compile and analyze information and data.
MARGINAL FUNCTIONS
Principal Accountant - 3 -
These are position functions which may be changed, deleted or reassigned to accommodate an individual with a disability.
QUALIFICATION GUIDELINES
Education and/or Experience: Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Five (5) years of increasingly responsible professional level accounting work, including two (2) years of supervisory experience. Governmental accounting experience is highly desirable. Graduation from an accredited college or university with a bachelor’s degree or equivalent in Finance, Business Administration, Public Administration, Accounting, or a closely related field.
Licenses and Certifications:
Possession of a valid Certified Professional Accountant certification.
Knowledge and Skills:
Thorough knowledge of complex principles and practices of accounting and auditing, with emphasis on governmental accounting and budgeting; data processing applications related to accounting and budgeting procedures and practices; general office procedures.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.
Environment: Work is performed primarily in a standard office setting, subject to noise from office equipment operation; frequent interruptions and contact in person and on the telephone with the public, coworkers and others. Duties are typically performed at a desk or computer terminal, with some travel to different sites, and exposure to noise, dust, vehicle traffic, inclement weather conditions and construction environment and equipment. At least minimal environmental controls are in place to assure health and comfort.
Physical: Primary functions require sufficient physical ability and mobility to work in an office setting; to stand or sit for prolonged periods of time; to occasionally stoop, bend, kneel, crouch, reach and twist; to lift, carry, push and/or pull light to moderate amounts of weight; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.
Vision: See in the normal visual range with or without correction.
Hearing: Hear in the normal audio range with or without correction.
Date Adopted: 06/09/2026
Employee Association : AFSCME
FLSA: Non Exempt
CITY OF GLENDORA
PUBLIC COMMUNICATIONS TECHNICIAN
PUBLIC COMMUNICATIONS SPECIALIST
PUBLIC COMMUNICATIONS COORDINATOR
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
DEFINITION
Under general supervision, assists in the development and administration of digital, social, and emerging media communications; coordinates with departments on digital communications using the City’s website and social media applications; supports the needs of the public who interact with the City using social media and other digital resources; assists with activities involving community relations and public information; performs related duties as required.
CLASS CHARACTERISTICS
Under general supervision, incumbents in the Public Communications series perform a broad range of technical and administrative duties supporting digital media production, public information, and communications programs. Positions in this series perform the full range of assigned duties under general direction and exercise independent judgment within established policies and guidelines.
ESSENTIAL JOB FUNCTIONS
Management reserves the right to add, modify, change, or rescind the work assignments of different positions, and to make reasonable accommodations where appropriate so qualified employees can perform the essential functions of the job. These functions may not be present in all positions in this series. When a position is to be filled, the essential functions will be noted in the announcement of position availability. Depending on the assignment and level in the Series, the degree of independence in work will vary in the following duties (not an all-inclusive list):
Public Communications Technician:
1. Assist in planning and implementing marketing, advertising, and communication-related events and activities.
2. Support content development for social media, websites, and other digital platforms.
3. Assist with basic graphic design, photography, video, and written communication materials.
4. Provide support for multimedia production and public information efforts.
5. Perform routine website updates and assist with digital content management.
6. Maintain awareness of communication technologies, media trends, and best practices through training and professional development.
7. Perform related duties as assigned.
Public Communications Specialist:
1. Assist in planning and implementing communication strategies, campaigns, and outreach initiatives.
Public Communications Series - 2 -
2. Develop, manage, and update content for websites, social media, and other digital communication platforms.
3. Advise and train City departments on website content management systems and digital communication tools to ensure consistency and usability.
4. Coordinate and support multimedia production, including video, photography, and graphic design.
5. Assist in maintaining brand standards across digital and print communications.
6. Monitor communication effectiveness, engagement metrics, and emerging trends; recommend improvements.
7. Support public information efforts, including preparation of written and digital materials.
8. Perform related duties as assigned.
Public Communications Coordinator:
1. Oversee, prioritize, and direct workflow and daily operations of the Public Information Office (PIO), including supervision of assigned staff.
2. Develop, implement, and evaluate citywide communication strategies across digital, print, and broadcast platforms.
3. Manage and enhance the City’s website and digital communication systems, including content management, access, workflows, and performance monitoring.
4. Oversee and participate in multimedia production, including video, audio, graphics, and broadcasting activities.
5. Develop and enforce brand standards; ensure consistency across all City communications.
6. Prepare, review, and oversee public information materials, including press releases, speeches, reports, and promotional content.
7. Coordinate media relations and serve as liaison with media, agencies, community groups, and City departments.
8. Research, analyze, and report on communication trends, public engagement, and program effectiveness; provide recommendations to leadership.
9. Advise City leadership and departments on communication strategies, including crisis communications.
10. Represent the City at meetings, presentations, and community events.
11. Oversee contracts, vendors, and consultants related to communications, media, and digital services.
12. Prepare and administer program and project budgets; monitor expenditures and priorities.
13. Ensure compliance with applicable regulations, policies, and standards.
14. Perform related duties as assigned.
REQUISITE ABILITIES
The following generally describes the abilities required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties. a. Communicates clearly, concisely, and effectively, both orally and in writing, including preparing and presenting reports, correspondence, and a variety of public information materials.
b. Develops, implements, and evaluates communication, marketing, and public information programs, including related strategies, policies, and procedures. c. Analyzes data, research, and communication needs to develop recommendations, evaluate alternatives, and implement effective solutions. d. Prepares and delivers complex technical and administrative reports and presentations in a clear and informative manner.
Public Communications Series - 3 -
e. Maintains accurate records, files, reports, and documentation in accordance with established procedures and standards.
f. Plans, prioritizes, and manages multiple projects, assignments, and interdepartmental activities to meet deadlines and organizational objectives. g. Interprets, applies, and ensures compliance with applicable laws, regulations, policies, and standards related to public communications and assigned operations. h. Trains, coordinates, and provides direction to staff, vendors, and consultants, including instruction on communication tools, website systems, and emerging media technologies. i. Establishes and maintains effective working relationships with elected officials, staff, external partners, media representatives, and the public, exercising tact, diplomacy, and sound judgment.
j. Utilizes computers, software applications, and multimedia tools to support communication efforts, including writing, design, and audio-visual content development, while managing workflow and competing priorities effectively.
MARGINAL FUNCTIONS
These are position functions which may be changed, deleted or reassigned to accommodate an individual with a disability.
QUALIFICATIONS GUIDELINES
Education and/or Experience:
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education:
A Bachelor’s degree in digital media, marketing, communications, journalism or a related field.
Experience:
Public Communication Technician: Three (3) years of experience in assisting communication efforts for print, broadcast, and/or digital media affairs. Relevant experience in community relations, outreach, and or event management preferred.
Public Communication Specialist: Three (3) years of experience in the coordination of public affairs, public information, community relations or outreach activities.
Public Communication Coordinator: Above education requirements and five (5) years of progressively responsible experience in the coordination of public affairs, public information community relations or outreach activities. Relevant experience in communications marketing including development of social media strategies and evaluation.
Knowledge and Skill Levels:
Demonstrates considerable knowledge of the principles, procedures, and strategies of electronic and digital communications. Possesses a strong understanding of the principles, practices, and techniques of public relations, marketing, and community affairs. Has knowledge of media relations, social media platforms, and web and social media content development. Understands the principles of training and marketing, as well as pertinent federal, state, and local laws, codes, and regulations governing the disclosure of information and other related functions.
Special Requirements:
All levels in this series may be required to work evenings and weekends to cover City events.
Public Communications Series - 4 -
May be required to work on call (nights and weekends) to respond to emergency and problem situations.
Possession of or ability to obtain a Class C California driver’s license and a satisfactory driving record.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.
Environment Conditions:
Work is performed primarily in a standard office setting. Duties are typically performed at a desk or computer terminal; subject to an occasional moderate amount of noise and dust from server room maintenance activity; frequent interruptions and contact in person and on the telephone with a variety of City staff and others. At least minimal environmental controls are in place to assure health and comfort.
Mental Demands:
Primary functions require use of written and oral communication skills; read and interpret complex data; information and documents; analyze and solve complex problems; perform highly detailed work under changing intensive deadlines, on multiple concurrent tasks; ability to interact professionally with City management, staff, elected officials, contractors, vendors, external agencies, residents, and other members of the public and other encountered in the course of work.
Physical Demands:
Primary functions require sufficient physical ability and mobility to work in an office setting; to stand or sit for prolonged periods of time; to occasionally stoop, bend, kneel, crouch, reach and twist; to lift, carry push, and/or pull light to moderate amounts of weight; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.
Vision: See in the normal visual range with or without correction.
Hearing: Hear in the normal audio range with or without correction.
CITY OF GLENDORA
AFSCME SALARY SCHEDULE
SALARY SCHEDULE EFFECTIVE JULY 6, 2026
Revised 6/09/26 3% INCREASE
POSITION TITLE Step 1 Step 2 Step 3 Step 4 Step 5
ACCOUNTANT 6,003.72 6,303.90 6,619.10 6,950.05 7,297.56 ACCOUNTING TECHNICIAN 4,248.99 4,461.44 4,684.52 4,918.74 5,164.68 ASSISTANT PLANNER 6,153.81 6,461.50 6,784.58 7,123.81 7,480.00 ASSOCIATE PLANNER 6,962.47 7,310.60 7,676.13 8,059.93 8,462.93 AUDIO VISUAL PRODUCTION SPECIALIST 7,314.95 7,680.70 8,064.73 8,467.97 8,891.37 BUILDING/CONSTRUCTION INSPECTOR TRAINEE 4,807.35 5,047.72 5,300.10 5,565.11 5,843.36 BUILDING INSPECTOR 6,153.81 6,461.50 6,784.58 7,123.81 7,480.00 BUILDING TECHNICIAN 4,807.35 5,047.72 5,300.10 5,565.11 5,843.36 CIVIL ENGINEERING ASSISTANT 6,153.81 6,461.50 6,784.58 7,123.81 7,480.00 CIVIL ENGINEERING ASSISTANT II 7,136.53 7,493.36 7,868.03 8,261.43 8,674.50 COMMUNITY PRESERVATION OFFICER 5,714.43 6,000.15 6,300.15 6,615.16 6,945.92 COMMUNITY SERVICES OFFICER 4,690.10 4,924.60 5,170.83 5,429.37 5,700.84 CONSTRUCTION INSPECTOR 6,307.66 6,623.04 6,954.19 7,301.90 7,667.00 COURT LIASON 5,857.29 6,150.15 6,457.66 6,780.54 7,119.57 CROSS CONNECTIONS SPECIALIST 6,465.35 6,788.62 7,128.05 7,484.45 7,858.67 DIGITAL MEDIA SPECIALIST 6,792.66 7,132.29 7,488.90 7,863.35 8,256.52 DIGITAL MEDIA TECHNICIAN 5,714.43 6,000.15 6,300.15 6,615.16 6,945.92 ENGINEERING TECHNICIAN 5,050.72 5,303.26 5,568.42 5,846.84 6,139.18 HUMAN SERVICES AND OUTREACH COORDINATOR 5,857.29 6,150.15 6,457.66 6,780.54 7,119.57 JAILER 4,807.35 5,047.72 5,300.10 5,565.11 5,843.36
LIBRARIAN I 5,857.29 6,150.15 6,457.66 6,780.54 7,119.57 LIBRARIAN II 6,792.66 7,132.29 7,488.90 7,863.35 8,256.52 LIBRARY TECHNICIAN 4,248.99 4,461.44 4,684.52 4,918.74 5,164.68 MAINTENANCE LEAD WORKER 5,439.07 5,711.03 5,996.58 6,296.41 6,611.23 MAINTENANCE WORKER 4,355.22 4,572.98 4,801.63 5,041.71 5,293.80 MECHANIC 5,050.72 5,303.26 5,568.42 5,846.84 6,139.18
MULTIMEDIA COMMUNICATIONS SPECIALIST 6,792.66 7,132.29 7,488.90 7,863.35 8,256.52 OFFICE ASSISTANT 3,755.49 3,943.27 4,140.43 4,347.45 4,564.82 PAYROLL ACCOUNTANT 6,003.72 6,303.90 6,619.10 6,950.05 7,297.56 PLANNING TECHNICIAN 4,927.53 5,173.91 5,432.60 5,704.23 5,989.45 PLANS EXAMINER 7,136.53 7,493.36 7,868.03 8,261.43 8,674.50 POLICE DISPATCHER I 5,050.72 5,303.26 5,568.42 5,846.84 6,139.18 POLICE DISPATCHER II 6,153.81 6,461.50 6,784.58 7,123.81 7,480.00 POLICE OFFICER TRAINEE 5,714.43 6,000.15 6,300.15 6,615.16 6,945.92 POLICE RECORDS SPECIALIST 4,145.36 4,352.63 4,570.26 4,798.77 5,038.71 PROPERTY AND EVIDENCE TECHNICIAN 5,306.41 5,571.73 5,850.32 6,142.84 6,449.98 PUBLIC COMMUNICATIONS TECHNICIAN 5,714.43 6,000.15 6,300.15 6,615.16 6,945.92 PUBLIC COMMUNICATIONS SPECIALIST 6,792.66 7,132.29 7,488.90 7,863.35 8,256.52 PUBLIC COMMUNICATIONS COORDINATOR 7,877.40 8,271.27 8,684.83 9,119.07 9,575.03 RECREATION & HUMAN SERVICES COORDINATOR 4,807.35 5,047.72 5,300.10 5,565.11 5,843.36 REGISTERED ASSOCIATE CIVIL ENGINEER 8,074.33 8,478.05 8,901.95 9,347.05 9,814.40 SENIOR ACCOUNTANT 6,962.47 7,310.60 7,676.13 8,059.93 8,462.93 SENIOR ACCOUNTING TECHNICIAN 4,807.35 5,047.72 5,300.10 5,565.11 5,843.36 SENIOR BUILDING INSPECTOR 7,497.82 7,872.71 8,266.35 8,679.67 9,113.65 SENIOR COMMUNITY SERVICES OFFICER 5,714.43 6,000.15 6,300.15 6,615.16 6,945.92 SENIOR DIGITAL MEDIA SPECIALIST 7,877.40 8,271.27 8,684.83 9,119.07 9,575.03 SENIOR LIBRARY TECHNICIAN 4,575.70 4,804.49 5,044.71 5,296.95 5,561.80 SENIOR MAINTENANCE WORKER 4,807.35 5,047.72 5,300.10 5,565.11 5,843.36 SENIOR OFFICE ASSISTANT 4,145.36 4,352.63 4,570.26 4,798.77 5,038.71 SENIOR PERMIT TECHNICIAN 5,857.29 6,150.15 6,457.66 6,780.54 7,119.57 WATER CONSERVATION OFFICER 5,306.41 5,571.73 5,850.32 6,142.84 6,449.98 WATER PRODUCTION LEAD OPERATOR 6,465.35 6,788.62 7,128.05 7,484.45 7,858.67 WATER PRODUCTION OPERATOR I 5,306.41 5,571.73 5,850.32 6,142.84 6,449.98 WATER PRODUCTION OPERATOR II 5,857.29 6,150.15 6,457.66 6,780.54 7,119.57 WATER UTILITY LEADWORKER 6,153.81 6,461.50 6,784.58 7,123.81 7,480.00 WATER UTILITY WORKER I 4,927.53 5,173.91 5,432.60 5,704.23 5,989.45 WATER UTILITY WORKER II 5,575.05 5,853.80 6,146.49 6,453.82 6,776.51 WATER UTILITY WORKER TRAINEE 4,248.99 4,461.44 4,684.52 4,918.74 5,164.68
APPROXIMATE MONTHLY
Exhibit B
CITY OF GLENDORA
GLENDORA MANAGEMENT ASSOCIATION SALARY SCHEDULE
SALARY SCHEDULE EFFECTIVE JULY 6, 2026
Revised 6/9/2026 3% INCREASE
POSITION TITLE Step 1 Step 2 Step 3 Step 4 Step 5
ACCOUNTING MANAGER 9,485.59 9,959.87 10,457.87 10,980.76 11,529.80 ACCOUNTING SUPERVISOR 8,383.88 8,803.08 9,243.23 9,705.39 10,190.66 ADMINSTRATIVE ASSISTANT 4,869.90 5,113.40 5,369.07 5,637.52 5,919.40 ASSISTANT DIRECTOR COMMUNITY DEVELOPMENT 12,142.36 12,749.48 13,386.96 14,056.30 14,759.12 ASSISTANT DIRECTOR FINANCE 12,142.36 12,749.48 13,386.96 14,056.30 14,759.12 ASSISTANT DIRECTOR HUMAN RESOURCES 12,142.36 12,749.48 13,386.96 14,056.30 14,759.12 ASSISTANT DIRECTOR PUBLIC WORKS 12,142.36 12,749.48 13,386.96 14,056.30 14,759.12 ASSISTANT BUILDING OFFICIAL 9,028.53 9,479.95 9,953.95 10,451.65 10,654.59 BUILDING OFFICIAL 10,470.32 10,993.84 11,543.53 12,120.71 12,726.74 BUSINESS SERVICES MANAGER 9,965.80 10,464.09 10,987.30 11,536.66 12,113.50 CITY CLERK SPECIALIST 5,788.78 6,078.22 6,382.13 6,701.24 7,036.30 CITY PLANNER 10,470.32 10,993.84 11,543.53 12,120.71 12,726.74 CRIME ANALYST 7,410.13 7,780.64 8,169.67 8,578.15 9,007.06 DEPUTY CITY CLERK/ RECORDS MANAGER 7,595.38 7,975.15 8,373.91 8,792.61 9,232.24 ECONOMIC DEVELOPMENT & HOUSING MGR 10,470.32 10,993.84 11,543.53 12,120.71 12,726.74 EQUIPMENT MAINTENANCE SUPERVISOR 6,713.21 7,048.87 7,401.32 7,771.38 8,159.95 EXECUTIVE ASSISTANT 5,933.50 6,230.18 6,541.69 6,868.77 7,212.21 FACILITIES MAINTENANCE SUPERVISOR 6,713.21 7,048.87 7,401.32 7,771.38 8,159.95 HUMAN RESOURCES ANALYST 6,549.48 6,876.95 7,220.80 7,581.84 7,960.93 HUMAN RESOURCES TECHNICIAN 5,375.46 5,644.23 5,926.44 6,222.77 6,533.91 HUMAN SERVICES MANAGER 9,485.59 9,959.87 10,457.87 10,980.76 11,529.80 HUMAN SERVICES SUPERVISOR 6,713.21 7,048.87 7,401.32 7,771.38 8,159.95 INFORMATION TECHNOLOGY OFFICER 12,142.36 12,749.48 13,386.96 14,056.30 14,759.12 INFORMATION TECHNOLOGY PROJECT MGR 9,965.80 10,464.09 10,987.30 11,536.66 12,113.50 LANDSCAPE SUPERVISOR 6,389.73 6,709.22 7,044.68 7,396.91 7,766.76 LIBRARY SERVICES MANAGER 9,485.59 9,959.87 10,457.87 10,980.76 11,529.80 MANAGEMENT AIDE 5,788.78 6,078.22 6,382.13 6,701.24 7,036.30 MANAGEMENT ANALYST 6,389.73 6,709.22 7,044.68 7,396.91 7,766.76 OFFICE COORDINATOR 5,788.78 6,078.22 6,382.13 6,701.24 7,036.30 PARKS & LANDSCAPE CONTRACTS SUPERVISOR 6,713.21 7,048.87 7,401.32 7,771.38 8,159.95 PAYROLL SUPERVISOR 8,383.88 8,803.08 9,243.23 9,705.39 10,190.66 POLICE DISPATCH SUPERVISOR 6,881.04 7,225.10 7,586.35 7,965.67 8,363.95 POLICE RECORDS SUPERVISOR 6,389.73 6,709.22 7,044.68 7,396.91 7,766.76 PRINCIPAL ACCOUNTANT 7,785.27 8,174.53 8,583.26 9,012.42 9,463.04 PRINCIPAL CIVIL ENGINEER 9,965.80 10,464.09 10,987.30 11,536.66 12,113.50 PRINCIPAL PLANNER 9,028.53 9,479.95 9,953.95 10,451.65 10,974.23 PURCHASING COORDINATOR 6,081.84 6,385.93 6,705.23 7,040.49 7,392.51 PW MAINTENANCE & OPERATIONS MGR 9,485.59 9,959.87 10,457.87 10,980.76 11,529.80 PW MAINTENANCE & OPERATIONS SUPVSR 6,713.21 7,048.87 7,401.32 7,771.38 8,159.95 RECREATION MANAGER 9,485.59 9,959.87 10,457.87 10,980.76 11,529.80 RECREATION SUPERVISOR 6,713.21 7,048.87 7,401.32 7,771.38 8,159.95 RISK MANAGMENT ADMINISTRATOR 7,410.13 7,780.64 8,169.67 8,578.15 9,007.06 SENIOR HUMAN RESOURCES ANALYST 7,979.90 8,378.90 8,797.84 9,237.73 9,699.62 SENIOR LIBRARIAN 6,389.73 6,709.22 7,044.68 7,396.91 7,766.76 SENIOR MANAGEMENT ANALYST 7,410.13 7,780.64 8,169.67 8,578.15 9,007.06 SENIOR PLANNER 8,179.40 8,588.37 9,017.79 9,468.68 9,942.11 SUPPORT SERVICES MANAGER 6,233.89 6,545.58 6,872.86 7,216.50 7,577.33 SUPPORT SERVICES SUPERVISOR 7,979.90 8,378.90 8,797.84 9,237.73 9,699.62 WATER DIVISION MANAGER 9,965.80 10,464.09 10,987.30 11,536.66 12,113.50 WATER PRODUCTION SUPERVISOR 7,410.13 7,780.64 8,169.67 8,578.15 9,007.06 WATER UTILITY SUPERVISOR 7,410.13 7,780.64 8,169.67 8,578.15 9,007.06
APPROXIMATE MONTHLY
CITY OF GLENDORA
POLICE OFFICERS ASSOCIATION SALARY SCHEDULE
SALARY SCHEDULE EFFECTIVE JULY 6, 2026
Revised 6/9/2026 4% Increase
POSITION TITLE Step 1 Step 2 Step 3 Step 4 Step 5
POLICE OFFICER 8,181.59 8,590.67 9,020.21 9,471.21 9,944.78 POLICE OFFICER - INT POST 8,508.86 8,934.30 9,381.01 9,850.06 10,342.57 POLICE OFFICER - ADVANCED POST 8,754.31 9,192.02 9,651.62 10,134.19 10,640.92 POLICE CORPORAL 9,485.48 9,959.75 10,457.75 10,980.63 11,255.15 POLICE CORPORAL - INT POST 9,864.90 10,358.14 10,876.06 11,419.86 11,705.36 POLICE CORPORAL - ADVANCED POST 10,149.47 10,656.94 11,189.79 11,749.28 12,043.01
CITY OF GLENDORA
POLICE MANAGEMENT ASSOCIATION SALARY SCHEDULE
SALARY SCHEDULE EFFECTIVE JULY 6, 2026
Revised 6/9/2026 2.5% Increase
POSITION TITLE Step 1 Step 2 Step 3 Step 4 Step 5
POLICE SERGEANT 11,768.10 12,356.51 12,974.32 13,623.04 14,304.20 POLICE SERGEANT - GAP POST 12,434.77 13,023.17 13,640.99 14,289.71 14,970.87 POLICE SERGEANT - SUPERVISORY POST 13,724.32 14,373.04 15,054.20
POLICE SERGEANT - MANAGEMENT POST
POLICE LIEUTENANT 14,306.97 15,022.32 15,773.43 16,562.10 17,390.21 POLICE LIEUTENANT - SUPERVISORY POST 15,056.97 15,772.32 16,523.43 17,312.10 18,140.21 POLICE LIEUTENANT - MANAGEMENT POST 15,056.97 15,772.32 16,606.76 17,395.44 18,223.55 POLICE CAPTAIN 16,562.83 16,603.01 18,260.51 19,173.54 20,132.22 POLICE CAPTAIN - SUPERVISORY POST 17,312.83 17,353.01 19,010.51 19,923.54 20,882.22 POLICE CAPTAIN - MANAGEMENT POST 17,396.17 17,436.34 19,093.85 20,006.87 20,965.55
CITY OF GLENDORA
PART-TIME EMPLOYEES
SALARY SCHEDULE Revised 6/9/2026 PTL-3% Non-Safety, 4% POA, 2.5% PMA POSITION TITLE TYPE EFF. Step 1 Step 2 Step 3 Step 4 Step 5 PT ADMINISTRATIVE ASSISTANT PTL 7/6/2026 28.10 29.50 30.98 32.52 34.15 PT BUILDING INSPECTOR PTL 7/6/2026 35.50 37.28 39.14 41.10 43.15 PT COMMUNITY SERVICES OFFICER PTL 7/6/2026 27.06 28.41 29.83 31.32 32.89 PT EXECUTIVE ASSISTANT PTL 7/6/2026 34.23 35.94 37.74 39.63 41.61 PT JAILER PTL 7/6/2026 27.73 29.12 30.58 32.11 33.71
PT LIBRARIAN I PTL 7/6/2026 33.79 35.48 37.26 39.12 41.07 PT LIBRARIAN II PTL 7/6/2026 39.19 41.15 43.21 45.37 47.63 PT MAINTENANCE WORKER PTL 7/6/2026 25.13 26.38 27.70 29.09 30.54 PT OFFICE ASSISTANT PTL 7/6/2026 21.67 22.75 23.89 25.08 26.34 PT PLANNING TECHNICIAN PTL 7/6/2026 28.43 29.85 31.34 32.91 34.55 PT POLICE LIEUTENANT PTL 7/6/2026 82.54 86.67 91.00 95.55 100.33 PT POLICE OFFICER PTL 7/6/2026 47.20 49.56 52.04 54.64 57.37 PT POLICE RECORDS SPECIALIST PTL 7/6/2026 23.92 25.11 26.37 27.69 29.07 PT POLICE SERGEANT PTL 7/6/2026 67.89 71.29 74.85 78.59 82.52 PT POLICE DISPATCHER I PTL 7/6/2026 29.14 30.60 32.13 33.73 35.42 PT POLICE DISPATCHER II PTL 7/6/2026 35.50 37.28 39.14 41.10 43.15 PT REC & HUMAN SERVICES COORD PTL 7/6/2026 27.73 29.12 30.58 32.11 33.71 PT RETIRED ANNUITANT PTL 7/6/2026 25.02 31.61 33.20 34.85 37.70 PT SENIOR OFFICE ASSISTANT PTL 7/6/2026 23.92 25.11 26.37 27.69 29.07 PT WATER CONSERVATION OFFICER PTL 7/6/2026 30.61 32.14 33.75 35.44 37.21 PT ADMINISTRATIVE INTERN PT 12/22/2025 21.63 22.72 23.85 25.04 26.30 PT ASSISTANT MECHANIC PT 12/22/2025 20.09 21.09 22.15 23.26 24.42 PT LIBRARY AIDE I PT 12/22/2025 16.50 17.33 18.19 19.10 20.06 PT LIBRARY AIDE II PT 12/22/2025 19.60 20.58 21.61 22.69 23.82 PT LIBRARY AIDE III PT 12/22/2025 22.17 23.28 24.45 25.67 26.95 PT LIBRARY AIDE IV PT 12/22/2025 24.48 25.70 26.99 28.33 29.75 PT LIBRARY AIDE V PT 12/22/2025 34.58 36.31 38.13 40.04 42.04 PT MAINTENANCE AIDE II PT 12/22/2025 23.88 25.07 26.33 27.64 29.03 PT MARKETING INTERN PT 12/22/2025 16.50 17.33 18.19 19.10 20.06 PT OFFICE AIDE I PT 12/22/2025 16.50 17.33 18.19 19.10 20.06 PT OFFICE AIDE II PT 12/22/2025 18.65 19.59 20.57 21.59 22.67 PT OFFICE AIDE III PT 12/22/2025 19.60 20.58 21.61 22.69 23.82 PT OFFICE AIDE IV PT 12/22/2025 21.11 22.16 23.27 24.43 25.65 PT POLICE CADET PT 12/22/2025 16.50 17.33 18.19 19.10 20.06 PT RECREATION AIDE PT 12/22/2025 16.50 17.33 18.19 19.10 20.06 PT RECREATION LEADER PT 12/22/2025 20.09 21.09 22.15 23.26 24.42 PT RECREATION SPECIALIST I PT 12/22/2025 23.30 24.46 25.68 26.97 28.32 PT RECREATION SPECIALIST II PT 12/22/2025 27.02 28.37 29.79 31.28 32.84 PT RESERVE POLICE OFFICER PT 12/22/2025 18.20 19.11 20.06 21.07 22.12
APPROXIMATE MONTHLY
APPROXIMATE HOURLY
APPROXIMATE MONTHLY
CITY OF GLENDORA
EXECUTIVE DIRECTORSSALARY SCHEDULE EFFECTIVE 7/6/2026
Revised 6/6/2026
POSITION TITLE EFFECTIVE Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10CITY MANAGER 1/6/2026 26,964.54ASSISTANT CITY MANAGER 7/6/2026 18,884.25 19,356.36 19,840.27 20,336.28 20,844.68 21,365.80 21,899.94 22,447.44 23,008.63 23,583.84 POLICE CHIEF 7/6/2026 18,884.25 19,356.36 19,840.27 20,336.28 20,844.68 21,365.80 21,899.94 22,447.44 23,008.63 23,583.84 DEPUTY CITY MANAGER 7/6/2026 17,985.00 18,434.63 18,895.49 19,367.88 19,852.08 20,348.38 20,857.09 21,378.52 21,912.98 22,460.80 COMMUNITY DEVELOPMENT DIRECTOR 7/6/2026 16,312.93 16,720.75 17,138.77 17,567.24 18,006.42 18,456.58 18,918.00 19,390.95 19,875.72 20,372.61 FINANCE DIRECTOR/CITY TREASURER 7/6/2026 15,536.12 15,924.52 16,322.64 16,730.70 17,148.97 17,577.70 18,017.14 18,467.57 18,929.26 19,402.49 PUBLIC WORKS DIRECTOR 7/6/2026 16,312.93 16,720.75 17,138.77 17,567.24 18,006.42 18,456.58 18,918.00 19,390.95 19,875.72 20,372.61 CITY CLERK/COMMUNICATIONS DIRECTOR 7/6/2026 14,091.72 14,444.01 14,805.11 15,175.24 15,554.62 15,943.49 16,342.08 16,750.63 17,169.39 17,598.63 INFO TECHNOLOGY DIRECTOR 7/6/2026 15,536.12 15,924.52 16,322.64 16,730.70 17,148.97 17,577.70 18,017.14 18,467.57 18,929.26 19,402.49 RECREATION AND HUMAN SERVICES DIRECTOR 7/6/2026 14,091.72 14,444.01 14,805.11 15,175.24 15,554.62 15,943.49 16,342.08 16,750.63 17,169.39 17,598.63 LIBRARY DIRECTOR 7/6/2026 14,091.72 14,444.01 14,805.11 15,175.24 15,554.62 15,943.49 16,342.08 16,750.63 17,169.39 17,598.63 CITY OF GLENDORAELECTED CITY COUNCILSALARY SCHEDULE Revised 6/6/2026POSITION TITLE EFFECTIVE Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10CITY COUNCIL 12/9/2024 1,600.00 Approximate Monthly
APPROXIMATE MONTHLY
A PUBLIC HEARING TO CONSIDER RESOLUTIONS ADOPTING THE BUDGET FOR THE CITY OF GLENDORA FOR FISCAL YEAR 2026-27, ADOPTING THE INVESTMENT POLICY FOR FISCAL YEAR 2026-27, DELEGATING INVESTMENT
AUTHORITY, AND DETERMINING AND ESTABLISHING THE GANN
APPROPRIATIONS LIMIT FOR FISCAL YEAR 2026-27
FINANCE DEPARTMENT
JUNE 9, 2026
KYLE JOHNSON, FINANCE DIRECTOR
RECOGNITION
STRATEGIC PLAN FOCUS
Strategic goals and objectives are linked using goals,
outcomes, and/or actions in the strategic plan document
MID-CYCLE BUDGET
FY2027
The Mid-Cycle Budget continues to the efforts started with the FY 2025-2027 Adopted TwoYear Budget addressing quality of life, infrastructure, public safety, and fiscal health.
