No preview available
HomeMy WebLinkAbout2024/06/20 - Special Meeting - Budget Study Session CITY COUNCIL VISION STATEMENT “Our Vision is to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community.” Page 1 CITY OF RANCHO CUCAMONGA SPECIAL MEETING AGENDA CITY COUNCIL/FIRE PROTECTION DISTRICT June 20, 2024 – 4:30 PM Council Chambers 10500 Civic Center Drive Rancho Cucamonga, CA 91730 CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL: Mayor Michael Mayor Pro Tem Kennedy Council Members Hutchison, Scott and Stickler A. PUBLIC COMMUNICATIONS This is the time and place for the general public to address the City Council on any item listed on the agenda. State law prohibits the City Council from addressing any issue not previously included on the Agenda. The City Council may receive testimony and set the matter for a subsequent meeting. Comments are to be limited to three (3) minutes per individual. For City Council Rules of Decorum refer to Resolution No. 2023-086. B. ITEMS OF DISCUSSION B1. Discussion and Consideration of Proposed Budgets for Fiscal Year 2024/25. (Verbal Report) (Document is available for review at City Hall and https://www.cityofrc.us/your-government/budget) (CITY/FIRE) C. ADJOURNMENT CERTIFICATION I, Linda A. Troyan, MMC, City Clerk Services Director of the City of Rancho Cucamonga, or my designee, hereby certify under penalty of perjury that a true, accurate copy of the foregoing agenda was posted at least twenty-four (24) hours prior to the meeting per Government Code 54954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California and on the City's website. LINDA A. TROYAN, MMC CITY CLERK SERVICES DIRECTOR If you need special assistance or accommodations to participate in this meeting, please contact the City Clerk Services Department at (909) 774-2023. Notification of 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility. Listening devices are available for the hearing impaired. The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 1 ACSC Date: June 19, 2024 To: Mayor L. Dennis Michael, Councilpersons: Lynne B. Kennedy, Ryan A. Hutchison, Kristine D. Scott, Ashley N. Stickler C/O: Linda.Troyan@cityofrc.us, City Clerks Office From: Dan Titus, American Coalition for Sustainable Communities (ACSC), Alta Loma, California Email: FutureEarthUS@gmail.com Subject: Item B1. Discussion and Consideration of Proposed Budgets for Fiscal Year 2023/24. (Verbal Report) Comments The Rancho Cucamonga, California, Fiscal Year 2024/25 - Preliminary Budget, continues carryover programs that leave the city open to potential lawsuits and litigation. The city’s RC Drive program constrains city employees’ first amendment rights and civil rights. Urban Forest Management Plan (UFMP) program opens the city up to litigation because administrative ordinances constrain property rights and are unconstitutional. Further, the UFMP, funded by special district money, indicates a potential hidden fee, which would possible put the UFMP under the purview of Proposition 218 process for voter approval. The Rancho Cucamonga Climate Action Plan (CAP) ordinances will increase costs for new housing and increase possibility of litigation because of constraints on private property. The Electric Vehicle (EV) market is failing. The city states that it will conform to “the California Air Resources Board (CARB) requirement that 50% of municipal purchases of new medium duty vehicles be zero emission began in 2024.” We recommend that the city challenge CARB’s mandate and save tax payers money. CARB is not a central economic planning agency. 6/20/2024 - Special Meeting - ITEM B1 - CORRESPONDENCE RECEIVED The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 2 The City of Rancho Cucamonga, California, Fiscal Year 2024/25 - Preliminary Budget continues to embrace questionable racist DEI narratives, which could lead to lawsuits under the Civil Rights Act.  Page 272 of City Manager Goals states to: Cultivate an inclusive organization dedicated to equitable practices through RC DRIVE Cultivate meaningful and equitable communications and community engagement by providing resources and support that encourages transparent communication, builds trust, and supports Team RC in meeting the community where they are at.  On Page 96, RC DRIVE is referenced: The HR Team will also continue to support and participate in the leadership of RC DRIVE, the City’s race, equity, and inclusion initiative, to ensure a diverse, respectful, inclusive, valued, and engaged workforce. Identity Politics, Diversity Equity and Inclusion (DEI): RC DRIVE Rancho Cucamonga, California, Subjects City Employees to Racist DEI Indoctrination. The city has politicized public policy with their numerous woke, Diversity Equity and Inclusion (DEI) programs. One that is of deep concern is the RC DRIVE program. Page 97 of the 2023/24 Adopted Budget states, “The city manager’s office (CMO) will continue to implement the Team RC initiative, RC DRIVE. This journey into race, equity and inclusion aims to cultivate an organizational culture that is diverse, respectful, inclusionary, valued, and engaged.” The city paid a $1000 membership fee to the left-leaning Government Alliance on Race and Equity (GARE) and paid them $33,000 to indoctrinate city employees with their program: Advancing Racial Equity and Leading for Racial Equity. In a letter to GARE members fomenting a social contract, solidarity leader Gordon Goodwin said: “The pandemic has brought decades of racial inequity in healthcare, housing, education and employment into plain sight, as Black, Indigenous, and other people of color bore the brunt of the crisis in rates and severity of infection, hospitalizations, and deaths. These combined crises plainly demonstrate the existence of institutional and structural racism and government’s role in maintaining systems that The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 3 harm communities of color. Government’s legitimacy can only be secured if it ensures the safety and well-being of all of us. Goodwin makes a broad statement insinuating minorities have somehow endured “decades of racial inequity” and “bore the brunt” of the pandemic disproportionately than white people. He claims that “crisis” demonstrates the existence of institutional and structural racism. Not so. According to David Wert, Public Information Officer for San Bernardino County California, “There is no empirical evidence that institutional and structural racism exists in San Bernardino County.” Therefore, since Rancho Cucamonga is in San Bernardino County, there is no evidence that it exists there either. Goodwin invites potential discrimination lawsuits with his rhetoric: “Decisions on issues like policing, transportation, the status of frontline workers, and many other important aspects of our lives, requires careful, informed racial equity analysis to prevent further harm to people of color in the communities we are called to serve… it is imperative to center race in our work and decision-making… we will be present with you to share how our movement of people working in government to advance racial equity is developing innovative approaches to eliminate the racial inequity within our government practices, civic spaces and economy. Furthermore, GARE is inviting even more lawsuits by facilitating the California State Library funded California Libraries Cultivating Race, Equity and Inclusion program which supports 19 cohorts from public libraries across the state in deepening their engagement in race and equity strategies to better serve California residents. The city hired Tiana Sanchez and paid her $76,559 to create a customized curriculum to:  create safe space for psychological safety,  courageous conversations by developing and  cultivating inclusive workplace norms where employees