HomeMy WebLinkAbout2023/09/19 - Adjourned Regular Meeting Agenda PacketCITY 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
Mayor
L. Dennis Michael
Mayor Pro Tem
Lynne B. Kennedy
Members of the City
Council:
Ryan A. Hutchison
Kristine D. Scott
Ashley Stickler
CITY OF RANCHO CUCAMONGA
ADJOURNED REGULAR MEETING
AGENDA
September 19, 2023
10500 Civic Center Drive
Rancho Cucamonga, CA 91730
FIRE PROTECTION DISTRICT BOARD – CITY COUNCIL
HOUSING SUCCESSOR AGENCY- SUCCESSOR AGENCY –
PUBLIC FINANCE AUTHORITY
CLOSED SESSION
REGULAR MEETINGS
TAPIA CONFERENCE ROOM
COUNCIL CHAMBERS
4:30 P.M.
7:00 P.M.
The City Council meets regularly on the first and third Wednesday of the month at 7:00 p.m. in the Council Chambers
located at 10500 Civic Center Drive. It is the Intent to conclude the meeting by 10:00 p.m. unless extended by the
concurrence of the City Council. Agendas, minutes, and recordings of meetings can be found
at https://www.cityofrc.us/your-government/city-council-agendas or by contacting the City Clerk's Office at 909-774-
2023. Live Broadcast available on Channel 3 (RCTV-3). For City Council Rules of Decorum refer to Resolution No.
2023-086.
Any documents distributed to a majority of the City Council regarding any item on this agenda after distribution of the
agenda packet will be made available in the City Clerk Services Department during normal business hours at City Hall
located at 10500 Civic Center Drive, Rancho Cucamonga, CA 91730. In addition, such documents will be posted on
the City’s website at https://www.cityofrc.us/your-government/city-council-agendas.
CLOSED SESSION – 4:30 P.M.
TAPIA CONFERENCE ROOM
ROLL CALL: Mayor Michael
Mayor Pro Tem Kennedy
Council Members Hutchison, Scott and Stickler
A.ANNOUNCEMENT OF CLOSED SESSION ITEM(S)
B.PUBLIC COMMUNICATIONS ON CLOSED SESSION ITEM(S)
C.CITY MANAGER ANNOUNCEMENTS
Page 1 of 326
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 2
D.CONDUCT OF CLOSED SESSION
D1. CONFERENCE WITH LEGAL COUNSEL ANTICIPATED LITIGATION: INITIATION OF LITIGATION
PURSUANT TO PARAGRAPH (4) OF SUBDIVISION (D) OF GOVERNMENT CODE SECTION
54956.9: (1 CASE) (CITY)
D2. CONFERENCE WITH REAL PROPERTY NEGOTIATORS PER GOVERNMENT CODE SECTION
54956.8 FOR PROPERTY LOCATED AT 8408 ROCHESTER AVENUE, RANCHO CUCAMONGA, CA
91730 (RANCHO CUCAMONGA EPICENTER STADIUM); AGENCY NEGOTIATORS: JOHN
GILLISON AND ELISA COX, REPRESENTING THE CITY OF RANCHO CUCAMONGA;
NEGOTIATING PARTY: RANCHO BASEBALL LLC; REGARDING PRICE AND TERMS OF
PAYMENT. (CITY)
D3. CONFERENCE WITH LEGAL COUNSEL EXISTING LITIGATION PURSUANT TO GOVERNMENT
CODE SECTION 54956.9(D)(1) SOUTHERN CALIFORNIA EDISON COMPANY V. CALIFORNIA
STATE BOARD OF EQUALIZATION ORANGE COUNTY SUPERIOR COURT CASE NO. 30-2023-
01328239-CU-MC-CXC. (CITY)
D4. CONFERENCE WITH LEGAL COUNSEL; EXISTING LITIGATION PURSUANT TO GOVERNMENT
CODE SECTION 54956.9(A); CRANEVEYOR CORP. V. CITY OF RANCHO CUCAMONGA; U.S.
DISTRICT COURT FOR THE CENTRAL DISTRICT OF CALIFORNIA, CASE NO. 5:21-CV-01656-SP;
NINTH CIRCUIT COURT OF APPEALS CASE NO. No. 22-55435. (CITY)
D5. CONFERENCE WITH LEGAL COUNSEL EXISTING LITIGATION PURSUANT TO PARAGRAPH(1)
OF SUBDIVISION (D) OF SECTION 54956.9; NAME OF CASE: PEPE'S INC. V. CITY OF RANCHO
CUCAMONGA, UNITED STATES DISTRICT COURT, CENTRAL DISTRICT OF CALIFORNIA, CASE
NO. 5:20CV02506JGBSP (CITY)
D6. CONFERENCE WITH REAL PROPERTY NEGOTIATORS PER GOVERNMENT CODE SECTION
54956.8 FOR PROPERTY LOCATED AT 12467 BASE LINE ROAD IDENTIFIED AS PARCEL
NUMBERS 1090-331-03-0000, 1090-331-04-0000, 1089-581-04-0000; NEGOTIATING PARTIES
JOHN GILLISON, CITY MANAGER REPRESENTING THE CITY OF RANCHO CUCAMONGA, AND
JOSEPH FILIPPI, JOSEPH FILIPPI WINERY AND VINEYARDS; REGARDING PRICE AND
TERMS. – (CITY)
D7. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION PURSUANT TO PARAGRAPH
(1) OF SUBDIVISION (D) OF GOVERNMENT CODE SECTION 54956.9; NAME OF CASE: CITY OF
RANCHO CUCAMONGA V. SOUTHERN CALIFORNIA EDISON COMPANY, SBSC CASE NO.:
CIVSB2201969. (CITY)
D8. CONFERENCE WITH REAL PROPERTY NEGOTIATORS PER GOVERNMENT CODE SECTION
54956.8 FOR PROPERTY IDENTIFIED AS PARCEL NUMBERS 1089-593-01-0000 COMMONLY
KNOWN AS ADDRESS 7150 ETIWANDA, RANCHO CUCAMONGA, CA 91730; NEGOTIATING
PARTIES MATT BURRIS, DEPUTY CITY MANAGER ECONOMIC AND COMMUNITY
DEVELOPMENT, REPRESENTING THE CITY OF RANCHO CUCAMONGA, AND JIM BANKS
REPRESENTING ETIWANDA HISTORIC SOCIETY, REGARDING PRICE AND TERMS. (CITY)
D9. PUBLIC EMPLOYEE PERFORMANCE EVALUATION PER GOVERNMENT CODE SECTION 54957
(TITLE: CITY MANAGER)
E.RECESS
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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 3
ADJOURNED REGULAR MEETING – 7:00 P.M.
COUNCIL CHAMBERS
PLEDGE OF ALLEGIANCE
ROLL CALL: Mayor Michael
Mayor Pro Tem Kennedy
Council Members Hutchison, Scott and Stickler
A. AMENDMENTS TO THE AGENDA
B. ANNOUNCEMENT / PRESENTATIONS
C. PUBLIC COMMUNICATIONS
This is the time and place for the general public to address the Fire Protection District, Housing
Successor Agency, Successor Agency, Public Financing Authority Board, and City Council on any
item listed or not listed on the agenda. State law prohibits us from addressing any issue not on the Agenda.
Testimony may be received and referred to staff or scheduled for a future meeting.
Comments are to be limited to three (3) minutes per individual. All communications are to be addressed
directly to the Fire Board, Agencies, Successor Agency, Authority Board, or City Council not to the members
of the audience. This is a professional business meeting and courtesy and decorum are expected. Please
refrain from any debate between audience and speaker, disorderly or boisterous conduct that disturbs, disrupts,
or otherwise impedes the orderly conduct of the meeting. For more information, refer to the City Council Rules
of Decorum and Order (Resolution No. 2023-086) located in the back of the Council Chambers.
The public communications period will not exceed one hour prior to the commencement of the
business portion of the agenda. During this one hour period, all those who wish to speak on a topic contained
in the business portion of the agenda will be given priority, and no further speaker cards for these business
items (with the exception of public hearing items) will be accepted once the business portion of the agenda
commences. Any other public communications which have not concluded during this one hour period may
resume after the regular business portion of the agenda has been completed.
Page 3 of 326
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 4
CONSENT CALENDARS:
The following Consent Calendar items are expected to be routine and noncontroversial. They will be acted upon
without discussion unless an item is removed by Council Member for discussion.
Members of the City Council also sit as the Fire Board, Housing Successor Agency, Successor Agency, and Public
Finance Authority and may act on the consent calendar for those bodies as part of a single motion with the City
Council consent calendar.
D.CONSENT CALENDAR
D1. Consideration to Approve City and Fire District Bi-Weekly Payroll in the Total Amount of $2,104,794.84
and City and Fire District Weekly Check Registers (Excluding Checks Issued to Southern California
Gas Company) in the Total Amount of $3,020,885.05 Dated August 28, 2023, Through September 10,
2023. (CITY/FIRE
D2. Consideration to Approve City and Fire District Weekly Check Registers for Checks Issued to Southern
California Gas Company in the Total Amount of $2,825.08 Dated August 28, 2023, Through September
10, 2023. (CITY/FIRE)
D3. Consideration to Receive and File Current Investment Schedules as of August 31, 2023 for the City of
Rancho Cucamonga and the Rancho Cucamonga Fire Protection District. (CITY/FIRE)
D4. Consideration of the Purchase of Seven (7) Ford E-Transit Vans, One (1) Ford F-150 Truck, and One
(1) 2-Ton Dump Truck from National Auto Fleet Group via the Sourcewell Contract in an Amount Not
to Exceed $735,000. (CITY)
D5. Consideration of the Purchase of Electrical Supplies in an Amount Not to Exceed $200,000 from
Walters Wholesale Electric and Consolidated Electrical Distributors. (CITY/FIRE)
D6. Consideration to approve a three (3) year Professional Services Agreement with Active Network, LLC.,
at a 1.56% to 4.42% Service Fee per Transaction for Web-based Program Registration, Facility
Reservation, and Membership Management Services. (CITY)
D7. Consideration of Amendment No. 5 to Contract No. CO 18-066 with AquaBio Environmental
Technologies for Preventive Maintenance and Repair Services for Red Hill Lake and Floating Island in
an Amount Not to Exceed $25,830 during FY 2023/24. (CITY)
D8. Consideration to Accept Public Improvements on the Southwest Corner of Arrow Route and Hickory
Avenue per Improvement Agreement, Related to Design Review DRC2018-00946, as Complete, File
a Notice of Completion, and Authorize Release of Bonds. (CITY)
D9. Consideration of Resolution Authorizing the Attestation of Veracity for the Rancho Cucamonga
Municipal Utility 2022 Power Source Disclosure Annual Report and Power Content Label.
(RESOLUTION NO. 2023-104) (CITY)
D10. Consideration to Receive and File the Summary of the Public Safety Response to 2022 Holiday Lights
Display and Consideration of a Resolution Temporarily Closing Portions of Thoroughbred and Jennet
Streets, West Sapphire Street and East of Turquoise Avenue, and a Portion of Turquoise Avenue
Between Jennet and Thoroughbred Streets, to Pedestrian Traffic During the Area’s 2023 Holiday Light
Display. (RESOLUTION NO. 2023-105) (CITY)
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87
89
91
136
138
141
148
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 5
D11. Consideration to Accept and Allocate Grant Revenue in the Amount of $2,500 Awarded by the
California State Library for Zip Books Services. (CITY)
D12. Consideration to Authorize an Expenditure for Professional Land Survey Services by Towill Pursuant
to Professional Services Agreement No. CO19-144 for the Preparation of Tentative and Final
Subdivision Maps for Central Park in the Amount of $117,765 Plus a 10% Contingency; the Director of
Engineering Services to Amend the Agreement to Increase the Annual Compensation for Fiscal Year
2023/24 to $280,000; and an Appropriation in the amount of $130,000 from the Park Development
Fund (Fund 120). (CITY)
E.CONSENT CALENDAR ORDINANCE(S) - SECOND READING/ADOPTION
F.ADMINISTRATIVE HEARING ITEM(S)
G.ADVERTISED PUBLIC HEARINGS ITEM(S) - CITY/FIRE DISTRICT
H.CITY MANAGER'S STAFF REPORT(S)
H1. Presentation on the Fleet Utilization Study and Electric Vehicle (EV) Conversion Plan for the City of
Rancho Cucamonga and Rancho Cucamonga Fire Protection District. (CITY/FIRE)
I.COUNCIL BUSINESS
I1. COUNCIL ANNOUNCEMENTS
(Comments to be limited to three minutes per Council Member.)
I2. INTERAGENCY UPDATES
(Update by the City Council to the community on the meetings that were attended.)
J.CITY ATTORNEY ITEMS
K.IDENTIFICATION OF ITEMS FOR NEXT MEETING
L.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 on at least seventy-two (72) 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's office
at (909) 477-2700. 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.
Page 5 of 326
156
157
160
DATE:September 19, 2023
TO:Mayor and Members of the City Council
President and Members of the Boards of Directors
FROM:John R. Gillison, City Manager
INITIATED BY:Tamara L. Oatman, Finance Director
Veronica Lopez, Accounts Payable Supervisor
SUBJECT:Consideration to Approve City and Fire District Bi-Weekly Payroll in the
Total Amount of $2,104,794.84 and City and Fire District Weekly Check
Registers (Excluding Checks Issued to Southern California Gas
Company) in the Total Amount of $3,020,885.05 Dated August 28, 2023,
Through September 10, 2023. (CITY/FIRE
RECOMMENDATION:
Staff recommends City Council/Board of Directors of the Fire Protection District approve
payment of demands as presented. Bi-weekly payroll is $1,284,438.33 and $820,356.51 for the
City and the Fire District, respectively. Weekly check register amounts are $2,445,372.88 and
$575,512.17 for the City and the Fire District, respectively.
BACKGROUND:
N/A
ANALYSIS:
N/A
FISCAL IMPACT:
Adequate budgeted funds are available for the payment of demands per the attached listing.
COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:
N/A
ATTACHMENTS:
Attachment 1 - Weekly Check Register
Page 6 of 326
Agenda Check Register
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Excluding So Calif Gas Company.
AND
CITY OF RANCHO CUCAMONGA
8/28/2023 through 9/10/2023
Check No.Check Date Vendor Name City Fire Amount
AP 00016406 08/30/2023 ARNOLD FIELDS PAINTING 19,850.00 0.00 19,850.00
AP 00016407 08/30/2023 BERNELL HYDRAULICS INC 675.56 0.00 675.56
AP 00016408 08/30/2023 CRAFCO INC 766.48 0.00 766.48
AP 00016409 08/30/2023 DATA TICKET INC 6,670.40 0.00 6,670.40
AP 00016410 08/30/2023 ESRI 2,800.00 0.00 2,800.00
AP 00016411 08/30/2023 FEHR & PEERS 6,590.00 0.00 6,590.00
AP 00016412 08/30/2023 HAMPTON LIVING 522.00 0.00 522.00
AP 00016413 08/30/2023 MICHAEL BAKER INTERNATIONAL INC 6,400.00 0.00 6,400.00
AP 00016414 08/30/2023 RICHARDS WATSON & GERSHON 35,424.63 0.00 35,424.63
AP 00016415 09/06/2023 AMAZON WEB SERVICES INC 3,952.42 0.00 3,952.42
***AP 00016416 09/06/2023 AMG & ASSOCIATES INC 36,179.08 383,038.76 419,217.84
AP 00016417 09/06/2023 ANDERSON'S PLAYSCHOOL 6,570.00 0.00 6,570.00
AP 00016418 09/06/2023 CALIF GOVERNMENT VEBA / RANCHO CUCAMONGA 26,983.52 0.00 26,983.52
AP 00016419 09/06/2023 DELTA DENTAL INSURANCE COMPANY 905.10 0.00 905.10
AP 00016420 09/06/2023 DELTA DENTAL OF CALIFORNIA 44,226.85 0.00 44,226.85
AP 00016421 09/06/2023 DIAMOND ENVIRONMENTAL SERVICES 376.65 0.00 376.65
***AP 00016422 09/06/2023 ESRI 138,610.00 31,390.00 170,000.00
AP 00016423 09/06/2023 FEHR & PEERS 2,320.50 0.00 2,320.50
AP 00016424 09/06/2023 MIDWEST TAPE LLC 3,105.54 0.00 3,105.54
AP 00016425 09/06/2023 RCCEA 1,441.00 0.00 1,441.00
AP 00016426 09/06/2023 RCPFA 13,543.01 0.00 13,543.01
***AP 00016427 09/06/2023 ZONES IT SOLUTIONS INC 41,734.30 3,455.70 45,190.00
AP 00439522 08/30/2023 ABLE BUILDING MAINTENANCE 6,745.00 0.00 6,745.00
AP 00439523 08/30/2023 ADAPT CONSULTING INC 1,771.26 0.00 1,771.26
AP 00439524 08/30/2023 ADOBE ANIMAL HOSPITAL 600.00 0.00 600.00
AP 00439525 08/30/2023 ADVANCED CHEMICAL TRANSPORT INC 468.72 0.00 468.72
AP 00439526 08/30/2023 ADVANTAGE SEALING SYSTEMS INC 4,931.50 0.00 4,931.50
AP 00439527 08/30/2023 AFLAC 3,409.82 0.00 3,409.82
AP 00439528 08/30/2023 AIR & HOSE SOURCE INC 28.55 0.00 28.55
AP 00439529 08/30/2023 AIRGAS USA LLC 379.54 0.00 379.54
AP 00439530 08/30/2023 ALTA LAGUNA MOBILE HOME PARK - CA LLC 400.00 0.00 400.00
AP 00439531 08/30/2023 ALTA VISTA MOBILE HOME PARK 292.58 0.00 292.58
AP 00439532 08/30/2023 ALVAREZ, MARIA ELENA 702.00 0.00 702.00
AP 00439533 08/30/2023 AROCHO, ALMA 1,485.00 0.00 1,485.00
AP 00439534 08/30/2023 ASSOCIATION OF CHILDREN'S MUSEUMS 425.00 0.00 425.00
AP 00439535 08/30/2023 BIBLIOTHECA LLC 5,261.37 0.00 5,261.37
AP 00439536 08/30/2023 BISEK, DAWN TRICHE 86.40 0.00 86.40
AP 00439537 08/30/2023 BOB STALL CHEVROLET 35,992.15 0.00 35,992.15
AP 00439538 08/30/2023 BOOT BARN INC 5,397.70 0.00 5,397.70
AP 00439539 08/30/2023 BOURLAND, CAROL JEAN 480.00 0.00 480.00
AP 00439540 08/30/2023 C P GENERATOR INC 11.85 0.00 11.85
***AP 00439545 08/30/2023 C V W D 115,247.69 1,625.82 116,873.51
AP 00439546 08/30/2023 CALIFORNIA PATIO COVERS INC 422.62 0.00 422.62
AP 00439547 08/30/2023 CalPERS LONG-TERM CARE PROGRAM 221.35 0.00 221.35
AP 00439548 08/30/2023 CAMPOS, CARINA 343.22 0.00 343.22
***AP 00439549 08/30/2023 CARQUEST AUTO PARTS 1,063.24 40.63 1,103.87
AP 00439550 08/30/2023 CARTY, DIANE 900.00 0.00 900.00
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Agenda Check Register
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Excluding So Calif Gas Company.
AND
CITY OF RANCHO CUCAMONGA
8/28/2023 through 9/10/2023
Check No.Check Date Vendor Name City Fire Amount
AP 00439551 08/30/2023 CASA VOLANTE ESTATES 600.00 0.00 600.00
AP 00439552 08/30/2023 CHAMPION AWARDS & SPECIALTIES 21.55 0.00 21.55
AP 00439553 08/30/2023 CHAPARRAL HEIGHTS MOBILE HOME PARK 300.00 0.00 300.00
***AP 00439554 08/30/2023 CHARTER COMMUNICATIONS 4,303.14 6,168.94 10,472.08
AP 00439555 08/30/2023 CINTAS CORPORATION 1,574.89 0.00 1,574.89
AP 00439556 08/30/2023 CITRUS MOTORS ONTARIO INC 1,668.83 0.00 1,668.83
AP 00439557 08/30/2023 CLARK, KAREN 1,008.00 0.00 1,008.00
AP 00439558 08/30/2023 COLLINS & COLLINS LLP 30,679.00 0.00 30,679.00
AP 00439559 08/30/2023 COSTAR REALTY INFORMATION INC 1,746.00 0.00 1,746.00
AP 00439560 08/30/2023 COUNSELING TEAM INTERNATIONAL, THE 0.00 1,472.50 1,472.50
AP 00439561 08/30/2023 COVETRUS NORTH AMERICA 167.37 0.00 167.37
AP 00439562 08/30/2023 CREATIVE BRAIN LEARNING LLC 224.00 0.00 224.00
AP 00439563 08/30/2023 D & D GOLF CARS INC 600.96 0.00 600.96
AP 00439564 08/30/2023 DAISYECO INC 109.73 0.00 109.73
AP 00439565 08/30/2023 DANCE TERRIFIC 2,436.00 0.00 2,436.00
AP 00439566 08/30/2023 DANIELS TIRE SERVICE 2,312.61 0.00 2,312.61
AP 00439567 08/30/2023 DATA ARC LLC 7,584.10 0.00 7,584.10
AP 00439568 08/30/2023 DENG, QINGFENG 180.00 0.00 180.00
AP 00439569 08/30/2023 ENVIRONMENT PLANNING DVMT SOLUTIONS 24,863.00 0.00 24,863.00
AP 00439570 08/30/2023 EXPRESS BRAKE SUPPLY INC 172.83 0.00 172.83
AP 00439571 08/30/2023 FEDERAL EXPRESS CORP 11.85 0.00 11.85
AP 00439572 08/30/2023 FISCHER, ELIZABETH 12.00 0.00 12.00
***AP 00439573 08/30/2023 FUEL SERV 996.87 262.50 1,259.37
AP 00439574 08/30/2023 FUN SERVICE 1,700.00 0.00 1,700.00
AP 00439575 08/30/2023 GOLDEN OAKS VET HOSPITAL 800.00 0.00 800.00
AP 00439576 08/30/2023 GOLDSTAR ASPHALT PRODUCTS 909.41 0.00 909.41
AP 00439577 08/30/2023 GRAINGER 910.96 0.00 910.96
AP 00439578 08/30/2023 GRAPHICS FACTORY PRINTING INC 400.84 0.00 400.84
AP 00439579 08/30/2023 GROVES ON FOOTHILL, THE 200.00 0.00 200.00
AP 00439580 08/30/2023 H & M HENNES & MAURITZ LP 3,701.99 0.00 3,701.99
AP 00439581 08/30/2023 HDL COREN & CONE 695.00 0.00 695.00
AP 00439582 08/30/2023 HILL'S PET NUTRITION SALES INC 864.83 0.00 864.83
AP 00439583 08/30/2023 HOLLIDAY ROCK CO INC 3,649.48 0.00 3,649.48
AP 00439584 08/30/2023 HOMETOWN AMERICA - RAMONA VILLA MHP 300.00 0.00 300.00
AP 00439585 08/30/2023 HOPE THROUGH HOUSING FOUNDATION 2,500.00 0.00 2,500.00
AP 00439586 08/30/2023 HOSE-MAN INC 386.29 0.00 386.29
AP 00439587 08/30/2023 HOSE-MAN INC 38.45 0.00 38.45
AP 00439588 08/30/2023 HUBBERT, JAMES 273.00 0.00 273.00
AP 00439589 08/30/2023 HUMANE SOCIETY OF SAN BERNARDINO VALLEY 371.00 0.00 371.00
AP 00439590 08/30/2023 IDEXX DISTRIBUTION INC 483.85 0.00 483.85
AP 00439591 08/30/2023 INLAND OVERHEAD DOOR COMPANY 955.00 0.00 955.00
AP 00439592 08/30/2023 INLAND VALLEY DAILY BULLETIN 401.36 0.00 401.36
AP 00439593 08/30/2023 INLAND VALLEY DANCE ACADEMY 768.00 0.00 768.00
AP 00439594 08/30/2023 INTERSTATE ALL BATTERY CENTER 661.77 0.00 661.77
AP 00439595 08/30/2023 JOHNNY ALLEN TENNIS ACADEMY 2,797.20 0.00 2,797.20
AP 00439596 08/30/2023 KAISER FOUNDATION HEALTH PLAN INC 254,109.27 0.00 254,109.27
AP 00439597 08/30/2023 KEITH, JORRY 450.00 0.00 450.00
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Agenda Check Register
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Excluding So Calif Gas Company.
AND
CITY OF RANCHO CUCAMONGA
8/28/2023 through 9/10/2023
Check No.Check Date Vendor Name City Fire Amount
AP 00439598 08/30/2023 KINGDOM CALIBRATIONS INC 0.00 140.00 140.00
AP 00439599 08/30/2023 KWALL LLC 20,350.00 0.00 20,350.00
AP 00439600 08/30/2023 LIEBERT CASSIDY WHITMORE 14,303.50 0.00 14,303.50
AP 00439601 08/30/2023 LITTLE, MARC 864.00 0.00 864.00
AP 00439602 08/30/2023 LOPEZ, ANTHONY 749.66 0.00 749.66
AP 00439603 08/30/2023 MADDUX JR, JOHN C 6,500.00 0.00 6,500.00
AP 00439604 08/30/2023 MARANAN, MATT 47.48 0.00 47.48
AP 00439605 08/30/2023 MAXWELL, ANTHONY 36.00 0.00 36.00
AP 00439606 08/30/2023 MDG ASSOCIATES INC 43,886.09 0.00 43,886.09
AP 00439607 08/30/2023 MERRIMAC PETROLEUM INC 4,246.96 0.00 4,246.96
AP 00439608 08/30/2023 MESA ENERGY SYSTEMS INC 1,570.00 0.00 1,570.00
AP 00439609 08/30/2023 MIDWEST VETERINARY SUPPLY INC 617.18 0.00 617.18
AP 00439610 08/30/2023 MINUTEMAN PRESS 1,313.98 0.00 1,313.98
AP 00439611 08/30/2023 MOE, JOHN 396.00 0.00 396.00
AP 00439612 08/30/2023 MUSIC LAND 654.50 0.00 654.50
AP 00439613 08/30/2023 MUSIC TREE 726.00 0.00 726.00
AP 00439614 08/30/2023 MWI ANIMAL HEALTH 564.85 0.00 564.85
AP 00439615 08/30/2023 NAPA AUTO PARTS 139.41 0.00 139.41
AP 00439616 08/30/2023 NORTHTOWN HOUSING DEVELOPMENT CORP 12,823.60 0.00 12,823.60
AP 00439617 08/30/2023 NV5 INC 23,586.66 0.00 23,586.66
AP 00439618 08/30/2023 ODP BUSINESS SOLUTIONS LLC 2,019.15 0.00 2,019.15
AP 00439619 08/30/2023 PARKER, DAVID A 15,000.00 0.00 15,000.00
AP 00439620 08/30/2023 PARMA 300.00 0.00 300.00
AP 00439621 08/30/2023 PEPE'S TOWING SERVICE 125.00 0.00 125.00
AP 00439622 08/30/2023 PILONIETA, MANUEL E 115.20 0.00 115.20
AP 00439623 08/30/2023 PRECISION AERIAL SERVICES INC 631.57 0.00 631.57
AP 00439624 08/30/2023 PSA PRINT GROUP 96.20 0.00 96.20
AP 00439625 08/30/2023 PUBLICINPUT.COM 35,974.00 0.00 35,974.00
AP 00439626 08/30/2023 QUINN, RHONDA 460.80 0.00 460.80
AP 00439627 08/30/2023 RANCHO CUCAMONGA CHAMBER OF COMMERCE 4,982.00 0.00 4,982.00
AP 00439628 08/30/2023 RANCHO SMOG CENTER 99.90 0.00 99.90
AP 00439629 08/30/2023 RECYCLE AWAY LLC 1,469.30 0.00 1,469.30
AP 00439630 08/30/2023 RED WING BUSINESS ADVANTAGE ACCOUNT 926.13 0.00 926.13
AP 00439631 08/30/2023 SAFELITE FULFILLMENT INC 790.80 0.00 790.80
AP 00439632 08/30/2023 SAMPLE, NANCY L 307.20 0.00 307.20
AP 00439633 08/30/2023 SAN BERNARDINO CO AUDITOR CONT 15,329.92 0.00 15,329.92
AP 00439634 08/30/2023 SAN BERNARDINO COUNTY SHERIFFS DEPT 716.48 0.00 716.48
AP 00439635 08/30/2023 SANDERS, KRAMER 44.15 0.00 44.15
AP 00439636 08/30/2023 SCOTT MCLEOD PLUMBING INC 5,628.50 0.00 5,628.50
AP 00439637 08/30/2023 SDI PRESENCE LLC 26,085.00 0.00 26,085.00
AP 00439638 08/30/2023 SHEAKLEY PENSION ADMINISTRATION 363.30 0.00 363.30
AP 00439639 08/30/2023 SHEAKLEY PENSION ADMINISTRATION 0.00 188.00 188.00
AP 00439640 08/30/2023 SHOETERIA INC 703.38 0.00 703.38
AP 00439641 08/30/2023 SHRED PROS 65.00 0.00 65.00
AP 00439642 08/30/2023 SIGURDSON, JADE MICHAEL ANNE 720.00 0.00 720.00
AP 00439644 08/30/2023 SONSRAY MACHINERY LLC 4,596.85 0.00 4,596.85
***AP 00439648 08/30/2023 SOUTHERN CALIFORNIA EDISON 6,023.37 187.69 6,211.06
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Agenda Check Register
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Excluding So Calif Gas Company.
AND
CITY OF RANCHO CUCAMONGA
8/28/2023 through 9/10/2023
Check No.Check Date Vendor Name City Fire Amount
AP 00439649 08/30/2023 SOUTHERN CALIFORNIA EDISON 48.51 0.00 48.51
AP 00439650 08/30/2023 STANDARD INSURANCE COMPANY 2,921.10 0.00 2,921.10
***AP 00439651 08/30/2023 STANLEY PEST CONTROL 2,150.00 810.00 2,960.00
AP 00439652 08/30/2023 SYCAMORE VILLA MOBILE HOME PARK 300.00 0.00 300.00
AP 00439653 08/30/2023 THOMSON REUTERS - WEST 380.00 0.00 380.00
AP 00439654 08/30/2023 TYUS, IDA 1,320.00 0.00 1,320.00
AP 00439655 08/30/2023 UNITED SITE SERVICES OF CA INC 245.80 0.00 245.80
AP 00439656 08/30/2023 UNIVERSITY ENTERPRISES CORPORATION 6,250.00 0.00 6,250.00
AP 00439657 08/30/2023 UPS 119.08 0.00 119.08
AP 00439658 08/30/2023 US POSTAL SERVICE 310.00 0.00 310.00
AP 00439659 08/30/2023 VALLEY POWER SYSTEMS INC 0.00 10.87 10.87
AP 00439660 08/30/2023 VAN SCOYOC ASSOCIATES INC 4,000.00 0.00 4,000.00
AP 00439661 08/30/2023 VCA CENTRAL ANIMAL HOSPITAL 486.49 0.00 486.49
AP 00439662 08/30/2023 VELOCITY TRUCK CENTERS 0.00 112.89 112.89
AP 00439663 08/30/2023 VICTOR MEDICAL COMPANY 269.57 0.00 269.57
AP 00439664 08/30/2023 VICTORIA ANIMAL HOSPITAL 600.00 0.00 600.00
AP 00439665 08/30/2023 WALTERS WHOLESALE ELECTRIC CO 0.00 362.52 362.52
AP 00439666 08/30/2023 WESTLAND GROUP INC 22,018.75 0.00 22,018.75
AP 00439667 08/30/2023 WINZER CORPORATION 0.00 298.77 298.77
AP 00439668 08/30/2023 CLERK OF THE BOARD OF SUPERVISORS 50.00 0.00 50.00
AP 00439669 08/30/2023 CLERK OF THE BOARD OF SUPERVISORS 50.00 0.00 50.00
AP 00439670 08/31/2023 RANCHO CUCAMONGA CHAMBER OF COMMERCE 1,394.16 0.00 1,394.16
AP 00439671 09/06/2023 909 JUMPERS & PARTY RENTALS 550.00 0.00 550.00
AP 00439672 09/06/2023 ADVANCED CHEMICAL TRANSPORT INC 2,316.00 0.00 2,316.00
AP 00439673 09/06/2023 ALLIED UNIVERSAL SECURITY SERVICES 12,985.06 0.00 12,985.06
AP 00439674 09/06/2023 ALTA RANCHO PET & BIRD HOSPITAL 200.00 0.00 200.00
AP 00439675 09/06/2023 AP TRITON LLC 0.00 25,949.00 25,949.00
AP 00439676 09/06/2023 AUTOLIFT SERVICES INC 0.00 5,303.02 5,303.02
AP 00439677 09/06/2023 BAKER & TAYLOR LLC 1,726.88 0.00 1,726.88
AP 00439678 09/06/2023 BARBARA'S ANSWERING SERVICE 552.00 0.00 552.00
AP 00439679 09/06/2023 BERN MARIE'S PROMOTIONAL PRODUCTS 1,966.49 0.00 1,966.49
AP 00439680 09/06/2023 BEST OUTDOOR POWER INLAND LLC 146.52 0.00 146.52
AP 00439681 09/06/2023 BOYD, PRESTON 72.00 0.00 72.00
AP 00439682 09/06/2023 BRAND BUILDERS LLC 9,092.50 0.00 9,092.50
AP 00439683 09/06/2023 BRIGHTVIEW LANDSCAPE SERVICES INC 20,511.00 0.00 20,511.00
AP 00439684 09/06/2023 C P GENERATOR INC 105.60 0.00 105.60
AP 00439685 09/06/2023 C V W D 200.05 0.00 200.05
***AP 00439686 09/06/2023 C V W D 145.69 339.92 485.61
AP 00439687 09/06/2023 C V W D 79.38 0.00 79.38
***AP 00439694 09/06/2023 C V W D 132,366.51 509.33 132,875.84
AP 00439695 09/06/2023 CALIFORNIA, STATE OF 50.00 0.00 50.00
AP 00439696 09/06/2023 CALIFORNIA, STATE OF 200.00 0.00 200.00
AP 00439697 09/06/2023 CalPERS LONG-TERM CARE PROGRAM 221.35 0.00 221.35
AP 00439698 09/06/2023 CARB/PERP 1,100.00 0.00 1,100.00
AP 00439699 09/06/2023 CARQUEST AUTO PARTS 857.25 0.00 857.25
AP 00439700 09/06/2023 CCS ORANGE COUNTY JANITORIAL INC 78,387.33 0.00 78,387.33
AP 00439701 09/06/2023 CHAMPION FIRE SYSTEMS INC 300.00 0.00 300.00
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Agenda Check Register
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Excluding So Calif Gas Company.