Notable Updates:
• Ongoing evolution of the Community Impact Team and modern policing approach. • Adding 1 Police Officer and 1 Sergeant
• Amended 5-Year Capital Improvement Plan
• Streets (New project, funded by federal grant award)
• FY 2026-27 CDBG Curb Improvement Project ($317,319)
• HSIP Cycle 12 Traffic Signal Modifications ($2,074,590) • Requires $1.1 million in city match.
• Using existing Annual Traffic Signal Maintenance CIP in Measure R. • Streets & Water
• Live Oak Street and Water Improvements ($2,016,800)
• Moved forward to FY 2027 from FY 2028 and FY 2029.
ALL FUND TYPES – OVERVIEW – FISCAL YEAR 2026-27
Fund Type
Estimated
Available
Balance
FY 2027
Estimated
Revenue
FY 2027
Estimated
Expenditures
Projected
Available
Balance
General Fund 18,998,404 45,900,004 45,730,851 19,167,557 Measures E/Z 1,563,750 11,704,000 11,042,644 2,225,105
Pension Stabilization 14,293,539 206,000 - 14,499,539
GUSD JUA - 1,100,400 1,100,400 -
Special Revenue 15,211,090 34,810,418 33,461,579 16,559,929 Capital Projects 6,959,716 252,778 1,560,250 5,652,244
Debt Service 52,600 3,496,405 3,496,405 52,600
Enterprise Funds 23,289,974 34,906,175 37,655,789 20,540,360 Internal Service 6,068,708 12,047,324 12,257,085 5,858,947 Successor Agency 298,570 51,600 50,600 299,570
Grand Total 86,736,350 144,475,104 146,355,602 84,855,852
GENERAL FUND & MEASURES E/Z
Fund Type
Estimated
Available
Balance
FY 2027
Estimated
Revenue
FY 2027
Estimated
Expenditures
Projected
Available
Balance
General Fund 18,998,404 45,900,004 45,730,851 19,167,557 Measures E/Z 1,563,750 11,704,000 11,042,644 2,225,105
Grand Total 20,562,154 57,604,004 56,773,495 21,392,663 General Fund Notable Items:
• Decrease in Revenue and Expenditures is due to continued updated reporting between the General Fund and Measures E/Z.
• Revenue:
• Reduction in Transfers In.
• Expenditures:
• Program costs directly funded by Measures E/Z now reported in Measures E/Z.
Measures E/Z Provides the Community:
• PD: Funds 12 full-time Sworn Positions and 5 Professional Positions • Community Impact Team: transition towards a real-time crime center • CD: Staffing to address Economic Development & Housing Programs • PW: Streets and Parks/Trees/Landscaping Services
• LB: Library services for both youth and adults due to reduced grant funding. • RHS: Staffing and other resources to address homelessness • Transfers: General Fund Reserve Policy
GENERAL FUND & MEASURES E/Z
GENERAL FUND & MEASURE E/Z
FORECASTS
General Fund
• Shows the reliance of the General Fund on
Measures E/Z revenues to maintain
programs and activities.
Measures E/Z
• Updated transparency and tracking of the
programs and activities directly funded by
Measures E/Z.
Notes regarding the makeup and
assumptions for each line item are included
on each forecast.
GENERAL FUND FORECAST
FY 2024-25
ACTUAL
1 BEGINNING BALANCE 18,998,404 18,998,404 19,167,557 19,329,601 19,494,011 19,666,141
REVENUE
11 Transfers In-Measures E/Z 4,317,260 3,054,630 -29.2% 6,363,515 108.3% 3,586,613 17.4% 3,891,000 8.5% 3,750,000 -3.6% 3,445,000 -8.1% 3,415,000 -0.9% REVENUE TOTAL 46,879,371 43,678,310 -6.8% 48,231,485 10.4% 45,900,004 5.1% 46,553,500 1.4% 47,452,000 1.9% 48,166,000 1.5% 49,189,000 2.1%
EXPENDITURES
EXPENDITURE TOTAL 45,076,098 43,189,042 -4.2% 47,857,225 10.8% 45,730,851 5.9% 46,391,456 1.4% 47,287,590 1.9% 47,993,870 1.5% 48,963,445 2.0% 21 Net (Loss) 1,803,272 489,268 374,260 169,153 162,044 164,410 172,130 225,555 22 Ending Balance 19,372,664 45.0% 19,167,557 44.5% 19,329,601 42.5% 19,494,011 42.1% 19,666,141 41.7% 19,891,696 41.5%
PROJECTED
FY 2027-28 FY 2028-29
PROJECTED
FY 2030-31
PROJECTED
FY 2026-27 FY 2029-30
AMENDED ADOPTED PROPOSED PROJECTED
FY 2025-26 FY 2026-27
MEASURES E/Z FORECAST
FY 2024-25
ACTUAL
1 BEGINNING BALANCE 1,563,750 1,563,750 2,225,105 2,396,925 2,601,135 2,840,560
REVENUE
2 Transactions & Use Tax (E) $ 8,400,399 $ 8,700,000 3.6% $ 8,730,000 0.3% $ 8,782,000 0.9% $ 8,825,910 0.5% $ 8,852,400 0.3% $ 8,879,000 0.3% $ 8,905,600 0.3% 3 Transactions & Use Tax (Z) 672,641 2,700,000 0.0% $ 2,710,000 0.4% 2,815,000 4.3% 2,829,075 0.5% 2,840,400 0.4% 2,851,800 0.4% 2,863,200 0.4% 4 Interest 363,419 107,000 -70.6% 107,000 0.0% 107,000 0.0% 108,000 0.9% 109,000 0.9% 110,000 0.9% 111,000 0.9% REVENUE TOTAL $ 9,436,459 $11,507,000 21.9% $11,547,000 0.3% $11,704,000 1.7% $ 11,762,985 0.5% $ 11,801,800 0.3% $ 11,840,800 0.3% $ 11,879,800 0.3%
EXPENDITURES
5 Salaries 1,497,019 2,815,580 88.1% 1,947,559 -30.8% 3,025,180 7.4% 3,245,380 7.3% 3,351,000 3.3% 3,460,000 3.3% 3,572,000 3.2% 6 Retirement 212,324 492,454 131.9% 381,676 -22.5% 647,494 31.5% 692,893 7.0% 714,000 3.0% 736,000 3.1% 758,000 3.0% 7 Other Benefits 310,071 629,767 103.1% 425,522 -32.4% 717,793 14.0% 773,627 7.8% 797,000 3.0% 821,000 3.0% 846,000 3.0% 8 Operations & Maintenance 28,003 1,607,191 5639.3% 490,900 -69.5% 1,715,016 6.7% 1,766,000 3.0% 1,819,000 3.0% 1,874,000 3.0% 1,930,000 3.0% 9 Transfers Out-GF 4,317,260 3,014,630 -30.2% 6,363,515 111.1% 3,586,613 19.0% 3,891,000 8.5% 3,750,000 -3.6% 3,445,000 -8.1% 3,415,000 -0.9% 10 Transfers Out-GUSD 171,458 294,500 71.8% 282,600 -4.0% 288,600 -2.0% 277,000 -4.0% 266,000 -4.0% 266,000 0.0% 266,000 0.0% 11 Transfers Out-POB 376,085 370,955 -1.4% 371,865 0.2% 559,170 50.7% 558,940 0.0% 559,015 0.0% 559,375 0.1% 559,190 0.0% 12 Transfers Out-CIP 1,262,119 518,173 -58.9% 252,778 -51.2% 252,778 -51.2% 195,325 -22.7% 161,575 -17.3% 200,000 23.8% 150,000 -25.0% 13 Transfers Out-Pension Fund 757,271 120,000 -84.2% 150,000 25.0% 150,000 25.0% 115,000 -23.3% 100,000 -13.0% 120,000 20.0% 90,000 -25.0% 14 Transfers Out-OPEB 115 Trust 252,424 40,000 -84.2% 50,000 25.0% 50,000 25.0% 38,000 -24.0% 40,000 5.3% 60,000 50.0% 30,000 -50.0% 15 Transfers Out-Internal Svc 252,424 40,000 -84.2% 50,000 25.0% 50,000 25.0% 38,000 -24.0% 40,000 5.3% 60,000 50.0% 30,000 -50.0% 16 Capital Outlay/Projects - - 0% - 0.0% 0.0% - 0.0% 0.0% - 0.0% - 0.0% EXPENDITURE TOTAL $ 9,436,459 $ 9,943,250 5.4% $10,766,415 8.3% $11,042,644 11.1% $ 11,591,165 5.0% $ 11,597,590 0.1% $ 11,601,375 0.0% $ 11,646,190 0.4% 16 Net (Loss) - 1,563,750 780,585 661,356 171,820 204,210 239,425 233,610 17 ENDING BALANCE $ 2,344,335 $ 2,225,105 $ 2,396,925 $ 2,601,135 $ 2,840,560 $ 3,074,170 FY 2025-26 FY 2026-27 FY2027-28 FY2028-29 FY2029-30
PROPROSED PROJECTED PROJECTED
FY 2026-27
AMENDED ADOPTED PROJECTED
FY2030-31
PROJECTED
GENERAL FUND & MEASURES E/Z
CHALLENGES
• Infrastructure needs (deferred maintenance)
• Inflationary Economy, Shifting Federal Policies
• State and Federal Mandates
• CalPERS
OTHER FUNDS – OVERVIEW – FISCAL YEAR 2026-27
Fund Type
Estimated
Available
Balance
FY 2027
Estimated
Revenue
FY 2027
Estimated
Expenditures
Projected
Available
Balance
Special Revenue 15,211,090 34,810,418 33,461,579 16,559,929 Capital Projects 6,959,716 252,778 1,560,250 5,652,244
Debt Service 52,600 3,496,405 3,496,405 52,600
Enterprise Funds 23,289,974 34,906,175 37,655,789 20,540,360 Internal Service 6,068,708 12,047,324 12,257,085 5,858,947 Successor Agency 298,570 51,600 50,600 299,570
Grand Total 51,880,657 85,564,700 88,481,707 48,963,651
OTHER FUNDS
Special Revenue Funds
• Restricted Sources: Local Return, Gas Tax, Assessment Districts • Grant Awards: CDBG, Friends Foundation, HSIP Cycle 12. • Capital Outlay: Parks, Stormwater and Streets Improvements Capital Projects Funds
• CIP projects for Facilities, Parks, Streets – Downtown Parking Lot, Gladstone Park Pickleball, Wayfinding Signs.
Enterprise Funds
• Focused efforts on operations and services for street repairs related to pipeline repairs. • CIP Projects increases for Water, Facilities, Streets: Cypress & Live Oak Water and Street projects.
Internal Services Funds
• Liability Insurance ongoing efforts procuring affordable insurance programs to stabilize premiums.
WATER OPERATIONS FORECAST
FY 2024-25
FUND 501 - OPERATIONS ACTUAL
BEGINNING BALANCE $ 11,387,941 $ 11,387,941 $ 11,461,768 $ 11,492,100 $ 11,504,136 $ 11,579,636
REVENUE
1 Meter Connection 9,096,357 10,970,000 20.6% 11,300,000 3.0% 11,300,000 0.0% 11,413,000 1.0% 11,470,000 0.5% 11,527,000 0.5% 11,585,000 0.5% 2 Consumption 9,605,321 15,500,000 61.4% 14,900,000 -3.9% 14,900,000 0.0% 15,049,000 1.0% 15,124,000 0.5% 15,200,000 0.5% 15,276,000 0.5% 3 Elevation 3,933,987 2,600,000 -33.9% 3,670,000 41.2% 3,670,000 0.0% 3,706,700 1.0% 3,744,000 1.0% 3,781,000 1.0% 3,819,000 1.0% 4 Other Water Service Charges 441,337 316,675 -28.2% 316,675 0.0% 316,675 0.0% 316,675 0.0% 317,000 0.1% 317,000 0.0% 317,000 0.0% 5 Sales to Other Water Co 64,323 92,500 43.8% 92,500 0.0% 92,500 0.0% 92,500 0.0% 92,500 0.0% 92,500 0.0% 92,500 0.0% 6 Misc Revenues/Interest 926,672 298,000 -67.8% 298,000 0.0% 298,000 0.0% 298,894 0.3% 300,000 0.4% 301,000 0.3% 302,000 0.3% REVENUE TOTAL 24,067,998 29,777,175 23.7% 30,577,175 2.7% 30,577,175 0.0% 30,876,769 1.0% 31,047,500 0.6% 31,218,500 0.6% 31,391,500 0.6%
EXPENDITURES
7 Production 4,094,362 5,211,165 27.3% 5,270,823 1.1% 5,283,303 0.2% 5,336,136 1.0% 5,389,498 1.0% 5,416,000 0.5% 5,470,000 1.0% 8 Transmission/Distribution 3,275,562 3,959,940 20.9% 4,095,428 3.4% 4,107,908 0.3% 3,784,599 -7.9% 3,828,969 1.2% 3,867,000 1.0% 3,917,000 1.3% 9 Elevation (Pumping Expenses) 1,610,176 1,837,500 14.1% 1,837,500 0.0% 1,837,500 0.0% 1,837,500 0.0% 1,837,500 0.0% 1,838,000 0.0% 1,847,000 0.5% 10 Water Customer Service 1,192,546 830,363 -30.4% 800,564 -3.6% 813,044 1.6% 689,505 -15.2% 699,795 1.5% 703,000 0.5% 707,000 0.6% 11 Water Administration 2,231,689 3,060,362 37.1% 3,442,899 12.5% 3,442,899 0.0% 2,475,576 -28.1% 2,660,668 7.5% 2,669,000 0.3% 2,677,000 0.3% 12 Support 2,802,609 3,478,053 24.1% 3,665,228 5.4% 3,630,972 -0.9% 4,487,553 23.6% 4,533,407 1.0% 4,547,000 0.3% 4,561,000 0.3% 13 Water Conservation 586,492 1,251,653 113.4% 1,307,452 4.5% 1,307,452 0.0% 1,130,667 -13.5% 1,146,630 1.4% 1,158,000 1.0% 1,170,000 1.0% 14 Debt Service 2,427,487 3,839,300 58.2% 5,971,760 55.5% 5,971,760 0.0% 5,238,487 -12.3% 4,604,913 -12.1% 4,611,000 0.1% 4,691,000 1.7% 15 Transfer Out - Capital Fund 6,000,000 3,365,400 -43.9% 3,055,000 -9.2% 4,055,000 32.7% 5,830,000 43.8% 6,330,000 8.6% 6,330,000 0.0% 6,000,000 -5.2% 16 Transfer Out - Energy & Others 43,449 51,180 17.8% 53,510 4.6% 53,510 0.0% 36,414 -31.9% 4,084 -88.8% 4,000 -2.1% 4,000 0.0% EXPENDITURE TOTAL 24,264,371 26,884,916 10.8% 29,500,164 9.7% 30,503,348 3.4% 30,846,437 1.1% 31,035,464 0.6% 31,143,000 0.3% 31,044,000 -0.3% Operations Net (Loss) (196,374) 2,892,259 1,077,011 73,827 30,332 12,036 75,500 347,500 17 ENDING BALANCE 12,464,952 47.2% 11,461,768 43.4% 11,492,100 46.0% 11,504,136 46.6% 11,579,636 46.7% 11,927,136 47.6% FY2030-31
ADOPTED PROJECTED PROJECTED
FY 2026-27 FY 2026-27 FY2029-30
PROPOSED
FY2028-29
PROJECTED
FY 2027-28
PROJECTED
FY 2025-26
AMENDED
WATER CAPITAL FORECAST
FY 2024-25
FUND 502 - CAPITAL PROJECTS ACTUAL
BEGINNING BALANCE $ 11,902,033 $ 11,902,033 $ 9,078,592 $ 2,445,857 $ 3,962,687 $ 4,732,577
REVENUE
18 Transfer In - Operating Fund 6,000,000 3,365,400 -43.9% 3,055,000 -9.2% 4,055,000 32.7% 5,830,000 43.8% 6,330,000 8.6% 6,330,000 0.0% 6,000,000 -5.2% 19 Development Fees/Other 801,345 274,000 -65.8% 274,000 0.0% 274,000 0.0% 267,300 -2.4% 270,000 1.0% 271,000 0.4% 269,000 -0.7% 20 Infrastructure Revenue Bond - 15,000,000 0.0% - -100.0% - 0% - 0% - 0% - 0% - 0% REVENUE TOTAL 6,801,345 18,639,400 0.0% 3,329,000 -82.1% 4,329,000 30.0% 6,097,300 40.8% 6,600,000 8.2% 6,601,000 0.0% 6,269,000 -5.0%
EXPENDITURES
21 Capital Projects 3,335,904 21,927,244 557.3% 5,740,681 -73.8% 7,152,441 24.6% 12,730,035 78.0% 5,083,170 -60.1% 5,831,110 14.7% 6,000,000 2.9% EXPENDITURE TOTAL 3,335,904 21,927,244 557.3% 5,740,681 -73.8% 7,152,441 24.6% 12,730,035 78.0% 5,083,170 -60.1% 5,831,110 14.7% 6,000,000 2.9% Capital Projects Net (Loss) 3,465,440 (3,287,844) (2,411,681) (2,823,441) (6,632,735) 1,516,830 769,890 269,000 22 ENDING BALANCE $ 9,490,352 $ 9,078,592 $ 2,445,857 $ 3,962,687 $ 4,732,577 $ 5,001,577 FY2030-31
AMENDED PROPOSED PROJECTED PROJECTED
FY 2026-27 FY 2026-27 FY 2027-28 FY2028-29 FY2029-30
ADOPTED PROJECTED PROJECTED
FY 2025-26
AUTHORIZED FTES BY
DEPARTMENT
Department FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
City Clerk 7.00 7.00 7.00 7.00 7.00
City Manager 3.00 4.00 4.00 4.00 4.00
Information Technology 4.00 4.00 4.00 4.00 4.00
Administrative Services 18.00 17.00 17.00 17.50 16.50
Public Safety 96.75 98.75 99.40 100.40 102.40
Community Development 18.20 19.20 19.20 18.00 18.00
Public Works 68.50 68.50 69.00 64.00 64.00
Library 20.30 20.30 20.30 20.30 20.30
Recreation & Human Services 23.10 26.40 29.75 30.80 31.20 Total 258.85 265.15 269.65 266.00 267.40
AUTHORIZED FTES RECONCILIATION
CAPITAL IMPROVEMENT PROJECTS
SUMMARY OF PROJECTS BY FUND
Fund FY 2026/27
211-Park & Rec Development -
232-Prop C Transit 1,093,935
233-Measure R Transpt. 2009 533,318
234-Measure M 670,125
240 Measure A-Parks -
250-Measure W 200,000
251-Stormwater Investment 17,017,018
256-Road Maintenance Repair 1,310,540
257-Surface Trans. Prog-Stlp -
280-Grants 3,162,744
285-Community Dev Block Grant 317,319
291-Highwy Safety Improv Grnt 2,074,590
292-Highway Bridge Repl Prog -
301-Capital Projects 1,060,250
502-Water Capital Projects 6,362,135
Grand Total 33,801,874
GANN LIMIT
I Appropriations Limit
Prior Year, 2025-26 Adopted Limit $ 183,873,743
Change Factors:
Change in City of Glendora Population (Note 1) 0.9987
Change in Per Capita Income (Note 2) x 1.0495 1.0481
Current Year, 2026-27 Appropriations Limit $ 192,724,625 II Appropriations Subject to Limit
Projected 2026-27 Revenues, General Fund & Measures E/Z $ 53,910,391 III Amount Over/(Under) Limit (I - II) $ (138,814,234)
IV Total City Appropriations as a % of Limit 27.97%
Note 1: Change in the City of Glendora's growth of -0.13%, exceeded the County of Los Angeles population growth, -0.64%. Total City population as of January 1, 2026 is 51,232.
Note 2: Change in California per capita income, 4.95% provided by the State of California.
APPROPRIATIONS LIMIT CALCULATION FOR FISCAL YEAR 2026-27
INVESTMENT POLICY
The changes to the policy stem from legislative updates and review notes from the California Municipal Treasurers Investment Policy Certification Program. • Staff reviewed the 2026 Local Agency Investment Guidelines (LAIG) and made the following updates to the City's policy:
• Added language for SB 827 fiscal training and conflict of interest requirements as related to City investments,
• Addressed existing authorized investments not currently listed in the policy (Placement Service Deposits, Placement Services Certificates of Deposit, Collateralized Bank Deposits, and Mortgage Pass-Through and Asset-Backed Securities),
• Updated language for eligible commercial paper investments.
Safety then liquidity then yield are the order of priority the City follows when evaluating potential investments and analyzing the City's existing investments.
NEXT STEPS
• Budget in Brief
• Budget by Numbers
RECOMMENDATIONS:
1. ADOPT A JOINT RESOLUTION ENTITLED, "A JOINT RESOLUTION OF THE CITY COUNCIL, SUCCESSOR AGENCY, HOUSING
AUTHORITY AND PUBLIC FINANCING AUTHORITY OF THE CITY OF GLENDORA, CALIFORNIA, ADOPTING THE BUDGET FOR THE CITY OF GLENDORA FOR FISCAL YEAR BEGINNING JULY 1, 2026 AND ENDING JUNE 30, 2027;"
2. ADOPT A CITY COUNCIL RESOLUTION ENTITLED, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDORA, CALIFORNIA, DETERMINING AND ESTABLISHING GANN APPROPRIATIONS LIMIT FOR FISCAL YEAR 2026-27 IN ACCORDANCE WITH ARTICLE XIII B OF THE CALIFORNIA CONSTITUTIONS AND GOVERNMENT CODE SECTION 7910;”
3. ADOPT A JOINT RESOLUTION ENTITLED, “A RESOLUTION OF THE CITY COUNCIL AND SUCCESSOR AGENCY OF THE CITY OF
GLENDORA, CALIFORNIA, ADOPTING THE ANNUAL STATEMENT OF INVESTMENT POLICY FOR THE FISCAL YEAR BEGINNING JULY 1, 2026 AND ENDING JUNE 30, 2027;”
4. ADOPT A JOINT RESOLUTION ENTITLED, “A RESOLUTION OF THE CITY COUNCIL AND SUCCESSOR AGENCY OF THE CITY OF GLENDORA, CALIFORNIA, DELEGATING THE CITY INVESTMENT AUTHORITY TO THE CITY TREASURER;” AND
5. ADOPT A CITY COUNCIL RESOLUTION ENTITLED, "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDORA,
CALIFORNIA, APPROVING AN AMENDMENT TO THE AUTHORIZED POSITION CONTROL LISTING AND THE CLASSIFICATION AND COMPENSATION PLAN FOR THE CITY OF GLENDORA."