are invited to show up as their authentic selves in a workplace free of all forms of prejudice, inequity and exclusion;  cultivating a workplace where employees become more comfortable having uncomfortable conversations; The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 4  holding safe and healthy spaces for employees to speak out if they experience and/or witness injustice;  supporting employees to alert managers if they feel unsafe or how others are interacting with the or others in the workplace. According to Sanchez’s website, her company is a “Woman-Owned Small Business on a mission to turbocharge leaders toward next-level success in talent and leadership development. Right now, her company is steering the ship for a diverse portfolio of clients, rocking a combined net worth that surpasses the $100 million mark. Sanchez got her career start at age 16 with 90 percent female-led national franchise organization Hot Dog on a Stick, became a manager at 17, was promoted to regional manager, and welcomed the company as her first consulting client.” DEI has turned in to a lucrative industry for consultants and university professors who push identity politics to further gains. For example, Councilwoman Lynne Kennedy was hired for the position of Interim Director for Diversity, Equity and Inclusion in May 2021, by Chaffey College and paid a monthly sum of $11,500. RC Drive Opens Rancho Cucamonga to Potential Lawsuits Numerous articles have be published about the discriminatory nature of DEI programs and cite litigation. In an article by labor attorneys Pechman Law Group called, “Diversity, Equity, and Inclusion (DEI) Programs May Invite Reverse Discrimination Lawsuits,” claims are made that hiring practices based on racial and gender invite “reverse discrimination” lawsuits because programs may conflict with federal or state EEO (equal employment opportunity) laws. 1. A federal jury in North Carolina awarded $10 million to a white male executive of Novant Health who claimed he lost his job due to efforts to diversify top leadership positions. In a similar vein, an in-house lawyer with Electrolux sued, claiming he was denied a promotion to General Counsel due to a diversity initiative with an expressed preference for sex/gender as a “distinguishing and beneficial characteristic.” 2. In the USA Today article titled, “Affirmative action decision will increase scrutiny of diversity programs”, Jessica Guynn reported that conservative groups are pushing back The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 5 on diversity programs and consumers vent frustrations over corporations becoming more vocal on progressive issues like LGBTQ rights, abortion and racial equity, The debate swirling around diversity programs has increased the possibility that corporations [and government jurisdictions] will be hit with discrimination lawsuits. According to Andrew Turnbull, a labor and employment partner at law firm Morrison & Foerster: “We may see an increase in challenges to affirmative action programs.” In the article, “Woke extremism is costing the struggling taxpayers of New York City in more ways than one,” Alex Newman, reports that the city is on the hook for millions of dollars after three European-descent educators sued over anti-white discrimination schemes. The lawsuit was a response to an obsession by far-left city leaders with “diversity” and ending what officials view as “toxic whiteness” in education. According to the lawsuit, the three educators — Lois Herrera, Jaye Murray, and Laura Feijoo — were demoted under the reign of then-Schools Chancellor Richard Carranza. Each was replaced by an unqualified “person of color” as top officials overseeing the “education” of close to a million children pursued “diversity” as a goal. Each of the affected educators will receive $700,000 from taxpayers under the terms of the settlement. The decision came in response to a judge’s ruling that the plaintiffs had indeed offered evidence of what was described as “race-based discrimination” within the Department of Education run by Carranza. 3. In an ABC News report titled, “Anti-DEI teacher sues California union over BIPOC board position: Discrimination, Jackson Walker says, “ A California teacher is suing his teachers union after it allegedly denied his candidacy for a position on its executive board due to him being White. History teacher Isaac Newman attempted to run for a board position for the Elk Grove Education Association (EGEA) after becoming “fed up” with his school district’s diversity, equity and inclusion (DEI) policies, his attorney told Crisis in the Classroom (CITC). Newman, a decade-long member of the union, allegedly could not advance his candidacy past the nomination form due to his race. After nearly 10 years of membership, my union has barred me from running for a leadership position simply because of the color of my skin,” Newman said. “You don’t have to be a history teacher to recognize that this is a textbook example of discrimination The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 6 and a blatant violation of the Civil Rights Act. I hope my lawsuit will force the union to see reason and remove all racial barriers to running for elected office. Newman told CITC Thursday the requirement is blatant discrimination and must be stopped.” On page 86 of the Fiscal Year 2024/25 Preliminary Budget the obtuse statement is made: “Public Works is embracing the current economic slowdown by strategically evaluating future needs to pave the way for a more efficient, sustainable future.” The UFMP is a roadmap for the City’s urban forest for the next 50 years, incorpo rating urban forest management best practices and greenhouse gas emission reduction goals to help Rancho Cucamonga mitigate: • the impacts of climate change, • abide by State mandates, • reduce the urban heat island effect, and • lessen the risk of wildfires. In Q3 and Q4 of 2024, Public Works will undertake several new or expanded initiatives for renewed growth. Central to these efforts are the continued development of the electrification of the municipal fleet and charging infrastructure, implementation of the Urban Forest Management Plan, LED sports lighting and site lighting upgrades, and drought tolerant landscape projects. In addition, the Department will continue to work on several major capital projects that began in prior years but had slow progress due to the economy and staffing challenges. In FY 2024/25, Public Works will begin implementation efforts on the Urban Forest Management Plan (UFMP), Rooted in RC. The UFMP, which included a tree inventory, canopy coverage assessment, and wildfire risk assessment, was prepared in alignment with the General Plan and [Climate Action Plan] CAP, and provides staff with a long- term strategic plan for tree management. CO2 Coalition Challenges CARB Priority Climate Action Plan (PCAP) The CO2 Coalition challenged the PCAP program the State filed with the EPA. The United Nations influenced program embraced by the Biden administration. The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 7 The C02 Coalition, a group of 1600+ scientists that disagree with the dominant narrative on climate change recently sent this letter to CARB. The summary letter contains a link to the September 2023 “NO Climate Emergency” declaration signed by the 1,600 scientists, including long-time scientist and epidemiologist Dr. James Enstrom. “An open letter to the California Air Resources Board” Dear Sir or Madam: Good news: There is NO climate crisis in California. This claim was verified by the scientific data that were compiled by the CO2 Coalition, a nonprofit organization with the goal of determining and propagating the facts regarding carbon dioxide (CO2) and the climate (CO2 Coalition, 2024). The key findings provided below stand in contrast to the climate crisis claims made in the March 1, 2024, California Priority Climate Action Plan (Priority Climate Action Plan, 2024) and the California Climate Disclosure Rules (Senate Bills No. 253 and No. 261) (Chamber of Commerce of the United States of America, 2024).  