Agenda packet — Sierra Madre City Council, March 10, 2026

CITY OF

SIERRA MADRE

CITY COUNCIL

REGULAR MEETING AGENDA
Mayor Kristine Lowe | Mayor Pro Tem Gene Goss
Council Member Edward Garcia | Council Member Kelly Kriebs | Council Member Robert Parkhurst Tuesday, March 10, 2026, 5:30 PM
City Council Chambers, 232 W. Sierra Madre Blvd.

AMERICANS WITH DISABILITIES ACT
Pursuant to the Americans with Disabilities Act, persons with a disability who require a disability related modification or accommodation in order to participate in a meeting, including auxiliary aids or services, may request such modification or accommodation from the City Clerk at (626) 355-7135. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to assure accessibility to the meeting.

PUBLIC COMMENT & ACCESS
The Brown Act provides the public with an opportunity to make public comments at any public meeting. As an alternative, public comment may be submitted by e-mail to [email protected] by 3:00PM on the day of the meeting. Emails will be acknowledged at the City Council meeting, filed into public record, and scanned onto the City website for public review.

A copy of the posted agenda and a live video stream of the meeting can be found on the City’s website at sierramadreca.gov , on Foothills Media website at foothillsmedia.org/sierramadre, and broadcast on Government Access Channel 3 (Spectrum).

If you require special assistance to participate in this meeting, please contact the City Clerk’s Office at (626) 355- 7135 at least 48 hours prior to the meeting.

Any and all demonstrations which disrupt, interrupt, or obstruct the City Council’s ability to conduct City business are prohibited. No signs, posters, or other large objects shall be brought into the Council Chambers or other meeting place if doing so would disrupt, disturb, or otherwise impede the orderly course of the meeting.

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE AND INSPIRATION
A. Council Member Parkhurst

3. ROLL CALL OF CITY COUNCIL MEMBERS
Kristine Lowe, Mayor
Gene Goss, Mayor Pro Tem
Edward Garcia, Council Member
Kelly Kriebs, Council Member
Robert Parkhurst, Council Member

4. REPORT FROM CITY ATTORNEY REGARDING CLOSED SESSION

5. SUPPLEMENTAL INFORMATION FROM CITY CLERK REGARDING AGENDA ITEMS

6. REPORTS FROM MAYOR AND CITY COUNCIL (including reports from City Council related to meetings attended at City expense per AB 1234)

7. REPORTS FROM CITY STAFF

8. PRESENTATIONS
A. Presentation from Clean Power Alliance
B. Annual Public Safety Report from Sierra Madre Fire Department C. Annual Public Safety Report from Sierra Madre Police Department D. 2025 Legislative Session Update
E. Presentation from Information Technology - City Website Launch and Digital Service Enhancement

9. PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
Any person wishing to speak before the City Council is asked to complete a Speaker Card and provide it to the City Clerk prior to the start of the meeting. Speakers are generally limited to three (3) minutes per person and time may not be delegated; any changes to the allotted time will be announced prior to the Public Comment period.

Under the Brown Act, the City Council is prohibited from discussing or taking action on any item not listed on the posted agenda.

Addressing the City Council from the audience is not permitted; all comments addressing the Council must be made from the podium. Persons with a disability who require disability related modifications or accommodations in order to participate in the meeting, including auxiliary aids or services, may request such modification or accommodation from the City Clerk.

10. CONSENT CALENDAR
All matters listed under the Consent Calendar are considered to be routine and can be acted on by one roll call vote. There will be no separate discussion of these items unless a member of the City Council requests that a specific item be removed from the Consent Calendar for separate discussion and action.

A. Regular Meeting Minutes of February 24, 2026
CEQA: Not a Project
Recommended Action: Approve
B. Resolution No. 26-22 Approving Certain Demands for Payment CEQA: Not a Project
Recommended Action: Approve
C. Resolution No. 26-23 Amending the Fiscal Year 2025-2026 Budget Authorizing a Supplemental Appropriation from the Public Education and Government (PEG) Fund Reserve in the amount of $15,205
CEQA: Not a Project
Recommended Action: Approve

11. DISCUSSION ITEMS
A. Report, Discussion, and Direction on Potential Economic Development Programs CEQA: Not a Project
Recommended Action: Provide Direction
B. Resolution No. 26-24 Approving a Teleconferencing Procedures Policy and A Disruption of Remote Access Services Policy
CEQA: Not a Project
Recommended Action: Approve

12. ITEMS FOR FUTURE AGENDAS

13. ADJOURNMENT
The City Council will adjourn to its next regular meeting on March 24, 2026.

Date Posted: March 5, 2026

CITY OF

SIERRA MADRE CITY COUNCIL

REGULAR MEETING MINUTES
Mayor Kristine Lowe | Mayor Pro Tem Gene Goss
Council Member Edward Garcia | Council Member Kelly Kriebs | Council Member Robert Parkhurst Tuesday, February 24, 2026, 5:30 P.M.

City Council Chambers, 232 W. Sierra Madre Blvd.

If you require special assistance to participate in this meeting, please contact the City Clerk’s Office at (626) 355-7135 at least 48 hours prior to the meeting.

CODE OF CONDUCT
The purpose of a City Council meeting is to conduct City business. Members of the public that behave in a manner that interrupts or obstructs the City Council’s ability to conduct City business may be asked to leave the meeting. Any and all demonstrations which disrupt, interrupt, or obstruct the City Council’s ability to conduct City business are prohibited. No signs, posters, or other large objects shall be brought into the Council Chambers or other meeting place if doing so would disrupt, disturb, or otherwise impede the orderly course of the meeting.

1. CALL TO ORDER
The meeting was called to order at 5:34 pm

2. PLEDGE OF ALLEGIANCE AND INSPIRATION
Council Member Kriebs led the audience in the Pledge of Allegiance. Afterwards, she announced that baseball spring training was underway. She also announced Opening Day parades for Sierra Madre Little League and Sierra Madre Girls Softball on Saturday and Sunday, respectively. She concluded her inspiration with a quote from Babe Ruth, “Never let your fear of striking out get in your way”.

3. ROLL CALL OF CITY COUNCIL MEMBERS
Kristine Lowe, Mayor
Gene Goss, Mayor Pro Tem
Edward Garcia, Council Member
Kelly Kriebs, Council Member
Robert Parkhurst, Council Member
Also Present: Michael Bruckner, City Manager
Aleks Giragosian, City Attorney
Laura Aguilar, City Clerk
Leila Regan, Library Services Director
Joshua Wolf, Senior Planner
Brent Bartlett, Fire Chief
James Carlson, Public Works Senior Analyst
Eric Lozick, Public Works Management Analyst
Oscar Millan, IT Manager
Denise Mendoza, Administrative Analyst

4. REPORT FROM CITY ATTORNEY REGARDING CLOSED SESSION
a. Conference with Real Property Negotiator (G.C. 54956.8) Property: 350 Sierra Madre Blvd., Sierra Madre, CA 91024 City Negotiator: Michael Bruckner, City Manager
Negotiating Party: Thomas Swick
Under Negotiation: Terms of Payment
City Attorney Giragosian announced that the City Council met to discuss this item. No reportable action was taken.
b. Public Liability Claims (Gov. Code 54956.95)
Claimant: Roland and Julie Fargo
Claim Against: City of Sierra Madre
City Attorney Giragosian announced that the City Council met to discuss this item. The City Council voted unanimously to deny the claim.

5. SUPPLEMENTAL INFORMATION FROM CITY CLERK REGARDING AGENDA ITEMS City Clerk Aguilar announced that there were no updates to report.

6. REPORTS FROM MAYOR AND CITY COUNCIL (including reports from City Council related to meetings attended at City expense per AB 1234) Council Member Parkhurst: Reported that the Transportation Sub-Committee meeting met two Fridays ago. Their next meeting is tomorrow. The contract with Uber is currently going through legal review. The committee is discussing an RFP for longerterm plans and options.

The Natural Resources Commission met last week. He reported that the Community Bike Ride will be April 18 with Earth Day the following Wednesday. They are also trying to organize an event at Bailey Canyon. Lastly, the Commission discussed Open Space Element.

On February 19 the Clean Power Alliance held an Executive Committee meeting. They are considering a pilot program to offer no charge during certain hours, and long-term energy rate contracts with businesses.

Council Member Garcia: Reported that he attended a performance at the Sierra Madre Playhouse.

He reported a Special meeting of the Senior Community Commission. It was a lunch time town hall forum with about 25-30 attendees. After the presentation, the commissioners spent time talking to the audience.

Council Member Kriebs: Reported that she attended the San Gabriel Valley Council of Governments Natural Resources Committee meeting. They discussed a UC Riverside report on the effects of data centers.

She reported being invited to Sierra Madre Middle School Service and Debate Club. She spoke about the City structure and what the City does.

She also attended the Library Trustee meeting. They discussed the progress of the library construction project and the upcoming grand opening.

Mayor Pro Tem Goss: Reported that on February 11 he attended the Library Construction Project Ad-Hoc Committee meeting. He reported that the project is still on schedule and under budget. On February 13 he reported that he attended a meeting of the Transportation Sub-Committee meeting.

Mayor Lowe: reported that she attended Gooden Schools 50th anniversary chapel along with former Mayor Josh Moran.

On February 17 she attended a memorial service for a former firefighter Steve Giddy On February 19 she attended the Planning Commission meeting. They discussed nuisance properties. A Public Hearing will be held in the near future for one Carter.

7. REPORTS FROM CITY STAFF
Library Services Director Regan
Announced that the library is scheduled to open in June. Many digital library services remain available.

8. PRESENTATIONS
a. Presentation for the Meadows at Bailey Canyon Soil Testing Timeline This report was presented by City Attorney Giragosian
5:50 pm - Technical difficulties regarding the broadcast on Government Channel 3 were discovered. Mayor Lowe called for a brief recess to allow staff to work on the issue. 5:56 pm – The City Council reconvened their meeting. Mayor Lowe announced that Government Channel 3 had audio, but not visual and directed the public to watch the meeting live on the City’s website and on YouTube.

City Clerk announced for the record that three (3) emails were received. From:

1. Mattew Bryant

2. Maria Karafilis

3. Amy Wasson
All emails were forwarded to the City Council in advance of the meeting and posted onto the City’s website for public access.

Six (6) Speaker Cards were submitted from the following members of the public:

4. Ruth Torres, 501 Sierra Keys

5. Alicia Yao, Sierra Keys

6. Dr. Christie Kederian

7. Rob Fukuzaki, Sunnyside Avenue

8. Sharil Fukuzaki, Sunnyside Avenue

9. Deb Sheridan, 635 Valle Vista
City Attorney Giragosian and city staff clarified some of the points made during public comment.

All comments addressing the Council must be made from the podium. Persons with a disability who require a disability related modification or accommodation in order to participate in the meeting, including auxiliary aids or services, may request such modification or accommodation from the City Clerk.

Seeing no one come forward, Mayor Lowe closed public comment for items not on the agenda.

10. PUBLIC HEARING
Any person wishing to speak before the City Council on a public hearing item is asked to complete a Speaker Card noting the agenda item number and provide it to the City Clerk prior to the start of the public hearing. Separate and apart from the applicant (who may speak longer in the discretion of the City Council) speakers are generally limited to three (3) minutes per person; any changes to the allotted time will be announced prior to the Public Comment period. Under the Brown Act, the City Council is prohibited from discussing or acting on any item not listed on the posted agenda. The applicant may additionally submit rebuttal comments, at the discretion of the City Council.
a. Resolution No. 26-14 and Appeal of the Planning Commission’s Decision to Approve a Design Review Permit (DRP 25-02) for The Meadows at Bailey Canyon Project
CEQA: Pursuant to California Public Resources Code Section 21100, state law requires the preparation of an EIR for proposed projects that may have a significant effect on the environment. The EIR is an informational document intended for use by the City of Sierra Madre as the lead agency, other public agencies, and members of the public. 14 CCR Section 15090 requires a lead agency to certify the final EIR prior to approving a proposed project.

Recommended Action: Adopt
Mayor Lowe opened the Public Hearing for the Appeal of the Planning Commission’s Decision to Approve a Design Review Permit for The Meadows at Bailey Canyon Project. Senior Planner Wolf presented the report.

Mayor Lowe asked City Attorney Giragosian if he had anything to add.

City Attorney Giragosian made a presentation on the analysis of the appeal and addressed CEQA, Public Resources Code 2116. City Attorney Giragosian defined and shared the differences between Subsequent EIR, Supplemental EIR, and Addendum EIR.

Mayor Lowe called the Appellant forward to provide their presentation. Mr. Yao provided a Power Point Presentation.

Mayor Lowe called the Applicant forward to provide their presentation Mr. Frankel, representing Toll Brothers stepped forward.

Mayor Lowe invite members of the public to provide testimony, announcing that each speaker was limited to three minutes.

The following individuals came forward to provide comment:

1. Fire Chief Bartlett

2. Joachim Kederian, 615 Edgeview Drive:

3. Philip Yao

4. Senior Planner Wolf
Seeing no one else come forward, Mayor Lowe announced that the Public Hearing was closed, and the matter was before the City Council for deliberation.

Mayor Lowe asked the Council for a motion.

Council Member Kriebs made a motion to adopt Resolution 26-14 with the addition of Section 7 to attach a record of
Mayor Pro Tem Goss seconded the motion.

Mayor Lowe called for a vote of the Council:

Ayes: Mayor Lowe, Mayor Pro Tem Goss, Council Members Garcia, Kriebs, and Parkhurst
Noes: None.

Absent: None.

Abstain: None.

The motion passed by unanimous voice vote.
10:22 pm Mayor Lowe called for a brief recess
10:33 pm The City Council reconvened their meeting.

Council Member Kriebs immediately proposed moving Discussion 1 to a future meeting.

Mayor Lowe proposed moving Discussion 2 to be presented this evening, before Consent.

Council Member Garcia proposed moving Consent G to Discussion and moving it to a future meeting.

A motion to the three proposed changes was made by Council Member Parkhurst The motion was seconded by Council Member Garcia.

Mayor Lowe called for a vote of the Council:

Ayes: Mayor Lowe, Mayor Pro Tem Goss, Council Members Garcia, Kriebs, and Parkhurst
Noes: None.

Absent: None.

Abstain: None.

The motion passed by unanimous voice vote.

11. DISCUSSION ITEMS
a. Resolution No. 26-21 Amending the Fiscal Year 2025-2026 Budget Authorizing a Supplemental Appropriation in the amount of $200,000 for Wildfire Recovery and Resilience Improvements funded by the Los Angeles County Regional Park and Open Space District Restore Grant
CEQA: Not a Project
Recommended Action: Approve
The presentation was made by Management Analyst Lozick.

Mayor Lowe brought the matter to the City Council for questions.

Mayor Lowe opened the podium for public comment. City Clerk Aguilar noted for the record that no public comment e-mails had been received for this discussion item.

The following individual came forward to provide comment:

1. Alison Snow, Sierra Madre Environmental Council
Seeing no one else come forward, Mayor Lowe closed Public Comment and brought the matter back to the City Council for discussion.

Mayor Lowe asked the Council for a motion.

Council Member Garcia made a motion to select Option B from the staff report: an alternate crossing area (approximately 80 feet south of the bridge area) that could be used to construct a resilient “wet crossing” to connect the “Canyon View Nature Trail” to the “Live Oak Nature Trail” loop. The western slope of the wet crossing area is in very good shape and easily traversable. The eastern slope of the wet crossing area would need some trail installation and at least one switchback. It is estimated that constructing the wet crossing would be considerably less expensive, and the additional funds could be used for improvements. These improvements will address erosion and restore safe passage, consistent with the grant’s trail repair objectives, and will provide hikers with an educational opportunity to observe natural wildfire recovery; and adopt Resolution 26-21.

Council Member Parkhurst seconded the motion.

Mayor Lowe called for a vote of the Council:

Ayes: Mayor Lowe, Mayor Pro Tem Goss, Council Members Garcia, Kriebs, and Parkhurst
Noes: None.

Absent: None.

Abstain: None.

12. CONSENT CALENDAR
All matters listed under the Consent Calendar are considered to be routine and can be acted on by one vote. There will be no separate discussion of these items unless a member of the City Council requests that a specific item be removed from the Consent Calendar for separate discussion and action.
a. Regular Meeting Minutes of February 10, 2026
CEQA: Not a Project
Recommended Action: Approve
b. Resolution No. 26-15 Approving Certain Demands for Payment CEQA: Not a Project
Recommended Action: Approve
c. Quarterly Treasurer’s Report – Quarter Ending December 31, 2025 CEQA: Not a Project
Recommended Action: Receive and File
d. Annual Comprehensive Financial Report for Fiscal Year 2024-2025 CEQA: Not a Project
Recommended Action: Receive and File
e. Second Reading of Ordinance No. 1490 Amending Section 3.08.040 of the Sierra Madre Municipal Code Related to Purchasing for Non-Public Projects CEQA: Not a Project
Recommended Action: Adopt
f. Professional Services Agreement with Willdan Engineering for Public Works Inspection Services for the Meadows at Bailey Canyon Development Project, in an Amount Not to Exceed $340,260
CEQA: Exempt
Recommended Action: Approve
g. Resolution No. 26-16 Approving a Supplemental Budget Appropriation and Professional Services Agreement with Transpo Group USA, Inc. in the Amount of $49,995 for the Sierra Madre Downtown Parking Study
CEQA: Not a Project
Recommended Action: Approve
h. Resolution No. 26-17 Calling a Special Election for Tuesday, June 2, 2026, to Place a Measure to Override the Gann Limit on the Ballot; Resolution 26-18 Requesting the Los Angeles County Board of Supervisors render specified services, and Resolutions 26-19 and 26-20 authorizing written arguments and rebuttal statements for ballot measures
CEQA: Not a Project
Recommended Action: Approve
Item G was pulled by Council action to return to a future meeting as a Discussion item.

Mayor Lowe opened the podium for public comment. City Clerk Aguilar noted for the record that no e-mails had been received prior to the City Council meeting.

Seeing no one come forward, Mayor Lowe closed Public Comment and brought the matter back to the City Council.

Mayor Lowe asked the Council for a motion.

Council Member Parkhurst made a motion to approve Consent A-F and H, with an update to Resolution 26-19, striking Section 1.

Council Member Kriebs seconded the motion.

Mayor Lowe called for a vote of the Council:

Ayes: Mayor Lowe, Mayor Pro Tem Goss, Council Members Garcia, Kriebs, and Parkhurst
Noes: None.

Absent: None.

Abstain: None.

Consent Items A-F and H were approved by unanimous voice vote, as amended.

13. DISCUSSION ITEMS
a. Report, Discussion, and Direction on Potential Economic Development Programs CEQA: Not a Project
Recommended Action: Provide Direction
This Discussion item was pulled by City Council action from this agenda to return to a future City Council meeting.

14. ITEMS FOR FUTURE AGENDAS

15. ADJOURNMENT
The City Council adjourned their meeting at 11:23 pm to its next regular meeting on Tuesday, March 10, 2026.