CITY OF GLENDORA
GENERAL FUND MULTI-YEAR FINANCIAL FORECAST
FY 2024-25
ACTUAL
1 BEGINNING BALANCE 18,998,404 18,998,404 19,167,557 19,329,601 19,494,011 19,666,141
REVENUE
2 Property Taxes 17,809,683 $ 18,628,000 $ 4.6% 19,617,500 $ 5.3% 19,798,500 $ 6.3% 20,007,500 1.1% 20,808,000 4.0% 21,640,000 4.0% 22,506,000 4.0%3 Sales Tax 11,252,922 11,300,000 0.4% 11,600,000 2.7% 11,761,771 4.1% 11,800,000 0.3% 11,977,000 1.5% 12,091,000 1.0% 12,206,000 1.0%4 Other Taxes 4,157,416 3,926,290 -5.6% 3,941,290 0.4% 3,941,290 0.4% 3,981,000 1.0% 3,981,000 0.0% 3,981,000 0.0% 3,981,000 0.0%5 Licenses & Permits 1,639,306 1,417,380 -13.5% 1,417,380 0.0% 1,502,380 6.0% 1,517,000 1.0% 1,532,000 1.0% 1,547,000 1.0% 1,562,000 1.0%6 Fines & Forfeitures 424,157 355,000 -16.3% 355,000 0.0% 355,000 0.0% 355,000 0.0% 355,000 0.0% 355,000 0.0% 355,000 0.0%7 Rents & Interest 3,153,515 2,022,570 -35.9% 2,037,570 0.7% 2,105,570 4.1% 2,116,000 0.5% 2,120,000 0.2% 2,126,000 0.3% 2,130,000 0.2%8 Plan, Bldg & Eng 1,428,692 1,576,300 10.3% 1,501,300 -4.8% 1,475,950 -6.4% 1,520,000 3.0% 1,566,000 3.0% 1,613,000 3.0% 1,661,000 3.0%9 Admin, Recreation & Library 1,142,628 1,010,440 -11.6% 995,230 -1.5% 1,020,230 1.0% 1,025,000 0.5% 1,030,000 0.5% 1,035,000 0.5% 1,040,000 0.5% 10 Miscellaneous 1,553,792 387,700 -75.0% 402,700 3.9% 352,700 -9.0% 341,000 -3.3% 333,000 -2.3% 333,000 0.0% 333,000 0.0%11 Transfers In-Measures E/Z 4,317,260 3,054,630 -29.2% 6,363,515 108.3% 3,586,613 17.4% 3,891,000 8.5% 3,750,000 -3.6% 3,445,000 -8.1% 3,415,000 -0.9% REVENUE TOTAL 46,879,371 43,678,310 -6.8% 48,231,485 10.4% 45,900,004 5.1% 46,553,500 1.4% 47,452,000 1.9% 48,166,000 1.5% 49,189,000 2.1%
EXPENDITURES
12 Salaries 18,705,511 16,756,659 -10.4% 19,279,542 15.1% 18,842,964 12.5% 19,414,000 3.0% 19,996,000 3.0% 20,596,000 3.0% 21,214,000 3.0%13 Retirement 2,712,353 2,861,278 5.5% 3,504,222 22.5% 3,237,005 13.1% 3,334,000 3.0% 3,434,000 3.0% 3,537,000 3.0% 3,643,000 3.0%14 Other Benefits 3,574,922 3,908,934 9.3% 4,200,539 7.5% 3,936,219 0.7% 3,976,000 1.0% 4,016,000 1.0% 4,056,000 1.0% 4,097,000 1.0%15 Operations & Maintenance 9,143,992 9,036,701 -1.2% 9,913,076 9.7% 8,903,315 -1.5% 8,948,000 0.5% 8,993,000 0.5% 9,038,000 0.5% 9,083,000 0.5%16 Allocation - Internal Svc 5,735,215 5,517,338 -3.8% 5,758,975 4.4% 5,758,975 4.4% 5,788,000 0.5% 5,817,000 0.5% 5,846,000 0.5% 5,875,000 0.5%17 Allocation - Insurance 2,043,522 2,046,812 0.2% 2,060,917 0.7% 2,060,917 0.7% 2,071,000 0.5% 2,081,000 0.5% 2,091,000 0.5% 2,101,000 0.5%18 Elections 134,777 11,900 -91.2% 90,400 659.7% 106,400 794.1% 8,000 -92.5% 130,500 1531.3% 8,000 -93.9% 130,500 1531.3%19 Transfers Out-POB 2,948,175 2,953,460 0.2% 2,950,355 -0.1% 2,785,855 -5.7% 2,784,710 0.0% 2,785,090 0.0% 2,786,870 0.1% 2,784,945 -0.1%20 Transfers Out-Other 77,632 95,960 23.6% 99,200 3.4% 99,200 3.4% 67,746 -31.7% 35,000 -48.3% 35,000 0.0% 35,000 0.0% EXPENDITURE TOTAL 45,076,098 43,189,042 -4.2% 47,857,225 10.8% 45,730,851 5.9% 46,391,456 1.4% 47,287,590 1.9% 47,993,870 1.5% 48,963,445 2.0% 21 Net (Loss) 1,803,272 489,268 374,260 169,153 162,044 164,410 172,130 225,55522 Ending Balance 19,372,664 45.0% 19,167,557 44.5% 19,329,601 42.5% 19,494,011 42.1% 19,666,141 41.7% 19,891,696 41.5% NOTES:
2 Numbers from consultant indicate steady increases in property tax. 3 Steady nominal increases anticipated by City Sales Tax consultant.4 Franchise Fees are projected to remain relatively consistent with programmed increases for Refuse. Business License & TOT are projected to remain consistent. 5,6 The revenues are projected to be relatively consistent with some programmatic increases anticipated for Licenses & Permits related to the Citywide Fee Study and enhanced parking enforcement tools. 7 Rental activity has stabilized and the City's investments are trending in a positive direction. FY26 and beyond, interest earnings are relatively stable as the current/future interest rate environment is uncertain.8 Development has continued and steady increases are projected with the citywide fee study. The current economic and insurance environments create uncertainty around future development.9 FY26 & Beyond expected to be consistent. Primary components of this line are Recreation contract classes and programs. 1011
12,13,14
15 16,17 These costs are related to internal services funds. Fluctuation due to capital outlay needs in Information Technology and City Fleet. Assumes City achieves insurance savings with change in SIR approach. 18 The City holds elections in November of even calendar years. 19,20 Includes debt service payment for the 2019 POBs, lease pmts on the energy efficiency projects & Landscape Maintenance Fund subsidy. 21 Amount required from the operating results to maintain 30%-45% contingency reserve.
For FY25 this amount also reflects adding to the fund balance reserve for the GUSD Pool Contribution Reserve ($450K), for unspent encumbrances carried into and spent in FY26 ($610K), and the OPEB Reserve ($252K). 22 The City's General Fund Reserve Policy is a minimum of 30% to maximum of 45% of prior year operational expenditures.
The Contingency Reserve Contribution is added to the beginning available balance to reach the ending available balance.
Salaries/Benefits/Retirement for FY26 include ongoing costs of the recent realignments and the General Fund/Measure E/Z transparency enhancement to better report on Measures E/Z funded programs. Additionally the General Fund vacancy factor has been reduced from $1.4 million to $650 thousand as the City has been able to retain and attract employees resulting in fewer vacant positions. The vacancy factor has also been allocated between the General Fund and Measures E/Z to more accurately reflect the experience of both funds.
FY 2030-31
PROJECTED
FY25 DOF approved $200K, FY26 $100K for ROPS, and FY27 $50K for ROPS administrative amount. Assumes $50K FY28 and beyond. FY25 Includes one-time adjustment for Gold Line police services overtime reimbursement.Includes updates to report more services directly in Measures E/Z. Future years assumptions include additional use of contracted services to maintain service levels.
FY 2026-27 FY 2029-30
AMENDED ADOPTED
Based on actual results at the end of the fiscal year to represent the "subsidy" amount from Measures E/Z to balance the General Fund and meet the contingency reserve requirements.If there are savings in the General Fund this will result in a "subsidy" less than the amount projected to cover budgeted expenditures).Expenditures have been updated to reflect services paid for by Measures E/Z directly in Measures E/Z and to reduce the transfer to the General Fund.
PROPOSED PROJECTED
FY 2025-26 FY 2027-28 FY 2028-29 FY 2026-27
PROJECTED PROJECTED
CITY OF GLENDORA
MEASURES E/Z MULTI-YEAR FINANCIAL FORECAST
A
FY 2024-25
ACTUAL
1 BEGINNING BALANCE 1,563,750 1,563,750 2,225,105 2,396,925 2,601,135 2,840,560
REVENUE
2 Transactions & Use Tax (E) 8,400,399 $ 8,700,000 $ 3.6% 8,730,000 $ 0.3% 8,782,000 $ 0.9% 8,825,910 $ 0.5% 8,852,400 $ 0.3% 8,879,000 $ 0.3% 8,905,600 $ 0.3%3 Transactions & Use Tax (Z) 672,641 2,700,000 0.0% 2,710,000 $ 0.4% 2,815,000 4.3% 2,829,075 0.5% 2,840,400 0.4% 2,851,800 0.4% 2,863,200 0.4%4 Interest 363,419 107,000 -70.6% 107,000 0.0% 107,000 0.0% 108,000 0.9% 109,000 0.9% 110,000 0.9% 111,000 0.9% REVENUE TOTAL 9,436,459 $ 11,507,000 $ 21.9% 11,547,000 $ 0.3% 11,704,000 $ 1.7% 11,762,985 $ 0.5% 11,801,800 $ 0.3% 11,840,800 $ 0.3% 11,879,800 $ 0.3%
EXPENDITURES
5 Salaries 1,497,019 2,815,580 88.1% 1,947,559 -30.8% 3,025,180 7.4% 3,245,380 7.3% 3,351,000 3.3% 3,460,000 3.3% 3,572,000 3.2%6 Retirement 212,324 492,454 131.9% 381,676 -22.5% 647,494 31.5% 692,893 7.0% 714,000 3.0% 736,000 3.1% 758,000 3.0%7 Other Benefits 310,071 629,767 103.1% 425,522 -32.4% 717,793 14.0% 773,627 7.8% 797,000 3.0% 821,000 3.0% 846,000 3.0%8 Operations & Maintenance 28,003 1,607,191 5639.3% 490,900 -69.5% 1,715,016 6.7% 1,766,000 3.0% 1,819,000 3.0% 1,874,000 3.0% 1,930,000 3.0%9 Transfers Out-GF 4,317,260 3,014,630 -30.2% 6,363,515 111.1% 3,586,613 19.0% 3,891,000 8.5% 3,750,000 -3.6% 3,445,000 -8.1% 3,415,000 -0.9% 10 Transfers Out-GUSD 171,458 294,500 71.8% 282,600 -4.0% 288,600 -2.0% 277,000 -4.0% 266,000 -4.0% 266,000 0.0% 266,000 0.0%11 Transfers Out-POB 376,085 370,955 -1.4% 371,865 0.2% 559,170 50.7% 558,940 0.0% 559,015 0.0% 559,375 0.1% 559,190 0.0%12 Transfers Out-CIP 1,262,119 518,173 -58.9% 252,778 -51.2% 252,778 -51.2% 195,325 -22.7% 161,575 -17.3% 200,000 23.8% 150,000 -25.0%13 Transfers Out-Pension Fund 757,271 120,000 -84.2% 150,000 25.0% 150,000 25.0% 115,000 -23.3% 100,000 -13.0% 120,000 20.0% 90,000 -25.0%14 Transfers Out-OPEB 115 Trust 252,424 40,000 -84.2% 50,000 25.0% 50,000 25.0% 38,000 -24.0% 40,000 5.3% 60,000 50.0% 30,000 -50.0%15 Transfers Out-Internal Svc 252,424 40,000 -84.2% 50,000 25.0% 50,000 25.0% 38,000 -24.0% 40,000 5.3% 60,000 50.0% 30,000 -50.0% EXPENDITURE TOTAL 9,436,459 $ 9,943,250 $ 5.4% 10,766,415 $ 8.3% 11,042,644 $ 11.1% 11,591,165 $ 5.0% 11,597,590 $ 0.1% 11,601,375 $ 0.0% 11,646,190 $ 0.4% 16 Net (Loss) 1,563,750 - 780,585 661,356 171,820 204,210 239,425 233,61017 ENDING BALANCE 2,344,335 $ 2,225,105 $ 2,396,925 $ 2,601,135 $ 2,840,560 $ 3,074,170 $ NOTES:
2,3 Steady nominal increases anticipated by City Sales Tax consultant. 4 FY26 and beyond, interest earnings are relatively stable as the current/future interest rate environment is uncertain. 5,6,7
89 Transfer maintaining General Fund services and meeting contingency reserve policy limits. Includes updates to report more services directly in Measures E/Z. 10 Transfer for cost offset of GUSD JUA for police department provided services. 11 Transfer for fairshare of pension obligation bond debt service cost. 12,1314,15
50% to the Capital Projects Fund, 30% to the PERS Rate Stabilization Fund, 10% to OPEB Section 115 Trust (held in General Fund) and 10% to Internal Service Funds.
Forecast is based on budgeted amounts and may fluctuate with actual results as of June 30.
Assumes amounts available for capital projects, pension reserve and internal service funds are moved to those funds in accordance with the Reserve Policy G
FY2030-31
PROJECTED
Salaries/Benefits/Retirement for FY26 include ongoing costs of the recent realignments and the General Fund/Measure E/Z transparency enhancement to better report on Measures E/Z funded programs. FY28 includes the addition of 1 Police Officer to the Community Impact Team as considered by Council with the FY2025-27 Two-Year Budget Adoption. In addition, starting with FY27 Measures E/Z includes a vacancy factor adjustment, an estimated reduction in the personnel budget for unfilled positions, in the amount of $300 thousand.Includes $413K for Homelessness Progams for FY 2026 and beyond. City staff is actively looking for grants to recover these anticipated costs. Also Includes Measures E/Z funding priorities set by Council at June 3, 2025 Budget Workshop for additional consulting services for affordable housing.
B1 D E F C G
The City has taken a more active approach to budgeting for the reserve policy that provides funding for capital projects, pension stabilization, subsidies for internal service funds, and OPEB 115 Trust. These transfers may be updated based on actual results at the end of the fiscal year.
FY 2025-26 FY 2026-27 FY2027-28 FY2028-29 FY2029-30
PROPROSED PROJECTED PROJECTED
FY 2026-27
AMENDED ADOPTED PROJECTED
CITY OF GLENDORA
WATER FUNDS MULTI-YEAR BUDGET PROJECTION
A
FY 2024-25
FUND 501 - OPERATIONS ACTUAL
BEGINNING BALANCE 11,387,941 $ 11,387,941 $ 11,461,768 $ 11,492,100 $ 11,504,13 $ 11,579,63 6 $ 6
REVENUE
1 Meter Connection 9,096,357 10,970,000 20.6% 11,300,000 3.0% 11,300,000 0.0% 11,413,000 1.0% 11,470,000 0.5% 11,527,000 0.5% 11,585,000 0.5% 2 Consumption 9,605,321 15,500,000 61.4% 14,900,000 -3.9% 14,900,000 0.0% 15,049,000 1.0% 15,124,000 0.5% 15,200,000 0.5% 15,276,000 0.5% 3 Elevation 3,933,987 2,600,000 -33.9% 3,670,000 41.2% 3,670,000 0.0% 3,706,700 1.0% 3,744,000 1.0% 3,781,000 1.0% 3,819,000 1.0% 4 Other Water Service Charges 441,337 316,675 -28.2% 316,675 0.0% 316,675 0.0% 316,675 0.0% 317,000 0.1% 317,000 0.0% 317,000 0.0% 5 Sales to Other Water Co 64,323 92,500 43.8% 92,500 0.0% 92,500 0.0% 92,500 0.0% 92,500 0.0% 92,500 0.0% 92,500 0.0% 6 Misc Revenues/Interest 298,000 926,672 -67.8% 298,000 0.0% 298,000 0.0% 298,894 0.3% 300,000 0.4% 301,000 0.3% 302,000 0.3% REVENUE TOTAL 24,067,998 29,777,175 23.7% 30,577,175 2.7% 30,577,175 0.0% 30,876,769 1.0% 31,047,500 0.6% 31,218,500 0.6% 31,391,500 0.6%
EXPENDITURES
7 Production 4,094,362 5,211,165 27.3% 5,270,823 1.1% 5,283,303 0.2% 5,336,136 1.0% 5,389,498 1.0% 5,416,000 0.5% 5,470,000 1.0% 8 Transmission/Distribution 3,275,562 3,959,940 20.9% 4,095,428 3.4% 4,107,908 0.3% 3,784,599 -7.9% 3,828,969 1.2% 3,867,000 1.0% 3,917,000 1.3% 9 Elevation (Pumping Expenses) 1,837,500 1,610,176 14.1% 1,837,500 0.0% 1,837,500 0.0% 1,837,500 0.0% 1,837,500 0.0% 1,838,000 0.0% 1,847,000 0.5% 10 Water Customer Service 1,192,546 830,363 -30.4% 800,564 -3.6% 813,044 1.6% 689,505 -15.2% 699,795 1.5% 703,000 0.5% 707,000 0.6% 11 Water Administration 2,231,689 3,060,362 37.1% 3,442,899 12.5% 3,442,899 0.0% 2,475,576 -28.1% 2,660,668 7.5% 2,669,000 0.3% 2,677,000 0.3% 12 Support 3,478,053 2,802,609 24.1% 3,665,228 5.4% 3,630,972 -0.9% 4,487,553 23.6% 4,533,407 1.0% 4,547,000 0.3% 4,561,000 0.3% 13 Water Conservation 586,492 1,251,653 113.4% 1,307,452 4.5% 1,307,452 0.0% 1,130,667 -13.5% 1,146,630 1.4% 1,158,000 1.0% 1,170,000 1.0% 14 Debt Service 2,427,487 3,839,300 58.2% 5,971,760 55.5% 5,971,760 0.0% 5,238,487 -12.3% 4,604,913 -12.1% 4,611,000 0.1% 4,691,000 1.7% 15 Transfer Out - Capital Fund 6,000,000 3,365,400 -43.9% 3,055,000 -9.2% 4,055,000 32.7% 5,830,000 43.8% 6,330,000 8.6% 6,330,000 0.0% 6,000,000 -5.2% 16 Transfer Out - Energy & Others 51,180 43,449 17.8% 53,510 4.6% 53,510 0.0% 36,414 -31.9% 4,084 -88.8% 4,000 -2.1% 4,000 0.0% EXPENDITURE TOTAL 24,264,371 26,884,916 10.8% 29,500,164 9.7% 30,503,348 3.4% 30,846,437 1.1% 31,035,464 0.6% 31,143,000 0.3% 31,044,000 -0.3% Operations Net (Loss) 2,892,259 (196,374) 1,077,011 73,827 30,332 12,036 75,500 347,500 17 ENDING BALANCE 12,464,952 47.2% 11,461,768 43.4% 11,492,100 46.0% 11,504,13 46.6% 11,579,63 6 46.7% 11,927,13 6 47.6% 6 FY 2024-25
FUND 502 - CAPITAL PROJECTS ACTUAL
BEGINNING BALANCE 11,902,033 $ 11,902,033 $ 9,078,592 $ 2,445,857 $ 3,962,687 $ 4,732,577 $
REVENUE
18 Transfer In - Operating Fund 3,365,400 6,000,000 -43.9% 3,055,000 -9.2% 4,055,000 32.7% 5,830,000 43.8% 6,330,000 8.6% 6,330,000 0.0% 6,000,000 -5.2% 19 Development Fees/Other 274,000 801,345 -65.8% 274,000 0.0% 274,000 0.0% 267,300 -2.4% 270,000 1.0% 271,000 0.4% 269,000 -0.7% 20 Infrastructure Revenue Bond 15,000,000 - 0.0% - -100.0% - 0% - 0% - 0% - 0% - 0% REVENUE TOTAL 6,801,34 18,639,400 5 0.0% 3,329,000 -82.1% 4,329,000 30.0% 6,097,300 40.8% 6,600,000 8.2% 6,601,000 0.0% 6,269,000 -5.0%
EXPENDITURES
21 Capital Projects 3,335,904 21,927,244 557.3% 5,740,681 -73.8% 7,152,441 24.6% 12,730,035 78.0% 5,083,170 -60.1% 5,831,110 14.7% 6,000,000 2.9% EXPENDITURE TOTAL 3,335,90 21,927,24 4 4 557.3% 5,740,681 -73.8% 7,152,441 24.6% 12,730,035 78.0% 5,083,170 -60.1% 5,831,110 14.7% 6,000,000 2.9% Capital Projects Net (Loss) (3,287,844 3,465,440 (2,411,681 ) (2,823,441 ) (6,632,735 ) 1,516,830 ) 769,890 269,000 22 ENDING BALANCE 9,490,352 $ 9,078,592 $ 2,445,857 $ 3,962,687 $ 4,732,577 $ 5,001,577 $ NOTES:
1,2 Rate Study Adopted December 2023 according to Infrastructure Assessment 3 Sales to other companies, depends on the water demand from other water company 4 Primarily interest earnings, forecasted conservatively due to uncertain interest rate environment7 Actuals show maintenance and operations savings. FY26 and beyond assume consistent budget, any actual savings may become available for the Capital Projects Fund 10 Water Customer Service shows re-alignment of personnel costs afterf FY25.11 Includes Vehicle Fund allocation of direct charge for vehicle purchases and indirect charges for maintenance and repairs12 Cost of water personnel, water assessments, cost of water conservation grant programs and costs related to the divisions supporting the water fund (i.e Finance, Human Resources, etc.)14 Debt Service includes the 2012 CSCDA Water Revenue Bonds, 2016 Water Revenue Bonds, 2019 Pension Obligation Bonds, and assumptions for new infrastructure bond issuance 15,18
16 Transfers for Citywide Energy Efficiency Project debt service & to LMD's to supplement zones17 Water Fund Reserves Policy (adopted by Resolution No. 2010-49) equal to the cost to fund operations for a six-month period 19 Primarily interest earnings, forecasted conservatively due to uncertain interest rate environment20 Revenue Bond Issuance $15 million to fund CIP. The City is monitoring the economy and issuance conditions. Any financing will occur as needed to keep debt service costs at a minimum J
FY2030-31
PROJECTED
FY2030-31
PROJECTED
J
PROJECTED
F
ADOPTED
E
FY 2026-27 FY2029-30
H
FY 2026-27
PROPOSED
FY2028-29
PROJECTED
G
PROPOSED PROJECTED
B
AMENDED
Amount based on Water Fund Reserves Policy where the Water Operations Working Capital and Catastrophic Reserve (adopted by Resolution No. 2010-49) shall be in an amount equal to the cost to fund operations for a six-month period in the event of a catastrophic event and remaining amounts are transferred from the Water Operations to the Water Capital Projects Fund.
FY 2027-28
PROJECTED
FY 2025-26
AMENDED
FY 2026-27 FY 2026-27 FY 2027-28 FY2028-29 FY2029-30
ADOPTED PROJECTED PROJECTED
FY 2025-26
STAFF REPORT
TO: Mayor and Council Members DATE: June 9, 2026
FROM: Finance DISTRICT(S): Citywide
SUBJECT: A Public Hearing to Consider a Resolution Establishing and Amending the Master Schedule of Fees for Service for the Fiscal Year 2026-27
RECOMMENDATION
That the City Council:
Open and conduct the Public Hearing, accept the evidence and testimony presented, and in the absence of substantial testimony to the contrary, recommend that the City Council approve the following:
1. Adopt a City Council Resolution entitled, “A RESOLUTION ESTABLISHING THE MASTER SCHEDULE OF
FEES FOR SERVICE AND AMENDING CITYWIDE FEES FOR COST OF SERVICE FOR FISCAL YEAR 2026-27."
STRATEGIC FOCUS AREAS
Goal 2: Maintain Financial Stability and Sustainability (MFSS)
EXECUTIVE SUMMARY
The California Government Code allows cities to recover all or a portion of the cost of providing exchange-based services through the application of fees. Periodic publication of a revised Master Schedule of Fees (Fee Schedule) is recommended to 1) maintain appropriate recovery ratios of service costs; 2) add or delete fees for service; and/or 3) incorporate pre-existing fees or charges that should be included in the Published Master Fee Schedule.
In Glendora, the City Council adopts the Master Schedule of Fees for Service annually.
Whenever new fees are added or an existing fee is changed, the fees are calculated or adjusted according to the following guidelines:
Full recovery of third party costs;
Fully-allocated employee personnel costs; and
Use of cost-recovery ratios previously established.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
The City Council annually adopts updates to the Master Schedule of Fees for Service to reflect operational changes, cost recovery considerations, and new or revised services provided by the City.
On November 12, 2025, following a duly noticed public hearing conducted in accordance with Government Code Section 66016, the City Council adopted an updated Master Schedule of Fees for Service based on the findings and recommendations of the City’s comprehensive User Fee Study.
The proposed Fiscal Year 2026-27 updates continue the City’s annual review process and include departmentrequested revisions, operational updates, and applicable CPI adjustments to eligible fees.
DISCUSSION
The Fee Schedule is a compilation of fees adopted The Fee Schedule is a compilation of fees adopted by the City Council by resolution or ordinance. The proposed Fee Schedule has been updated to include:
Fees adopted by ordinance or resolution since November 2025; Fees adopted by the City but established by other agencies, such as the International Code Council (building permits);
Fees collected by the City but imposed by the State or other levels of government; Fees updated to clarify language, improve consistency, and enhance overall readability; Fees revised and added to better align with current operational practices and service delivery needs; Fees updated to reflect administrative refinements and support service adjustments across departments; CPI increases consistent with the City’s User Fee Cost Recovery Policy, which allows for annual CPI adjustments of up to 3% where applicable.
The Fee Schedule was reviewed by City departments to evaluate whether new fees should be added or existing fees updated or eliminated. Attachment A provides a summary of all proposed changes since the Fee Schedule was last adopted in November 2025.
Within the Proposed Fee Schedule (Attachment C), revised fees are shown in red and CPI-adjusted fees are shown in blue. A separate column is also included to show the CPI-adjusted amount (up to 3%) for applicable fees for informational purposes.
Upon adoption, the final Fee Schedule will be published without color coding and distributed to departments, as well as posted on the City’s website.
As the City must respond to fees changed or imposed at other levels of government, the following wording is included in the Resolution: “The fees set pursuant to this resolution shall be automatically increased to include any fees mandated by Federal, State or County regulations.”
FISCAL IMPACT
Adoption of the updated Fee Schedule is not expected to have a direct fiscal impact. Fees are set to recover the reasonable cost of services provided and included in the FY 2026-27 Mid-Cycle Budget.
ENVIRONMENTAL DETERMINATION
Not Applicable.
Prepared By Desiree Valdivia, Office Coordinator
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 Danny Aleshire, City Attorney
CEQA Review Not Applicable
Attachments
A_Summary_of_Changes_to_Master_Schedule_of_Fees_FY27.pdf B_Master Fee Resolution.pdf
C_Proposed_Master_Fee_Schedule_-_FY27.pdf
D_Notice_of_PH_-_Fee_Schedule_FY27.pdf
E_Presentation.pdf
ITEM NO. SERVICE CURRENT CHANGE REASON
CITY CLERK
CC-17 Passport Card Execution Fee Cash Passport Card – ages 15 & under (valid 5 years)
Administrative
Error.
CC-21 Expedite Fee Expedite Fee (2-3 weeks) Expedite Fee Change in language.
CC-24 Notary Public Notary Public DS3053 Notary Public Change in language.
LIBRARY
LB6.5 Administering/Proctoring
Tests
$40 $50 Recover costs.
LB6.8 Faxing – Outgoing Faxes $0 $0.15 Recover costs.
RECREATION & HUMAN SERVICES
RHS-2 Contract Recreation
Classes
Unit – Each Unit – Percentage of Class Fee Change in unit measurement.
RHS-6 La Fetra Activities $4 $4 Change in
language.
Service: “La
Fetra Activities
(after cost
recovery on
materials).
RHS-13 Youth Basketball $120 - $140 $150 - $175 Recover costs.
FEES FOR FACILITIES
Group 1: Youth Sports Leagues, Official Glendora School District funded programs or events Group 2: Resident, Glendora Services Organizations and/or Non-Profit Organizations Group 3: Non-Resident, Educational and/or Tournament Field Rentals (2 day or more event) Group 4: For-Profit Glendora Commercial Agency, Business or Tournament Field Rentals (1 day event) Group 5: For-Profit Non Glendora Commercial Agency, Business or Tournament Field Rentals (1 day event) Scout Hut
N/A Cleaning Fee $125 $200 Recover costs.
Increase in
janitorial
contract.
N/A N/A N/A N/A Update in
language:
*For Glendora
Scouts, key
deposits only,
all other fees
waived.
Legion Building
N/A Main Hall Group 2: $150
Group 3: $200
Group 2: $175
Group 3: $250
Recover costs.
N/A Staff Unit – Each Unit – Per Hour Update in
language.
Service: Staff
(minimum 2).
N/A Cleaning Fee $125 $200 Recover costs.
Increase in
janitorial
contract.
Big Tree Park
ITEM NO. SERVICE CURRENT CHANGE REASON
N/A Reservation Fee Group 1: $200
Group 2: $300
Group 3: $400
Group 4: $500
Group 5: $500
Group 1: $300
Group 2: $400
Group 3: $500
Group 4: $600
Group 5: $600
Recover costs.
Teen Center
N/A Staff Unit – Each Unit – Per Hour Update in
language.
Service: Staff
(minimum 2).
La Fetra Center
N/A Sage Room Group 2: $150
Group 3: $185
Group 2: $175
Group 3: $200
Recover costs.
Increase in
janitorial
contract.
N/A Sage Room – Staff Unit – Each Unit – Per Hour Update in language.
Service: Staff
(minimum 2).
N/A Sage Room – Cleaning Fee $125 $200 Recover costs.
Increase in
janitorial
contract.
N/A Oak / Elm Room Group 2: $150
Group 3: $185
Group 2: $175
Group 3: $200
Recover costs.
Increase in
janitorial
contract.
N/A Oak / Elm Room – Staff Unit – Each Unit – Per Hour Update in language.
Service: Staff
(minimum 2).
Park Picnic Reservation Area
N/A Day Use Group 2 – 4 hours: $25
Group 2 – 8 hours: $50
Group 2 – 4 hours: $80
Group 2 – 8 hours: $160
Recover costs.
N/A Day Use Group 3 – 4 hours: $30
Group 3 – 8 hours: $60
Group 2 – 4 hours: $120
Group 2 – 8 hours: $240
Recover costs.