Modest warming of California is beneficial and not a cause for concern: Globally, more people have died from the cold than from the heat since 2000.  Increase in agricultural production: The combination of lengthened growing seasons (from warming) and increased CO2 concentrations has contributed to this increase.  CO2 is essential: Plants need CO2, sunlight, water, and nutrients from the soil to produce food and oxygen, both of which are essential for human and animal lives.  CO2 is beneficial: Exposing plants to higher concentrations of CO2 increases their growth, food production, and drought-resistance; and greens the Earth.  California is in no danger of unusual drought: The annual precipitation in California has fluctuated greatly over the last 150 years, with only a slight decrease.  Ski resorts are experiencing more snow: Most (21 of 22) ski resorts in California had increasing snowfall from 2012 to 2023. The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 8  California is in no danger of drowning: North Spit, CA, has the highest rate of sea level rise of 0.005 meter/year, or 1.64 feet in 100 years, which is easily mitigated.  Less natural disasters over the years: Significantly reduced number of wildfires and acres burned were reported in the United States and globally; California has infrequent tornadoes, no land-falling hurricane from 1851 to 2023, and no tropical depression from 1950 to 2023; and tropical storms are rare in California, with the last two reported in 2023 and 1997. Air quality in California keeps getting better: The concentrations of major pollutants have decreased over the years.  In conclusion, there is NO climate crisis in California and CO2 is essential for all life on Earth. If you need additional details, the CO2 Coalition will be happy to respond to any inquiries you may have, and the members of the CO2 Coalition will be happy to meet with you for further discussions. Several members of the CO2 Coalition have signed the No Climate Emergency Declaration (CO2 Coalition, 2023).” Dr. Enstrom says one of the most prominent signers is 2022 Nobel Laureate John Clauser, who described the United Nations’ Intergovernmental Panel on Climate Change (IPCC) as “one of the worst sources of dangerous misinformation,” and was disinvited to speak before the U.N.’s International Monetary Fund (IMF) on July 25, 2023. “The physicist believes that objective science on climate has been sacrificed to politics. The preeminence of politics is all the worse, he said, because so much money has already gone to climate,” the CO2 Coalition said. Rancho Cucamonga Climate Action Plan (CAP) In a November 2023 article titled, Climate Change: Rancho Cucamonga Proposing Questionable “Mandatory” Tax & Fees on Residential and Commercial Property, Dan Titus critiques Rancho Cucamonga’s CAP. Joel Kotkin, a fellow in urban studies at Chapman University, warns in his new book, The Coming of Neo-Feudalism: A Warning to the Global Middle Class, about climate fanaticism. It’s safe to say that the city manager, city planners, and the Rancho Cucamonga city council, are climate fanatics. The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 9 A transformative agenda is under way in the city of Rancho Cucamonga. It’s called a Climate Action Plan or CAP. It is nothing more than a backdoor way to charge people for the privilege of existing in a new, highly regulated, “climate”. Designed by bureaucratic city planners, promoted by unethical city managers, and voted for by amoral city council people, Rancho Cucamonga’s CAP will further erode trust in government and destroy its essential fabric: a suburban city. In 2015 the city council received a $150,000 grant to develop a voluntary climate plan. Let’s say that again: voluntary. Residents were told by Mayor. L. Dennis Michael, it was simply policy and not for enforcement. Local citizens objected to the plan because of concerns that it could be used against property owners in the future. In 2021, this plan was added to the General Plan Update as a “companion”. In 2023, the city council budgeted money to develop ordinances that are essentially laws over residential and businesses. The plan promotes getting people out of their cars. The updated General Plan focuses on creating great places, more things to do, and more ways to get there that don’t always require a car – Rancho Cucamonga City Manager, John Gillison, The Grapevine Magazine Southern California is a commuter region, always has been and always will be. People want and like their cars. It is not the responsibility of local city bureaucrats to socially engineer Rancho Cucamonga to fit an urban profile to meet arbitrary climate goals. The council advertises the city as, “A city of Route 66”, embracing the regions rich, historical, car culture; then, turns right around and denounces cars. Rancho Cucamonga, a Route 66 City, no more Further, the city wants to reduce the number of miles residents drive through ordinances, by instituting fees for “congestion pricing”. This is to change driving behavior by punishing driving habits. New York is in doing this now by installing computerized surveillance cameras that monitor different pricing zones and automatically cites and sends a billing. The CAP ordinance requires the implementation of Transportation Demand Management (TDM) strategies that reduce Vehicle Miles Traveled (VMT) by 5 percent in new development by 2030 and 10 percent by 2030 or later. The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 10 How hypocritical it is to sign on to socially engineering with concepts like “place making” that accommodate “urban spaces” where city the council, city manager and city planners insert progressive dense, mixed-use housing, mass-transit like buses, bicycles and walking over traditional suburban design. Think of San Francisco, Los Angeles, Chicago, Seattle, and New York City with increased congestion, crime and poverty. That is what the city will become in the future because, city manager, John Gillison has stated that the city is entering a new era of “in-fill” development for urbanization, thereby, leaving behind the suburban tradition that has made Rancho Cucamonga what it is today. Gillison has stated that Rancho Cucamonga is the jewel of the Inland Empire and that the city has a mandate, through the General Plan Update, to be the blueprint for all cities in the county. This as he promotes the destruction of the very fabric that his made the city to and county great: suburban. Mr. Gillison and the city council think that Rancho Cucamonga is exceptional. How can that be if over time all cities in the county follow the lead of becoming just another homogenized urban landscape? Officials complain about the cost of housing; however, they really want to use the CAP as an excuse to increase the cost of housing in Rancho Cucamonga for more revenue. The development fees the city charges developers are already some of the highest in the county. Now they want to add fees, increasing the price for new housing and soak property owners and businesses, too. Consider this statement from the CAP: Rancho Cucamonga city planners want to, “go beyond requirements in the 2019 California Green Building Standards Code requiring new construction and major alterations to existing structures…” The City Council wants to adopt several ordinances:  That is consistent with and to provide “EV Ready” and “EV Installed” parking spaces according to land use type. Ordinances assume the