Minutes taken and typed by:

Laura Aguilar
City Clerk
APPROVED by the City Council this 10th day of March, 2026. _____________________________________
Mayor, City of Sierra Madre, California

CITY OF
SIERRA
MADRE

STAFF REPORT

FINANCE
DATE: March 10, 2026
TO: Honorable Mayor and City Council
FROM: Michael Bruckner, City Manager
By: William Zaragoza, Accounting Technician
SUBJECT: Resolution No. 26-22 Approving Certain Demands for Payment

RECOMMENDATION
It is recommended that the City Council adopt Resoluiton No. 26-22 and approve payment for the following:

1. Outstanding Obligated City Warrants: $1,033,275.64

2. Outstanding Obligated Sierra Madre Library Warrants: $562.89

3. Payroll Transfer: $526,553.98

SUMMARY
The City Council is requested to raitfy warrants and approve checks issued for payment, as ceritfied by the Director of Finance. These payments have been reviewed for compliance with the City’s approved budget, financial policies, and authorized spending limits. Raitficaiton by the City Council formally authorizes the disbursement of public funds, ensuring transparency, accountability, and adherence to sound fiscal management pracitces.

DISCUSSION & ANALYSIS
The Warrant Register provides an aggregated breakdown of the warrants, including descripitons (e.g. categories of payments), amounts, and corresponding fiscal year allocaitons. Note that the last page serves as a reference document to support the warrant approvals requested in this report, ensuring transparency and accountability in financial transacitons.

The attachment includes details on general warrants, uitlity bills, library warrants, and payroll transfers.

The Check Approval Register provides a comprehensive record of financial disbursements by the City of Sierra Madre, detailing payment transacitons, vendor informaiton, and check dates to ensure transparency and accountability. Addiitonally, the Payroll Summary Register outlines payroll disbursements, including total earnings, employer expenses, and overall payroll costs for each pay period. The total payroll expenditure for the most recent pay period (PR #04) for Date 2/26/26:

Total Earnings (Salaries) @ $373,362.89 plus Total Employer Expenses for Benefits @ $153,191.09 = Total @ $526,553.98,
This aligns with the payroll transfer amount listed in the attachment. These records collecitvely support the accuracy and legiitmacy of the financial transacitons presented for approval.

STRATEGIC PLAN RELATIONSHIP
Not applicable.

ENVIRONMENTAL ANALYSIS
The proposed aciton does not consittute as a project under the California Environmental Quality Act (“CEQA”), based on Seciton 15061(b)(3) of the CEQA Guidelines, as it can be determined with certainty that it will have no impact on the environment.

FISCAL IMPACT
There is no impact to the General Fund as a result of the recommended aciton.

Approved by:
___________________________
Michael Bruckner
City Manager
Attachments

3.10.26 RESOLUTION 26-22.pdf
Register 26-22.pdf
WARRANT REGISTER 26-22 3.10.26.pdf
RESOLUTION NUMBER 26-22

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SIERRA MADRE

APPROVING CERTAIN DEMANDS
WHEREAS, Government Code sections 37208-37209 authorize the City Council to ratify and approve warrants or checks drawn in payment of demands certified or approved by the Director of Finance as conforming to the budget; and, WHEREAS, the following demands have been reviewed and approved by the Finance Director; and,
WHEREAS, the Finance Director has verified that appropriated funds are available for payment thereof; and,
WHEREAS, the register of audited demands has been submitted to the City Council for approval; and
WHEREAS, City Warrants are the payment of bills, invoices and contractual obligations incurred by the City of Sierra Madre during the period enumerated therein, based on the approved fiscal year budget and existing budgetary authority, Municipal Code authority, or prior policy direction by the City Council; and WHEREAS, Payroll Transfer is the transfer of funds to cover the payroll costs for all City employees for the period enumerated therein.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Sierra Madre does hereby approve payment of City Warrants in the aggregate amount of $1,033,275.64; Sierra Madre Library Warrants in the aggregate amount of $562.89; and Payroll Transfer in the aggregate amount of $526,553.98 for the fiscal year ending June 30, 2026.

APPROVED AND ADOPTED this 10th day of March 2026.
_____________________________________
Mayor, City of Sierra Madre, California
I hereby certify that the foregoing Resolution Number 26-22 was adopted by the City Council of the City of Sierra Madre at a regular meeting held on the 10th day of March 2026.

AYES:

NOES:

ABSTAIN:

ABSENT:
_____________________________________
City Clerk, City of Sierra Madre, California
City of Sierra Madre
Department of Finance
Warrant Register Recap
City Council Meeting of March 10, 2026

CITY OF SIERRA MADRE AND SIERRA MADRE LIBRARY
City of Sierra Madre Warrants …..……….………….…….……....……….…$1,033,275.64 Sierra Madre Library Warrants……...…..……..…………...…………………......….$562.89 Payroll Transfer……..…..............………..……………………………………….$526,553.98 Warrant Register Post Date 3.10.26 Attachment 1A
Fiscal Year Description Amount Page #
FY25/26 General Warrants $1,025,144.03 1-5
FY25/26 General Manual Utility Bills $8,131.61 6
Total $1,033,275.64
FY25/26 Library Warrant $562.89 7
Total $562.89
Pay Date:
2/26/2026 Payroll #04 $526,553.98 8
From: City of Sierra Madre-General Acct.

To: City of Sierra Madre-Payroll Acct.

Total $526,553.98
2/27/2026 2:59:56 PM Page 1 of 7
Check Approval Register
City of Sierra Madre, CA
APPKT08552 - GEN 3/10/26 Check Date: 02/27/2026
01 - Vendor Set 01
Packet:

Vendor Set:

Bank Code Payment Type Invoice # Invoice Description Account Number Distribution Amount Vendor Number Vendor Name Vendor Total
VEN03454 AMAZON CAPITAL SERVICES 4,078.46
APBWEST Check 1DKH-3RCD-6DNT MISC SUPPLIES 1/19/26 - 2/1/26 c910ad51-c235-4a55-82a3-b3fb0104e0dd
10000.50000.53100 256.98
1HLR-JFHJ-4LHN MISC COMPUTER SUPPLIES
3877bc9e-d5e7-4146-93c2-b3fe00d116e6
60003.30000.53103 3,598.00
1QVD-RPQV-6X6G MISC SUPPLIES 2/2/26 - 2/15/26
bb938e55-5433-4ea3-bd55-b3fb01060b5d
10000.61000.52302 159.09
10000.61000.53300 64.39
VEN03981 ANGEL'S AUTO REPAIR INC 4,858.63
APBWEST Check 039175 REPAIR OF PD VEHICLE/#2094
efc59407-7af6-4a09-b14c-b3fe00d116b6
60000.83100.53208 2,597.34
039605 VEHICLE MAINT/#5119
899da09c-fed4-49be-8ed4-b3fc0117b9e3
60000.83100.53208 986.20
039623 VEHICLE MAINT/#2099
f9e59861-2fc3-4f45-be89-b3fc01187685
60000.83100.53208 1,275.09
0859 AQUA METRIC 16,951.35
APBWEST Check INV0111416 WATER METER PURCHASE
2a77ea57-b4ba-498f-8659-b3fe00d11681
71000.81100.56011 16,951.35
VEN04026 ARCADIA TIRES 26.66
APBWEST Check INV043476 VEHICLE MAINT/#5109
02fef18b-033c-477b-b5e6-b3fc0117669e
60000.83100.53208 26.66
0122 ARNOLD'S FRONTIER HARDWARE - PW 246.15
APBWEST Check 118336 FY 25/26 STREET DEPT. MAINTENANCE SUPPLIES 8f861381-94ea-44a2-a41d-b3fe00d116f0
10000.83500.53206 24.29
118381 FY 25/26 MAINTENANCE SUPPLIES
af307c94-a2f8-474e-846e-b3fe00d1170c
60001.83200.53200 16.56
118382 FY 25/26 WATER DEPT. MAINTENANCE SUPPLIES
4db7b90d-0a3e-467c-bba6-b3fe00d116dc
71000.81100.53200 7.92
118388 FY 25/26 MAINTENANCE SUPPLIES
4579ea36-c619-44c1-b2ca-b3fe00d1161c
60001.83200.53200 35.32
118390 FY 25/26 WATER DEPT. MAINTENANCE SUPPLIES
709e18f3-f4b1-4817-9122-b3fe00d116b1
71000.81100.53200 24.84
118392 FY 25/26 MAINTENANCE SUPPLIES
b5695f57-1393-4d45-817b-b3fe00d116cb
60001.83200.53200 67.28
118397 FY 25/26 MAINTENANCE SUPPLIES
d6f4471b-1fc8-4d79-a606-b3fe00d1171b
60001.83200.53200 56.32
118421 FY 25/26 WATER DEPT. MAINTENANCE SUPPLIES
7c48ae9f-b626-4994-8034-b3fe00d116fe
71000.81100.53200 11.03
118448 FY 25/26 WATER DEPT. MAINTENANCE SUPPLIES
782b09e7-7c76-4cc1-8307-b3fe00d1166e
71000.81100.53200 2.59
1200 BLUE DIAMOND MATERIALS 557.11
APBWEST Check 4448918 MAINT. SUPPLIES
e5a1b74a-a883-487e-b2bc-b3fc0118bb5c
10000.83500.53206 557.11
VEN04557 CALIFORNIA CONSULTING INC 4,600.00
APBWEST Check 7689 2/1/26 - 2/28/26 GRANT CONSULTING SERVICES 858eb960-69f0-4eb5-842a-b3fe00d11639
10000.32000.52200 4,600.00
VEN03855 CITIG INC 2,926.25
APBWEST Check 40840 REMOTE SUPPORT
30fb7565-6657-4993-a1cf-b3fe00d116bb
60003.30000.52100 1,126.25
41290 REMOTE SUPPORT
59e3bb63-6a90-4873-8183-b3fb01085234
60003.30000.53503 1,800.00
0169 CITY ELECTRIC SUPPLY 93.93
APBWEST Check PDA/031436 MISC. SUPPLIES
b9f65995-178d-45eb-ac78-b3fc0118f359
60001.83200.53200 93.93
VEN04099 CIVICPLUS LLC 4,705.46
APBWEST Check 361554 1/1/26 - 12/31/26 MUNICODE SUBSCRIPTION RENEWAL 8e00ab37-7d8d-494d-940d-b3fb0107c2df
10000.12000.52204 4,705.46
0171 CLINICAL LABORATORY OF SAN BERNARDINO, INC. 1,882.50 APBWEST Check 2600274-SIE01 1/6/26 - 1/27/26 WATER TREATMENT TESTING 9e26c7b7-d166-4996-90ef-b3fe00d1168b
71000.81100.52200 1,882.50
VEN04233 COMMLINE INC 665.00
APBWEST Check 0481839-IN SERVICE CALL PD CAR
abd1b085-b2d8-450f-997b-b3fb01089aa2
10000.50000.53301 665.00
1167 COMMUNITY MEDIA OF THE FOOTHILLS 2,547.16
APBWEST Check 048 FEB 2026 TELECAST OF CITY MEETINGS
0a51d8dc-9cf6-4d60-be46-b3fe00d116c6
60003.30000.52100 2,547.16
VEN02953 CPACINC.COM 2,851.21
APBWEST Check SI-1301572 MICROSOFT SURFACE DOCK THUNDERBOLT 848bc18a-9bf5-449a-b959-b3fb010b311a
60003.30000.53103 871.85
SI-1301588 MICROSOFT WINDOWS SERVER 2025
cc90a0a6-ce44-44ef-afec-b3fb010ae408
60003.30000.53503 1,143.00
SI-1302051 ADOBE ACROBAT SUBS STANDARD DC FORM LIC
c870f808-a577-4477-837a-b3fb010b9c92
60003.30000.53503 153.69
SI-1302157 ADOBE INDESIGN PRO ED
cc8b8921-279b-4241-bd99-b3fb01095d06
60003.30000.52200 502.73
SI-1302433 ADOBE ACROBAT PRO FOR TEAMS ML LIC
fb30c2d0-a8d3-44d0-890f-b3fb010c0749
60003.30000.53503 179.94
0186 DANIELS TIRE SERVICE 116.67
APBWEST Check 200562004 FY 25/26 FLEET MAINTENANCE & TIRES e4ba910b-1bc5-4a2b-a9fd-b3fc0119656b
60000.83100.53208 116.67
1181 DELTA DISTRIBUTING 2,194.57
APBWEST Check 170563 FY 25/25 JANITORIAL SUPPLIES
01a0ca31-26a1-4d94-879f-b3fe00d1164d
60001.83200.53200 2,194.57
VEN03180 DICKS AUTO SUPPLY 440.68
APBWEST Check 235852 FY 25/26 AUTO PARTS
b51de665-59fe-416d-b627-b3fc0119d962
60000.83100.53208 308.29
235915 FY 25/26 AUTO PARTS
16f4cc3c-9519-4ae9-a514-b3fc011a251f
60000.83100.53208 132.39
VEN01177 EYEMED 34.42
1 2/27/2026 2:59:56 PM Page 2 of 7
APPKT08552 - GEN 3/10/26 Check Date: 02/27/2026
01 - Vendor Set 01
Packet:

Vendor Set:

Bank Code Payment Type Invoice # Invoice Description Account Number Distribution Amount Vendor Number Vendor Name Vendor Total
APBWEST Check INV043478 COBRA VISION COVERAGE - KEVIN MANGA ed2fb3c3-ccb9-460d-94b4-b3fd010eabe5
60007.00000.21603 34.42
VEN02778 FORMLA LANDSCAPING INC 1,165.00
APBWEST Check 45273 1/11/26 - 2/10/26 CITY HALL MAINTENANCE 4b99a2a7-1fce-4e6f-a40f-b3fe00d116f9
10000.83300.52200 1,165.00
VEN01613 GANAHL LUMBER COMPANY 694.89
APBWEST Check 142241222 MISC. MAINT. SUPPLIES
a2bb6f2b-6b7c-4c12-98e6-b3fc011b830f
60001.83200.53200 614.52
142261034 MISC. MAINT. SUPPLIES
580b7e89-68a4-4873-a7ce-b3fc011bbc3d
60001.83200.53200 71.15
LP40739 MISC. MAINT. SUPPLIES
3e952c04-3fa1-48f1-9702-b3fc011b1569
60001.83200.53200 9.22
1510 GARVEY EQUIPMENT CO. 119.82
APBWEST Check 172811 MISC. SUPPLIES
148f62bb-d317-4229-9487-b3fc011acb08
60000.83100.53208 119.82
0567 GENERAL PUMP COMPANY 8,125.90
APBWEST Check 33143 FY 25/26 ANNUAL SERVICE & MAINTENANCE OF ALL WELLS ba437298-75f8-40f5-8f53-b3fe00d116eb
71000.81100.53212 8,125.90
0236 HACH COMPANY 5,453.88
APBWEST Check 14817637 FY 25/26 ANNUAL MANUFACTURERS MAINTENANCE c863a72c-efe6-4828-95a0-b3fe00d1165f
71000.81100.52200 5,121.00
14862379 FIELD INSTRUMENT EVALUATION
713ccdc1-498f-41bf-a03b-b3fc011bfe71
71000.81100.53209 332.88
VEN02851 HEIDI HARTMAN 1,808.47
APBWEST Check INV043429 REIMB: MT. WILSON TRAIL RACE SOUVENIRS c7fb9d49-1f26-4f50-abe4-b3fb010ce8ac
10000.79007.52999 1,808.47
0937 INTERSTATE BATTERY SYSTEM OF 255.24
APBWEST Check 43036 BATTERY 6121 VOLT
c0624713-b711-4e1a-b4e8-b3fc011c44c9
60000.83100.53208 255.24
1724 LAWRENCE ROLL UP DOORS INC 418.10
APBWEST Check 2619123 SERVICE CALL: JOB#01B-5125-26 DOOR INSPECTION 8ff92912-0f58-4f6b-ae65-b3fb010e5e70
60001.83200.56010 418.10
0640 LIFE-ASSIST INC. 1,468.29
APBWEST Check 2070190 FY 25/26 EMS Medical Supplies
e6dfa703-c4dc-4275-b253-b3fe00d11716
10000.64000.53300 1,468.29
0296 MERRIMAC ENERGY GROUP 33,855.71
APBWEST Check 2245330 FY 25/26 FUEL PURCHASE
339290d9-e32c-43de-9df3-b3fe00d11611
60000.83100.55001 33,855.71
VEN04596 MICHAEL BRUCKNER 255.53
APBWEST Check INV043430 REIMB: PEPPERDINE CONF-HOTEL/PARKING FEE 91bed3ff-bebf-4125-88a5-b3fb0110292a
60002.30000.53402 255.53
1608 MUNICIPAL MAINTENANCE EQUIP IN 6,691.74
APBWEST Check 044339 REPLACEMENT PARTS FOR VACCON/#5135 1113dcb8-d7ee-4f42-8fd3-b3fe00d11724
72000.81200.52302 6,691.74
0786 OFFICE DEPOT, INC 305.90
APBWEST Check 458282193001 OFFICE SUPPLIES
5a5da368-d602-4d92-bfa6-b3fb011859b7
60002.31100.53100 300.46
458326234001 OFFICE SUPPLIES
aac6138c-55c7-4b3d-bc28-b3fb0118bf50
60002.31100.53100 5.44
VEN04556 OUTSIDE PLANT CONSTRUCTION INC 41,732.00
APBWEST Check SM001 AUBURN PARKING LOT RESURFACING
b11cd2ee-0161-40b2-b1b8-b3fe00d11720
32012.83000.56010 12,792.00
SM002 MARIPOSA PARKING LOT RESURFACING
76e95a1a-f5a9-42b7-9856-b3fe00d1165b
32012.83000.56010 28,940.00
0323 PASADENA HUMANE SOCIETY 4,703.57
APBWEST Check JAN2026CtySM JAN 2026 Animal Control Services da50d316-e838-4128-9383-b3fe00d11676
10000.50000.52004 4,703.57
VEN03819 PAYDIRT PRINTING SERVICES 265.80
APBWEST Check 248644 BUSINESS CARDS: LOWE & GOSS
43c1e174-4a3e-4086-9ecd-b3fc011c8e6d
10000.11000.53999 132.90
248653 BUSINESS CARDS: STEVEN MCGEE
6db9cb41-3196-4b5e-86c2-b3fc011d00c6
10000.11000.53999 66.45
248656 BUSINESS CARDS: DICKINSON
e25d522e-1408-4e0c-a4a7-b3fc011da3b6
10000.11000.53999 66.45
1483 PRO PRINTING INC 898.75
APBWEST Check 58846 PD BADGE LABEL/VEHICLE WALL LOGO
e91feb2d-eda3-43fb-983c-b3fb0118e782
10000.50000.53301 397.98
59214 PD NCR FORMS
625d7e0d-faec-4a71-b096-b3fb01196b94
10000.50000.53304 500.77
0338 PRUDENTIAL OVERALL SUPPLY 260.84
APBWEST Check 52952996 FY 25/26 PUBLIC WORKS UNIFORMS
23025d7d-7b5b-4d4b-8cbe-b3fe00d116a3
60001.83200.53303 130.42
52954703 FY 25/26 PUBLIC WORKS UNIFORMS
700c3df6-d259-49d8-a16b-b3fe00d1162e
60001.83200.53303 130.42
1032 PUENTE READY MIX, INC. 711.73
APBWEST Check 115914 READY MIX
3b896ecd-0674-4190-ade9-b3fc011de0fc
10000.83500.53206 711.73
0360 QUINN COMPANY 12,256.32
APBWEST Check W0810279467 REPAIR AND MAINTENANCE TO LOADER 8ad5c1d4-7b60-4d03-a3af-b3fe00d11621
60000.83100.53208 12,256.32
VEN04165 R&A TANK TECHNOLOGIES LLC 300.00
APBWEST Check 010127-88 ANNUAL CERS SUBMITTAL
5642eefc-9fda-4fc2-9a6d-b3fc011e2687
60000.83100.55001 300.00
0346 RED WING SHOES 1,631.71
APBWEST Check 20260110014862 FY 25/26 PW AND UTILTIES WORK BOOTS 028941e1-9de0-4322-bb5a-b3fe00d11617
60001.83200.53303 611.94
20260210014862 FY 25/26 PW AND UTILTIES WORK BOOTS
4fb1433c-529b-4b8f-a1f6-b3fe00d116e1
60001.83200.53303 1,019.77
VEN03177 RELIABLE BUILDING MAINTENANCE LLC 3,250.00
APBWEST Check 1174 FEB 2026 JANITORIAL SERVICES
cb7869db-a796-4b4b-92a4-b3fe00d11738
60001.83200.52200 3,250.00
VEN04235 RIO HONDO/SAN GABRIEL RIVER WATERSHED MANAGEMENT JOINT POWERS AUTHORITY 37,864.00 AP EFT WEST Electronic Funds Transfer MEM-25-05 FY 25/26 ANNUAL MEMBERSHIP 8ee7cc85-3ee7-46ae-bca5-b3fe00d116d4
38015.81201.52001 37,864.00
VEN01670 ROGERS, ANDERSON, MALODY & SCOTT, LLP 4,600.00 APBWEST Check 79748 AUDIT SERVICE - PROG BILLING #6 FY 2025 ec66571a-7d68-49a8-bd5a-b3fe00d1169e
60002.30000.52100 4,600.00
2 2/27/2026 2:59:56 PM Page 3 of 7
APPKT08552 - GEN 3/10/26 Check Date: 02/27/2026
01 - Vendor Set 01
Packet:

Vendor Set:

Bank Code Payment Type Invoice # Invoice Description Account Number Distribution Amount Vendor Number Vendor Name Vendor Total
0797 SAN GAB VALLEY MUNICIPAL WATER DISTRICT 644,846.00 APBWEST Check 2025 CALENDAR YEAR 2025 PURCHASED WATER 1306 AF 72aed70d-7a25-470c-b2ec-b3fe00d11647
71000.81100.53601 644,846.00
0386 SPARLING INSTRUMENT INC 2,700.00
APBWEST Check 11181801 WELL 6 METER SERVICE, OVERHAUL AND REBUILD 82d9ffee-449e-4da8-b86e-b3fe00d115fd
71000.81100.53212 2,700.00
VEN03912 STEVEN MCGEE 160.00
APBWEST Check INV043472 REIMB: D2 CERTIFICATION FEE
fcf6ef50-09cc-482d-a395-b3fb0119b432
71000.81100.53409 160.00
1245 THE WORKSHOP 176.80
APBWEST Check 75032 CAR SHOW BIG BELLY SIGNS
6813e920-2a6a-455f-8ab7-b3fb0122f3e5
60003.30000.53102 88.40
75147 YARD SALE SIGNS/ENCHANTED FOREST SIGNS
9128f7f0-25a5-4b62-8e58-b3fb01226211
10000.79003.52999 44.20
37006.72000.52200 44.20
VEN04051 TITAN AUTOMATION & IRON 5,632.45
APBWEST Check 2488 CITY YARD GATE SECURITY UPGRADES
44614f5f-b8d0-4cee-ad9a-b3fe00d11712
60001.83200.56010 5,632.45
VEN04576 TRANSTECH ENGINEERS INC 52,906.50
APBWEST Check 20257284 11/30/25 251135 PW OVERSIGHT SERV. 19c0931e-4412-4ed6-9fde-b3fe00d11673
10000.83500.52100 4,050.00
38005.83500.52200 2,025.00
60000.83100.52200 4,050.00
60001.83200.52200 4,050.00
71000.81100.52200 3,037.50
72000.81200.52200 3,037.50
20257285 11/30/25 251234 TRF TRAF STUDY&PRKG MGMT STUDY REV 5833d7b7-5a0d-41f6-b701-b3fe00d1163e
10000.83500.52100 823.69
38005.83500.52200 411.85
60000.83100.52200 823.70
60001.83200.52200 823.70
71000.81100.52200 617.78
72000.81200.52200 617.78
20257286 11/30/25 251157 475 MANZANITA AVE B-BLD-250035 PW 5679ff93-da7a-42d3-80b4-b3fe00d11643
10000.83500.52100 210.40
38005.83500.52200 105.20
60000.83100.52200 210.40
60001.83200.52200 210.40
71000.81100.52200 157.80
72000.81200.52200 157.80
20257287 11/30/25 251167 588 LOTUS LN ENT-250041 COA
405e3ea1-7da0-4acf-876b-b3fe00d11617
10000.83500.52100 104.00
38005.83500.52200 52.00
60000.83100.52200 104.00
60001.83200.52200 104.00
71000.81100.52200 78.00
72000.81200.52200 78.00
20257288 11/30/25 251174 420 N LIMA ST B-BLD-250084 PW PC 69f63c0f-cd9f-43f1-8618-b3fe00d11634
10000.83500.52100 189.11
38005.83500.52200 94.55
60000.83100.52200 189.10
60001.83200.52200 189.10
71000.81100.52200 141.82
72000.81200.52200 141.82
20257290 11/30/25 251185 181 E ALEGRIA AVE B-BLD-250132 PW f98a7405-50c2-4163-ae2b-b3fe00d116f4
10000.83500.52100 88.00
38005.83500.52200 44.00
60000.83100.52200 88.00
60001.83200.52200 88.00
71000.81100.52200 66.00
72000.81200.52200 66.00
20257291 11/30/25 251221 333 WISTARIA WY 214928 PW PC
0f33849c-7912-44dd-81c3-b3fe00d1173e
10000.83500.52100 189.11
38005.83500.52200 94.55
60000.83100.52200 189.10
60001.83200.52200 189.10
71000.81100.52200 141.82
72000.81200.52200 141.82
20257292 11/30/25 251222 205 MT. TRAIL AVE 212547 PW PC e5568332-5169-4da9-a8ee-b3fe00d11703
10000.83500.52100 72.00
38005.83500.52200 36.00
60000.83100.52200 72.00
60001.83200.52200 72.00
71000.81100.52200 54.00
72000.81200.52200 54.00
3 2/27/2026 2:59:56 PM Page 4 of 7
APPKT08552 - GEN 3/10/26 Check Date: 02/27/2026
01 - Vendor Set 01
Packet:

Vendor Set:

Bank Code Payment Type Invoice # Invoice Description Account Number Distribution Amount Vendor Number Vendor Name Vendor Total
APBWEST Check 20261241 12/31/25 251135 PW OVERSIGHT SERV. d901cab0-6d42-457d-b8dd-b3fe00d11745
10000.83500.52100 4,170.00
38005.83500.52200 2,085.00
60000.83100.52200 4,170.00
60001.83200.52200 4,170.00
71000.81100.52200 3,127.50
72000.81200.52200 3,127.50
20261242 12/31/25 251157 475 MANZANITA AVE B-BLD-250035 PW 1943d69e-c1c3-4913-9dce-b3fe00d1172e
10000.83500.52100 64.00
38005.83500.52200 32.00
60000.83100.52200 64.00
60001.83200.52200 64.00
71000.81100.52200 48.00
72000.81200.52200 48.00
20261243 12/31/25 251175 435 E LAUREL AVE B-BLD-250086 PW df54acd6-42c6-4ad2-98e6-b3fe00d116a8
10000.83500.52100 40.00
38005.83500.52200 20.00
60000.83100.52200 40.00
60001.83200.52200 40.00
71000.81100.52200 30.00
72000.81200.52200 30.00
20261244 12/31/25 251185 181 E ALEGRIA AVE B-BLD-250132 PW 6389af0c-8786-4d76-a3b7-b3fe00d11703
10000.83500.52100 64.00
38005.83500.52200 32.00
60000.83100.52200 64.00
60001.83200.52200 64.00
71000.81100.52200 48.00
72000.81200.52200 48.00
20261245 12/31/25 251221 333 WISTARIA WY 214928 PW PC
9caabf5a-b621-46d3-8f7b-b3fe00d116d8
10000.83500.52100 32.00
38005.83500.52200 16.00
60000.83100.52200 32.00
60001.83200.52200 32.00
71000.81100.52200 24.00
72000.81200.52200 24.00
20261246 12/31/25 251222 205 MT. TRAIL AVE 212547 PW PC 4954cbaa-2c02-4eae-abfe-b3fe00d116c0
10000.83500.52100 64.00
38005.83500.52200 32.00
60000.83100.52200 64.00
60001.83200.52200 64.00
71000.81100.52200 48.00
72000.81200.52200 48.00
20261247 12/31/25 251262 305 W HIGHLAND ENT-250050 COA
1708d0d7-51bc-444b-8f36-b3fe00d11609
10000.83500.52100 88.00
38005.83500.52200 44.00
60000.83100.52200 88.00
60001.83200.52200 88.00
71000.81100.52200 66.00
72000.81200.52200 66.00
20261248 12/31/25 251264 164 SAN GABRIEL CT ENT-250051 COA 5f104a34-61a5-4768-94f9-b3fe00d116b1
10000.83500.52100 40.00
38005.83500.52200 20.00
60000.83100.52200 40.00
60001.83200.52200 40.00
71000.81100.52200 30.00
72000.81200.52200 30.00
20261249 12/31/25 251347 90 E BONITA AVE 210627 PW PC
7c08d4c8-6273-43d7-ba8c-b3fe00d11658
10000.83500.52100 93.20
38005.83500.52200 46.60
60000.83100.52200 93.20
60001.83200.52200 93.20
71000.81100.52200 69.90
72000.81200.52200 69.90
20261250 12/31/25 251360 109 N LIMA ST B-BLD-250203 PW PC ca664324-b01c-4cb9-8dcb-b3fe00d1166c
10000.83500.52100 50.60
38005.83500.52200 25.30
60000.83100.52200 50.60
60001.83200.52200 50.60
71000.81100.52200 37.95
72000.81200.52200 37.95
20261251 12/31/25 251361 574 SIERRA MEADOWS DR B-BLD-250172 c7d39127-a0b7-43a8-b473-b3fe00d11708
10000.83500.52100 109.20
4 2/27/2026 2:59:56 PM Page 5 of 7
APPKT08552 - GEN 3/10/26 Check Date: 02/27/2026
01 - Vendor Set 01
Packet:

Vendor Set:

Bank Code Payment Type Invoice # Invoice Description Account Number Distribution Amount Vendor Number Vendor Name Vendor Total
APBWEST Check 20261251 12/31/25 251361 574 SIERRA MEADOWS DR B-BLD-250172 c7d39127-a0b7-43a8-b473-b3fe00d11708
38005.83500.52200 54.60
60000.83100.52200 109.20
60001.83200.52200 109.20
71000.81100.52200 81.90
72000.81200.52200 81.90
20261252 12/31/25 251387 674 E SM BLVD B-BLD-250231 PW PC 2ed22e0c-7940-4b4d-9a1f-b3fe00d11647
10000.83500.52100 40.00
38005.83500.52200 20.00
60000.83100.52200 40.00
60001.83200.52200 40.00
71000.81100.52200 30.00
72000.81200.52200 30.00
VEN03472 WEST & ASSOCIATES ENGINEERING INC 8,360.00
APBWEST Check 1025.10.08 ENGINEERING OF BANNER POLE INSTALLATION 5c28b088-8ce6-40a6-aca2-b3fe00d11729
10000.82000.52100 6,120.00
1025.10.09 ENGINEERING OF BANNER POLE INSTALLATION
5e4380bf-0467-4ac3-a1a4-b3fe00d1172e
10000.82000.52100 2,240.00
0574 WEST COAST ARBORISTS, INC. 7,200.00
APBWEST Check 240057 1/30/26 - 1/30/26 ARBORIST CONTRACT e0c90046-c512-4480-875b-b3fe00d11699
38004.83300.52200 7,200.00
VEN04577 WESTERN AV 17,775.61
APBWEST Check 23636 COUNCIL CHAMBERS AV UPGRADE
f68bffcd-5fdb-46b8-a84f-b3fe00d11651
60003.30000.52100 9,656.61
23677 COUNCIL CHAMBERS AV UPGRADE
fe24fe65-1ee4-44ba-b87b-b3fe00d1162f
60003.30000.52100 5,847.67
60003.30000.56009 2,271.33
0426 WESTERN WATER WORKS 6,672.57
APBWEST Check 1279431-01 FY 25/26 WATER DISTRIBUTION SUPPLIES a4ea0d3b-2eca-4e8c-be03-b3fe00d116ce
71000.81100.53200 1,314.73
1279753-00 FY 25/26 WATER DISTRIBUTION SUPPLIES
9ef4ec02-d979-4b11-a5ea-b3fe00d11733
71000.81100.53200 163.43
1279981-00 FY 25/26 WATER DISTRIBUTION SUPPLIES
2eec7ae6-d091-4c2a-90db-b3fe00d11664
71000.81100.53200 2,010.01
1279981-01 FY 25/26 WATER DISTRIBUTION SUPPLIES
abf844a2-8a7a-4a6b-a21e-b3fe00d11695
71000.81100.53200 375.48
1280471-00 FY 25/26 WATER DISTRIBUTION SUPPLIES
07984056-16d9-42bf-992f-b3fe00d116f0
71000.81100.53200 2,808.92
0425 WILLDAN ASSOCIATES 56,259.83
APBWEST Check 002-37289 JAN 2026 PLAN CHECK AND INSPECTIONS c667c6eb-ee28-4e29-b6c3-b3fe00d116ac
10000.40000.52100 56,259.83
1053 WITTMAN ENTERPRISES, LLC 3,584.87
APBWEST Check 2512056 DEC 2025 EMS Billing Services
6b0f3b20-3911-49ad-8440-b3fe00d11686
10000.64000.52200 3,584.87
Report Total: 1,025,144.03
5 2/27/2026 3:03:39 PM Page 1 of 2
Check Approval Register
City of Sierra Madre, CA
APPKT08553 - UB 3/10/26 Check Date: 02/27/2026
01 - Vendor Set 01
Packet:

Vendor Set:

Bank Code Payment Type Invoice # Invoice Description Account Number Distribution Amount Vendor Number Vendor Name Vendor Total
VEN04342 WESTBOUND SOLAR 3 LLC 8,131.61
APBWEST Check 26260649 JAN 2026 SOLAR ENERGY
4d508135-99d8-4022-bc65-b3fc010edf00
71000.81100.55003 8,131.61
Report Total: 8,131.61
6 3/2/2026 12:00:34 PM Page 1 of 2
Check Approval Register
City of Sierra Madre, CA
APPKT08554 - LIB 3/10/26 Check Date: 03/02/2026
01 - Vendor Set 01
Packet:

Vendor Set:

Bank Code Payment Type Invoice # Invoice Description Account Number Distribution Amount Vendor Number Vendor Name Vendor Total
VEN03454 AMAZON CAPITAL SERVICES 78.85
APBWEST Check 1M7H-X3GM-41FM MISC SUPPLIES 2/2/26 - 2/15/26 68f42992-0a88-4304-b097-b3fb012406b3
39006.90000.53406 37.47
1X7T-1J4M-7MG4 MISC SUPPLIES 2/2/26 - 2/15/26
077550e6-75ed-4667-95f3-b3fb0125df7e
10000.90000.53406 41.38
VEN01190 ARNOLD'S FRONTIER HARDWARE - Library 37.55
APBWEST Check 118452 MISC. SUPPLIES
511d9f4a-574d-4bd4-bb26-b3fb01264b58
10000.90000.53100 37.55
0428 GREY HOUSE PUBLISHING 348.50
APBWEST Check 374051 REFERENCE BOOK
f049a930-f98f-4fea-8889-b3fb01282748
10000.90000.53406 348.50
VEN04560 INGRAM LIBRARY SERVICE LLC 28.88
APBWEST Check 94359972 BOOKS & REFERENCE
37a590b5-9f02-47a2-b8eb-b3fb0126b289
10000.90000.53406 28.88
1578 PETTY CASH FUND-LIBRARY 69.11
APBWEST Check INV043473 SHELF STORIES SNACKS
1e95a5de-33a5-4d26-a59b-b3fb01275bac
39006.90000.53999 26.47
INV043474 SHELF STORIES SNACKS
3e6d6e90-4648-4b50-98dd-b3fb0127b828
39006.90000.53999 25.67
INV043475 SHELF STORIES SNACKS
054d375a-0ae7-4dc8-9ad2-b3fb0127d5c8
39006.90000.53999 16.97
Report Total: 562.89
7 CSM\SYSTEM Page 34 of 34
Payroll Summary Register
City of Sierra Madre, CA
2/24/2026 4:05:57 PM Payroll Summary
Packet PYPKT03214 - PR #04 02.26.2026 Pay Period: 2/8/2026 - 2/21/2026 Payroll Set 01 - Sierra Madre
Department All - All Department Codes
Total Earnings 373,362.89
47,101.44
Total Employer Expenses 153,191.09
Total Benefit Allowance 187.24
Total Deductions 77,209.17
Net Pay 249,052.28
Total Direct Deposits 249,052.28
Total Check Amount 0.00
Input Type
Total Taxes
Employees Paid 110
Regular 110
Count
8 CITY OF
SIERRA
MADRE

STAFF REPORT

INFORMATION TECHNOLOGY
DATE: March 10, 2026
TO: Honorable Mayor and City Council
FROM: Miguel Hernandez, Assistant City Manager
By: Christian Delgado, Senior Network Administrator
SUBJECT:

Resolution No. 26-23 Amending the Fiscal Year 2025-2026 Budget Authorizing a Supplemental Appropriation from the Public Education and Government (PEG) Fund Reserve in the amount of $15,205

RECOMMENDATION
It is recommended that the City Council adopt Resoluiton No. 26-23 amending the Fiscal Year 2025-26 budget and authorizing a supplemental budget appropriaiton of $15,205 from the Public, Educaiton, and Government (PEG) Special Revenue Fund.

SUMMARY
On November 18, 2025, the City Council authorized the City Manager to execute a contract to modernize the Council Chambers audio‑visual equipment to comply with Senate Bill 707. During implementaiton, the City’s primary Cable CTV3 broadcast server, which was more than 10 years old, out of warranty, and beyond its useful life, failed when it was powered down to be moved to the new equipment rack. Because this server was the sole means of broadcasitng meeitngs to the public access channel, its failure created an immediate risk of service disrupiton and an urgent need for replacement.

To avoid disrupiton to City Council meeitngs while the modernizaiton project was underway, the City Manager approved a change order for addiitonal hardware and licensed electrical work, and authorized the purchase of a replacement broadcast server to restore service. The aciton before the City Council is limited to approving a supplemental appropriaiton from the PEG Fund to cover these costs; no further contractual authorizaiton is requested.