Park Picnic Reservation – Finkbiner Park Large Shade Structure N/A Side 1 or 2 (4 hours) Group 2: $75
Group 3: $80
Group 2: $125
Group 3: $200
Recover costs.
N/A Side 1 or 2 (8 hours) Group 2: $140
Group 3: $150
Group 2: $250
Group 3: $325
Recover costs.
N/A Both 1 & 2 (4 hours) Group 2: $140
Group 3: $145
Group 2: $250
Group 3: $350
Recover costs.
N/A Both 1 & 2 (8 hours) Group 2: $250
Group 3: $255
Group 2: $500
Group 3: $600
Recover costs.
FEES FOR FIELDS
Group 1: Sanctioned Glendora Youth Leagues / Official GUSD programs or events Group 2: Educational and Non-Profit Groups
Group 3: Resident Single Day Use
Group 4: Resident Travel
Group 5: Non-Resident Travel
Group 6: Tournaments
Pompei Turf Fields, Finkbiner Park Fields, and Glendora Unified Fields ITEM NO. SERVICE CURRENT CHANGE REASON
N/A Lights Group 1: $12
Group 2: $15
Group 3: $15
Group 4: $20
Group 5: $25
Group 6: $30
Group 1: $12
Group 2: $12
Group 3: $12
Group 4: $12
Group 5: $12
Group 6: $12
Streamline
fees.
N/A Administration Fee Unit – Per Hour Unit – Each Streamline services.
Transportation
RHS-15 Monthly Fare Booklets $15 - $30 Remove No longer provide
service.
RHS-16 MTA Bus Pass $7 - $220 Remove Metro no
longer
provides.
Foothill Transit Bus Pass $22 - $170 $3 - $220 Increase in cost.
PLANNING
P-1 Animal Conditional Use
Permit
$1,665 $3,500 Recover costs.
P-6 Conceptual Review $2,000 $3,000 Recover costs.
P-9 Development Plan Review
City Council – New
New $7,800 Recover costs.
P-10 Development Plan Review -
Major
$7,200 Remove Streamline
fees.
P-15 General Plan Amendment –
Other
$8,600 Actual Cost Recover costs.
P-17 Landscape Plans $300 $500 Recover costs.
P-19 Lot Line Adjustment $700 $1,400 Recover costs.
P-20 Lot Merger $700 $1,400 Recover costs.
P-31 Tentative Parcel Map
Review (Lot Split)
$4,000 $5,000
Language: “Subdivision
Tentative Parcel Map”
Recover costs.
P-32 Administrative Subdivision N/A N/A Change in
language:
Add “SB1123”
New 2 - 4 lots / parcels New $8,000 Recover costs.
New 5+ lots / parcels New $13,000 Recover costs.
New Technical Review New Actual Cost Recover costs.
P-33 Tentative Tract Map N/A N/A Change in
language:
“Subdivision
Tentative Tract
Map”
New 5-15 lots / parcels New $15,000 Recover costs.
New 15+ lots / parcels New $22,000 Recover costs.
New Technical Review New Actual Cost Recover costs.
P-37 Zone Change – Other Unit: Each
Fee: $8,600
Unit: Actual Cost
Fee: Each
Recover costs.
P-40 Temporary Sign / Banner
Permit
$500 $50 Cost
alignment.
P-43 Eligible Facility Requests $1,000 $1,300 Recover costs.
P-43 Minor Wireless Facility
Permit
$2,500 $7,900 Recover costs.
ITEM NO. SERVICE CURRENT CHANGE REASON
P-43 Major Wireless Facility
Permit
$5,000 $10,400 Recover costs.
P-45 Surcharge – Technology Unit: % of Permit Unit: % of User Fee Recover costs.
BUILDING & SAFETY
New Planning Plan Check Fee New Fee 10% New support
fee
New Engineering Plan Check
Fee
New Fee 10% New support
fee
New Water Plan Check Fee New Fee 5% New support
fee
New Work Without Permit
Investigation Fee
New Fee Actual Cost New support
fee
ENGINEERING
E-15 Temporary Placement on
Street Permit
Unit: Per Application Unit: Per Application Plus Each
Working Day*
Change in Unit
and added
language*
E-16 Temporary Encroachment
Permit
Unit: Per Application Unit: Per Application Plus Each
Working Day*
Change in Unit
and added
language*
E-17 Permanent Encroachment
Permit
Unit: Per Application Unit: Per Application Plus Each
Working Day*
Change in Unit
and added
language*
*Fee includes the first day of application review. Subsequent days will be charged at a onehour staff rate.
In addition to the changes noted above, the “International Code Council Building Valuation Data – February 2025” has been updated to the most current version. Certain fees have also been reorganized into different sections to better align with services provided.
RESOLUTION CC 2026 -___
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
GLENDORA ESTABLISHING THE MASTER SCHEDULE OF FEES FOR
SERVICE AND AMENDING CITYWIDE FEES FOR COST OF
SERVICES
THE CITY COUNCIL
City of Glendora, California
WHEREAS, the California Government Code requires that fees for services not exceed the estimated cost of providing the service for which the fee is levied and that no fee or service charge or increase in an existing fee or charge to which the fee or service charge be levied without the opportunity for the public to make oral or written comment at a regularly scheduled meeting of the City Council; and WHEREAS, the City Council has from time to time adopted fee schedules and now wishes to amend said fee schedules for Citywide services; and WHEREAS, the fees set forth in the attached Master Schedule of Fees for Service (Fee Schedule) do not exceed the estimated cost to provide services for which the fee is levied; and
WHEREAS, the Glendora Municipal Code permits the City Council to establish the fees and charges provided herein by resolution; and WHEREAS, the Fee Schedule is a compilation of fees charged or collected by the City of Glendora, which includes fees adopted by Resolution, Ordinance or by reference.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GLENDORA, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The attached Fiscal Year 2027 Master Schedule of Fees for Service is herewith approved and adopted as the fees for citywide services.
SECTION 2. The fees set pursuant to this Resolution shall be automatically increased to include any fees mandated by Federal, State or County regulations.
SECTION 3. The fees set pursuant to this resolution that state “actual costs for third party technical review” represent direct cost recovery of fees charged the City by a vendor.
SECTION 4. Resolution CC 2025-39 and any Resolutions in conflict with this Resolution are hereby rescinded and repealed.
SECTION 5. The City Clerk shall certify to the passage and adoption of this Resolution and shall enter the same in the Book of Original Resolutions.
Resolution CC 2025-___ Page 2 of 2
SECTION 6. The City Clerk is hereby directed to forward a copy of this Resolution to the Finance Director.
PASSED, APPROVED and ADOPTED by the City Council of the City of Glendora this ___ day of _____, 2026.
BY:
____________________________________
DAVID FREDENDALL
Mayor
APPROVED AS TO FORM:
Aleshire & Wynder, LLP
DANNY ALESHIRE
City Attorney
CERTIFICATION
I, do hereby certify that the foregoing Resolution was duly adopted by the City Council of the City of Glendora at a regular meeting held on the ___ day of ______, 2026, by the following vote:
AYES: MEMBERS:
NOES: MEMBERS:
ABSENT: MEMBERS:
ABSTAIN: MEMBERS:
Dated:
KATHLEEN R. SESSMAN
City Clerk/Communications Director
CITY CLERK
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type City Clerk
Administrative Fees
CC-1 Document Reproduction1 Per Page $0.10 GOV § 7922.530 CC-2 Campaign Statement Reproduction
Campaign Statement Reproduction Per Page $0.10 GOV § 81008 Retrieval Fee Each $5 GOV § 81008
CC-3 Fair Political Practices Commission (FPPC) Forms Per Page $0.10 CA Govt Code § 81008(a) CC-4 Returned Check Processing
First NSF Check Each $25 CIV § 1719(a)
Each Additional NSF Check Each $35 CIV § 1719(a)
CC-5 Video/Audio Reproduction Per Disc $1 GOV § 7922.530 CC-6 Credit Card Service Fee
Finance, Police, City Clerk Minimum Fee Each $2.50 Pass Through Service Fee Each 3.2% Pass Through
Community Development, Public Works, Minimum Fee Each $6.95 Pass Through Service Fee Each 3.2% Pass Through
Transient Occupancy Tax Transactions Each 2.5% Pass Through Recreation and Human Services Transactions Each 3.0% Pass Through CC-7 Civil Subpoena
Reproduction Cost Each $15 EVI § 1563(b)(6)
Daily Deposit Per Day $275 Deposit
CC-8 Duces Tecum Subpoena Each $15 EVI § 1563(b)(6)
CC-9 Collection Services Each 15% - 30% Rate
Adult Passport Book and Card Fees
CC-10 Passport Book - ages 16 & Over (Valid 10 years)
Passport Fee Check or Money Order Payable to the US Department of State Each $130 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $35 22 CFR § 22.1 CC-11 Passport Card - ages 16 & Over (Valid 10 years)
Passport Fee Check or Money Order Payable to the US Department of State Each $30 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $35 22 CFR § 22.1 CC-12 Passport Card & Book - ages 16 & Over (Valid 10 years) Passport Fee Check or Money Order Payable to the US Department of State Each $160 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $35 22 CFR § 22.1 CC-13 Passport Renewal - ages 16 & Over (valid 10 years) Passport Fee Check or Money Order Payable to the US Department of State Each $130 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $0 CC-14 Passport Card Renewal - ages 16 & Over (valid 10 years) Passport Fee Check or Money Order Payable to the US Department of State Each $30 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $0 CC1-15 Passport Card & Book Renewal - ages 16 & Over (valid 10 years) Passport Fee Check or Money Order Payable to the US Department of State Each $160 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $0 Minor Passport Book and Card Fees
CC-16 Passport Book- ages 15 & Under (valid 5 years)
Passport Fee Check or Money Order Payable to the Department of State Each $100 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $35 22 CFR § 22.1 CC-17 Execution Fee Cash/Check Payable to City of Glendora Passport Card - ages 15 & Under (valid 5 years) Passport Fee Check or Money Order Payable to the Department of State Each $15 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $35 22 CFR § 22.1 CC-18 Passport Card & Book - ages 15 & Under (valid 5 years) Passport Fee Check or Money Order Payable to the Department of State Each $115 22 CFR § 22.1 Execution Fee Cash/Check Payable to City of Glendora Each $35 22 CFR § 22.1 Additional Services and Fees
CC-19 Passport Photo
Execution Fee Cash/Check Payable to City of Glendora Each $15 22 CFR § 22.1 Electronic Photo Each
CC-20 Express Mail to Passport Services for Expedited Applications Execution Fee Cash/Check Payable to City of Glendora Each Actual 22 CFR § 22.1 CC-21 Expedite Fee (2-3 weeks)
Passport Fee Check or Money Order Payable to the Department of State Each $60 22 CFR § 22.1 CC-22 Express Mail to Applicant
Passport Fee Check or Money Order Payable to the Department of State Each Actual 22 CFR § 22.1 CC-23 Mail Out Fee for Passport Renewals
Execution Fee Cash/Check Payable to City of Glendora Each Actual 22 CFR § 22.1 CC-24 Notary Public - DS-3053
Fee is subject to Department of State
Each Fees are subject to the
Department of State
GOV § 8223 (b)
CC-25 Notary Public - Journal Public Request for Line Item Fee is subject to Department of State
Each Fees are subject to the
Department of State
GOV § 8223 (b)
1. Duplication charges for electronic records copies are limited to the direct cost of producing the electronic copy, including programming and computer services costs if the request requires the production of electronic records that are otherwise only produced at regularly scheduled intervals, or production of the record would require data compilation, extraction, or programming (8 Cal Code Regs §6253.9).
FINANCE
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Finance
Business License Fees
BLF-1 New Business License Application Review Each $85 $88 User Fee BLF-2 Business License Renewal Each $25 $26 User Fee
BLF-3 Bingo Permit Each $70 $72 User Fee
BLF-4 Dance Permit Each $35 $36 User Fee
BLF-5 Solicitation and Peddling Permit
First Vendor Each $75 $77 User Fee
Each Additional Vendor Each $40 $41 User Fee
BLF-6 Vending Machines, Amusement Devices
Machine Fee Per Machine $35 Tax
Gross Receipt Fee Per Receipt 1% Tax
BLF-7 Business License State Surcharge for American Disabilities Act Compliance Each $4 GOV § 4467 Business License Taxes
BLT-1 Accountants, Architects, Civil Engineers, Geologists, Physicists, Lawyers Each $88 Taxes BLT-2 Apartments, Mobile Home Parks, Trailer Parks, Industrial and Commercial Rentals
Each $35 Taxes
BLT-3 Apparel & Accessories, Restaurants, Night Clubs, Furniture & Home Furnishings, Appliances, General Merchandise, Liquor or Department Stores, Tires, Batteries, Variety, Trailer Sales, Misc. Goods
Each $35 Taxes
BLT-4 Appraisers, Bookkeepers, Brokers, Consultants, Private Investigators, Taxidermists, Communication Services, Sales Representatives Each $63 Taxes
BLT-5 Auto Dealers, Gas Stations, Grocery, Meat, Fish, Fruit and Vegetable Each $35 Taxes BLT-6 Automotive Repair, Printing Shops, Newspapers, Misc. Retail Firms Each $35 Taxes BLT-7 Barber, Beauty Shops, All Other Service Firms at Retail Each $35 Taxes BLT-8 Building Materials, Hardware, Farm and Garden Supply Each $35 Taxes BLT-9 Circuses, Carnivals Per Day $75 Taxes
BLT-10 Collection Agencies, Cosmetologists, Insurance Adjusters, Physical Training Schools, Social Workers, Tree Surgeons
Each $48 Taxes
BLT-11 Delivery Vehicles Per Vehicle $53 Taxes
BLT-12 Dental Hygienists, Physical Therapists, Oculists Each $58 Taxes BLT-13 Dentists, Chiropractors, Physicians, Psychologists, Podiatrists, Optometrists, Pharmacists, Other Medical and Health Specialists
Each $88 Taxes
BLT-14 Drug Stores, Dry Goods, Jewelers,
Laundry, Dry Cleaners
Each $35 Taxes
BLT-15 Electrical, Plumbing, Heating, Air Conditioning Contractors Each $43 Taxes BLT-16 Funeral Home or Mortuary only Each $50 Taxes
BLT-17 Funeral Chapel & Cemetery, Mortuary & Cemetery Each $100 Taxes BLT-18 General Contractors Each $43 Taxes
BLT-19 Handbill Distributor Permit Each $15 Taxes
BLT-20 Hotels, Motels Each $35 Taxes
BLT-21 Motion Picture / Television Production Each $750 Taxes BLT-22 Outdoor Billboards Each Tax - Based on size of
billboard (GMC 5.08.060)
Taxes
BLT-23 Public Utilities
Franchise Tax Each $150 Taxes
All Others Each $32 Taxes
BLT-24 Residential Subdivision Signs Each Tax - Based on size of sign (GMC 5.08.060)
Taxes
BLT-25 Rest Homes, Retirement Homes Each $35 Taxes
BLT-26 Sanitarium, Convalescent Homes, Infirmaries, Hospitals Each $35 Taxes BLT-27 Street Vendors Each $50 Taxes
BLT-28 Sub-Contractors and All Others Each $43 Taxes
BLT-29 Wholesale / Manufacturers Each $53 Taxes
BLT-30 All Other Categories Each $35 Taxes
Transient Occupancy Tax
TOT-2 Transient Occupancy Tax Each 6% Taxes
Special Events
SE-1 Parade/Special Event / Outdoor Display Permit
New (PD Parade/Special Event) Each $605 $623 User Fee
Business Permit Fee (Special Outdoor Event Display) Each $95 $98 User Fee Non-Profit Permit Fee (Special Outdoor Event Display) Each $60 $62 User Fee Repeat (PD Parade/Special Event) Each $225 $232 User Fee Business Permit Fee (Special Outdoor Event Display) Each $95 $98 User Fee Non-Profit Permit Fee (Special Outdoor Event Display) Each $60 $62 User Fee
LIBRARY
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Library
Library Meeting/Event Facilities Fees (Resident Non-Profit) LB-1.1 Facility Deposit Each $0 Rental
LB-1.2 Bidwell Forum Per Hour $0 Rental
LB-1.3 Bidwell Forum with Plaza Per Hour $0 Rental
LB-1.4 Friends Room Per Hour $0 Rental
LB-1.5 Cleaning Deposit Each $0 Deposit
LB-1.6 Person-on-duty Per Hour Per Person $25 $26 User Fee LB-1.7 Alarm Response Per Response $135 Penalty
LB-1.8 Microphone Fee Per Mic $0 Rental
LB-1.9 Video Equipment (VHS/DVD Players, TV Monitors, Screens, Laptops, Projectors) Flat $0 Rental Library Meeting/Event Facilities Fees (All Other Groups) LB-2.1 Facility Deposit Per Event $250 Rental
LB-2.2 Bidwell Forum Per Hour $125 Rental
LB-2.3 Bidwell Forum with Plaza Per Hour $170 Rental
LB-2.4 Friends Room Per Hour $80 Rental
LB-2.5 Cleaning Deposit (if food or drink are brought in for event) Per Event $250 Deposit LB-2.6 Person-on-duty Per Hour Per Person $25 $26 User Fee LB-2.7 Alarm Response Per Response $135 Penalty
LB-2.8 Microphone Fee Per Mic $20 Rental
LB-2.9 Video Equipment (VHS/DVD Players, TV Monitors, Screens, Laptops, Projectors) Flat $30 Rental Overdue Materials
LB-3.1 Books, Magazines, Pamphlets, Compact Discs & Playaways (Adult & Youth) Each $0 Penalty LB-3.2 Videos, DVDs and Software Each $0 Penalty
LB-3.3 Public Use Laptops/Tablets Each $0 Penalty
Damaged Material
LB-4.1 Minimum Charge Each $1 Penalty
LB-4.2 Maximum Charge Each Maximum charge -
Replacement cost of the
item (plus processing fee)
Penalty
Lost Material
LB-5.1 Replacement charge for lost items Each Actual Cost Penalty LB-5.2 Replacement charge for lost or stolen public use laptop/tablet Each $975.00 Penalty LB-5.3 Materials returned with lost or missing parts Each ssed and charged accordingly Penalty Other Fees and Charges
Processing:
LB-6.1 All physical materials except magazines, pamphlets & passes Each $10 User Fee Magazines, and pamphlets, and passes Each $2 User Fee
LB-6.2 Lost Library Card Each $2 User Fee
LB-6.3 Holds on material:
Per item Unclaimed Each $0 User Fee
LB-6.4 Interlibrary Loan Request Per search $2 User Fee LB-6.5 Administrating/proctoring tests Per Test $40 $50 $52 User Fee LB-6.6 Printouts & Photocopies
Black & White Per Page $0.15 GOV § 7922.530
Color Per Page $0.30 GOV § 7922.530
LB-6.7 Faxing - Incoming Faxes Each $0.50 Pass Through
LB-6.8 Faxing - Outgoing Faxes Each $0 $0.15 Pass Through LB-6.9 Scanning to USB/email/smartphone/tablet Each $0 Materials LB-6.10 Supplied Office/Stationary Materials Each $0-$25 Materials LB-6.11 Supplies at City-wide Special Events Each $0-$25 Materials
RECREATION &
HUMAN SERVICES
RECREATION &
HUMAN SERVICES
FEES FOR FIELDS
GROUP 4
Resident Travel
GROUP 5
Non-Resident Travel
GROUP 6
Tournaments
GROUP 1
Sanctioned Glendora
Youth Leagues/Official
GUSD Programs or events
GROUP 2
Educational and Nonprofit
Groups
GROUP 3
Resident Single Day Use
FEES FOR BUILDINGS / FACILITIES
GROUP 4
For-Profit Glendora
Commercial Agency,
Business or
Tournament Field
Rentals (1 day event)
GROUP 5
For-Profit Non
Glendora Commercial
Agency, Business or
Tournament Field
Rentals (1 day event)
GROUP 1
Youth Sports
Leagues, Official
Glendora School
District funded
programs or events
GROUP 2
Resident,
Glendora Services
Organizations and/or
Non-Profit
Organizations.
GROUP 3
Non-Resident,
Educational and/or
Tournament Field
Rentals (2 day or
more event)
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Recreation & Human Services
RHS-1 Adult Sports Each $300 - $400 $309 - $412 User Fee RHS-2 Contract Recreation Classes Percentage of class fee 25% - 30% Rate RHS-3 Day Camp Program Per Child Per Week $150-$175 $155 - $180 User Fee RHS-4 La Fetra Center Events Each $4 - $25 $4 - $26 User Fee RHS-5 La Fetra Class Activities Each $4 - $100 $4 - $103 User Fee RHS-6 La Fetra Activities (after cost recovery on materials) Each $4 User Fee RHS-7 Parks Playground Trips Per Child $10 - $20 $10 - $21 User Fee RHS-8 Teen Center Activities
Teen Center Trips Per Person $6 - $60 $6 - $62 User Fee Events Per Person $0 - $10 User Fee
RHS-9 Trips and Tours Per Person $20 - $150 $21 - $155 User Fee RHS-10 Administration Fee Per Class $10 User Fee
RHS-11 Refund Fee Per Refund $10 User Fee
RHS-12 Activity Guide Advertisement
Quarter Page Each $250 $258 User Fee
Half Page Each $500 $515 User Fee
Full Page Each $1,000 $1,030 User Fee
RHS-13 Youth Basketball Per Player $120 - $140 $150 - $175 User Fee RHS-14 Sanctioned Youth Sports, per player field charge Per Player $10 - $25 $10-$50 User Fee Facility Rentals
SCOUT HUT**
Glendora Scout Troops:
Group 1 Each $0 Rental
Group 2
Seasonal Each $40 Rental
Annual Each $70 Rental
Group 3
Seasonal Each $80 Rental
Annual Each $140 Rental
Group 4 Each $0 Rental
Group 5 Each $0 Rental
1-Room
Group 1 Per Hour $50 Rental
Group 2 Per Hour $50 Rental
Group 3 Per Hour $100 Rental
Group 4 Per Hour $125 Rental
Group 5 Per Hour $150 Rental
2-Room
Group 1 Per Hour $75 Rental
Group 2 Per Hour $75 Rental
Group 3 Per Hour $150 Rental
Group 4 Per Hour $175 Rental
Group 5 Per Hour $200 Rental
Cleaning Fee
Group 1 Each $125 $200 Rental
Group 2 Each $125 $200 Rental
Group 3 Each $125 $200 Rental
Group 4 Each $125 $200 Rental
Group 5 Each $125 $200 Rental
Administration Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
Facility Deposit
Group 1 Each $100 Rental
Group 2 Each $100 Rental
Group 3 Each $100 Rental
Group 4 Each $100 Rental
Group 5 Each $100 Rental
Staff*
Group 1 Each $25 Rental
Group 2 Each $25 Rental
Group 3 Each $25 Rental
Group 4 Each $25 Rental
Group 5 Each $25 Rental
*For Glendora Scouts, key deposit only, all other fees waived *If alcohol is being served at any building rental, renter must pay for an additional staff member, regardless of party size. **Insurance is required for the rental of all the noted buildings/facilities.
LEGION BUILDING**
Main Hall
Group 1 Per Hour $100 Rental
Group 2 Per Hour $150 $175 Rental
Group 3 Per Hour $200 $250 Rental
Group 4 Per Hour $225 Rental
Group 5 Per Hour $250 Rental
Staff (minimum 2)75/1*:
Group 1 Per Hour $25 Rental
Group 2 Per Hour $25 Rental
Group 3 Per Hour $25 Rental
Group 4 Per Hour $25 Rental
Group 5 Per Hour $25 Rental
Cleaning Fee
Group 1 Each $125 $200 Rental
Group 2 Each $125 $200 Rental
Group 3 Each $125 $200 Rental
Group 4 Each $125 $200 Rental
Group 5 Each $125 $200 Rental
Administration Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
Facility Deposit
Group 1 Each $300 Rental
Group 2 Each $300 Rental
Group 3 Each $300 Rental
Group 4 Each $300 Rental
Group 5 Each $300 Rental
A/V Equipment (optional)
Group 1 Each $75 Rental
Group 2 Each $75 Rental
Group 3 Each $75 Rental
Group 4 Each $75 Rental
Group 5 Each $75 Rental
*If alcohol is being served at any building rental, renter must pay for an additional staff member, regardless of party size. **Insurance is required for the rental of all the noted buildings/facilities.
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type BIG TREE PARK - 2 hr reservation, 50 chairs, 1 table and staff set up** Reservation Fee
Group 1 Each $200 $300 Rental
Group 2 Each $300 $400 Rental
Group 3 Each $400 $500 Rental
Group 4 Each $500 $600 Rental
Group 5 Each $500 $600 Rental
Facility Deposit
Group 1 Each $200 Rental
Group 2 Each $200 Rental
Group 3 Each $200 Rental
Group 4 Each $200 Rental
Group 5 Each $200 Rental
Administration Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
*For Glendora Scouts, key deposit only, all other fees waived **Insurance is required for the rental of all the noted buildings/facilities.
BIG DALTON - Amphitheater or Outside Girl Scout Cabin Area** Glendora Scout Troops
Group 1 Each $0 Rental
Group 2 Each
Group 3 Each
Group 4 Each $0 Rental
Group 5 Each $0 Rental
Day Use
Group 1 Each $40 Rental
Group 2 Each $100 Rental
Group 3 Each $200 Rental
Group 4 Each $300 Rental
Group 5 Each $350 Rental
Facility Deposit
Group 1 Each $100 Rental
Group 2 Each $100 Rental
Group 3 Each $100 Rental
Group 4 Each $100 Rental
Group 5 Each $100 Rental
Administration Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
Key Deposit
Group 1 Each $50 Rental
Group 2 Each $50 Rental
Group 3 Each $50 Rental
Group 4 Each $50 Rental
Group 5 Each $50 Rental
**Insurance is required for the rental of all the noted buildings/facilities.
PARK SPECIAL EVENTS - 2 hr Minimum**
Day Use
Group 1 Per Hour $35 Rental
Group 2 Per Hour $60 Rental
Group 3 Per Hour $85 Rental
Group 4 Per Hour $110 Rental
Group 5 Per Hour $160 Rental
Facility Deposit
Group 1 Each $200 Rental
Group 2 Each $200 Rental
Group 3 Each $200 Rental
Group 4 Each $200 Rental
Group 5 Each $200 Rental
Administration Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
**Insurance is required for the rental of all the noted buildings/facilities.
TEEN CENTER**
Teen Center
Group 1 Per Hour $240 Rental
Group 2 Per Hour $250 Rental
Group 3 Per Hour $500 Rental
Group 4 Per Hour $700 Rental
Group 5 Per Hour $725 Rental
Gymnasium
Group 1 Per Hour $80 Rental
Group 2 Per Hour $125 Rental
Group 3 Per Hour $200 Rental
Group 4 Per Hour $225 Rental
Group 5 Per Hour $250 Rental
Meeting Room
Group 1 Each $0 Rental
Group 2 Each $75 Rental
Group 3 Each $100 Rental
Group 4 Each $125 Rental
Group 5 Each $150 Rental
Staff (minimum 2)75/1*:
Group 1 Per Hour $25 Rental
Group 2 Per Hour $25 Rental
Group 3 Per Hour $25 Rental
Group 4 Per Hour $25 Rental
Group 5 Per Hour $25 Rental
Administration Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
Facility Deposit
Group 1 Each $200 Rental
Group 2 Each $200 Rental
Group 3 Each $200 Rental
Group 4 Each $200 Rental
Group 5 Each $200 Rental
*If alcohol is being served at any building rental, renter must pay for an additional staff member, regardless of party size. **Insurance is required for the rental of all the noted buildings/facilities.