electric vehicles (EVs) are a standard in the marketplace, they are not. The market for EVs is in its infancy and there is no evidence to predict that the technology will prevail over competing technologies in the future. Promoting charging stations and infrastructure for EVs could backfire. There are competing standards. Mandating The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 11 this technology is picking winners and losers. It skirts the free market. The market decides what consumers want, not bureaucrats. Major auto manufacturers are saying climate mandates are unrealistic and that electric vehicles are not ready for prime time. Car companies backing off from climate commitments. Companies like, BMW, Ford, Honda and Toyota are saying they can’t sell EVs because people can’t afford them. ”Banning combustion engines will destroy the middle class! EVs are NOT the future, and 100% electrification should be STOPPED at all costs! – BMW CEO, Oliver Zipse, October 2013 EVs are not selling because they cost too much and are unreliable for distant travel. The charging infrastructure is not ready for mass adoption of millions of vehicles; even if built, charging times make EVs impractical. Betting on unproven technology is risky and is negligent to free market consumer demand. However, despite these concerns there is a ordinance proposal in the CAP to:  Require 50 percent of heavy-duty construction equipment and vehicles to be electric or use other zero emissions technology or fuels by 2030, and 75 percent by 2040. Did the city do an impact report denoting the cost to local business? The city council wants to use housing to increase revenues. 1. Existing Housing – Require energy efficiency improvements and upgrades at the point of sale in order that would reduce building energy consumption in existing residential and nonresidential buildings. This means that people will have to do expensive upgrades to their property before you sell it. What happened to grandfather clauses? 2. Requires that new single-and multi-family residential development to meet a standard of zero net energy (i.e., on-site generation of energy is equal to on-site energy consumption) and, 3. Requires new non-residential development to meet a standard of zero net energy. “Experts” claim this is needed to combat climate change; thereby, increasing costs for development and the price tag goods and services to consumers. The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 12 To accomplish CAP goals, the city is promoting changing resident’s behavior by recruiting stakeholders (grifters who are groomed by city staff and benefit from social and climate justice) to build artificial, fake, consensus. Mr. Gillison and city planners are overtly promoting CivicSpark, a biased program offered by AmeriCorps for capacity building, which is designed to create a faux buy in for CAP ordinances. This completely skews local input and local control for residents in the city; however, this is by design. The city council uses stakeholder consensus and outcome-bases surveys to justify their decisions. They see stakeholder groups as their constituency and t ypically state, “We are doing what the people want…” If the city council is doing what the people want, tax and fees issues should be put to a vote of people in the city! Proposed Funding for CAP Goals  New development impact fees – Increased costs for commercial development and housing.  Issue general obligation bonds – Really? Increase debt?  PACE/HERO finance programs and Energy Efficient Mortgages (EEM). These types of programs are corrupt and have been shunned over the years because of fraudulent marketing practices that encumber private property with liens. Note: As of 2017, the San Bernardino County Transportation Authority (SBCTA) does not endorse these programs because in 2017 residents forced the SBCT board to vote them down. Mayor Michaels was at the meeting.  Private equity funding - claims that, “Private equity can be used to finance energy improvements, with returns realized as future cost savings.” There are no guarantees of future cost savings, especially with the current price inflation and mismanagement by the Federal Reserve Bank.  Rent increases for retrofits to commercial buildings. – Seriously?  Community Choice Aggregation (CCA) – This is Government buying electricity for consumers. It is a fraudulent idea. These programs were defeated at SBCTA in 2017. Mayor, Dennis Michael was present at the meeting. The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 13 RC Electric Vehicle Fleet Transition Public Works is transitioning the City’s fleet to more sustainable options to achieve Climate Action Plan (CAP) goals and State mandates. On-road transportation accounts for more than half of the city’s total GHG emissions and a 50% municipal fleet electrification goal by 2030 was identified in the CAP to reduce city emissions. In addition, the California Air Resources Board (CARB) requirement that 50% of municipal purchases of new medium duty vehicles be zero emission began in 2024. As part of Public Work’s fleet electrification initiative, the City will procure seven (7) EVs to replace internal combustion engine vehicles in FY 2024/25. EVs account for half of the vehicles budgeted and will increase the percentage of EVs in the fleet from 10% to 14%, moving the fleet closer to the 2030 CAP goal. Concurrently, EV charging infrastructure will also be installed at the Public Works Service Center to support the electrified fleet, demonstrating the City’s proactive stance toward reducing its carbon footprint and to intentionally embrace and anticipate the future. Central economic planning never works. Rancho policy is propping up mundane policy from the State that embraces arbitrary climate goals. The city is reinforcing policy that is destined to fail. Electric vehicles (EVs) aren’t ready for prime time and even if they were, early adopters have already purchased and now the mass market has turned its back on EVs. Automakers are scaling back or delaying their electric vehicle plans. Automakers from Ford Motor and General Motors to Mercedes-Benz, Volkswagen, Jaguar Land Rover and Aston Martin are scaling back or delaying their electric vehicle plans. General Motors has abandoned its goal of selling 400,000 EVs by June 2024. Yet reality is more easily ignored at the White House. President Joe Biden has proposed rules that would require 60% of new cars sold to be battery-powered electric by 2030 and 66% battery-powered electric by 2032. GM's quarterly gains were led by its popular SUVs and gas-powered car lines, while producing EVs continues to lose the company money. Tesla’s stock is down 40% and the revered Cyber Truck is a complete flop after having to recall the entire production run of 4,000 unites because the gas pedal can get stuck. Customers are trying to ditch trucks purchased for six figures to avoid catastrophic losses. The Electric Vehicle (EV) market is failing. The city states that it will conform to “the California Air Resources Board (CARB) requirement that 50% of municipal purchases of The American Coalition for Sustainable Communities Sustaining representative government; not unelected governance FutureEarthUS@gmail.com 14 new medium duty vehicles be zero emission began in 2024.” We recommend that the city challenge CARB’s mandate and save tax payers money. CARB is not a central economic planning agency. Fiscal Year 2024/25 Proposed Budget Study Session June 20, 2024 •FY 2024/25 Budget Recap •Operating Budget Overview •Special Districts •LMD 1 & PD 85 Update •FY 2024/25 Budget Recap/Challenges •State and Regional Overview •Local Economy Updates •Brightline West •Hospitality Industry and Housing •Personnel, Staffing, and CalPERS •Department Overviews and Capital