DISCUSSION & ANALYSIS
During the Council Chambers A/V modernizaiton project, the City’s primary broadcast server failed when it was powered down for relocaiton. The server was the City’s only means of broadcasitng meeitngs to the public access channel, resulitng in an immediate interrupiton of service and an urgent need for replacement.

The City also incurred a small change order covering the purchase of a new hardware rack and unanitcipated licensed electrical work. The addiitonal rack allowed the contractor to configure new equipment off‑site, then deliver it to City Hall largely pre‑configured. This minimized on‑site disrupiton and allowed exisitng equipment to remain operaitonal for regularly scheduled City Council Meeitngs. The licensed electrical work was required to properly power and support the wall‑mounted television in the Council Chambers. The licensed electrical work and the new server rack cost $4,787.07. The replacement broadcast server and installaiton services totaled $10,418, for a combined cost of $15,205.

The City Manager approved the change order and the purchase of the replacement broadcast server to restore service to the public access channel. The aciton before the City Council is limited to approving the related budget appropriaiton from the PEG Fund; no further contractual authorizaiton is requested. This after‑the‑fact budget aciton is necessary because the emergency replacement was required to immediately restore broadcasitng capabiliites during a period when significant policy items are being considered by the City Council.

Without the broadcast server, the City would be unable to air live or recorded public meeitngs on the public informaiton channel, adversely affecitng transparency and public access to local government deliberaitons. The new broadcast hardware is modern equipment under full vendor and manufacturer warranty and support, and is designed to integrate with the City’s new audio‑visual system as well as the City's new Agenda Management software, streamlining produciton and delivery of meeitng content to the public across mulitple platforms.

STRATEGIC PLAN RELATIONSHIP
Strategic Objecitve: Align infrastructure with projected populaiton size and needs. • Goal 1. Strategically Manage Infrastructure Improvements Strategic Objecitve: Promote an unparalleled quality of life with an engaged and collaboraitve culture. • Goal 2. Improve Communicaiton and Collaboraiton

FISCAL IMPACT
There is no impact to the General Fund. The budget appropriaiton will use Public, Educaitonal, and Governmental (PEG) Access Funds, which are restricted special revenues collected from cable franchise fees. The funds are designated by federal and state law for the purpose of supporitng and improving community broadcasitng, and related technology infrastructure.

Resoluiton No. 26-23 appropriates fund of $15,205 from the PEG Access Funds.

Approved by:
___________________________
Michael Bruckner
City Manager
Attachments
Resolution 26-23.pdf
273249.1
RESOLUTION NO 26-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SIERRA MADRE, CALIFORNIA, AMENDING THE FISCAL
YEAR 2025-26 BUDGET APPROVING A SUPPLEMENTAL

BUDGET APPROPRIATION FROM THE PUBLIC
EDUCATION AND GOVERNMENT FUND RESERVE.

RECITALS
WHEREAS, on June 10th 2025, the City of Sierra Madre City Council adopted the Fiscal Year 2025-26 Annual Budget via Resolution 25-39; and WHEREAS, on November 18th, 2025, the City of Sierra Madre City council approved Resolution 25-70, amending the Fiscal Year 2025-26 budget by approving a Supplemental Budget Appropriation from the Public, Education, and Government (PEG) Fund Reserve and approved a Professional Services Agreement for Audio/Visual System Upgrades to City Council Chambers; and
WHEREAS, the City collects Public, Education, and Government (PEG) fees that are restricted for PEG capital expenditures, including equipment, broadcasting, and infrastructure supporting public access video and communication services; and the City collects Public, Education, and Government (PEG) fees that are restricted for PEG capital expenditures, including equipment, broadcasting, and infrastructure supporting public access video and communication services; and
WHEREAS, the City of Sierra Madre completed emergency improvements to the Council Chambers to restore the City’s broadcasting server infrastructure to support enhanced public access to City Council meetings;

THEREFORE, THE CITY COUNCIL OF THE CITY OF SIERRA MADRE, CALIFORNIA, DOES RESOLVE AS FOLLOWS:

SECTION 1. Recitals. The Recitals above are true and correct and incorporated herein by reference.

SECTION 2. Appropriation. The sum of Fifteen Thousand Two Hundred and Five Dollars ($15,205) is hereby appropriated from the Public, Education, and Government (PEG) Fund Reserve.

SECTION 3. CEQA. The proposed action does not constitute a project under the California Environmental Quality Act (“CEQA”), based on Section 15061(b)(3) of the CEQA Guidelines, as it can be determined with certainty that it will have no impact on the environment.
273249.1
SECTION 4. Severability. If any sections, subsections, subdivisions, paragraph, sentence, clause or phrase of this Resolution or any part hereof or exhibit hereto is for any reason held to be invalid, such invalidity shall not affect the validity of the remaining portions of this Resolution or any part thereof or exhibit thereto. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase hereof, irrespective of the fact that anyone or more sections, subsections, subdivisions, paragraph, sentences, clauses or phrases be declared invalid.

SECTION 5. Certification. Pursuant to Government Code Section 36932, the City Clerk shall certify the passage, approval, and adoption of this Resolution by the City Council.

SECTION 6. Effective Date. This Resolution shall take effect immediately upon adoption.

PASSED, APPROVED, AND ADOPTED this 10th day of March, 2026. __________________________
Kristine Lowe, Mayor
I HEREBY CERTIFY the foregoing Resolution was duly passed, approved, and adopted by the City Council of the City of Sierra Madre, California, at a meeting held on the 10th day of March, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:
___________________________
Laura Aguilar, City Clerk

CITY OF
SIERRA
MADRE

STAFF REPORT

PLANNING & COMMUNITY PRESERVATION
DATE: March 10, 2026
TO: Honorable Mayor and City Council
FROM: Clare Lin, Planning Director
SUBJECT: Report, Discussion, and Direction on Potential Economic Development Programs

RECOMMENDATION
It is recommended that the City Council receive and file the report on economic development strategies for built-out jurisdicitons, and provide direciton regarding preferred approaches for developing a comprehensive economic development policy for Sierra Madre.

SUMMARY
The City of Sierra Madre faces unique challenges as a fully built-out community with one city-owned commercial property in the downtown central core area. Unlike larger neighboring jurisdicitons with redevelopment agencies or city-controlled parcels, Sierra Madre must rely on partnerships, zoning tools, and creaitve funding mechanisms to foster sustainable economic vitality.

This report provides background analysis on regional condiitons, idenitfies legal and financial constraints, and presents potenital programs and policy frameworks suitable for the City’s context. The recommended approach emphasizes acitvaiton, partnerships, and regulatory streamlining rather than new development or General Fund subsidy.

DISCUSSION & ANALYSIS
At the October 14, 2025, City Council meeitng, Mayor Lowe, with the consensus of the City Council, requested that staff explore potenital economic development strategies for Sierra Madre’s Downtown District. The discussion originated from City Council comments noitng that, unlike neighboring jurisdicitons such as Monrovia in the 1990s, Sierra Madre does not own commercial property downtown and does not have access to redevelopment agency tools or similar fiscal mechanisms.

Sierra Madre’s downtown is characterized by small parcels, historic architecture, and independently owned businesses. While this supports the City’s small-town charm, it limits tradiitonal redevelopment or large-scale infill. Neighboring ciites like Monrovia, Pasadena, and Arcadia employ business improvement districts and offer useful models for supporitng downtown vitality without direct City ownership of land. For example:

Monrovia Old Town Advisory Board manages a business improvement district to curate a downtown business mix, emphasizing restaurants and retail.
https://www.monroviaca.gov/your-government/boards-and-commissions/monrovia-old-town-advisory-board Old Pasadena Management District manages a business improvement district generaitng funds for maintenance, markeitng, and safety services. https://www.oldpasadena.org/do-business/resources/ The Arcadia Downtown Business Associaiton manages smaller-scale beauitficaiton and business markeitng programs funded by business improvement district assessments and partnerships. https://www.arcadiaca.gov/shape/development_services_department/economic_development/index.php Sierra Madre’s market area is highly localized, with strong community loyalty but limited regional draw. The Kosmont Downtown Assessment Report in March 2025 (Attachment 1) idenitfies significant retail leakage of approximately $19.5 million in grocery store sales and $14 million in restaurant sales, as residents shop and dine in adjacent ciites with broader commercial ameniites. These findings suggest opportuniites to strengthen the local business ecosystem and enhance visitor experiences to improve fiscal sustainability.

ECONOMIC DEVELOPMENT POLICY CONSTRAINTS
Physical Constraints
The City is fully built-out, with few vacant or underuitlized parcels downtown. Limited parking capacity and shallow parcel depth further constrain new development. These condiitons reduce the feasibility of assembling larger sites for tradiitonal redevelopment projects.

In addiiton, the absence of City‑owned commercial land in the downtown area, except for the temporary library building, limits the City’s leverage to iniitate public‑private partnerships or land‑based catalyst projects, requiring a greater reliance on private property owners and external funding sources.

Financial Constraints
Statewide dissoluiton of redevelopment agencies in 2012 eliminated a key source of tax‑increment financing and significantly reduced the City’s tools to fund major economic development and revitalizaiton efforts. Limited General Fund capacity further constrains the City’s ability to support dedicated economic development staffing or offer financial incenitves.

Legal and Zoning Policy Constraints
Measure V and related voter-adopted provisions in the Zoning Code (Title 17, Chapter 17.35, “Voter’s Empowerment”) limit the scale and intensity of new construciton in the downtown area by restricitng building height and density. These constraints reinforce the need to focus on tenant acitvaiton, adapitve reuse, and small-scale reinvestment within the exisitng downtown fabric rather than large-scale or veritcal redevelopment.

State law further limits the City’s ability to prohibit certain business types or to select or approve individual tenants in privately owned commercial spaces, requiring regulaiton to occur at the land-use category level.

Finally, CEQA compliance and historic preservaiton requirements may extend itmelines and increase costs for physical improvements, paritcularly for projects involving façade changes, alteraitons to historic structures, or new construciton near historic resources.

Organizaitonal Constraints
Economic development funcitons are currently limited and decentralized among exisitng staff, with no single division or posiiton dedicated full‑itme to business attraciton, reteniton, and downtown management. This structure can make it difficult to consistently manage new programs, pursue grant opportuniites, and provide proacitve support to local businesses.

Staff capacity for ongoing program management will depend on City Council prioriites and overall workload, underscoring the importance of idenitfying external partners and sustainable funding sources to deliver economic development services.

POTENTIAL PROGRAMS AND POLICY TOOLS
Based on the constraints idenitfied above and the findings of the Kosmont Market Assessment, the following programs and policy tools are presented for City Council consideraiton:

Land Use Control – Cap and Spacing Opitons
Uitlize condiitonal use permits and zoning development standards, such as spacing requirements and reasonable numerical caps, to address over‑concentraiton of specific use types (e.g., massage establishments and other sensiitve uses).

Ensure that standards are objecitve, uniformly applied, and clearly ited to community character, health, safety, and welfare goals to minimize legal risk.

Chamber of Commerce Based Economic Development Delivery Establish a formal mulit‑year service agreement (e.g., 3–5 years) with the Sierra Madre Chamber of Commerce to serve as a primary delivery partner for downtown economic development services, including business reteniton, markeitng, and event programming.

Provide City funding to support Chamber staff posiitons dedicated to Sierra Madre economic development, responsible for:

Administering “Pop Up to Permanent” iniitaitves, façade grants, and direct business outreach.

Leading “Desitnaiton Sierra Madre” branding, digital markeitng, social media, and coordinaiton with regional tourism and markeitng partners.

Serving as a first point of contact and concierge for prospecitve and exisitng businesses seeking to locate or expand in the downtown.

Business Improvement District (BID) Formaiton
A Business Improvement District (BID) is a voluntary, property-owner–funded tool that allows downtown stakeholders to collecitvely fund services such as beauitficaiton, markeitng, events, and maintenance without relying on the City’s General Fund.

The City may explore the feasibility of a small-scale downtown BID with an esitmated annual budget funded through commercial parcel assessments consistent with Proposiiton 218 requirements. BID services would be designed to supplement, not replace, exisitng City services.

The City would include an administraitve cost recovery component to offset staff itme associated with BID formaiton, coordinaiton, and ongoing oversight.

Under Proposiiton 218, a BID may only be established if property owners determine that the proposed services provide a special benefit to their parcels and approve the district through a formal peititon and mailed ballot process.

Formaiton would require paritcipaiton and support from downtown property owners and businesses.

How is a Business Improvement District is different than the exisitng Downtown Maintenance Assessment District? The Property and Business Improvement District Law of 1994 is the principal act authorizing the formaiton of a BID (Streets and Highways Code seciton 36600 et seq.), whereas the exisitng Downtown Maintenance Assessment District is formed under the Landscaping and Lighitng Act of 1972 (Streets and Highways Code Seciton 22500 et seq.) A modern BID, similar to those used in Monrovia, Arcadia, and Old Pasadena, is typically parcel-based and funds services such as beauitficaiton, enhanced maintenance, markeitng, promoitons, and downtown management acitviites beyond baseline City services. BIDs operate pursuant to a Management District Plan and are generally governed by a private, nonprofit board represenitng assessed stakeholders.

By contrast, the City’s exisitng downtown assessment district is administered by the City and is limited to a defined set of maintenance and infrastructure-related services. A new downtown BID would be legally structured to dedicate revenues exclusively to downtown-focused services, with oversight provided through a contractual relaitonship between the City and a nonprofit district manager.

Downtown Design and Use Overlay
Adopt a Downtown Design, Specific Plan & Use Overlay Zone within Measure V area that:

Protects historic scale and architecture.

Prioriitzes acitve ground floor uses (restaurants, cafés, specialty retail, food halls, and experienital tenants) and mixed use where feasible within exisitng height and density limits.

Simplifies permiittng for desired uses (e.g., reduced parking for small restaurants, by right outdoor dining, relaxed signage standards for historic buildings)
Proacitvely idenitfy housing developers interested in small-scale, downtown-compaitble projects consistent with Measure V.

Façade Improvement Grant Program
Create a façade improvement grant program offering 50 percent matching grants up to $10,000 per project, modeled on successful programs in nearby ciites.

Establish an annual program budget of approximately $40,000–$100,000, funded through a combinaiton of grants and private or BID partnerships, with Community Development Block Grant (CDBG) funds (esitmated at roughly $30,000 per year) serving as a reliable core contribuiton.

Grant and Partnership Development
Proacitvely pursue funding through CDBG, the U.S. Small Business Administraiton, California Competes, and other state and federal programs to support small business recovery, placemaking, infrastructure improvements, and technical assistance.

Coordinate grant pursuits with regional partners, the Chamber of Commerce, and a potenital BID to maximize leverage, align projects with funding prioriites, and reduce the burden on City staff.

STRATEGIC PLAN RELATIONSHIP
The policy discussion correlates to Strategic Plan Goal 4 – Community Enrichment, Objecitve 4.2: Enhance communicaiton and collaboraiton across community groups and in fostering collaboraiton between residents and business.

FISCAL IMPACT
There is no impact to the General Fund as a result of the recommended aciton. Depending on City Council policy direciton, staff will return with an esitmated cost for program implementaiton. Staff has observed inconsistencies in certain historical sales tax data in the Kosmont report; however, these data issues do not affect the overall analysis or conclusions of this staff report.

Approved by:
___________________________
Michael Bruckner
City Manager
Attachments

1. Kosmont - Downtown Sierra Madre Market Assessment March 2025.pdf 2301 Rosecrans Ave., Suite 4140
El Segundo, CA 90245
TEL: 424-297-1070 | URL: www.kosmont.com

CITY OF SIERRA MADRE

DOWNTOWN SIERRA MADRE MARKET ASSESSMENT
MARCH 2025
Attachment 1
KOSMONT COMPANIES | 2

KOSMONT COMPANIES
Kosmont Companies ("Kosmont"), a real estate & economics advisory firm serving hundreds of cities and local governments for over 38 years, has been retained by the City of Sierra Madre ("City") to develop a Market Assessment whose goal is to analyze market conditions in the City (with a focus on the Measure V area or Downtown Sierra Madre), develop key economic development strategies, and assist in initial implementation of those strategies in the City’s Downtown. ▪ Kosmont's expertise covers a full range of economics & real estate advisory services including:
➢ Market and Feasibility Analyses
➢ Fiscal Impact & Economic Benefit Studies
➢ Economic Development Strategies & Implementation
➢ Business/Retailer & Developer Recruitment
➢ Identification of Funding Sources & Financing Strategies ➢ Public-Private Transaction Structuring & Negotiation
▪ Winning track record of initiating and implementing projects for municipalities ➢ In-house team includes economists, registered municipal advisors, financial analysts, lawyers, real estate professionals, former city managers & economic development department heads
➢ Extensive network of brokers, investors and market data for real-time information, and industry leadership Disclaimer: The analyses, projections, assumptions, and any examples presented herein are for illustrative purposes and are not a guarantee of actual and/or future results. Actual results are difficult to predict as a function of market conditions, natural disasters, pandemics, legislation and administrative actions.

Note: If needed, Financial Advisory and Real Estate Brokerage services can be provided by Kosmont Transactions Services, Inc. (SEC / MSRB Registered Municipal Advisor) and Kosmont Real Estate Services, Inc. (Licensed Real Estate Brokerage Firm), respectively.

KOSMONT COMPANIES | 3

TABLE OF CONTENTS
Executive Summary Page 4

1. SWOT Analysis Page 8

2. Areas of Econ. Dev. Consideration and Action Items Page 11

3. Demographic and Economic Profile Page 18

1. City Revenue Information Page 21

2. Population & Household Demographics Page 28

3. Employment/Unemployment by Industry Page 32

4. Visitation Data Page 40

4. Market Demand Analysis Page 47

1. Market Trends Page 49

2. Retail Market Page 55
KOSMONT COMPANIES | 4

EXECUTIVE SUMMARY
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 5

EXECUTIVE SUMMARY

INTRODUCTION
 For this assignment, Kosmont performed demographic and market research, spoke to community members and local businesses to understand the strengths and challenges that face Downtown Sierra Madre, and prepared a SWOT Analysis to highlight Strengths, Weaknesses, Opportunities, and Threats
 Downtown Sierra Madre is a hidden gem of an area that is walkable, authentic, and has good infrastructure
 Downtown Sierra Madre received 2.1 million visitors between 10/1/23 and 9/30/24. Visitors are well-educated (58% Bachelor’s or higher) and have high incomes (avg. household income $170,000). 70% of visitors to Downtown are coming from adjacent areas, primarily north of the 210 Freeway, including: Altadena, Arcadia, Monrovia, and Pasadena  Retail market data was culled from CoStar. Given most of the City’s commercial space is in Downtown Sierra Madre, citywide metrics reflect the Downtown. The retail market is small and relatively healthy.