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type LA FETRA SENIOR CENTER - 2 hr minimum**
Sage Room
Group 1 Per Hour $100 Rental
Group 2 Per Hour $150 $175 Rental
Group 3 Per Hour $185 $200 Rental
Group 4 Per Hour $225 Rental
Group 5 Per Hour $250 Rental
Staff (minimum 2)75/1*:
Group 1 Per Hour $25 Rental
Group 2 Per Hour $25 Rental
Group 3 Per Hour $25 Rental
Group 4 Per Hour $25 Rental
Group 5 Per Hour $25 Rental
Cleaning Fee
Group 1 Each $125 $200 Rental
Group 2 Each $125 $200 Rental
Group 3 Each $125 $200 Rental
Group 4 Each $125 $200 Rental
Group 5 Each $125 $200 Rental
Administration
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
A/V Equipment (optional)
Group 1 Each $75 Rental
Group 2 Each $75 Rental
Group 3 Each $75 Rental
Group 4 Each $75 Rental
Group 5 Each $75 Rental
Facility Deposit
Group 1 Each $300 Rental
Group 2 Each $300 Rental
Group 3 Each $300 Rental
Group 4 Each $300 Rental
Group 5 Each $300 Rental
Oak/ Elm Room
Group 1 Per Hour $100 Rental
Group 2 Per Hour $150 $175 Rental
Group 3 Per Hour $200 $200 Rental
Group 4 Per Hour $225 Rental
Group 5 Per Hour $250 Rental
Staff (minimum 2)75/1*:
Group 1 Per Hour $25 Rental
Group 2 Per Hour $25 Rental
Group 3 Per Hour $25 Rental
Group 4 Per Hour $25 Rental
Group 5 Per Hour $25 Rental
Cleaning Fee
Group 1 Each $75 Rental
Group 2 Each $75 Rental
Group 3 Each $75 Rental
Group 4 Each $75 Rental
Group 5 Each $75 Rental
Administration
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
A/V Equipment (optional)
Group 1 Each $75 Rental
Group 2 Each $75 Rental
Group 3 Each $75 Rental
Group 4 Each $75 Rental
Group 5 Each $75 Rental
Facility Deposit
Group 1 Each $300 Rental
Group 2 Each $300 Rental
Group 3 Each $300 Rental
Group 4 Each $300 Rental
Group 5 Each $300 Rental
*If alcohol is being served at any building rental, renter must pay for an additional staff member, regardless of party size. **Insurance is required for the rental of all the noted buildings/facilities.
CARLYLE LINDER EQUESTRIAN PARK**
North or South Riding Ring
Group 1 Per Hour $25 Rental
Group 2 Per Hour $60 Rental
Group 3 Per Hour $85 Rental
Group 4 Per Hour $110 Rental
Group 5 Per Hour $0 Rental
Facility Deposit
Group 1 Each $200 Rental
Group 2 Each $200 Rental
Group 3 Each $200 Rental
Group 4 Each $500 Rental
Group 5 Each $0 Rental
Administration Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $0 Rental
Picnic Shelter
Group 1 Each $0 Rental
Group 2 Each e as Park Picnic Reservations Rental
Group 3 Each e as Park Picnic Reservations Rental
Group 4 Each e as Park Picnic Reservations Rental
Group 5 Each $0 Rental
Snack Bar
Group 1 Per Hour $0 Rental
Group 2 Per Hour $50 Rental
Group 3 Per Hour $75 Rental
Group 4 Per Hour $100 Rental
Group 5 Per Hour $0 Rental
**Insurance is required for the rental of all the noted buildings/facilities.
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type PARK PICNIC RESERVATION AREA
Day Use
Group 1
4 Hours Each $20 Rental
8 Hours Each $40 Rental
Group 2
4 Hours Each $25 $80 Rental
8 Hours Each $50 $160 Rental
Group 3
4 Hours Each $30 $120 Rental
8 Hours Each $60 $240 Rental
Group 4
4 Hours Each $50 Rental
8 Hours Each $100 Rental
Group 5
4 Hours Each $75 Rental
8 Hours Each $150 Rental
Administration Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
Park Picnic Reservation - Finkbiner Park Large Shade Structure Site Day Use Side 1 or 2 (4 hours)
Group 1 Each $70 Rental
Group 2 Each $75 $125 Rental
Group 3 Each $80 $200 Rental
Group 4 Each $100 Rental
Group 5 Each $125 Rental
Side 1 or 2 (8 hours)
Group 1 Each $130 Rental
Group 2 Each $140 $250 Rental
Group 3 Each $150 $325 Rental
Group 4 Each $190 Rental
Group 5 Each $190 Rental
Both 1 & 2 (4 hours)
Group 1 Each $135 Rental
Group 2 Each $140 $250 Rental
Group 3 Each $145 $350 Rental
Group 4 Each $185 Rental
Group 5 Each $190 Rental
Both 1 & 2 (8 hours)
Group 1 Each $240 Rental
Group 2 Each $250 $500 Rental
Group 3 Each $255 $600 Rental
Group 4 Each $295 Rental
Group 5 Each $295 Rental
Administrative Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
DAWSON TENNIS COURTS - 6 courts
Day Use
Group 1 per court per hour $0 Rental
Group 2 per court per hour $5 Rental
Group 3 per court per hour $10 Rental
Group 4 per court per hour $20 Rental
Group 5 per court per hour $25 Rental
Administration Fee
Group 1 Each $0 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
VOLLEYBALL COURT
Day Use
Group 1 per court per hour $0 Rental
Group 2 per court per hour $5 Rental
Group 3 per court per hour $10 Rental
Group 4 per court per hour $20 Rental
Group 5 per court per hour $25 Rental
Administration Fee
Group 1 Each $0 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
CENTENNIAL HERITAGE PARK**
Day Use
Group 1 Per Hour $35 Rental
Group 2 Per Hour $60 Rental
Group 3 Per Hour $85 Rental
Group 4 Per Hour $110 Rental
Group 5 Per Hour $160 Rental
Facility Deposit
Group 1 Each $200 Rental
Group 2 Each $200 Rental
Group 3 Each $200 Rental
Group 4 Each $200 Rental
Group 5 Each $200 Rental
Administration Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
**Insurance is required for the rental of all the noted buildings/facilities.
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type POMPEI TURF FIELDS**
Field Rental
Group 1 Per Hour $0-$50* Rental
Group 2 Per Hour $30 Rental
Group 3 Per Hour $50 Rental
Group 4 Per Hour $100 Rental
Group 5 Per Hour $150 Rental
Group 6 Per Hour $200 Rental
Lights
Group 1 Per Hour $12 Rental
Group 2 Per Hour $15 $12 Rental
Group 3 Per Hour $15 $12 Rental
Group 4 Per Hour $20 $12 Rental
Group 5 Per Hour $25 $12 Rental
Group 6 Per Hour $30 $12 Rental
Administration Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
Group 6 Each $10 Rental
Facility Deposit
Group 1 Each $0 Rental
Group 2 Each $0 Rental
Group 3 Each $0 Rental
Group 4 Each $0 Rental
Group 5 Each $0 Rental
Group 6 Each $500 Rental
*Individual Agreements are in place with each organization **Insurance is required for the rental of all the noted buildings/facilities.
FINKBINER PARK FIELDS**
Field Rental
Group 1 Per Hour $0-$50* Rental
Group 2 Per Hour $15 Rental
Group 3 Per Hour $20 Rental
Group 4 Per Hour $40 Rental
Group 5 Per Hour $80 Rental
Group 6 Per Hour $100 Rental
Lights
Group 1 Per Hour $12 Rental
Group 2 Per Hour $15 $12 Rental
Group 3 Per Hour $15 $12 Rental
Group 4 Per Hour $20 $12 Rental
Group 5 Per Hour $25 $12 Rental
Group 6 Per Hour $30 $12 Rental
Administration Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
Group 6 Each $10 Rental
Facility Deposit
Group 1 Each $0 Rental
Group 2 Each $0 Rental
Group 3 Each $0 Rental
Group 4 Each $0 Rental
Group 5 Each $0 Rental
Group 6 Each $500 Rental
*Individual Agreements are in place with each organization **Insurance is required for the rental of all the noted buildings/facilities.
GLENDORA UNIFIED FIELDS**
Field Rental
Group 1 Per Hour $0-$50* Rental
Group 2 Per Hour $15 Rental
Group 3 Per Hour $20 Rental
Group 4 Per Hour $40 Rental
Group 5 Per Hour $80 Rental
Group 6 Per Hour $100 Rental
Lights
Group 1 Per Hour $12 Rental
Group 2 Per Hour $15 $12 Rental
Group 3 Per Hour $15 $12 Rental
Group 4 Per Hour $20 $12 Rental
Group 5 Per Hour $25 $12 Rental
Group 6 Per Hour $30 $12 Rental
Administration Fee
Group 1 Each $10 Rental
Group 2 Each $10 Rental
Group 3 Each $10 Rental
Group 4 Each $10 Rental
Group 5 Each $10 Rental
Group 6 Each $10 Rental
Facility Deposit
Group 1 Each $0 Rental
Group 2 Each $0 Rental
Group 3 Each $0 Rental
Group 4 Each $0 Rental
Group 5 Each $0 Rental
Group 6 Each $500 Rental
*Individual Agreements are in place with each organization **Insurance is required for the rental of all the noted buildings/facilities.
Transportation
RHS-15 Public Transit Service
One-way trip within Glendora City Limits Each $0.50 User Fee One-way trip within Azusa, Covina, or San Dimas Each $1.50 User Fee One-way trip within Baldwin Park, Duarte, Pomona, or West Covina Each $4 User Fee Fixed Route Service Fare Structure
General Each $1 User Fee
Student Each $0.75 User Fee
Senior Citizen (62+)/Disabled Each $0.50 User Fee
Monthly Fare Booklet Fare Structure (Per 30 trips)
Senior (62+)/Disabled Each $15 User Fee
Student Each $18 User Fee
General Each $30 User Fee
RHS-16 Transportation
MTA Bus Pass Each $7 - $220 User Fee
Foot-hill Transit Bus Passes Each $22 - $170 $3-$220 User Fee TAP Card Products Each $2 - $300 $2 - $310 User Fee
Discount for Glendora Residents Each $7 User Fee
PLANNING
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Planning
P-1 Animal Conditional Use Permit Per Application $1,665 $3,500 User Fee P-2 Annexation Each Actual Cost User Fee
P-3 Appeal to City Council
Initial Deposit Each $3,000 Deposit
Subsequent Deposits Each $1,500 Deposit
P-4 Appeal to Planning Commission (e.g. Development Plans, CUPs) Initial Deposit Each $3,000 Deposit
Subsequent Deposits Each $1,500 Deposit
P-5 Certificate of Compliance Per Application $1,000 $1,030 User Fee Technical Review Actual Costs
P-6 Conceptual Review Per Application $2,000 $3,000 User Fee P-7 Conditional Use Permit Per Application $3,500 $3,605 User Fee P-8 Development Agreement Each Actual Cost User Fee
P-9 Development Plan Review – Minor
Director Each $4,300 $5,500 User Fee
Commission Each $4,900 $7,400 User Fee
City Council Each New $7,800
P-10 Development Plan Review – Major City Council Each $7,200 $7,416 User Fee P-11 Environmental Impact Report Review Each Actual Cost User Fee P-12 Environmental Initial Study Each Actual Cost User Fee P-13 Environmental: Categorical Exemption Review Per Application $400 $412 User Fee P-14 General Plan Amendment - Map Each Actual Cost User Fee P-15 General Plan Amendment - Other Each $8,600 Actual Cost User Fee P-16 Business License Zoning Verification Per Application $100 $103 User Fee P-17 Landscape Plans Applications Each $300 $500 User Fee P-18 Legal Review of CC&Rs Each Actual Cost User Fee
P-19 Lot Line Adjustment Per Application $700 $1,400 User Fee Technical Review Actual Costs
P-20 Lot Merger Per Application $700 $1,400 User Fee
Technical Review Actual Costs
P-21 Minor Modification Per Application $3,700 $3,811 User Fee P-22 Mitigation Monitoring Each Actual Cost User Fee
P-23 Modification Review (CUP or Variance) Per Application $3,700 $3,811 User Fee P-24 Planned Development Each $8,600 $8,858 User Fee
P-25 Planned Redevelopment Each $8,600 $8,858 User Fee
P-26 Reversion to Acreage Each Actual Cost User Fee
P-27 Review of CC&Rs Each Actual Cost User Fee
P-28 Sign Variance Per Application $1,100 $1,133 User Fee P-29 Specific Plan Review Each Actual Cost User Fee
P-30 Street/Sidewalk Vendor Permit
New Permit Each $200 $206 User Fee
Renewals Each $100 $103 User Fee
P-31 Tentative Parcel Map Review (Lot Split) Subdivision Tentative Parcel Map Per Application $4,000 $15,000 User Fee P-32 SB9 Lot Split Applications Administrative Subdivision (SB 9, SB 684, and SB 1123 Each $4,000 $4,120 User Fee New 2 - 4 lots / parcels Each $8,000
New 5+ lots / parcels Each $13,000
New Technical Review Each Actual Cost
P-33 Tentative Tract Map (Subdivision) Subdivision Tentative Tract Map Each $5,400 $5,562 User Fee New 5-15 lots / parcels Each $15,000
New 15+ lots / parcels Each $22,000
New Technical Review Each Actual Cost
P-34 Time Extension Review Per Application $700 $721 User Fee P-35 Variance Per Application $3,700 $3,811 User Fee
P-36 Zone Change - Map Each $8,600 $8,858 User Fee
P-37 Zone Change - Other Actual Cost $8,600 Each User Fee P-38 Zoning Verification Letter Each $1,600 $1,648 User Fee P-39 Public Hearing - Postage/Publication Each Actual Cost User Fee P-40 Temporary Sign/Banner Permit Per Application $500 $50 User Fee P-41 Conditional Use Permit - Minor Each $700 $721 User Fee P-42 Recreational Vehicle Administrative Review Permit Appeal Each $200 Deposit P-43 Wireless Telecommunications Facilities
Eligible Facility Requests (EFR) Each $1,000 $1,300 User Fee Minor Wireless Facility Permit Each $2,500 $7,900 User Fee Major Wireless Facility Permit Each $5,000 $10,400 User Fee P-44 SB330 Applications Each $800 $824 User Fee
Technical Review (Applicable to Administrative Subdivisions, Tentative Parcel Map / Tentative Tract Map, Certificate of Compiance, Lot Line Adjustment, and Lot Merger)
Actual Cost User Fee
Surcharges
P-45 Technology % of Permit User Fee 19% Surcharge
Community Art Program (CAP)
P-46 CAP - Requirement Contribution to In- Lieu Community Art Fund BPV (building permit valuation) - New commercial / industrial & mixed use with residential as ancillary component (with BPV of $375,000+). % of Building Permit valuation 1% Impact Fee
BPV - New tenant improvements to existing commercial / industrial & mixed use with residential as ancillary component (with BPV of $375,000+). % of Building Permit valuation 0.50% Impact Fee
BPV - New residential of 11 or more units / houses and new mixed use with residential as primary component.
% of Building Permit valuation 0.25% Impact Fee
Misc. Fees
P-47 Park Development Fees
Residential Each $2,273 Reso 2012-46
Additional Bedroom Beyond 3 Bedrooms Each $200 Reso 2012-46 Second Dwellings, Apartment and Condo units Per Residential Dwelling Unit $1,591 Reso 2012-46 Commercial construction fee Per Sq. Ft. $0.62 Reso 2012-46 Outdoor Dining Fees
P-48 Outdoor Dining
Parklet User Per Year $1,190 $1,226 User Fee
Sidewalk Dining Per Year $415 $427 User Fee
BUILDING &
SAFETY
BUILDING &
SAFETY
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Building & Safety
B&S-1 Intake Processing Fee Each $31 $32 User Fee
Building Permit Application Fee
BP-1.1 $1 to $500 Each $124.38 $128 User Fee
BP-1.2 $501 to $2,000
First $500 Each $124.38 $128 User Fee
Each Additional $100 Each $5.13 User Fee
BP-1.3 $2,001 to $25,000
First $2,000 Each $201.37 $207 User Fee
Each additional $1,000 Each $16.48 $17 User Fee
BP-1.4 $25,001 to $50,000
First $25,000 Each $530.38 $546 User Fee
Each additional $1,000 Each $13.74 $14 User Fee
BP-1.5 $50,001 to $100,000
First $50,000 Each $923.90 $952 User Fee
Each additional $1,000 Each $7.94 $8 User Fee
BP-1.6 $100,001 to $500,000
First $100,000 Each $1,320.77 $1,360 User Fee
Each additional $1,000 Each $4.75 $5 User Fee
BP-1.7 $500,001 to $1,000.000
First $500,000 Each $3,221.92 $3,319 User Fee
Each additional $1,000 Each $4.41 $5 User Fee
BP-1.8 $1,000,000 to $5,000,000
First $1,000,000 Each $5,425.00 $5,588 User Fee
Each additional $1,000 Each $0.55 $1 User Fee
BP-1.9 $5,000,000 to $10,000,000
First $5,000,000 Each $7,628.08 $7,857 User Fee
Each additional $1,000 Each $0.53 $1 User Fee
BP-1.10 $10,000,000 to $25,000,000
First $10,000,000 Each $10,257.88 $10,566 User Fee
Each additional $1,000 Each $0.39 User Fee
BP-1.11 $25,000,000+
First $25,000,000 Each $16,109.59 $16,593 User Fee
Each additional $1,000 Each $0.20 User Fee
Plan Check Fees
BP-2 Building Plan Check Fee % of Building Permit 65% 68% User Fee New Planning Plan Check Fee % of Building Permit New 10% User Fee New Engineering Plan Check Fee % of Building Permit New 10% User Fee New Water Plan Check Fee % of Building Permit New 5% User Fee BP-3 Additional Building Plan Check Fee Per Hour $209 $215 User Fee BP-4 Mechanical, Electrical, or Plumbing Plan Check Fee Per Hour $209 $215 User Fee BP-5 Sewer Plan Check Fee Per Hour $209 $215 User Fee
Building Permit Fees - Other Inspections and Fees Miscellaneous Services and Fees BP-3.1 Inspections outside of normal businesshours (minimum charge - two hours) Per Hour $145 $149 User Fee BP-3.2 Inspection for which no fee is specifically indicated Per Hour $115 $118 User Fee BP-3.3 Additional plan review required by changes, additions or revisions on plans Per Hour $205 $211 User Fee BP-3.4 For use of outside consultants for plan checking and inspections, or both Each Actual Cost User Fee Other Building permit Application fees
OBP-1 Building Address Processing w/o Map Per Application $555 User Fee OBP-2 Building Permit Surcharge for NPDES (SWPPP) Inspections Each 5% Surcharge OBP-3 Building Re-Address Processing Per Application $425 $438 User Fee OBP-4 Change of Occupancy Per Application $185 User Fee OBP-5 Temporary Occupancy Review Per Application $440 User Fee Move from Spec-7 Investigation Per Hour $85 $205 User Fee New Work Without Permit Investigation Fee Each New Actual Cost User Fee Combo Permits - Single Family Residential
CP-1 Bathroom Remodel / Kitchen Remodel (no structural changes) Each $290 $299 User Fee CP-2 EV Charging Station Each $170 User Fee
CP-3 Energy Storage System (ESS) Each $295 User Fee
CP-4 Residential HVAC Replacement Each $225 $232 User Fee CP-5 Swimming Pool / Spa Each $1,130 $1,164 User Fee
Electrical Permit Application
Elec - 1 Receptacles/Lights/Switches Per Outlet $3.95 $4 User Fee Elec - 2 Fixed Appliances & Dedicated Outlets (Ranges, Dryers, Water Heaters, Cooktops, Dishwashers, etc.)
Each $7.89 $8 User Fee
Elec - 3 Motors Each $35 $36 User Fee
Elec - 4 Signs Each $85 $88 User Fee
Elec - 5 Timers Each $45 $46 User Fee
Elec - 6 Service 0-600V
Not Over 225 Amp Each $115 $118 User Fee
Over 225 Amp Each $145 $149 User Fee
Elec - 7 New Dwellings Per Sq. Ft. $0.10 User Fee
Elec - 8 Temporary Power Poles Each $115 $118 User Fee
Elec - 9 Temporary Distribution Poles Each $55 $57 User Fee Elec - 10 Carnival Ride / Attraction Per Attraction $55 $57 User Fee Elec - 11 Swimming Pool/Spas Each $175 $180 User Fee
Elec - 12 Where No Fee is Set Each $85 $88 User Fee
Elec - 13 Minimum Permit Fee Each $115 $118 User Fee
Elec - 14 Issuance Fee Per Permit Each $50 $52 User Fee Move from CP-2 EV Charging Station Each $170 $391 User Fee Move from CP-3 Energy Storage System (ESS) Each $295 $391 User Fee Plumbing Permit Application
Plum-1 Toilet Each $25 $26 User Fee
Plum-2 Bath Tub Each $25 $26 User Fee
Plum-3 Shower Each $25 $26 User Fee
Plum-4 Wash Basin Each $25 $26 User Fee
Plum-5 Kitchen Sink Each $25 $26 User Fee
Plum-6 Dishwasher Each $25 $26 User Fee
Plum-7 Laundry Tub or Tray Each $25 $26 User Fee
Plum-8 Automatic Washer Each $25 $26 User Fee
Plum-9 Water Heater Each $55 $57 User Fee
Plum-10 Solar Water Heater Each $115 $118 User Fee
Plum-11 Water Softener Each $25 $26 User Fee
Plum-12 Gas System (up to 5 Outlets) Each $55 $57 User Fee Plum-13 Additional Gas Outlet Over 5 Each $10 $10 User Fee Plum-14 Floor Drain Each $25 $26 User Fee
Plum-15 Lawn Sprinkler System Each $55 $57 User Fee
Plum-16 Misc. Water Piping Each $55 $57 User Fee
Plum-17 Swimming Pool Piping Each $85 $88 User Fee
Plum-18 Where No Fee is Set Each $85 $88 User Fee
Plum-19 Minimum Permit Fee Each $115 $118 User Fee
Plum-20 Issuance Fee Per Permit Each $50 $52 User Fee
*Or the total hourly cost to the jurisdiction, whichever is greatest. This cost shall include supervision, overhead, equipment, hourly wages and fringe benefits of the employees involved.
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Mechanical Permit Application
MP-1 Refrigeration Compressor Each $85 $88 User Fee
MP-2 Absorption Unit Each $85 $88 User Fee
MP-3 Boiler Each $85 $88 User Fee
MP-4 Fuel Burning Heater or Furnace Each $85 $88 User Fee MP-5 Air Handling Unit Each $85 $88 User Fee
MP-6 Air Inlet or Outlet Each $15 $15 User Fee
MP-7 Appliance Vent (not included above) Each $40 $41 User Fee MP-8 Evaporative Cooler Each $85 $88 User Fee
MP-9 Ventilation Fans Each $25 $26 User Fee
MP-10 Residential Kitchen Hood & Exhaust System Each $55 $57 User Fee MP-11 Commercial Kitchen Hood & Exhaust System Each $85 $88 User Fee MP-12 Spray Booth, Exhaust System Each $115 $118 User Fee MP-13 Fire Dampers Each $85 $88 User Fee
MP-14 Alter Duct System (not included above) Each $85 $88 User Fee MP-15 Where No Fee is Set Each $85 $88 User Fee
MP-16 Minimum Permit Fee Each $115 $118 User Fee
MP-17 Issuance Fee Per Permit Each $50 $52 User Fee
Sewer Permit Application
SP-1 Building Sewer Connection to Public Sewer Each $115 $118 User Fee SP-2 Septic Tank, Seepage Pit, or Drain Field Per Unit $205 $211 User Fee SP-3 Connect Additional Building/Work Each $115 $118 User Fee SP-4 Alter, Repair or Abandon Building Sewer Each $115 $118 User Fee SP-5 Grease Interceptor Each $175 $180 User Fee
SP-6 Where No Fee is Set Each $115 $118 User Fee
SP-7 Minimum Permit Fee Each $115 $118 User Fee
SP-8 Issuance Fee Per Permit Each $50 $52 User Fee
Building Valuation Data for Specialty Items
Spec-1 Patio (Open)
Valuation will be equal to an open carport as set by the Annual Building Valuation Data.
Per Square Foot $31
Carport - of garage value with a minimum plan check fee of $142 Per Square Foot 68.30% Spec-2 Patio (Closed)
Valuation will be equal to twice the valuation used for an open patio Per Square Foot $62 Minimum plan check fee of $142 Per Square Foot
Spec-3 Composition or Build Up Roof
Fiberglass Per Square Foot $3
All Other Roofing Material Per Square Foot $3
Spec-4 Walls
Spec-5 Walls
Spec-6 Building Re-inspection Per inspection $72 User Fee Spec-7 Investigation Per Investigation $170 User Fee
Spec-8 Lost Inspection Card Per Card $110 User Fee
Spec-9 Commercial Solar
50kw or Less Flat $1,000 Gov. Code 66015 (b)
50-250kW (Base) Base $1,000 Gov. Code 66015 (b)
50-250kW (per kW above 50 kW) Per kw $7 Gov. Code 66015 (b) 250 kW (Base) Base $2,400 Gov. Code 66015 (b)
250 kW (per kW above 250 kW) Per kw $5 Gov. Code 66015 (b) Spec-10 Residential Solar:
Base Flat $450 GOV § 66015 (a)
Per Kw above 15Kw per Kw $15 GOV § 66015 (a)
Surcharges
S-1 General Plan Maintenance % of Permit 13% Surcharge
S-2 Technology % of Permit 19% Surcharge
Building Valuation Data – FEBRUARY 2026
The International Code Council is pleased to provide the following Building Valuation Data (BVD) for its members. The BVD will be updated at six-month intervals, with the next update in August 2026. ICC strongly recommends that all jurisdictions and other interested parties actively evaluate and assess the impact of this BVD table before utilizing it in their current code enforcement related activities.
The BVD table provides the “average” construction costs per square foot, which can be used in determining permit fees for a jurisdiction. Permit fee schedules are addressed in Section 109.2 of the 2024 International Building Code (IBC) whereas Section 109.3 addresses building permit valuations. The permit fees can be established by using the BVD table and a Permit Fee Multiplier, which is based on the total construction value within the jurisdiction for the past year. The Square Foot Construction Cost table presents factors that reflect relative value of one construction classification/occupancy group to another so that more expensive construction is assessed greater permit fees than less expensive construction.
ICC has developed this data to aid jurisdictions in determining permit fees. It is important to note that while this BVD table does determine an estimated value of a building (i.e., Gross Area x Square Foot Construction Cost), this data is only intended to assist jurisdictions in determining their permit fees. This data table is not intended to be used as an estimating guide because the data only reflects average costs and is not representative of specific construction.
This degree of precision is sufficient for the intended purpose, which is to help establish permit fees so as to fund code compliance activities. This BVD table provides jurisdictions with a simplified way to determine the estimated value of a building that does not rely on the permit applicant to determine the cost of construction. Therefore, the bidding process for a particular job and other associated factors do not affect the value of a building for determining the permit fee. Whether a specific project is bid at a cost above or below the computed value of construction does not affect the permit fee because the cost of related code enforcement activities is not directly affected by the bid process and results.
Building Valuation
The following building valuation data represents average valuations for most buildings. In conjunction with IBC Section 109.3, this data is offered as an aid for the building official to determine if the permit valuation is underestimated. Again, it should be noted that, when using this data, these are “average” costs based on typical construction methods for each
occupancy group and type of construction. The average costs include foundation work, structural and nonstructural building components, electrical, plumbing, mechanical and interior finish material. The data is a national average and does not take into account any regional cost differences. As such, the use of Regional Cost Modifiers is subject to the authority having jurisdiction.
Permit Fee Multiplier
Determine the Permit Fee Multiplier:
1. Based on historical records, determine the total annual construction value which has occurred within the
jurisdiction for the past year.
2. Determine the percentage (%) of the building
department budget expected to be provided by building
permit revenue.
3. Example
The building department operates on a $300,000 budget, and it expects to cover 75 percent of that from building permit fees.
The total annual construction value which occurred within the jurisdiction in the previous year is $30,000,000.
Permit Fee
The permit fee is determined using the building gross area, the Square Foot Construction Cost and the Permit Fee Multiplier.
Permit Fee = Gross Area x Square Foot Construction Cost X Permit Fee Multiplier
Example
Type of Construction: IIB
Area: 1st story = 8,000 sq. ft.
2nd story = 8,000 sq. ft.
Height: 2 stories
Permit Fee Multiplier = 0.0075
Use Group: B
1. Gross area:
Business = 2 stories x 8,000 sq. ft. = 16,000 sq. ft.
2. Square Foot Construction Cost:
B/IIB = $274.77/sq. ft.
3. Permit Fee:
Business = 16,000 sq. ft. x $274.77/sq. ft x 0.0075
= $32,972.40
Bldg. Dept. Budget x (%)
Total Annual Construction Value
Permit Fee Multiplier =
$300,000 x 75%
$30,000,000
Permit Fee Multiplier = = 0.0075
Important Points
• The BVD is not intended to apply to alterations or
repairs to existing buildings. Because the scope of
alterations or repairs to an existing building varies so greatly, the Square Foot Construction Costs table does
not reflect accurate values for that purpose. However,
the Square Foot Construction Costs table can be used
to determine the cost of an addition that is basically a stand-alone building which happens to be attached to
an existing building. In the case of such additions, the only alterations to the existing building would involve the attachment of the addition to the existing building and the openings between the addition and the existing
building.