Projects Budget Presentation Overview The City navigated the impacts of high inflation and economic cooling in FY2023/24. FY 2024/25 Budget Recap NOW Looking Back Going Forward The City prepares for a “Strategic Pause”; a slowing of revenues, programs, projects, hiring. This is not a stop. Challenges included economic slowdown, employee vacancies/ retirements/hiring, and mixed-signals with consumer confidence. Operating Budget Operating Budget Overview: •Operating Budget increased by $12,416,720 (7.2%). •Fire District's share increased by $9,141,750 (5.77%) due to new personnel associated with Fire Station 178. •Police Department budget increased by $2,039,110 (3.95%) due to higher contract cost. •Library Fund's share increased by $177,370 (3.02%) due to modest professional services increases. Operating Budget General Fund Sales Tax and Revenue: •Sales Tax is the City's primary revenue source. •Estimated to be $40.17 million, a 1.85% increase. •Victoria Gardens contributes approximately 20% of sales tax. •Rancho Cucamonga ranks modestly in sales tax generation compared to neighboring cities. General Fund VLF and Property Tax In-Lieu of VLF: •Estimated to be $26.6 million, a 4.26% increase. •Property tax valuation growth results in increased revenue overall. •Expected to remain a reliable and growing revenue source for Rancho Cucamonga. General Fund Property Tax and Revenue: •Property tax are estimated to be $11.86 million, a 1.31% decrease. •Overall net taxable value of property in Rancho Cucamonga increased by 3.52%; despite this, the overall revenues are affected by the decrease in transfer tax revenue. *includes property tax transfer tax General Fund With increasing housing prices and continuously high interest rates, full value sales see a sharp decline. This has an immediate impact on property transfer tax revenue along with a longer-term impact on assessed valuation and revenues. General Fund Diversified Revenue Approach: •City Staff recognizes the need for a nuanced approach to revenue generation as it implements its new General Plan and matures as a City. •The City relies on a combination of property taxes, sales taxes, and other revenue sources to fund essential services. •The focus is on maximizing revenue value and job creation per acre, emphasizing long-term growth and stability in the General Fund while considering selective and value-driven development opportunities. General Fund Franchise Fee Revenue: •Estimated to be $9.87 million, a 5.38% increase. •Franchise fees are affected by changes in consumer trends, changes in rates, conservation efforts, and commodity prices. •Despite fluctuations, franchise fees remain an important revenue source for the City. General Fund Transient Occupancy Tax (TOT) Overview: •TOT is a tax applied per night on hotel rooms and short-term rentals, including platforms like Airbnb, for stays of 30 days or fewer. •TOT is a general-purpose revenue that cities can utilize for various purposes, such as homelessness prevention, property crime reduction, road repairs, park enhancements, senior services, and youth programs in partnership with schools. •TOT in Rancho Cucamonga is currently set at 10%, lower than other neighbors including Ontario. General Fund Rancho Cucamonga’s TOT rate is currently 10%, lower than most neighboring cities. City TOT Rate Chino Hills 12.00% Fontana 8.00% Ontario 11.75% Riverside 13.00% Upland 12.00% Rancho Cucamonga 10.00% General Fund Transient Occupancy Tax Revenue: •Estimated to be $5.89 million, a 9.79% increase, including projected revenue from the Tapestry Hotel under construction. •With the growth in hotels, room availability, and increasing rates, TOT has become a significant revenue source for the City.*In FY 2020/21, TOT revenues declined sharply as a result of the COVID-19 Pandemic General Fund Business License Revenue: •Estimated to increase by $215,790 or 6.10%. •This growth is attributed to the ongoing enhancement of the business climate in Rancho Cucamonga. General Fund Development Fees: •Estimated to increase to $5.6M, a 2.09% increase from prior year. •Driven by anticipated growth in mixed-use projects, large distribution centers, and overall development around the HART district. •Expected to surpass pre-Great Recession levels, highlighting the positive impact of the new General Plan. General Fund Reserves and Fiscal Discipline: •The City utilized $908,130 of reserves during the Great Recession in FY 2010/11, but since then, the City has focused on building its reserves. •In FY 2020/21, strong expenditure savings allowed for a balanced budget without utilizing reserves as anticipated. •FY 2024/25, a budgeted contribution of $1,524,340 is forecasted. Challenge going forward is continuing to increase this amount consistent with CPI. •This fiscal discipline ensures funding for capital equipment replacement, building repairs, and infrastructure maintenance. Fire District •Operating budget is estimated to be $65,551,810, a 16.21% increase. •Funding includes staffing for Fire Station 178 and ADA improvements. •Budget includes continuing funding to partner with the City on key initiatives including technology replacement and crossing-guard services. Fire District Property Tax Impact: •Fire District's mission: Respond to and reduce threats to life and property through emergency and non-emergency services. •Main funding source: Property tax revenue, with a larger share of each property tax dollar (about 12.5 cents). More than City, but growth is capped. •Additional revenue sources: Statutory passthroughs from former Redevelopment Agency and residual receipts from the County's RPTTF. Fire District Community Facilities Districts No. 85-1 and 88-1: •Operating budget includes two Community Facilities Districts (CFDs) for designated station operations. o Property tax revenues account for about 85% of Fire District's operating revenues. •FY 2024/25 budget incorporates a proposed 7% increase to offset rising costs due to inflation. *presented as a blended residential rate; each has formula based on total dwelling unites or size of property Library Fund •Operating budget is $6,041,200, a 3.02% increase. •Property tax is the primary funding source, accounting for approximately 94.9% of revenues. •Property tax revenues expected to increase by 2.72%, including the passthrough from the prior Redevelopment Agency. Special Districts Special Districts Overview •The City has 34 special assessment districts, many of which were established before Proposition 13 and lack regular adjustments for rising costs. •The General Fund provides minimal funding to ensure fiscal equity among the districts. •Service and maintenance levels are adjusted to address funding shortfalls, particularly on the west side of town. •The lack of interest in approving new voter measures has led to a growing list of deferred and unfunded maintenance items. New approaches will be needed in the future to ensure financial stability for some of these districts. Special Districts Recommended Rate Increases: •As a fiscal steward, adjustments are recommended where residents have given the City Council the authority, doing so only when necessary to balance budgets and accommodate rising costs. •Rate increases are recommended based on various factors, and over the last year is largely attributed to rate and contract labor cost increases, increasing in line with minimum wage hikes. •Rate increases are recommended for LMD 2 (5%), LMD 4-R (5%), LMD 6-R (3%), LMD 10 (5%), CFD No. 2018-01 (6%), CFD No. 2022-01 (6%), CFD No. 2022-02 (6%). Special Districts New Street Lighting Community Facilities District (CFD): •Established to replace existing Street Lighting Districts (SLDs). •Addressing long-term financial problems and allowing annual rate adjustments. •Rates account for new land uses