AND
CITY OF RANCHO CUCAMONGA
8/28/2023 through 9/10/2023
Check No.Check Date Vendor Name City Fire Amount
AP 00439702 09/06/2023 CINTAS CORPORATION 0.00 733.28 733.28
***AP 00439703 09/06/2023 CITIZENS BUSINESS BANK 1,904.17 20,159.93 22,064.10
AP 00439704 09/06/2023 CITY RENTALS 464.28 0.00 464.28
AP 00439705 09/06/2023 CLAREMONT COURIER 583.00 0.00 583.00
AP 00439706 09/06/2023 CLEMENT, RICHARD 500.00 0.00 500.00
AP 00439707 09/06/2023 CODE 3 RESCUE 0.00 6,000.00 6,000.00
AP 00439708 09/06/2023 CONTINENTAL GIRBAU WEST LLC 1,150.55 0.00 1,150.55
AP 00439709 09/06/2023 COVETRUS NORTH AMERICA 18.91 0.00 18.91
AP 00439710 09/06/2023 CRIME SCENE STERI-CLEAN LLC 640.00 0.00 640.00
AP 00439711 09/06/2023 CROSSTOWN ELECTRICAL & DATA INC 137,394.58 0.00 137,394.58
AP 00439712 09/06/2023 CUMMINS SALES & SERVICE 0.00 547.70 547.70
AP 00439713 09/06/2023 DAN GUERRA & ASSOCIATES 6,600.00 0.00 6,600.00
AP 00439714 09/06/2023 DEPENDABLE COMPANY INC 45.00 0.00 45.00
AP 00439715 09/06/2023 DICUS SHERIFF-CORONER, SHANNON D 232.90 0.00 232.90
AP 00439716 09/06/2023 DOLLARHIDE, GINGER 453.60 0.00 453.60
AP 00439717 09/06/2023 EMERGENCY MEDICAL PRODUCTS 0.00 743.67 743.67
AP 00439718 09/06/2023 FACTORY MOTOR PARTS 0.00 1,611.85 1,611.85
AP 00439719 09/06/2023 FIALLOS, WILSON 1,088.00 0.00 1,088.00
AP 00439720 09/06/2023 FIRE APPARATUS SOLUTIONS 0.00 1,149.01 1,149.01
AP 00439721 09/06/2023 FRANKLIN TRUCK PARTS INC 0.00 319.20 319.20
***AP 00439722 09/06/2023 FRONTIER COMM 2,368.39 591.98 2,960.37
***AP 00439723 09/06/2023 FUEL SERV 1,420.00 3,910.00 5,330.00
AP 00439724 09/06/2023 G/M BUSINESS INTERIORS 273.85 0.00 273.85
AP 00439725 09/06/2023 GARDNER, KENNY 250.00 0.00 250.00
***AP 00439726 09/06/2023 GRAINGER 575.01 52.34 627.35
AP 00439727 09/06/2023 GRAINGER 139.33 0.00 139.33
AP 00439728 09/06/2023 GRAPHICS FACTORY PRINTING INC 829.68 0.00 829.68
AP 00439729 09/06/2023 GUPTA, SAPNA 24,070.00 0.00 24,070.00
AP 00439730 09/06/2023 HILL'S PET NUTRITION SALES INC 1,921.29 0.00 1,921.29
AP 00439731 09/06/2023 HINDERLITER DE LLAMAS & ASSOCIATES 12,703.45 0.00 12,703.45
AP 00439732 09/06/2023 HOLLIDAY ROCK CO INC 1,219.62 0.00 1,219.62
AP 00439733 09/06/2023 HOSE-MAN INC 216.17 0.00 216.17
AP 00439734 09/06/2023 HUMANE SOCIETY OF SAN BERNARDINO VALLEY 683.00 0.00 683.00
AP 00439735 09/06/2023 IDEXX DISTRIBUTION INC 464.19 0.00 464.19
AP 00439736 09/06/2023 INLAND LIBRARY SYSTEM 1,919.00 0.00 1,919.00
AP 00439737 09/06/2023 INLAND PACIFIC BALLET 7,359.00 0.00 7,359.00
AP 00439738 09/06/2023 INTERSTATE ALL BATTERY CENTER 2,172.91 0.00 2,172.91
AP 00439739 09/06/2023 KEITH, JORRY 669.00 0.00 669.00
AP 00439740 09/06/2023 KINDRED CORPORATION, THE 51.72 0.00 51.72
AP 00439741 09/06/2023 KINETIC LIGHTING INC 2,067.74 0.00 2,067.74
AP 00439742 09/06/2023 LIVE OAK DOG OBEDIENCE 204.00 0.00 204.00
***AP 00439743 09/06/2023 MARIPOSA LANDSCAPES INC 301,434.87 2,900.50 304,335.37
AP 00439744 09/06/2023 MCFADDEN-DALE HARDWARE 913.76 0.00 913.76
***AP 00439745 09/06/2023 MERRIMAC PETROLEUM INC 71,243.83 36,010.37 107,254.20
AP 00439746 09/06/2023 MESA ENERGY SYSTEMS INC 2,580.00 0.00 2,580.00
AP 00439747 09/06/2023 MIG INC 9,053.75 0.00 9,053.75
AP 00439748 09/06/2023 MUSIC LAND 385.00 0.00 385.00
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Agenda Check Register
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Excluding So Calif Gas Company.
AND
CITY OF RANCHO CUCAMONGA
8/28/2023 through 9/10/2023
Check No.Check Date Vendor Name City Fire Amount
AP 00439749 09/06/2023 MUTUAL PROPANE 0.00 1,243.65 1,243.65
AP 00439750 09/06/2023 MWI ANIMAL HEALTH 265.11 0.00 265.11
***AP 00439751 09/06/2023 NAPA AUTO PARTS 711.65 2,072.97 2,784.62
AP 00439752 09/06/2023 NEWSBANK INC 9,584.00 0.00 9,584.00
AP 00439753 09/06/2023 OCCUPATIONAL HEALTH CENTERS OF CA 0.00 303.22 303.22
***AP 00439754 09/06/2023 ODP BUSINESS SOLUTIONS LLC 3,943.32 139.26 4,082.58
AP 00439755 09/06/2023 ONTARIO SPAY & NEUTER INC 1,265.00 0.00 1,265.00
AP 00439756 09/06/2023 ORR, RILEY 73.00 0.00 73.00
AP 00439757 09/06/2023 OTT, SHARON 1,164.00 0.00 1,164.00
AP 00439758 09/06/2023 PH&S PRODUCTS LLC 0.00 7,960.00 7,960.00
AP 00439759 09/06/2023 PLATTEN, RAYMOND 100.00 0.00 100.00
AP 00439760 09/06/2023 PRE-PAID LEGAL SERVICES INC 53.36 0.00 53.36
AP 00439761 09/06/2023 PSA PRINT GROUP 48.10 0.00 48.10
AP 00439762 09/06/2023 RANCHO SMOG CENTER 149.85 0.00 149.85
AP 00439763 09/06/2023 RANCHO WEST ANIMAL HOSPITAL 200.00 0.00 200.00
AP 00439764 09/06/2023 RBM LOCK & KEY SERVICE 609.00 0.00 609.00
AP 00439765 09/06/2023 RDO EQUIPMENT COMPANY 1,839.66 0.00 1,839.66
AP 00439766 09/06/2023 REMMI CONSTRUCTION INC 28,065.60 0.00 28,065.60
AP 00439767 09/06/2023 ROOMS COVER N SOLAR 334.92 0.00 334.92
AP 00439768 09/06/2023 SAFECHECKS 701.92 0.00 701.92
AP 00439769 09/06/2023 SAN ANTONIO REGIONAL HOSPITAL 0.00 1,722.00 1,722.00
AP 00439770 09/06/2023 SAN BERNARDINO CNTY FIRE PROTECTION DIST 0.00 6,683.00 6,683.00
AP 00439771 09/06/2023 SAN BERNARDINO CNTY FIRE PROTECTION DIST 67,874.90 0.00 67,874.90
AP 00439772 09/06/2023 SAN BERNARDINO COUNTY SHERIFFS DEPT 2,652.48 0.00 2,652.48
AP 00439773 09/06/2023 SBPEA 2,585.05 0.00 2,585.05
AP 00439774 09/06/2023 SCANLAN, PAULENE 29.56 0.00 29.56
AP 00439775 09/06/2023 SCOTT MCLEOD PLUMBING INC 1,709.00 0.00 1,709.00
AP 00439776 09/06/2023 SCRRA 3,560.00 0.00 3,560.00
AP 00439777 09/06/2023 SHRED PROS 180.00 0.00 180.00
***AP 00439780 09/06/2023 SOUTHERN CALIFORNIA EDISON 21,246.25 3,166.93 24,413.18
***AP 00439781 09/06/2023 SOUTHERN CALIFORNIA EDISON 1,829.90 4,269.77 6,099.67
AP 00439782 09/06/2023 SOUTHERN CALIFORNIA EDISON 821.66 0.00 821.66
AP 00439783 09/06/2023 SOVIC CREATIVE 1,140.00 0.00 1,140.00
AP 00439784 09/06/2023 SPECTRUM GAS PRODUCTS 0.00 3,246.50 3,246.50
AP 00439785 09/06/2023 SPRINGSHARE LLC 1,391.00 0.00 1,391.00
AP 00439786 09/06/2023 SUNRUN INSTALLATION SERVICES INC 1,225.18 0.00 1,225.18
AP 00439787 09/06/2023 TER-PETROSYAN, ARMENAK 498.01 0.00 498.01
***AP 00439788 09/06/2023 TIREHUB LLC 683.76 753.29 1,437.05
AP 00439789 09/06/2023 TORO TOWING 150.00 0.00 150.00
AP 00439790 09/06/2023 U.S. BANK PARS ACCT #6746022500 19,234.73 0.00 19,234.73
AP 00439791 09/06/2023 U.S. BANK PARS ACCT #6746022500 1,144.38 0.00 1,144.38
AP 00439792 09/06/2023 UPS 30.00 0.00 30.00
AP 00439793 09/06/2023 VERIZON WIRELESS - LA 0.00 5,807.64 5,807.64
AP 00439794 09/06/2023 VICTOR MEDICAL COMPANY 2,388.68 0.00 2,388.68
AP 00439795 09/06/2023 VICTORIA ANIMAL HOSPITAL 400.00 0.00 400.00
AP 00439796 09/06/2023 VOLTAIRE ENGINEERING INC 143,640.63 0.00 143,640.63
AP 00439797 09/06/2023 VULCAN MATERIALS COMPANY 313.62 0.00 313.62
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Agenda Check Register
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Excluding So Calif Gas Company.
AND
CITY OF RANCHO CUCAMONGA
8/28/2023 through 9/10/2023
Check No.Check Date Vendor Name City Fire Amount
AP 00439798 09/06/2023 WALTERS WHOLESALE ELECTRIC CO 666.02 0.00 666.02
AP 00439799 09/06/2023 WANG, LIN 5.00 0.00 5.00
AP 00439800 09/06/2023 WARREN, LIA 53.00 0.00 53.00
***AP 00439801 09/06/2023 WAXIE SANITARY SUPPLY 8,857.36 1,747.25 10,604.61
AP 00439802 09/06/2023 WEST COAST ARBORISTS INC 277.50 0.00 277.50
AP 00439803 09/06/2023 WT CONSTRUCTION SERVICES INC 432.00 0.00 432.00
AP 00439804 09/06/2023 WU, YOUNG 169.74 0.00 169.74
AP 00439805 09/06/2023 XU, JOSEPH 500.00 0.00 500.00
AP 00439806 09/06/2023 ZEP SALES AND SERVICE 1,703.26 0.00 1,703.26
$2,445,372.88
$3,020,885.05
$575,512.17
Note:
Grand Total:
Total Fire:
Total City:
*** Check Number includes both City and Fire District expenditures
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Report:Page 13 of 326
DATE:September 19, 2023
TO:Mayor and Members of the City Council
President and Members of the Boards of Directors
FROM:John R. Gillison, City Manager
INITIATED BY:Tamara L. Oatman, Finance Director
Veronica Lopez, Accounts Payable Supervisor
SUBJECT:Consideration to Approve City and Fire District Weekly Check Registers
for Checks Issued to Southern California Gas Company in the Total
Amount of $2,825.08 Dated August 28, 2023, Through September 10,
2023. (CITY/FIRE)
RECOMMENDATION:
Staff recommends City Council/Board of Directors of the Fire Protection District approve
payment of demands as presented. Weekly check register amounts are $2,536.30 and $288.78
for the City and the Fire District, respectively.
BACKGROUND:
N/A
ANALYSIS:
N/A
FISCAL IMPACT:
Adequate budgeted funds are available for the payment of demands per the attached listing.
COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:
N/A
ATTACHMENTS:
Attachment 1 - Weekly Check Register
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Agenda Check Register
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
So Calif Gas Company Only.
AND
CITY OF RANCHO CUCAMONGA
8/28/2023 through 9/10/2023
Check No.Check Date Vendor Name City Fire Amount
***AP 00439643 08/30/2023 SOCAL GAS 919.31 288.78 1,208.09
AP 00439778 09/06/2023 SOCAL GAS 1,616.99 0.00 1,616.99
$2,536.30
$2,825.08
$288.78
Note:
Grand Total:
Total Fire:
Total City:
*** Check Number includes both City and Fire District expenditures
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DATE:September 19, 2023
TO:Mayor and Members of the City Council
President and Members of the Board of Directors
FROM:John R. Gillison, City Manager
INITIATED BY:Elisa Cox, Assistant City Manager/Administrative Services Director
Tamara L. Oatman, Finance Director
Jason A. Shields, Management Analyst II
SUBJECT:Consideration to Receive and File Current Investment Schedules as of
August 31, 2023 for the City of Rancho Cucamonga and the Rancho
Cucamonga Fire Protection District. (CITY/FIRE)
RECOMMENDATION:
Staff recommends that the City Council/Board of Directors of the Fire Protection District receive
and file the attached current investment schedules for the City of Rancho Cucamonga (City) and
the Rancho Cucamonga Fire Protection District (District) as of August 31, 2023.
BACKGROUND:
The attached investment schedules as of August 31, 2023 reflect cash and investments managed
by the Finance Department/Revenue Management Division and are in conformity with the
requirements of California Government Code Section 53601 and the City of Rancho
Cucamonga’s and the Rancho Cucamonga Fire Protection District’s adopted Investment Policies
as approved on June 22, 2023.
ANALYSIS:
The City’s and District’s Treasurers are each required to submit a quarterly investment report to
the City Council and the Fire Board, respectively, in accordance with California Government Code
Section 53646. The quarterly investment report is required to be submitted within 30 days
following the end of the quarter covered by the report. However, the City and District Treasurers
have each elected to provide this report on a monthly basis.
FISCAL IMPACT:
None.
COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:
The monthly investment schedule supports the City Council’s core value of providing and
nurturing a high quality of life for all by demonstrating the active, prudent fiscal management of
the City’s investment portfolio to ensure that financial resources are available to support the
various services the city provides to all Rancho Cucamonga stakeholders.
ATTACHMENTS:
Attachment 1 - Investment Schedule (City)
Attachment 2 - Investment Schedule (Fire)
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DATE:September 19, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY:Matt Burris, Acting Public Works Services Director
Ruth Cain, Procurement Manager
Richard Favela, Streets, Storm Drains, and Fleet Superintendent
Albert Lopez, Fleet Supervisor
Lindsay McElwain, Management Analyst I
SUBJECT:Consideration of the Purchase of Seven (7) Ford E-Transit Vans, One (1)
Ford F-150 Truck, and One (1) 2-Ton Dump Truck from National Auto
Fleet Group via the Sourcewell Contract in an Amount Not to Exceed
$735,000. (CITY)
RECOMMENDATION:
Staff recommends the City Council approve the purchase of seven (7) Ford E-Transit Vans, one
(1) Ford F-150 truck, and one (1) 2-ton Dump Truck from National Auto Fleet Group via the
Sourcewell contract in an amount not to exceed $735,000 to be funded from the
equipment/vehicle replacement fund.
BACKGROUND:
The Public Works Services Department (PWSD) has identified several vehicles for replacement
in FY 2023/2024 because they have exceeded their life expectancy by years of service and
mileage and repair costs for the vehicles are higher than the vehicle market values. PWSD
proposes seven (7) trucks to be replaced with Ford E-Transit Vans, to reduce the City’s
greenhouse gas emissions, abide by California Air Resources Board vehicle procurement
mandates effective Model Year 2024, and to attain City Council Climate Action goals. The
vehicles identified for replacement with Ford E-Transit vans are used by the Irrigation Team, Park
Facilities staff, Park Supervisors, and Facilities staff. Replacing these trucks with vans will
additionally protect equipment and supplies from inclement weather and reduce theft. These
vehicles were approved for replacement with Ford E-Transit Vans in the FY 2023/2024 Budget.
The Ford F-150 Truck will be utilized by the Animal Control Officers at the Animal Center as an
overnight, on-call vehicle or for as needed small animal transports outside of Rancho
Cucamonga. The 2-ton Dump Truck will replace an aged dump truck used by the Asphalt Crew
to load base and materials when making asphalt repairs throughout the City.
Staff identified a Sourcewell contract with National Auto Fleet Group for the procurement of Ford
E-Transit Vans, a Ford F-150 truck, and the 2-ton Dump Truck. Sourcewell is a purchasing
platform for public agencies that pre-screens vendors and gives member organizations a
cooperative purchase advantage. By procuring these vehicles through an already competitively
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bid and awarded Sourcewell contract, the City will reduce staff time that would have been spent
on the bid process resulting in higher efficiency and cost savings.
ANALYSIS:
Sourcewell offers a cooperative purchasing model that streamlines the procurement process for
cities by eliminating the requirement for individual bidding and negotiation. Such collaboration
guarantees that cities receive quality products through competitively bid Sourcewell contracts,
which not only saves time but enables expedited electrification efforts by capitalizing on the
emerging electric vehicle market.
If approved, PWSD will procure nine (9) vehicles through the National Auto Fleet Group contract
via Sourcewell to retire and replace seven (7) aged, high use internal combustion engine trucks
with EV vans, to replace one (1) aged 2-ton Dump Truck, and procure one (1) new Ford F-150
Truck for the Animal Center’s Animal Control Officers.
FISCAL IMPACT:
The FY 2023/2024 Budget for equipment/vehicle replacement (1712001-5604) is $735,000. This
amount includes funding for the purchase of the nine (9) vehicles proposed to be procured from
Sourcewell.
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
This item addresses the City Council’s core values of providing and nurturing a high quality of life
for all, intentionally embracing and anticipating our future, and relentless pursuit of improvement.
ATTACHMENTS:
None.
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DATE:September 19, 2023
TO:Mayor and Members of the City Council
President and Members of the Boards of Directors
FROM:John R. Gillison, City Manager
INITIATED BY:Matt Burris, Deputy City Manager/ Acting Public Works Services Director
Mike McCliman, Fire Chief
Neil Plummer, Acting Deputy Public Works Director
Ruth Cain, CPPB, Procurement Manager
Andy Miller, Facilities Supervisor
Andrea Bauer, Management Analyst I
SUBJECT:Consideration of the Purchase of Electrical Supplies in an Amount Not to
Exceed $200,000 from Walters Wholesale Electric and Consolidated
Electrical Distributors. (CITY/FIRE)
RECOMMENDATION:
Staff recommends the City Council and Board of Directors award the purchase of electrical
supplies on an as-needed basis from Walters Wholesale Electric of Rancho Cucamonga and
Consolidated Electrical Distributors of Ontario, in accordance with Request for Bids (RFB) #23/24-
104, in an amount not to exceed $200,000 for Fiscal Year 2023/2024.
BACKGROUND:
Quality electrical parts and supplies are essential in maintaining safe and functional City and Fire
facilities. These components are utilized in parking lots, internal and external building lighting
systems, sport lights, and electrical distribution systems. It is critical to use quality electrical
materials to sustain the City’s operations and ensure the longevity of all City and Fire facilities.
Electrical parts and supplies such as lamps, ballasts, circuit breakers, and wire are required to
perform repairs necessary to ensure that the City and Fire facilities are well maintained and safe
for the community.
ANALYSIS:
The Public Works Services Department provided the Procurement Division with specifications for
review and to determine the best method of procurement for electrical supplies from the top two
qualified lowest most responsive vendors. The Procurement Division prepared and posted a
formal Request for Bid (RFB) #23/24-104 for the purchase of “Electrical Supplies on an as Needed
Basis” to the City’s automated procurement system. There were five hundred seventeen (517)
notified vendors, twenty-one (21) prospective bidders downloaded or reviewed the solicitation
documentation, and four (4) responses received. Walters Wholesale Electric and Consolidated
Electrical Distributors were the lowest qualified responsive vendors.
All applicable bid documentation is on file in the City’s electronic bidding system and can be
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accessed through the City’s web page.
FISCAL IMPACT:
The proposed purchase of electrical parts is within the various operations and maintenance
budget line items in the approved FY 2023/2024 budget.
COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:
This item addresses the City Council core values of promoting and enhancing a safe and healthy
community for all in ensuring City and Fire District facilities are properly maintained.
ATTACHMENTS:
None.
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DATE:September 19, 2023
TO:Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY:Jennifer Hunt Gracia, Community Services Director
Chandra Thomas, Management Analyst III
SUBJECT:Consideration to approve a three (3) year Professional Services
Agreement with Active Network, LLC., at a 1.56% to 4.42% Service Fee
per Transaction for Web-based Program Registration, Facility
Reservation, and Membership Management Services. (CITY)
RECOMMENDATION:
Staff recommends the City Council approve the execution of a three (3) year Professional
Services Agreement (PSA) with Active Network, LLC. (Active Net) at a 1.56% to 4.42% service
fee per transaction for web-based Program Registration, Facility Reservation, Membership
Services, and Corresponding Auxiliary Technological Support Services.
BACKGROUND:
Since 2015, Active Net has provided web-based registration services to the City of Rancho
Cucamonga. The Community Services Department, Library Services, and Fire Protection District
utilize Active Net's web-based program registration, facility reservation, and membership
management program.
Active Net utilizes the Software-as-a-Service (SaaS) model to provide these services. Active Net
owns and maintains the database and server infrastructure, eliminating the City’s need for costly
software IT infrastructure and reducing and/or eliminating user licenses, servers, and separate
maintenance agreements while ensuring the community has secure access to web-based
services. Furthermore, Active Net is required to meet PCI level 1 compliance, the highest level of
security for credit card transactions required by all major credit cards; therefore, Active Net is
responsible for the risk and validation requirements when a credit card is entered into the system.
Active Net’s web-based system uses a transaction pricing model to support software and
infrastructure updates by applying a nominal fee to all financial transactions. This fee ranges from
1.56% to 4.42% and is passed on to the user and retained by Active Net to cover system
upgrades. The City previously elected to establish an average 4% transaction fee for all
customers registering for fee-based programs. This fee was established in Resolution Number
19-092 and is reviewed annually.
ANALYSIS:
Active Net is recognized as an industry leader in providing web-based software for program
registration, facility reservations, and membership management. The City remains very satisfied
with the services provided. Active Net's knowledge of the City's current requirements, modules,
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business processes, workflows, and configurations is advantageous for continued seamless
operations. The City has worked diligently to ensure Active Net services are compatible with
current and planned network security and finance functions, including Workday.
FISCAL IMPACT:
Renewing this contract has no fiscal impacts, as the current 4% transaction service fee rate does
not change. Therefore, the budget approved by the City Council is sufficient at this time.
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
This project supports the City Council’s values of providing and nurturing a high quality of life for
all, intentionally embracing and anticipating our future, and the relentless pursuit of improvement.
ATTACHMENTS:
Attachment 1 – Professional Services Agreement
Attachment 2 – Single Source Memo
Attachment 3 – Single Source Justification Form
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The Community Services Department is submitting a Single/Sole Source Justification
Form; this memo is for the purpose of clarifying the reasons for selecting a specific vendor
for the registration, facility reservation, membership and point of sale services.
The City of Rancho Cucamonga and Active Net, LLC, have a well-established
relationship having been the approved single source vendor for 8+ years. The
Community Service Department currently utilizes Active Network, a vendor hosted web-
based software for the management of recreation activities, facility reservations and
point of sale services . Library Services and
the Rancho Cucamonga Fire Protection District also utilize ActiveNet on a limited basis.
Active Network, LLC, is recognized as an industry leader in providing the described
services. The City remains very satisfied with the services provided. The Active
Network's knowledge of the City's current requirements, modules, business processes,
workflows and configurations are advantageous for continued seamless operations.
The City has worked diligently to ensure Active Network service are compatible with
current and planned network security and finance functions, including Workday.
Furthermore, transitioning to an alternative vendor for like services would result in a
prolonged process and substantial additional expenses, including staff training. The
City has invested significantly in equipment associated with the operation of the Active
Network services at ten (10) workstations (with point of sale), receipt printers, card
readers, signature pads, scanners, camera, and card printers, all of which may have to
be replaced with a new system.
It is for these reasons that the Community Services Department recommends the option
to procure Active Network, LLC, as the single source provider of registration, facility
reservation, membership and point of sale services for the operations the of Community
Services, Library Services, and Rancho Cucamonga Fire Protection District.
Page 1 of 1
DATE:August 24, 2023
TO:Ruth Cain, Procurement Manager
FROM:Chandra Thomas, Management Analyst III
BY:Ryan Samples, Community Services Supervisor
SUBJECT:SINGLE SOURCE JUSTIFICATION Active Network, LLC
MEMORANDUM
Community Services Department
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09/07/2023
X
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DATE:September 19, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY:Matt Burris, Deputy City Manager/ Acting Public Works Services Director
Jeff Benson, Parks and Landscape Superintendent
Paul Fisher, Management Analyst III
SUBJECT:Consideration of Amendment No. 5 to Contract No. CO 18-066 with
AquaBio Environmental Technologies for Preventive Maintenance and
Repair Services for Red Hill Lake and Floating Island in an Amount Not
to Exceed $25,830 during FY 2023/24. (CITY)
RECOMMENDATION:
Staff recommends the City Council:
1. Approve Amendment No. 5 to contract CO 18-066 with AquaBio Environmental
Technologies (AquaBio) extending the term of the contract to June 30, 2024, with an
option to extend the term an additional year through June 30, 2025.
2. Authorize an expenditure in an amount not to exceed $25,830 for FY 2023/24.
3. Authorize the City Manager exercise the option to renew the contract for an additional
year through June 30, 2025, in an amount not to exceed $28,420 for FY 2024/25,
contingent upon approval of the FY 2024/25 budget.
BACKGROUND:
The maintenance of Red Hill Lake is a critical function in managing the health and safety of this
publicly accessible water feature. AquaBio has been the provider for the City in maintaining the
lake’s water biology. Over the years, the City has worked with AquaBio to manage the health,
biology, and maintenance of Red Hill Lake, including its refurbishment in 2014, remediation
activities in 2017, and most recently for preventative maintenance and repair services from FY
2018 through FY 2023.
The City’s original contract with AquaBio (CO 18-066), dated June 4, 2018, is for preventive
maintenance and repair services for the Red Hill lake and floating island. The scope of work
includes a monthly maintenance schedule, standard water quality base sampling to assess
current health of the lake, and the capture and removal of invasive turtle species. The term of the
original contract was one year, with the option to renew in one-year increments for a maximum of
four additional years through June 30, 2023.
The FY 2023/24 budget includes funding for the design and construction of the Red Hill Lake
Modernization project which will include a new filtration and water treatment system and
incorporate other aesthetic design elements. In the interim, it is necessary to continue the services
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being provided by AquaBio.
ANALYSIS:
AquaBio has expressed their desire to continue providing service to the City and submitted their
proposal for Red Hill Lake Maintenance during FY 2023/24. It is anticipated that construction of
the Red Hill Lake Modernization Project will not commence until the beginning of FY 2024/25
necessitating the continuance of these services for at least the duration of the current fiscal year.
Staff recommends the City Council approve Amendment No. 5 to contract no. CO 18-066
extending the term of the contract to June 30, 2024, with an option to renew by mutual consent
of both parties for an additional year through June 30, 2025, in an amount not to exceed $25,830
for FY 2023/24 and $28,420 for FY 2024/25, contingent upon approval of the FY 2024/25 budget.
FISCAL IMPACT:
The adopted FY 2023/24 budget includes $25,830 for Red Hill Lake Maintenance and Repair
Services in account 1848321-5300.
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
This item addresses the City Council’s Core Values of promoting and enhancing a safe and
healthy community for all while providing and maintaining high quality outdoor spaces.
ATTACHMENTS:
None
Page 137 of 326
DATE:September 19, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY:Jason C. Welday, Director of Engineering Services/City Engineer
James Lo, Assistant Engineer
SUBJECT:Consideration to Accept Public Improvements on the Southwest Corner
of Arrow Route and Hickory Avenue per Improvement Agreement,
Related to Design Review DRC2018-00946, as Complete, File a Notice
of Completion, and Authorize Release of Bonds. (CITY)
RECOMMENDATION:
Staff recommends that the City Council:
1. Approve and accept the public improvements and their design, required for the
development of Design Review DRC2018-00946 and authorize the City Engineer to file
the appropriate Notice of Completion;
2. Release Faithful Performance Bond and accept a Maintenance Bond for the associated
public improvements; and
3. Authorize the City Engineer to approve release of the Maintenance Bond one year
following the filing of the Notice of Completion if the improvements remain free from
defects in material and workmanship.
BACKGROUND:
Design Review DRC2018-00594 was approved by the Planning Commission on October 23,
2019, for the construction of a 33,067 square foot warehouse on a 1.67-acre parcel located on
the southwest corner of Arrow Route and Hickory Avenue, in the General Industrial (GI) District.
An improvement agreement and securities for Design Review DRC2018-00946 were approved
by the City Council on November 16, 2022, to ensure construction of the required public
improvements.
ANALYSIS:
All public improvements required of this development have been completed to the satisfaction of
the City Engineer. The public improvement will be re-inspected in approximately nine months to
ensure they remain in good order prior to release of the maintenance bond.
Prior to construction of the public improvement the developer, 88 Arrow Route, LLC, submitted
the Faithful Performance Bond (No. 4446741) and Labor and Material Bond (No. 4446741) to
ensure satisfactory completion of the improvements. With completion of the improvements, the
City will retain 10% of the Labor and Material Bond as the Maintenance Bond (No. 4446741) for
the warranty period of one year from the final inspection.
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FISCAL IMPACT:
None.
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
This item address the City Council’s vision for the City by ensuring the maintenance of high-quality
public improvements that promote a world class community.
ATTACHMENTS:
Attachment 1 – Vicinity Map
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ATTACHMENT 1
Case No. DRC2018-00946
Vicinity Map
NOT TO SCALE
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DATE:September 19, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY:Jason C. Welday, Director of Engineering Services/City Engineer
Trina Valdez, Utilities Operations Supervisor
SUBJECT:Consideration of Resolution Authorizing the Attestation of Veracity for the
Rancho Cucamonga Municipal Utility 2022 Power Source Disclosure
Annual Report and Power Content Label. (RESOLUTION NO. 2023-104)
(CITY)
RECOMMENDATION:
Staff recommends the City Council adopt the attached resolution authorizing the attestation of
veracity for the Rancho Cucamonga Municipal Utility (RCMU) 2022 Power Source Disclosure
Annual Report and Power Content Label.
BACKGROUND:
In 1997, the California Legislature adopted Senate Bill 1305, Article 5, amended by Assembly Bill
162 (2009), requiring retail suppliers of electricity to disclose sources of energy being used to the
California Energy Commission (CEC) and to consumers in the form of the Power Source
Disclosure Annual Report and Annual Power Content Label.
The legislation also requires that the information used to calculate the Power Content Label for
each calendar year be independently audited. In lieu of an independent audit and verification, an
authorized agent of the City may submit to the CEC, under penalty of perjury, an attestation
confirming the accuracy of the report. The CEC requires that the submission of the attestation be
approved by the City Council at a public meeting.
ANALYSIS:
RCMU submitted the 2022 Power Source Disclosure Annual Report and Power Content Label to
the CEC on May 24, 2023, including the staff attestation, and provided the required information
to its customers by posting the 2022 Power Content Label on the City’s website
(https://www.CityofRC.us/RCMU). Approval of the attached resolution satisfies the statutory
requirement for approval by the City Council.
In 2022, RCMU’s total power procurements and generation for retail sales came from three
sources: 29.9% of power was renewable procurements (solar), 4.4% was large hydroelectric and
65.7% was unspecified power. Unspecified power refers to electricity that has been purchased
through open market transactions and is not traceable to a specific generation source.
As RCMU continues to move forward in increasing its procurement of renewable energy, RCMU
will seek renewable energy opportunities both regionally and locally. This power source diversity
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5
will allow RCMU to be more reliable and resilient by supporting local renewable generation
projects, as well as supporting goals addressed in the City‘s Climate Action Plan, including the
reduction in Greenhouse Gas emissions and the transition of the power grid to renewable
sources.
FISCAL IMPACT:
None.
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
This item addresses the City Council’s vision by ensuring compliance with State regulations and
building on our success as a world class and sustainable community.
ATTACHMENTS:
Attachment 1 - Power Source Disclosure Report and Power Content Label
Attachment 2 - Resolution
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Version: April 2023
CONTACT INFORMATION
2022 POWER SOURCE DISCLOSURE ANNUAL REPORT
For the Year Ending December 31, 2022
RETAIL SUPPLIER NAME
City of Rancho Cucamonga
ELECTRICITY PORTFOLIO NAME
Retail suppliers are required to use the posted template and are not allowed to
make edits to this format. Please complete all requested information.