Retail space is fully leased, though there have not been new additions to the market in the last 10 years
 Key challenges identified in our discussions include the following:
➢ Chamber of Commerce does not have much social media
infrastructure / presence and has limited retail perspective ➢ Downtown hosts few events throughout the year and has limited activity past 8 or 9pm on weekends
➢ Downtown cannot rely just on local support
 An additional challenge is that the internet is drawing money away from brick-and-mortar retail. Retail is now being driven by trip generators like entertainment, experience, and essentials
 Based on feedback, Kosmont devised three areas of economic development consideration (Visibility / Exposure, Trips / Place, and Business Expansion, Attraction, and Retention [“BEAR”]), and developed associated action items for each area
 Some of these potential action items include:
➢ Improve communication between businesses and City / Chamber ➢ Utilize social media to promote Downtown and encourage visits ➢ Host new events (e.g., “taste of”, themed nights, pop-up markets) to create a sense of place in Downtown Sierra Madre
➢ Develop technical assistance and business incentive programs KOSMONT COMPANIES | 6

EXECUTIVE SUMMARY

SWOT ANALYSIS
SWOT Analysis
 A Strengths, Weaknesses, Opportunities, and Threats (“SWOT”) analysis was conducted utilizing feedback received during a meeting with the Chamber of Commerce and from individual business owners in Downtown Sierra Madre
 The adjacent SWOT table summarizes key comments taken from the analysis. These comments were later incorporated in determining potential economic development goals and action items to achieve each goal
Comments

STRENGTHS
• Sierra Madre is a “hidden gem” and has an authentic
community
• Downtown is walkable and has good infrastructure

WEAKNESSES
• Chamber of Commerce lacks social media
infrastructure and has limited retail voice /
understanding within Chamber leadership
• Limited activity past 8 or 9pm
• Downtown cannot rely on local support

OPPORTUNITIES
• Improve communication between businesses and
the Chamber
• Promote the destination that is Sierra Madre
• Utilize existing resources for more events

THREATS
• Costs of Chamber hiring social media manager and
support staff to handle additional tasks and visitors
• Competition of nearby downtown destinations such
as Old Pasadena and Old Town Monrovia
KOSMONT COMPANIES | 7

EXECUTIVE SUMMARY
AREAS OF ECON. DEV. CONSIDERATION,

ACTION ITEMS, AND NEXT STEPS
 Using information gathered from the SWOT
Analysis, Kosmont highlighted the following areas
of economic development consideration: Visibility
/ Exposure, Trips / Place, and Business Expansion,
Attraction, and Retention (“BEAR”)
 Kosmont created key action items that the City
could consider to address each area of economic
development consideration
 The adjacent table summarizes each area and its
relevant action items
 Potential next steps include:
➢ Assisting in developing business expansion,
attraction, and retention (“BEAR”) strategies
➢ Marketing business opportunities at
conferences, such as ICSC
➢ Attracting interest from other industries, like
hospitality (e.g., conduct a hotel market
demand analysis)
Areas of Econ. Dev.

Consideration Potential Action Items

VISIBILITY /

EXPOSURE

1. Improve lines of communication between businesses and Chamber of Commerce/City

2. Utilize social media/AI to promote visitation and tell the story of Downtown Sierra Madre

3. Develop a multi-pronged marketing approach where businesses and City / Chamber are marketing events in Downtown

TRIPS /
PLACE

1. Allocate budget to create new events (e.g., farmers markets, “taste of” events, pop-up markets, themed nights, concerts) in Downtown to increase foot traffic

2. Leverage existing assets to develop unique events that emphasize local aesthetic

3. Maintain consistent events in Downtown throughout the year

4. Increase frequency of events

5. Consider rescheduling events to not conflict with key small business dates Business
Expansion,
Attraction, and
Retention
(“BEAR”)

1. Develop technical assistance and business incentive programs to support emerging businesses in Downtown

2. Streamline processes and requirements to appeal to existing and future businesses

3. Develop a cross-marketing system where businesses and City / Chamber are marketing Downtown events and businesses, with the goal to attract high-volume, experiential retailers

4. Attend and market opportunities at ICSC and other conferences with a retail and hospitality presence
KOSMONT COMPANIES | 8

1. SWOT ANALYSIS
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 9

SUMMARY OF COMMENTS FROM
CHAMBER OF COMMERCE MEETING (8/22/24)
Category
Positive
▪ City has a small, romantic town feeling
▪ City has a hidden gem aspect to it. Some may have heard of it, but remains to be discovered by many ▪ Good infrastructure (incl. parking for out-of-town visitors) ▪ Downtown is very walkable
▪ Great culture; No snobbish attitudes
▪ Authentic, beautiful, pleasant community
▪ Conversion of Sierra Madre Playhouse from playhouse to performing arts center has allowed for varied programming and 50% of visitors are from out of town and most want to stay to dine/drink after a show
Needs Work
▪ More cross-marketing between events
▪ Better communication between Chamber of Commerce and local businesses ▪ Limited retail voice / understanding within Chamber leadership ▪ Chamber lacks social media manager
▪ Chamber needs to move Winter Fest closer to Christmas and not on Small Business Saturday (does little to boost sales) ▪ People need to shop during fall and winter (slower times) ▪ Resistance to growth and making Sierra Madre a destination location as Downtown cannot survive purely on local support ▪ Parking restrictions for businesses
▪ More locational information needed
▪ City is sleepy at night, including weekends (particularly past 8 or 9pm); More late-night options (only The Buccaneer Lounge is open past midnight) ▪ More community events – take full advantage of Kersting Ct. (concerts, themed nights) ▪ Potentially close part of the street (i.e. Old Town Monrovia has lots of traffic on Friday nights) ▪ Only two major events throughout the year – Wistaria Festival and Winter Festival; Maybe make Thursday or Fridays themed nights ▪ High rents; Need to attract tenants who can pay higher rents; Store owners do not own property ▪ Need to find other methods of arriving; More people would come if there was a better way to get here (Possible shuttle service) ▪ More variety of shops/eateries given the arts/galleries attract a more open-minded visitor KOSMONT COMPANIES | 10

SWOT ANALYSIS

STRENGTHS
• Small, romantic “hidden-gem” town
• Good infrastructure, walkable Downtown
• Authenticity of the community and its stores
• Downtown is an experience

WEAKNESSES
• Chamber of Commerce has limited retail voice / perspective • Chamber lacks social media infrastructure – limiting communication and promotion • Reluctant/Resistant to growth; Downtown cannot rely purely on local support • During the weekends, the City has limited activity past 8 or 9pm

OPPORTUNITIES
• Utilize Kersting Ct. for more events, concerts, themed nights • Potentially close part of the street for more activities in the Downtown • Improve communication between businesses and the Chamber (Chamber needs to have a retail-focused mindset and actively promote the businesses to create a destination) • Promoting the destination that is Sierra Madre. The City has the “bones” but it’s a matter of drawing more people • Offer a variety of other limited and full-service high-volume restaurants/breweries to serve a diverse set of visitors THREATS • Costs of hiring social media manager and other support staff (e.g., Chamber staff, shuttle drivers) • Competition with other nearby downtown destinations (e.g., Old Pasadena, Old Town Monrovia) Sources: Kosmont Companies
KOSMONT COMPANIES | 11

2. AREAS OF ECON. DEV. CONSIDERATION AND ACTION ITEMS
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 12

AREAS OF ECONOMIC DEVELOPMENT CONSIDERATION

AND POTENTIAL ACTION ITEMS
Areas of Econ. Dev.

Consideration Potential Action Items

VISIBILITY /

EXPOSURE
• Improve communication between business and Chamber / City – Consider adding a person with a strong retail background to conduct outreach to businesses and act as a liaison between businesses and Chamber • Increase visibility by using social media/AI to actively promote visitation to Downtown Sierra Madre (e.g., Instagram, Facebook, LinkedIn, Canva, Snapchat, YouTube, X [formerly Twitter])
• Develop a multi-pronged marketing approach with businesses and Chamber / City each actively marketing events with intent to draw larger share of visits outside of Sierra Madre

TRIPS /
PLACE
• Create new events to meet goal of increasing foot traffic (e.g., First Fridays, farmers markets, pop-up markets, “taste of”, concerts, themed nights) • Utilize existing assets (e.g., Kersting Ct.) to develop unique events that emphasize the local flavor / aesthetic of the City and create an experience for visitors
• Maintain consistency of events to develop a schedule that the public remembers (e.g., Monrovia Street Fair occurs almost every Friday night) • Increase frequency of events in Downtown Sierra Madre throughout the year as opposed to a few major events • Revise scheduling of existing events (e.g., Winter Fest moved to a different date other than Small Business Saturday) • High foot traffic = greater potential spending

ECONOMIC

DEVELOPMENT
• High foot traffic also allows Chamber / City to attract future businesses and potentially expand / retain existing businesses • As the City receives more foot traffic, there is a potential to attract higher-volume retail (i.e., businesses that cater to a large and diverse customer population and operate at a relatively high capacity throughout the day), particularly breweries / restaurants (emphasis on experiential retail) • As business increases in Downtown Sierra Madre, the businesses and Chamber / City can develop a cross-marketing ecosystem where businesses can market Downtown Sierra Madre and the Chamber / City can profile or highlight local businesses • Chamber / City can consider attendance, membership, and representation at conferences with strong retail and hospitality presence, such as Innovating Commerce Serving Communities (“ICSC”, formerly International Council of Shopping Centers) to gain knowledge and actively market opportunities Sources: Kosmont Companies
KOSMONT COMPANIES | 13

VISIBILITY / EXPOSURE
The City and Chamber of Commerce may consider the
following action items to increase Downtown Sierra Madre’s visibility to attract more visitors.

Recommended Action Items:

Action Item 1: Improve lines of communication between
businesses and the Chamber/City. Consider adding a liaison that will regularly and proactively contact business/property owners to understand challenges and opportunities.

Action Item 2: Utilize social media/AI to actively promote visitation and “tell the story” of Downtown Sierra Madre.

Emphasize the character and the charm of the City. It is observed that approximately 70% of visitors are coming from adjacent cities (particularly neighborhoods north of the 210 Freeway). Some of these areas, particularly Altadena, have recently been ravaged by the Eaton Fire. Thus, it is imperative for Sierra Madre to cast a wider net of visitors.

Action Item 3: Develop a multi-pronged marketing approach with businesses and Chamber / City each actively marketing events using various social media channels with intent to draw larger share of visitors from outside of Sierra Madre.

Social Media/AI Platforms for Marketing
The following represent a sample of platforms that
could be utilized for marketing efforts
KOSMONT COMPANIES | 14

TRIPS / PLACE
High foot traffic may lead to greater potential spending in the City.* Below are action items that the City/Chamber could take to generate additional trips and, ultimately, create a sense of place. Additional examples of such events can be observed on the following slide.

Recommended Action Items:

Action Item 1: Chamber of Commerce should consider
allocating budget to create new events whose goal would be to increase foot traffic to Downtown Sierra Madre (e.g., First Fridays, farmers markets, pop-up markets, “taste of” events, themed nights, and concerts).

Action Item 2: Leverage existing assets, such as Kersting Ct., to develop unique events that emphasize the local aesthetic of the City to create a memorable experience for visitors.

Action Item 3: Maintain consistent events in Downtown Sierra Madre. This will create a schedule in the minds of visitors (e.g., an event that is held every Friday will be a potential destination for visitors in the future.

Action Item 4: Increase frequency of events in Downtown Sierra Madre as opposed to a few events per year. Encourage evening events that extend past 8 or 9pm.

Action Item 5: Consider rescheduling events to not conflict with key dates for small business (e.g., Winter Fest could be moved to a different date other than Small Business Saturday).

Source: Placer.ai (Accessed January 2025); Notes: *Using Placer.ai, it was observed that between the period of 10/1/23 and 9/30/24, Downtown Sierra Madre received 2.1 million visits, while Old Town Monrovia received over four million visits.

KOSMONT COMPANIES | 15

TRIPS / PLACE EXAMPLES
Notes: Examples of how trip generation and consistency leads to a sense of place. (Top Left: The South Pasadena Farmers Market occurs every Thursday afternoon. Bottom Left: Old Town Monrovia hosts the Monrovia Street Fair Friday evenings. Right: Smorgasburg LA is a unique pop-up style event featuring local vendors (with an emphasis on food and clothing) held on Sundays at ROW DTLA in Downtown Los Angeles.

These events not only generate foot traffic but create a sense of place and community.

KOSMONT COMPANIES | 16

ECONOMIC DEVELOPMENT (BEAR)
As foot traffic increases, City may consider expanding / enhancing Business Expansion, Attraction, and Retention (BEAR) efforts and provide enhanced customer service to support business development.

Recommended Action Items:

Action Item 1: Develop technical assistance and business incentive programs, such as efficient permitting and tax sharing agreements to support emerging businesses/entrepreneurs in the City. Additional examples of such programs can be found on the following page.

Action Item 2: Consider working with Planning staff to
streamline / improve planning processes and requirements, as applicable. Doing so will make Sierra Madre appealing to both existing and future businesses.

Action Item 3: Develop a cross-marketing system where
businesses can market Downtown Sierra Madre as a strong place to do business and Chamber / City can profile or highlight an existing business with the intent to attract businesses, including high-volume, experiential retailers that are complementary to the existing set of businesses in the City, such as breweries/pubs and restaurants.

Action Item 4: Attend ICSC and other conferences with retail and hospitality presence to meet with major retailers / restaurants / hotels / developers / brokers, gain knowledge, and actively market opportunities.

Chamber / City profiles a
business along with events
occurring in Downtown
Sierra Madre
Existing business markets
itself and promotes
Downtown Sierra Madre
events
Other businesses observe
activity in Downtown Sierra
Madre and want to consider
opening or relocating in the City
Cross-Marketing Example
KOSMONT COMPANIES | 17

ECONOMIC DEVELOPMENT (BEAR)

BUSINESS INCENTIVE PROGRAMS
There are a wide range of business and economic development incentive programs utilized by communities across the State.

The City can create such a program, but first it is important to set specific goals (e.g. assist small business, expand job creation, attract major tax generator, attract specific type of development) and create a system to measure the success of each initiative.

Cost of implementing can vary: job credits, façade improvement and infrastructure represent out of pocket costs, while tax sharing agreements and fee waivers are offset by new development tax revenues.

Examples of incentives include:
 Efficient permitting
 Tax sharing agreements / tax abatements
 Job tax credits / Workforce training
 Façade improvement program
 Infrastructure investment
 Fee waivers / deferrals in targeted areas
KOSMONT COMPANIES | 18

3. DEMOGRAPHIC AND ECONOMIC PROFILE
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 19

SUMMARY

DEMOGRAPHIC AND ECONOMIC PROFILE
City Revenue Information
 Sierra Madre is highly reliant on property tax compared to cities in California. In 2022, 57% of City general fund tax revenues come from property tax, while California cities average is 39%
 The City is not overexposed to sales or hotel tax risk since just 3% of the City’s general fund tax revenues in 2022 come from sales tax and the City does not collect transient occupancy tax (“TOT”). In contrast, sales tax is 22% and TOT is 8% of general fund tax revenues for California cities
 Much of the City’s sales tax revenues come from food and beverage shops, clothing stores, restaurants and bars, and other retail, including art dealers, pet supply stores
 In the 10-year period between 2012 and 2022, sales tax revenues in Sierra Madre have grown by 83% (6.2% per year). Over the same period, sales tax revenues to Sierra Madre from the County Pool have more than tripled. County Pool revenues have grown significantly due to rise in e-commerce sales, particularly during the COVID-19 pandemic (18.2% increase from 2019 to 2020)
Population and Household Demographics
 10,900 residents and 4,800 households in the City
 Average household size in the City is 2.28, lower compared to County and State (2.78 and 2.83, respectively)
 Median age in the City is 48.1, older than County and State (38.4 for both)
 Sierra Madre features a highly educated population with nearly 69% of residents holding a Bachelor’s degree or higher (82% higher attainment than the County, 78% higher than the State)
 Education levels are correlated with incomes. The average household income in Sierra Madre is $193,800 (52% higher and 39% higher than County and State, respectively)
 The average price of a home in Sierra Madre is $1.45 million, 64% higher than Los Angeles County and 85% higher than the State KOSMONT COMPANIES | 20

SUMMARY
ECONOMIC AND DEMOGRAPHIC PROFILE (CONT’D)
Employment
 More residents leave the City compared to those that come into Sierra Madre for work, yielding a net outflow of jobs
 Residents go to Los Angeles, Pasadena, Burbank, Arcadia, and Glendale for work. Employees who work in Sierra Madre are coming from Los Angeles, Pasadena, Monrovia, Arcadia, and Altadena CDP  The top five industries with the most employees in the City are:
health care and social assistance, accommodation and food services, educational services, finance and insurance, and wholesale trade. Of these industries, two (health care and social assistance and accommodation and food services) are among the fastest growing industries in L.A. County
 The jobs/housing ratio for Sierra Madre is 0.64, smaller than County and State (1.32 and 1.28, respectively). While this number would indicate a possible need for more jobs in the City overall, it is important to note that Downtown Sierra Madre has an 8.10 jobs/housing ratio, indicating a strong concentration of businesses Visitation Trends
 Visitation data, including visitor demographics, to Downtown Sierra Madre was culled from Placer.ai, a mobile data analytics provider  In the most recent available one-year period between 10/1/23 and 9/30/24, Downtown Sierra Madre received a total of 2.1 million visits from 335,100 people (or ~130,900 households). Thus, a typical visitor visited Downtown Sierra Madre approximately six times  The median age of visitors to Downtown Sierra Madre was 40.6 and visitors typically stayed for approximately 100 minutes on average  Visitors featured similar demographics to residents, with 58% possessing a Bachelor’s degree or higher and an average household income of $170,000, indicating visitors with higher disposable incomes
 Nearly three-quarters of visitors to Downtown Sierra Madre come from within a 7-mile distance, indicating a strong local presence.

Many visitors are arriving from adjacent communities such as Pasadena, Altadena, Monrovia, and Arcadia
KOSMONT COMPANIES | 21
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT

3.1 – CITY REVENUE INFORMATION
KOSMONT COMPANIES | 22
2022 GENERAL FUND TAX REVENUES
CITY OF SIERRA MADRE VS. ALL CA CITIES
Source: Kosmont Companies; CA DOF (Accessed August 2024) Note: The City of Sierra Madre did not receive the following revenues: TOT, business license tax, construction fees, parking fees, or admission fees. Other revenues may include interest, penalties, delinquent taxes, employer payroll tax, etc.

Property Taxes, 39.1%
Sales and Use Tax,

21.9%
Transient Occupancy
Taxes & STR Fees,

6.0%
Utility User Fee, 4.9%
Business License Tax,

6.3%
Franchise Fee, 3.5%
Transportation Tax,

3.5%
Property
Transfer Fee,

4.0%
Construction, 1.5%
Parking , 0.5%
Admission, 0.1%
Other, 8.6%
All CA Cities
Property Taxes,

56.8%
Sales and Use Tax,

3.1%
Utility User Fee,

22.1%
Franchise Fee, 4.2%
Transportation Tax,

2.7%
Property Transfer
Fee, 1.1%
Other, 10.0%
City of Sierra Madre
KOSMONT COMPANIES | 23
2018 VS. 2022 TAX REVENUES (% PROPERTY, SALES, HOTEL TOT)

CITY OF SIERRA MADRE VS LOS ANGELES COUNTY CITIES VS ALL CA CITIES Source: Kosmont Companies; CA DOF (Accessed August 2024) Notes: The City of Sierra Madre does not collect TOT.