• For purposes of establishing the Permit Fee Multiplier, the estimated total annual construction value for a given time period (1 year) is the sum of each building’s value (Gross Area x Square Foot Construction Cost) for that
time period (e.g., 1 year).
• The Square Foot Construction Cost does not include
the price of the land on which the building is built. The Square Foot Construction Cost takes into account
everything from foundation work to the roof structure
and coverings but does not include the price of the land.
The cost of the land does not affect the cost of related code enforcement activities and is not included in the
Square Foot Construction Cost.
Square Foot Construction Costs a, b, c
Group (2024 International Building
Code) IA IB IIA IIB IIIA IIIB IV VA VB
A-1 Assembly, theaters, with stage 357.33 344.89 333.96 321.01 300.49 291.98 310.03 280.47 269.61 A-1 Assembly, theaters, without stage 328.57 316.12 305.20 292.25 271.49 262.97 281.27 251.46 240.61 A-2 Assembly, nightclubs 277.44 269.30 260.84 250.89 234.99 228.61 242.28 213.69 205.58 A-2 Assembly, restaurants, bars, banquet
halls
276.44 268.30 258.84 249.89 232.99 227.61 241.28 211.69 204.58 A-3 Assembly, churches 331.74 319.29 308.36 295.42 275.14 266.62 284.43 255.12 244.26 A-3 Assembly, general, community halls,
libraries, museums
276.12 263.67 251.75 239.80 218.28 210.76 228.82 198.26 188.40 A-4 Assembly, arenas 327.57 315.12 303.20 291.25 269.49 261.97 280.27 249.46 239.61 B Business 309.01 297.89 287.04 274.77 250.17 241.34 264.17 223.59 213.27 E Educational 296.02 285.47 275.84 264.24 245.34 232.84 255.15 214.74 207.79 F-1 Factory and industrial, moderate hazard 169.11 160.95 150.84 145.13 129.25 122.95 138.37 107.18 99.77 F-2 Factory and industrial, low hazard 168.11 159.95 150.84 144.13 129.25 121.95 137.37 107.18 98.77 H-1 High Hazard, explosives 157.75 149.59 140.48 133.77 119.20 111.90 127.00 97.13 N.P.
H234 High Hazard 157.75 149.59 140.48 133.77 119.20 111.90 127.00 97.13 88.73 H-5 HPM 309.01 297.89 287.04 274.77 250.17 241.34 264.17 223.59 213.27 I-1 Institutional, supervised environment 283.25 273.10 263.35 253.39 231.93 225.70 252.86 208.88 201.43 I-2 Institutional, hospitals 485.04 473.91 463.07 450.80 425.24 N.P. 440.20 398.66 N.P.
I-2 Institutional, nursing homes 334.61 323.48 312.64 300.37 277.75 N.P. 289.77 251.17 N.P.
I-3 Institutional, restrained 325.77 314.64 303.80 291.53 269.89 260.06 280.93 263.64 230.99 I-4 Institutional, day care facilities 283.25 273.10 263.35 253.39 231.93 225.70 252.86 208.88 201.43 M Mercantile 207.08 198.94 189.48 180.53 164.30 158.91 171.92 143.00 135.89 R-1 Residential, hotels 286.53 276.38 266.63 256.68 234.71 228.48 256.15 211.66 204.20 R-2 Residential, multiple family 239.24 229.09 219.34 209.38 188.69 182.45 208.85 165.63 158.18 R-3 Residential, one- and two-family d 224.62 218.65 213.40 208.84 201.86 194.67 213.06 187.70 175.92 R-4 Residential, care/assisted living
facilities
283.25 273.10 263.35 253.39 231.93 225.70 252.86 208.88 201.43 S-1 Storage, moderate hazard 156.75 148.59 138.48 132.77 117.20 110.90 126.00 95.13 87.73 S-2 Storage, low hazard 155.75 147.59 138.48 131.77 117.20 109.90 125.00 95.13 86.73 U Utility, miscellaneous 125.18 118.05 109.33 104.91 93.46 87.55 99.89 74.38 71.07 a. Private Garages use Utility, miscellaneous
b. For shell only buildings deduct 20 percent
c. N.P. = not permitted
d. Unfinished basements (Group R-3) = $31.50 per sq. ft.
ENVIRONMENTAL
SERVICES
ENVIRONMENTAL
SERVICES
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Environmental Services
FOG Fees
ES-1 FOG (Fats, Oil and Grease) Application Fee for New Restaurants Each $270 $278 User Fee ES-2 FOG Program Inspections Each $190 $196 User Fee
ES-3 FOG Program, Industrial, Automotive, and Gas Station Re-inspection Fee Each $190 $196 User Fee National Pollutant Discharge Elimination Services (NPDES) ES-4 NPDES - Current Construction Inspection Each $380 $391 User Fee ES-5 NPDES - Current Construction Re-inspection Each $190 $196 User Fee ES-6 NPDES Automotive Inspection
Inspection Each $255 $263 User Fee
Follow-up Each $175 $180 User Fee
ES-7 NPDES Gas Station Inspection
Inspection Each $255 $263 User Fee
Follow-up Each $175 $180 User Fee
ES-8 NPDES Industrial Inspection
Inspection Each $385 $397 User Fee
Follow-up Each $280 $288 User Fee
ES-9 NPDES Restaurant Inspection
Inspection Each $190 $196 User Fee
Follow-up Each $155 $160 User Fee
ES-10 NPDES - Nursery
Inspection Each $255 $263 User Fee
Follow-up Each $175 $180 User Fee
ES-11 NPDES Non-Industrial Inspection
Inspection Each $255 $263 User Fee
Follow-up Each $175 $180 User Fee
Other Fees
ES-12 Environmental Services Hourly Fee Per Hour $180 $185 User Fee
ENGINEERING
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Engineering
E-1 Street Name Signs Per Set $410 $422 User Fee
E-2 Traffic Signs Per Sign $1,095 $1,128 User Fee
E-3 Street Lights (Administration)
Administration Fee Per Light $555 $572 User Fee
Marbelite Deposit $3,000 Pass Through
Double Davit Deposit $4,200 Pass Through
E-4 Curb Stenciling Per Lot $30 $31 User Fee
Parcel Map/Tract Map Development Fees
E-5 Final Parcel Map Review Per Application $3,335 $3,435 User Fee E-6 Final Tract Map Review
Application Per Application $3,655 $3,765 User Fee
Over 4 lots Each $45 $46 User Fee
E-7 Final Map Amendment Review Per Application $3,075 $3,167 User Fee E-8 Street Name Processing w/o Map Per Application $2,300 $2,369 User Fee E-9 Street Re-Name Processing Per Application $2,300 $2,369 User Fee E-10 Street/Right-of-Way Abandonment Processing Per Application $2,030 $2,091 User Fee E-11 Building Address or Re-Address Processing without Map Per Application $695 $716 User Fee Drainage
E-12 Drainage Plan/Check/Inspections/ SWPP
Single-Family / ADU Each $625 $644 User Fee
Multi-Family (more than 1) / Commercial Each $990 $1,020 User Fee E-13 Geotechnical/Soils Report Review
Single-Family / ADU Each $770 $793 User Fee
Multi-Family (more than 1) / Commercial Each $1,000 $1,030 User Fee E-14 Low Impact Development (LID Report)
Single-Family / ADU Each $770 $793 User Fee
Multi-Family (more than 1) / Commercial Each $1,000.00 $1,030 User Fee Encroachment Permits
E-15 Temporary Placement on Street Permit Per Application Plus Each Working Day* $330 $340 User Fee E-16 Temporary Encroachment Permit Per Application Plus Each Working Day* $360 $371 User Fee E-17 Permanent Encroachment Permit Per Application Plus Each Working Day* $770 $793 User Fee *Fee includes the first day of application review. Subsequent days will be charged at a one-hour staff rate.
Plan Checks
E-18 Public Improvement Plan Check/ Inspection % of Construction Cost 5% $0 User Fee $10,000 Each
$25,000 Each
$50,000 Each
$100,000 Each
$500,000 Each
E-19 Traffic Control Plan Review Each $720 $742 User Fee E-20 Miscellaneous Plan Review
Single-Family / ADU Each $770 $793 User Fee
Multi-Family (more than 1) / Commercial Each $1,275.00 $1,313 User Fee E-21 Signing/Striping Plan Check Each $855 $881 User Fee E-22 SWPPP Review Fee
Less than 1 acre Each $490 $505 User Fee
1 acre or more Each $850 $876 User Fee
E-23 Traffic Study Review Fee Each $730 $752 User Fee
E-24 Delta Revision Fee Each $765 $788 User Fee
E-25 Delta Revision to Drainage/Grading Plans Each $425 $438 User Fee E-26 Stock Pile Plan Review Fee Each $720 $742 User Fee E-27 Hydrology & Hydraulics Report Review Fee
Single-Family / ADU Each $860 $886 User Fee
Multi-Family (more than 1) / Commercial Each Actual Cost User Fee Drive Approach Permits
E-28 Residential Drive Approach Each $510 $525 User Fee E-29 Commercial Drive Approach Each $730 $752 User Fee
Excavation Permits*
E-30 Natural Soil Excavation (sod/earth) Each $595 $613 User Fee E-31 Paved Surfaces:
1 – 50 square foot Each $295 $304 User Fee
Deposit Each $150 Deposit
51 – 300 square foot Each $361 $372 User Fee
Deposit Each $1,000 Deposit
301 – 600 square foot Each $478 $492 User Fee
Deposit Per Sq. Ft $4 Deposit
601 – 1,000 square foot Each $693 $714 User Fee
Deposit Each $3,000 Deposit
Over 1,000 square foot Each $858 $884 User Fee
Each Addl. 100 sq. ft. over 1,000 Each Addl. 100 sq. ft. $28 $29 User Fee Deposit Each $3,000 Deposit
Each Addl. 100 sq. ft. over 1,000 Each Addl. 100 sq. ft. $1 Deposit Curb, Gutter, Sidewalk & Paving Permits
E-32 Curb and/or Gutter
0 - 100 linear foot Each $460 $474 User Fee
Over 100 linear foot Per L.F. $1.30 User Fee
E-33 Sidewalk
0 - 100 sq. ft. Each $595 $613 User Fee
Over 100 sq. ft. Per Sq. Ft. $1.10 User Fee
E-34 Minor Curb Cut/Drilling (Core) Per Curb location $530 $546 User Fee E-35 Paving Each
Sewer Fees
E-36 Building Sewer Connection to Public Sewer Each $765 $788 User Fee E-37 Sewer Front Footage Per Front Foot $6.51 User Fee
E-38 Sewer Acreage Per Acre $765 $788 User Fee
E-39 Sewer Main Inspection Fee Per Liner Foot $1.60 User Fee E-40 Manhole, Junction Structure, etc. Inspection Each $300 $309 User Fee E-41 Sewer Area Study Review Fee
Single-Family / ADU Each $910 $937 User Fee
Multi-Family (more than 1) / Commercial Each Actual Cost User Fee Miscellaneous Fees
E-42 Pool Drainage Permit Each $230 $237 User Fee
E-43 Sign Impound Fee Each $195 $201 User Fee
E-44 Easement Quitclaim Deed Processing Each $910 $937 User Fee E-45 Oversized Transportation Permit Each $210 $216 User Fee E-46 Moving Building/House
Permit Fee Each $175 $180 User Fee
Deposit Each $1,000 Deposit
E-47 Hazardous Material Spill: Cleanup & Disposal Sewage Spill Cleanup Damage to City Property/ Repair
Each $265 $273 User Fee
E-48 Construction and Demolition (C&D) Waste Management Plan Administration Projects with a valuation less than $100,000:
City Approved Haul Each $95 $98 User Fee
Self-Haul Each $95 $98 User Fee
Projects with a valuation greater than $100,000:
City Approved Haul Each $95 $98 User Fee
Self-Haul Each $95 $98 User Fee
E-49 Preferential Parking District -Establishment or Modification Each Actual Cost User Fee Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Miscellaneous Inspections
E-50 Inspections (after hours/weekends) Per Hour $160.00 $165 User Fee E-51 Re-inspections Per Hour $130.00 $134 User Fee
E-52 Inspection (no indicated fee) Per Hour $130.00 $134 User Fee E-53 3rd Party Consultants Per Hour $290.00 $299 User Fee Wireless Telecommunication Facilities (Public Right-of-Way) E-54 Administrative Wireless Telecommunications Facility Permit Fees - Small Wireless Facilities
Deposit Each $4,000 Deposit
E-55 Administrative Wireless Telecommunications Facility Permit Fees - Eligible Facilities Request
Flat fee for review Each $535 Deposit
E-56 Major Wireless Telecommunications Facility Permit Fees - Non-Administrative Deposit Each $8,000 Deposit
*Prior to permits being issued, final costs will be calculated and charged to the Applicant if they exceed deposit fees.
GRADING & DRAINAGE PLAN CHECK/ INSPECTION FEES GRADING PERMIT FEES E-57 51-1000 Cubic Yards
For First 50 Cubic Yards Each $795 $819 User Fee
Each add'l 100 Cubic Yards or Fraction Thereof Each $165 $170 User Fee E-58 1,001-10,000 Cubic Yards
For First 1,001 Cubic Yards Each $2,405 $2,477 User Fee Each add'l 1000 Cubic Yards or Fraction Thereof Each $190 $196 User Fee E-59 10,001-50,000 Cubic Yards
For First 10,001 Cubic Yards Each $4,145 $4,269 User Fee Each add'l 1000 Cubic Yards or Fraction Thereof Each $80 $82 User Fee E-60 50,001-100,000 Cubic Yards
For First 50,001 Cubic Yards Each $7,365 $7,586 User Fee Each add'l 1000 Cubic Yards or Fraction Thereof Each $110 $113 User Fee E-61 Over 100,000 Cubic Yards
For First 100,000 Cubic Yards Each $12,985 $13,375 User Fee Each add'l 1000 Cubic Yards or Fraction Thereof Each $55 $57 User Fee Surcharges
E-62 Technology % of Permit 19% Surcharge
POLICE
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Police
Animal Control
PD-1 Animal Control Services
Food & Care Each $10 Pass Through
Cat Each $10 Pass Through
Small Animal Each $5 Pass Through
Medium Animal Each $10 Pass Through
Large Animal Each $40 Pass Through
Biter (OBS) Each $20 Pass Through
PD-2 Animal Impound
Dog 1st offense—altered Each $30 Pass Through
Dog 1st offense—unaltered Each $50 Pass Through
Dog 2nd offense—altered Each $70 Pass Through
Dog 2nd offense—unaltered Each $100 Pass Through
Dog 3rd offense—altered Each $120 Pass Through
Dog 3rd offense—unaltered Each $120 Pass Through
Cat—altered Each $5 Pass Through
Cat—unaltered Each $5 Pass Through
Small Animal Each $15 Pass Through
Medium Animal Each $25 Pass Through
Large Animal Each $60 Pass Through
PD-3 Animal License Issuance
Cat License Altered/S/C $5 Each $5 Pass Through
Unaltered/S/C Each $10 Pass Through
Penalty Each $10 Pass Through
Dog License Unaltered Each $100 Pass Through
Altered Each $30 Pass Through
S/C Unaltered Each $100 Pass Through
S/C Altered Each $10 Pass Through
Veteran Disability Altered Each $0 Pass Through
Penalty Each $50 Pass Through
Potentially Dangerous Each $125 Pass Through
PD-4 Animal Retrieval/Disposal
Owner Released – licensed: Per Animal Per Animal $40 Pass Through Per Litter Per Litter $30 Pass Through
O/R pickup live Each $30 Pass Through
O/R pickup dead Each $20 Pass Through
Owner Released – unlicensed: Per Animal Per Animal $100 Pass Through Per Litter Per Litter $100 Pass Through
O/R pickup live Each $100 Pass Through
O/R pickup dead Each $100 Pass Through
Police Fees
PD-5 Bicycle Licenses
New license Each $4 VEH § 39004
Renewal Each $2 VEH § 39004
PD-6 Code Enforcement Investigation
Various Fines Each $50 - $1,500
Re-investigation Each $100 $103 User Fee
PD-7 Cost Recovery of Graffiti Damage Caused by a Minor Each Actual Cost User Fee PD-8 DUI Incident Response Investigation Each Actual Cost User Fee PD-9 Fingerprint Card First Card $20 $21 User Fee
Additional Fingerprint Card Each Additional Card $5 $5 User Fee PD-10 Impound Vehicle Release Per Vehicle $160 $165 User Fee PD-11 Inspection, documentation and registration of vacant property or property in foreclosure
Each $80 $82 User Fee
PD-12 Massage Business Permit Per Application $330 $340 User Fee PD-13 Massage Business Permit Renewal Each $165 $170 User Fee PD-14 Massage Tech/Practitioner Permit Per Application $165 $170 User Fee PD-15 Massage Tech/Practitioner Permit Renewal Each $80 $82 User Fee PD-16 Massage Business Location Change Per Application $165 $170 User Fee PD-17 Massage Business Sale/Transfer Per Application $165 $170 User Fee PD-18 Noise Disturbance Response Call-Back / Alcohol consumed by a Minor 1st Response Each $0 Penalty
2nd Response Each $100 Penalty
3rd Response Each $250 Penalty
4th Response Each $500 Penalty
5th Response Each $1,000 Penalty
6th and subsequent Responses Each $2,500 Penalty
PD-19 Parking Permit - Early Morning
Early Morning/Per Day Per Day $5 User Fee
Early Morning/Per Year Per Year $80 $82 User Fee
PD-20 Police Photo Reproduction Per Request $35 $36 User Fee PD-21 Police Report Copy
First Five (5) pages Each Free User Fee
Additional Pages After 5 Per Page $0.15 User Fee
PD-22 Police Special Services Each Actual Cost User Fee PD-23 Records Check/Clearance Letter Per Letter $40 $41 User Fee PD-24 Vehicle Equipment Correction Inspection Per Inspection $25 $26 User Fee PD-25 Video/Audio Disk Reproduction Per Disk $35 $36 User Fee PD-26 Weapons Storage Processing Per Weapon $60 $62 User Fee PD-27 Traffic Collision Report Per Report $20 $21 User Fee PD-28 Sidewalk Vendor - Impounding Equipment & Merchandise Each $205 $211 User Fee Alarm Fees
PD-29 Alarm Permit
Residential Per Permit $40 $41 User Fee
Commercial Per Permit $50 $52 User Fee
PD-30 False Alarm Fines
Permitted
1st Alarm Each $0 Penalty
2nd Alarm Each $75 Penalty
3rd Alarm Each $150 Penalty
4th Alarm Each $250 Penalty
5th Alarm Each $250 Penalty
Non-Permitted
1st Alarm Each $50 Penalty
2nd Alarm Each $175 Penalty
3rd Alarm Each $200 Penalty
4th Alarm Each $350 Penalty
5th Alarm Each $350 Penalty
PD-31 Alarm Permit Late Registration Each $10 Penalty
PD-32 Alarm Fee Late Charge Each $25 Penalty
PD-33 Alarm Permit Reinstatement Fee Each $100 Penalty
Carry Concealed Weapon (CCW)
PD-34.1 Carry Concealed Weapon (CCW) -New Application Each $595 $613 User Fee PD-34.2 Carry Concealed Weapon (CCW) -Amended Application Each $10 User Fee PD-34.3 Carry Concealed Weapon (CCW) -Live Scan Each $24 $25 User Fee PD-34.4 Carry Concealed Weapon (CCW) -Renewal Each $495 $510 User Fee Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Code Enforcement Violation
VEH-1 Prohibited parking on public grounds Each $51 Penalty VEH-2 No front license plate Each $51 Penalty
VEH-3 Failure to display registration tab Each $51 Penalty VEH-4 Current year tab required Each $51 Penalty
VEH-5 Parked within intersection Each $51 Penalty
VEH-6 Parked on crosswalk Each $51 Penalty
VEH-7 Parked in painted zone Each $51 Penalty
VEH-8 Parked within 15 ft. of fire station Each $51 Penalty VEH-9 Parked on sidewalk Each $51 Penalty
VEH-10 Parked at street excavation Each $51 Penalty
VEH-11 Double parked Each $51 Penalty
VEH-12 Parked in a bus zone Each $255 Penalty
VEH-13 Parked on bridge Each $51 Penalty
VEH-14 Parked blocking disabled ramp Each $336 Penalty
VEH-15 Parked in fire lane Each $255 Penalty
VEH-16 Parked in excess of 18 inches of curb/
wrong side
Each $51 Penalty
VEH-17 Parked/obstructing handicapped space Each $336 Penalty VEH-18 Parked too close to fire hydrant Each $51 Penalty VEH-19 Parked without setting brake, stopping motor Each $51 Penalty VEH-20 Parked blocking access ramp Each $336 Penalty
Glendora Municipal Code (GMC) Parking Violations
VEH-21 Parked vehicle with for sale sign Each $51 Penalty VEH-22 Early morning parking prohibited Each $51 Penalty VEH-23 Failure to obey curb markings Each $51 Penalty
VEH-24 Parking in excess of 72 hours Each $51 Penalty
VEH-25 Parking on public property in violationof signs Each $51 Penalty VEH-26 Commercial Vehicle: Parked in residential area Each $86 Penalty VEH-27 Commercial Vehicle: Parked in commercial area Each $51 Penalty VEH-28 Parking in violation of posted sign Each $51 Penalty VEH-29 Parked with sign advertising event Each $51 Penalty VEH-30 Preferential parking permit required Each $51 Penalty VEH-31 Selling from parked vehicle Each $51 Penalty
VEH-31 Parked in violation of posted signs Each $51 Penalty VEH-31 Late Penalty Each $45 Penalty
PUBLIC WORKS
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Public Works
PW-1 Tree Planting
15-Gallon Each $180 Material Costs
24' box Each $360 Material Costs
36' box Each $1,000 Material Costs
48' box Each $1,950 Material Costs
60' box Each $5,950 Material Costs
PW-2 Service Request Pruning Each Actual Cost Pass-Through PW-3 Tree Removal -Appeal to the Commission Each Actual Cost Pass-Through PW-4 Memorial Trees Each $310 Pass-Through
PW-5 Tree Replacement Cost for Developers (In-Lieu Fund) Each Actual Cost Pass-Through
UTILITY FEES
Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Utility Fees
UMT-1 Damage to City Property Repair Each Actual Cost User Fee UMT-2 Service Reconnect Fees
Delinquent (Business hours, Customer receiving social assistance): Each $50 $52 User Fee Delinquent (Outside of business hours, Customer receiving social assistance): Each $150 $155 User Fee Delinquent (Business Hours): Each $107 $110 User Fee
Delinquent (Outside of Business Hours): Each $295 $304 User Fee Non-Delinquent (Business Hours): Each $105 $108 User Fee Non-Delinquent (Outside of Business Hours): Each $295 $304 User Fee Non-Delinquent (After midnight): Each $295 $304 User Fee UMT-3 Hazardous Material Spill Cleanup and Disposal Each Actual Cost User Fee UMT-4 Sewage Spill Cleanup Each Actual Cost User Fee
UMT-5 Street Light Maintenance Each
UMT-6 Temporary Water Meter Rental Service Each $75 Rental UMT-7 Water Bill Penalties Each 10% Penalty
UMT-8 Water Conservation Violations
First Water Conservation Violation Each $0 Penalty
Second Water Conservation Violation Each $150 Penalty
Third Water Conservation Violation Each $250 Penalty
Fourth Water Conservation Violation Each $1,000 Penalty UMT-9 Water System Inspection
Lateral for ADU Per Inspection $490 $505 User Fee
UMT-10 Integrated Waste Management Franchise Fee Each 11% Franchise Fee UMT-11 Vehicle and Equipment Rental Rates Each
UMT-12 Manual Meter Read Fee Each $230 $237 User Fee
UMT-13 ACH Return Fee(incorrect bank information) Each $55 $57 User Fee UMT-14 Chargeback Fee (Customer Disputed Bill Penalty) Each $55 $57 User Fee UMT-15 New Account Application/Activation Fee (Processing Fee, excluding meter installation)
Each $85 $88 User Fee
UMT-16 Deposits for Service Each $200 Deposit
UMT-17 Door Hanger Fee Each $45 $46 User Fee
UMT-18 Trip Charge for Additional Visit Each $145 $149 User Fee UMT-19 Temporary Construction Meter Each $290 $299 User Fee Water Service Installation Charges
Water Service Installation
3/4-1" Deposit $5,000.00 Deposit
2" Deposit $7,000.00 Deposit
4" Deposit $10,000.00 Deposit
6" Deposit $12,000.00 Deposit
Miscellaneous Water Fees and Charges
Water Front Footage Per Foot $8 Rates
Acreage Charges Per Acre $4,658.50 Rates
Backflow Preventer Installation Each $150 $155 User Fee Fire Hydrant Flow Test (office study performed with hydraulic model) Per Fire Hydrant $870 $896 User Fee Fire Hydrant Flow Test (Field Test) Per Fire Hydrant $725 $747 User Fee Fire Flow Availability Form Per Request $405 $417 User Fee Fire Services / Protection (Fixed) Per Diameter Inch $9 Rates Fire Hydrant Meter Deposit Deposit $2,000 Deposit
Irrigation Plan Review/Water System Inspection (Non-Tract) Each $195 $201 User Fee Fire Service Plan Review/Water Service Installation Plan Review Each $195 $201 User Fee Water Meter Test
¾” – 2” : Each $230 $237 User Fee
Water Quality Testing Each Actual Cost User Fee
Bacterial Sample Test Each $400 $412 User Fee
Pressure Test Each $400 $412 User Fee
Hydrant Lock Fee (new lock with installation) Each $285 $294 User Fee Hydrant- Handle replacement fee Each $165 $170 User Fee Broken lock/ damage costs & service. Each $215 $221 User Fee Bi-Monthly Meter Connection Charge*
5/8 & 3/4 Inch Each $87.93 Rates
1 Inch Each $138.24 Rates
1.5 Inch Each $264.76 Rates
2 Inch Each $426.04 Rates
3 Inch Each $1,013.74 Rates
4 Inch Each $1,013.74 Rates
6 Inch Each $2,225.21 Rates
8 Inch Each $2,225.21 Rates
*Shall be automatically increased based on the percentage change in the Consumer Price Index (CPI) from October to October for calendar years 2025 – 2028, not to exceed 5% each year. Extraordinary increases may be brought to the City Council for consideration Item No. Service Provided Unit Current Fee Dept. Requested Revised Fee CPI Adj Fee (if applicable) Fee Type Bi-Monthly Consumption Tiers (CCF)
5/8 Inch
Tier 1 Each 0-12 Rates
Tier 2 Each 13-38 Rates
Tier 3 Each 39-76 Rates
Tier 4 Each >76 Rates
3/4 Inch
Tier 1 Each 0-12 Rates
Tier 2 Each 13-38 Rates
Tier 3 Each 39-76 Rates
Tier 4 Each >76 Rates
1 Inch
Tier 1 Each 0-18 Rates
Tier 2 Each 19-67 Rates
Tier 3 Each 68-134 Rates
Tier 4 Each >134 Rates
1.5 Inch
Tier 1 Each 0-42 Rates
Tier 2 Each 43-134 Rates
Tier 3 Each 135-268 Rates
Tier 4 Each >268 Rates
2 Inch
Tier 1 Each 0-64 Rates
Tier 2 Each 65-220 Rates
Tier 3 Each 221-440 Rates
Tier 4 Each >440 Rates
3 Inch
Tier 1 Each 0-181 Rates
Tier 2 Each 182-419 Rates
Tier 3 Each 420-838 Rates
Tier 4 Each >838 Rates
4 Inch
Tier 1 Each 0-181 Rates
Tier 2 Each 182-658 Rates
Tier 3 Each 659-1316 Rates
Tier 4 Each >1316 Rates
6 Inch
Tier 1 Each 0-328 Rates
Tier 2 Each 329-2,341 Rates
Tier 3 Each 2,342-4,682 Rates
Tier 4 Each >4,682 Rates
8 Inch
Tier 1 Each 0-328 Rates
Tier 2 Each 329-2,341 Rates
Tier 3 Each 2,342-4,682 Rates
Tier 4 Each >4,682 Rates
Consumption Rates for Water & Elevations (CCF)*
Zone A
Tier 1 Each $1.80 Rates
Tier 2 Each $2.76 Rates
Tier 3 Each $3.72 Rates
Tier 4 Each $4.68 Rates
Elevation $0.23 Rates
Zone B
Tier 1 Each $1.80 Rates
Tier 2 Each $2.76 Rates
Tier 3 Each $3.72 Rates
Tier 4 Each $4.68 Rates
Elevation $1.05 Rates
Zone C
Tier 1 Each $1.80 Rates
Tier 2 Each $2.76 Rates
Tier 3 Each $3.72 Rates
Tier 4 Each $4.68 Rates
Elevation $2.12 Rates
Zone D
Tier 1 Each $1.80 Rates
Tier 2 Each $2.76 Rates
Tier 3 Each $3.72 Rates
Tier 4 Each $4.68 Rates
Elevation $3.51 Rates
*Shall be automatically increased based on the percentage change in the Consumer Price Index (CPI) from October to October for calendar years 2025 – 2028
NOTICE OF PUBLIC HEARING
CITY COUNCIL
YOU MAY BE AFFECTED BY THE FOLLOWING:
_____________________________________________
NOTICE IS HEREBY GIVEN that the City Council of the City of Glendora will hold a public hearing in the City Council Chambers of City Hall, 116 E. Foothill Boulevard, Glendora, California, on Tuesday, June 09, 2026 at 7:00 p.m. to receive and consider all evidence and reports relative to a resolution amending the City of Glendora Master Fee Schedule of fees and charges for City Services.