GENERAL INSTRUCTIONS
NAME Fred Lyn
TITLE Deputy Director of Engineering - Utilities
MAILING ADDRESS 10500 Civic Center Drive
CITY, STATE, ZIP Rancho Cucamonga, CA 91730
PHONE (909) 774-4035
EMAIL fred.lyn@cityofrc.us
If you have questions, contact Power Source Disclosure (PSD) staff at PSDprogram@energy.ca.gov or
(916) 639-0573.
NOTE: Information submitted in this report is not automatically held confidential. If your company
wishes the information submitted to be considered confidential an authorized representative must
submit an application for confidential designation (CEC-13), which can be found on the California Energy
Commissions's website at https://www.energy.ca.gov/about/divisions-and-offices/chief-counsels-office.
WEBSITE URL FOR
PCL POSTING https://www.cityofrc.us/rcmu
Submit the Annual Report and signed Attestation in PDF format with the Excel version of the Annual
Report to PSDprogram@energy.ca.gov. Remember to complete the Retail Supplier Name, Electricity
Portfolio Name, and contact information above, and submit separate reports and attestations for each
additional portfolio if multiple were offered in the previous year.
ATTACHMENT 1Page 143 of 326
Version: April 2023
105,583
36,212
69,371
-
-
-
36,212
29,691
0.2812
DIRECTLY DELIVERED RENEWABLES
Facility Name Fuel Type
State or
Province WREGIS ID RPS ID N/A EIA ID
Gross MWh
Procured
MWh
Resold
Net MWh
Procured
Adjusted Net MWh
Procured
GHG Emissions
Factor (in MT
CO2e/MWh)
GHG Emissions (in
MT CO2e)N/A
Antelope Expansion 3B Solar CA W11436 64096A 62674 13,454 13,454 13,454 - -
RE Astoria 2 Solar CA W4931 62691A 59977 16,526 16,526 16,526 - -
City of Rancho Cucamonga - City Hall Solar CA W4859 63210A P222 106 106 106 - -
City of Rancho Cucamonga - Animal Center Shelt Solar CA W5017 63221A P223 328 328 328 - -
City of Rancho Cucamonga - Epicenter Solar CA W5425 63220A P224 1,049 1,049 1,049 - -
City of Rancho Cucamonga - Fire Station 173 Solar CA W12547 64972A P378 108 108 108 #N/A
- - #N/A
- - #N/A
- - #N/A
- - #N/A
FIRMED-AND-SHAPED IMPORTS
Facility Name Fuel Type
State or
Province WREGIS ID RPS ID
EIA ID of
REC
Source
EIA ID of
Substitute
Power
Gross MWh
Procured MWh Resold
Net MWh
Procured
Adjusted Net MWh
Procured
GHG Emissions
Factor (in MT
CO2e/MWh)
GHG Emissions
(in MT CO2e)
Eligible for
Grandfathered
Emissions?
- - #N/A
- - #N/A
- - #N/A
- - #N/A
- - #N/A
SPECIFIED NON-RENEWABLE PROCUREMENTS
Facility Name Fuel Type
State or
Province N/A N/A N/A EIA ID
Gross MWh
Procured MWh Resold
Net MWh
Procured
Adjusted Net MWh
Procured
GHG Emissions
Factor (in MT
CO2e/MWh)
GHG Emissions
(in MT CO2e)N/A
Boulder Canyon Project Large hydro NV 466 4,641 4,641 4,641 - -
- - #N/A
- - #N/A
- - #N/A
- - #N/A
- - #N/A
- - #N/A
- - #N/A
- - #N/A
PROCUREMENTS FROM ASSET-CONTROLLING SUPPLIERS
Facility Name Fuel Type N/A N/A N/A N/A EIA ID
Gross MWh
Procured MWh Resold
Net MWh
Procured
Adjusted Net MWh
Procured
GHG Emissions
Factor (in MT
CO2e/MWh)
GHG Emissions
(in MT CO2e)N/A
- #N/A
- #N/A
- #N/A
- #N/A
END USES OTHER THAN RETAIL SALES MWh
GHG Emissions Intensity (in MT CO2e/MWh)
Net Specified Natural Gas
Net Specified Coal & Other Fossil Fuels
Net Specified Nuclear, Large Hydro, Renewables, and ACS Power
GHG Emissions (excludes grandfathered emissions)
Retail Sales (MWh)
Net Specified Procurement (MWh)
Unspecified Power (MWh)
Procurement to be adjusted
2022 POWER SOURCE DISCLOSURE ANNUAL REPORT
SCHEDULE 1: PROCUREMENTS AND RETAIL SALES
For the Year Ending December 31, 2022
City of Rancho Cucamonga
(ELECTRICITY PORTFOLIO NAME)
Instructions: Enter information about power procurements underlying this electricity portfolio for which your company is filing the Annual Report.
Insert additional rows as needed. All fields in white should be filled out. Fields in grey auto-populate as needed and should not be filled out. For
EIA IDs for unspecified power or specified system mixes from asset-controlling suppliers, enter "Unspecified Power", "BPA", or "Tacoma Power" as
applicable. For specified procurements of ACS power, use the ACS Procurement Calculator to calculate the resource breakdown comprising the
ACS system mix. Procurements of unspecified power must not be entered as line items below; unspecified power will be calculated
automatically in cell N9. Unbundled RECs must not be entered on Schedule 1; these products must be entered on Schedule 2. At the bottom
portion of the schedule, provide the other electricity end-uses that are not retail sales including, but not limited to transmission and distribution losses
or municipal street lighting. Amounts should be in megawatt-hours.
Page 144 of 326
Version: April 2023
Adjusted Net
Procured (MWh)
Percent of Total
Retail Sales
Renewable Procurements 31,571 29.9%
Biomass & Biowaste - 0.0%
Geothermal - 0.0%
Eligible Hydroelectric - 0.0%
Solar 31,571 29.9%
Wind - 0.0%
Coal - 0.0%
Large Hydroelectric 4,641 4.4%
Natural gas - 0.0%
Nuclear - 0.0%
Other - 0.0%
Unspecified Power 69,371 65.7%
Total 105,583 100.0%
105,583
620
0.0%
Total Retail Sales (MWh)
GHG Emissions Intensity (converted to lbs CO2e/MWh)
Percentage of Retail Sales Covered by Retired Unbundled
RECs
2022 POWER SOURCE DISCLOSURE ANNUAL REPORT
SCHEDULE 3: POWER CONTENT LABEL DATA
For the Year Ending December 31, 2022
City of Rancho Cucamonga
(ELECTRICITY PORTFOLIO NAME)
Instructions: No data input is needed on this schedule. Retail suppliers should use
these auto-populated calculations to fill out their Power Content Labels.
Page 145 of 326
Version: April 2023
2022 POWER SOURCE DISCLOSURE ANNUAL REPORT
ATTESTATION FORM
For the Year Ending December 31, 2022
City of Rancho Cucamonga
(ELECTRICITY PORTFOLIO NAME)
I, Fred Lyn, Deputy Director of Engineering -Utilities, declare under penalty of perjury, that the
statements contained in this report including Schedules 1 and 3 are true and correct and that I,
as an authorized agent of City of Rancho Cucamonga, have authority to submit this report on
the company's behalf. I further declare that the megawatt-hours claimed as specified
purchases as shown in these Schedules were, to the best of my knowledge, sold once and only
once to retail customers.
Name: Fred Lyn
Representing (Retail Supplier): City of Rancho Cucamonga
Signature:
Dated: 5/24/2023
Executed at: Rancho Cucamonga
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Resolution No. 23-XXX – Page 1 of 1
ATTACHMENT 2
RESOLUTION NO. 23-XXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, AUTHORIZING THE ATTESTATION OF
VERACITY FOR THE RANCHO CUCAMONGA MUNICIPAL UTILITY 2022
POWER SOURCE DISCLOSURE ANNUAL REPORT AND POWER
CONTENT LABEL
WHEREAS, the Rancho Cucamonga Municipal Utility (RCMU) is a publicly-owned utility in the
state of California and is therefore subject to Senate Bill 1305, as amended by Assembly Bill 162, requiring
retail suppliers of electricity to disclose sources of energy being used to the California Energy Commission
(CEC) and to consumers in the form of the Power Source Disclosure Annual Report and the Annual Power
Content Label; and
WHEREAS, the 2022 Power Source Disclosure Annual Report and Annual Power Content Label
has been submitted to the CEC, and the Annual Power Content Label has been posted on the City’s
website for customers to review; and
WHEREAS, the 2022 Power Source Disclosure Annual Report includes an attestation from an
authorized agent of the City, under penalty of perjury, confirming the accuracy of the information provided.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, HEREBY
RESOLVES,
Section 1.: The City Council hereby certifies the 2022 Power Source Disclosure Program
Report and Annual Power Content Label.
Section 2.: The City Clerk shall certify to the adoption of this Resolution.
Section 3.: This Resolution shall take effect immediately upon its adoption.
PASSED, APPROVED, AND ADOPTED this 19th day of September 2023.
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DATE:September 19, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY:Elisa C. Cox, Assistant City Manager
Michael Parmer, Assistant to the City Manager
SUBJECT:Consideration to Receive and File the Summary of the Public Safety
Response to 2022 Holiday Lights Display and Consideration of a
Resolution Temporarily Closing Portions of Thoroughbred and Jennet
Streets, West Sapphire Street and East of Turquoise Avenue, and a
Portion of Turquoise Avenue Between Jennet and Thoroughbred Streets,
to Pedestrian Traffic During the Area’s 2023 Holiday Light Display.
(RESOLUTION NO. 2023-105) (CITY)
RECOMMENDATION:
Staff recommends that the City Council adopt Resolution No. 2023-105, temporarily closing
portions of Thoroughbred and Jennet Streets, west of Sapphire Street and east of Turquoise
Avenue, and a portion of Turquoise Avenue between Jennet and Thoroughbred Streets, to
pedestrian traffic during the area’s Holiday Light Display for the 2023 holiday season.
BACKGROUND:
For more than 20 years, the residents of Thoroughbred and Jennet Streets have created a visual
display of lights during the weeks leading up to Christmas. With the advent of social media, the
light displays now attract visitors from all over Southern California. Over the last 10 years, the
Holiday Lights Display, and the overwhelming crowds it attracts, created substantial public safety
concerns as well as significant impacts on the quality of life for area residents who are not part of
the Holiday Lights Display.
Although the City provides police and traffic support to manage the crowds and minimize impacts
on adjacent neighborhoods, the City has always made it clear that it is not an official City-
sponsored event. The large crowds create significant public safety and community concerns.
Multiple departments are impacted; the Police, Engineering Services, and Public Works Services
Departments along with the City Manager’s Office collaborate each year to provide a high level
of specialty services to mitigate these impacts and elevate the safety of the residents and visitors,
which is quite costly. Plans are reviewed internally and with the community each year in an effort
to adapt to the ever-growing event.
The Holiday Lights Display, and the overwhelming crowds it attracts, has created substantial
public safety concerns as well as significant impacts on the quality of life for area residents who
are not part of the Holiday Lights Display. Key findings from past years include:
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Thoroughbred and Jennet Streets and Turquoise Avenue are narrow, two-lane residential
streets with no sidewalks and are not intended to handle substantial amounts of vehicular or
pedestrian traffic.
Traffic counts demonstrate a startling number of pedestrians and vehicles which creates a
dangerous situation for pedestrians and motorists.
Pedestrians, including children, are routinely observed traversing back and forth across the
street in between vehicles. At the same time, drivers are distracted by the holiday displays.
Residents in the surrounding neighborhoods experience significant inconveniences from the
large volume of visitors such as illegal parking, blocking driveways, litter and human excrement
in their yards, vandalism, trespassing, noise and the extreme delays in ingress and egress into
their residential neighborhoods.
In response to these critical public safety concerns, and with Rancho Cucamonga Police
Department’s (“RCPD”) recommendation, the City in 2017 transitioned the Holiday Light Display
into a Drive-Thru Only experience by limiting pedestrian traffic during certain peak times due to
unsafe conditions that have been observed in the past.
ANALYSIS:
Since 2017, RCPD has successfully implemented the Drive-Thru Only Ordinance. The Drive-Thru
Only Ordinance, which restricts pedestrian access, was implemented for the entire holiday season
last year, from December 2-24 to minimize large crowds. RCPD and City staff have continued to
receive positive comments regarding the Drive-Thru Only Ordinance and how it has improved
conditions in the areas surrounding Thoroughbred and Jennet Streets.
In comparing vehicular traffic between the 2021 and 2022 holiday season, traffic increased 13.1%
for the Holiday Light corridor; Hillside Road increased 9%, Carnelian Street increased 5%, and
Sapphire Street remained unchanged (but was still 11% above 2020 levels). This is a reversal of
a downward trend that was previously being experienced since the transition to Drive-Thru Only
and the third consecutive year traffic increased.
During the months leading up to the holiday season, RCPD and the City’s CAN Team executed
an aggressive communications strategy to educate the public for the upcoming holiday season.
Efforts include information mailings, video announcements and social media posts. Electronic
message board signage was strategically placed in the area announcing the pedestrian
restrictions. The City’s Holiday Lights webpage received 56,652 unique views. This was below
December 2020 (77,009 unique views), but well above December 2019 (33,400 unique views).
Total social media impressions for December 2021 were 30,256.
RCPD also worked with DoIT (the City’s Department of Innovation and Technology) to again
deploy the online event registration portal, allowing residents within the affected area to register
their parties/get-togethers so that their guests can be allowed through the City-staffed check-in
areas. During the 2023 holiday season, residents within the affected area registered 212
parties/get-togethers. This was approximately the same as last year’s 206 parties/get-togethers.
The average party size was approximately six guests.
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Overall, approximately half of the people who showed up to the staffed checkpoint site on foot
were turned away as they were not there to visit a resident in the restricted area or on a registered
resident’s list. Additionally, there were frequent nightly stops from RCPD, often occurring at the
City staffed checkpoint, to address a multitude of issues including violations from adults and
children not wearing seatbelts, failure to yield or stop at designated barriers, various vehicle
infractions, suspected intoxications, children running into the roadway, among others.
Additionally, there were several incidents with illegal golf carts on roadways shuttling people to
houses located within the restricted area. Queues of vehicles regularly exceeded two (2) to three
(3) hours or more on any given date in multiple directions.
For 2023, Staff is again recommending that residents who wish to host parties or events, may do
so, but will need to register the party or gathering through the portal. Residents can identify guests
in advanced using the portal and their guests will need to check-in and verify their name has been
registered. For residents who do not wish to register their guests, they will still be able to hold
parties or family gatherings; however, guests will need to be verified by the homeowner upon
arrival at the check-point. Upon verification, guests will be permitted to enter the holiday light
display area by foot. Guests will only be allowed to go directly to, and from, the house where the
party is located.
The Drive-Thru Only Ordinance has proven to be an effective strategy in reducing the unsafe
conditions and the negative impacts on the surrounding area residents. As visitation to the holiday
lights event continues to increase, it is as important as ever to maintain established City procedure
to reduce or minimize adverse interactions between pedestrians and vehicles. In light of the
increased visitation, it is recommended to continue to implement the Drive Thru Ordinance and
minimize days where vehicles and pedestrians can mix in an unregulated fashion. For the 2023
holiday season, it is recommended the Drive Thru Ordinance be implemented from December 4
to December 24, 2023. It is recommended that the City Council adopt the attached Resolution
establishing Drive-Thru Only on the dates identified above for the 2023 holiday season.
FISCAL IMPACT:
RCPD incurred a total of $150,000 in personnel costs in order to staff the Holiday Light Display
for the 2022 holiday season. For the 2023 holiday season, RCPD has budgeted $175,000 in
personnel costs and $3,600 in operations and maintenance for a total budgeted amount of
$178,600.
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
The City’s response to the Holiday Light Display is consistent with the City Council’s goal of
promoting a safe community.
ATTACHMENTS:
Attachment 1 - Resolution No. 2023-105
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RESOLUTION NO. 2023-105
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA TEMPORARILY CLOSING PORTIONS OF
THOROUGHBRED AND JENNET STREETS, WEST OF SAPPHIRE
STREET AND EAST OF TURQUOISE AVENUE, AND A PORTION OF
TURQUOISE AVENUE BETWEEN JENNET AND THOROUGHBRED
STREETS, TO PEDESTRIAN TRAFFIC DURING THE AREA’S HOLIDAY
LIGHT DISPLAY, AND MAKING FINDINGS IN SUPPORT THEREOF
A. Recitals
1. The elaborate display of holiday lights and decorations by residents of
Thoroughbred and Jennet Streets, west of Sapphire Street and east of Turquoise Avenue,
and Turquoise Avenue between Thoroughbred and Jennet Streets, during the month of
December (the “Holiday Light Display”) is an example of the community’s holiday spirit,
hard work, and creativity, which has grown over the last thirty years into one of the largest
holiday light displays in Southern California, drawing viewers from across the region.
2. In recent years, however, the popularity of the Holiday Light Display has led
to a surge in vehicular and pedestrian traffic, particularly on and around portions of
Thoroughbred and Jennet Streets, and Turquoise Avenue, resulting in a variety of
negative impacts that threaten the health, safety, and welfare of members of the public.
3. At the regularly scheduled City Council meeting on September 19, 2023,
the City Council received evidence concerning the negative impacts and dangerous
conditions created by the Holiday Light Display prior to the adoption of this Resolution.
4. All legal prerequisites to the adoption of this Resolution have occurred.
B. Resolution
NOW THEREFORE, the Rancho Cucamonga City Council does hereby find,
determine, conclude, and resolve as follows:
1. Based on evidence presented to the City Council at the above-referenced
meeting on September 19, 2023, the City Council finds as follows:
a. All facts set forth in Part A, Recitals, of this Resolution are true and
correct.
b. Thoroughbred and Jennet Streets, and Turquoise Avenue are
narrow, two-lane, residential streets with no sidewalks, which are not intended to handle
substantial amounts of vehicular or pedestrian traffic.
c. An estimated 5,000 to 10,000 vehicles travel through these streets
each day during the busiest periods of the Holiday Light Display, in addition to pedestrians
who park in neighboring communities and walk into the area.
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d. Traffic during the Holiday Light Display has increased to where the
average wait time to enter can reach approximately two hours, followed by an additional
hour and a half to travel through the streets. On busy evenings, traffic can back up to the
210 Freeway, approximately one mile away.
e. Large trucks, hot rods, and tour buses, which are normally
uncommon on Thoroughbred and Jennet Streets, and Turquoise Avenue, have been
increasingly common in the area during the Holiday Lights Display, which creates
additional dangers for pedestrians because they tend to take up larger portions of the
road and require additional skill and attention to safely maneuver.
f. The exceedingly high number of vehicles and presence of larger-
than-normal vehicles in the area results in noise and air pollution to pedestrians and
surrounding residents.
g. Traffic and safety problems are exacerbated by the large volume of
pedestrians in the street, causing vehicles to slow, stop, or idle to avoid collisions. At any
one time, as many as 5,000 pedestrians are in the roadway.
h. Due to the absence of sidewalks on Thoroughbred and Jennet
Streets, and Turquoise Avenue, pedestrians mainly travel in the roadway, which creates
a danger both to pedestrians and those traveling in vehicles.
i. Pedestrians have been routinely observed traversing back and forth
across the street to view the holiday displays. At the same time, drivers are distracted by
the holiday displays. With drivers and pedestrians both distracted, the potential for an
accident involving a pedestrian substantially increases.
j. The Holiday Light Display attracts many families with young children
to the area. In some instances, children have been observed wandering unsupervised.
Children are therefore at increased risk of being hit by a vehicle while walking in the street.
k. Pedestrians frequently visit the Holiday Light Display expecting to
find public restrooms. As no public restrooms are located nearby, pedestrians have been
identified using nearby horse trails and dark residential areas to urinate, defecate, and
discard hazardous waste.
l. The Chief of Police and Fire Chief have determined that, due to
increased vehicle and pedestrian traffic during the Holiday Light Display and limited street
capacity, emergency personnel might not be able to safely and timely respond to potential
emergencies in the surrounding community.
m. The negative impacts and dangerous conditions created by the
Holiday Light Display would be mitigated if the affected portions of Thoroughbred and
Jennet Streets, and Turquoise Avenue were temporarily closed to pedestrian traffic during
the Holiday Light Display. In the absence of pedestrians, vehicular traffic flow would
improve, and emergency vehicles would have improved access because they could pass
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on either side of the one-way vehicular traffic. Furthermore, potential accidents involving
vehicles and pedestrians would be reduced.
n. Vehicle Code Section 21101(e) authorizes the City, to act by
resolution, to temporarily close a portion of any street for celebrations, parades, local
special events, and other purposes when, in the opinion of the City Council, the closing
is necessary for the safety and protection of persons who are to use that portion of the
street during the temporary closing.
o. The Holiday Light Display, although not City sponsored, constitutes
a local special event for the purposes of Vehicle Code Section 21101(e).
2. Based on the facts set forth in the preceding Section 1 of this Resolution
and all available information, the City Council hereby finds that the temporary closure of
portions of Thoroughbred and Jennet Streets, and Turquoise Avenue to pedestrian traffic,
except for residents of the homes within the affected area and their guests, during the
Holiday Light Display is necessary for the safety and protection of persons who are to use
the streets during the Holiday Light Display.
3. Based on the finding made in the preceding Section 2 of this Resolution and
pursuant to California Vehicle Code Section 21101(e), the City Council hereby closes
those portions of Thoroughbred and Jennet Streets west of Sapphire Street and east of
Turquoise Avenue and Turquoise Avenue between Jennet and Thoroughbred Streets (as
identified on Exhibit A, attached hereto and incorporated herein by this reference) to all
pedestrian traffic except for residents of the homes on the affected streets and their
guests from 5:00 p.m. to 11:00 p.m. from December 4 to December 24, 2023.
4. The Chief of Police, in consultation with the City Engineer or designee, shall
erect, or cause to be erected and maintained, sufficient temporary signs, barriers, and
other temporary traffic control devices, to preclude pedestrians from traversing those
portions of Thoroughbred and Jennet Streets as shown on Exhibit A, except to residents,
during the closure period.
5. The Chief of Police, City Engineer, and City Manager may adjust closure
days and hours based on traffic, weather, COVID-19, or other conditions which impact
public safety.
6. The City Manager is further authorized to establish procedures to verify
exceptions for residents of the homes on the affected streets and their guests from 5:00
p.m. to 11:00 p.m. from December 4 to December 24, 2023.
7. This resolution is exempt from the California Environmental Quality Act
(“CEQA”) pursuant to CEQA Guidelines Section 15301(c), existing facilities.
Thoroughbred and Jennet streets and Turquoise Avenue are existing streets and the
proposed temporary closure of those streets during the Holiday Light Display constitutes
a minor change in their operation. The temporary street closure will only affect a portion
of Thoroughbred and Jennet streets between Sapphire Street and Turquoise Avenue and
Turquoise Avenue between Jennet and Thoroughbred streets during a select number of
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days and for a limited period of time between 5:00 p.m. and 11:00 p.m. Residents of the
affected portions of the streets will continue to have access to their homes at all times
and the streets will continue to be accessible by car. Due to the significant vehicular and
pedestrian traffic impacts during the Holiday Light Display, the temporary closure is
anticipated to reduce an existing significant traffic and safety impact in a portion of the
City.
8. The City Clerk shall certify to the adoption of this Resolution
PASSED, APPROVED, AND ADOPTED this ____ day of __________ 2023.
AYES:
NOES:
ABSENT:
ABSTAINED:
_______________________________
L. Dennis Michael
Mayor
ATTEST:
_______________________________
Janice C. Reynolds
City Clerk
I, Janice C. Reynolds, City Clerk, do hereby certify that the foregoing Resolution was duly
passed, approved, and adopted by the City Council of the City of Rancho Cucamonga, at
a Regular Meeting of said Council held on September 19, 2023.
Executed this day September 19, 2023 at Rancho Cucamonga, California.
_______________________________
Janice C. Reynolds
City Clerk
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Page 155 of 326
DATE:September 19, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY:Wess Garcia, Acting Library Director
SUBJECT:Consideration to Accept and Allocate Grant Revenue in the Amount of
$2,500 Awarded by the California State Library for Zip Books Services.
(CITY)
RECOMMENDATION:
Staff recommends the City Council approve and allocate $2,500 awarded by the California State
Library to directly support Zip Books Services through the purchase of additional materials.
BACKGROUND:
Zip Books Services supports multiple goals of the Library Services Department including providing
cardholders with unique and popular titles in a timely manner, increasing opportunities for patron-
driven acquisitions and meeting the community's demand for diverse and inclusive collections.
ANALYSIS:
Approval of these grant funds will help pay for the acquisition of additional library collection
materials and cover the related direct-to-patron shipping expenses.
FISCAL IMPACT:
This grant provides additional funds from the California State Library to supplement the Library's
materials budget and will be added as additional revenue to the FY 2023-2024 Budget. This grant
does not require any additional City matching funding. Funds from this grant will be placed into
Library revenue account 1291000-4740 and appropriated into Library expenditure accounts in the
following manner:
1291602-5200/0-3787 Operations & Maintenance $2,500
1291602-5300/0-3787 Contract Services $150
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
Providing superior Library Services to Rancho Cucamonga residents contributes to a high quality
of life for all.
ATTACHMENTS:
None.
Page 156 of 326
DATE:September 19, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY:Jason C. Welday, Director of Engineering Services/City Engineer
SUBJECT:Consideration to Authorize an Expenditure for Professional Land Survey
Services by Towill Pursuant to Professional Services Agreement No.
CO19-144 for the Preparation of Tentative and Final Subdivision Maps for
Central Park in the Amount of $117,765 Plus a 10% Contingency; the
Director of Engineering Services to Amend the Agreement to Increase the
Annual Compensation for Fiscal Year 2023/24 to $280,000; and an
Appropriation in the amount of $130,000 from the Park Development
Fund (Fund 120). (CITY)
RECOMMENDATION:
Staff recommends the City Council:
1) Authorize the expenditure for Professional Land Survey Services to be provided by Towill
pursuant to Professional Services Agreement NO. CO19-144 for the preparation of
tentative and final subdivision maps for Central Park in the amount of $117,765;
2) Authorize the Director of Engineering Services to approve the expenditure of a 10%
contingency in an amount not to exceed $11,780;
3) Authorize the Director of Engineering Services to amend CO19-144 to increase the annual
compensation for Fiscal Year 2023/24 to $280,000; and
4) Authorize the appropriation of funds in the amount of $130,000 from the Park
Development Fund (Fund 120) to Account No. 1120301-5300 (Contract Services).
BACKGROUND:
Located on the northwest corner of Base Line Road and Milliken Avenue, Central Park site has
been envisioned by the community and intended by the City Council to become a multi-
dimensional park providing a broad range of active and passive recreational amenities for over
30 years. The easterly portion of the park (approximately 30 acres) is currently developed with
the joint Community Center and Senior Center along with Freedom Courtyard, picnic shelters, a
playground, walking trails and open grass areas. The parking areas contain solar canopies and
EV chargers. This portion of the park was developed in the late 1990’s and early 2000’s using a
combination of local and State funds. It receives significant use by the community.
In order to finalize the vision for the remaining park space, the City Council began the process of
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updating the Central Park Master Plan (Master Plan) in 2017 through an extensive community
engagement process. After numerous community meetings, online engagement and an
interactive process with residents, the updated master plan was adopted in 2020. The Master
Plan identified smaller, buildable sections ranging in size from 3 to 10 acres, which were more
fiscally feasible for grant funding and the use of local resources, to develop on a consistent
timetable. The first of those amenities, the Central Park Dog Park is currently finishing
construction on a 4.4-acre site at the west end of the park. This project, which was partially funded
by the State, includes multiple dog play areas for dogs of all sizes, shaded rest areas, canine
agility equipment, walking paths, a parking area and a new signalized entrance to the west side
of the park.
The Central Park site currently consists of 10 individual lots totaling slightly more than 100 acres.
Since these lots were originally subdivided to accommodate the sale of the land they are generally
rectangular and do not align with the planning areas outlined in the master plan. The planning
areas include both active and passive recreational elements, an amphitheater, a viticulture
heritage section, water play/swim area, walking trails and parking areas along with a new loop
road for vehicular circulation internally from east to west. Some of the planning areas were
designed to be developed as possible public-private partnerships with organizations or entities
that have prior expertise in one or more of the various recreational or cultural amenities that were
designed into the Master Plan. These public-private partnerships require the ability to clearly
define the boundaries of amenity sites for possible leasing purposes that further the completion
as designed of the Master Plan. To this end, staff obtained a proposal from Towill, a professional
surveying firm currently under contract with the City for on-call survey services to prepare
necessary maps and related documents to re-subdivide the park site to better align with the
master plan’s planning areas.
ANALYSIS:
The proposal received from Towill includes the boundary establishment, professional survey, and
map preparation services needed to provide tentative and final parcel maps for the site. Staff will
utilize these maps along with the Master Plan to process the subdivision for consideration by the
Planning Commission and City Council as outlined in the City’s subdivision ordinance. It is
anticipated that the re-subdivision will result in approximately 10 lots of varying size that will more
closely align with the master plan and group similar planning areas together allowing the City to
plan, fund and develop future phases of the park and pursue high quality public-private
partnerships that implement the various recreational and cultural amenities designed into the
Master Plan by the community. Work outlined in Towill’s proposal will begin immediately and staff
anticipates finalizing the re-subdivision in the second quarter of 2024.
While these professional services are authorized under the on-call agreement with Towill, as with
all of the City’s on-call agreements for professional services, CO19-144 includes a term (Section
3.1) authorizing the maximum anticipated expenditures for each fiscal year in the amount of
$150,000. In order to avoid nearly depleting the annual authorization for this year, an amendment
to increase the amount authorized for Fiscal Year 2023/24 from $150,000 to $280,000 to include
this larger expenditure will be required.
FISCAL IMPACT:
The total anticipated cost for this expenditure, including a 10% contingency to cover any additional
service needs that may arise during the project, is $129,545. Expenditures for this project have
not been included in the Fiscal Year 2023/24 Budget, therefore an appropriation in the amount of
$130,000 from the Park Development Fund (Fund 120) to Account No. 1120303-5300 (Contract
Services) is required to fund these services.
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COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
This item furthers the City Council’s vision to create an equitable, sustainable, and vibrant city,
rich in opportunity for all to thrive by intentionally embracing and anticipating our future so that we
might provide and nurture a high quality of life for all in our community.
ATTACHMENTS:
None
Page 159 of 326
DATE:September 19, 2023
TO:Mayor and Members of the City Council
President and Members of the Boards of Directors
FROM:John R. Gillison, City Manager
INITIATED BY:Matt Burris, Acting Public Works Services Director
Lindsay McElwain, Management Analyst I
SUBJECT:Presentation on the Fleet Utilization Study and Electric Vehicle (EV)
Conversion Plan for the City of Rancho Cucamonga and Rancho
Cucamonga Fire Protection District. (CITY/FIRE)
RECOMMENDATION:
Staff recommends the City Council and Fire Board of the Rancho Cucamonga Fire Protection
District receive a presentation from Lindsay McElwain of the Public Works Services Department
(PWSD) on the University of Southern California Master of Public Administration Online Program
Graduate Student Capstone Project presented to the City and RCFPD on fleet utilization and EV
conversion.
BACKGROUND:
Earlier this year, PWSD staff met with the Sustainability team to start planning for the EV
conversion of the City’s fleet to achieve Climate Action Plan (CAP) targets. Recognizing the
significance of comprehensive planning, the team decided a Fleet Utilization Study was necessary
first, to lay the foundation for right sizing the fleet and identifying vehicles for EV conversion.
During this discussion, the idea of partnering with graduate students from the University of
Southern California (USC) MPAOL for a capstone project was proposed, underscoring the intent
to harness fresh perspectives and scholarly insights to address this critical challenge.
The collaborative initiative between PWSD and USC's Master of Public Administration Online
Program (MPAOL) students began on May 10, 2023, with the goal to identify the practical needs
of the City and RCFPD’s non-suppression vehicle fleet while abiding by state mandates for EV
procurement and conversion and achieving City CAP goals for greenhouse gas reduction. The
resulting capstone project reflects the students' dedication to robust research and tangible
outcomes within an expedited timeframe. The project culminated on August 10, 2023, when the
students presented their findings to City and RCFPD staff and provided their comprehensive
report spanning 153 pages with recommendations for fleet management best practices and EV
conversion for long-term sustainability.
ANALYSIS:
Driven by state mandates and a commitment to realizing the Climate Action Plan goals set by the
City Council, PWSD and RCFPD have already made significant progress toward achieving EV
conversion. The FY2023/2024 Budget included the acquisition of nine (9) EVs to replace aging
internal combustion engine (ICE) vehicles in the City’s Fleet, as well as the procurement of three
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(3) EV trucks in RCFPD’s non-suppression vehicle fleet.
The USC MPAOL student project’s data-driven analysis is crucial for long-term informed vehicle
replacement planning. By evaluating factors like vehicle age, maintenance cost, and mission
criticality, PWSD aims to right-size the City’s fleet and prepare for future EV conversion
implementation.
FISCAL IMPACT:
There is no fiscal impact associated with this presentation to the City Council. There was no cost
for partnering with USC MPAOL students. Funding for fleet conversion will be requested as part
of the annual budget process and regular vehicle replacement plans.
COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:
This item addresses the City Council’s core values of embracing and anticipating our future,
working together cooperatively and respectfully with each other staff, and all stakeholders, and
relentless pursuit of improvement.
ATTACHMENTS:
Attachment 1 – Driving Toward a Sustainable Future PPT Presentation Slides
Attachment 2 – Driving Towards a Sustainable Future - Final Report Prepared for the City of
Rancho Cucamonga & Rancho Cucamonga Fire District
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Driving Toward a
Sustainable Future
Presented By
Lindsay McElwain
A Presentation on the Report Prepared for the City of Rancho
Cucamonga and Rancho Cucamonga Fire Protection District in
Partnership with the University of Southern California (USC) Master of
Public Administration Online Program Capstone Students
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Roadmap to now...
Early February 2023
PW Director
mentions need for
Fleet Utilization
Study. Propose USC
Capstone Team to
complete
March 2023
Email USC Program
Coordinator.
Confirm Capstone
Project for Summer
Semester students.
May 10, 2023
Semester Begin
May 31, 2023
Initial Student/Client
Meeting with PW
and RCFPD staff
July 1, 2023
Receive student
Prospectus with
research questions
and project
direction.