like mixed-use and accessory dwelling units. •Prevents worsening of fiscal challenges in the future. New Industrial Community Facilities District (CFD): •Formed due to significant surge in industrial development. •Fiscal impact analysis showed a revenue shortfall of nearly $3.5 million. •Reduced rate of $5,852 per acre to not constrain industrial development. •Generates revenue for maintaining services, storm drains, police safety, landscaping, and creating a capital reserve. •Helps offset impacts of new industrial development, despite being lower than projected revenue shortfall. Special Districts The City administers debt service payments for existing CFD Bonds to cover current and future debt until the bonds mature. •CFD No. 2000-01 (South Etiwanda): Maturity in September 2025. •CFD No. 2000-02 (Rancho Cucamonga Corporate Park): Maturity in September 2025. •CFD No. 2000-03 (Rancho Summit): Maturity in September 2035. •CFD No. 2001-01 (Day Creek and Victoria Gardens): Maturity in September 2031. •CFD No. 2003-01 (Day Creek and Victoria Gardens): Maturity in September 2033. •CFD No. 2004-01 (Rancho Etiwanda Estates): Maturity in September 2036. •CFD No. 2006-01 (Vintner's Grove): Maturity in September 2037. •CFD No. 2006-02 (Amador on Route 66): Maturity in September 2037. CFD 2003-01 increase by 2%, while others have no changes from the prior year. Landscape Maintenance District 1 & Park District 85 LMD 1 and PD 85 are two of the oldest special districts in the City, formed just after incorporation. Due to legal restrictions, assessments in many districts cannot be altered without voter approval. Measure A was previously placed on the ballot in 2015 with the intent of modernizing the districts and ensure adequate resources, but the measure failed. Thus, resources have remained the same for over two decades. The FY 2024/25 budget year marks a milestone where maintenance levels will have to be adjusted to stay within revenues collected. LMD 1 will shift to Service Level F on non-park landscapes. Parks in both LMD 1 and PD 85 will shift to Service Level C. FY 2024/25 Budget Message FY 2023/24 Budget Challenges While inflation rates are declining, consistently higher costs are adversely impacting spendable revenue for most people. FY 2023/24 Budget Challenges Housing prices continue increasing and sales continue dropping, results in a plateau for housing reassessments, and thus property tax revenue. State of California Budget Deficit •Estimated deficit is $27.6 Billion. •LAO debates that deficit could be higher. •State is making some cuts to programs and drawing down reserves to address deficit. Regional Econom ic Indicators •The Inland Empire is growing faster than the rest of Southern California. •Projected 20% population growth in coming decades. •Travel industry particularly impacted with significant positive growth. California Em ploym ent Employment growth continues at a modest pace, especially in the hospitality industry. Local Economy City has a diversified economy 58% of the City’s employment is •Administrative support, •Restaurant/hotel, •Government, •Retail trade, and •Manufacturing Local Economy Those areas are the largest gaining sectors post-COVID; showing solid growth in both jobs and wages. Local Economy Rancho Cucamonga continues to show stronger employment growth than the region, and much higher growth than the State. Local Economy Unemployment in Rancho Cucamonga remains lower relative to San Bernardino County. Local Economy Hospitality (accommodations and food service) and Government/ Administrative support outpace California as a whole. Local Economy Efforts to bring higher wage jobs to the City are helping to decrease the number of residents who commute. Brightline West will further help this. Local Economy Taxable sales are growing post-COVID, but much of this is concentrated in the logistics industry. This has the effect of boosting regional numbers, but skewing city results. Local Economy These facilities may not always be a point of sale and result in tax revenue for those local agencies fortunate enough to possess one. Local Economy The strength of e- commerce will increase in the immediate future, especially as brick-and-mortar retailers close additional locations. Local Economy While the consumer market is growing, the workforce is shrinking, which in turn drives up wages and demand for higher paying jobs. Local Economy This trend is exacerbated by the challenge of educational attainment. College and post- graduate education shows motion beyond lower-paying manual labor jobs. The challenge comes from the boom in e-commerce in the region that provides lower- income jobs. Also, this drives an increase in workers looking to leave California for less expensive states. Local Economy Inflation also continues to drive up mortgage rates, which will in turn decrease demand. Prices rise as a result of inflation while high interest rates decrease demand for new mortgages. Local Economy As a result, California will continue underperforming compared to other states in terms of new housing developments. Local Economy This tightening market is driving a historically low apartment vacancy rate as well as historic highs in rents. Local Economy That said, apartment demand does support additional units in Rancho Cucamonga for the foreseeable future. This is good news, as the City will entitle much more than 500 units of new projects per year. This can have a moderating impact on rent prices. This leaves room for growth, especially considering the improvements with Brightline West. Brightline West & Rancho Cucamonga Station Brightline West had its groundbreaking on April 22, 2024 The project is expected to contribute: •1,900 construction jobs beginning in mid-2024 through 2028. •275 full-time jobs in operations starting in 2027 through 2029 and thereafter. •For each 1 core job added, an additional 0.7 support jobs through education and healthcare. Brightline West & Rancho Cucamonga Station Brightline West is projected to have an immediate impact on employment in Rancho Cucamonga, even without factoring in hospitality and support employment increases. Brightline West & Rancho Cucamonga Station Brightline West will facilitate tourism throughout all of Southern California Brightline West & Rancho Cucamonga Station Rancho Cucamonga Station will see upwards of 4 million visitors using high speed rail to travel to Las Vegas, and a projected 300,000 visitors to Southern California from Las Vegas Brightline West & Rancho Cucamonga Station ©Brightline West SMART Seats ©Brightline West Premium Seats ©Brightline West will be fully accessible, offer a wide range of food and drink, and be equipped with free Wi- Fi and power outlets at every seat. Brightline West & Rancho Cucamonga Station ©Brightline West Party Car Local Economy Another impact to both the local economy and city operations is the insurance market, continuously seeing a decline. Auto, property, cyber-security, and all forms of insurance coverage are struggling to maintain profitability. Local Economy Climate change drives a major portion of these losses, particularly with severe weather (storms, fire). Over 100, $1B major climate events have occurred, and major insurers are departing the market altogether. This will inevitably result to personal, business, and governmental lines of coverage. Local Economy - Hospitality Outlook Hospitality: •Hospitality is strong but decreased slightly. o Occupancy and Average Daily Rate is down 6% for the year; 79.4% and $157.88 in March 2023 o Revenue per Average Room down 13% for the year; $85.94 in March 2024 •New luxury and full-service hotel, Hilton Tapestry, expected to open later in 2024. •Overall, forecasting positive impacts for TOT revenues. Hilton Tapestry at Base Line and Day Creek Local Economy - Hospitality Outlook Brightline West: •Projected annual ridership is conservatively estimated at 6 million riders. This will, in turn, facilitate an estimated: •500 new visitors who shop and eat at local establishments daily •Demand for 200 hotel rooms daily ©Brightline West at Rancho Cucamonga Station Local Economy – Property Tax Rancho Cucamonga has a high assessed valuation and strong value growth. However, property tax remains a very modest revenue source for the City. This is due to the City’s status as a post-Prop 13 city. Local Economy – Property Tax The majority of a single property tax dollar goes to: •The State of California – 22.5% •Etiwanda Colony Elementary – 16.9% •Chaffey Union High School – 15.7% •County General Fund – 14.8% •R.C. Fire District – 12.5% •City of Rancho Cucamonga – 5.1% Local Economy – Property Tax The City experienced a taxable value increase of 6.08% for the 2023/24 tax year, lower than the 8.6% in the prior year. Residential property comprises 90% of all parcels in the City and 69.1% of all property tax value. The median sales price declined slightly from the previous year. Driven by the higher interest rates, residents are staying in their homes and a reluctance to move-up is putting a strain on sales. This will have a long-term effect on changes in assessed valuation after a decline in full-value sales, which also has a shorter-term impact on our revenue forecasts for property transfer taxes. Local Economy – Property Tax The City of Rancho Cucamonga has not seen large developments of tract homes since 2022, though there are some older tract maps now breaking ground: •Richland (on the east side of the City) will break ground on 400 homes, each expected to be at least $1.7M in value. •Sycamore Heights (west side of the City) is breaking ground on several hundred attached units, each expected to sell in the $600K - $900K range. •The Resort North and Etiwanda Heights combined will offer over 2,000 units for-sale. •Ultimately, growth with these units may assist in mitigating the future slowing of property tax revenue growth. Local Economy - Housing The combination of increasing home prices, increased borrowing rates for new loans, and lack of inventory (i.e., home loan “prison”) will continue to impacts sales. Local Economy - Housing That said, more units were completed in 2023 than in the previous 8 years. Finalized (Completed) Residential Units by Year Local Economy - Housing For-sale single-family homes in Rancho Cucamonga remain a rare commodity. Multi-family housing complexes therefore remain a popular option in the City. As a result, average rents remain higher than the Countywide average. Local Economy - Housing While activity slows, multiple multi- family complex are coming online as older approved plans are now being built. As of this presentation, there are: •1,194 units under construction •1,560 approved units expected to start construction within a few years •1,802 units going through approval Residential Development Activity Personnel Costs and Staffing Levels Full-Time Personnel •City employees are crucial for the delivery of programs and services. •Personnel costs constitute 23% of the budget and 73% with police and fire included. •The City is dedicated to hiring and retaining employees with specific qualities and fostering a modern work culture. Personnel Costs and Staffing Levels Part-time Personnel •Hiring part-time employees is challenging due to competition, abundant job openings, and higher wages offered by other employers. •In response, City Council has approved pay increases for part- time staff. Furthermore, City policy has been revised to lower the minimum age policy to 16 years of age. CalPERS •Employee compensation includes retirement benefits provided by CalPERS, a defined benefit plan. •The City has limited control over employer contributions to CalPERS, leading to potential cost increases. •The California Public Employees' Pension Reform Act (PEPRA) established retirement compensation limits to address pension liabilities. •As more employees fall under PEPRA rates, the City's contribution to CalPERS is expected to stabilize or decrease over time. CalPERS Unfunded Accrued Liability (UAL) •The Fire District’s classic safety employees have a UAL contribution rate of 40%, exceeding the normal required employer contribution of 28%. •An increasing UAL results in higher total pension payments and can strain organizational budgets, potentially impacting service delivery. •The City and Fire District proactively address UAL by making supplemental payments and utilizing surplus funding to reduce long- term pension costs and stabilize budgets. Public Safety Police Department and Community programs •City contracts with San Bernardino County Sheriff's Department. •Programs include School Resource Officers, Crime Prevention Unit, SOP, HOPE, ABC compliance, Human Trafficking Task Force, and MET. o SOP team addresses homelessness-related quality-of-life issues. Public Safety Police Department ALPR and Real-Time Information Center (RTIC) •FY 2024/25 budget includes expanding ALPR cameras ($110,200) at multiple intersections throughout the City. •Investing in completing the RTIC project for real-time information and camera integration. o Completion of video wall and cloud-based intelligence software. Police Department Facilities •Main Police Station, satellite offices at Victoria Gardens Mall and West Side PSF. •PSF enhances customer service and has centralized evidence repository. •Victoria Gardens Station is the main location for MET. •Continuing work on designing an costing an EOC replacement. Public Safety Implementation of Contract with Consolidated Fire Agencies (CONFIRE) •Joint Powers Authority (JPA) of public entities throughout Southern California. •Addresses several service quality issues. •Supported with staff changes and adjustments to service delivery models throughout the Fire Department. •Contract for initial 5-year term begins October 1, 2024 Public Safety Fire District ADA Improvements: •Completion of ADA improvements at •Fire Stations 173, 174, and 175. •Additional Deputy Fire Marshal staff and Fire Plans Examiner. •Replacement of Type 1 engine, and Fire Shop Truck. Fire District Partnerships with the City: •Collaboration on crossing guard services, IT projects, and fleet maintenance. Public Safety Animal Services Department: •Handles thousands of homeless pets annually. •Operations including sheltering, field services, veterinary, and volunteer opportunities. •Expanded Outreach Efforts: o Additional community engagement events to identify pet owner needs and expand adoption services. o Expansion of community safety net and fostering programs Public Safety Community Improvement Department: •Realignment of Business License Division from Finance to Community Improvement to optimize services and provide necessary oversight. •Expanding outreach to address residential and commercial properties that are vacant or abandoned throughout the City. •Working closely with the City's Critical Case Team, consisting of Animal Control, Police, Fire, Building and Safety, and Planning departments, to find long-term solutions for community safety. Economic and Community Development Planning & Economic Development Department: •Furthering efforts to attract additional businesses to Rancho Cucamonga. •Initiate a Parks, Recreation, and Facilities Master Plan (partnering with Community Services) •Updates to Development Code, particularly relating to supporting the 2021 General Plan Economic and Community Development Building and Safety Department: •Community Development Team (CD Techs) to serve as front-facing representatives for immediate needs. •Increasing virtual inspections to streamline project approvals. •Commitment to inclusion and equity through accessibility