All interested parties are invited to attend said hearing and express their views on this matter.
Should you be unable to attend the public hearing, your testimony must be made in writing and delivered prior to the scheduled hearing date as follows: City Clerk Department, 116 E. Foothill Blvd, Glendora, CA, 91741, [email protected].
Further information on this item will be posted to the city’s website at CityofGlendora.org/citymeetings and will be on file for public inspection and copying for the cost of duplication, at the office of the City Clerk, 116 E. Foothill Blvd, Glendora, CA, between the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday, exclusive of holidays, within those hours for agenda posting and public inspection as required by the Ralph M. Brown Act, California Government Code 54950 et seq. as applicable to this meeting.
If you challenge this action(s) in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the City Council at, or prior to, the public hearing.
Kathleen R. Sessman, MMC
City Clerk
Published San Gabriel Valley Examiner: 05/14/2026
05/21/2026
CERTIFICATION
I, Kathleen R. Sessman, City Clerk of the City of Glendora, hereby certify that I posted a copy of this Notice on the bulletin board outside the City Hall Council Chamber, 116 E. Foothill Boulevard at 2:00 p.m. on (Date).
Kathleen R. Sessman, MMC
City Clerk
A PUBLIC HEARING TO CONSIDER A RESOLUTION ESTABLISHING AND
AMENDING THE MASTER SCHEDULE OF FEES FOR SERVICE FOR THE FISCAL YEAR 2026-27
FINANCE DEPARTMENT
CITY COUNCIL MEETING
JUNE 9, 2026
DESIREE VALDIVIA, OFFICE COORDINATOR
UPDATES OR NEW REQUESTS
Whenever new fees are added or an existing fee is changed, the fees are calculated or adjusted according to the following guidelines:
• Full recovery of third-party costs;
• Fully-allocated employee personnel costs; and
• Established cost recovery ratios.
• Annual CPI adjustments, where applicable, consistent with the City’s User Fee Cost Recovery Policy.
SUMMARY OF UPDATES
Section Summary Description Reason
City Clerk • Clarify language with certain passport fees. • Compliance • Consistency
Recreation & Human
Services
• Updated facility rental, cleaning, and field fees. • Cost Recovery Planning • Added and revised development review fees. • Cost Recovery Building & Safety • Additional support fees • Cost Recovery Engineering • Revised permit fee units and language • Consistency Citywide • Applied applicable CPI adjustments • Cost Recovery
NEXT STEPS
• Approved Master Schedule of Fees for Service will be posted to the City’s website. • Departments will update their forms and processes to include any new and/or adjusted fees.
• Continually evaluate fees and services.
RECOMMENDATIONS
That the City Council:
• Adopt a City Council Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF GLENDORA, CALIFORNIA, ESTABLISHING THE MASTER SCHEDULE OF FEES
FOR SERVICE AND AMENDING CITYWIDE FEES FOR COST OF SERVICE FOR FISCAL YEAR 2026-2027.”
STRATEGIC PLAN UPDATE: MAY 2026
STATUS
Completed 23 22% 41 39% 53 50%
In-Process 65 62% 56 53% 48 46%
Not Started 17 16% 8 8% 4 4%
Total 105 105 105
INDICATOR: The indicators are specific deliverables or milestones that indicate progress or completion within each action. They detail the work required, with timelines and assigned departments, enabling granular tracking of progress within actions and contributing to broader outcome and goal achievement.
MAY
2026
2025-2027 STRATEGIC PLAN
QUARTERLY UPDATE
GOAL: Broad, overarching focus areas guiding City and Council efforts and resource allocation over a defined period. They represent key priorities, providing a strategic framework and communicating overall ambitions to stakeholders, influencing decision-making.
OUTCOME: Specific, measurable, achievable, relevant, and time bound (SMART) results the City aims to achieve within each goal area. They translate broad goals into concrete targets, clarifying success and focusing efforts on tangible results within defined timeframes.
ACTION: Specific projects, programs, initiatives, policies, or operational changes the City undertakes to achieve desired outcomes. These are the concrete steps to achieve the outcomes moving the City toward its goals.
OCTOBER
2025
FEBRUARY
2026
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed RFP for Consultant 2026 Q1 Comm. Dev. (Planning) Complete In-Process In-Process RFP draft completed. Staff will present the RFP as an informational item to the Planning Commission and City Council in March 2026 to ensure a transparent effort on the timeline for the General Plan Update as well as how the consultant will be selected (e.g. public engagement). May 2026 Update: General Plan RFP released on April 30, 2026. Proposals due August 6, 2026.
Subdivision Code 2025 Q4 Comm. Dev. (Planning) In-Process In-Process In-Process City Attorney working on draft ordinance; May 2026 Update: Draft ordinance complete and under internal review and revision.
Objective Design Guidelines 2025 Q3 Comm. Dev. (Planning) Complete Complete Complete Council adopted first reading on October 28, 2025 Safety Element 2025 Q3 Comm. Dev. (Planning) Complete Complete Complete Council adopted on October 28, 2025 ENA with Mercy Housing - (development complete in 3 years of ENA approval) 2025 Q2 Comm. Dev. (Housing and Economic Dev.) Complete In-Process In-Process ENA executed on July 8, 2025. Ad Hoc Committee formed with Council members Allawos and Davis to evaluate development and affordable housing types.
February 2026 Update: Status update presented to Council on January 13, 2026.
Initial Term of the ENA to be completed on March 13, 2026. Based on feedback from utilities and LA County Fire, staff anticipates minor site plan revisions will be processed through the Planning Commission and ultimately City Council. May 2026 Update: Community meeting held on April 21, 2026. Entitlement application anticipated in June.
Adoption of Development Vision 2025 Q3 Comm. Dev. (Planning) Complete Complete Complete Council adopted Station Area Plan on July 8, 2025 May 2026 Update: City receives notice of American Planning Association Award with presentation to occur on June 25, 2026 at APA Los Angeles Awards Gala
Gold Line Authority Property Sale 2025 Q2 Gold Line Construction Authority Complete In-Process In-Process Development application received from Warmington for housing 86 units.
February 2026 Update: At this time the development application is incomplete and staff is working with Warmington on the City's recently adopted objective design guidelines. May 2026 Update: No change in status. Staff anticipates resubmittal.
Metro develops parking lot, including affordable units 2028-2030 LA County Metro In-Process In-Process Not Started METRO released and RFP for housing development in 2023 at various station sites; the Glendora A-Line Station is part of that RFP. February 2026 Update. In February 2026, METRO engaged the Terner Center for Housing Innovation to complete a visioning plan for the site. Terner students visited Glendora on February 23, 2026 and met with members of the City Council and Planning Commission. May 2026 Update: Terner Center for Housing Innovation students from UC Berkley completed several development alternatives. Terner Center indicates the students' work product will be forwarded to the City by June 1.
Goal 1: SubURBAN Living
Foster intentional urbanization through increased targeted housing density, revitalized commercial areas, and enhanced services and infrastructure that supports a livable community for all.
Outcome 1: Increased targeted housing density and housing options at all income levels ACTION 1.1: GENERAL PLAN UPDATE
ACTION 1.2: 1762 DALE DEVELOPMENT
ACTION 1.3: STATION DEVELOPMENT VISION (TOC/TAP)
ACTION 1.4: SCHOOL SITE DEVELOPMENT
Sunflower Campus Development Agreement approval 2025 Q2 Comm. Dev. (Planning) In-Process In-Process In-Process Lewis 81 unit development application. May 2026 Update: Lewis and staff continue to negotiate development issues and details. Lewis has completed draft CEQA document and presented to City for review in May. City staff and legal to review.
Azusa Unified School District Development Agreement approval 2025 Q4 Comm. Dev. (Planning) In-Process In-Process In-Process Melia Homes discussed a 163 unit concept application with the City.
February 2026 Update: AUSD and Melia homes have amended their purchase and sale agreement price to approximately $25 million. Staff anticipates a development agreement for this project to ensure the City collects a community benefit to better the quality of life in Glendora. May 2026 Update: Melia Homes continues to process application for entitlements. Application submittal status is under review.
Glendora Unified School District Development Agreement approval 2026 Q3 Comm. Dev. (Planning) In-Process In-Process In-Process City and GUSD Staff have met to discuss framework for future rezoning of campuses and other district property. District understands that community benefits are necessary for rezoning projects.
February 2026 Update: Staff is awaiting the completion of ENA negotiations between GUSD and Lewis Homes. May 2026 Update: On April 26, 2026, the School District entered an Exchange Agreement with Lewis Homes for the Whitcomb property. No application for development submitted to City.
Entitling Developments for COUSD, AUSD and GUSD school sites 2027 Q3 Comm. Dev. (Planning) In-Process In-Process Not Started February 2026 Update: Both the former COUSD Sunflower Campus and AUSD Barranca sites are in process for entitlements. May 2026 Update: City continues to process entitlement an application for the AUSD Barranca site, and anticipates an application in the future for the GUSD Whitcomb site.
Approve Development Entitlements 2025 Q3 Comm. Dev. (Planning) Complete Complete Complete Council approved Tentative Map on August 26, 2025.
Affordability Regulatory Agreement 2025 Q3 Comm. Dev. (Planning) Complete Complete Complete February 2026 Update: Escrow closed and agreements completed December 2025 and the City received $3.99 million ($1 million was allocated for the Economic Development Action Plan pursuant to a 2024 City Council approval) Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed Council approves EAP programming 2025 Q2 Comm. Dev. (Housing and Economic Dev.) Complete Complete Complete Council approved EAP on March 25, 2025.
Implementing the plan + Creating the programs Ongoing Comm. Dev. (Housing and Economic Dev.) In-Process In-Process In-Process Shop local, SBDC workshops, ED newsletter implemented.
February 2026 Update: Council reviewed draft Restaurant Assistance Program on January, 27, 2026. Returning to Council with update in March 2026. May 2026 Update: Held Small Business Week in May. Attended the ACRES commercial real estate networking event, and regional economic forecasting. Coordinating with the Village BID on a farmer's market.
ACTION 1.5: SAN JOSE / WOODLAND SITE DEVELOPMENT
Goal 1: SubURBAN Living
Outcome 2: Revitalized commercial centers
ACTION 1.6: ECONOMIC ACTION PLAN
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed Prepare Service Provider Assessment 2025 Q3
Recreation & Human Services (Human Services
Manager) / Library (Director, Library Services
Manager)
Complete Complete Complete
Continued meetings and partnerships with Human Services and LA CADA.
Prioritizing same-day response for homeless encampments and balancing enforcement and outreach, where appropriate. Leveraging partnerships with outside agencies (LASD and CHP) to identify unhoused individuals involved in serious or ongoing criminal activity. PD and Human Services outreach specifically for seniors or elderly who require services and may be on the verge of homelessness.
Convene summit / workshop w/partners 2025 Q4 Recreation & Human Services and GPD Complete Complete In-Process Human Services continuing services with YWCA Senior Case mgmt. at La Fetra Center. City receiving Measure A funds to assist with motel vouchers, rental assistance, eviction prevention, landlord engagement. Staff coordinating with Shepherd's Pantry, GUSD, local churches to facilitate referrals and increase community awareness of these resources.
February 2026 Update - Services are still continuing to be offered and staff regularly meets with partners on ways to improvement services. In addition to the regular meetings, staff always seeks to provide additional services and/or options for community quality of life. Recently, staff met with SGVCOG to determine if the City would be a fit for their SGV CARES program, and well as exploring local agencies pooling Measure A resources to develop a panel of services the City could take advantage of and reduce administrative burden. Additionally, staff has convened and completed working groups with Caltrans on ways to improve/expedite service offerings and pro-active clean-ups. While this action is complete, staff's work is on-going.
ENA with Mercy Housing - (development complete in 3 years of ENA approval) 2025 Q3 Comm. Dev. (Housing and Economic Dev.) Complete In-Process In-Process ENA executed on July 8, 2025.
February 2026 Update: Ad Hoc Committee formed with Council members Allawos and Davis to evaluate development and affordable housing types. Status update presented to Council on January 13, 2026. Initial Term of the ENA to be completed on March 13, 2026. May 2026 Update: Initial Term completed. Community meeting held on April 21, 2026. Entitlement application anticipated in June 2026.
Staff anticipates submission of housing project by July 2026.
Agreements with service providers + motel owners 2025 Q3 Recreation & Human Services Complete Complete Complete City Council approved agreement with L.A. CADA in May 2025. Approval granted a two year agreement with L.A. CADA with an additional one year option for Outreach. City staff continues to utilize local hotels/motels as needed for rooms for individuals whom have accepted services.
Implementing the plan + Creating the programs 2025 Q2 Comm. Dev. (Housing and Economic Dev.) In-Process In-Process In-Process Shop local, SBDC workshops, ED newsletter implemented.
February 2026 Update: Council reviewed draft Restaurant Assistance Program on January, 27, 2026. Returning to Council with update in March 2026. May 2026 Update: Held Small Business Week in May. Attended the ACRES commercial real estate networking event, and regional economic forecasting. Coordinating with the Village BID on a farmer's market.
Sunstone Challenge 2025 Q2 Comm. Dev. (Housing and Economic Dev.) Complete Complete Complete Glendora Team earned 2nd place.
Goal 1: SubURBAN Living
Outcome 3: A complete eco-system to support the homeless population and improve access to support tools ACTION 1.7: FORMALIZE INTERDEPENDENCE OF OUR PARTNERS WHO SERVE HOMELESS COMMUNITY ACTION 1.8: 1762 DALE DEVELOPMENT
ACTION 1.9: COORDINATE ALTERNATIVES WITH LOCAL MOTEL OWNERS ACTION 1.10: ECONOMIC ACTION PLAN
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed Workshop with City Council 2026 Q3 Comm. Dev. (Planning) In-Process In-Process Not Started February 2026 Update: Staff received a draft COS study in early 2026, which did not include the totality of the fiscal impact from the current condition of streets, streetlights, and public safety services. Staff anticipates and updated draft COSD Study will be presented to the City Council in June 2026. May 2026 Update: COS study complete and currently scheduled for review by Council on July 14, 2026.
City Council direction to move forward with annexation of a portion thereof 2027 Q1 Comm. Dev. (Planning) In-Process In-Process In-Process Council approved contract with consultant (RSG) on February 25, 2025 to move forward with annexation process. Completed survey work, and initial meetings with LAFCO and LA County were held in mid to late 2025.
February 2026 Update: Staff is working on expense and revenue analysis (COS Study) and pre-zone ordinance (should the Council decide to move forward). May 2026 Update: Council currently schedule to review COS study and staff to request direction on July 14, 2026.
ACTION 1.11: REVIEW COST OF SERVICE STUDY
Goal 1: SubURBAN Living
Outcome 4: Determine on annexation of county islands on the western City border Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Hire an Economic Development Manager 2025 Q3 Comm. Dev. + CMO Complete Complete Complete Economic Development Manager was hired in May 2025.
Convene the working group and report of progress 2026 Q4 Comm. Dev. + CMO In-Process In-Process Not Started February 2026 Update: Economic Development staff began discussing roles and responsibilities (e.g. who maintains landscaping in the Village) with the BID.
Working group target start date 2026 Q2. May 2026 Update: Developing a detailed workplan and timeline for the working group.
Approval of plan programs and funding 2025 Q4 Comm. Dev. (Housing and Economic Dev.) Complete Complete In-Process The City Council approved EAP on March 25, 2025.
February 2026 Update: With the closing of the San Jose/Woodland site, the EAP is not funded with $1 million. Staff is currently working on the program details with the City Council.
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Liaison engages and supports economic development programs and initiatives Ongoing CMO Complete Complete Complete City Council has assigned a member (Thompson) as the Chamber Liaison.
Additionally, another Councilmember (Elias), participates at the SGVCOG Olympic Task Force, as well as the City's Economic Development Manager to find opportunities for the City.
Recommendations for a Communication Plan 2025 Q4
City Clerk - Lead/Legislative/
Admin/IT/PW/Finance/CMO/PD/Library/Comm.
Dev./Rec. & HS
Complete Complete Complete
The Communications Audit, conducted by JPW Communications, was completed, and the findings along with 13 strategic recommendations were presented to the City Manager’s Office in June 2025 for consideration and possible action. The recommendations are currently under review and evaluation.
February 2026 Update: The City convened its first Communications & Media Strategy Meeting on February 5, 2026, which helped translate audit recommendations into practical implementation steps. Staff identified main priority communication topics—including public safety, infrastructure, fiscal responsibility and transparency, that incorporated restaurants and entertainment, staff recognition, and resident spotlights—and aligned on five core strategic focus areas to guide future communications. These discussions are the first step in development of a unified citywide messaging framework and inform the next phase of communications planning.
May 2026 Update: No significant updates have occurred since the February 2026 reporting period.
Goal 2: Glendora as a Destination
Attract visitors through strategic marketing, promotion of local businesses, and enhanced connectivity between attractions for a seamless destination experience.
Outcome 1: Destination marketing to increase visitors to Glendora Goal 2: Glendora as a Destination
Outcome 2: Economic development strategies to encourage people to "Shop Glendora" ACTION 2.1: CONVENE A WORKING GROUP WITH THE CHAMBER AND BUSINESS IMPROVEMENT DISTRICT ACTION 2.2: ECONOMIC ACTION PLAN
ACTION 2.3: COUNCIL LIASION CHAMPIONS CHAMBER STRATEGIC INITIATIVES ACTION 2.4: COMMUNICATION AUDIT
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Issue / award RFP. General Plan itself will take approximately 3-5 years for completion.
2025 Q3-
2026 Q1 Comm. Dev. (Planning) In-Process In-Process In-Process February 2026 Update: RFP draft completed. Staff will present the RFP as an informational item to the Planning Commission and City Council in March 2026.
May 2026 Update: RFP released on April 30, 2026. Proposals due August 6, 2026.
Hire polling firm to complete poll 2026 Q1 CMO Complete Complete Complete 2025 Community Survey included several questions pertaining to potential South Hills Development. A majority of respondents (57%) indicated they would support the development proposal as described, whereas 32@ opposed the concept, and 11% were unsure. Age appeared to be a driving factor in shaping opinions about development, with support being highest amount residents 25 and under (77%), steadily declining with age, reaching 46% among seniors.
Council Work Session 2026 Q2 CMO In-Process In-Process In-Process Staff has solicited proposals for a firm to provide development scenarios and viability - costs range between $50,000 to $100,000.
February 2026 Update: Staff will return to City Council by mid-2026 with an updated conversation about direction and scope of the discussion. May 2026 Update: Staff to present to the Council a contract to complete a development feasibility analysis on June 9, 2026. Feasibility analysis estimated to be completed by the Third City Council Workshop in September 2026.
Recognizing the community's need for a dedicated biking space, the City has been working since 2022 to develop a bike park. The park is being designed as a familyfriendly destination where people can come Construction 2026 Q4
Trail completion
Recreation & Human Services In-Process In-Process In-Process In the process to hire a engineer/project manager to oversee and coordinate the project Final Design, Plan Check and that proper bid documents are prepared.
February 2026 Update - Awarded a contract for Civil Design to Onward Engineering. Will be meeting the week of March 2 with Avid Trails , Onward and City Staff to continue moving the project forward. May 2026 Update - Onward Engineering is on schedule to complete the full construction drawing set by September 2026. The goal is to have CEQA documentation and final plans by September 2026. This will allow staff to submit the full package to OGALS for review and transmittal to the National Parks Service by end of 2026. RPF Proposal to follow with anticipated project to stat June 2027.
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Issue/ award RFP 2026 Q3 Public Works In-Process Not Started Not Started May 2026 Update - Staff has begun the task with preparing an inventory of existing wayfinding signs. Inventory will be used to evaluate gaps and develop a scope of work.
Council Work Session 2026 Q3 Public Works Not Started Not Started Not Started Staff has set a target start date 2026 Q3 Goal 2: Glendora as a Destination
Outcome 4: Connected destination and attraction areas
ACTION 2.8: CONDUCT A WAY-FINDING ASSESSMENT
Goal 2: Glendora as a Destination
Outcome 3: Determine the highest and best use for South Hills ACTION 2.6: CONDUCT COMMUNITY POLLING FOR SOUTH HILLS TO INFORM COUNCIL'S POLICY DIRECTION ACTION 2.7:HIRE AVID TRAILS TO DESIGN A MOUNTAIN BIKE PARK AND 6 MILES OF BIKE TRAILS ACTION 2.5: GENERAL PLAN UPDATE
Beautification of public spaces, like parks, streets, and plazas, involves enhancing their visual appearance and making them more inviting and enjoyable for residents and visitors, often through landscaping, art installation, and improved infrastructure.
2026 Q4 Public Works, Comm. Dev and PD- Community
Preservation
In-Process In-Process In-Process
City parks continue to received significant improvements, including upcoming skate park repairs, a new shade and picnic area at Gladstone Park, and upgraded playground equipment in the Teen Center. New Glendora Logo signage and street signs will begin installation in mid-2026.
February 2026 Update: Skate park resurfacing was completed. The gateway signs will be installed in the first quarter of 2026. The mid-year budget update approved by the CIty Council on February 24, 2026 includes additional funding for landscape, medians, and trees to enhance the beautification of public spaces and entrances to the City. May 2026 Update: PW has planted approximately 200 trees throughout the City since November 2025 (30 along the medians on Route 66) and is working on restoration of park benches. Beautification is an ongoing process.
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Create Communications Task Force 2026 Q1
City Clerk - Lead/Legislative/
Admin/IT/PW/Finance/CMO/PD/Library/Comm.
Dev./Rec. & HS
Complete Complete In-Process
PW Communications presented communication audit findings to the City Manager in June 2025.
February 2026 Update: The February 5, 2026 Communications & Media Strategy Meeting served as the initial convening of this collaborative effort, bringing together staff to identify shared communication challenges, priority themes, and consistent messaging approaches. Initial alignment was achieved around strategic focus areas such as fiscal responsibility (“Your Dollars at Work”), public safety, infrastructure and modernization, and improved access to City services.
Staff also emphasized integrating strategic storytelling and consistent staff recognition across all communications. Formalization of the Communications Task Force structure, roles, and ongoing meeting cadence is complete. More specifically, the make-up, beyond the core team, will be flexible based on the topic at hand to ensure subject matter expertise is utilized efficiently.
May 2026 Update: No significant updates have occurred since the February 2026 reporting period. Staff continues to maintain project documentation and will return with future implementation updates as activities progress.
ACTION 2.9: DOCUMENTATION OF BEAUTIFICATION AND VISUAL APPEAL EFFORTS THROUGH LINKAGES OF ITEMS IN THIS PLAN ACTION 2.10: DEVELOP AND IMPLEMENT A STRATEGIC COMMUNICATIONS PLAN Goal 2: Glendora as a Destination
Outcome 5: Implement Strategic Communications Plan
Gather data, Develop Framework for plan and Engage Community 2026 Q2 City Clerk - Lead/Legislative/
Admin/IT/PW/Finance/CMO/PD/Library/Comm.
Dev./Rec. & HS
Complete Complete In-Process
JPW Communications presented communication audit findings to the City Manager in June 2025.
February 2026 Update: The City has completed the initial framework for a future Communications Plan, informed by both the JPW Communications Audit and outcomes from the first Communications & Media Strategy Meeting. Staff identified the need for communications that are clearer, more relatable, visually engaging, and supported by accessible resources for residents seeking additional information. A proposed message framework was introduced that includes four consistent components—education, human interest, staff highlights, and a look ahead—to translate complex City initiatives into meaningful, communitycentered narratives. This framework will guide future data gathering, location of messaging, content development, and community engagement efforts, ensuring alignment with resident priorities and City service delivery. Based on analysis of data gathered from the initial communication framework, staff will complete the final strategic communication plan for consideration by the City Council.
May 2026 Update: No significant updates have occurred since the February 2026 reporting period.
Approval of plan by City Council 2026 Q3
City Clerk - Lead/Legislative/
Admin/IT/PW/Finance/CMO/PD/Library/Comm.
Dev./Rec. & HS
In-Process In-Process Not Started
February 2026 Update: City Council consideration of a formal Communications Plan will occur following completion of framework development, data gathering, and community engagement activities. The outcomes of the Communications Task Force and continued strategy meetings will inform preparation of a Councilready plan that aligns with Strategic Plan goals and reflects identified focus areas, messaging standards, and engagement approaches.
May 2026 Update: No significant progress updates have occurred since February 2026. Staff continues to reference the completed communications audit findings and strategic recommendations for future implementation opportunities.
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
City Council Work Session 2025 Q1 CMO Complete Complete In-Process Several work sessions have been held about City facilities. Both workshops and informational items have been given to the City Council and Board of Library Trustees.
February 2026 Update: On January 13, 2026, upon the culmination of many civic center and city facility meetings, the City Council provided staff direction on the possible funding methodology for a new/revitalized civic center. Specifically, staff will continue to search for grants and look at one-time funding options, while a citizen group determines if they will be able to place a parcel tax on the November 2026 election for city facilities.
New paving and potentially a new modular building TBD Public Works / Finance In-Process In-Process In-Process Partial paving for location of the transportation busses is complete.
February 2026 Update: Paving on western portion of the transportation yard is not being completed at this time. More specifically, staff ascertained that the current facility on site utilizes a septic tank and is not connected to the sewer; the septic tank is located on the western portion of the lot. If grant funding for a new facility cannot be obtained from METRO, paving will be completed on the western portion of the facility and staff will seek funding for necessary ADA, sewer, and bathroom upgrades necessary to extend the life of the current facility.
May 2026 Update: Staff is evaluating the long term needs of the transportation facility. The remaining paving and facility upgrades will need to be coordinated with available funding and long term vision for the site.
Contact vendors and receive proposals 2026 Q2 PW/Finance/CMO Complete Complete Complete Staff began work with the DLR Group and an updated Civic Center development scenario. Work was just completed on an updated Civic Center design and functionality based on feedback and direction from the City Council.
Vendor selection 2026 Q3 PW/Finance/CMO Complete Complete Complete City Council approved amended agreement with the DLR Group.
Coordination with citywide facility assessment 2026 Q3 All Complete Complete Complete Citywide assessment of all facilities is complete, with over $50 million in identified needs to remain "Status Quo." Visioning exercise with the DLR Group identifies space needed by category.
Goal 3: New + Revitalized Facilities
Develop new and enhanced facilities including a modern civic center and improved public spaces that foster connectivity, accessibility, and civic pride.
Outcome 1: New or revitalized Civic Center
ACTION 3.1: CITY COUNCIL DIRECTS FUNDING METHODOLOGY
ACTION 3.2: NEW TRANSPORTATION FACILITY
ACTION 3.3: COMPLETE SPACE PLANNING ASSESSMENT
Consolidate study / civic center Coordination of
results from citywide facility/space assessments 2026 Q1 Admin/IT/PW/Finance/CMO/PD/Library Complete Complete In-Process DLR Group work on Civic Center and use of space will be provided to the City Council in December 2025.
February 2026 Update: City Council received two civic center updates from City staff based on work performed by the DLR Group. On January 13, 2026 the City Council adopted a civic center concept to serve as the basis for future community discussions and engagement. Additionally, the methodology adopted by the City Council was a mixture of new and remodeled facilities based on structural analysis and public engagement efforts over the past three years.
More specifically, the civic center concept would include a remodeled City Hall and Police Department, with a new Library, parking garage and plaza for community events.
Develop plans for service delivery for departments impacted by renovations and new buildings
As Needed Admin/IT/PW/Finance/CMO/PD/Library Complete In-Process In-Process Library has started brainstorming options for continuing services, touring library facilities in other cities that have made use of temporary spaces, and attending training relating to service delivery.