August 1, 2023
Student team submits
research report to
Staff with Fleet
Utilization data
analysis, vehicles
identified for EV
conversion, and
recommendations for
long-term fleet
sustainability.
August 10, 2023
MPA Student
Presentation of
Findings to Staff
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Fleet Utilization
FireCityEach vehicle was evaluated by:
•Utilization using annual mileage
•Retirement eligibility (age,
mileage)
•Cost efficiency
•Fuel efficiency
•Mission Criticality*
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24 of 171 City Fleet vehicles
were identified as eligible for
or nearing eligibility for
retirement based on this data.
65 City Fleet vehicles were
identified as eligible for
electrification at an estimated
cost of $400,000 annually
over 10 years.
City
Fleet Utilization
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Fire
Fleet Utilization
1 of 24 non-suppression
vehicles was identified as
high-cost and high-fuel
consumption.
20 Fire District vehicles were
identified eligible for
electrification at an estimated
cost of $157,000 annually
over 7 years.
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CHALLENGES
•Ongoing Supply Chain
issues
•Unavailability of Heavy-
Duty EVs
•Range insufficiency
anxiety
•Insufficient
infrastructure
•Staff buy-in
INFRASTRUCTURE
•Early infrastructure
planning
•Insufficient
infrastructure
•Redundancy
•Local Utility Partnership
PROCUREMENT
•Cooperative purchasing
•Sourcewell
•Public-Private
Partnerships
•Types of Vehicles
•Total Cost of Ownership
•Leasing
•EV-First Policies
FUNDING
•Grants
•Tax Credits
•Incentives/Rebates
•Funding Guidelines
•Resources (Clean
Cities & Funding
Finder)
Best practice research uncovers cost-effective and sustainable
methods to ensure that EV conversion is aligned with tactics and
policies utilized by other public organizations.
Best Practice Research
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RECOMMENDATION WHENWHY
Update the Fleet
Management
System
Telematics systems help
manage fleets and track
relevant vehicle data.
FY 2024/2025
Manufacturing delays,
high demand for EV
procurement in CA
Immediately
Use Alternative
Procurement
Methods when
appropriate
Recommendations were generated from data
collection, research, findings, and analysis and were
intended to guide decision-making when considering
options to overcome EV conversion challenges.
Recommendations
Prioritizing
Charging
Infrastructure
Answers “chicken or the
egg” question (”chargers
or vehicles”)
Long-term
Page 168 of 326
RECOMMENDATION WHENWHY
Update the Fleet
Management
System
Telematics systems help
manage fleets and track
relevant vehicle data.
FY 2024/2025
Enhanced efficiency
Improved data accuracy
Future compatiblity
Page 169 of 326
Add a few details describing the
related activitiesManufacturing delays,
high demand for EV
procurement in CA
Immediately
Use Alternative
Procurement
Methods when
appropriate
RECOMMENDATION WHENWHY
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Benefits to RC
1 2
4 5
3ACHIEVE CAP GOALS
Reduce GHG emissions
and convert fleet on CAP
goal timeline
COST-SAVINGS
Opportunities to optimize
fleet utilization and
improve procurement
practices
EFFICIENCY
IMPROVEMENTS
Better fleet management
and improved services
IMPROVED PUBLIC HEALTH
Reduced air pollution
leads to better respiratory
health for residents
STATE COMPLIANCE
City actions align with State
mandates, maintaining
positive relationships and
City reputation
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Next Steps
VEHICLE
REPLACEMENTS
PROCUREMENT
METHODS
CHARGING
INFRASTRUCTURE
Strategically identify
vehicles to downsize,
create specific vehicle
replacement timeline,
and incorporate into
future FY budget
requests
Continue to identify
vehicle vendors with
cooperative purchase
agreements and identify
vehicles for single-source
procurement with
justification
Continue exploring
funding opportunities
through SCE while
concurrently budget for
internal construction for
accelerated deployment
of charging stations
Page 172 of 326
Thank you
Page 173 of 326
1
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2
Table of Contents
Table of Contents 2
List of Acronyms 5
Executive Summary 5
Issue Statement with Organizational Context 7
Purpose and Methodology 11
Chart: Internal Document Inventory 12
Chart: Assumptions 14
Findings and Analysis: 15
Survey Research 15
Introduction 15
Figure 1: Types of Vehicles 15
Table 1. Frequency of Fueling Based on Vehicle Type 16
Figure 3: Vehicle Driving Limit 17
Vehicle Charging Frequency 19
Table 2. Frequencies of charging and vehicle counts 19
Passengers Transported Per Trip 20
Figure 4: Passenger Count Per Vehicle 20
Semi-Structured Interviews 21
Introduction 21
Interview Codebook 22
Results 22
Figure 5: Interview Codebook Themes 24
Literature Review 24
Procurement 25
Fleet Conversion 26
Funding 27
Implementation Challenges 27
Fleet Utilization Study for RC’s Fleet 28
Table 3. RC Fleet Profile at a Glance 28
Figure 6: Types of Vehicles in RC Fleet 29
Figure 7: RC Vehicle Age Distribution 29
Table 4. RC Data 30
Table 5. Data Categories 32
Table 7. Utilization 33
Table 8. Retirement Eligibility 33
Table 7. Calculations Maintenance/Repair Costs Per Mile 33
Table 9. Calculations Fuel Costs Per Mile 34
Table 10. Calculations Costs Per Mile 34
Figure 8: Comparison of Costs Per Mile 35
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3
Figure 9: Cost Per Mile Comparisons Without Outliers 36
Figure 10: Comparison Groups Excluding Outliers 36
Table 11. Cost Efficiency 37
Table 12. Calculations Annual Fuel Consumption 37
Table 13. Fuel Efficiency 38
Results: Fleet Utilization Study for RC’s Fleet 39
Table 14. Retirement Eligible 39
Table 13. Nearing Retirement 39
Table 14. Low Utilization 40
Table 15. High-Cost Vehicles 41
Table 16. High Fuel Consumption Vehicles 42
Table 17. Vehicles Meeting Several Criteria for Early Electrification 44
Figure 11. Screenshot Image: Initial Data Inputs 45
Figure 12. Screenshot Image: Available State Incentives Applied 46
Figure 13. Screenshot Image: VINs Dropped 46
Table 18. Fuel prices 47
Figure 14. Screenshot Image: Charging Mix Setting Selection Screen 47
Table 19. NPV Calculations 48
Figure 16. DRVE Report Chart #2 50
Table 20. CPM 50
Table 21. Vehicle Class Passenger Vehicles (Light-Duty) 51
Table 22. Candidates for Early Electrification and Likelihood of Cost Savings 52
Discussion: Fleet Utilization Study for Fire’s Fleet 54
Table 23. Fire Fleet Profile at a Glance. 54
Figure 17: Fire Department Vehicle Age Distribution 55
Table 24. Fire Fleet Data 55
Table 25. Data Categories 57
Table 26. Calculations Annual Mileage 57
Table 27. Utilization 58
Table 27. Calculations Maintenance/Repair Costs Per Mile 58
Table 28. Calculations Fuel Costs Per Mile 58
Table 29. Calculations Costs Per Mile 59
Figure 18: Costs Per Mile Comparisons 59
Table 30. Calculations Annual Fuel Consumption 60
Table 31. Calculations Fuel Consumption Per Mile 60
Figure 19: Fuel Consumption Comparison 60
Results: Fleet Utilization Study for Fire’s Fleet 61
Table 32. Fuel Prices 62
Figure 20: Charging Strategy 63
Table 33: NPV Calculations 63
Figure 21. DRVE Report Fire Chart #1 65
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4
Figure 22. DRVE Report Fire Chart #2 65
Table 34. Cost Per Mile 65
Table 35. ICE Replacement Options 66
Table 36. Candidates for Early Electrification and Likelihood of Cost Savings 67
Conclusions and Recommendations 70
RQ 1: Recommendations for an ideal EV fleet size and composition 70
Figure 23: CAM Analysis for Fleet Management Systems 72
RQ 2: Recommendations for transitioning to an EV fleet 73
Cooperative Procurement: 73
Purchasing EVs at Retail MSRP: 73
Purchasing Used EVs: 74
Purchasing EVs Out-of-State: 74
Vehicle Leasing: 74
Figure 24: EV Procurement Recommendations 75
RQ 3: Recommendations for implementing the electrification plan 76
Future Research 77
References 80
Appendices 91
Appendix A: Interview Contact List 91
Appendix B: Interview Protocol 92
Appendix C: Fleet Utilization Survey 94
Appendix D: Research Design Matrix 99
Appendix E: Sourcewell Contracts for Telematics Systems and Charging Infrastructure 102
Appendix F: Vehicle Utilization 106
Appendix G: Cost Efficiency 113
Appendix H: Fuel Efficiency 120
Appendix I: Interview Codebook 127
Appendix J: Funding Sources 139
Appendix K: Codebook for Literature Review 139
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5
List of Acronyms
Battery Electric Vehicle BEV
California Air Resources Board CARB
Compressed Natural Gas CNG
Criteria Alternatives Matrix CAM
City of Rancho Cucamonga RC
Climate Action Plan CAP
Electric Vehicle EV
Electrification Coalition EC
Greenhouse Gas GHG
Government Services Administration GSA
Hybrid Electric Vehicle HEV
Internal Combustion Engine ICE
Plug-in Hybrid Electric Vehicle PHEV
Rancho Cucamonga Fire Protection District RCFPD
Research Question RQ
Request for Proposal RFP
Sport Utility Vehicle SUV
Southern California Edison SCE
Total Costs of Ownership TCO
Zero-emission Electric Vehicle ZEV
Executive Summary
In recent years, several cities across the U.S. have begun transitioning their gasoline
vehicle fleets to electric vehicles (EVs) and other alternative fuels. The motivation behind the
shift is multifaceted. However, the primary goals are to address environmental concerns and
lower greenhouse gas (GHG) emissions that account for rising temperatures, climate change,
and altered weather patterns (EPA, 2023; U.N., n.d.). Located in San Bernardino County,
California, the City of Rancho Cucamonga will implement a vehicle fleet conversion plan that
addresses similar goals. In 2021, the city developed a Climate Action Plan (CAP) guided by
California state regulations and emission reduction objectives. Adopting a zero-emission EV
fleet is instrumental in addressing on-road transportation emissions, which account for 51% of
total GHG emissions (City of Rancho Cucamonga, 2021). The CAP outlines that Rancho
Cucamonga aims to electrify 100% of its fleet by 2040. The city must also meet California Air
Resource Board (CARB) regulations required for all local governments throughout the state.
Current CARB requirements assert that beginning January 2024, 50% of all vehicles purchased
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6
by municipalities must be zero-emission electric vehicles (ZEVs), and 100% of purchases
starting January 2027 (CARB, 2023).
The project objectives are to find Rancho Cucamonga's most appropriate and efficient
fleet size, develop a plan to successfully navigate the EV marketplace to solely replace the
needed vehicles, and identify best practices for vehicle procurement. Unfortunately, several
concerns have emerged. Rancho Cucamonga faces many challenges, including rescinded orders
due to limited EV inventories and supply chain shortages (Irfan, 2023). Furthermore, the clients
disclosed their financial limitations that require new funding sources to alleviate the financial
burden of mass fleet replacement. This project will help the city overcome these obstacles to
meet its CAP goals, comply with state regulations, and ensure its community members continue
receiving essential services and resources.
The following research questions guide the overall direction of this project:
RQ 1. What is an ideal fleet size and composition of EVs that would meet the needs of the City
of Rancho Cucamonga, given the fiscal and temporal constraints faced by the municipality?
RQ 2. What are the best practices for transitioning to an EV fleet that would meet the needs of
the City of Rancho Cucamonga?
RQ 3. What is the most effective way to implement the electrification plan?
Our research methods that answer these questions incorporate diverse methodologies,
including open-source research, best practice research, document/report reviews, survey
research, and semi-structured interviews. Having a varied set of research methods is imperative
for identifying themes, triangulating data, minimizing potential limitations, and increasing the
reliability of results.
Our report findings offer much insight and perspective to the City of Rancho
Cucamonga because they contribute to potential solutions specific to the city and its fleet
electrification process. For example, the fleet utilization study identified 24 retirement-eligible
vehicles on the city's feet. The survey research highlighted fleet utilization details and revealed
that city employees prefer gasoline vehicles over EVs. Finally, the semi-structured interview
codebook identified eight comprehensive themes, many identical or similar to the best practice
research in the literature review.
Our team's recommendations are structured to address each original research question.
The goal of each recommendation is to guide the City of Rancho Cucamonga and the Fire
Protection District in their decision-making to promote a successful EV conversion plan.
The recommendations are as follows:
The current fleet management system and vehicle data tracking must be updated and
more efficient. Rancho Cucamonga and the RCFPD must implement a new fleet management
system with telematics software. Doing so will help track essential data, guide EV replacement
strategies, right-size both vehicle fleets, improve cost savings, and promote organizational
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7
efficiency. RC has several options, including Agile Fleet, Samsara Networks, Verizon Connect,
and AUTOsist.
Procuring EVs is an identified challenge. To overcome this obstacle, our team
recommends five alternative procurement methods: Engaging in cooperative procurement,
purchasing EVs at retail MSRP, purchasing used EVs, purchasing out-of-state, and leasing
vehicles.
Developing the necessary charging infrastructure is essential and should be prioritized.
Partnering with utility providers like Southern California Edison can help build and fund the
infrastructure that the fleets need. RC can also partner with ChargePoint or EVgo to install
charging stations and other equipment.
A successful EV implementation plan demands a phased conversion strategy because
mass conversion is time-consuming. Updated fleet software can identify the oldest and costliest
vehicles to replace. More importantly, a realistic conversion plan is more reliable and less likely
to receive pushback from city officials.
Finally, a city-wide EV conversion plan is often a controversial change. The survey
results show that many employees were hesitant about the direction of the city’s EV fleet plans.
Slowly incorporating more EV education and
increasing organizational exposure to EVs can help maximize employee buy-in.
Issue Statement with Organizational Context
Climate change is an urgent issue that requires immediate attention (Perry, 2015).
Vehicles in California contribute about 27% of the state's total air pollution. They are the state's
primary source of greenhouse gas emissions, causing health problems, including cancer and
asthma, and contributing to climate change (Ma et al., 2012). According to Ewing et al. (2005),
vehicles emit around 23 pounds of carbon dioxide and other global-warming gasses for every
gallon of gas. Ewing et al. (2005) state that some of that comes from the production and
delivery process of fuel, but the great bulk of it comes directly out of the car's tailpipes (p. 73).
California has set climate goals and enacted laws requiring local authorities to address
climate vulnerabilities and adopt policies to mitigate greenhouse gas emissions. The rulemaking
includes the approval by the state's Air Resource Board that 100% of new light-and medium-
duty vehicles sold in California be zero-emission vehicles by 2035 (Mazmanian et al., 2020).
The board said California adopted this standard because electric cars and trucks use electricity
instead of fuel, producing fewer emissions than their gas-powered counterparts. The electricity
comes from renewable energy sources, which means electric cars produce zero emissions to
drive.
This zero-emissions vehicle standard has caused city leaders in Rancho Cucamonga to
exert effort to adopt policies to transition their vehicle fleet to electric. The City of Rancho
Cucamonga is currently devising a comprehensive plan to achieve the complete electrification
of its fleet, demonstrating a deliberate approach towards this objective.
The City of Rancho Cucamonga is in San Bernardino County, California, and lies about
40 miles from Los Angeles. Rancho Cucamonga is California's 28th most populous city, with a
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8
population of nearly 177,000 as of 2020 (Medina, 2020). The city is progressive and has bold
strategies to achieve deep emissions reductions and sustainability goals. The City of Rancho
Cucamonga has formulated an Electric Vehicle Readiness Plan to increase the adoption of
electric vehicles in the city (Gillison et al., 2021). The plan outlines a strategy to establish a
comprehensive EV charging network that can meet the current and future needs of the
community (Gillison et al., 2021). This plan aims to provide a clear roadmap for the city to
achieve its goals of promoting sustainable transportation and reducing carbon emissions
(Gillison et al., 2021).
This report addresses several key issues that RC identified as part of its efforts to
transition to an all-electric fleet. These issues include the procurement of electric vehicles, the
need for new infrastructure to support these vehicles, and the cost considerations associated
with this transition. Supply chain delays impact the EV project. Global supply chain disruptions
and significant initial expenses impede acquiring EVs for municipalities. Disruptions and
shortages characterize the current state of the global supply chain, which have had an impact on
the availability of these vehicles for procurement; including the semiconductor industry that is
currently facing challenges such as shortages, which have led to limited inventory and extended
lead times (Doherty, 2023; Helper & Soltas, 2021; Paoli & Gul, 2022). Raw material supply
constraints and production delays have also contributed to these issues. Therefore, procuring the
desired number of EVs within the required time poses challenges for municipalities.
Rancho Cucamonga and the fire district expressed the need for support in their fleet
procurement procedures due to the inefficiencies resulting in delays in acquiring new vehicles
and enhancing their existing fleet. The primary concern is the inefficiency of these methods;
therefore, to effectively address this issue, we explored the best practices for fleet procurement
(Nina et al., 2020). Implementing best practices through research would allow the city to
improve its fleet management, reduce expenses, and make strides toward achieving its
sustainability goals. In addition, it is essential to understand how fleet management works in
organizations to figure out what they might do to help build a sustainable transportation system
(Boutueil, 2016). This understanding is a vital part of coming up with helpful policy
suggestions.
Rancho Cucamonga said the city's procurement process is slow and can be complicated.
The city follows a complex series of steps as part of an approved competitive bidding process,
which can delay project implementation. For example, vendors have canceled orders for electric
vehicles successfully procured through the bureaucratic process. After that, the city had to
initiate a new procurement process by soliciting fresh bids and recommencing the evaluation
process. The city's procurement process's challenges impede their ability to achieve conversion
targets. Korosec (2003) argues that when governments are facing multiple challenges,
everything from supply chain disruptions to economic uncertainties, it is critical that leaders
reassess their procurement operations to ensure they are agile enough to manage change and
meet their competitive objectives.
Fleet procurement may be more efficient and cost-effective by utilizing the following
methods: performance-based contracts, competitive bidding, and leasing alternatives to
highlight the need for transparent processes, performance-based contracts, and cost-
effectiveness in the purchase of fleets of vehicles (Plotnick & Peirce, 2021; Rodrigues, 2017;
Rudolph & Werland, 2019; Torcellini, 2019). The current procurement methods and the
absence of incentives or grants to reduce purchase costs are obstacles to the efficient acquisition
of new vehicles and retrofitting of existing ones (Hirst & Brown, 1990; Nina et al., 2020; Sarkar
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9
& Singh, 2010; Stasko & Gao, 2012; Swisher, 1996). A phased replacement strategy is
necessary and complicates the process (Stasko & Gao, 2012). This results in suboptimal fleet
management and limited progress toward achieving sustainability goals. Schrettle et al. (2014)
argue that the emergence of sustainability as a critical issue has far-reaching consequences for
an organization's strategic decision-making process. This is because addressing sustainability
requires a fundamental reevaluation of existing management practices. Managers should assess
their organization's present market situation, competencies, and potential future changes to
create a successful strategy (Schrettle et al., 2014). In addition, fleet managers ought to consider
alternative procurement methods.
Municipalities face similar obstacles when transitioning their fleets to electric power,
including financial limitations. The high initial expenses associated with acquiring EVs can
discourage the adoption of electrification, as local governments may need more financial
resources to make such purchases or may be able to redirect funds without compromising other
essential service areas (Boulanger et al., 2011). For example, the higher purchase price of
electric vehicles in comparison to conventional vehicles poses a challenge for municipalities
looking to invest in large-scale fleet electrification, as it requires significant financial resources
(Boulanger et al., 2011; Sugihara & Hardman, 2022). In addition, municipalities face challenges
securing the required capital due to budgetary limitations or a shortage of accessible grants and
incentives (Boulanger et al., 2011; Pardo-Bosch et al., 2021). As a result, the need for
appropriate funding sources specifically designed to support sustainable transportation
initiatives may pose a challenge to adopting electric fleets.
Allocating funds toward EV purchases can also be complicated by the need to balance
competing priorities. For instance, when making decisions about resource allocation, local
governments need to weigh the benefits of investing in sustainable transportation against other
essential areas such as public safety, education, and infrastructure (Haddadian et al., 2015).
Overall, the limited availability of funds and the presence of multiple demands can pose a
challenge in determining the priority of investments in electric fleets.
Carpenter (2021) conducted a study investigating the relationship between local
government capacity and compliance with a specific mandate from the State of Washington to
adopt electronic vehicles in municipal fleets. The study aimed to determine the extent to which
local government capacity can account for the observed differences in compliance levels among
local governments (Carpenter, 2021). The research suggests that fiscal capacity is the most
significant factor in the association while acknowledging that other factors, such as planning for
electric vehicle adoption, also play a role (Carpenter, 2021).
The need for charging infrastructure can pose various challenges for local governments
that seek to transition their fleets to electric vehicles. According to Doherty (2023), the scarcity
of charging stations can cause range anxiety among drivers who may worry about running out
of battery power while carrying out their daily activities. Also, recharging fleet vehicles for
extended periods may decrease productivity and harm service delivery (Doherty, 2023; Mastoi
et al., 2022). These concerns can negatively impact the trust and belief in electric vehicles,
which could discourage fleet managers from adopting them.
Converting specific vehicles in a municipal fleet to electric power may also pose
challenges due to specific operational requirements and limitations, including specific
requirements based on their intended use, like vehicles that cannot be taken out of service
during the day to recharge (Electric Vehicles for Fleets, 2022). Some vehicles in a municipal
fleet, like emergency response vehicles, utility trucks, or specialized equipment, have distinct
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10
operational requirements that increase the complexity of converting them to electric power
(Electric Vehicles for (Fleets, 2022; Pierce et al., 2023). The operational requirements of these
vehicles necessitate uninterrupted usage, making it impractical to take them out of service for
extended periods to recharge (Pierce et al., 2023). Early-generation electric vehicles face
challenges in maintaining operational readiness due to their limited range and extended
charging time (Electric Vehicles for Fleets, 2022). The weight and size of batteries required to
operate larger vehicles can impact their payload capacity and overall performance (Electric
Vehicles for (Fleets, 2022; Pierce et al., 2023). This may restrict their suitability for specific
tasks.
Municipalities can address the limitations of electric vehicles through various means
such as hybridization, plug-in hybrids, fast charging infrastructure, battery swap solutions, and
V2G technology (Andwari at al., 2017; Thakre et al., 2020; Yong et al., 2015). The evaluation
of operational requirements for these vehicles is of utmost importance. It is necessary to
consider alternative solutions that can balance operational readiness and the advantages of
electrification. Implementing alternative strategies allows organizations to proactively secure
vehicles or collaborate with other fleet managers to consolidate demand, enhancing their
combined procurement capabilities.
Our study aims to right-size the client's fleet to meet operational requirements,
conversion goals, and state regulatory requirements. The proposal makes suggestions for EVs to
replace the client's current fleet. Efficiently and sustainably achieving the client's goals requires
addressing procurement and budgetary challenges. This includes exploring potential tax
incentives and grants available to municipalities to lower upfront costs. The proposed
conversion plan will help the client overcome implementation challenges and promote a more
environmentally friendly and financially efficient fleet management strategy.
Purpose and Methodology
We gathered information through best practices research, open source research,
document reviews, semi-structured interviews, and a fleet utilization survey. We evaluated all
the information to conclude patterns and themes, which informed recommendations for the
proper sizing and electrification of RC's vehicle fleet.
Data sources included academic and industry journals, websites, blogs, and
presentations. Our research's primary focus areas were best practices for procurement and fleet
electrification and management. We aimed to answer the following research questions: "What
are the best practices for transitioning to an EV fleet that would meet the needs of the City of
RC?" and "What is the most effective way to implement the electrification plan?" Other cities
with electrified fleets have tested and evaluated approaches to fleet conversion; their
documented efforts have inspired a body of research and practice (Myers et al., 2004). Ideas and
solutions can be drawn from this body of knowledge to shape RC's strategic framework for
electrification (Myers et al., 2004).
The research was coded in Zotero, a reference management software. Codes are
statements that summarize findings and their significance (Day, 2021; DeCuir-Gunby et al.,
2011; Ehrhardt, 2020; Turner, 2023; Stake, 2003). In Zotero, we coded each research entry
based on the contents of the research. Codes were compared and grouped based on their
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similarities. These groupings were analyzed to identify themes emerging in the research (Day,
2021; DeCuir-Gunby et al., 2011; Ehrhardt, 2020; Turner, 2023; Stake, 2003). For example,
themes included specific approaches to procurement, such as "cooperative procurement"
employed by local governments to overcome global supply chain disruptions stalling their
electrification efforts (Climate et al., 2018; Walker, 2020). In other words, themes represent best
practices related to the electrification of municipal fleets. A codebook was created that includes
codes and code definitions used for our qualitative research (Day, 2021; DeCuir-Gunby et al.,
2011; Ehrhardt, 2020; Turner, 2023; Stake, 2003). Using a constant comparison method, we
continuously categorized data, refined categories, and integrated categories to determine
broader emerging themes, i.e., evidence-based electrification practices (Boeije, 2002; Glaser &
Strauss, 1967; Turner, 2023; Oktay, 2012).
RC staff, subject matter experts, and key city officials with cities that have electrified
their fleets were interviewed using questions reviewed and approved by faculty at the
University of Southern California (USC). See Appendix A: Interview Contact List. The team
created an interview protocol (Appendix B: Interview Protocol) and rehearsed delivering
interview questions to enhance the consistency of our study. Interviews were recorded for later
review when permitted by the interviewees. Responses were recorded in an interview record
form and later coded; codes, descriptions, and themes were incorporated into the codebook.
Interview subjects were identified through open-source research and by other interviewees.
Our research focused on best practices; we identified successful strategies, methods, or
approaches employed by cities to electrify their fleets (Bardach, 1994; Myers et al., 2004). We
explored other municipalities' approaches to fleet conversion, such as the cases of San
Francisco, South Pasadena, Riverside, Long Beach, and Los Angeles. While the research
provided invaluable insights, limitations were associated with the data collected through various
sources. Some of the critical limitations included: subjectivity and bias, contextual differences,
limited sample size, and a lack of comprehensive data, i.e., limited in scope, timeframe, or depth
(Bardach, 1994; Myers et al., 2004).
To mitigate these limitations, we critically evaluated the sources of best practices. To
this end, government documents, reliable news sources, and peer-reviewed articles were the
primary sources of information (Bardach, 1994; Myers et al., 2004). Additionally, we created an
interview protocol, rehearsed interviews, and recorded interviews for later review and
transcription. Lastly, we created a codebook to help us identify, categorize, and analyze themes
and concepts. The codebook provides clear definitions and descriptions of codes, along with
examples or illustrative quotes (Day, 2021; DeCuir-Gunby et al., 2011; Ehrhardt, 2020; Turner,
2023; Stake, 2003). Codes were organized into broader themes. The codebook facilitated
consistency in coding, helped maintain uniformity across multiple researchers and interviewers,
and ensured reliability (Day, 2021; DeCuir-Gunby et al., 2011; Ehrhardt, 2020; Turner, 2023;
Stake, 2003). Overall, the codebook enhanced our research's rigor, reliability, and validity (Day,
2021; DeCuir-Gunby et al., 2011; Ehrhardt, 2020; Turner, 2023; Stake, 2003).
Data was extracted from internal documents such as vehicle inventories, fuel, and
maintenance records, approved budgets, RC's Climate Action Plan, and procurement manual.
Data points included but were not limited to fleet utilization, e.g., historical mileage,
maintenance and repair costs, fuel costs, and age relative to lifespan (General Services
Administration, 2017).
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Chart: Internal Document Inventory
Document Title Data Points
Life to Date Cost (RC) ● Total maintenance and repair costs for vehicles
Mileage (RC) ● Current odometer readings for vehicles
Vehicle and Equipment 2022 Master (RC) ● Makes and models for all vehicles
● Years for all vehicles
● VIN’s
● Locations
● Assignment e.g. “Pool”
Fuelmaster Transaction Listings (June 2021-June
2023)
● Odometer readings (self-reported) at the time
of fueling
● Fuel quantities for every transaction (number of
gallons of gasoline)
Preliminary Budget for FY 22/23 (RC) ● Budget for EV purchases in 22/23
Non-Suppression Vehicle Costs and Mileage Report
(Fire)
● Makes and models for non-suppression
vehicles
● Years for all these vehicles
● VIN’s
Annual data (2019-2023):
● Odometer readings
● Mileage
● Maintenance Costs (excluding 2022 and 2023)
● Fuel consumption (number of gallons of
gasoline)
We emailed a fleet utilization survey (Appendix C: Fleet Utilization Survey) to city and
fire department staff, specifically employees assigned vehicles and fleet managers. We used the
data collected from the survey responses to understand each vehicle's purpose, related
requirements, and fleet needs going forward (General et al., 2017; Kempton & Letendre, 1997;
Logan et al., 2021; Van Maanen, 1978). The survey questions and instruments were reviewed
and tested by team members and faculty at the University of Southern California and RC staff.
Through a fleet utilization study, we evaluated the usage and efficiency of RC's vehicle
fleet. The study identified opportunities for optimization and electrification to answer the
research question (Jin & Kite-Powell, 2000): "What is an ideal fleet size and composition of
EVs that would meet the needs of the City of Rancho Cucamonga given the fiscal and temporal
constraints faced by the municipality?" The data collected on vehicle utilization, such as
mileage, were analyzed to identify underutilized and overutilized vehicles to inform
recommendations for right-sizing the fleet (McDonnell & Cardona, 2023). Maintenance and
repair records were analyzed to evaluate the health and reliability of the existing fleet
(McDonnell & Cardona, 2023). Finally, fuel consumption data was analyzed to identify
opportunities for reducing fuel costs and carbon emissions (Liimatainen, 2011). Also, by
examining costs per mile (maintenance, fuel, and repair) for each vehicle in the fleet, the study
revealed cost variations across different vehicles in the fleet. These trends were used to make
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13
data-driven recommendations for right-sizing their fleet, reducing costs, and effectively
planning for electrification (Brendel et al., 2018; Gahlaut & Shapiro, 2023; Liimatainen, 2011).
The accuracy of the vehicle utilization study depends on the accuracy of the data used.
Incomplete, outdated data containing errors can lead to misleading conclusions (Gahlaut &
Shapiro, 2023; Van Velzen et al., 2019). Inconsistencies can also introduce errors and make
comparing and interpreting results challenging. We identified outlier data and verified the
accuracy of the data with city and fire staff. If the data needed to be more accurate, we
requested up-to-date information from RC and the fire department.
Furthermore, we made assumptions to facilitate our analysis. For example, we assumed
the vehicles are driven the exact miles yearly. Therefore, the average annual mileage was
calculated by dividing vehicles' total miles by their age in years. Another assumption was that
all vehicles use regular gasoline or diesel, and the fuel price is the current average price in the
County of San Bernardino (AAA, n.d.). Assumptions introduce limitations regarding accuracy
and reliability (Van Velzen et al., 2019).
Chart: Assumptions
Assumption Effected Calculations
Vehicles are driven the same number of miles every
year
Annual mileage (for RC’s fleet)
Vehicles use regular gasoline or diesel Fuel costs for all vehicles
Price per gallon of fuel is the current average price of
fuel in the County of San Bernardino
Fuel costs for all vehicles
In some cases, odometer readings in the fuel
transaction reports are more accurate than readings in
the mileage reports
Annual mileage (for RC’s fleet)
Miles until retirement (for RC’s fleet)
Maintenance costs per mile (for RC’s fleet)
To mitigate the limitations mentioned above and enhance the validity and reliability of
the study, we: 1) acknowledged assumptions made and their possible impact on the study’s
results and 2) narrowed the scope of our analysis based on the available data. Finally, we used
multiple data sources to confirm findings, referred to as triangulation: internal documents,
surveys, interviews, academic journals, white papers, and case studies (Carter et al., 2014).
EV data was compared to existing fleet data to identify the economic viability of various
fleet composition scenarios. We used the DRVE tool to compare ownership costs for the current
fleet and electrified vehicles (Electrification Coalition, 2021). We customized entries such as
the cost of gasoline, diesel, and energy in the tool. We generated reports that ranked the
conversion of vehicles in the fleet according to potential cost savings (Electrification Coalition,
2021). Reports recommended EV replacements that are the make/model equivalents of existing
vehicles in the fleet (Electrification Coalition, 2021).
Finally, we organized the fleet management system recommendations into a chart or
matrix for visual comparison (Agnes, 2000). Employing an analysis technique called Criteria
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Alternatives Matrix (CAM) Analysis, we evaluated various options for telematics
implementation against criteria such as ease of procurement, cost, features, and software
acceptance or usage by other cities and organizations.
Findings and Analysis:
Survey Research
Introduction
The survey consisted of twelve questions. The survey encompassed two sections,
namely demographic inquiries and Fleet Utilization inquiries. Demographic inquiries include
the identification of the interviewee, their occupational domain, the make and model of their
automobile, as well as the classification of the vehicle in terms of fuel type, such as gasoline,
hybrid, or other. The survey questions regarding Fleet Utilization inquired about the vehicle's
intended use, the frequency of refueling or recharging, whether the vehicle was shared among
multiple users, and the necessity and specific requirements of the vehicle. The data was re-
coded to analyze the distribution of Heavy Duty and Light Duty vehicles (Figure 1 below).
Before distribution, USC faculty members and employees from Rancho Cucamonga thoroughly
reviewed the survey questionnaire. The survey primarily focused on data about light-duty
vehicles.
Figure 1: Types of Vehicles
We delved further into the question, "What duties do you perform with the vehicle?
Describe how these responsibilities contribute to the agency's purpose" to understand how the
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vehicles were used for work. Figure 2 below depicts the various activities for which vehicles are
utilized by the city and fire department. Given that a significant proportion of the participants in
the study were affiliated with the Public Works Department, it was observed that 30.8% of the
vehicles utilized were primarily for staff transportation. Twenty-one point-five percent of the
vehicles were used for inspecting streets, traffic signals, construction sites, and similar
infrastructure. The vehicles travel across the city throughout the day.
Figure 2: Vehicle Purposes
As another component of our analysis, we estimated and cataloged in Table 1 the
frequency with which vehicles of various fuel types needed to be refueled or charged.