62.5%

39.4% 40.5%

3.2%

17.8%

22.0%

0.0%

7.1%

8.1%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%
Sierra Madre Los Angeles County Cities California Cities 2018 Tax Revenues
PROP % SALES % HOTEL %

56.8%

38.4% 39.1%

3.1%

17.8%

21.9%

0.0%

5.2%

6.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%
Sierra Madre Los Angeles County Cities California Cities 2022 Tax Revenues
PROP % SALES % HOTEL %
KOSMONT COMPANIES | 24
HISTORIC TAX REVENUE GROWTH TABLES (2018-2022)

CITY OF SIERRA MADRE VS LOS ANGELES COUNTY CITIES VS ALL CA CITIES Source: Kosmont Companies; CA DOF (Accessed August 2024) Note: Numbers in parentheses and in red indicate a negative number.

City of Sierra Madre
YEAR TOTAL PROPERTY SALES AND USE HOTEL PROP % SALES % HOTEL % 2018 $ 9,737,063 $ 6,081,650 $ 309,590 $ - 62.5% 3.2% 0.0% 2019 $ 10,256,303 $ 6,482,779 $ 360,836 $ - 63.2% 3.5% 0.0% 2020 $ 10,907,445 $ 6,785,200 $ 329,687 $ - 62.2% 3.0% 0.0% 2021 $ 12,154,791 $ 7,247,481 $ 325,625 $ - 59.6% 2.7% 0.0% 2022 $ 13,501,189 $ 7,665,426 $ 416,754 $ - 56.8% 3.1% 0.0% % Chg. ‘18-’22 39% 26% 35% - -9% -3% -
Los Angeles County Cities
YEAR TOTAL PROPERTY SALES HOTEL PROP % SALES % HOTEL %
2018 $ 9,365,891,719 $ 3,693,338,550 $ 1,663,636,730 $ 664,272,234 39.4% 17.8% 7.1% 2019 $ 9,962,713,016 $ 3,945,306,831 $ 1,811,498,455 $ 686,201,674 39.6% 18.2% 6.9% 2020 $ 9,973,259,931 $ 4,146,176,314 $ 1,674,122,681 $ 512,573,659 41.6% 16.8% 5.1% 2021 $ 10,533,231,636 $ 4,505,071,415 $ 1,825,720,001 $ 310,604,715 42.8% 17.3% 2.9% 2022 $ 12,063,160,472 $ 4,629,152,762 $ 2,146,683,814 $ 629,887,650 38.4% 17.8% 5.2% % Chg. ‘18-’22 29% 25% 29% (5%) (3%) 0% (26%)
All CA Cities
YEAR TOTAL PROPERTY SALES HOTEL PROP % SALES % HOTEL %
2018 $ 31,799,746,521 $ 12,890,489,342 $ 7,005,395,050 $ 2,585,451,532 40.5% 22.0% 8.1% 2019 $ 34,539,905,371 $ 14,177,924,698 $ 7,726,240,615 $ 2,748,778,129 41.0% 22.4% 8.0% 2020 $ 34,343,088,470 $ 14,733,616,783 $ 7,273,442,316 $ 2,052,851,870 42.9% 21.2% 6.0% 2021 $ 37,523,287,391 $ 15,875,562,038 $ 7,935,922,642 $ 1,299,716,160 42.3% 21.1% 3.5% 2022 $ 42,007,714,014 $ 16,441,856,815 $ 9,212,861,760 $ 2,532,105,390 39.1% 21.9% 6.0% % Chg. ‘18-’22 32% 28% 32% (2%) (3%) 0% (26%)
KOSMONT COMPANIES | 25
HISTORIC TAX REVENUE GROWTH (2018-2022)

CITY OF SIERRA MADRE VS LOS ANGELES COUNTY CITIES VS ALL CA CITIES Source: Kosmont Companies; CA DOF (Accessed August 2024) -10%
0%
10%
20%
30%
40%
2018 2019 2020 2021 2022
Property Tax Revenue
Growth Since 2018
Sierra Madre
Los Angeles County Cities
All CA Cities
-10%
0%
10%
20%
30%
40%
50%
60%
2018 2019 2020 2021 2022
Sales Tax Revenue
Growth Since 2018
Sierra Madre
Los Angeles County Cities
All CA Cities
-60%
-40%
-20%
0%
20%
2018 2019 2020 2021 2022
TOT Revenue
Growth Since 2018
Sierra Madre
Los Angeles County Cities
All CA Cities
Source: CA DOF; CDTFA; Kosmont Companies (Accessed August 2024) KOSMONT COMPANIES | 26 Note: Numbers in parentheses and in red indicate a negative number.

Year City Subtotal County
Pool
City
Total
2012 $234,000 $28,000 $262,000
2013 $254,000 $30,000 $284,000
2014 $277,000 $35,000 $312,000
2015 $286,000 $38,000 $324,000
2016 $274,000 $39,000 $313,000
2017 $278,000 $39,000 $317,000
2018 $294,000 $42,000 $336,000
2019 $319,000 $55,000 $374,000
2020 $235,000 $65,000 $300,000
2021 $318,000 $70,000 $388,000
2022 $429,000 $90,000 $519,000
10-Year Growth 83.3% 221.4% 98.1%
COVID-19 Effect
(2019-2020) (26.3%) 18.2% (19.8%)
CAGR 6.2% 12.4% 7.1%

SALES TAX REVENUES BY YEAR
CITY OF SIERRA MADRE (2012-2022)
-20%
20%
60%
100%
140%
2017 2018 2019 2020 2021 2022
Change Since 2017:

City Subtotal and County Pool
SIERRA MADRE SIERRA MADRE County Pool
KOSMONT COMPANIES | 27

RETAIL SALES BY CATEGORY BY YEAR
CITY OF SIERRA MADRE (2015-2022)
Retail Category 2015 2016 2017 2018 2019 2020 2021 2022 % Growth (2015-22)
2022 % of
Total
Motor Vehicle & Parts $0 $0 $0 $0 $0 $0 $0 $0 - 0.0%
Home Furnishings $145,865 $72,913 $110,454 $90,044 $85,822 $66,428 $40,147 $9,448 (93.5%) 0.0% Building Materials $0 $0 $0 $0 $0 $0 $0 $0 - 0.0%
Food & Beverage $2,468,769 $2,630,584 $2,698,569 $2,639,529 $2,757,233 $3,539,835 $3,440,955 $3,672,390 48.8% 9.4% Gas Stations $0 $0 $0 $0 $0 $0 $0 $0 - 0.0%
Clothing Stores $491,896 $441,457 $387,302 $427,559 $1,251,295 $385,755 $497,524 $725,858 47.6% 1.9% Gen. Merchandise $0 $0 $0 $0 $0 $0 $0 $0 - 0.0%
Restaurants/Bars $9,966,246 $9,823,839 $10,690,599 $11,743,398 $12,003,352 $8,939,027 $13,203,769 $15,502,159 55.5% 39.8% Other Retail $10,252,747 $10,214,147 $10,421,379 $11,789,227 $11,871,283 $7,689,493 $12,292,860 $15,142,079 47.7% 38.9% Total Retail &
Food Services $23,325,523 $23,182,940 $24,308,303 $26,689,757 $27,968,985 $20,620,538 $29,475,255 $35,051,934 50.3% 90.1% All Other Outlets $4,761,922 $3,813,430 $2,793,658 $2,931,459 $2,630,548 $2,443,391 $2,460,622 $3,869,457 (18.7%) 9.9% TOTAL $28,087,445 $26,996,370 $27,101,961 $29,621,216 $30,599,533 $23,063,929 $31,935,877 $38,921,391 38.6% 100.0% Source: CA DOF; CDTFA; Kosmont Companies (Accessed August 2024) Notes: *Numbers reflected are in thousands of dollars. Other retail may include pet supply stores, tobacco stores, art dealers, etc. All other outlets refers to business to business or business to government transactions. Numbers in parentheses and in red indicate a negative number.

KOSMONT COMPANIES | 28
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT

3.2 – POPULATION & HOUSEHOLD DEMOGRAPHICS
KOSMONT COMPANIES | 29

CITY AND

DOWNTOWN

SIERRA MADRE
(“MEASURE V
AREA”)
Source: ESRI Business Analyst Online (Accessed August 2024) Sierra Madre
City Limits
Downtown
Sierra Madre
KOSMONT COMPANIES | 30

POPULATION & INCOME

STUDY AREA, CITY, COUNTY, AND STATE
2024 Downtown
Sierra Madre
Sierra Madre
City
Los Angeles
County
California
State
Population 380 10,931 9,768,886 39,530,491
Households 177 4,764 3,436,464 13,641,471
Average HH Size 2.12 2.28 2.78 2.83
Median Age 45.7 48.1 38.4 38.4
% Bachelor's Degree
or Higher 64.4% 68.8% 37.8% 38.7%
% Hispanic Origin 20.3% 18.5% 49.1% 40.7%
% Asian/Pacific Islander Origin 12.6% 13.8% 15.6% 16.6% Per Capita Income $70,000 $84,500 $44,900 $48,200
Median HH Income $93,700 $133,900 $87,900 $97,600
Average HH Income $152,000 $193,800 $127,400 $139,300
Source: ESRI Business Analyst Online (Accessed August 2024) Notes: Income figures are rounded to the nearest hundred.

Source: Zillow.com (Accessed August 2024) KOSMONT COMPANIES | 31 Notes: Numbers shown for most recent available month (July 2024) $883K
$362K
$785K
$1.45M

HOME VALUE HISTORY
2017 - 2024
KOSMONT COMPANIES | 32
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT

3.3 – EMPLOYMENT/UNEMPLOYMENT BY INDUSTRY
KOSMONT COMPANIES | 33

RESIDENT CONCENTRATION

CITY OF SIERRA MADRE
Source: U.S. Census Bureau Center for Economic Studies (2021, Accessed August 2024) Employed residents/Sq. Mile
Employed residents/Sq. Mile
Employed residents/Sq. Mile
Employed residents/Sq. Mile
Employed residents/Sq. Mile
Employed residents
Employed residents
Employed residents
Employed residents
Employed residents
 Residents are primarily
concentrated outside of
Downtown Sierra Madre
 The primary land use in the
City is residential. Medium and
high density residential
surrounds Downtown Sierra
Madre, while lower density
residential can be found in the
outer areas of the City
Downtown
Sierra Madre
KOSMONT COMPANIES | 34

EMPLOYMENT BY INDUSTRY

CITY OF SIERRA MADRE
Resident Employed Population (Age 16+)
Sector Share
Health Care and Social Assistance 15.6%
Educational Services 12.9%
Professional, Scientific, and Technical Services 9.6%
Information 9.1%
Retail Trade 7.2%
Accommodation and Food Services 5.6%
Finance and Insurance 5.5%
Administration & Support, Waste Management and Remediation 5.0% Manufacturing 4.5%
Public Administration 4.0%
Construction 3.6%
Wholesale Trade 3.5%
Other Services (excluding Public Administration) 3.4%
Transportation and Warehousing 2.6%
Arts, Entertainment, and Recreation 2.2%
Real Estate and Rental and Leasing 2.1%
Management of Companies and Enterprises 1.9%
Utilities 0.9%
Agriculture, Forestry, Fishing and Hunting 0.6%
Mining, Quarrying, and Oil and Gas Extraction 0.0%
Workers Employed in Study Area (Age 16+)
Sector Share
Health Care and Social Assistance 38.0%
Accommodation and Food Services 9.7%
Educational Services 9.3%
Finance and Insurance 7.8%
Wholesale Trade 5.1%
Public Administration 4.7%
Professional, Scientific, and Technical Services 4.1%
Construction 4.1%
Administration & Support, Waste Management and Remediation 3.6% Retail Trade 3.6%
Other Services (excluding Public Administration) 2.5%
Arts, Entertainment, and Recreation 2.1%
Real Estate and Rental and Leasing 1.5%
Management of Companies and Enterprises 1.4%
Manufacturing 1.2%
Information 0.8%
Transportation and Warehousing 0.3%
Agriculture, Forestry, Fishing and Hunting 0.1%
Mining, Quarrying, and Oil and Gas Extraction 0.0%
Utilities 0.0%
“Industries in which City residents work” “Jobs in the City” Source: U.S. Census Bureau Center for Economic Studies (2021, Accessed August 2024) Notes: Categorized by North American Industry Classification System (NAICS) Industry Sectors KOSMONT COMPANIES | 35

EMPLOYMENT CONCENTRATION

CITY OF SIERRA MADRE
 The majority of the commercial land is
located in Downtown Sierra Madre
primarily along Sierra Madre Blvd.,
Baldwin Ave., and on smaller adjacent
streets. Thus most of the jobs in the
City are concentrated within the
boundaries of Downtown Sierra Madre
 There is also a small industrial
manufacturing area located just east of
Baldwin Ave. on Montecito Ave. (also
located within the Downtown Sierra
Madre boundary)
Source: U.S. Census Bureau Center for Economic Studies (2021, Accessed August 2024) Downtown
Sierra Madre
KOSMONT COMPANIES | 36
Outflow:

Where Residents Commute To For Work
City Count Percentage
Los Angeles city, CA 1,206 24.6%
Pasadena city, CA 712 14.5%
Sierra Madre city, CA 271 5.5%
Burbank city, CA 261 5.3%
Arcadia city, CA 155 3.2%
Glendale city, CA 133 2.7%
Monrovia city, CA 78 1.6%
Alhambra city, CA 60 1.2%
Duarte city, CA 54 1.1%
Irvine city, CA 51 1.0%
El Monte city, CA 47 1.0%
Azusa city, CA 46 0.9%
San Diego city, CA 44 0.9%
Altadena CDP, CA 43 0.9%
San Francisco city, CA 42 0.9%
Monterey Park city, CA 37 0.8%
Industry city, CA 35 0.7%
El Segundo city, CA 34 0.7%
Irwindale city, CA 33 0.7%
South Pasadena city, CA 33 0.7%
Santa Clarita city, CA 32 0.7%
West Covina city, CA 32 0.7%
Santa Monica city, CA 31 0.6%
San Marino city, CA 30 0.6%
Beverly Hills city, CA 27 0.6%
All Other Locations 1,380 28.1%
Inflow:

Where Workers Come From
City Count Percentage
Los Angeles city, CA 319 11.9%
Sierra Madre city, CA 271 10.1%
Pasadena city, CA 204 7.6%
Monrovia city, CA 115 4.3%
Arcadia city, CA 100 3.7%
Altadena CDP, CA 69 2.6%
El Monte city, CA 65 2.4%
Alhambra city, CA 55 2.1%
Duarte city, CA 55 2.1%
Glendale city, CA 54 2.0%
Azusa city, CA 43 1.6%
Temple City city, CA 37 1.4%
Glendora city, CA 34 1.3%
Baldwin Park city, CA 30 1.1%
West Covina city, CA 29 1.1%
Torrance city, CA 27 1.0%
Monterey Park city, CA 24 0.9%
San Diego city, CA 24 0.9%
Whittier city, CA 24 0.9%
Rosemead city, CA 23 0.9%
Burbank city, CA 22 0.8%
San Gabriel city, CA 22 0.8%
Long Beach city, CA 21 0.8%
Santa Clarita city, CA 21 0.8%
Covina city, CA 19 0.7%
All Other Locations 970 36.2%
WORKER

DESTINATIONS &

ORIGINS

CITY OF SIERRA
MADRE
Source: U.S. Census Bureau Center for Economic Studies (2021, Accessed August 2024) KOSMONT COMPANIES | 37
Workers employed in Study
Area but living outside
Workers living & employed
in Study Area
Workers living in Study
Area but employed outside
Source: U.S. Census Bureau Center for Economic Studies (2021); San Gabriel Valley Economic Partnership (Accessed August 2024) Notes: *Employment Ratio = People employed within the City (living and working in the City + those who come into the City for work) / Employed population of the City (living and working in the City + workers who live in the City but work outside of the City). **May include part-time employees as well.
 Employees who work in Sierra Madre are
coming from Los Angeles, Pasadena,
Monrovia, Arcadia, and Altadena CDP
 Employed residents of the City are going to
Los Angeles, Pasadena, Burbank, Arcadia, and
Glendale for work
 Per the San Gabriel Valley Economic
Partnership, top employers in Sierra Madre
include**
➢ City of Sierra Madre (148 employees)
➢ George Brazil HVAC (100)
➢ Sierra Madre Rec. Center (79)
➢ Sierra Madre Elementary School (68)
➢ Sierra Madre Dial-a-Ride (65)
➢ Sierra Madre Fire Department (60)
➢ Sierra Madre Middle School (50)
➢ Climb Work Activity Adult Day Care
Center (43)
➢ Bethany Christian School (40)
➢ Berkshire Hathaway (35)
➢ Christ Church Sierra Madre (35)
➢ YMCA Sierra Madre (35)

WORKER INFLOW / OUTFLOW

CITY OF SIERRA MADRE
Reference Sierra
Madre
L.A.

County
Workers Living and
Working 271 3,370,445
Workers Coming
(Inflow) 2,406 1,107,719
Workers Going
(Outflow) 4,636 830,815
Net Inflow/Outflow (2,230) 276,904
Employment Ratio* 0.55 1.07
KOSMONT COMPANIES | 38

JOBS / HOUSING

BALANCE
2024
Downtown
Sierra
Madre
Sierra Madre
City
Los Angeles
County
California
State
Employment 1,433 3,043 4,531,369 17,417,963
Households 177 4,764 3,436,464 13,641,471
Jobs / Housing
Ratio 8.10 0.64 1.32 1.28
Source: ESRI Business Analyst Online (Accessed August 2024) KOSMONT COMPANIES | 39
Industry 2020 2030
Annual
Growth
2020-2030
Total
Growth
2020-2030
Total
Change
2020-2030
Health Care and Social Assistance 698,100 850,500 15,240 152,400 21.8% Accommodation and Food Services 328,600 480,300 15,170 151,700 46.2% Professional and Business Services 599,800 707,200 10,740 107,400 17.9% Retail Trade 380,200 424,900 4,470 44,700 11.8%
Information 191,000 231,200 4,020 40,200 21.0%
Arts, Entertainment, and Recreation 64,900 103,700 3,880 38,800 59.8% Transportation and Warehousing 196,100 234,600 3,850 38,500 19.6% Other Services (excludes 814-Private
Household Workers) 128,700 161,300 3,260 32,600 25.3%
Educational Services (Private) 122,200 147,600 2,540 25,400 20.8% Government 570,200 595,200 2,500 25,000 4.4%
Construction 146,500 165,300 1,880 18,800 12.8%
Wholesale Trade 200,000 216,300 1,630 16,300 8.2%
Financial Activities 212,600 225,100 1,250 12,500 5.9%
Utilities 11,700 11,600 (10) (100) (0.9%)
Manufacturing 315,100 296,300 (1,880) (18,800) (6.0%)
Total Nonfarm 4,167,300 4,852,500 68,520 685,200 16.4%
Total Other 296,700 313,600 1,690 16,900 5.7%
Total Farm 4,400 4,000 (40) (400) (9.1%)
Total Employment 4,468,400 5,170,100 70,170 701,700 15.7%

EMPLOYMENT

PROJECTIONS BY

INDUSTRY

LOS ANGELES
COUNTY
Source: California Employment Development Department, (Accessed August 2024) Notes: Other refers to self-employed and private household workers. Numbers in parentheses and in red indicate negative numbers.