February 2026 Update: Staff anticipated finalizing service plan options by June 2026. Options will include, but not be limited to stoppage of library services, rental of existing commercial space, rental of portable units to be located to City parks, and the use of mobile resource delivery.
May 2026 Update: The Library Department completed service delivery plans for several scenarios, including operations from a rented commercial facility, fixed temporary locations paired with mobile vehicles, and digital-only library access.
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Conduct community outreach Council 2025 Q2 Public Works Complete In-Process In-Process February 2026 Update: Over the past year, the City has worked with Dudek to draft an updated urban forestry manual (UFM) to be presented to City Council in June 2026. This effort included several public engagement opportunities with the Community. The Community Services Commission will be presented with the draft UFM for their review in March 2026. May 2026 Update: The UFM was presented to the Planning Commission in May and to City Council, who approved and adopted the UFM on May 26, 2026.
Will provide an assessment of ADA deficiencies and a plan to tackle and work towards compliance 2026 Q4 Public Works In-Process In-Process In-Process The City continues to make steady progress on the two-year project.
February 2026 Update: The City contracted with Disability Access Consultants (DAC), whom have completed their field work on the project and is currently completing the draft report for staff review. May 2026 Update: DAC provided the City with access to its ADA software platform in April, allowing staff to begin reviewing the self-evaluation findings. Staff is now moving forward with development of the Transition Plan, including prioritization of identified needed improvements.
Goal 3: New + Revitalized Facilities
Outcome 2: Improved Public Spaces
ACTION 3.6: COMPLETION OF URBAN FORESTRY MANUAL
ACTION 3.7: ADA TRANSITION PLAN
ACTION 3.4: DETERMINE IF NEW OR REMODEL
ACTION 3.5: SERVICE IMPACT PLANNING
Will provide an assessment of our park facilities deficiencies and a plan to tackle and work towards updating them. 2026 Q2 Recreation & Human Services and Public Works In-Process In-Process Not Started February 2026 Update: The RFP for the Parks Master Plan has been completed.
Tentative RFP release date is March 5 2026. May 2026 Update - Released RFP in March, three consultants submitted proposals and interviews were scheduled for May 26. After further review it was decided to pause the project for now. With the General Plan update beginning this year it was determined that it should take the lead and the Parks and Trails Master Plan would follow suit.
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Program is completed and becomes central location for all local groups to solicit volunteer assistance
In progress/
Ongoing
Human Resources In-Process In-Process In-Process
February 2026 Update: HR continues to work with Police, Recreation & Human Services, and the Library to draft and adopt a Citywide Volunteer Policy to expand the pool of volunteers to be utilized by any Department.
Implement new program 2026 Q3 Public Works In-Process Not Started Not Started May 2026 Update: Staff is reviewing the existing Adopt-A-Park handbook. Next steps include evaluating opportunities to enhance and update the program.
Establish a city-sponsored beautification project 2025 Q4 Human Resources In-Process In-Process Not Started February 2026 Update: HR staff has begun the initial phase and discussion of city-sponsored beautification project.
ACTION 3.9: DEVELOP A CENTRALIZED CITYWIDE VOLUNTEER PROGRAM ACTION 3.10: EXPAND AND CREATE LOCAL ADOPT-A-PARK, STREET, AND RELATED PROGRAMS ACTION 3.11: DEVELOP A LARGE, YEARLY CITY-SPONSORED BEAUTIFICATION/VOLUNTEER DAY OR EVENT ACTION 3.8: COMPLETION OF THE PARKS MASTER PLAN
Goal 3: New + Revitalized Facilities
Outcome 3: Give Back to the Community
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Final report to Council 2025 Q4 Public Works Complete Complete In-Process February 2026 Update: Presented and adopted by the City Council in Dec 2025.
The report documented a PCI score of 63.
Determine goal PCI rating + funding opportunities 2025 Q4 Public Works Complete Complete In-Process February 2026 Update: The City Council directed staff to return with potential funds to close a $3 to $3.5 million annual shortfall in street funding to increase to a PCI score of 70 over the next 7 years. On February 24, 2026 staff provided an overview of one-time funds available; a portion of which could be allocated to future street projects. The City Council will need to provide policy direction on the use of one-time funds - that direction may occur in late March 2026.
Goal 4: Sustainable Infrastructure
Outcome 2: Complete People Movement
project
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Enter into an Amended MOA with the SGVCOG to administer and deliver the People Movement Project 2024 Q3 Public Works Complete Complete Complete Completed in 2025 Q1 Provide Outreach Ongoing Public Works Complete In-Process In-Process February 2026 Update: Notices will be provided to adjacent properties prior to the commencement of construction activities. Based on the tentative schedule, it is anticipated this project will be issued a Notice to Proceed in Apr 2026. May 2026 Update: Construction of the SDW Trail is expected to begin in mid June, final outreach and notification of project to community and directly adjacent residents will commence shortly.
Release RFP for Construction and complete the San Dimas Urban Trail 2026 Q1 Public Works Complete Complete In-Process February 2026 Update: The RFP was released by the SGVCOG in Feb 2026.
Anticipate awarding bid for construction in Mar 2026, with a Notice to Proceed in Apr 2026
Complete Design 2026 Q1 Public Works In-Process In-Process In-Process February 2026 Update: Design at 90%. Completion of design expected 2026 Q2.
May 2026 Update: Design is nearing 100%, completion slightly delayed, but expected prior to the end of July 2026.
Refurbish Antique Street Lights 2025 Q4 Public Works Complete Complete In-Process February 2026 Update: Restoration completed in Feb. 2026. Street lights are in storage at the corporate yard until ready for installation as part of the project.
Release RFP for Construction and complete the First Last Mile Improvements 2027 Q2 Public Works Not Started Not Started Not Started RFP likely in 2027 Q2 Goal 4: Sustainable Infrastructure
Plan and construct infrastructure that enhances street conditions, expands trail connectivity, improves traffic safety and mobility, upgrades water systems, and ensures compliance with regulatory standards for a resilient and accessible community Outcome 1: Improved PCI ratings for streets
ACTION 4.1: COMPLETE PAVEMENT MANAGEMENT PROGRAM STUDY
ACTION 4.2: SAN DIMAS WASH URBAN TRAIL
ACTION 4.3: FIRST LAST MILE IMPROVEMENTS (GLENDORA AVE AND FOOTHILL BLVD.) Identify funding 2024 Q3 PW/ Finance/ CMO In-Process In-Process In-Process Working with SGVCOG on cost estimates and grants
February 2026 Update: SGVCOG and City staff continue to pursue funds.
May 2026 Update: The SGVCOG has secured funds for completion of the LDW Urban Trail. Identification for funding of Big Dalton Wash is still in process.
Public Outreach Ongoing Public Works / CMO In-Process In-Process In-Process February 2026 Update: Focus is currently on completion of SD Wash and First Last Mile. Active public outreach for these segments will recommence likely in 2027 Q2. May 2026 Update: Focus continues to be on SD Wash and First Last Mile.
Complete Design - USACE 408 Permit - Environmental Clearance - Use Agreements / Easements
TBD Public Works In-Process In-Process In-Process
February 2026 Update: Staff has initiated the Land Disposal Waiver/Works (LDW) process; will initiate the Borrow Disposal Waiver/Works (BDW) process at a later stage. This is required for any work (placing, altering, or removing materials) in areas overseen by the US Army Corps of Engineers (USACE) alongside the Section 408 Permit (which we need given that we will be building a trail along the flood control channel). May 2026 Update: No change in status, work noted in February still in progress.
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Completion of survey will determine changes needed 2025 Q3 Public Works / PD Complete Complete In-Process First reading was completed on 10/28
February 2026 Update: The City Council adopted the survey at second reading on Nov.12, 2025. Major changes included the reduction of speed limits by 5 mph at seventeen street segments; new speed limit signs were posted.
Create a GIS Layer for signals 2025 Q4 Public Works / IT In-Process In-Process In-Process Public Works has contracted with Yunex to populate traffic signal data. IT has deployed the app to make this possible.
February 2026 Update: Staff will work with Yunex to provide data and location information to IT to create layer, expected 2026 Q3. May 2026 Update: IT engaged GIS Consultant, Draw Tap GIS this month to develop the GIS Layer with assistance from Yunex.
LA County completing work 2025 Q4 Public Works Complete Complete Complete Completed 2025 Q3 8 intersections for Cycle II - requesting funding from Caltrans 2027 Q2 Public Works Complete Complete In-Process February 2026 Update: Construction Awarded 11/12/2025 - Work currently in progress (Feb 2026)
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Trash Discharge Prohibitions Compliance 2026 Q3 Public Works In-Process In-Process Not Started February 2026 Update: Assessment of City Facilities underway. May 2026 Update: Field verification and assessment of City-owned catch basins requiring trash capture devices is underway with the City’s consultant. LA County Flood Control District permit coordination and preparation for installation are in process.
ACTION 4.4: LITTLE DALTON AND BIG DALTON WASH TRAIL
ACTION 4.8: HIGHWAY IMPROVEMENT SAFETY PROGRAM
Goal 4: Sustainable Infrastructure
Outcome 3: Traffic signal modernization
ACTION 4.5: TRAFFIC AND SPEED SURVEY
ACTION 4.6: COMPREHENSIVE SIGNAL INVENTORY
ACTION 4.7: SIX INTERSECTIONS IN THE PROCESS OF UPDATING Goal 4: Sustainable Infrastructure
Outcome 4: National Pollution Discharge Elimination System ACTION 4.9: MS4 PERMIT COMPLIANCE
Stormwater Master Plan 2026 Q1 Public Works In-Process In-Process In-Process February 2026 Update: Preparation of the Plan is underway. The City Council awarded the contract in Nov 2025. May 2026 Update: development of plan in process.
Finkbiner Park Stormwater Capture Project TBD Public Works In-Process In-Process In-Process February 2026 Update: Anticipate completion of design (100%) by 2026 Q2 with an anticipated construction start in 2027 Q4. May 2026 Update: 100% Design still in process, a water line in conflict with the project was discovered, conflict resolution has been identified and addressed. Completion of design extended through 2026Q4.
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
For Completion of a water infrastructure assessment and plan (Water Infrastructure Plan) 2025 Q4 Public Works Complete Complete In-Process February 2026 Update: Awarded to Civiltec Engineering, Inc. on 2/10/2026. Filed assessments and information has started. Preliminary plans and cost estimate will be completed April 2026. The project's plan designs and scope of work will completed 2026 Q3
Completion of plans, specifications and cost estimate 2026 Q1 Public Works In-Process In-Process In-Process Completion expected 2026 Q4
February 2026 Update: Design work underway including completion of survey work and coordination with utilities. Currently evaluating right of way challenges, as well as ADA compliance. May 2026 Update: Design work remains underway, with recent efforts focused on evaluating ADA curb ramp requirements, right-ofway constraints, and related design impacts. Staff has reached general direction on how to proceed and is continuing to advance the design, with project completion now anticipated in late FY 2027.
Complete Construction TBD Public Works / Finance In-Process Not Started Not Started Pending Identification of Funding Source Completion of plans, specifications and cost estimate, Complete Construction 2027 Q1 Public Works In-Process In-Process In-Process February 2026 Update: Design will be complete 2026 Q2. Anticipate issuance of bid in 2026 Q3, with construction anticipated to commence in 2026 Q4. May 2026 Update: Design is at 90% with completion and issuance of BID expected by 2026Q4.
Completion of plans, specifications and cost estimate, Complete Construction 2027 Q1 Public Works In-Process In-Process In-Process February 2026 Update: Design will be complete 2026 Q3. Anticipate issuance of bid in 2026 Q4, with construction anticipated to commence in 2027 Q1. May 2026 Update: Design is nearing 90% with completion and issuance of BID targeted for 2026Q4.
Replace existing with new reservoir 2027 Q1 Public Works In-Process In-Process In-Process February 2026 Update: Anticipate completion of additional CEQA mitigation study and access road design in 2026 Q2. Anticipate issuance of bid in 2026 Q3, with construction anticipated to commence in 2026 Q4. Staff will also be hosting an informational meeting for impacted property owners following completion of the CEQA and access road design work. May 2026 Update: CEQA clearance is taking longer than anticipated, resulting in an estimated schedule delay of approximately one quarter. Staff continues to advance the remaining CEQA mitigation work and access road design before proceeding to bid.
Goal 4: Sustainable Infrastructure
Outcome 5: Implemented Water Master Plan
ACTION 4.10: CONTRACT WITH A CONSULTANT
ACTION 4.11: GLENDORA WATER AND STREET IMPROVEMENTS
ACTION 4.12: COLORADO WATER AND STREET IMPROVEMENTS
ACTION 4.13: CYPRESS WATER AND STREET IMPROVEMENTS
ACTION 4.14: NORTH GLENDORA RESERVOIR
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Prepare Initial Five Year Plan 2025 Q4 Public Works In-Process In-Process In-Process February 2026 Update: Staff has set a target complete date at end of 2026 Q2 May 2026 Update: Staff continues to monitor evolving federal and state fleet modernization and zero-emission vehicle requirements. Due to recent regulatory uncertainty, staff is taking a measured approach and will develop the plan once requirements, implementation timelines, vehicle availability, and funding opportunities are more clearly defined.
Identify and apply for funding opportunities Ongoing Public Works/RHS In-Process In-Process In-Process Staff is looking into current funding sources for the Transportation Division. May 2026 Update: Staff continues to monitor grant funding opportunities. Funding applications will be pursued when opportunities are identified and aligned with confirmed fleet replacement needs, operational requirements, and implementation timelines.
Identify and apply for funding opportunities; issue RFP for deployment Ongoing Public Works Not Started Not Started Not Started February 2026 Update: staff has attended meetings and webinars; current focus is on completing the fleet transition plan (Action 4.15) which will place the City in a stronger position for awards. May 2026 Update: Staff continues to monitor grant funding opportunities for public electric vehicle charging infrastructure. Future applications and deployment efforts will be evaluated based on available funding, site readiness, infrastructure needs, and coordination with the City’s broader fleet modernization planning.
ACTION 4.16: PURSUE GRANT FUNDING FOR THE ACQUISITION OF ELECTRIC VEHICLES AND INFRASTRUCTURE ACTION 4.17: PURSUE GRANT FUNDING TO EXPLAND AVAILABILITY OF PUBLIC ELECTRIC VEHICLE CHARGING INFRASTRUCTURE ACTION 4.15: DEVELOP A PLAN FOR THE REPLACEMENT OF ALL CITY VEHICLES Goal 4: Sustainable Infrastructure
Outcome 6: Modernization of the City's Fleet
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Prepare draft 2025 Q2 Human Resources Complete Complete In-Process February 2026 Update: Draft Personnel Policies, and draft GMC revisions were completed in August 2025 and reviewed by the Executive Team in December 2025.
Meet + confer with employee groups 2025 Q2 Human Resources Complete In-Process Not Started February 2026 Update: Upcoming quarterly meetings with employee groups will continue progress. Mett and confer process with employees groups was completed in April and May 2026.
Council approval 2025 Q4 Human Resources In-Process Not Started Not Started May 2026 Update: Updating personnel rules based on feedback from employee groups. Estimated completion by December 2026.
MOU negotiations / new employee engagements 2025 Q2 CMO, Human Resources, Finance Complete Complete In-Process Three-Year AFSCME MOU approved on 10/14/25 for the period of 9/1/25 through 6/30/2028.
February 2026 Update: Three-Year GMA MOU approved 12/9/25 for the period of 1/1/26 through 12/31/28. Three-Year Executive Staff compensation and benefits schedule approved 12/9/25 for the period of 1/1/26 through 12/31/28.
Amendment No .1 to the City Manager's Agreement Approved 12/9/25.
Public safety - professional staff MOU's 2025 Q4 CMO, Human Resources, Finance Complete Complete Complete Updated three year agreements with POA (6/10/25) and PMA (7/8/25) were approved by City Council. Each agreement runs from 7/1/25-6/30/28.
Hours of operation 2026 Q1
CMO-lead /
Admin/IT/PW/Finance/PD/Library/Comm. Dev/
Rec &HS/ City Clerk
In-Process In-Process In-Process
A citywide documentation process of locations and employee hours/community access is underway.
February 2026 Update: Additionally, the Library has begun collecting detailed statistics on usage and staffing to review effectiveness of current hours of operation. May 2026 Update: Anticipated City Council briefings on possibility of amended hours of operation by September 2026.
Develop an employee handbook 2026 Q1 Human Resources Complete In-Process In-Process First draft has been completed; final draft anticipated by the end of March 2026.
February 2026 Update: Payroll Division is finalizing updates. May 2026 Update:
Handbook is complete - will be utilized for new employee orientation.
Establish a formal employee orientation / on-boarding process 2025 Q4 Admin - HR - lead/
CMO/IT/PW/Finance/PD/Library/Comm. Dev/
Rec&HS/ City Clerk
In-Process In-Process In-Process
Citywide program framework is almost complete. PD has established a 40 hour Onboarding program which includes 18 to 26 topics (depending on classification), familiarization with all City departments, and family engagement.
February 2026 Update: Rec &HS has meet across all divisions and is currently working on a Department specific onboarding process for Full-time and Part-time classifications.
Goal 5: Staff and Technology
Strengthen City operations through investment in staff and technology improvements.
Outcome 1 : Stable Workforce
ACTION 5.1: UPDATE PERSONNEL POLICIES AND REGULATIONS
ACTION 5.2: ASSESS SERVICE DELIVERY AND EMPLOYEE TOTAL COMPENSATION PACKAGE ACTION 5.3: FORMALIZE THE HUMAN RESOURCES LIFE CYCLE
Develop a Succession Plan to identify existing staff for additional development 2026 Q2 Admin - HR - lead/
CMO/IT/PW/Finance/PD/Library/Comm. Dev/
Rec&HS/ City Clerk
In-Process In-Process In-Process
Successful succession planning efforts have been completed in the Police, Community and Economic Development, and Recreation and Human Services Departments. A formal policy will be established to enable departments has been drafted based on ICMA's Comprehensive Guide to Local Government Succession Planning.
February 2026 Update: A draft succession plan policy was completed and is currently being reviewed by the Human Resources Division and City Manager's Office. Review by Executive Team should be completed by June 2026 May 2026 Update: Draft succession plan has been reviewed by departments.
Anticipated completion in June 2026. PD Supervisors attended a Team Building Workshop in February. Over the next two years, staff will work on identifying the requirements and desired competencies for all management, supervisory, and collateral assignments within the police department. A guide will be created from items identified and used as a development tool for all employees regardless of rank or position. Employees can use the guide to work towards future aspirations and career goals, while supervisors will use this as a development tool for the employees they supervise. The goal of the guide is to develop, prepare, and provide guidance to pools of employees who may be interested in various positions throughout the department.
Conduct periodic employee surveys, both citywide and department specific, as needed 2025 Q3 Human Resources Complete Complete Complete Survey assessments completed in Recreation and Human Services, Library, and through the Wellness program. Additional surveys will be developed and facilitated as needed.
Supervisory/ manager academy 2026 Q1 Human Resources Complete Complete In-Process February 2026 Update: HR has developed a series of management/supervisor training opportunities. Executive Management Team has been encouraged to find ways for staff to participate.
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Civic Access app/311 2026 Q2 IT Complete In-Process In-Process Civic Access is Live Deployment of city services kiosk 2026 Q3 IT Complete Complete In-Process Staff deployed service Kiosk computers in the permitting office. Part of this goal was to include Smart City Kiosks in The Village which doesn't look like it will happen in the short term due to costs.
Citywide parking application (LPR for 3rd Party) 2025 Q4 IT/PD Complete In-Process In-Process Staff held discussions with Park Mobile for placement of parking kiosk and associated costs and exploring options for citywide parking enforcement using LPR technology in late October 2025.
February 2026 Update: Meeting scheduled with Intercon to discuss prior proposal to include LPR technology. Current Intercon contract is month-tomonth. Researching for other vendors to provide LPR parking enforcement.
May 2026 Update: After conducting research, it was determined Inter-Con Security was the only vendor who could provide the LPR parking enforcement aspect of this proposed program. A quote for the additional equipment and software needed to use LPR for parking enforcement was obtained from InterCon Security and forwarded to the IT Department. The Cost to implement is too expensive at $100k per year - the cost benefit is not worth the additional expenditure.
Goal 5: Staff + Technology
Outcome 2: Accessible and enhanced City services
ACTION 5.4: DELIVER MORE CITY SERVICES USING TECHNOLOGY Completion of document imaging project, including standardized data entry standards, and unified management system 2026 Q2 City Clerk-PD/PW/Comm. Dev In-Process In-Process In-Process May 2026 Update:
Enterprise System Migration and Repository Consolidation - Enterprise Content Management System Transition: A contract award for Laserfiche is scheduled for City Council consideration in June 2026 as the City’s new enterprise Electronic Content Management System (ECMS). Upon implementation, records currently maintained in OnBase and Sire, along with newly digitized departmental records, will be migrated into Laserfiche to establish a centralized citywide repository for official records and document management.
- Police Department Records: Quality assurance review has been completed, and records have been successfully imported into OnBase pending future migration into Laserfiche.
- Building and Development Plans: Building plans have been scanned and are currently undergoing quality control review to verify completeness, indexing accuracy, and image quality.
- Public Works Records: No additional actions have occurred since completion of the initial test sampling and metadata review process.
- Water Department Records: Recruitment efforts are underway to secure temporary administrative assistance to support inventory development, records clean-up, and digitization planning activities.
Development of draft framework for data utilization + 2026 Q4 IT In-Process In-Process In-Process Several GIS layers have been implemented across the City in various departments. These layers and applications are being utilized to accumulate and analyze data. Some of these layers include signs and maintenance, water, traffic, parks and utilities.
February 2026 Update: City continues to add layers to the GIS system.
Recently, staff added PCI street maps and Water Master Plan maps. These can be overlayed to determine how best to leverage funding. May 2026 Update:
Layers are being added as data is received.
Council work session 2026 Q4 IT Not Started Not Started Not Started This project has not been started. Dashboard concepts will be designed by August of 2026.
Indicator/Action Timeline Lead
Status as of
May/2026
Status as of
Feb/2026
Update as of
10/31/2025
Notes: Revised Timeline / Notes About what was done and when it was completed
Operations specific information Go live of community dashboard 2026 Q4 All Complete Complete In-Process February 2026 Update: Information from GIS layer development has been utilized to develop an outline of publicly available GIS information. Staff continues to work with departments to ensure data will be easily accessible and updated frequently.
Go live of community dashboard 2026 Q2 All In-Process In-Process In-Process Dashboard for community is set to go-live in OCT 2026 ACTION 5.5: COMPLETE CITYWIDE DIGITIZATION EFFORTS
ACTION 5.6: DEVELOP A FRAMEWORK FOR DATA UTILIZATION FOR DEVISION-MAKING (SMART CITY) Goal 5: Staff + Technology
Outcome 3: Completed software implementation
ACTION 5.7: INCREASE THE NUMBER OF GIS LAYERS AND APPLICATIONS Go-live week 2025Q2 Comm. Dev / Public Works / Police / IT Complete Complete Complete Permitting system has gone live.February 2026 Update: Based on experience, enhancement/efficiencies in the configuration that have been requested for permit issuance, building and engineering.
Public education provided in advance of Go live week 2025 Q2 Public Works / IT / Finance Complete Complete Complete Letter sent to customers prior to go live with changes to the system. February 2026 Update: Based on feedback from residents and business owners, a followup letter providing updates on login and new features to monitor water consumption was mailed in December 2025.
Successful Go live 2025 Q3 Public Works / IT / Finance Complete Complete Complete Go Live occurred in June 2025.
Public education provided in advance of Go live week 2025 Q3 Public Works / IT / Finance In-Process In-Process In-Process IT will provide a video tutorial published on the City website (and Social Media) explaining the process of how to use 311 and the City app.
Successful Go live 2025 Q3 Public Works / IT / Finance Complete In-Process In-Process February 2026 Update: Go live is expected end of March. May 2026 Update:
Staff began work order processing through the Go Live system in March.
Open Finance Go Live 2026 Q3 Finance / Admin / IT In-Process In-Process In-Process May 2026 Update: Finance and IT will be addressing the feedback from the preview provided to City Manager's Office during Q3 2026.
February 2026 Update: draft website developed to showcase drill down expenditure and revenue details, comparing budget to actuals for the current fiscal year. Finance provided preview to City Manager's Office and received feedback for updates.
Capital Project Explorer Go Live 2026 Q2 Finance/ PW / IT In-Process In-Process In-Process February 2026 Update: The Public Works Department is working with Finance to implement the project. Staff has input information gathered during FY2025-27 Budget and is working to configure the user experience (e.g. project information, accounts, mapping, etc.).
ACTION 5.11: TYLER IMPLEMENTATION - ENTERPRISE RESOURCE PLANNING ACTION 5.8: TYLER IMPLEMENTATION - ENTERPRISE PERMITTING AND LICENSING ACTION 5.9: TYLER IMPLEMENTATIONS - UTILITY BILLING
ACTION 5.10: TYLER IMPLEMENTATION - ENTERPRISE ASSEST MANAGEMENT 2025-2027 STRATEGIC PLAN UPDATE
CITY MANAGER’S OFFICE
CITY COUNCIL MEETING
JUNE 9, 2026
2025 – 2027 GOALS
UNANIMOUS APPROVAL IN APRIL 2025 FOR
THE PERIOD OF JULY 1, 2025 THROUGH JUNE
30, 2027
GOAL:
Broad, overarching focus areas that guide City and
Council efforts and resource allocation
OUTCOME:
Specific, measurable, achievable, relevant, and time bound (SMART) results the City aims to achieve ACTION:
Specific projects, programs, initiatives, policies or
operational changes the City will undertake
INDICATOR:
Specific deliverables or milestones that indicate
progress or completions of each action/outcomes/goal
SubURBAN Living
Foster Intentional urbanization through increased targeted housing density, revitalized commercial areas, and enhanced services and infrastructure that supports a livable community for all.
May 2026 Highlights:
•Completed and posted RFP for General Plan
•City Council approval of ENA with Mercy Housing for Dale •Gold Line Authority property sale to Warmington complete – submission of 86 3-story townhomes
•AUSD surplus property sale with Melia Homes – initial applicable submittal under review for a mix of single family and townhomes.
•LAFCO Cost of Service Study underway – City Council review in July 2026 Glendora as a Destination
Attract visitors through strategic marketing, promotion of local businesses, and enhanced connectivity between attractions for a seamless destination experience.
MAY 2026 HIGHLIGHTS:
• Working with Chamber and BID to establish a destination marketing working group • Agreement for South Hills feasibility analysis on agenda for approval (tonight) • South Hills Bike Park design to be completed by September 2026; final National Parks Service approval and RFP to following. Anticipated construction to begin in June 2027.
• Mid-Year approval for additional funding for landscaping and trees. More than 200 trees planed since November 2025. Sign replacement underway.
New + Revitalized Facilities
Develop new and enhanced facilities including a modern civic center and improved Public spaces that foster connectivity, accessibility, and civic pride.
MAY 2026 HIGHLIGHTS:
• Completed plans for departments impacted by renovations (e.g. Library) • Approval of Urban Forestry Manual
• Released RFP in March, three consultants submitted proposals. Project paused. With the General Plan update beginning this year it was determined that it should take the lead and the Parks and Trails Master Plan would follow suit to support General Plan findings.
• City Council approved three workshops to discuss street/roads, facilities, funding opportunities, and citizen advisory boards. First Workshop on June 16th.
Sustainable Infrastructure
Plan and construct infrastructure that enhances street conditions, expands trail connectivity, improves traffic safety and mobility, upgrades water systems, and ensures compliance with regulatory standards for a resilient and accessible community.
MAY 2026 HIGHLIGHTS:
• City Council approved three workshops to discuss street/roads, facilities, funding opportunities, and citizen advisory boards. First Workshop on June 16th. • San Dimas Wash Trail urban trail to begin construction in two weeks. • Colorado and Cypress Water and Street Projects – 90% design with approval of construction contracts by December 2026.
• Noth Glendora Ave Reservoir – CEQA clearance prolonged for observation requirements. Road access design work required before proceeding to bid.
Staff + Technology
Strengthen City operations through investment in staff and technology improvements MAY 2026 HIGHLIGHTS:
• Comprehensive personnel policies update underway. Meet + Confer process complete. Estimated City Council approval by December 2026. • Employee handbook nearing completion; onboarding and leadership training expanded
• Formalized Succession Policy underway – completion by July 2026 • Document imaging is underway. Approval of Laserfiche agreement on City Council agenda (today), to maximize online document management savings and centralize all files.