Table 1. Frequency of Fueling Based on Vehicle Type
Vehicle Type Frequency of filling
EV Daily
Gas Vehicle Monthly, Weekly, Daily
Diesel Vehicle Weekly
Hybrid Electric Vehicle (HEV) Monthly, Weekly
CNG Daily, Weekly
Gas Hybrid Weekly, monthly
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Furthermore, we analyzed the distribution of vehicles utilized within and beyond the city
limits. The findings are visually represented in Figure 3. Of the total 65 vehicles, 29 are
exclusively employed within the city limits. In addition to off-road terrains, unpaved roads,
highways, and emergency response, various other modes of transportation are employed within
urban areas.
Figure 3: Vehicle Driving Limit
The survey data was analyzed based on all the answers to each question rather than a
whole record at once. We drew vehicle utilization patterns in the city and the fire department to
understand employee usage, charging patterns, and purpose. The purpose of each vehicle is listed
below.
Mails - The purpose of vehicles used for mail services is to facilitate the transportation and
delivery of mail items. These vehicles are designed to efficiently collect and distribute mail from
post offices or to various destinations such as offices, residential areas, or other mail distribution
points (Homeland Security, 2012). The primary goal is to ensure timely and accurate mail
delivery, providing an essential service for communication and correspondence. Library vehicles
transfer materials, supplies, and other resources between branches, offices, and distribution
centers. These vehicles keep books, documents, and other library goods in stock. Transporting
supplies and materials improve library operations and user accessibility.
Haul Vehicles - Haul vehicles, in the context of electrical equipment, transport heavy or oversized
electrical components, machinery, or equipment (U.S. Department of Transportation, 2014).
These vehicles are vital in delivering electrical infrastructure materials, such as cables, or
generators, to construction sites, power stations, or maintenance locations (Zhang et al., 2018).
The primary purpose is to support installing, maintaining, or expanding electrical systems and
ensure an uninterrupted electricity supply.
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Staff Transportation - Staff vehicles serve the essential function of ensuring dependable and
adequate transportation for employees. These vehicles provide transportation for staff members,
making their daily commute more convenient and ensuring they arrive at work on time. Staff
vehicles help improve employee satisfaction, promote punctuality, and enhance productivity by
offering a convenient and comfortable mode of transportation (U.S. Department of Transportation
Administration, 2021).
Mechanical Assistance - Vehicles used for mechanical assistance are deployed to support
vehicles that have broken down or encountered mechanical issues. These assistance vehicles are
equipped with tools, equipment, and trained personnel to diagnose and repair vehicle
malfunctions on-site or provide towing services when necessary. The purpose is to ensure prompt
and effective resolution of vehicle breakdowns, minimize disruptions, and maintain the
operational readiness of the fleet.
On-call Mechanic Response - On-call mechanic response vehicles provide immediate assistance
and maintenance services for vehicles requiring urgent repairs or attention. These vehicles have
the necessary tools, diagnostic equipment, and a skilled mechanic who can quickly respond to
breakdowns or emergencies. The goal is to minimize downtime, rapidly address mechanical
issues, and restore the affected vehicles to operational condition (Section 2: Driving Safely, 2020).
Emergencies - Vehicles used for emergencies, mainly by fire departments and animal services,
are dedicated to responding to critical situations. Fire department vehicles, such as fire trucks, are
designed to transport firefighters, equipment, and water to combat fires and provide rescue
services effectively. Animal service vehicles are utilized to transport animals in need of rescue,
relocation, or medical care during emergencies. The primary objective is to ensure the safety and
well-being of individuals and animals during emergencies.
Inspections - Inspection vehicles are utilized for conducting inspections and assessments of
properties, landscapes, construction sites, or other designated areas (Blanc, n.d.). These vehicles
are equipped with tools, equipment, and personnel specialized in inspections, such as building
inspectors, land surveyors, or environmental inspectors. The purpose is to conduct systematic
inspections, evaluate compliance with regulations, identify potential issues or hazards, and
maintain the inspected areas' quality, safety, or regulatory compliance (Blanc, n.d.).
Clean and Renew - Vehicles used for clean and renew purposes, such as storm drain, debris, and
graffiti abatement, focus on maintaining the community's cleanliness and aesthetics (Tavares,
2021). These vehicles have tools, equipment, and supplies for cleaning storm drains, collecting
and disposing of debris, or removing graffiti. The purpose is to enhance the overall appearance,
cleanliness, and functionality of public spaces, improving the quality of life for residents and
visitors (Tavares, 2021).
Safety Guardian - Vehicles serving as safety guardians in traffic sign maintenance play a crucial
role in ensuring the safety and efficiency of road signage (U.S. Department of Transportation,
2018). These vehicles are responsible for installing, maintaining, and repairing traffic signs, road
markings, and related infrastructure (U.S. Department of Transportation, 2018). They maintain
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clear and visible signage, enhance road safety, and provide accurate guidance for motorists and
pedestrians (Spears, 2019).
Vehicle Charging Frequency
According to city employees, the current EVs need to be charged daily. One of the city's
employees has expressed skepticism about whether EVs can provide continuous driving
throughout the day without requiring multiple charging stops. The charging frequency and
vehicle counts with each are listed in Table 2, which is organized according to the various types
of vehicles.
Table 2. Frequencies of charging and vehicle counts
Frequency of Charging No of Vehicles
Daily 15
Weekly 29
Monthly 12
Other 9
Total 65
Passengers Transported Per Trip
To analyze the given data on the number of people transported per trip regularly, we
examined the distribution of passengers across different categories by asking the following
question: How many people will be transported per trip on a regular basis? By analyzing this
data, we observed the distribution of passengers per trip on a regular basis. It provided insights
into the typical passenger composition and helped understand the varying needs of different
group sizes. This information is valuable for optimizing service offerings, vehicle capacity, and
resource allocation to ensure efficient and satisfactory transportation experiences for passengers.
According to the data (Figure 4), 59.6% of the trips involve only one passenger. This indicates
that the majority of trips primarily serve individual commuters. The data shows that 47.7% of
the trips involve two people being transported together. This suggests that most of the trips
consist of pairs of individuals traveling together, such as couples or colleagues. Furthermore,
1.5% of the trips involve a range of two to four people. This category encompasses trips with
varying group sizes within that range.
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Figure 4: Passenger Count Per Vehicle
We re-coded the results of our survey question, “How many People will be transported
per trip on a regular basis” to understand the maximum number of people transported through
each vehicle, and we identified that 32 of the 65 vehicles are only used to transport single
passengers, and 29 are used for transporting 2 passengers at maximum. Only one vehicle carries
a maximum of 5 passengers, leaving a scope for us to consider the pooling options for
efficiency.
Semi-Structured Interviews
Introduction
We contacted 16 people and conducted 11 semi-structured interviews, including eight
(8) with cities leading in electrifying their fleets from light sedans to heavy-duty vehicles and
implementing policies and plans to make their municipalities more sustainable. We interviewed
city executives from South Pasadena, Los Angeles, Long Beach, and San Francisco, which
provided good examples of cities advancing EVs. Over half of all the United States electric
vehicles are registered in California. California has committed to having 5.3 million EVs by
2030 through incentives, rebates, and an extensive charging station network (Sperling, 2018).
We also interviewed an administrator at Sourcewell, a purchasing platform for public agencies.
Sourcewell helps government agencies efficiently secure EVs. They do this by pre-screening
vendors and offering an alternative to the Request for Proposal (RFP) process. Sourcewell vets
RFP vendors, develop pre-negotiated pricing, and gives member organizations a cooperative
purchasing advantage.
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We also interviewed two (2) national non-profits focused on decarbonization and
accelerating clean transportation. We spoke with a member of the Electrification Coalition
(EC), which promotes policies and actions to facilitate the adoption of EVs. In addition, we
interviewed a department head at the Center for Sustainable Energy, whose primary
responsibilities include designing, implementing, and promoting large-scale incentive programs
for EVs, chargers, and energy storage. Before conducting the interviews, we extensively
researched converting gas-powered cars to EVs. Furthermore, we worked closely with the City
of Rancho Cucamonga to develop a keen understanding of their fleet conversion process. It was
necessary to develop relevant and meaningful semi-structured questions. We included open-
ended questions to allow the flexibility in the interview to go off-script and provide new ways
of seeing and understanding the topic. The interviews allowed interviewees to express their
views on their terms.
The interviews were typically conducted over the phone, through Zoom, and one
interviewee elected to have the questions emailed. We took notes to record the respondents'
answers, and conducting the interviews virtually did not hinder communication, rapport, and
dialogue with the interviewees. The interviews' transcripts were subsequently reviewed for
analysis. The interviewer qualitatively coded the data generated from the semi-structured
interviews. This coding process helped to organize, structure, and interpret the collected
information into meaningful themes. Coding enabled us to approach our findings with both
reflection and rigor.
Interview Codebook
Data analysis for interviews requires a coordinated strategy to organize responses in a
way that promotes “sense-making” and evaluation. Data coding is one method that helps
convert raw data into themes and broad concepts. After completing each interview and
revisiting the recordings and transcriptions, our team assigned codes to the descriptive
information of each interview and compiled it into a codebook. Codebooks are essential for
analyzing qualitative research from interviews because they simplify and organize the data to
present information as meaningful elements (DeCuir-Gunby et al., 2011). Additionally, coding
allows for finding connections between concepts and establishing whether the data supports or
contradicts theories observed in other research literature and research methods.
The Interview Codebook (Appendix G: Interview Codebook) structure includes three
(3) components – Code, Description, and Illustrative Example. The Code is a tag of a few
words or a phrase that labels and classifies the data. The Description provides a deeper
explanation and understanding of each code. Finally, the Illustrative Example is a quote or
carefully selected information from the interviews that best illustrate each code.
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The codebook contains 60 codes total, each spread throughout the nine interviews. After
reviewing the codebook, we identified eight overarching themes - Each code is associated with
one of the eight (8) themes:
1. Organizational Context
2. Procurement
3. Collaboration
4. Policy
5. Funding
6. Infrastructure
7. Electrification of Vehicles/Heavy-Duty EVs
8. Finance
Results
Organizational Context - Organizational context refers to specific characteristics of an
organization. The context itself can include a variety of scenarios, including organizational
goals, missions and values, the approach or strategy to a project, policy implementation tactics,
project prioritization, organizational behaviors, and other contexts that affect decision-making.
Several of the codes for this theme argue that a successful fleet conversion requires
organizations to have well-established plans that can implement change effectively. Several
interviewees mentioned the importance of fleet management systems, budgets, and prioritizing
internal behaviors that can support transformational change like EV fleet conversion.
Additionally, organizational context codes relevant to Rancho Cucamonga discuss the
challenges of a smaller-sized city in a large state like California, where EV conversion and
procurement are prominent.
Procurement - The procurement theme refers to the processes of obtaining electric vehicles.
Like Rancho Cucamonga, many interviewees also brought up challenges with EV procurement,
citing supply chain issues, limited availability, and increased demand as reasons for their failed
attempts or delays. However, several codes also discuss new ideas and alternative procurement
methods that offer exciting opportunities for overcoming procurement challenges.
Collaboration - The collaboration theme includes codes that discuss unity, partnerships, and
cooperation with other organizations, entities, and agencies to increase the efficiency and
effectiveness of a project. The interviews showed that, often, collaboration is required to
overcome obstacles that seem insurmountable. Several codes reference public-private
partnerships, networks, and coalitions that can promote an organization’s progress.
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Policy - The policy theme includes codes referencing state or federal regulations or governance
and its interaction with fleet electrification for municipalities. It also includes codes about
policy adoption at the organizational or local level. Interviewees discussed prioritizing EV
policies and why EV conversion is important or worthwhile. The interviewees also cited the
benefits of sustainability and climate control, which justify state/federal policy practices.
Funding - EV fleet conversion is expensive. The funding theme includes project financing
opportunities like grants, incentives, tax credits, and other funding sources. EV funding can be
divided into two categories: 1. Funding for the electric vehicles themselves, and 2. Funding for
infrastructure and long-term sustainability of EVs, including charging stations, electric grid
capability, secure parking garages, etc.
Infrastructure - EV Infrastructure are “structures, machinery, and equipment necessary and
integral to support an EV, including battery charging stations, rapid charging stations, and
battery exchange stations (U.S. Department of Energy, 2022). The codes in this theme primarily
include examples and smart practices for successfully planning and timing infrastructure
development. Interviewees also discuss the challenges to successful infrastructure
implementation, like cost and time.
Electrification of Vehicles/Heavy-Duty EVs - This theme includes codes that reference the
progress of vehicle electrification throughout the years. EVs have significantly improved in
capacity. However, the codes primarily discuss the challenges with electrifying medium- and
Heavy-Duty vehicles. Interviewees explain limitations, tow load capacities, range anxiety, etc.
Finance - Finance is how organizations and governments manage money and allocate funds to
projects like EV fleet conversions. The codes in the finance theme examine vehicle costs,
project investment strategy, cost-benefit ratios, and total cost of ownership for improved
decision-making.
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Figure 5: Interview Codebook Themes
Literature Review
The literature review focused on several key themes: Procurement, Climate Policy and
Regulations, Electrification of Vehicles, Best Practices, Fleet Utilization, Funding/Budgeting,
Infrastructure, Total Cost of Ownership, and Unintended Consequences. Throughout the
research process, we thoroughly reviewed 533 videos, articles, research papers, and city
documents. We utilized Zotero to collaborate on our research. After collecting all the necessary
documents, we proceeded to create a codebook. This codebook aimed to identify the significant
themes that would help us address the research questions and extract the essential information
related to the city of RC. Our research got divided into the following categories:
● Implementation Challenges
● Best Practices for Procurement
● Best Practices for Funding
● Best Practices for Fleet Conversion.
The upcoming paragraphs provide a detailed discussion of each category.
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Procurement
The set of policies and principles that make up best practices for procurement in a local
government aimed at ensuring that the process of procuring goods and services is carried out in
a way that is efficient, transparent, and as cost-effective as possible (The Office of Federal
Procurement Policy, 2021). These practices aim to encourage prudent spending, support local
organizations, foster competitiveness, and achieve the most value possible for the city as a
whole. Conversion plans for electric vehicles are developing as a significant strategy to
encourage the use of electric vehicles as the globe moves toward more environmentally friendly
alternatives for transportation (Brown et al., 2010; Sperling, 2013; Wirasingha et al., 2008).
Therefore, in order to guarantee the proper execution of such plans, efficient procurement
procedures are a crucial component in the process of purchasing essential resources and
services. In order to find the most effective methods of procurement that are particularly suited
to EV conversion programs, we examined various scholarly articles and industry reports.
Ethical behavior and environmental responsibility principles are now fully integrated
into the best procurement practices (van Weele & van Tubergen, 2017). Benchekroun et al.
(2019) assert that there is a growing significance attributed to sustainable procurement. The City
of Rancho Cucamonga can adopt a strategic approach to fleet procurement with the assistance
of frameworks for strategic sourcing. Cooperative procurement, for example, is a strategic
approach that involves the collective efforts of multiple public entities, such as cities or
government agencies, to procure goods and services together (Agranoff & McGuire, 2003). By
pooling their purchasing power, resources, and expertise, these entities can use economies of
scale, negotiate more favorable deals with suppliers, and realize cost savings. In addition,
cooperative procurement is a practice that enhances efficiency, streamlines processes and
cultivates stronger relationships among the organizations involved.
Sourcewell offers a cooperative purchasing model that streamlines the procurement
process for cities by eliminating the requirement for individual bidding and negotiation (An
electrifying partnership, 2021). Cities participating can benefit from Sourcewell's extensive
knowledge and track record in developing advantageous contracts with reliable suppliers. This
collaboration guarantees that the cities receive top-notch products and services for their electric
vehicle fleet conversions (An electrifying partnership, 2021). This approach not only helps
cities save time and resources but also enables them to expedite their transition to sustainable
and electric transportation solutions. The cooperative procurement model offered by Sourcewell
is a prime example of the advantages of collaborative purchasing. This model enables cities
such as Rancho Cucamonga to capitalize on the emerging EV market and actively contribute
towards their sustainability objectives.
When sustainability concerns get incorporated into procurement plans, it helps cultivate
a positive company image, decreases risks linked with environmental consequences, and aligns
with stakeholders' expectations. Ethical procurement methods include not just the variety of
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suppliers but also the fair labor standards of employers (Ethics in procurement – simple, but not
always easy, 2020). This helps to contribute to a supply chain that is more inclusive and socially
conscious. Implementing robust procurement strategies in light of the supply chain difficulties
that the city and other organizations have been experiencing may make a significant
contribution to ensuring that the process of converting the fleet goes smoothly and that overall
success is achieved (Raj et al., 2022).
Fleet Conversion
The effectiveness of implementing an electrification plan relies on several factors, such
as specific goals, budget, existing Infrastructure, and available resources (Boulanger et al.,
2011). However, numerous studies have revealed the essential steps and strategies that can
typically contribute to the success of an electrification plan. Regarding EV conversion plans, it
is crucial to prioritize the selection of reputable and reliable suppliers (Johnson, 2022).
Engaging with suppliers specializing in EV conversion kits and components is recommended,
as this follows best practices. By collaborating with certified and experienced suppliers, the
developers can guarantee access to high-quality parts compatible with electric vehicles
(Thomas, 2023; Yang et al., 2022). Collaboration is crucial in ensuring a smooth conversion
process and ultimately leads to reliable performance for EVs (Lipu et al., 2021; Thomas, 2023).
In addition, establishing long-term relationships with suppliers promotes trust and enables
continuous support for maintenance and future upgrades (Thomas, 2023; Yang et al., 2022).
The converted vehicles' quality and safety is another crucial factor that significantly
influences the success of an EV conversion plan. The literature emphasizes the significance of
strict quality assurance measures, such as thorough testing and compliance with industry
standards and regulations (Apata et al., 2023; Barton & Schütte, 2017; Power, 2005). It is
essential for procurement practices to give priority to suppliers who adhere to safety
certifications and comply with EV conversion guidelines established by relevant authorities
(Leurent & Windisch, 2011). By demonstrating a solid commitment to compliance, the city can
ensure that the converted EVs meet all necessary safety standards. This not only boosts the
confidence of operators but also reassures end-users. Furthermore, by creating a well-structured
phased transition plan, the city can effectively prioritize the replacement of high-mileage and
high-maintenance vehicles with EVs (Leurent & Windisch, 2011). This approach will enable a
gradual adoption of EVs, considering the availability of funds and prioritizing areas where EVs
can result in substantial cost savings.
Funding
Funding is an essential part of achieving the goal of the city of RC. There are many
federal grants, tax credits to the suppliers/dealers, incentives, and rebates for infrastructure
funding and purchasing EVs. Our research surfaced numerous sources of guidance and tools for
helping cities transform their fleet. The following are excerpts from our research on the topic.
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Volkswagen (VW) Settlement Mitigation Funding "may be used to support the scrapping of
older vehicles as defined, the replacement of an existing engine (repowering), or the purchasing
of new diesel or alternate fueled (CNG, propane, hybrid) engines and vehicles" (American
Cities Climate Challenge, 2023). The state of California provides grants and incentives to
establish chargers and support fleet conversion. "Heavy-Duty Low Emission Vehicle
Replacement and Repower Grants The South Coast Air Quality Management District
(SCAQMD) offers grants for the replacement or repower of eligible class 7 and 8 heavy-duty
vehicles with low oxide of nitrogen (NOx) vehicles" (Alternative Fuels Data Center, n.d.). Our
research also came across handy tools for finding funding sources; Funding Finder (Funding
Finder, 2023) provides an interface to search for several funding sources based on the zip code,
technology, and vehicle type. For a list of tools available to find funding refer to Appendix J.
Implementation Challenges
To keep our research holistic, we also identified the patterns of challenges the city can
anticipate to ensure a smoother transition to a complete fleet of Electric Vehicles. The city of
RC mentioned issues of procurement they had in prior EV purchases. As we dived deeper into
the issue, other cities were facing similar challenges due to issues with Supply Chains. Lack of
Heavy-Duty vehicles, Range Anxiety, and issues with quick charging are a few other
concerning challenges. The unavailability of Infrastructure for fast charging is a noteworthy
pattern seen across various cities. A few excerpts from the research, "Global auto supply chains
have been snarled by a semiconductor chip shortage. Many auto manufacturers slashed chip
orders when car sales dropped dramatically in early 2020 during the COVID-19 lockdown. So,
the semiconductor industry shifted production lines to meet the demand for other applications,
like laptops, TVs, and video games." (Cox Automotive Mobility, 2022) indicates supply chain
problems. "Also, in the US, a massive ramp-up is required. According to a PwC analysis, the
EV charging market in the US could — and will need to — grow nearly tenfold to satisfy the
charging needs of an estimated 27 million EVs on the road by 2030" (Mildner, 2023), indicates
the importance of infrastructure readiness.
Regarding Heavy Duty Vehicles, "The complication right now is the technology is
pretty new," and "There are lots of advances, and there are lots of changes, so we are not sure
where that is going to go yet" (Raymond et al., 2023) point out the need for evolved technology
to support the hauling requirements. Surveys and interviews also indicated speculation w.r.t
Heavy Duty Electric Vehicles. Adoption after purchase is significant, and anxiety about the
range and charging exists. "Range anxiety is what an EV driver feels when the battery charge is
low and the usual sources of electricity are unavailable. It sparks a fear of getting stranded
somewhere, which adds time, inconvenience, and stress to a journey. Studies show that driving
range and a lack of charging Infrastructure are the primary reasons people do not consider EVs
when buying a new vehicle" (J.D.Power, 2020). These issues have been generic across various
cities, and if cautiously resolved, the actions will help the city of Rancho Cucamonga easily
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transition its fleets. For further understanding, refer to Appendix K to retrieve the codebook,
which lists our research themes in each category with anecdotes from prominent sources.
Fleet Utilization Study for RC’s Fleet
Table 3. RC Fleet Profile at a Glance
Total Number of Vehicles 171
% of Pool Vehicles 73.7%
% of Non-Pool Vehicles 26.3%
% of Trucks 60.8%
% of Sedans 3.5%
% of Other (SUV, Van, Etc.) 35.7%
Median Age 14
Median Miles 48,789
Number of Vehicles Eligible for
Retirement 12
An analysis of the City of Rancho Cucamonga’s fleet found that the aging fleet
predominantly comprises trucks, SUVs, and vans with costlier electric vehicle replacements
(Energy5, 2023). Figure 6 below shows the proportion of each type of vehicle in the fleet.
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Figure 6: Types of Vehicles in RC Fleet
The city retires vehicles once vehicles are 10 years old and/or reach over 100,000 miles.
The median age of the fleet is 14 years old. The median miles of the fleet are 48,789. The fleet
is relatively older. 12 vehicles are eligible for retirement: 4 Ford 1-150’s, 4 Ford 350, 1 Escape
Hybrid, 1 Ranger, and 2 Ford 250’s. Figure 7 below illustrates that most vehicles in the fleet are
over 10 years old.
Figure 7: RC Vehicle Age Distribution
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In addition to creating a fleet profile, we calculated: vehicles’ ages relative to lifespan,
vehicles’ mileage relative to the cap of 100,000 miles, eligibility for retirement, annual mileage,
annual fuel consumption, fuel consumption per mile, annual fuel costs, fuel costs per mile,
maintenance costs per mile, and costs per mile. The chart below summarizes the data points and
formulas for calculations and the limitations of the data and calculations. RC does not track
annual mileage and fuel expenses for vehicles in the fleet. As a substitute for actual data, we
used the county’s current average fuel costs to calculate annual fuel costs for vehicles. We also
estimated annual mileage by dividing their odometer readings by their ages.
Table 4. RC Data
Measurement Data Points Formula Indicator Of Limitations
Age relative to
lifespan • Vehicle age (years)
● Retirement age of 10
years per RC’s policy
10-vehicle age=age relative to
lifespan (years)
Retirement eligibility Not applicable
Mileage relative to
cap
• Odometer readings/total
mileage
● Cap of 100,000 miles
per RC’s policy
100,000-total
mileage=mileage relative to
cap (miles)
Retirement eligibility Odometer readings are
self-reported, potential for
human error when
entering numbers into the
system
Eligible for
retirement
• Age relative to lifespan
● Mileage relative to cap
Eligible for retirement if >10
years and >100,000 miles
Retirement eligibility Odometer readings are
self-reported, potential for
human error when
entering numbers into the
system
Annual mileage • Odometer readings/total
mileage
● Vehicle age (years)
Total mileage/vehicle age
(years)=estimate annual
mileage (miles)
Utilization No real data; assumes
vehicles are driven an
equal number of miles
every year and odometer
readings are self-reported
Annual fuel
consumption
● Fuel quantities for 12-
month periods, June
2021-June 2022 & June
2022-2023 (gallons)
(Sum of fuel quantities for all
transactions June 2021-June
2022 + sum of fuel quantities
for all transactions June 2022-
June 2023)/2 years=average
annual fuel consumption
(gallons)
Utilization
Vehicle performance in
terms of fuel efficiency
Assumes a relationship
between quantities of fuel
consumed and level of
utilization when fuel
consumption may be more
so related to vehicle
performance
Fuel consumption
per mile
• Average annual fuel
consumption
● Estimate annual mileage
Average annual fuel
consumption/estimate annual
mileage=fuel consumption per
mile
Vehicle performance in
terms of fuel efficiency
Not using real data;
estimated annual mileage
and average annual fuel
consumption
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Measurement Data Points Formula Indicator Of Limitations
Age relative to
lifespan
• Vehicle age (years)
● Retirement age of 10
years per RC’s policy
10-vehicle age=age relative to
lifespan (years)
Retirement eligibility Not applicable
Annual fuel costs • Average annual fuel
consumption
● Current average fuel
prices in San Bernardino
County according to
AAA as of 6/29/23
Average annual fuel
consumption x current average
fuel prices=average annual
fuel costs
Cost efficiency Calculated using average
annual fuel consumption
and current average fuel
prices; all averages, not
real data
Fuel costs per mile • Annual fuel costs
● Estimate annual
mileage
Annual fuel costs/estimate
annual mileage=fuel costs per
mile
Cost efficiency
Vehicle performance in
terms of fuel efficiency
All averages/estimates,
not real data
Maintenance/repair
costs per mile • Lifetime
repair/maintenance costs
● Odometer readings/total
mileage
Lifetime repair and
maintenance costs/total
mileage=maintenance/repair
costs per mile
Cost efficiency
Odometer readings are
self-reported, potential for
human error when
entering numbers into the
system
Costs per mile • Fuel costs per mile
● Maintenance costs per
mile
Fuel costs per mile +
maintenance costs per
mile=costs per mile
Cost efficiency All averages/estimates,
not real data
We can evaluate vehicles based on the following criteria:
○ Utilization using annual mileage (PPIAF, 2006)
○ Retirement eligibility using vehicle age and total mileage
○ Cost efficiency using costs per mile (DDC FPO Solutions, n.d.)
○ Vehicle performance in terms of fuel efficiency using fuel consumption per mile
(Motive, 2020)
RC can prioritize converting vehicles in the fleet to electric by sequencing them based
on the abovementioned criteria. For instance, RC can prioritize converting vehicles eligible for
retirement during the initial stages of implementation. Subsequently, they can focus on
converting either underutilized or costly vehicles. Lastly, they can address the conversion of
poor-performing vehicles.
The chart below has broken down the information gathered from our fleet utilization
study. We aimed to categorize vehicles according to their utilization, retirement eligibility, cost
efficiency, and fuel efficiency.
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Table 5. Data Categories
Utilization High Medium Low
Retirement Eligibility Yes No
Cost Efficiency High Medium Low
Fuel Efficiency High Medium Low
We have calculated the average, median, and standard deviation and identified the entire
fleet's minimum and maximum annual mileage. Next, we assigned specific data values to
represent "high utilization," "medium utilization," and "low utilization." Vehicles can be
classified as high, medium, or low utilization based on their mileage falling within specific data
ranges.
Table 6. Calculations Annual Mileage
Average Annual Mileage (miles) 4,032
Median Annual Mileage (miles) 3,510
Minimum Annual Mileage (miles) 308
Maximum Annual Mileage (miles) 25,585
STDEV Annual Mileage 2777.413181
Table 7. Utilization
High Medium Low
≥6,287 miles annually 6,287> and >733 miles annually ≤733 miles annually
Note: high is equal to or greater than 6,287 miles annually, the median plus one standard deviation;
medium is less than 6,287 miles and greater than 733 miles, median minus one standard deviation; low is
equal to or less than 733 miles, median minus one standard deviation
According to RC's vehicle retirement policy, vehicles should be evaluated for retirement
once they have accumulated 100,000 miles or have been in service for 10 years. We have
identified vehicles at least 10 years old with odometer readings exceeding 100,000 miles.
Vehicles that met both criteria were deemed eligible for retirement.
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Table 8. Retirement Eligibility
Yes No
>10 years old AND > 100,000 miles <10 years old AND/OR <100,000
We obtained the lifetime maintenance and repair costs from an internal document that
was provided by the RC staff. To calculate the maintenance and repair costs per mile, we took
each vehicle's lifetime maintenance and repair costs and divided them by their total mileage. We
have also calculated the average, median, and standard deviation for the entire fleet's
maintenance/repair costs per mile, as shown in the chart below. Additionally, we have identified
the minimum and maximum costs.
Table 7. Calculations Maintenance/Repair Costs Per Mile
Average Maintenance Costs Per Mile $0.27
Median Maintenance Costs Per Mile $0.16
Minimum Maintenance Costs Per Mile $0.01
Maximum Maintenance Costs Per Mile $2.24
STDEV Maint. Costs Per Mile 0.3339102714
We have received two (2) fuel transaction reports: 1) June 2021 to June 2022; and 2)
June 2022 to 2023. To calculate the total number of gallons of fuel consumed by vehicles
during the two 12-month periods, we sorted the data and then summed all individual fuel
transactions for each vehicle. We determined vehicles' average annual fuel consumption by
dividing the total gallons consumed over two years. To calculate their annual fuel costs in
present terms, we multiplied the fuel consumed annually by the average price of gasoline
($4.80) or diesel ($4.83) per gallon in San Bernardino County, according to AAA, as of June
29, 2023. Next, we calculated the fuel costs per mile for all vehicles by dividing their annual
fuel costs by their annual mileage. In addition, we have calculated the average, median, and
standard deviation for the fuel costs per mile of the entire fleet. We have also identified the
minimum and maximum values shown in the chart below.
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Table 9. Calculations Fuel Costs Per Mile
Average Fuel Costs Per Mile $0.45
Median Fuel Costs Per Mile $0.39
Min Fuel Costs Per Mile $0.00
Max Fuel Costs Per Mile $1.81
STDEV Fuel Costs Per Mile $0.35
To calculate the cost per mile of vehicles, we included fuel and maintenance/repair
costs—additionally, we computed statistics for the entire fleet represented below.
Table 10. Calculations Costs Per Mile
Average Costs Per Mile $0.73
Median Costs Per Mile $0.61
Min Costs Per Mile $0.03
Max Costs Per Mile $3.21
STDEV Costs Per Mile 0.4971718877
Figure 8 below illustrates the distribution of data. The presence of outliers, specifically
vehicles with costs per mile greater than $1.89, has caused the data to be skewed.
Figure 8: Comparison of Costs Per Mile
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We assumed that the outliers were high-cost vehicles based on their costs per mile,
which were considerably higher than the fleet's median and average costs per mile. Therefore,
we excluded the four (4) outliers and redistributed the values in a histogram chart below (Figure
9).
Figure 9: Cost Per Mile Comparisons Without Outliers
To facilitate our analysis, we combined the groups into three (3) categories: high-cost,
medium-cost, and low-cost. This consolidation was represented visually using a histogram chart
(Figure 10).
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Figure 10: Comparison Groups Excluding Outliers
There are 89 vehicles that have costs per mile lower than or equal to $0.63, making them
classified as low-cost. The cost per mile for 59 falls between $.63 and $1.23, with a median
value of $.61 and an average value of $.73. All vehicles, including the four (4) excluded
outliers, are considered high cost if their costs per mile are equal to or exceed $1.23.
Table 11. Cost Efficiency
High-Cost Medium-Cost Low-Cost
≥$1.23 $1.23 >and> $0.63 ≤$0.63
Finally, we utilized calculations for annual fuel consumption in order to assess fuel
efficiency. This was done by dividing the average annual fuel consumption (measured in
gallons) by the annual mileage. The chart below presents statistical information summarizing
the fleet.
Table 12. Calculations Annual Fuel Consumption
Average Qts Fuel 21-23 382.888538
Median Qts Fuel 21-23 215.75
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Min Qts Fuel 21-23 0
Max Qts Fuel 21-23 2411.65
STDEV Qts Fuel 21-23 386.9371709
Table 11. Calculations Fuel Consumption Per Mile
Average Fuel Consumption Per Mile (Gallons) 0.09449923843
Median Fuel Consumption Per Mile (Gallons) 0.08156306529
Min Fuel Consumption Per Mile (Gallons) 0
Max Fuel Consumption Per Mile (Gallons) 0.3763959391
STDEV Fuel Consumption Per Mile 0.07227483471
Table 13. Fuel Efficiency
High Fuel Consumption Medium Fuel Consumption Low Fuel Consumption
≥0.1537 0.1537> and >.0093 ≤.0093
Note: high fuel consumption is greater than or equal to 0.1537 gallons per mile, the median plus
one standard deviation. Medium fuel consumption is less than 0.1537 gallons per mile or greater
than .0093 gallons per mile, the median minus one standard deviation. Low fuel consumption is
less than or equal to .0093.
Gahlaut and Shapiro (2023) developed a set of criteria that can be used to identify early
opportunities for electrification.
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(Gahlaut & Shapiro, 2023)
We have classified vehicles into three (3) categories based on their utilization, fuel
consumption, and costs. We then assessed whether they met the criteria for retirement.
According to Gahlaut and Shapiro (2023), underutilized vehicles, high-cost gas guzzlers, or
eligible for retirement present early opportunities for electrification.
Results: Fleet Utilization Study for RC’s Fleet
The following vehicles are eligible for retirement based on their ages, total mileage, and
RC’s policy.