Professional and Business Services include professional, scientific, tech services, admin support and waste management and remediation, and management of companies.

KOSMONT COMPANIES | 40
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT

3.4 – VISITATION DATA
KOSMONT COMPANIES | 41

DOWNTOWN SIERRA MADRE
VISITOR ANALYTICS 10/1/23 TO 9/30/24
▪ Downtown Sierra Madre is the main commercial
center of the City. It is primarily situated along Sierra Madre Blvd. and Baldwin Ave.
▪ Downtown Sierra Madre features several coffee shops
and restaurants with patio and sidewalk seating, along
with a variety of service-oriented businesses including attorneys, real estate agents, and spas. Downtown is
highly walkable and offers a small-town charm
▪ General visitor data is shown in the table below. More in depth visitor information can be found on the
following slides
Visitor Data
Visits 2.1 million
Average Visit Length 100 minutes
Avg. HH Income $170,000
Above: Scenes around Downtown Sierra Madre. Bottom right is a picture taken during a film shoot in Downtown.

Source: Placer.ai (Accessed July 2024)
Notes: For reference the term “visitors” applies to residents, employees, and visitors to Downtown Sierra Madre.

KOSMONT COMPANIES | 42

DOWNTOWN SIERRA MADRE
VISITOR DEMOGRAPHICS 10/1/23 TO 9/30/24
Demographic Highlights
Total Visits 2.1 million
Visit Frequency 6.31
Total Visitors 335.1 thousand
Average HH Size 2.56
Number of Households
(calculated) 130,900
Median Age 40.6
Most Common Ethnicity White (42.6%)
Bachelor’s Degree or Higher 57.9%
Median HH Income $124,900
Average HH Income $170,000
Source: Placer.ai (Accessed September 2024); Notes: These demographic numbers reflect the attributes of its visitors (captured market) as opposed to the wider population within the trade area (potential market). Captured market emphasizes the Census block groups that generated more visits to the property over areas that generated fewer visits. This approach weights the block groups by number of visits. Median age was taken from potential market data due to privacy issues with captured market data.

Visitor Incomes
< $50,000 20%
$50,000 - $100,000 22%
> $100,000 58%
Visitor Ethnicities
White 43%
Asian/Pacific Islander 24%
Hispanic 23%
Black 5%
Two or More Races 5%
Education Levels
High School or Less 18%
Some College/Associates 24%
Bachelor’s or Higher 58%
KOSMONT COMPANIES | 43

DOWNTOWN SIERRA MADRE
VISITOR ANALYTICS 10/1/23 TO 9/30/24 (CONT’D)
Distance from Home Area
Distance Visits Percentage
0 - 3 Miles 943,300 45%
3 - 7 Miles 616,700 29%
7 - 10 Miles 120,000 5%
10 - 30 Miles 270,000 13%
30 - 50 Miles 49,000 2%
50 - 100 Miles 21,000 1%
100+ Miles 80,000 5%
Top 5 Home Locations (Zip Codes)
Zip Code City Visits Percentage
91024 Sierra Madre 376,000 18%
91107 Pasadena 259,000 12%
91006 Arcadia 164,000 8%
91016 Monrovia 146,000 7%
91001 Altadena 128,000 6%
Source: Placer.ai (Accessed October 2024)
Note: True trade area represents where 70% of visitors are coming from.

True Trade Area
KOSMONT COMPANIES | 44

RETAIL LEAKAGE
MAP
Source: Placer.ai (Accessed October 2024)
The points on the map show the top retail
centers and establishments across retail
categories where Sierra Madre residents shop
outside of the City. Numbers are ordered by
the number of visits made by Sierra Madre
residents to these locations. It appears that
essentials (e.g., groceries, health/personal care)
are being shopped outside of Sierra Madre.

Sierra Madre residents do not travel too far for
these essential items given the proximity of
several shopping centers within a five-minute
drive time just south of the City’s boundaries
(along Foothill Blvd. in Pasadena and Arcadia) to
shop. The Shops at Santa Anita, a major
regional shopping center on South Baldwin Ave.
is also a major point of retail leakage among
Sierra Madre residents.
1 8
6 10
City of
Sierra
Madre
4 7
5 3
9 2
KOSMONT COMPANIES | 45
TOP 10 AREAS OF RETAIL LEAKAGE
SIERRA MADRE RESIDENTS (9/1/23 TO 8/31/24)
Top 10 Areas Where Sierra Madre Resident Sales Are Leaking (by Number of Visits) Rank Location GLA (SF) City Anchor Tenants /
Major Retail # of Residents # of Visits
Average
Distance
From Home (mi)
1 Foothill Rosemead
Marketplace 113,299 Pasadena Ralphs, Golf Galaxy, Citibank 10,950 237,620 1.49 2 Hastings Ranch
Shopping Center 135,154 Pasadena Whole Foods, Rite Aid 9,930 204,740 1.52 3 Hastings Ranch Plaza 290,784 Pasadena At Home, Hobby Lobby, Marshalls, CVS 11,250 201,600 1.33 4 Hastings Village 297,943 Pasadena Best Buy, Ross, PetSmart, Nordstrom Rack, Party City, Old Navy, Ulta Beauty 11,700 191,800 1.75
5 The Shops at Santa Anita 1,475,732 Arcadia Nordstrom, Macy’s, JCPenney, 99 Ranch Market, Bowlero, Forever 21, Dave & Busters, AMC Theatres 11,760 172,150 2.11 6 Ralphs* 37,487 Pasadena N/A 9,180 164,460 1.49
7 Trader Joe’s 12,983 Pasadena N/A 7,650 124,730 1.59
8 Target 136,553 Pasadena N/A 9,010 107,350 2.19
9 CVS** 13,013 Pasadena N/A 6,220 94,540 1.32
10 Ralphs 36,790 Arcadia N/A 6,970 92,000 1.83
Source: Placer.ai (Accessed October 2024)
Note: *Ralphs located in Foothill Rosemead Marketplace. **CVS located in Hastings Ranch Plaza.

KOSMONT COMPANIES | 46

RETAIL LEAKAGE
(9/1/23 TO 8/31/24)
Source: Placer.ai (Accessed October 2024)
Note: Numbers in parentheses and in red indicate a negative number (leakage).

Limited data available for supply (sales) for the following categories: auto dealers, shoe stores, furniture stores, and office supply stores.

Retail categories featuring high retail
leakage among Sierra Madre residents
include: grocery stores, health and
personal care stores, limited and fullservice restaurants, and gasoline stations.

UNMET RETAIL DEMAND BY RETAIL CATEGORY (SIERRA MADRE RESIDENT PURCHASES) Retail Category Supply (Sales) $ Demand $ Surplus / Leakage Online Sales Leakage Potential
Book & Music Stores 0.46 M 0.53 M (0.06 M) High
Bars / Drinking Places 0.45 M 1.04 M (0.59 M) Low
Home Furnishings Stores 0.41 M 2.32 M (1.90 M) Medium
Electronics & Appliance Stores 0.95 M 3.17 M (2.21 M) High Sporting Goods Stores 0.30 M 3.14 M (2.83 M) High
Department Stores 1.68 M 5.61 M (3.92 M) Varies
Auto Parts / Accessories
Stores 0.55 M 4.60 M (4.04 M) Low
Clothing Stores 4.39 M 10.64 M (6.24 M) High
Building Material & Supplies 9.62 M 16.46 M (6.83 M) Low Health & Personal Care Stores 1.58 M 14.49 M (12.90 M) Medium Limited-Service Restaurants 3.50 M 17.90 M (14.38 M) Low Full-Service Restaurants 2.78 M 17.66 M (14.88 M) Low
Gasoline Stations 10.90 M 28.18 M (17.18 M) Low
Grocery Stores 10.60 M 30.14 M (19.52 M) Low
Other General
Merchandise Stores 4.15 M 28.50 M (24.33 M) Medium
KOSMONT COMPANIES | 47

4. MARKET DEMAND ANALYSIS
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 48

SUMMARY

MARKET DEMAND ANALYSIS
Market Trends
 Retail:
➢ Retail store closures, bankruptcies, and e-commerce has changed economics of retail centers
➢ Retail centers are being reimagined into mixed/blended use developments;
➢ Retail is driven by trip-generators like entertainment, experience, and essential;
➢ In 2023, e-commerce sales hit $1.1T and accounted for 17.1% of total retail sales; E-commerce sales growth represented 46% of total retail sales growth
➢ E-commerce is reshaping economic development. Sierra Madre resident e-commerce spending, is replacing the equivalent of approximately 92,760 SF of retail space in the City. Thus, ecommerce spending by each household in Sierra Madre is equivalent to approx. 19 SF of retail space*
Market Demand Analysis
 Kosmont observed existing retail market supply conditions for the most recent available quarter (Q2 2024) and over a ten-year historic period for were observed in the City, a defined Trade Area, and the Western San Gabriel Valley Submarket, as defined by CoStar  Retail:
➢ Sierra Madre has a small retail market (255K SF) that is fully leased as of Q2 2024 (according to CoStar), primarily
concentrated in Downtown. There is no retail space currently planned, proposed or under construction in the City and no retail space has been added to the market in the last 10 years ➢ Retail vacancy is lower than the Trade Area and the Submarket and rents are on par with the Submarket, but lower than the Trade Area
➢ According to Placer.ai, retail categories that had high retail sales leakage among residents included: grocery stores, health and personal care stores, and limited and full-service restaurants ➢ City residents are traveling outside of the City for essentials (e.g., groceries, health/personal care). Residents do not travel far for these items given there are several shopping centers and freestanding retailers within a five-minute drive time Sources: Kosmont Companies, ESRI, Placer.ai (Accessed December 2024) Notes: *Assumptions made for % of HH Expenditures for Retail Spending and e-commerce.

KOSMONT COMPANIES | 49

4.1 – MARKET TRENDS
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 50

MARKET TRENDS SUMMARY
 Key trends in the post-COVID-19 economy:
➢ Retail
• Retail store closures, bankruptcies, and e-commerce
has driven changes in retail; Retail centers are being
reimagined (e.g. blended use development)
• Retail driven by trip-generators such as
entertainment, experience, and essentials (e.g. food)
➢ Office
• Office leasing activity dropping as remote work
becomes new normal; Social distancing led to offices
resizing/reconfiguring
• Integrating office in blended use environments;
Possible shift to suburban offices
➢ Industrial
• E-commerce is accelerating growth of industrial;
• Retail and industrial are merging, with space being
used for Buy Online Pick Up in Store (BOPIS),
fulfillment, last mile and warehousing (including flex) ➢ Residential
• Homes are live, play, and work environments
• Strength in suburban markets; Home office is the
new home amenity as single and multifamily housing
developments are designed to facilitate work
• New residential sites within shopping centers
➢ Hospitality
• Hospitality sector hurt the most by COVID-19
(conventions and business), but leisure travel is
rebounding
KOSMONT COMPANIES | 51
Housing is Not a Loss
Leader, it’s a
Growth Driver
Retail is Not Just
Retail Anymore
Telework is
Reconfiguring Office
Industrial /
Distribution is Critical
for the Economy
Housing Creation as
Economic Development
Retail Reimagination as
Economic Development
Office Conversions as
Economic Development
Industrial & Fulfillment as
Economic Development
• New housing can generate
significant new tax revenues and
support local jobs from resident
spending
• Housing is not necessarily a net
negative fiscal impact, especially at
current property values
• U.S. retail over-built and needs
“right sizing;” Covid accelerated
trends; today its about essentials,
experience & e-commerce
• Blended/mixed use projects
integrate multiple uses (housing,
retail, open space, creative office,
hotel)
• Telework and work from home
options are reshaping the needs for
office space and business districts
• Job redistribution tied to housing
• Vacancies can lead to fiscal impact
pressure
• Modern industrial is not “your
father’s industrial” – it is a blend
• Retail can’t thrive without
distribution; Booming demand for
e-commerce, particularly smaller
last-mile delivery facilities
• Flex space (a blend of industrial,
office, research and development
space) is a growing market. Cities
can attract high tech / skill firms
with such space
Key Market and Economic Development Trends
KOSMONT COMPANIES | 52

HOUSING AS ECONOMIC DEVELOPMENT
Live
Work
Shop
Rooftops Needed
New housing can
generate new demand for
commercial and retail
uses, significant new tax
revenues, and support
local jobs. Office
reconfiguration and work
at home schedules are
keeping “wallets” in local
communities -- capturing
local spend is a key
objective.

Housing / hybrid living spaces.

High costs are a burden, but
high assessed value = tax $$$
Telecommuting now common.

Remote work can alleviate
traffic and support local
businesses.

E-commerce will capture 25%
of sales within 5 years
(~$9K per CA household). Ecommerce spending by each
household is equivalent to 19 SF
of retail
KOSMONT COMPANIES | 53

E-COMMERCE RESHAPING ECONOMIC DEVELOPMENT
EST. E-COMMERCE (RESIDENTS)
Population 10,900
Avg HH Size 2.28
HH 4,800
Average HH Income $193,800
% of HH Income for Expenditures 84%
% of Expenditures for Retail Spending 24%
% Retail spending via e-commerce 20%
Avg HH E-commerce sales $7,730
Retail Sales PSF $400
Per HH Retail Space Equivalence 19 SF
Community E-Commerce Sales $37,104,000
Community Retail Space Equivalence 92,760 SF
FAR 0.25
Retail Acreage Equivalence 8.5 AC
EST. E-COMMERCE (VISITORS)
Population 335,100
Avg HH Size 2.56
HH 130,900
Average HH Income $170,000
% of HH Income for Expenditures 84%
% of Expenditures for Retail Spending 24%
% Retail spending via e-commerce 20%
Avg HH E-commerce sales $6,850
Retail Sales PSF $400
Per HH Retail Space Equivalence 17 SF
Community E-Commerce Sales $896,665,000
Community Retail Space Equivalence 2,241,663 SF
FAR 0.25
Retail Acreage Equivalence 205.8 AC
Sources: Kosmont Companies, ESRI, Placer.ai (Accessed December 2024) Notes: Assumptions made for % of HH Expenditures for Retail Spending and e-commerce.

KOSMONT COMPANIES | 54

E-COMMERCE GROWTH

SIGNIFICANT IMPACTS ON BRICK-AND-MORTAR RETAIL
 Historically, e-commerce sales in the U.S. have increased steadily over time from 2000 to 2019. The COVID-19 pandemic saw
increased online retail utilization and e-commerce sales soared by 42% compared to 2019. E-commerce sales continued to grow by double-digits into 2021 but cooled to just 6% growth in 2022. 2023 saw an increase in e-commerce sales by 9%
 The share of e-commerce sales continues to grow as well with ecommerce reaching 17.1% of total retail sales by year-end 2023.  FTI Consulting’s 2024 Online Retail Report projections indicate U.S. online retail sales would hit $1.2 trillion in 2024, an increase of 9.8% or $108 billion compared to 2023. Additionally, the report states that e-commerce sales growth represented 46% of total retail sales growth in 2023.
 Furthermore, a UBS report estimates that 45,000 net retail store closures will occur in the U.S. by 2028 (approximately 5% of the total retail store base)
Sources: St. Louis Federal Reserve; FTI Consulting “2024 Online Retail Report”; UBS (Accessed December 2024)

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%
$0
$200
$400
$600
$800
$1,000
$1,200
2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 E-Commerce Share of Total Retail Sales
(by year-end)
E-Commerce Retail Sales
(Billions)
E-Commerce Retail Sales
E-Commerce Sales
E-Commerce Share of Total Retail Sales
KOSMONT COMPANIES | 55

4.2 – RETAIL MARKET
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 56
Overview
 This section evaluates the retail real estate market. Geographies observed in the Market Demand Analysis include:
➢ City of Sierra Madre (“City”). It is important to note that most of the commercial space in the City is found in
Downtown Sierra Madre, thus for this analysis the entire City is observed
➢ Trade Area (outlined in adjacent map). The Trade Area was determined based on the True Trade Area map in the Visitor Analysis. Most visitors to the City come from areas north of the 210 Freeway from Altadena (on the west) and Duarte
(on the east)
➢ Western San Gabriel Valley Submarket (“Submarket”, as defined by CoStar)
 The following retail market analysis observes:
➢ Existing supply conditions for retail space for the most recent available quarter (Q2 2024)
➢ Historical trends in vacancy and market asking rents on an annual basis over the last ten years (2013 to 2023)

OVERVIEW

RETAIL MARKET
Trade Area
City of
Sierra
Madre
KOSMONT COMPANIES | 57
Q2 2024
City of
Sierra Madre
Trade
Area
Western San
Gabriel Valley
Submarket
Availability
Market Asking
Rent $PSF $32.13 $35.38 $32.72
Vacancy Rate 0.0% 3.1% 3.7%
Vacant SF 0 211,491 1,029,250
Net
Absorption - (20,823) (118,802)
Inventory
Existing SF 255,465 6,845,038 27,671,790
 Sierra Madre is a very small retail market (255K SF)
 As of Q2 2024, retail space in the City is fully leased  According to CoStar, there is no retail space
currently planned, proposed, or under construction
 A majority of the retail in the area is comprised of
locally-owned shops or regional chains (e.g., Tacos
Ensenada). There are few national brand retailers in
the City (e.g., Starbucks, Chase, BMO Bank)
Source: CoStar (Accessed August 2024); Note: We observed the City of Sierra Madre as a whole given that a majority of the commercial space in the City is concentrated in Downtown Sierra Madre. Vacant space refers to all space that is not occupied by a tenant regardless of availability or lease obligation. Available space is the amount of space currently being marketed as available for lease or sale in a given time period. It includes any space that is vacant, occupied, or available at a future date. Negative net absorption refers to the fact that more tenants vacated retail space as opposed to renewing or expanding.

RETAIL MARKET QUARTERLY SNAPSHOT
KOSMONT COMPANIES | 58

RETAIL MARKET HISTORY
2013 – 2023

CITY OF SIERRA MADRE
Year Inventory
SF
Vacant
SF
Total
Vacant
%
Total
Net
Absorp.

SF Total
Market
Asking
Rent
Overall
2023 255,465 - - 2,215 $31.78
2022 255,465 2,215 0.9% 65 $30.66
2021 255,465 2,280 0.9% (420) $29.67
2020 255,465 1,860 0.7% 290 $28.80
2019 255,465 2,150 0.8% (1,150) $28.24
2018 255,465 1,000 0.4% 7,753 $27.39
2017 255,465 8,753 3.4% (8,253) $26.65
2016 255,465 500 0.2% 3,350 $26.16
2015 255,465 3,850 1.5% 1,200 $25.47
2014 255,465 5,050 2.0% 5,868 $24.45
2013 255,465 10,918 4.3% 32 $23.57

TRADE AREA
Year Inventory
SF
Vacant
SF
Total
Vacant
%
Total
Net
Absorp.