measures and supporting CASp certifications. •Launching G-Whiz, a new module that assists citizens, contractors, and developers with the permit application process. Economic and Community Development Engineering Services Department: •New Transportation Section working to coordinate with SBCTA and Brightline West to facilitate regional transportation projects. •Working on ATMS Phase 2 to improve traffic flow along city corridors with estimated completion at the end of FY 2024/25. •Seeking additional funding for Etiwanda Grade Separation Project. •Finalizing design on Etiwanda East Side Widening Project and finishing construction on Day Creek Bike Trail, 6th Street Cycle Track, and West Foothill Complete Streets projects. Economic and Community Development Public Works Department: •Continued development of the Urban Forest Management Plan. •Procurement of 7 electric vehicles to continue progress towards the City’s goal of a 50% municipal fleet electrification. •LED sports lighting upgrades will be implemented to reduce energy consumption and maintenance costs. •Drought-tolerant landscape projects and water conservation efforts are planned. Economic Development and Community Development Capital Projects Economic Development and Community Development Capital Projects Over $1,000,000 1.Quakes Stadium Upgrades: $5,190,000 •Improvements for Home and Visitors’ Clubhouses and backstop netting extension. •Ensuring Stadium meets MLB standards. 2. Citywide HVAC & Lighting Controls: $1,652,000 3. Citywide Concrete Repair/Sidewalk Replacement: $1,375,000 •Replace sections of concrete sidewalks, curb/gutters, and drive approaches •Focus on Beryl Street to Hellman Avenue between 210 and Banyan Street Economic Development and Community Development Capital Projects 4. City Hall Waterproofing: $2,048,530 •Repair exterior joints and weatherproof the brick façade of City Hall •Enhance maintenance and extend the building's lifespan 5. Citywide Concrete Repair/Sidewalk Replacement: $1,375,000 •Replace sections of concrete sidewalks, curb/gutters, and drive approaches •Focus on Beryl Street to Hellman Avenue between 210 and Banyan Street 6. Red Hill Lake Improvement Project: $1,700,000 •Reduce the footprint and depth of the lake •Add water filtration and treatment processes •Improve maintenance, environmental concerns, and community enjoyment Economic Development and Community Development Capital Projects 7. 6th Street Cycle Track: $1,220,000 •Construct a buffered bike lane (cycle track) along 6th Street •Improve bike infrastructure, pedestrian circulation, and urban environment 8. Advanced Traffic Management System (ATMS) - Phase 2: $9,087,000 •Construct fiber optic interconnections for traffic signal coordination •Improve traffic operations on Milliken Avenue, 19th Street, Arrow Route, Rochester Avenue, and Day Creek Boulevard 9. Etiwanda East Side Widening: $1,370,000 •Street widening on east side of Etiwanda Avenue •Curb and gutter repairs, sidewalk improvements, street lights, and utility relocations. Civic and Cultural Services Community Services Department: •Revitalized Grapevine in FY2023/24 and continuing to maintain in FY 2024/25.. •FY 2024/25 budget maintains 35 annual special events and adding popular newcomers, including Family Campout, Breakfast with Santa, and Back-to-School Backpack event. Civic and Cultural Services Community Services Department: •Theater performances and rentals continue at Lewis Family Playhouse; Victoria Gardens Cultural Center fully funded for future service delivery. •Capital Improvement Projects: Beryl Park Inclusive Playground, Family Resource Center Remodel, Victoria Gardens Cultural Center Courtyard. Civic and Cultural Services Library Services Department: •Second Story and Beyond ® had its Grand Opening in June 2024. Staff continuing work to prepare for projected 75,000 visitors in first year. •Library will expand outreach efforts with Student Success Cards, supported by California Senate Bill 321, and provide Rancho Cucamonga students with free digital materials and resources. Civic and Cultural Services City Clerk Services Department: •Creation of new Records Storage Center at Fire Station 178 to streamline record management and create a central location for City and Fire records. •Procurement of records management software for accurate record retrieval and inventory. Civic and Cultural Services Capital Projects Civic and Cultural Center Capital Projects Over $1,000,000 1. Archibald Library Replacement Project: $21,709,290 •Remodel of Lions Center East and West facilities •Additional community meeting spaces, collection space, and outdoor programming space •$6.5 million Infrastructure Grant funding from the California State Library Adm inistrative Services Finance Department: •Implementation of the City's new ERP system, Workday, to enhance financial management and decision-making. •Exploring technologies like remote deposit and lockboxes to improve banking processes. Procurement Division: •Integration of Procurement into the Finance Department. •Revising purchase order limits. Adm inistrative Services Department of Innovation and Technology (DoIT): •Focus on cybersecurity improvements, infrastructure replacements, and modernization of legacy applications. •Implementation of a Real Time Information Center (RTIC) for public safety. •Advancements in GIS and data sciences for better decision making. Adm inistrative Services Human Resources Department: •Implementation of Workday to improve HR service delivery and workforce analytics. •Participation in the DRIVE initiative for race, equity, and inclusion. •Workplace safety initiatives and employee wellness programs. •Transformation to a full-service business partner model. City Manager’s Office Capital Improvement Projects: •Victoria Gardens Cultural Center Courtyard renovation •Wildfire Early Detection System project •Cucamonga Canyon Trailhead project •Design phase for new Emergency Operations Center Community Engagement: •Ambassadors of Community Engagement (ACE) program •Bi-monthly trainings and office hours for ACE members •Support for citywide engagement efforts, including surveys and plans City Manager’s Office Quality-of-Life Survey: •Conducting the 2023 Quality-of-Life Survey •Developing strategies based on survey results Community Initiatives: •Expansion of Community Schools initiative •Participation in the National League of Cities' Cities of Opportunities program Opioid Litigation Settlements: •Participating in nationwide settlements for opioid abatement •Allocating funds for targeted outreach and engagement City Manager’s Office Affordable Housing: •Exploring innovative construction methods for affordable homes •Using Surplus Land Act process to develop affordable housing Public Art: •Implementing RC Public Art Plan •Beautification projects, murals, and temporary art exhibits Government Relations and Advocacy: •Building relationships with neighboring cities and representatives •Monitoring legislation and advocating for key issues •Applying for federal funding for various projects City Manager’s Office Capital Projects City Manager’s Office Capital Projects Over $1,000,000 1. Victoria Gardens Cultural Center Courtyard Redesign: $2,120,000 •Enhance outdoor space with shade, seating areas, lighting, and a permanent outdoor stage •Repainting of the Cultural Center and Biane Library 2. Wildfire Early Detection System: $1,900,000 •Installation of a 30-camera system along the City’s northern boundary •Rapid detection, reporting, and response to wildfires •Grant from the State of California 3. Cucamonga Canyon Trailhead Improvement: $1,808,400 •Improve a 5-acre trailhead for hikers •Monument, seating areas, shade structure, water fountain, and storage facilities •Enhancing access and services for recreational users Questions ?