Table 14. Retirement Eligible
ID Description Manufacturer Year Type of Vehicle
0568 F-150 Crew Cab FORD 2010 Truck
0604 F-150 XL Ext Cab FORD 2010 Truck
0611 F-350 Stakebed FORD 2010 Truck
0694 Escape, Hybrid FORD 2008 Sedan
1414 Ranger FORD 2008 Truck
1914 F-150 Pick-up FORD 2006 Truck
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2511 F-350 Stakebed FORD 2007 Truck
2515 F-350 Stakebed FORD 2010 Truck
2522 F-250 Supercab FORD 2003 Truck
2691 F-250 Pick-up FORD 2008 Truck
3618 F-150 Crew Cab FORD 2010 Truck
3617 F-350 Service Bed FORD 2011 Truck
The following vehicles are older than 10 years, and their total mileage is nearing
100,000 (less than 15,000 miles from reaching 100,000 miles). The average annual mileage for
the fleet is 4,000 miles, so these vehicles will reach or exceed 100,000 miles in less than 4
years.
Table 13. Nearing Retirement
ID Description Manufacturer Year Type of Vehicle
1606 F-150 4X4 FORD 2006 Truck
2411 Ranger FORD 2008 Truck
2631 F-550 Dump FORD 2003 Truck
0663 Dump, 10-Wheel INTL 2001 Other
2223 Explorer FORD 2006 SUV
0501 F-150 Pick-up FORD 2010 Truck
1557 F-350 Utility FORD 2006 Truck
1800 F-250 FORD 2002 Truck
0597 F-350 Stakebed FORD 2011 Truck
0502 F-150 Pick-up FORD 2010 Truck
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2222 Explorer FORD 2006 SUV
2616 F-150 Pick-up FORD 2006 Truck
These 24 vehicles that are either eligible for retirement or nearing the end of their
lifespans are depreciated assets and, thus, early opportunities for electrification.
The vehicles were sorted based on annual mileage and categorized as high, medium, or
low utilization. The following vehicles are underutilized; they are estimated to be driven less
than 733 miles annually. Hypothetically, they could be sold or replaced without disruption to
service delivery.
Table 14. Low Utilization
ID Description Utilization
0566 E-350 Van Low
0638 E-450 Box Van Low
0637 F-550 Low
0813 F-250 Low
3530 Colorado Low
3233 HONDA CIVIC Low
0832 F-450, Aerial Lift Low
2648 Sweeper, Schwarze Low
The complete list of vehicles categorized by utilization levels can be found in the
Appendices. See Appendix: Vehicle Utilization.
Vehicles were sorted based on their costs per mile and categorized as high, medium, or
low-cost. The following 23 vehicles are high-cost. Electrifying these vehicles will save costs by
reducing fuel and maintenance costs (The Climate Group, 2020; US Department of Energy,
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n.d.). The complete list of vehicles categorized by cost efficiency can be found in the
Appendices. See Appendix: Cost Efficiency.
Table 15. High-Cost Vehicles
ID Description Cost Efficiency
0599 Utility Bed, F-250 High-Cost
0815 F-250 Utility High-Cost
2517 Tower High-Cost
0566 E-350 Van High-Cost
1603 F-550 Graffiti Truck High-Cost
0639 Dump Truck High-Cost
1692 F-450 High-Cost
2621 F-550 Dump High-Cost
0919 F-150 XL Long Bed High-Cost
2508 F-350 Stakebed High-Cost
0573 F-250 Utility High-Cost
1418 F-350 High-Cost
3530 Colorado High-Cost
2523 F-250 Stakebed High-Cost
2624 F-550 Utility Bed High-Cost
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1625 CNG Dump High-Cost
0663 Dump, 10-Wheel High-Cost
0638 E-450 Box Van High-Cost
2651 Storm Drain Truck High-Cost
2632 CNG Dump High-Cost
1602 F-350 Dually High-Cost
0832 F-450, Aerial Lift High-Cost
0813 F-250 High-Cost
Finally, vehicles were sorted based on fuel consumption per mile and categorized as
high, medium, or low fuel consumption. This data does not speak to vehicles’ fuel economy;
instead, it compares fuel consumption to other vehicles in the fleet. In other words, the data
depicts how they perform compared to other vehicles in the fleet, but not generally, compared to
industry standards. The vehicles could have good fuel economy according to industry standards.
The vehicles listed below consume the most fuel per mile. The complete list of categorized
vehicles can be found in the Appendices. See Appendix: Fuel Efficiency.
Table 16. High Fuel Consumption Vehicles
ID Description Fuel Efficiency
0815 F-250 Utility High Fuel Consumption
2331 Escape, Hybrid High Fuel Consumption
0567 F-250 Pick-up High Fuel Consumption
1538 F-350 Utility High Fuel Consumption
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0663 Dump, 10-Wheel High Fuel Consumption
0829 F-350 Utility High Fuel Consumption
0611 F-350 Stakebed High Fuel Consumption
1531 F-350 Stakebed High Fuel Consumption
2621 F-550 Dump High Fuel Consumption
2334 Explorer High Fuel Consumption
0570 F-250 Utility Bed High Fuel Consumption
1602 F-350 Dually High Fuel Consumption
2326 Explorer High Fuel Consumption
0639 Dump Truck High Fuel Consumption
2517 Tower High Fuel Consumption
0605 F-250 Super Cab XL High Fuel Consumption
0825 F-250 Super Cab XL High Fuel Consumption
2503 F-150 Pick-up High Fuel Consumption
2501 Utility Bed, F-250 High Fuel Consumption
2631 F-550 Dump High Fuel Consumption
0695 F-550 High Fuel Consumption
0813 F-250 High Fuel Consumption
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2702 F-250 High Fuel Consumption
1692 F-450 High Fuel Consumption
0599 Utility Bed, F-250 High Fuel Consumption
3633 F-550 Graffiti Truck High Fuel Consumption
3634 F550 High Fuel Consumption
0919 F-150 XL Long Bed High Fuel Consumption
0573 F-250 Utility High Fuel Consumption
1603 F-550 Graffiti Truck High Fuel Consumption
1418 F-350 High Fuel Consumption
2523 F-250 Stakebed High Fuel Consumption
2624 F-550 Utility Bed High Fuel Consumption
0832 F-450, Aerial Lift High Fuel Consumption
The following chart lists vehicles that meet several criteria for early electrification (low
utilization, high cost, and/or high fuel consumption). More specifically, these vehicles are
underutilized and high-cost. The F-250 and F-450 also consume more fuel per mile than other
vehicles in the fleet based on their estimated annual mileage and 12-month fuel transaction data.
These 5 vehicles are not eligible for retirement or nearing retirement.
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Table 17. Vehicles Meeting Several Criteria for Early Electrification
ID Description Utilizati
on
Cost Efficiency Fuel Efficiency
3530 Colorado Low High-Cost Medium Fuel Consumption
0566 E-350 Van Low High-Cost Medium Fuel Consumption
0638 E-450 Box Van Low High-Cost Medium Fuel Consumption
0813 F-250 Low High-Cost High Fuel Consumption
0832 F-450, Aerial Lift Low High-Cost High Fuel Consumption
For the subsequent analysis phase, we compared the Total Costs of Ownership (TCO)
for vehicles in the fleet and EV equivalent replacements. The purchase costs of EVs are often
perceived as barriers to electrification (Macharis et al., 2013). Rather than basing procurement
decisions on upfront costs alone, purchasing decisions can be based on understanding the total
costs of owning and maintaining vehicles (Ellram, 1995; Macharis et al., 2013). Comparing
TCOs in the analysis helped assess vehicles' real competitiveness and sequence conversion to
maximize financial returns (Atlas Public Policy, 2021; Macharis et al., 2013). For example,
according to the TCO literature, light-duty EVs have a cost lower than conventional vehicles of
their category (Macharis et al., 2013). The DRVE tool is open-source and can calculate
differences between TCOs for EVs and ICEs with few data inputs (Atlas Public Policy, 2021).
This tool was used to conduct a cost-benefit analysis of electrification for every vehicle (Atlas
Public Policy, 2021).
We uploaded an Excel containing VIN numbers, expected years of use (10 years
according to RC's retirement policy), and vehicles' annual mileage. We did not use the tool's
default figures for expected years of use and annual vehicle miles traveled. We used the zip
code 91739 to locate the fleet in Rancho Cucamonga. We chose to apply available state
incentives to subsidize the purchase of EVs. Applying state incentives affects TCO calculations
as the upfront costs of some EV replacements decrease. Receiving incentives or rebates towards
the purchase of EVs is not guaranteed.
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8 VINs were dropped because the system could not identify them. We manually inputted
vehicle make and model information for 7 of the 8 vehicles. We could not correct 1 VIN
because we received no vehicle description.
Figure 11. Screenshot Image: Initial Data Inputs
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Figure 12. Screenshot Image: Available State Incentives Applied
Figure 13. Screenshot Image: VINs Dropped
We were able to customize selections in the tool. Given the data we were provided with
or could source, we customized the following data entries:
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Table 18. Fuel prices
Field Input
Gasoline price $4.80 per gallon
Diesel price $4.83 per gallon
Electricity price $0.2218 per kWh
Charging mix 80, 15, 5; see screenshot below
Ownership strategy Purchase (cash)
We used the same values for fuel prices from our earlier analysis. RC staff provided us
with the average electricity price based on their recent financial records. RC staff confirmed that
vehicles are purchased (cash). Finally, although RC staff aims to charge vehicles where they are
domiciled, RC staff shared that employees drive them home, and charging stations have yet to
be installed at all city locations. Therefore, we assumed vehicles would be charged 80% of the
time where they are domiciled, i.e., Depot/Home Charging, 15% of the time in the community
while en route or at employees’ homes, i.e., Public Charging, and 5% of the time at other city
locations, i.e., En Route Charging. The tool defines these terms or categories. The charging mix
setting affects the overall costs of charging EVs because cities often pay lower commercial rates
for electricity.
Figure 14. Screenshot Image: Charging Mix Setting Selection Screen
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The full DRVE report has been included with the project report submission as a separate
attachment. According to the report, 38% of the fleet are light-duty vehicles. Medium-duty
vehicles make up 62% percent of the fleet.
The tool calculates TCO using vehicle purchase price, operating and maintenance costs over the
vehicle's life. The analysis uses the vehicle's depreciated value at the end of its useful life. It is
calculated using each vehicle's purchase price, range, and annual mileage and relies on a
formula developed using real-world used vehicle sales data. The analysis includes calculations
of the net present value (NPV) of 100 percent electrification compared to 100 percent
conventional vehicle use. The following chart, pulled from the DRVE report, compares the
NPV of the TCO of all vehicles across the fleet by vehicle class. Over the lifespan of the
vehicles, EV alternatives for minivans, pickup trucks, sedans, and SUVs will cost less per mile
than their conventional counterparts.
Table 19. NPV Calculations
Row Labels Average Total NPV
Cost ($/Mile)
Average Total NPV Cost
Delivery Truck
Conventional $6.05 $174,490.20
EV Alternative $7.03 $196,512.48
Minivan
Conventional $0.48 $123,798.10
EV Alternative $0.44 $113,192.51
Pickup Truck
Conventional $1.34 $52,249.56
EV Alternative $1.29 $49,298.58
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Sedan
Conventional $3.07 $35,200.93
EV Alternative $2.87 $33,690.35
SUV
Conventional $1.45 $44,765.32
EV Alternative $1.44 $44,376.86
Vans
Conventional $7.96 $89,737.42
EV Alternative $7.99 $74,061.59
Work Truck
Conventional $4.73 $128,880.01
EV Alternative $6.51 $169,848.14
Grand Total $4.55 $118,590.54
The following charts were copied from the DRVE report. The charts compare the
nominal costs per mile per vehicle. Across all vehicle types, EV alternatives for light-duty
vehicles cost less than conventional ones because of their lower maintenance and fuel costs.
Electrifying light-duty vehicles in the fleet results in long-term cost savings. By and large, EV
alternatives for medium-duty vehicles cost more than conventional ones; however, nominal
costs per mile are similar for EV alternatives and conventional vans.
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Figure 15. DRVE Report Chart #1
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51
Figure 16. DRVE Report Chart #2
The following table from the DRVE report shows the average total cost of ownership
per mile for each use case.
Table 20. CPM
Original CPM EV Average CPM
Delivery Truck $6.05 $7.03
Minivan $0.48 $0.44
Pickup Truck $1.34 $1.29
Sedan $3.07 $2.87
SUV $1.45 $1.44
Vans $7.96 $7.99
Work Truck $4.73 $6.51
Grand Total $4.13 $4.98
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The following table lists the most cost effective replacement vehicles compared to their
conventional counterparts.
Table 21. Vehicle Class Passenger Vehicles (Light-Duty)
Top 5 Passenger Vehicles to Procure
ICE Replacement Avg Percent
Savings from EVs EV Alternative Vehicles
HONDA Civic 11.42% 2022 Chevrolet Bolt EV
BEV
3
FORD Escape 11.23% 2022 Ford Escape FWD
PHEV PHEV
15
RAM Promaster City 8.57% 2022 Chrysler Pacifica
Hybrid PHEV
1
FORD F-150 6.76% 2022 Ford F-150
Lightning 4WD BEV
17
RAM 1500 6.24% 2022 Ford F-150
Lightning 4WD BEV
1
Grand Total 8.69% 2022 Chevrolet Bolt
EV BEV
37
Vehicle Class
Medium and Heavy-Duty
Top 5 Medium and Heavy-Duty Vehicles to Procure
ICE Replacement Avg Percent
Savings from EVs EV Alternative Vehicles
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FORD E-150 40.06% 2023 Ford eTransit -
Passenger Van BEV
5
CHEVROLET Express 31.72% 2023 Ford eTransit -
Passenger Van BEV
3
HONDA Civic 11.42% 2022 Chevrolet Bolt EV
BEV
3
FORD Escape 11.23% 2022 Ford Escape FWD
PHEV PHEV
15
RAM Promaster City 8.57% 2022 Chrysler Pacifica
Hybrid PHEV
1
Grand Total 22.85% 2022 Chevrolet Bolt
EV BEV 27
Of the vehicles evaluated by the tool, electrifying 29 of the vehicles will neither likely
nor unlikely reduce costs. Electrifying 65 of the vehicles will likely reduce costs. Electrifying
the other 55 vehicles will not likely reduce costs. The complete list of the vehicles and the
likelihood of cost savings from electrifying these vehicles can be found in the DRVE report. Of
the 29 vehicles that are eligible for retirement, nearing the end of their lifespans, or costlier
based on an evaluation and analysis of internal data, the following vehicles can be electrified to
reduce costs according to the TCO analysis; EV replacement models were included if they were
listed in the previous charts listing the top EVs to procure:
Table 22. Candidates for Early Electrification and Likelihood of Cost Savings
ID Description Likelihood of Cost Savings Top EV Replacements to
Procure
3530 Colorado Likely NA
0566 E-350 Van Very Likely NA
0638 E-450 Box Van Very Unlikely NA
0813 F-250 Very Unlikely NA
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0832 F-450, Aerial Lift Very Unlikely NA
0568 F-150 Crew Cab Likely 2022 Ford F-150 Lightning
4WD BEV
0604 F-150 XL Ext Cab Neither Likely Nor Unlikely 2022 Ford F-150 Lightning
4WD BEV
0611 F-350 Stakebed Neither Likely Nor Unlikely NA
0694 Escape, Hybrid Likely 2022 Ford Escape FWD PHEV
1414 Ranger Likely NA
1914 F-150 Pick-up Neither Likely Nor Unlikely 2022 Ford F-150 Lightning
4WD BEV
2511 F-350 Stakebed Neither Likely Nor Unlikely NA
2515 F-350 Stakebed Likely NA
2522 F-250 Supercab Very Unlikely NA
2691 F-250 Pick-up Unlikely NA
3618 F-150 Crew Cab Neither Likely Nor Unlikely 2022 Ford F-150 Lightning
4WD BEV
3617 F-350 Service Bed Neither Likely Nor Unlikely NA
1606 F-150 4X4 Likely 2022 Ford F-150 Lightning
4WD BEV
2411 Ranger Likely NA
2631 F-550 Dump Likely NA
0663 Dump, 10-Wheel Unlikely NA
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2223 Explorer Likely NA
0501 F-150 Pick-up Neither Likely Nor Unlikely 2022 Ford F-150 Lightning
4WD BEV
1557 F-350 Utility Unlikely NA
1800 F-250 Very Unlikely NA
0597 F-350 Stakebed Unlikely NA
0502 F-150 Pick-up Neither Likely Nor Unlikely 2022 Ford F-150 Lightning
4WD BEV
2222 Explorer Likely NA
2616 F-150 Pick-up Unlikely 2022 Ford F-150 Lightning
4WD BEV
RC could begin by electrifying all 65 vehicles identified in the DRVE report as likely to
reduce costs if electrified. RC could electrify vehicles eligible for retirement, nearing the end of
their lifespans, or costly if they are likely to reduce costs if electrified (those vehicles listed
above, highlighted in green). RC could also use other criteria explained in this section to
sequence the electrification of vehicles. For example, certain vehicles have more cost-effective
EV alternatives. RC could electrify those vehicles with existing EV equivalents that are cost-
effective. This report does not investigate the availability of EV alternatives. Given the
implementation timeline, the availability of EV alternatives for fleet vehicles should influence
the plan.
Discussion: Fleet Utilization Study for Fire’s Fleet
Table 23. Fire Fleet Profile at a Glance.
Total Number of Vehicles 25
% of Pool Vehicles 12%
% of Non-Pool Vehicles 88%
% of Trucks 20%
% of Sedans 16%
% of Other (SUV, Van, EVs Etc.) 64%
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Median Age 11
Median Miles 74,787
Number of Vehicles Eligible for Retirement Not Applicable
To be consistent with the analysis conducted for RC, 3 EVs and 1 CNG (lacking data)
were not evaluated.
The Fire Department’s non-suppression fleet predominantly comprises SUVs and trucks with
costlier electric vehicle replacements (Energy5, 2023). Most vehicles are 10-15 years old, as the
histogram below captures. Because the Fire Department does not have a policy for retiring
vehicles, i.e., after a certain age or total mileage, we could not conclude whether certain
vehicles should be replaced because they are at or near the end of their lifespans.
Figure 17: Fire Department Vehicle Age Distribution
In addition to creating a fleet profile, we calculated: average annual mileage, average
annual fuel consumption, fuel consumption per mile, average annual fuel costs, fuel costs per
mile, maintenance costs per mile, and costs per mile. The chart below summarizes the data
points and formulas for calculations and the limitations of the data and calculations. For
example, the Fire Department does not track fuel expenses for vehicles in the fleet. As a
substitute for actual data, we used the county’s current average fuel costs to calculate annual
fuel costs for vehicles. We also calculated averages for different measures using several years of
data to annualize the data. Although we were provided data for 2019 through 2023, some
vehicles were purchased more recently and did not have data dating back to 2019, 2020, or
2021. We did not use fuel data for 2023 because we are midway through the year. The fire
department did not provide us with maintenance cost data for 2022. In other words, how we
calculated averages differs for every vehicle and every category because data was available in
some years and not others.
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Table 24. Fire Fleet Data
Measurement Data Points Formula Indicator Of Limitations
Annual mileage
● Annual
mileage data
for 2019-2022
if available
Sum of annual
mileage/the number of
years the data is
available for=average
annual mileage
Utilization
Average annual
mileage; utilization
could differ
annually
Annual fuel
consumption
● Fuel quantities
for 2019-2022
if available
Sum of fuel
quantities/the number
of years the data is
available for=average
fuel consumption
Utilization
Vehicle
performance in
terms of fuel
efficiency
Assumes a
relationship
between quantities
of fuel consumed
and level of
utilization when fuel
consumption may
be more so related
to vehicle
performance
Fuel
consumption per
mile
● Annual
mileage
● Annual fuel
quantities
● Fuel
consumption
per mile for
2019-2022 if
available
Annual fuel
consumption/annual
mileage=annual fuel
consumption per mile
Sum of annual fuel
consumption per
mile/the number of
years the data is
available for=average
fuel consumption per
mile
Vehicle
performance in
terms of fuel
efficiency
Average; not an
indicator of fuel
economy
Annual fuel costs
● Average
annual fuel
consumption
● Current
average fuel
prices in San
Bernardino
County
according to
AAA as of
6/29/23
Average annual fuel
consumption x current
average fuel
prices=average annual
fuel costs
Cost efficiency
Calculated using
average annual fuel
consumption and
current average fuel
prices; all averages,
not real data
Fuel costs per
mile
● Average
annual fuel
costs
● Average
annual
mileage
Annual fuel
costs/average annual
mileage=fuel costs per
mile
Cost efficiency
Vehicle
performance in
terms of fuel
efficiency
All
averages/estimates,
not real data
Maintenance/rep ● Annual Annual maintenance Cost efficiency Only received
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air costs per mile maintenance
costs
● Annual
mileage
● Maintenance
costs per mile
for 2019-2021
if available
costs/annual
mileage=annual
maintenance costs per
mile
Sum of annual
maintenance costs per
mile/the number of
years the data is
available for=average
maintenance costs per
mile
maintenance/repair
costs for 2019-2021;
does not reflect the
total maintenance
costs over vehicles’
lifespans
Costs per mile
● Fuel costs per
mile
● Maintenance
costs per mile
Fuel costs per mile +
maintenance costs per
mile=costs per mile
Cost efficiency
All
averages/estimates,
not real data
We can evaluate vehicles’:
○ Utilization using average annual mileage (PPIAF, 2006)
○ Cost efficiency using costs per mile (DDC FPO Solutions, n.d.)
○ Vehicle performance in terms of fuel efficiency using fuel consumption per mile
(Motive, 2020)
Through the fleet utilization study, we aimed to categorize vehicles based on their
utilization, cost efficiency, and fuel efficiency.
Table 25. Data Categories
Utilization High Medium Low
Cost Efficiency High Medium Low
Fuel Efficiency High Medium Low
We calculated the average, median, and standard deviation and identified the entire
fleet's minimum and maximum annual mileage. We then assigned a range of data values to
"high utilization," "medium utilization," and "low utilization." Vehicles could be categorized as
high, medium, or low in terms of utilization based on where their mileage falls within the data
ranges.
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Table 26. Calculations Annual Mileage
Average Annual Mileage (miles) 4,738
Median Annual Mileage (miles) 3,657
Minimum Annual Mileage (miles) 545
Maximum Annual Mileage (miles) 16,070
STDEV Annual Mileage 3446
Table 27. Utilization
High Medium Low
≥8,184 miles annually 8,184> and >1,292 miles annually ≤1,292 miles annually
Note: high is equal to or greater than 8,184 miles annually, the average plus one standard deviation;
medium is less than 8,184 miles and greater than 1,292 miles, the average minus one standard deviation;
low is equal to or less than 1,292 miles, the average minus one standard deviation
We were given yearly vehicle maintenance costs from 2019 to 2022. We divided annual
maintenance costs by annual mileage to calculate annual maintenance costs per vehicle mile.
We then calculated the average annual maintenance costs per mile for vehicles. We also
calculated the average, median, and standard deviation and identified the minimum and
maximum maintenance/repair costs per mile for the entire fleet, as represented in the below
chart.
Table 27. Calculations Maintenance/Repair Costs Per Mile
Average Maintenance Costs Per Mile $0.37
Median Maintenance Costs Per Mile $0.17
Minimum Maintenance Costs Per Mile $0.04
Maximum Maintenance Costs Per Mile $3.45
STDEV Maint. Costs Per Mile 0.667179644
We were provided annual fuel consumption data for 2019-2022. We calculated the
average number of gallons of fuel consumed by vehicles annually (by dividing the totals by the
number of years the data was available). We then multiplied the average number of gallons of
fuel consumed annually by the average price of gasoline ($4.80) or diesel ($4.83) per gallon in
San Bernardino County according to AAA as of
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June 29, 2023, to calculate their annual fuel costs in present terms. We then divided their annual
fuel costs by their average annual mileage to calculate fuel costs per mile for all vehicles. We
also calculated the average, median, and standard deviation and identified the minimum and
maximum fuel costs per mile for the entire fleet, as represented in the chart below.
Table 28. Calculations Fuel Costs Per Mile
Average Fuel Costs Per Mile $0.22
Median Fuel Costs Per Mile $0.18
Min Fuel Costs Per Mile $0.11
Max Fuel Costs Per Mile $0.62
STDEV Fuel Costs Per Mile $0.12
We added fuel and maintenance/repair costs per mile to calculate vehicles’ costs per
mile. We also calculated statistics for the entire fleet, as shown below.
Table 29. Calculations Costs Per Mile
Average Costs Per Mile $0.59
Median Costs Per Mile $0.37
Min Costs Per Mile $0.15
Max Costs Per Mile $3.79
STDEV Costs Per Mile 0.7199678636
We could not use the standard deviation and average or median costs per mile to
determine value ranges for each category of cost efficiency because low-cost vehicles would
need to have costs below zero. The histogram below shows that all vehicles’ costs per mile are
grouped around the median or average for the fleet. Only 1 vehicle has costs per mile that
significantly exceed the rest of the fleet’s costs. We could not draw conclusions about vehicles
other than identifying 1 vehicle that is more expensive than the rest of the vehicles.
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Figure 18: Costs Per Mile Comparisons
Lastly, we used calculations for annual fuel consumption to determine fuel efficiency by
dividing annual fuel consumption (number of gallons of fuel consumed on average) by average
annual mileage. Statistics for the fleet are summarized below.
Table 30. Calculations Annual Fuel Consumption
Average Qts Fuel 197.4435
Median Qts Fuel 153.475
Min Qts Fuel 31.9
Max Qts Fuel 733.1875
STDEV Qts Fuel 156.988858
Table 31. Calculations Fuel Consumption Per Mile
Median Fuel Consumption Per Mile (Gallons) 0.04
Min Fuel Consumption Per Mile (Gallons) 0.02
Max Fuel Consumption Per Mile (Gallons) 0.13
STDEV Fuel Consumption Per Mile 0.02623952103
Again, we used a histogram chart to develop categories for fuel consumption. Vehicles'
fuel consumption per mile is grouped around the fleet's median and average fuel consumption
per mile. There are no significant differences between the quantities of fuel consumed every
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mile by vehicles. However, based on the histogram chart, we identified two outliers meaning 2
vehicles that consumed more fuel per mile than other vehicles in the fleet.
Figure 19: Fuel Consumption Comparison
Results: Fleet Utilization Study for Fire’s Fleet
The vehicles were sorted based on annual mileage and categorized as high, medium, or
low utilization. The following vehicle needs to be more utilized; it is estimated to be driven less
than 1,292 miles annually: Nissan NV200, 2020, ID #164-20. The following vehicles are
utilized more frequently than the other vehicles in the fleet: 1) Nissan NV200, 2020, ID #163-
20; 2) Toyota RAV-4, 2020, ID # 160-20; and 3) Chevy Colorado 4X4, 2018, ID #151-18. The
remaining 21 vehicles are driven relatively the same amount during the year.
We could not sort vehicles based on their costs per mile and categorize them as high,
medium, or low-cost because the fleet's costs per mile were similar. However, we used a
histogram to identify a high-cost vehicle: Ford Ranger 4WD, 2002, ID #075-02. Notably, this
vehicle is also over 20 years old. Electrifying this vehicle will save costs by reducing fuel and
maintenance costs (The Climate Group, 2020; US Department of Energy, n.d.).
Finally, we could not sort vehicles based on their fuel consumption per mile and
categorize them as high, medium, or low fuel consumption. Vehicles consume a similar amount
of fuel per mile across the fleet. Furthermore, this data does not speak to vehicles' fuel economy
rather, it compares their fuel consumption to other vehicles in the fleet. In other words, the data
depicts how they perform compared to other vehicles in the fleet, but not generally, compared to
industry standards. The vehicles could have good fuel economy according to industry standards.
Using a histogram chart, however, we identified 2 vehicles that consume significantly more fuel
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per mile than the rest of the fleet: 1) Ford Ranger 4WD, 2002, ID #075-02, and 2) Ford F350,
2008, ID #104-08.
We could not produce a robust replacement schedule based on the data provided
because vehicles' utilization, cost efficiency, and fuel efficiency are similar. Installing a
telematics system would enable the Fire Department to track data such as downtime/idle time,
which could be used to create a replacement schedule. More specifically, vehicles that are idle
for more extended periods could be more easily replaced by EVs because of their required
charging time.
For the following analysis phase, we compared the Total Costs of Ownership (TCO) for
vehicles in the fleet and EV equivalent replacements. We uploaded an Excel containing VINs
and vehicles' annual mileage. We used the DRVE tool's value of 7 years for all vehicles'
expected lifespans. We used the zip code 91739 to locate the fleet in Rancho Cucamonga. We
chose to apply available state incentives to subsidize the purchase of EVs, e.g., Clean Vehicle
Rebate Project and California HVIP. Applying state incentives affects TCO calculations as the
upfront costs of some EV replacements decrease. Receiving incentives or rebates towards the
purchase of EVs is not guaranteed.
We were able to customize selections in the tool. Given the data we were
provided with or could source, we customized the following data entries:
Table 32. Fuel Prices
Field Input
Gasoline price $4.80 per gallon
Diesel price $4.83 per gallon
Electricity price $0.2218 per kWh
Charging mix 10, 10, 80; see screenshot below
Ownership strategy Purchase (cash)
We used the same values for fuel prices from our earlier analysis. RC staff provided us
with the average electricity price based on their recent financial records. We used the same
electricity price for Fire’s fleet analysis. RC staff confirmed that vehicles are purchased (cash).
We assumed Fire also purchases vehicles in cash. Finally, Fire staff shared that they plan to
charge their vehicles at city-owned locations (not necessarily where they are currently
domiciled). Therefore, we assumed vehicles would be charged 10% of the time where they are
domiciled, i.e., Depot/Home Charging, 10% of the time in the community while en route or at
employees’ homes, i.e., Public Charging, and 80% of the time at other city locations, i.e., En
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Route Charging. The tool defines these terms or categories. The charging mix setting affects the
overall costs of charging EVs because cities often pay lower commercial rates for electricity.
Figure 20: Charging Strategy
The full DRVE report has been included with the project report submission as a separate
attachment. According to the report, 76% of the fleet is light-duty vehicles. Medium-duty
vehicles make up 24% percent of the fleet.
The tool calculates TCO using vehicle purchase price, operating and maintenance costs
over the vehicle's life. The analysis uses the vehicle's depreciated value at the end of its useful
life. It is calculated using each vehicle's purchase price, range, and annual mileage and relies on
a formula developed using real-world used vehicle sales data. The analysis includes calculations
of the net present value (NPV) of 100 percent electrification compared to 100 percent
conventional vehicle use. The following chart, pulled from the DRVE report, compares the
NPV of the TCO of all vehicles across the fleet by vehicle class. Over the lifespan of the
vehicles, EV alternatives for vans, pickup trucks, and sedans will cost less per mile than their
conventional counterparts. EV alternatives for SUVs will cost relatively the same per mile as
their conventional counterparts.
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Table 33: NPV Calculations
Row Labels Average Total NPV Cost
($/Mile) Average Total NPV Cost
Pickup Truck
Conventional $1.29 $43,785.86
EV Alternative $1.19 $38,653.30
Sedan
Conventional $1.30 $32,386.85
EV Alternative $1.21 $28,979.86
SUV
Conventional $1.25 $34,785.67
EV Alternative $1.25 $34,199.98
Vans
Conventional $5.78 $72,785.00
EV Alternative $2.50 $33,439.65
Work Truck
Conventional $4.16 $93,052.00
EV Alternative $5.73 $127,788.72
Grand Total $2.01 $43,743.84
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The following charts were copied from the DRVE report. The charts compare the
nominal costs per mile per vehicle. EV alternatives for light-duty pick-up trucks and sedans cost
less than conventional ones because of their lower maintenance and fuel costs. Electrifying
these light-duty vehicles in the fleet results in long-term cost savings. By and large, EV
alternatives for medium-duty vehicles cost more than conventional ones; however, nominal
costs per mile are less for EV alternatives for vans.
Figure 21. DRVE Report Fire Chart #1
Figure 22. DRVE Report Fire Chart #2
The following chart from the DRVE report shows the average total cost of ownership
per mile for each use case.
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Table 34. Cost Per Mile
Original CPM EV Average CPM
Pickup Truck $1.29 $1.19
Sedan $1.30 $1.21
SUV $1.25 $1.25
Vans $5.78 $2.50
Work Truck $4.16 $5.73
Grand Total $2.22 $1.80
The following charts list the most cost effective replacement vehicles compared to their
conventional counterparts.