SF Total
Market
Asking
Rent
Overall
2023 6,845,038 183,013 2.7% 28,470 $35.43
2022 6,839,009 205,454 3.0% (61,241) $34.49
2021 6,825,025 130,229 1.9% (19,125) $33.23
2020 6,871,573 157,652 2.3% 32,302 $32.18
2019 6,871,573 189,954 2.8% (3,876) $31.69
2018 6,871,350 185,855 2.7% (33,883) $30.88
2017 6,910,195 190,817 2.8% 119,533 $30.12
2016 6,885,550 285,705 4.1% (15,406) $29.54
2015 6,879,004 263,753 3.8% (53,278) $28.55
2014 6,880,970 212,441 3.1% 23,155 $27.43
2013 6,847,190 201,816 2.9% 19,605 $26.42

WESTERN SAN GABRIEL VALLEY SUBMARKET
Year Inventory
SF
Vacant
SF
Total
Vacant
%
Total
Net
Absorp.

SF Total
Market
Asking
Rent
Overall
2023 27,685,367 907,153 3.3% 14,830 $32.74
2022 27,667,722 905,370 3.3% 48,011 $31.82
2021 27,671,332 955,959 3.5% (231,244) $30.62
2020 27,958,439 1,011,822 3.6% (17,478) $29.62
2019 27,941,660 980,065 3.5% (109,483) $29.09
2018 27,930,519 860,441 3.1% 193,550 $28.37
2017 27,701,128 824,600 3.0% (36,955) $27.65
2016 27,664,511 751,028 2.7% 248,875 $26.77
2015 27,590,353 925,745 3.4% 155,742 $26.06
2014 27,495,463 990,745 3.6% (62,503) $25.12
2013 27,525,933 957,407 3.5% 280,834 $24.23
Source: CoStar (Accessed August 2024);
Note: Numbers in parentheses and in red indicate a negative number.

KOSMONT COMPANIES | 59

RETAIL MARKET HISTORY
2013 – 2023
Source: CoStar (Accessed August 2024)
Vacancy Rates Market Asking Rent $PSF/Yr.

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%

5.0%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
City of Sierra Madre Trade Area Western SGV Submarket
$22.00
$24.00
$26.00
$28.00
$30.00
$32.00
$34.00
$36.00
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
City of Sierra Madre Trade Area Western SGV Submarket
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CITY OF SIERRA MADRE

DOWNTOWN SIERRA MADRE

MARKET ASSESSMENT
MARCH 2025
2301 Rosecrans Ave., Suite 4140
El Segundo, CA 90245
TEL: 424-297-1070 | URL: www.kosmont.com

CITY OF
SIERRA
MADRE

STAFF REPORT

CITY ATTORNEY
DATE: March 10, 2026
TO: Honorable Mayor and City Council
FROM: Aleks Giragosian, City Attorney
SUBJECT:

Resolution No. 26-24 Approving a Teleconferencing Procedures Policy and A Disruption of Remote Access Services Policy

RECOMMENDATION
It is recommended that the City Council adopt Resoluiton No. 26-24 approving a Teleconferencing Procedures Policy and a Disrupiton of Remote Access Services Policy.

SUMMARY
The policies presented in this report are proposed in furtherance of the Ralph M. Brown Act and Senate Bill No. 707 ("SB 707"), which became effecitve January 1, 2026. SB 707 amended the Brown Act to (1) revise teleconferencing procedures for members of legislaitve bodies and (2) require eligible legislaitve bodies to adopt policies addressing disrupitons of remote access services for public paritcipaiton. The Sierra Madre City Council qualifies as an eligible legislaitve body" under SB 707 because it is located in Los Angeles County, a county with a populaiton of 600,000 or more people. As such, the City must adopt a disrupiton of remote access services policy by July 1, 2026, in open session and not on the consent calendar.

DISCUSSION & ANALYSIS
Senate Bill No. 707 ("SB 707"), effecitve January 1, 2026, revised the Brown Act’s teleconferencing procedures for members of a legislaitve body and the protocol for remote access services for the public. This proposed resoluiton would adopt policies that address two aspects of SB 707.

Teleconferencing Procedures Policy
First, SB 707 revised the teleconferencing exempitons for members of a legislaitve body. The policy provides a comprehensive framework summarizing the six statutory excepitons under which City Council members and subsidiary body members may teleconference into meeitngs (tradiitonal, disability, state of emergency, just cause, eligible subsidiary body, and eligible mulitjurisdicitonal body excepitons). The policy details the requirements for each excepiton, including whether the member counts toward quorum, required methodology (audio vs. audio-visual), public paritcipaiton requirements, and annual usage limits. The policy also establishes procedures for members to properly recuse themselves from decisions when paritcipaitng by teleconference, requiring public idenitficaiton of the conflict, turning off audio/video during the affected item, and rejoining only after the Mayor or presiding officer announces they may return.

Disrupiton of Remote Access Services Policy
Second, SB 707 requires all "eligible legislaitve bodies" to approve by July 1, 2026, in open session and not on consent, a policy regarding disrupiton of remote service access for members of the public. The Sierra Madre City Council is an eligible legislaitve body under SB 707 because it is located in Los Angeles County — a county with a populaiton of 600,000 or more people. This policy stablishes procedures for responding to service disrupitons that prevent the public from paritcipaitng remotely in City Council meeitngs. The policy defines key terms including "service disrupiton," "disrupitng," and "remote access services." It outlines a structured response protocol: (1) the Mayor or City Clerk announces the disrupiton; (2) the Mayor calls a recess of up to one hour while staff attempts to restore service; (3) after one hour, the City Council may adjourn, extend the recess, or conitnue the meeitng by roll call vote upon finding that the public interest in conitnuing outweighs the public interest in remote access. The policy also addresses disrupitve public paritcipants, authorizing the Mayor to warn, mute, or remove inindividuals who disrupt meeitngs while attempitng to preserve their ability to observe. The City Clerk must document all service disrupitons and related acitons in the meeitng minutes.

In conclusion, the adopiton of Resoluiton No. 26-24 and its accompanying policies will ensure the City's compliance with SB 707's January 1, 2026 effecitve date and the July 1, 2026 deadline for adopitng a disrupiton of remote access services policy.

These policies strike an appropriate balance between providing flexibility for Councilmembers and subsidiary body members to paritcipate remotely when jusitfied under the Brown Act's statutory excepitons, while preserving the public's right to access and paritcipate in City Council meeitngs. The Teleconferencing Procedures Policy provides clear guidance on when and how members may teleconference, including proper recusal procedures to maintain transparency in decision-making. The Disrupiton of Remote Access Services Policy establishes a pracitcal framework for responding to technological failures and disrupitve paritcipants, ensuring that meeitngs can proceed in an orderly manner even when remote access is compromised.

Together, these policies modernize the City's approach to remote paritcipaiton while upholding the Brown Act's core principles of transparency, accessibility, and public accountability.

STRATEGIC PLAN RELATIONSHIP
This item is in furtherance of Aciton Step CE 2.1 C (Increase accessibility of community communicaitons, including emergency communicaitons, City event, Major PW projects, and general City programs and services) of Strategy CE 2.1 (Create a City Informaiton hub to Encourage Informaiton Exchange) of Goal 2 (Improve Communicaiton and Collaboraiton) of Strategic Objecitve: Community Enrichment (Promote an Unparalleled Quality of Life with an Engaged and Collaboraitve Culture).

Allowing members of the public to paritcipate remotely in meeitngs remotely to listen and provide public comment increases the accessibility of public meeitngs and promotes a collaboraitve culture in the City.

ENVIRONMENTAL ANALYSIS
The proposed aciton does not consittute as a project under the California Environmental Quality Act ("CEQA"), based on Seciton 15061(b)(3) of the CEQA Guidelines, as it can be determined with certainty that it will have no impact on the environment.

FISCAL IMPACT
There is no impact to the General Fund as a result of the recommended aciton.

Approved by:
___________________________
Michael Bruckner
City Manager
Attachments
Resolution 26-24 Teleconference Procedures Policy.pdf
Policy re Disruption of Remote Access Services.pdf
Policy re Teleconferencing Procedures.pdf
435687.2
RESOLUTION NO. 26-24

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SIERRA MADRE, CALIFORNIA, APPROVING A

TELECONFERENCING PROCEDURES POLICY AND

DISRUPTION OF REMOTE ACCESS SERVICES POLICY

RECITALS
WHEREAS, Senate Bill 707 (“SB 707”) amends the Brown Act to improve public access and transparency for “legislative bodies”;
WHEREAS, the Sierra Madre City Council and all of the subsidiary bodies created by the City Council are “legislative bodies” for purposes of the Brown Act; WHEREAS, SB 707 revises the teleconferencing procedures for members of a legislative body;
WHEREAS, SB 707 requires “eligible legislative bodies” to adopt a policy regarding the disruption of remote access services;
WHEREAS, the City of Sierra Madre is an eligible legislative body, as it is located within Los Angeles County;
WHEREAS, the City Council desires to adopt a policy that summarizes the exemptions that members of a legislative body may use to teleconference into a meeting and the procedures required when invoking those exemptions; WHEREAS, the City Council desires to adopt a policy that provides clear instructions regarding the method of recusal when participating in a meeting via teleconference; and
WHEREAS, the City Council desires to adopt a policy regarding the disruption of remote access services under SB 707.

THEREFORE, THE CITY COUNCIL OF THE CITY OF SIERRA MADRE, CALIFORNIA, DOES RESOLVE AS FOLLOWS:

SECTION 1. Recitals. The Recitals above are true and correct and incorporated herein by reference.

SECTION 2. Teleconferencing Procedures Policy. The City Council adopts the Teleconferencing Procedures Policy attached hereto as “Exhibit A”.

SECTION 3. Disruption of Remote Access Services Policy. The City Council adopts the Disruption to Remote Access Services Policy attached hereto as “Exhibit B”. 435687.2
SECTION 4. CEQA. The adoption of this resolution is exempt from review under the California Environmental Quality Act (CEQA) under Title 14 of the California Code of Regulations because it does not meet the definition of a project 14 CCR 15378(b)(5) because it is an organizational or administrative activity of government that will not result in direct or indirect physical changes in the environment.

SECTION 5. Severability. If any sections, subsections, subdivisions, paragraph, sentence, clause or phrase of this Resolution or any part hereof or exhibit hereto is for any reason held to be invalid, such invalidity shall not affect the validity of the remaining portions of this Resolution or any part thereof or exhibit thereto. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase hereof, irrespective of the fact that anyone or more sections, subsections, subdivisions, paragraph, sentences, clauses or phrases be declared invalid.

SECTION 6. Certification. Pursuant to Government Code Section 36932, the City Clerk shall certify the passage, approval, and adoption of this Resolution by the City Council.

SECTION 7. Effective Date. This Resolution shall take effect immediately upon adoption.

PASSED, APPROVED, AND ADOPTED this 10th day of March, 2026. __________________________
Kristine Lowe, Mayor
435687.2
I HEREBY CERTIFY the foregoing Resolution 26-24 was duly passed, approved, and adopted by the City Council of the City of Sierra Madre, California, at a meeting held on the 10th day of March, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:
___________________________
Laura Aguilar, City Clerk
434123.4
Policy: Disruption of Telephonic or Internet Service During Meetings

1. Background
Senate Bill 707 (2025) amended the Brown Act to require eligible legislative bodies to adopt, on or before July 1, 2026, a policy addressing how the agency will respond to disruptions in telephonic or internet service that prevent members of the public from participating remotely.

2. Purpose
This policy establishes procedures for responding to a disruption in the telephonic or internet services that provide two-way remote public access to meetings of the City Council, as required by the Brown Act (Government Code section 54953.4). The policy ensures transparency, public participation, and the continuation of meetings during technological disruptions.

3. Definitions
“Service Disruption” means any failure, outage, or other interruption to the agency’s remote access services that prevents members of the public from participating in a City Council meeting through the remote access service.
“Disrupting” means engaging in behavior during a meeting of the City Council that actually disrupts, disturbs, impedes, or renders infeasible the orderly conduct of the meeting and includes, but is not limited to one of the following:

1. A failure to comply with reasonable and lawful regulations adopted by the City Council of the City of Sierra Madre.

2. Engaging in behavior that constitutes use of force or a true threat of force. “Remote access services” means the two-way telephonic service and/or two-way audiovisual platform used to provide real-time remote public attendance and observation of meetings.
“Two-way audiovisual platform” means an online platform that provides participants with the ability to participate in a meeting via both an interactive video conference and a twoway telephonic service. “Two-way telephonic service” means a telephone service that does not require internet access and allows participants to dial a telephone number to listen and verbally participate.
“True threat of force” means a threat that has sufficient indicia of intent and seriousness, that a reasonable observer would perceive it to be an actual threat to use force by the person making the threat.
434123.4

4. Applicability
This policy applies to all open and public meetings of the City Council at which remote public participation is required under the Brown Act. Consistent with the Brown Act, this policy shall not apply to the following meetings:

1. Meetings held to attend a judicial or administrative proceeding to which the City is a party.

2. Meetings held to inspect real or personal property provided that the topic of the meeting is limited to items directly related to the real or personal property.

3. Meetings held to meet with elected or appointed officials of the United States or the State of California, solely to discuss a legislative or regulatory issue affecting the City and over which the federal or state officials have jurisdiction.

4. Meetings held to meet in or nearby a facility owned by the City, provided that the topic of the meeting is limited to items directly related to the facility.

5. Meet in an emergency situation pursuant to Government Code section 54956.5.

5. Response to Service Disruption
If the Mayor or City Clerk becomes aware of a service disruption:

1. The Mayor or City Clerk shall immediately announce the service disruption to the public.

2. The Mayor shall call for a recess of the open session and may convene the legislative body in an authorized closed session, consistent with the Brown Act.

The recess shall last for one hour or until service is restored, whichever is earlier.

3. During the recess, City staff shall make a good faith effort to diagnose and restore the disrupted service.

6. Reconvening the Open Session
After the expiration of the hour, if service has not been restored, the Mayor or City Clerk shall report on the status of staff’s efforts to restore remote access services, and the City Council may reconvene to:

1. Adjourn the meeting;

2. Extend the recess to allow staff more time to make a good faith effort to restore remote access services; or

3. Continue the open session portion of the meeting by adopting, by roll call vote, the following or a substantially similar finding:
434123.4
“The City has made good faith efforts to restore telephonic or internet service in accordance with its adopted policy, and the public interest in continuing the meeting outweighs the public interest in remote public access.” Upon adoption of the finding, the City Council may continue the open session portion of the meeting despite the fact that remote access services have not been restored.

7. Recordkeeping
The City Clerk shall enter a brief statement into the meeting minutes, including:
• The nature and time of the service disruption;
• The time the meeting was reconvened (if applicable);
• Any finding adopted pursuant to Section 6.

8. Response to Members of the Public Disrupting a Meeting If the Mayor or City Clerk becomes aware of a member of the public who is attending the meeting through remote access services and is disrupting the meeting or otherwise preventing other members of the public from attending or observing the meeting remotely or in-person:

1. The Mayor shall warn the person who is participating through remote access services that he or she is disrupting the meeting and his or her failure to cease that behavior may result in his or her removal.

2. If the person to whom the Mayor gave the above warning persists in disrupting the meeting, the Mayor shall order staff to:
a. mute or otherwise limit the individual’s ability to disrupt the meeting, while allowing the individual to continue to observe and attend the meeting; or b. remove the individual from the meeting if paragraph (a) does not address the disrupting behavior or is not available using the remote public service.

8. Review and Updates
This policy may be amended by the City Council at a noticed public meeting in open session and may not be placed on the consent calendar.

Broad Teleconferencing Policy

1. Rules for Teleconferencing
It is the policy of the City of Sierra Madre that members of the City Council or any subsidiary body shall attend all regular and special meetings of the such body inperson, unless the member’s absence is excused or the member qualifies for one of the following teleconferencing exceptions:

Remote Meeting
Exceptions
Traditional
Exception
(GC 54953(b))
Disability
Exception(GC
54953(c))
State of
Emergency
Exception
(GC
54953.8.2)
Just Cause
Exception
(GC 54953.8.3)
Eligible
Subsidiary Body
Exception (GC
54953.8.6)
Eligible Multijurisdictional
Body Exception
(GC 54953.8.7)
Reason for
Teleconferencing
No reason
required
Disability or
reasonable
accommodation
Proclaimed
State of
Emergency or
local
emergency
Childcare or
caregiving need,
Contagious illness,
Physical or mental
condition,
Physical or family
medical emergency;
Agency-related
travel;
Military service; or
Immunocompromised
family members
No reason
required
No reason required
Teleconferencing
Member Counts
Toward Quorum
No Yes Yes No No No
Method of
Teleconferencing
Audio or
Audio-Visual
Audio-Visual
only
Audio or
Audio-Visual
Audio-Visual Only Audio-Visual only Audio-Visual only
Requires
Opportunity for
Public Participation
Yes, in-person
at each
teleconference
location
No Yes, call-in or
internet-based
Yes, call-in or
internet-based and
in-person
Yes, call-in or
internet-based and
in-person
Yes, call-in or internetbased and in-person
Teleconferencing
Approved by the
Legislative Body
No No Yes No Yes, approved by
legislative body
that created
subsidiary body
Yes
Votes Taken by
Roll Call
Yes Yes Yes Yes Yes Yes
Remote Meeting
Exceptions
Traditional
Exception
(GC 54953(b))
Disability
Exception(GC
54953(c))
State of
Emergency
Exception
(GC
54953.8.2)
Just Cause
Exception
(GC 54953.8.3)
Eligible
Subsidiary Body
Exception (GC
54953.8.6)
Eligible Multijurisdictional
Body Exception
(GC 54953.8.7)
Teleconference
Location Included
on Agenda/Posting
Requirements
Yes No No No No No, unless member is
compensated
Disruption in
Teleconferencing
Meeting
proceeds
No further
action taken
No further
action taken
No further action
taken
No further action
taken
No further action taken
Limits on the
Number of Times
Teleconferencing
May be Use
None For the
duration of the
disability
For the
duration of the
emergency, to
be
reauthorized
every 45 days
2 meetings per
calendar year (if
body meets once per
month)
5 meetings per year
(if body meets twice
per month)
7 meetings per year
(if body meets three
or more times per
month)
For the duration of
the legislative
body’s approval, to
be reauthorized
every 6 months
2 meetings per calendar
year (if body meets once
per month)
5 meetings per year (if body
meets twice per month)
7 meetings per year (if body
meets three or more times
per month)

2. Recusal During Teleconferenced Meetings
Any member of the City Council or subsidiary legislative body who has a conflict of interest, or who is required to recuse himself or herself from a proceeding pursuant to California Government Code section 87100, shall comply with the following procedures during a teleconferenced or otherwise remote public meeting:

2.1 Public Identification of the Conflict.

Immediately prior to the consideration of the affected agenda item, the member shall publicly identify the conflict of interest on the record and disclose the circumstances giving rise to the conflict in sufficient detail to be understood by the public.

2.2 Non-Participation.

The member shall recuse themselves from all discussion, deliberation, and action on the matter by turning off his or her audio and video and shall not attempt to influence the decision in any manner.

2.3 Rejoining Meeting.

Upon conclusion of a discussion, vote, and any other disposition of the matter, the Mayor or presiding officer shall announce that the member may turn on his or her audio and video to rejoin the meeting.

Sierra Madre City CouncilMarch 10, 2026

Sierra Madre City Council
March 10, 2026