Judy M. Nelson
- Term: 3/15 - 3/20
- E-mail: firstname.lastname@example.org
- City Selection Committee
- Sanitation District of LA County District No. 22
- League of California Cities | LA Division - Alternate
- California Contract Cities Association (CCCA) - Alternate
- National Forest Foundation Community Collaborative - Alternate
- Stormwater Working Group - Alternate
I was elected to the City Council in 2011 and re-elected in 2015, serving as Mayor in 2015 and again in 2019. I am guided by the principles of small government, limited regulation, low taxation and protection of personal freedom. I encourage open communication of issues and citizen participation in local governance.
My husband, Byron, and I recently celebrated our 50th wedding anniversary, have lived in Glendora since 1980 and have four grown children and four grandchildren.
In January of 2019 the City Council, in collaboration with the City Manager, City Attorney, Department Heads and representative City Trustees and Commissioners, adopted new three-year Strategic Planning goals which are:
- Increasing financial stability and sustainability
- Enhancing and modernizing the organization
- Improving and maintaining the city’s infrastructure and facilities
- Implementing strategic economic development
- Enhancing employee development and retention
During my service as Mayor I will do my best to ensure that Council, the City Manager and all staff continue to work together collaboratively and respectfully with those goals foremost on our minds.
Specifically, during this coming year, some of the major objectives that we will be working on are:
- Allocation of the increased sales tax revenue we will have as a result of the passage of Measure E. Our residents put their trust in us to spend the money wisely when they voted in favor of increasing our sales tax. We have an obligation to fulfill that trust.
- Possible issuance of pension obligation bonds to assist with challenges of our $63 million pension unfunded liability
- A move to a two-year budget which will require the City of focus on its current and future obligations, ensuring the City’s continued fiscal prudence. This enhanced budget process will also further the City’s commitment to financial transparency by providing ample time for the City’s boards/commissions and the public to provide input into the City’s proposed spending plan.
- A two-year reorganization of the city’s departmental structure as recommended by the City Manager in early March of this year. This reorganization is intended to increase efficiency, enhance communication with the community and make informed data driven decisions
- Continued focus on increasing Council collaboration with Trustee and Commission members
- Successful negotiation of employee contracts with all four of our employee groups
- Preparation for the development of the Gold Line station in Glendora