Table 35. ICE Replacement Options
Vehicle Class
Passenger Vehicles (Light-Duty)
Top 5 Passenger Vehicles to Procure
ICE Replacement Avg Percent
Savings from EVs EV Alternative Vehicles
FORD C-Max 18.22% 2022 Chevrolet Bolt EV
BEV
3
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CHEVROLET Colorado 16.78% 2022 Ford F-150
Lightning 4WD BEV
1
DODGE Ram 9.47% 2022 Ford F-150
Lightning 4WD BEV
1
TOYOTA RAV4 5.79% 2024 Chevrolet Blazer EV
BEV
2
FORD Escape 5.06% 2022 Ford Escape FWD
PHEV PHEV
6
Grand Total 9.73% 2022 Chevrolet Bolt
EV BEV 13
Vehicles (Medium-Duty)
Top 5 Medium and Heavy-Duty Vehicles to Procure
ICE Replacement Avg Percent
Savings from EVs EV Alternative Vehicles
NISSAN NV200 54.74% 2023 Ford eTransit - Cargo
Van BEV
2
FORD E-350 53.86% 2023 Ford eTransit - Cargo
Van BEV
1
CHEVROLET Express 52.74% 2023 Ford eTransit - Cargo
Van BEV
1
FORD C-Max 18.22% 2022 Chevrolet Bolt EV
BEV
3
CHEVROLET Colorado 16.78% 2022 Ford F-150
Lightning 4WD BEV
1
Grand Total 41.05% 2022 Chevrolet Bolt
EV BEV 8
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Of the vehicles evaluated by the tool, electrifying 1 of the vehicles will neither likely nor
unlikely reduce costs. Electrifying 4 of the vehicles will not likely reduce costs. Electrifying the
remaining 20 vehicles will likely reduce costs. The list of the vehicles and the likelihood of cost
savings from electrifying these vehicles can be found below. EV replacement models were
included if they were listed in the previous charts listing the top EVs to procure:
Table 36. Candidates for Early Electrification and Likelihood of Cost Savings
ID Description Likelihood of Cost
Savings Top EV Replacements to Procure
075-02 Ford Ranger 4WD Likely NA
076-02 Dodge 4WD Pickup Likely 2022 Ford F-150 Lightning 4WD BEV
085-00 Chevy Van 3500 Very Likely 2023 Ford eTransit - Cargo Van BEV
096-07
Ford Escape Hybrid Likely 2022 Ford Escape FWD PHEV PHEV
097-06
Ford Crown Victoria Unlikely NA
103-07
Ford E350 Van Very Likely 2023 Ford eTransit - Cargo Van BEV
104-08
Ford F350 Very Unlikely NA
110-08
Ford Escape Hybrid Likely 2022 Ford Escape FWD PHEV PHEV
115-08
Saturn Vue Hybrid Neither Likely Nor Unlikely NA
116-09
Saturn Vue Likely NA
118-09
Saturn Vue Likely NA
121-10
Ford Explorer 4WD Unlikely NA
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125-12
Ford Escape Hybrid Likely 2022 Ford Escape FWD PHEV PHEV
126-12
Ford Escape Hybrid Likely 2022 Ford Escape FWD PHEV PHEV
127-12
Ford Escape Hybrid Likely 2022 Ford Escape FWD PHEV PHEV
128-12
Ford Escape Hybrid Likely 2022 Ford Escape FWD PHEV PHEV
129-12
Ford F350 4X4 Very Unlikely NA
133-13
Ford C-Max Hybrid Likely 2022 Chevrolet Bolt EV BEV
134-13
Ford C-Max Hybrid Likely 2022 Chevrolet Bolt EV BEV
135-13
Ford C-Max Hybrid Likely 2022 Chevrolet Bolt EV BEV
151-18
Chevy Colorado 4X4 Likely 2022 Ford F-150 Lightning 4WD BEV
160-20 Toyota RAV-4
Likely 2024 Chevrolet Blazer EV BEV
161-20
Toyota RAV-4 Likely 2024 Chevrolet Blazer EV BEV
163-20 Nissan NV200 Van
Very Likely 2023 Ford eTransit - Cargo Van BEV
164-20 Nissan NV200 Van
Very Likely 2023 Ford eTransit - Cargo Van BEV
Given the gaps in the analysis of internally tracked fleet data, we recommend using the
potential of cost savings from electrifying to guide and sequence conversion. This report does
not investigate the availability of EV alternatives. The availability of EV alternatives for fleet
vehicles should influence the plan, given the implementation timeline.
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Summary of Findings
RQ1:
RQ2:
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RQ3:
Conclusions and Recommendations
The following recommendations are generated from data collection, research
methodology findings, and analysis. The recommendations are structured into three sections
reflecting the project’s original research questions. These recommendations are intended to
guide the decision-making of the City of Rancho Cucamonga for overcoming the challenges
associated with the EV fleet conversion plan.
RQ 1: Recommendations for an ideal EV fleet size and
composition
According to the research, the following criteria should be considered to determine the ideal
fleet size and composition of EVs that would meet the needs of the City and Fire Department,
given fiscal and temporal constraints:
● Age and total mileage relative to vehicle lifespan
● Idle time/Downtime
● Utilization rate
● Light-, Medium-, or Heavy-Duty vehicle classification
● Total cost of ownership in comparison to the total cost of ownership of an EV equivalent
Based on the Fleet Utilization Analysis and RC’s vehicle retirement policy, there are 24
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vehicles eligible for retirement or nearing the end of their lifespans. Table 12 and Table 13
identify these vehicles, and the lists could serve as part of a vehicle conversion plan that
prioritizes their electrification. Additionally, based on the Total Cost of Ownership (TCO)
Analysis conducted using the DRVE tool, 65 vehicles in the current fleet could be electrified to
reduce fleet operating costs (fuel and maintenance) long-term. The DRVE report includes EV
alternative makes and models and quantifies the cost savings. After replacing the older vehicles
in the fleet, RC could prioritize the electrification of the remaining vehicles based on the
potential for cost savings in the earlier phases of implementation. As mentioned in the report
findings, vehicle utilization rates and costs are estimated due to data limitations from current
fleet tracking practices. The City of Rancho Cucamonga does not track annual vehicle mileage,
fuel costs, or downtime. As the city begins to procure new EVs for the fleet, improving and
updating its fleet management system will be critical.
Our team recommends implementing a telematics system for its fleet. Telematics
systems help manage fleets and track relevant vehicle data. A well-rounded fleet management
system will help track and compile important data, log fuel consumption and idle habits, reduce
maintenance costs, increase vehicle lifespan, and improve organizational productivity and
efficiency (Gargaro, 2023; Rand McNally, 2023; Hennigan & Bottorff, 2022). Tracking vehicle
downtime is essential for EV conversion because it informs whether the utilization schedule
permits enough time for charging. It also offers a better understanding of the necessary EV
range, which will guide EV make and model selection. Finally, telematics systems can also help
support future vehicle conversion and infrastructure decisions with factual data that justify
decision-making.
The fire department’s non-suppression vehicles faced similar challenges and limitations.
Unfortunately, based on the data provided, the vehicles could not be differentiated in terms of
their utilization and costs. Rancho Cucamonga Fire Protection District does not have an explicit
vehicle retirement policy like the one that the city has. Therefore, we used the Total Cost of
Ownership (TCO) Analysis to identify early electrification opportunities that can save the Fire
Department money. Table 36 identifies current fleet vehicles that can be replaced with EVs to
produce (fuel and maintenance) cost savings – this list could be used as a replacement schedule.
As mentioned in the report findings, there are limitations to the Fire Department’s current fleet
tracking practices. For example, the RCFPD does not track vehicle downtime or fuel costs,
among other things. Therefore, our team also recommends implementing a telematics system to
improve their fleet management, vehicle data collection, and overall organizational efficiency.
There are several avenues for local governments to acquire telematics software and fleet
management systems. Several companies dedicate themselves to producing software with
innovative and supportive features. Additionally, many companies partner together to ease the
fleet management acquisition process for municipalities. For example, Sourcewell offers
telematic software contracts to municipalities at discounted rates and by simply issuing a
purchase order for easier procurement. When selecting a telematics system, finding one that
meets the client’s needs is important, as price and software features vary. The following CAM
Analysis (Figure 23) compares four alternative solutions to the client’s current management
system (status quo). The comparison criteria evaluate the ease of procurement, cost, software
features, and acceptance/use by other local government entities and organizations.
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Figure 23: CAM Analysis for Fleet Management Systems
Agile Fleet, Samsara Networks, Verizon Connect, and AUTOsist comprise the four potential
alternatives to the status quo. Although their procurement processes are similar, AUTOsist is the
only one that still needs to have a contract with Sourcewell and requires reaching out directly to
the company. The costs for each software vary significantly. However, the discount contract
rates with Sourcewell range from >1% to 100%. Since price is variable, choosing the most
suitable alternative should rely on the software features that work best for the city and the Fire
Department. The minimum features should include fleet management solutions that track total
vehicle cost, vehicle utilization, fuel usage, and vehicle maintenance. Any additional features
like dash cams, key management, facility surveillance, GPS tracking, and roadside assistance
are non-priority. Finally, the Acceptance criteria offer insight into which other cities or
organizations use each software. The CAM shows that Samsara Networks and Verizon
Connect offer their services to bigger cities with larger fleets, like Sacramento, CA, Boston,
MA, and San Jose, CA. Smaller cities and private companies mainly use Agile Fleet and
AUTOsistSmaller cities and private companies mainly use Agile Fleet and AUTOsist.
Ultimately, the final decision should be based on which software meets the allocated budget and
offers the features that the client prioritizes.
RQ 2: Recommendations for transitioning to an EV fleet
EV fleet conversion is a complex task that can generate various organizational challenges. An
obstacle that consistently surfaced throughout the research, data collection, and client meetings
was EV procurement. This report discussed several factors affecting vehicle procurement, such
as supply chain issues, materials shortages, the COVID-19 pandemic, rising gas prices, and an
increased demand paired with a limited inventory.
Our recommendations for successfully transitioning to an EV fleet focus on the following
alternative EV procurement methods:
1. Cooperative Procurement
2. Purchasing EVs at Retail MSRP
3. Purchasing Used EVs
4. Purchasing EVs Out-of-State
5. Vehicle Leasing
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Cooperative Procurement:
Cooperative procurement, or cooperative purchasing, is an agreement between two or more
organizations that predetermine buying and purchasing requirements in a contract to streamline
the procurement process and enhance purchasing power (Rimes, 2021; GEP et al., 2020).
Several organizations engage in cooperative EV procurement contracts with local governments,
including Sourcewell, the Climate Mayors Collaborative, and the State of California. The
primary benefit of cooperative procurement is that municipalities can sign up with each
organization, browse solicitations through various contractors, issue purchase orders, and
receive contracts for available EVs. It is essential to mention that EV contracts, bidding
processes, and contract availability varies – having a designated staff member to stay on top of
available contracts can improve successful procurement orders.
Purchasing EVs at Retail MSRP:
Limited EV inventories and increased EV demand have affected municipalities’ previous
contracts with manufacturers and dealers. Before the EV boom, cities could procure several
vehicles and place multiple orders (often at discounted prices) to satisfy their needs and
requirements (GSA, 2023). As EV availability declined, manufacturers and dealers shifted their
strategy to prioritize selling to everyday consumers at markup retail prices (Colato & Ice, 2023;
Shepardson, 2023). Purchasing EVs at retail MSRP can improve procurement rates if cities are
willing and able to pay retail prices. Establishing a pre-approved budget with the relevant city
officials can help streamline this procurement process. Finally, it will be necessary to reconsider
this method once EV availability returns to normal.
Purchasing Used EVs:
Purchasing used EVs is another suitable alternative procurement method. The City of Rancho
Cucamonga has already acquired used EVs, proving its effectiveness. As EV technology
advances, many current EV owners are looking to upgrade their vehicles to newer EVs with
more robust battery capacities, longer vehicle ranges, faster charging times, and overall
increased performance. The used market offers EVs at more affordable prices and reasonable
warranties (Coren, 2023; Irfan, 2023). Although battery lifetime, vehicle range, and warranty
details are essential, they may be less of a factor for city-owned cars that will be driven less
often and shorter distances.
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Purchasing EVs Out-of-State:
About 40% of all ZEVs in the U.S. have been sold in California (Dow, 2023). Aggressive GHG
emission goals, state and local regulations, fuel cost savings, and rising gas prices have all
contributed to California’s high EV demand. Fortunately, EV vehicles can often be procured in
other parts of the country, like southeastern states, where the EV demand and uptake are not as
high (Tucker, 2023; Irfan, 2023). This procurement method can offer options in a limited
market. However, EV purchases out-of-state may come with elevated delivery fees.
Vehicle Leasing:
Although leasing EVs is not the preferred procurement method for government fleets, it still
solves the current procurement challenges. Additionally, leasing companies may apply for the
$7,500 federal tax credit and reflect it on the leasing agreement – which is an incentive that RC
would not otherwise have been able to take advantage of (Voelcker, 2023; Electrification
Coalition et al., 2020). The EV leasing procurement method offers several benefits to public
fleets and consists of closed- and open-ended leases.
Figure 24: EV Procurement Recommendations
EV procurement can be challenging and include long delays. Additionally, medium- and heavy-
duty EV procurement is currently unattainable due to non-existent ZEV options. Nevertheless, it
is essential to remember that other reasonable options exist if vehicles need to be replaced and
EVs are not attainable. The city and fire department might consider other alternative fuel
vehicles like hybrid electric vehicles, plug-in hybrid electric vehicles, or natural gas vehicles. If
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these options are unavailable or less preferred, purchasing the newest gasoline (ICE), vehicle is
still more likely to run cleaner and save money on fuel and maintenance costs.
The final recommendation for transitioning to an EV fleet is prioritizing charging infrastructure
planning. An intelligent practice for an EV fleet conversion plan is establishing the necessary
charging infrastructure before procuring vehicles. Installing charging infrastructure requires
significant assessment and is a time-consuming endeavor. Rancho Cucamonga must develop a
large project scale to accommodate its incoming EV fleet. Assessing EV charger needs and
identifying possible charging station sites will be critical. Partnering with utility providers, like
Southern California Edison (SCE), will be necessary to ensure sufficient grid power to charge
the fleet. SCE’s Charge Ready Program offers financial incentives, on-site readiness
assessment/inspections, and program-funded infrastructure installation.
Finally, it is essential to know that although SCE handles most of the design, line drawings,
permits, grid connection, and construction, it will be the city’s responsibility to select and
purchase the appropriate charging equipment. Partnering with organizations like ChargePoint or
EVgo can help bring the entire charging infrastructure together. These companies can deliver
level 2 and 3 charging stations and offer support and maintenance services.
RQ 3: Recommendations for implementing the electrification plan
RC is a dedicated leader in sustainability and innovation. In 2021 the city adopted its first-ever
Climate Action Plan to address climate change and improve resiliency for the community by
establishing Greenhouse Gas emission reduction by 47% by 2040. A critical effort that supports
this goal is expanding electric vehicle charging infrastructure and transitioning from gas-
powered vehicles to electric (Gillison et al., 2021).
From our team's research, RC's most effective way to implement the electrification plan is to
identify the requirements for the EVs that RC would like to procure, including incorporating a
trial period. EV manufacturers can loan out a vehicle for a few months. The trial period can
allow for hands-on experience and provide an opportunity to collect data on average energy
consumption, actual vehicle range, charging speeds, driver feedback, and on how well EVs can
meet RC's operational needs, as well as to help inform future decisions around charging
strategies and locating and planning for the charging infrastructure. The pilot period can also
allow maintenance personnel to inspect the vehicle to determine whether they can meet
maintenance requirements in-house or if it will require outsourcing.
RC will need to work with relevant approval authorities and consider a cooperative purchasing
program like Sourcewell for the procurement process for supply chain advantages, best
practices, and reduced administrative time and expenses. RC should consider selecting a project
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manager because the conversion process will require significant coordination and engagement
with external stakeholders. The project manager can oversee the process and provide expertise
to ensure a successful conversion because even with the clear EV benefits, there are city leaders
and community members that will be hesitant to support switching the city's vehicle fleet to
electric, and this can cause barriers and inhibit the speed of EV adoption. Our research showed
that firmly held beliefs about higher costs, range, and infrastructure were critical barriers to
implementation, but this was primarily due to a lack of education, which could be overcome
through outreach.
Following an assessment of RC's fleet operations, an opportunity exists to downsize. A
replacement ratio of 1 to 1 is only sometimes needed. Downsizing can avoid unnecessary costs
and maximize investment. The conversion should begin with replacing aging vehicles with high
mileage, which are generally deteriorating, not worth the costs to repair, and no longer usable.
This will avoid opposition in response to replacing newer gas-powered vehicles in the fleet.
Regarding infrastructure, RC will need to determine a strategy around it. The strategy can
involve depot charging that allows for custom charging configurations on-site and the necessary
ratio of charges to vehicles. Telematics data can provide actionable insight to determine where
chargers should be located, how many, and the charging speed.
Once EV models have been identified, as well as a charging strategy, RC should work with the
electrical power company to identify the need for any grid upgrades and the roadmap to power
delivery. The larger fire district vehicles can impose a more significant load on the electrical
grid, and infrastructure upgrades may be required to supply the site with additional power.
RC has to determine its financial strategy and can look to federal and state governments, as well
as non-governmental organizations, such as the Southern California Clean Cities Coalition that
works with vehicle fleets to save energy, Mobile Source Air Pollution Reduction Review
Committee (MSRC) that provides funding to cities for transportation initiatives to reduce air
pollution from cars, and Southern California Edison's Charge Ready program that offers
government organizations rebates to install EV charging stations, and others to identify funding,
grants, and other financing programs that the city may be eligible for.
RC will need to select its preferred financing or leasing option. Several financing options exist
for procuring EVs, including direct purchase, financing, and Enterprise leasing.
The final part of the conversion process is educating staff and training drivers. Drivers need to
be trained on safety, plugging in vehicles to charge, and on operating EVs to maximize the
range and being aware that EVs make less noise and pedestrians may not hear them
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approaching. After deploying EVs, monitoring and evaluating their performance, such as
charging rate and energy consumption, is also essential in calculating savings over the long run.
Future Research
Our research did not answer aspects of our research questions. We could not right-size
RC and Fire's fleets and recommend complete fleet electrification schedules because of the
absence of critical actual data.
In the case of RC, we could not accurately determine utilization rates, costs per mile,
downtime or idle time, mission criticality, and whether all current features are necessary. RC
does not track annual mileage, so we did not have accurate data to determine how often vehicles
are driven. In collaboration with RC staff, we removed questions regarding the mission
criticality of each vehicle from the survey. Also, most survey questions were optional, which
resulted in fewer responses. Finally, we did not receive survey responses corresponding to all
vehicles in the fleet.
To create the optimal electrified fleet profile for RC, we need to right-size the fleet,
identifying vehicles that can be retired or sold without being replaced and vehicles that EVs can
replace with fewer features and upgrades. We would have used information regarding mission
criticality, purpose, and features from survey responses to right-size the fleet. Additionally, we
would have used utilization rates to inform recommendations for right-sizing the fleet and EV
replacement makes and models based on their battery ranges.
Our analysis of Fire's fleet was inconclusive because vehicles are driven relatively the
same number of miles annually, vehicles cost relatively the same amount to own and maintain,
and Fire needs to track downtime/idle time. Furthermore, we received a few survey responses
from Fire staff.
Consequently, we used the TCO analysis completed using the DRVE tool to identify
vehicles that can be electrified to reduce RC and Fire's expenses over the lifespan of these
vehicles. The DRVE reports list replacement makes and models. The TCO analysis does not
consider how vehicles are used, so recommended EV replacements may not meet operational
requirements. RC and Fire must conduct further quantitative and qualitative research to
understand better what vehicles are needed in their fleets. Once they have created optimal fleet
profiles, they can use the DRVE tool to calculate cost savings from electrification and generate
a list of EV equivalents. Next, RC and Fire will need to investigate the availability of EVs. The
availability of EVs changes daily. There are two websites that can be used to research the
availability of EVs: the EV Finder tool and the Energy Department's Vehicle Search tool
(Energy et al. & The EV Finder, n.d.). The EV finder tool quickly lists all dealerships with
existing inventory based on the following inputs: year, make, model, zip code, and the desired
distance from the dealerships. Each search result includes links to local dealerships' websites.
We also interviewed subject matter experts and other cities' staff and conducted open-
source research to identify best practices for electrification and implementing a conversion plan.
We identified cooperative procurement as a promising approach to procurement because RC
and Fire can issue purchase orders to vendors awarded contracts by these other government
entities that have completed the procurement process. RC and Fire must evaluate their local
statutes to determine if they can procure from another government entity. Suppose their policies
enable them to procure through the State of California or Sourcewell, a government entity. In
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that case, they must contact them to ensure all the proper documentation has been submitted to
the State or Sourcewell. The website for the Statewide Contract is as follows:
https://www.dgs.ca.gov/PD/Resources/Page-Content/Procurement-Division-Resources-List-
Folder/Statewide-Contract-Fleet-Vehicles. Sourcewell contact information is included in the
appendices.
In terms of implementation, other considerations include 1) funding; 2) infrastructure
planning, i.e., installation of charging stations; 3) training and support for staff; and 4) EV
maintenance.
The funding landscape is constantly changing. To stay apprised of funding
opportunities, one of the interviewees recommended that RC and Fire staff join and participate
in a Clean Cities group. We identified two existing funding programs in this report, but one will
soon sunset.
We could not determine how many charging stations would be needed to support fully
electrified fleets because we needed actual fleet data to study to understand utilization patterns
better. For example, vehicles with more downtime can share a charger. We suggested RC and
Fire work with their utility provider to survey sites to plan and budget for installation.
Engaging, training, and supporting staff to ensure the adoption of EVs was a recurring
theme in our research; however, we were unable to identify training and support resources. We
recommend working with one of the local college's Contract Education Departments to
customize training; the local college will recruit the instructor and source or develop the
materials. The Electrification Coalition is another resource that can provide these resources at
no to low cost.
Finally, we spoke with staff of other cities that outsource EV maintenance services. We
did not speak with anyone working for a city that built the internal infrastructure to maintain
EVs. A cost comparison analysis will be needed to determine the most cost-effective approach
for maintaining vehicles: outsourcing, hiring trained staff and purchasing equipment, or
retraining existing staff and purchasing equipment. Given the current project's breadth and
depth, we could not research and analyze maintenance costs.
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Appendices
Appendix A: Interview Contact List
Name of the Subject City Contacted?
Interview
Scheduled?
Arpy Kasparian South Pasadena Yes Yes
Michael Cacciotti South Pasadena Council member Yes Yes
Dominica Megerdichian South Pasadena, CM's Office Yes Yes
Tony Abdalla South Pasadena, PD Yes Yes
Ted Gerber South Pasadena, Public Works Yes Yes
Steve Sudduth Garden Grove Yes No
Joseph Flores Los Angeles Yes Yes
Neal Denton Santa Fe No No
Dan Berlenbach Long Beach Yes Yes
Philip Saunders Seattle Yes No
Meghan Hahn Riverside Yes No
Camilla Taufic San Francisco Yes Yes
Mike Domin Sourcewell Yes Yes
Jessica Stoll Electrification Coalition Yes Yes
Jonathan Changus Center for Sustainable Energy Yes Yes
Javier Enriquez
South Coast Air Quality Management
District No No
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Appendix B: Interview Protocol
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Appendix C: Fleet Utilization Survey
Fleet Utilization Survey
Action Required by: July 6, 2023 at 5:00 PM PST.
Purpose: The City of Rancho Cucamonga (“the city”) and the Rancho Cucamonga Fire District
(RCFD) aim to be carbon-neutral by 2050. The city plans to convert its 225 vehicles which
include medium and heavy-duty trucks and compact vehicles to electric over the next 17 years.
The city's Sustainable Community Action Plan is the foundation for the EV Readiness Plan in
which a strategy includes converting 100% of its vehicle fleet to zero-emission by 2040.
Background: The city must also fulfill the California Air Resource Board (CARB) local
government criteria. Municipalities must buy 50% zero-emission electric vehicles (ZEVs) by
January 2024 and 100% by January 2027, according to CARB regulations. The city, RCFD, and
the University of Southern California, Sol Price School of Public Policy plan to complete a Fleet
Utilization Study and Zero-Emission Conversion Plan by August 2023. The Fleet Utilization
Study assesses RC's vehicle fleet utilization and efficiency to identify the best fleet size.
Recommendations from the Fleet Utilization Study could include:
● Vehicles to be retired from service;
● Vehicles to be relocated to a location where they can be utilized more effectively; and
● Vehicles that should be replaced with a more fuel-efficient vehicle type in order to
complete the mission.
Before you begin, please note the following:
All surveys must be submitted by close of business, local time on July 6, 2023. It is important to
answer all questions on the survey.
For questions regarding this survey, please contact: Genevie Martinez: gsmartin@usc.edu
RESPONDENT INFORMATION (for the individual completing this survey)
Email: ____________________________________________________________
Full Name: ________________________________________________________
Phone Number: ____________________________________________________
1) Please select the organization and department for which you work.
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City of Rancho Cucamonga, Public Works Department
City of Rancho Cucamonga, Engineering Department
City of Rancho Cucamonga, Administrative Services
City of Rancho Cucamonga, Community Services
City of Rancho Cucamonga, Building and Safety
City of Rancho Cucamonga, Code Enforcement
Rancho Cucamonga Fire District (RCFD)
Animal Services
Library
Other: _______________________________________
2) Please indicate the person to whom you immediately report.
___________________________________________________________________________
3) Please select the vehicle that you are evaluating in the survey.
Please complete a survey for each vehicle that has been assigned to you or your department.
Vehicle ID, Description, Fuel Type, Manufacture, Year listed.
If the vehicle you are evaluating is not listed, please choose the "NOT LISTED" option and
proceed to answer question 4.
4) If the vehicle you are evaluating is not listed in question 3, please provide the following
details: Vehicle ID, Description, Fuel Type, Manufacture, Year listed.
___________________________________________________________________________
5) What duties do you perform with the vehicle? Describe how these responsibilities contribute
to the agency's purpose.
___________________________________________________________________________
6) What role does the vehicle play in getting the job done? Please detail why this is an absolute
necessity for the purpose.
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___________________________________________________________________________
7) How many people will be transported per trip on a regular basis?
1
2
3
4
5
Other:__________________________________________________________________
8) How much and what type of cargo will the vehicle haul on a regular basis?
___________________________________________________________________________
9) Please specify the type of vehicle.
Fuel Vehicle
Electric Vehicle (EV)
Hybrid Electric Vehicle (HEV)
Other:
__________________________________________________________________
10) How frequently does the vehicle(s) need to be fueled or charged?
● Daily
● Weekly
● Monthly
● Job-specific
11) Is there access to alternative fuel (i.e., natural gas, methanol, electricity) within 5 miles or
15 minutes of the vehicle's garaged location and/or normal route?
Yes
No
Maybe
12) What type of driving conditions will the vehicle routinely be driven in?
Please check all that apply.
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City
Highway
Off-road
Mostly unpaved
Emergency response
Other:
__________________________________________________________________
13) What special equipment does this vehicle(s) have? Please check all that apply.
Communication and Dispatch Equipment (e.g., two-way radios, mobile data terminals
(MDTs), or communication systems).
Safety Equipment (e.g., fire extinguishers, first aid kits, warning triangles, reflective
vests, and emergency roadside kits).
Cargo Management Equipment (e.g., cargo barriers, racks, shelving systems, tie-down
straps, or temperature-controlled compartments).
Specialized Tools and Equipment (e.g., power tools, ladders, safety harnesses, electrical
or plumbing repair tools).
Vehicle-Specific Equipment - Related to Fleet (e.g., specialized equipment for tree
trimming or overhead line maintenance).
Vehicle-Specific Equipment - Related to Emergency (e.g., hoses, ladders, nozzles,
pumps, breathing apparatus, medical equipment, oxygen tanks, defibrillators).
Other:
__________________________________________________________________
14) Could a different-sized vehicle replace the existing vehicle?
Yes
No
Maybe
15) If yes, please explain.
_____________________________________________________________________________
16) Could a vehicle with less features like all-wheel drive (AWD) replace the existing vehicle?
Yes
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No
Maybe
17) If yes, please explain.
_____________________________________________________________________________
18) Could an electric vehicle replace the existing vehicle?
Yes
No
Maybe
19) If no, please explain.
_____________________________________________________________________________
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Appendix D: Research Design Matrix
Issue Discussion: The City of Rancho Cucamonga (RC) aims to meet the fleet conversion goals
outlined in their Climate Action Plan (CAP), electrifying 100% of their fleet by 2040. 50% of the
vehicles purchased by the city must be zero-emissions starting in 2024 per California Air
Resources Board (CARB) regulations. By 2027, 100% of vehicles purchased need to be zero-
emissions (California Air Resource Board, 2023). Procurement and budgetary challenges have
impeded the city’s progress towards achieving their CAP goals and complying with the CARB
regulations. The city wants a fleet utilization study to right size their fleet. The city also wants to
understand the EV marketplace in order to replace existing vehicles. The city wants to know what
state, federal, or philanthropic funding is available for fleet conversion. Finally, the city needs an
understanding of best practices to expedite purchasing at lower costs. All of these strategies need
to be captured in a fleet conversion plan that helps the city to meet their CAP goals and CARB
requirements.
Researchable Questions
1. What is an ideal fleet
size and composition of
EVs that would meet
the needs of the City of
Rancho Cucamonga
given the fiscal and
temporal constraints
faced by the
municipality?
2. What are the best
practices for
transitioning to an EV
fleet that would
meet the needs of the
City of RC?
3. What is the most
effective way to
implement the
electrification plan?
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Research
Approach/
Methods
Open Source Research
● Various sources; topics
include indicators of
high-risk, high-cost,
underutilized vehicles;
other fleet utilization
studies; EV market
data- MSRPs,
manufacturer websites,
Department of Energy,
government docs of
cities for comparison
Document/Report Reviews
● Vehicle inventory &
related
cost/maintenance logs
● Charging infrastructure
map
● Vehicle
rules/requirements
Semi-Structured Interviews
● Client (city staff);
vehicle purpose and
needs, cost trends,
budget constraints
● Possibility of contacting
manufacturers to learn
about EVs for
comparison analysis
Open Source Research
● Various sources; topics
include procurement
e.g. public-private
partnerships,
cooperative
procurement, EV-first
procurement policies;
cost-effective
conversion strategies;
subsidies/funding
availability;
implementation
timelines
Best Practice Research
● Research techniques,
tactics and policies
utilized by other
Governments and
Organizations to
procure EVs
Semi-Structured Interviews
● Client (city staff);
current policies and
processes and their
procurement efforts to
date
● Climate Mayors
Collaborative; best
practices for
procurement
Document/Report Reviews
● RC’s procurement
manual and general
policies
● RC’s Climate Action
Plan
● CARB guidance and
regulations
Open Source Research
● Various sources: topics
include charging
infrastructure needs to
support electrified fleets
(ratio of EVs to
chargers);
training/education for
staff to increase
adoption; other
considerations for
implementation
Best Practice Research
Document/Report Reviews
● Other cities’ conversion
plans
Semi-Structured Interviews
● Client (city staff):
stakeholder buy in,
limitations of
budget/grants/approvals,
charging infrastructure,
staff adoption
Scope
Local governments and
emergency responders in the
U.S. that have electrified their
fleets
Peer and non-peer reviewed
articles about electrification-
related topics; vehicle make and
Local governments and
emergency responders in the
U.S. that have electrified their
fleets; procured vehicles
through cooperative
procurement e.g. Sourcewell,
public-private partnerships,
competitive bidding
Local governments and
emergency responders in the U.S.
that have electrified their fleets
Peer and non-peer reviewed
articles and reports on
implementation i.e. what should
be considered and planned for,
common challenges and possible
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102
model options (hydrogen
included), right sizing fleets
(strategies for downsizing)
Government planners,
emergency responders, climate
action coalitions, electrification
experts
Federal government
policies/guidance
Peer and non-peer reviewed
articles about EV procurement,
phased conversion plans, zero-
emissions vehicles, funding for
these projects
Government planners,
emergency responders, climate
action coalitions, electrification
experts
Federal government
policies/guidance
solutions
Government planners, emergency
responders, climate action
coalitions, electrification experts
Federal government
policies/guidance.
Data
Collection
Fleet utilization study (vehicle
inventory, usage patterns,
mileage and maintenance logs,
cost logs)
Interview responses from staff
regarding vehicle purpose and
needs
Interview responses from experts
regarding cost-effective
electrification practices
Literature review (journals,
academic and industry, websites,
blogs, presentations)
Interview responses from
subject matter experts regarding
procurement strategies such as
Sourcewell/Climate Mayors
Collaborative, Center for
Sustainable Energy, and CARB
Literature review (journals,
academic and industry,
websites, blogs, presentations)
Interview responses from city
staff and subject matter experts
on charging infrastructure, staff
training/education, and funding
needs and opportunities
Literature review (journals,
academic and industry, websites,
blogs, presentations)
Analytic
Strategy
Fleet utilization analysis
Total Cost of Ownership analysis
Interview Response Matrix,
coded to identify emergent
themes or best practices
Constant Comparison Analysis,
coded to identify emergent
themes or best practices
Interview Response Matrix,
coded to identify emergent
themes or best practices
Constant Comparison Analysis,
coded to identify emergent
themes or best practices
Matrix/CAM analysis to evaluate
individual plan components:
1)procurement strategies;
2)funding strategies; 3)fleet
composition scenarios
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Appendix E: Sourcewell Contracts for Telematics Systems and Charging Infrastructure
Agile Fleet | 020221-AAC
Fleet management information systems; telematics; motor pool, fleet, and car sharing; self-
service fleet kiosks; secure key boxes and key management; online mileage reporting; driver
profile, vehicle, risk, parts, and fuel management; and maintenance.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/020221-
aac__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LCSD6GoY$
AngelTrax | 020221-IVS
High-definition mobile video surveillance systems: Vulcan™ Series MDVRs, patented Hybrid
Component™ MNVRs, IP 1080p cameras, HD 1080p cameras, live view, live tracking, driver
behavior with AI, and patented Virtual Synchronized Mapping™ technology.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/020221-
ivs__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LBjCFb8N$
CalAmp | 020221-CAW
GPS tracking for vehicles and assets; fleet telematic systems; engine diagnostics; video dash
camera solutions; Esri Geographic Information System integration; and public works and snow
functions.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/020221-
caw__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LE1-mZHx$
Forward Thinking Systems | 020221-FWD
Fleet management solutions, including GPS asset tracking, AI vehicle cameras, commercial
navigation, route optimization, IoT sensors and asset tracking, driver coaching app; ELD
certified; and a mobile workforce application.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/020221-
fwd__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LC0R7Qpu$
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Geotab | 020221-GEO
Data-driven GPS fleet tracking solutions, keyless NFC fob, self-install bundle, GO9 telematics
device, ProPlus plan, and harness and training.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/020221-
geo__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LJG-lFrV$
GPS Insight | 020221-GPI
Telematics, fleet management information systems, fuel management, and fleet sharing.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/020221-
gpi__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LLhh7SB6$
Lytx | 020221-DCI
Lytx® video event recorders, and fleet tracking and fuel management solutions.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/020221-
dci__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LHg6yadK$
RTA, Inc. | 020221-RTA
Barcode printers and scanners, handheld mobile devices, RTA software as a service (MI), GPS
and telematics, in-cab camera systems, RTA inspect (eDVIR system), and consulting and
education.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/020221-
rta__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LG9S18gx$
Rubicon | 020221-RUB
RUBICONSmartCity™, a smart city technology suite; fleet management for solid waste,
comprehensive route management, exception flagging and photos; telematics for heavy-duty
vehicles; and collection of community issues, route optimization, solid waste service
verifications, work order management, and disposal tracking.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/020221-
rub__;!!LIr3w8kk_Xxm!sFvDy1V-
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dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LNJuKb74$
Samsara Networks | 020221-SAM
Equipment monitoring, site visibility, apps and driver workflows, fleet management systems,
video-based safety, and vehicle telematics.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/020221-
sam__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LJSbyLws$
SkyHawk Telematics | 020221-SKY
Vehicle-specific hardware; winter operations modules; fleet and equipment monitoring and
power utility fleet software; sensor and input integration; precise materials management data;
subcontractor productivity and in-cab route optimization tools; fleet safety and compliance
features; connectivity on all North American cellular networks; hardware installation
specialists; and on-site and virtual training program.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/020221-
sky__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LC8kmbbo$
Verizon Connect | 020221-NWF
Fleet services, parts, and equipment; GPS fleet tracking; and fleet management system.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/020221-
nwf__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LM2VK6TQ$
Charging Station contracts:
Blink Charging Co. | 042221-BLK
High-performance AC Level 2 chargers at 80 amp and 19.2 kW, a range of DC fast charging
solutions, and network services.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/042221-
blk__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LO_RWxYr$
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ChargePoint | 042221-CPI
Level 2 and DC fast-charging stations for EVs, network services, maintenance plans, and
accessories.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/042221-
cpi__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LHS3Qtao$
EV Connect | 042221-EVC
Solutions and customer service for the set-up, management, and optimization of charging
stations, from installation to driver support.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/042221-
evc__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LMzUkY8W$
FLO Services USA, Inc. | 042221-FLO
Smart EV charging equipment, operates a North American charging network, and offers a
comprehensive suite of products to meet charging needs.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/042221-
flo__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LL7AOvjB$
FreeWire Technologies | 042221-FRE
Full-integrated charging solutions to deliver energy and meet demand for charging at the grid
edge and beyond, including a Boost Charger.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/042221-
fre__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LIoQ0Tub$
Livingston Charge Port | 042221-LIV
End-to-end charging station project solutions, including Level 2 and 3 DCFC smart EV
charging station equipment, software, integrations, networking, installation, maintenance,
project management and customer support for public, private, or fleet applications.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/042221-
liv__;!!LIr3w8kk_Xxm!sFvDy1V-
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dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LDAeyERK$
Nuvve | 042221-NUV
Vehicle-to-grid (V2G) intelligent energy management software platform, DC heavy-duty fast
charging stations, Level 2 AC charging stations, installation and maintenance, electrification
process guidance, and flexible financing options.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/042221-
nuv__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LAqztONv$
SemaConnect | 042221-SEM
Level 2 EV charging stations, commercial/shared and fleet applications, 80-amp fleet EV
charging stations, smart network, fleet management software, full replacement warranty, cable
management system, and load management service.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/042221-
sem__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LIUJmaBF$
Siemens | 042221-SIE
Level 2 VersiCharge EV charging portfolio, Level 3 DC fast chargers, DC heavy-duty fleet and
bus charger portfolio, post and wall-mounted solutions, EV management software solutions,
Wi-Fi and cell cloud-connected chargers, managed services, make-ready electrical equipment,
startup services, installation services, and billing options.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/042221-
sie__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LIvTKmO7$
WAVE | 042221-WVE
Wireless (inductive) chargers power e-buses and medium-duty and heavy-duty EV fleets.
Roadway-embedded pads make charging automated, hands-free, and fast. For depot and in-
route use; 250kW and higher.
https://urldefense.com/v3/__https://www.sourcewell-mn.gov/cooperative-purchasing/042221-
wve__;!!LIr3w8kk_Xxm!sFvDy1V-
dvVZiEFNwWunUNVZ4pFYSyjUuGeG0qhoTevaNJrcMCgN8m3eOjnChIDKYvStLXmB6Ru
S6u6GkDz-LEYPgUYv$
Page 280 of 326
108
Appendix F: Vehicle Utilization
Vehicle Utilization
ID Description Utilization
0566 E-350 Van Low
0638 E-450 Box Van Low
0637 F-550 Low
0813 F-250 Low
3530 Colorado Low
3233 HONDA CIVIC Low
0832 F-450, Aerial Lift Low
2648 Sweeper, Schwarze Low
2214 E-150 Passenger Van Medium
2508 F-350 Stakebed Medium
1900 F-450 XL Super Duty Medium
1809 Utility Bed, F-250 Medium
3715 HONDA CIVIC Medium
0419 E-150 Van Medium
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2507 F-350 Stakebed Medium
2119 SUV Hybrid Medium
2521 F-250 Dump Medium
0130 Van, Passenger Medium
1593 F-350 Medium
2101 Escape, Hybrid Medium
2237 Escape, Hybrid Medium
2333 HONDA CIVIC Medium
2651 Storm Drain Truck Medium
1123 Sedan, CNG Medium
1812 F-350, Utility Medium
0828 F-350 Utlitity Medium
0598 Dodge Ram 1500 Medium
0573 F-250 Utility Medium
1417 Van, Passenger Medium
1625 CNG Dump Medium
1104 Escape, Hybrid Medium
0719 Explorer Medium
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1920 GMC 2500 Medium
2623 F- 450 Stencil Medium
0594 F-250 Utility Bed Medium
2231 Explorer Medium
1594 Stake Bed, F-350 Medium
2523 F-250 Stakebed Medium
1235 Van, Cargo 2500 Medium
2632 CNG Dump Medium
2208 Explorer Medium
0829 F-350 Utility Medium
1117 Explorer Medium
2624 F-550 Utility Bed Medium
2412 Van, Passenger Medium
0831 F-150 SprCb XL Medium
3524 Colorado Medium
1416 Van Wagon Medium
2331 Escape, Hybrid Medium
1663 Dump, 10 wheel Medium
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1335 Explorer Medium
1125 F-150 Medium
1804 SUV Hybrid Medium
0660 F-550 Medium
1915 Explorer Medium
2712 Explorer Medium
0569 F-350 Utility Bed Medium
1640 Roll-off Medium
2334 Explorer Medium
0814 F-250 Medium
0693 Escape, Hybrid Medium
1692 F-450 Medium
U901 Escape, Hybrid Medium
10121 Ranger Medium
1124 Escape HEV Medium
2509 Ranger Medium
2510 Ranger Medium
3910 Ranger Medium
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2326 Explorer Medium
2506 F-250 Crew Cab Medium
1418 F-350 Medium
1803 F-250 Medium
2622 F-550 Stake Bed Medium
2505 F-250 Pick-up Medium
0555 CNG F-250 Pick-up Medium
2621 F-550 Dump Medium
0639 Dump Truck Medium
1911 F-150 Crew Cab Medium
0815 F-250 Utility Medium
1336 Escape, Hybrid Medium
1106 Vue, HEV Medium
2321 Explorer Medium
2519 F-350 Medium
0420 E-450 Van Medium
2525 Utility Bed, F-250 Medium
1565 Utility Truck Medium
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0539 CNG F250 Pickup Medium
0718 F-150 4x4 p/u Medium
0695 F-550 Medium
2635 Signal Maint. Van Medium
0818 Escape, Hybrid Medium
0917 Escape, Hybrid Medium
1808 Utility Bed, F-250 Medium
1602 F-350 Dually Medium
1585 F-350, Utility Medium
0713 Explorer Medium
2330 Explorer Medium
0825 F-250 Super Cab XL Medium
2601 Explorer Medium
0599 Utility Bed, F-250 Medium
0700 Van, Cargo Medium
1531 F-350 Stakebed Medium
2501 Utility Bed, F-250 Medium
2121 Escape, Hybrid Medium
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1800 F-250 Medium
2716 Explorer Medium
1956 CNG Roll Off (water) Medium
0919 F-150 XL Long Bed Medium
0580 CNG F250 Pickup Medium
2207 Explorer Medium
0816 F-250 Utility Medium
0570 F-250 Utility Bed Medium
0663 Dump, 10-Wheel Medium
0918 F-150 Super Cab XL Medium
2653 Patch Truck Medium
1806 Escape, Hybrid Medium
0605 F-250 Super Cab XL Medium
0600 CNG F250 Pickup Medium
2592 F-350, Stakebed Medium
3131 GMC 3500 Storm Drain Medium
2503 F-150 Pick-up Medium
2500 Utility Bed, F-250 Medium
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2631 F-550 Dump Medium
2652 Patch Truck Medium
1538 F-350 Utility Medium
0916 Escape, Hybrid Medium
1603 F-550 Graffiti Truck Medium
2616 F-150 Pick-up Medium
2222 Explorer Medium
2522 F-250 Supercab Medium
2526 F-450 Crew Cab Medium
2518 F-450 Stakebed Medium
1557 F-350 Utility Medium
2223 Explorer Medium
0830 F-150 SprCb XL Medium
0817 SUV Hybrid Medium
2517 Tower Medium
0645 Signal Truck Medium
3504 F-250 Pick-up Medium
1606 F-150 4X4 Medium
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0609 CNG F250 Pickup Medium
1807 Escape, Hybrid Medium
0567 F-250 Pick-up Medium
3520 Extra Cab Stake Bed Medium
3502 F-250 Pick-up Medium
1914 F-150 Pick-up Medium
0422 Trax SUV Medium
1717 F-150 Crew Cab Medium
3633 F-550 Graffiti Truck High
3512 F-250 Pick-up High
2411 Ranger High
0502 F-150 Pick-up High
0501 F-150 Pick-up High
2691 F-250 Pick-up High
2516 CLAM/CHIPPER High
0597 F-350 Stakebed High
1414 Ranger High
3618 F-150 Crew Cab High
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2511 F-350 Stakebed High
0694 Escape, Hybrid High
3617 F-350 Service Bed High
2702 F-250 High
3590 Colorado High
0604 F-150 XL Ext Cab High
0611 F-350 Stakebed High
0421 Pick Up High
2515 F-350 Stakebed High
2701 F-250 High
3634 F550 High
0568 F-150 Crew Cab High
1886 Dodge Van High
Appendix G: Cost Efficiency
Cost Efficiency
ID Description Cost Efficiency
1886 Dodge Van Low-Cost
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2526 F-450 Crew Cab Low-Cost
0580 CNG F250 Pickup Low-Cost
1336 Escape, Hybrid Low-Cost
2121 Escape, Hybrid Low-Cost
0917 Escape, Hybrid Low-Cost
3715 HONDA CIVIC Low-Cost
2712 Explorer Low-Cost
0694 Escape, Hybrid Low-Cost
1416 Van Wagon Low-Cost
1104 Escape, Hybrid Low-Cost
0700 Van, Cargo Low-Cost
10121 Ranger Low-Cost
0539 CNG F250 Pickup Low-Cost
0609 CNG F250 Pickup Low-Cost
1417 Van, Passenger Low-Cost
0555 CNG F-250 Pick-up Low-Cost
0600 CNG F250 Pickup Low-Cost
0693 Escape, Hybrid Low-Cost
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2333 HONDA CIVIC Low-Cost
0568 F-150 Crew Cab Low-Cost
0916 Escape, Hybrid Low-Cost
0817 SUV Hybrid Low-Cost
0818 Escape, Hybrid Low-Cost
2119 SUV Hybrid Low-Cost
1106 Vue, HEV Low-Cost
2412 Van, Passenger Low-Cost
1915 Explorer Low-Cost
1124 Escape HEV Low-Cost
1803 F-250 Low-Cost
1911 F-150 Crew Cab Low-Cost
2616 F-150 Pick-up Low-Cost
2207 Explorer Low-Cost
2231 Explorer Low-Cost
1806 Escape, Hybrid Low-Cost
2208 Explorer Low-Cost
2601 Explorer Low-Cost
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3590 Colorado Low-Cost
2223 Explorer Low-Cost
0420 E-450 Van Low-Cost
2635 Signal Maint. Van Low-Cost
1414 Ranger Low-Cost
0419 E-150 Van Low-Cost
3524 Colorado Low-Cost
3910 Ranger Low-Cost
1956 CNG Roll Off (water) Low-Cost
0502 F-150 Pick-up Low-Cost
0831 F-150 SprCb XL Low-Cost
1800 F-250 Low-Cost
1663 Dump, 10 wheel Low-Cost
2321 Explorer Low-Cost
1807 Escape, Hybrid Low-Cost
1123 Sedan, CNG Low-Cost
0569 F-350 Utility Bed Low-Cost
2411 Ranger Low-Cost
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1125 F-150 Low-Cost
1809 Utility Bed, F-250 Low-Cost
2330 Explorer Low-Cost
1593 F-350 Low-Cost
1606 F-150 4X4 Low-Cost
0598 Dodge Ram 1500 Low-Cost
2222 Explorer Low-Cost
U901 Escape, Hybrid Low-Cost
2101 Escape, Hybrid Low-Cost
1117 Explorer Low-Cost
0501 F-150 Pick-up Low-Cost
0604 F-150 XL Ext Cab Low-Cost
1335 Explorer Low-Cost
2691 F-250 Pick-up Low-Cost
1808 Utility Bed, F-250 Low-Cost
2716 Explorer Low-Cost
1920 GMC 2500 Low-Cost
0637 F-550 Low-Cost
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0594 F-250 Utility Bed Low-Cost
2525 Utility Bed, F-250 Low-Cost
2509 Ranger Low-Cost
2623 F- 450 Stencil Low-Cost
2653 Patch Truck Low-Cost
0814 F-250 Low-Cost
0918 F-150 Super Cab XL Low-Cost
0718 F-150 4x4 p/u Low-Cost
1594 Stake Bed, F-350 Low-Cost
3504 F-250 Pick-up Low-Cost
3131 GMC 3500 Storm Drain Low-Cost
3617 F-350 Service Bed Low-Cost
3618 F-150 Crew Cab Low-Cost
0130 Van, Passenger Low-Cost
1812 F-350, Utility Low-Cost
2511 F-350 Stakebed Low-Cost
0422 Trax SUV Medium-Cost
0421 Pick Up Medium-Cost
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1914 F-150 Pick-up Medium-Cost
1804 SUV Hybrid Medium-Cost
1557 F-350 Utility Medium-Cost
1585 F-350, Utility Medium-Cost
3502 F-250 Pick-up Medium-Cost
2214 E-150 Passenger Van Medium-Cost
2516 CLAM/CHIPPER Medium-Cost
0816 F-250 Utility Medium-Cost
2521 F-250 Dump Medium-Cost
2515 F-350 Stakebed Medium-Cost
1717 F-150 Crew Cab Medium-Cost
0713 Explorer Medium-Cost
1565 Utility Truck Medium-Cost
2510 Ranger Medium-Cost
0597 F-350 Stakebed Medium-Cost
3512 F-250 Pick-up Medium-Cost
0660 F-550 Medium-Cost
2505 F-250 Pick-up Medium-Cost
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0828 F-350 Utlitity Medium-Cost
2507 F-350 Stakebed Medium-Cost
0830 F-150 SprCb XL Medium-Cost
2701 F-250 Medium-Cost
3520 Extra Cab Stake Bed Medium-Cost
3233 HONDA CIVIC Medium-Cost
2519 F-350 Medium-Cost
2622 F-550 Stake Bed Medium-Cost
1235 Van, Cargo 2500 Medium-Cost
2506 F-250 Crew Cab Medium-Cost
2592 F-350, Stakebed Medium-Cost
0645 Signal Truck Medium-Cost
2522 F-250 Supercab Medium-Cost
2500 Utility Bed, F-250 Medium-Cost
2518 F-450 Stakebed Medium-Cost
0719 Explorer Medium-Cost
2331 Escape, Hybrid Medium-Cost
2648 Sweeper, Schwarze Medium-Cost
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0567 F-250 Pick-up Medium-Cost
2652 Patch Truck Medium-Cost
1538 F-350 Utility Medium-Cost
1531 F-350 Stakebed Medium-Cost
0570 F-250 Utility Bed Medium-Cost
0605 F-250 Super Cab XL Medium-Cost
2501 Utility Bed, F-250 Medium-Cost
2334 Explorer Medium-Cost
0825 F-250 Super Cab XL Medium-Cost
2702 F-250 Medium-Cost
0829 F-350 Utility Medium-Cost
0611 F-350 Stakebed Medium-Cost
1640 Roll-off Medium-Cost
1900 F-450 XL Super Duty Medium-Cost
3633 F-550 Graffiti Truck Medium-Cost
2631 F-550 Dump Medium-Cost
0695 F-550 Medium-Cost
2237 Escape, Hybrid Medium-Cost
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2326 Explorer Medium-Cost
2503 F-150 Pick-up Medium-Cost
3634 F550 Medium-Cost
0599 Utility Bed, F-250 High-Cost
0815 F-250 Utility High-Cost
2517 Tower High-Cost
0566 E-350 Van High-Cost
1603 F-550 Graffiti Truck High-Cost
0639 Dump Truck High-Cost
1692 F-450 High-Cost
2621 F-550 Dump High-Cost
0919 F-150 XL Long Bed High-Cost
2508 F-350 Stakebed High-Cost
0573 F-250 Utility High-Cost
1418 F-350 High-Cost
3530 Colorado High-Cost
2523 F-250 Stakebed High-Cost
2624 F-550 Utility Bed High-Cost
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1625 CNG Dump High-Cost
0663 Dump, 10-Wheel High-Cost
0638 E-450 Box Van High-Cost
2651 Storm Drain Truck High-Cost
2632 CNG Dump High-Cost
1602 F-350 Dually High-Cost
0832 F-450, Aerial Lift High-Cost
0813 F-250 High-Cost
Appendix H: Fuel Efficiency
Fuel Efficiency
ID Description Fuel Efficiency
1803 F-250 Low Fuel Consumption
1593 F-350 Low Fuel Consumption
2516 CLAM/CHIPPER Low Fuel Consumption
0580 CNG F250 Pickup Low Fuel Consumption
2526 F-450 Crew Cab Low Fuel Consumption
1886 Dodge Van Low Fuel Consumption
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3715 HONDA CIVIC Low Fuel Consumption
1956 CNG Roll Off (water) Low Fuel Consumption
1416 Van Wagon Low Fuel Consumption
1336 Escape, Hybrid Low Fuel Consumption
0539 CNG F250 Pickup Low Fuel Consumption
0555 CNG F-250 Pick-up Low Fuel Consumption
1663 Dump, 10 wheel Low Fuel Consumption
0694 Escape, Hybrid Medium Fuel Consumption
1417 Van, Passenger Medium Fuel Consumption
2207 Explorer Medium Fuel Consumption
0419 E-150 Van Medium Fuel Consumption
2121 Escape, Hybrid Medium Fuel Consumption
2412 Van, Passenger Medium Fuel Consumption
0609 CNG F250 Pickup Medium Fuel Consumption
1625 CNG Dump Medium Fuel Consumption
2712 Explorer Medium Fuel Consumption
10121 Ranger Medium Fuel Consumption
2653 Patch Truck Medium Fuel Consumption
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1104 Escape, Hybrid Medium Fuel Consumption
0600 CNG F250 Pickup Medium Fuel Consumption
0700 Van, Cargo Medium Fuel Consumption
1800 F-250 Medium Fuel Consumption
1106 Vue, HEV Medium Fuel Consumption
0917 Escape, Hybrid Medium Fuel Consumption
0693 Escape, Hybrid Medium Fuel Consumption
2214 E-150 Passenger Van Medium Fuel Consumption
2652 Patch Truck Medium Fuel Consumption
1915 Explorer Medium Fuel Consumption
2333 HONDA CIVIC Medium Fuel Consumption
2623 F- 450 Stencil Medium Fuel Consumption
2119 SUV Hybrid Medium Fuel Consumption
2101 Escape, Hybrid Medium Fuel Consumption
1124 Escape HEV Medium Fuel Consumption
0817 SUV Hybrid Medium Fuel Consumption
2635 Signal Maint. Van Medium Fuel Consumption
2231 Explorer Medium Fuel Consumption
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1911 F-150 Crew Cab Medium Fuel Consumption
0818 Escape, Hybrid Medium Fuel Consumption
2223 Explorer Medium Fuel Consumption
0916 Escape, Hybrid Medium Fuel Consumption
2616 F-150 Pick-up Medium Fuel Consumption
0568 F-150 Crew Cab Medium Fuel Consumption
2632 CNG Dump Medium Fuel Consumption
1123 Sedan, CNG Medium Fuel Consumption
2321 Explorer Medium Fuel Consumption
1117 Explorer Medium Fuel Consumption
1806 Escape, Hybrid Medium Fuel Consumption
3530 Colorado Medium Fuel Consumption
3910 Ranger Medium Fuel Consumption
2651 Storm Drain Truck Medium Fuel Consumption
0420 E-450 Van Medium Fuel Consumption
2208 Explorer Medium Fuel Consumption
1640 Roll-off Medium Fuel Consumption
2330 Explorer Medium Fuel Consumption
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1125 F-150 Medium Fuel Consumption
2601 Explorer Medium Fuel Consumption
0502 F-150 Pick-up Medium Fuel Consumption
2648 Sweeper, Schwarze Medium Fuel Consumption
1414 Ranger Medium Fuel Consumption
0831 F-150 SprCb XL Medium Fuel Consumption
2411 Ranger Medium Fuel Consumption
0598 Dodge Ram 1500 Medium Fuel Consumption
0569 F-350 Utility Bed Medium Fuel Consumption
2222 Explorer Medium Fuel Consumption
1606 F-150 4X4 Medium Fuel Consumption
3590 Colorado Medium Fuel Consumption
0130 Van, Passenger Medium Fuel Consumption
3524 Colorado Medium Fuel Consumption
0566 E-350 Van Medium Fuel Consumption
0501 F-150 Pick-up Medium Fuel Consumption
1807 Escape, Hybrid Medium Fuel Consumption
0814 F-250 Medium Fuel Consumption
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1335 Explorer Medium Fuel Consumption
U901 Escape, Hybrid Medium Fuel Consumption
1809 Utility Bed, F-250 Medium Fuel Consumption
1594 Stake Bed, F-350 Medium Fuel Consumption
0637 F-550 Medium Fuel Consumption
1804 SUV Hybrid Medium Fuel Consumption
2511 F-350 Stakebed Medium Fuel Consumption
1812 F-350, Utility Medium Fuel Consumption
3233 HONDA CIVIC Medium Fuel Consumption
2691 F-250 Pick-up Medium Fuel Consumption
0594 F-250 Utility Bed Medium Fuel Consumption
3131 GMC 3500 Storm Drain Medium Fuel Consumption
1920 GMC 2500 Medium Fuel Consumption
2716 Explorer Medium Fuel Consumption
1808 Utility Bed, F-250 Medium Fuel Consumption
2525 Utility Bed, F-250 Medium Fuel Consumption
2509 Ranger Medium Fuel Consumption
0604 F-150 XL Ext Cab Medium Fuel Consumption
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3504 F-250 Pick-up Medium Fuel Consumption
3618 F-150 Crew Cab Medium Fuel Consumption
2507 F-350 Stakebed Medium Fuel Consumption
3617 F-350 Service Bed Medium Fuel Consumption
0718 F-150 4x4 p/u Medium Fuel Consumption
0422 Trax SUV Medium Fuel Consumption
2515 F-350 Stakebed Medium Fuel Consumption
0421 Pick Up Medium Fuel Consumption
0918 F-150 Super Cab XL Medium Fuel Consumption
1914 F-150 Pick-up Medium Fuel Consumption
1235 Van, Cargo 2500 Medium Fuel Consumption
0816 F-250 Utility Medium Fuel Consumption
3502 F-250 Pick-up Medium Fuel Consumption
2521 F-250 Dump Medium Fuel Consumption
0638 E-450 Box Van Medium Fuel Consumption
1557 F-350 Utility Medium Fuel Consumption
2592 F-350, Stakebed Medium Fuel Consumption
0828 F-350 Utlitity Medium Fuel Consumption
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1585 F-350, Utility Medium Fuel Consumption
0597 F-350 Stakebed Medium Fuel Consumption
0713 Explorer Medium Fuel Consumption
1565 Utility Truck Medium Fuel Consumption
1717 F-150 Crew Cab Medium Fuel Consumption
0719 Explorer Medium Fuel Consumption
1900 F-450 XL Super Duty Medium Fuel Consumption
2505 F-250 Pick-up Medium Fuel Consumption
2622 F-550 Stake Bed Medium Fuel Consumption
2518 F-450 Stakebed Medium Fuel Consumption
2510 Ranger Medium Fuel Consumption
0645 Signal Truck Medium Fuel Consumption
2506 F-250 Crew Cab Medium Fuel Consumption
3520 Extra Cab Stake Bed Medium Fuel Consumption
2519 F-350 Medium Fuel Consumption
0660 F-550 Medium Fuel Consumption
0830 F-150 SprCb XL Medium Fuel Consumption
2522 F-250 Supercab Medium Fuel Consumption
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2508 F-350 Stakebed Medium Fuel Consumption
3512 F-250 Pick-up Medium Fuel Consumption
2701 F-250 Medium Fuel Consumption
2500 Utility Bed, F-250 Medium Fuel Consumption
2237 Escape, Hybrid Medium Fuel Consumption
0815 F-250 Utility High Fuel Consumption
2331 Escape, Hybrid High Fuel Consumption
0567 F-250 Pick-up High Fuel Consumption
1538 F-350 Utility High Fuel Consumption
0663 Dump, 10-Wheel High Fuel Consumption
0829 F-350 Utility High Fuel Consumption
0611 F-350 Stakebed High Fuel Consumption
1531 F-350 Stakebed High Fuel Consumption
2621 F-550 Dump High Fuel Consumption
2334 Explorer High Fuel Consumption
0570 F-250 Utility Bed High Fuel Consumption
1602 F-350 Dually High Fuel Consumption
2326 Explorer High Fuel Consumption
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0639 Dump Truck High Fuel Consumption
2517 Tower High Fuel Consumption
0605 F-250 Super Cab XL High Fuel Consumption
0825 F-250 Super Cab XL High Fuel Consumption
2503 F-150 Pick-up High Fuel Consumption
2501 Utility Bed, F-250 High Fuel Consumption
2631 F-550 Dump High Fuel Consumption
0695 F-550 High Fuel Consumption
0813 F-250 High Fuel Consumption
2702 F-250 High Fuel Consumption
1692 F-450 High Fuel Consumption
0599 Utility Bed, F-250 High Fuel Consumption
3633 F-550 Graffiti Truck High Fuel Consumption
3634 F550 High Fuel Consumption
0919 F-150 XL Long Bed High Fuel Consumption
0573 F-250 Utility High Fuel Consumption
1603 F-550 Graffiti Truck High Fuel Consumption
1418 F-350 High Fuel Consumption
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2523 F-250 Stakebed High Fuel Consumption
2624 F-550 Utility Bed High Fuel Consumption
0832 F-450, Aerial Lift High Fuel Consumption
Appendix I: Interview Codebook
Interview #1-Jessica Stoll, Electrification Coalition
Code Description Illustrative Example
1 EV-first policies
Updating procurement
policies to ensure that
the purchase of EVs is
prioritized, particularly
during evaluation
"If your department is going to replace a vehicle, why doesn't
an EV make sense? They usually have to get permission from
the mayor's office. The City of Charlotte has a good example
of a Green Policy."
2 Cooperative
procurement
A procurement method
that involves cities
purchasing EVs through
a collaborative
"By procuring vehicles through the Purchasing Collaborative
(Climate Mayors), cities can purchase vehicles at MSRP."
"Cities receive email notifications when they can purchase.
Cities purchased 100 Chevy Bolts that were delivered in less
than 3 weeks."
3 Tax Credit
Federal or state tax
credits that can be
passed on to cities by
dealerships that apply
the credits at the point
of purchase, lowering
sale prices
"New tax credits should help lower the costs of EVs."
4 Infrastructure
planning
Determining the costs
of installing chargers in
different locations for
the purposes of a cost
comparison analysis and
budget planning
"Work with your utility." "Not one to one." "Know if vehicles
are being driven home because employees will need chargers
at their homes."
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5 Behavioral
change
Key driver behind the
adoption of EVs
"Know who is driving the vehicle and who would be
interested in driving EVs."
6 Employee buy-in
Strategies to maximize
the utilization
of/minimize resistance
to EVs by employees
"If it is a siloed effort, it will be hard to implement so engage
employees. An example would be email blasts."
7 Work with
utilities
Work with the local
utilities provider to plan
and budget for the
installation of chargers
"Work with utilities early to determine where retrofitting will
not be required and to price out charging infrastructure."
8 Total Cost of
Ownership
Cost savings over the
vehicle's lifespan as the
basis for conversion
decisions
"Rank [conversion] based on the likelihood of savings." "Total
Cost of Ownership analyses have been key in securing
leadership buy-in because the MSRP's of EVs are much
higher."
Interview #2- Joseph Flores, Los Angeles County Development Authority
Code Description Illustrative Example
1 Grant
Grants, a type of
funding source,
available to cities to pay
for EVs, charging
infrastructure, fleet
studies, etc.
"Seek federal grants with available funding from HUD,
infrastructure bill, CDBG, and the DOT.
Evaluate the current cost of combustible engines compared
to EVs and determine the short, intermediate, and long-term
savings."
2 Insufficient
infrastructure
Absence of or
insufficient charging
infrastructure prevents
cities from supporting
fully electrified fleets
"Copper is expensive, so first improvements may cost more
than budgeted. Vehicle and charging station delivery takes
time. Gas cars have lower startup prices. Manufacturers rush
orders to enter the EV market, causing production faults.
Large Electrical grids with high capacity from SCE. This is a big
challenge due to outages and surges when the primary
power grid is stressed by consumption."
3
Policy and
regulatory
environment
Rebates are established
by the Government per
each state.
However, moving
forward with high EV
demand the incentive is
getting difficult to claim.
"Set net zero energy targets in a logic model. Start with
minimum fleet expenditures and evaluate the electrification
program, dependability, downtime, fuel vs electrical
consumption, and EV vehicle sustainability and parts
availability. Try to predict technology advancements 5-10
years ahead. Avoid trending."
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4 Public-private
partnership
Cities partner with
rideshare companies,
leveraging their fleets
and/or technology
"We partnered with Enterprise who now handles our fleet
repairs instead of our internal shop. Under this contract, we
use a gas-powered service fleet and hybrid and electric
vehicles for inspectors and programmers. We simplified car
management using Enterprise. The contract includes
insurance for accidents, WEX for fuel procurement, full car
maintenance, charging stations, and Geotab for vehicle
tracking and driver activity monitoring. Our technicians may
service vehicles at approved dealers, jiffy lube outlets,
designated body shops, and car wash stations. This private-
public collaboration streamlined our operations by
combining various contracts."
5 Incentive or
Rebate
Incentives or rebates,
typically administered
by the local air authority
or the State of
California, that
subsidize EV purchases
and charger installation
"Government incentives can meet demand. Political volatility
and who is in control make it risky. California leads the globe
in environmental research and projects due to its
population."
6 No heavy duty
vehicles
Heavy duty EVs are not
yet available for lease or
purchase so cities
cannot fully electrify
their fleets if they
include heavy duty
vehicles
"We have not adopted a solution and use gas and diesel
vehicles for service trucks. Other agencies have used Hybrids,
NGV, and Hydrogen vehicles for medium-heavy duty use."
7 Phased
conversion
Criteria used by cities to
prioritize (and time)
vehicle replacement
"A modest EV fleet study would examine EV feasibility and
benefits. Our agency's operations cover all of L.A. County and
benefit from the fuel savings. The agency will evaluate EV
performance, efficiency, and value via this experiment. The
planning department should review public money
distribution to ensure prudent expenditure and evaluate ROI
and value-added. If the pilot program proves the value of
EVs, the agency may confidently pursue a full electrification
conversion strategy. If the review shows no significant net
gain, reassess the strategic plan."
Interview #3- Dan Berlenbach (City of Long Beach, CA)
Code Description Illustrative Example
1 Supply Chain
Issues
Lack of vehicle
availability due to
market disruptions
leads to delays or
inability to procure EVs.
"The supply chain difficulties in the last couple of years have
affected everybody...but the smaller fleets have maybe been
affected more."
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2 EV Availability
The likelihood of
electric vehicles being
available and
obtainable.
“If we’re talking about pretty much readily-available electric
sedans – Chevy Bolts, Nissan Leafs – those were generally
available on the market. Medium-duty and heavy-duty trucks
– not so much at all, yet. Then the light-duty trucks are [also]
not generally available either, we’ve only been able to get
one.”
3
OEM EV
Distribution
Practices
Original Equipment
Manufacturers (OEMs)
like Ford, Chevy, Nissan,
etc. distribute their
vehicles to customers
differently, often based
on established
relationships and
previous interactions.
“As the OEMs have any discretion in who they allocate their
limited EVs to, I think they’re coming to Long Beach before
they come to Rancho [Cucamonga]. Frankly, because we’re a
bigger customer and that’s how the game works. We’re not
saying give us theirs, we say what we need, and there’s just
not enough to go around, especially in the light-truck
category. But the sedans are harder to come by now too,
although they’re not in the same category as the pickups by
far.”
4
Alternative
Procurement
Methods
Other strategies for
obtaining EVs.
“There are alternate means – you can lease. Although leasing
is not generally the preferred way for government fleets to
get their new vehicles, there’s a profit involved there, so
generally it’s more expensive to lease. However, leasing
companies can use some of the (tax) incentives ($7500
credit) on light-duty EVs and reflect it in the lease rates. So
now the scale is a little bit different in terms of lease vs
purchase, because with leasing you can get that $7500
credit. We’ve done that, and it might be something that is
good for them (Rancho Cucamonga).”
5 Electric Vehicles
as a service
Some businesses offer
EVs as a service –
vehicles, charging,
maintenance, etc.
“It’s a budding industry, but there is an industry starting with
electric vehicles as a service. So, you not only lease the
vehicle, you lease the charging infrastructure and the whole
bit. Especially for a smaller city, where the challenge for
staffing and so forth, it might be a realistic option.”
6 Funding Sources
Budgetary resources
available to local
governments for their
EV fleet projects.
“We use AB 32 funding. There’s a program from the state
called Energize that offsets charger cost. There is CALeVIP,
another offset for charging costs. There’s the Carl Moyer
Program, that’s a SoCal AQMD (Air Quality Management
Districts) program. There’s HVIP, for heavy-duty vehicles,
they offset vehicle costs because EVs cost more money than
ICE (internal combustion engine) vehicles do. Then there’s
VW Environmental Trust is another one.”
7 Challenges for
smaller cities
Smaller cities have less
resources available to
them to overcome
challenges.
“It’s hard for a small fleet. Chances are, there’s a handful of
mechanics and a fleet supervisor or manager who also does
the budget, the specs, and now they're doing an EV program.
It’s tough, I’ve been in a smaller fleet too when you’re
wearing all those hats.”
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8
Strategies for
Overcoming
Procurement
Issues.
Smart practices for
securing a functional
fleet, despite the
obstacles that prohibit
obtaining new EV
vehicles.
“In some cases, we just wait. More proactively, we look at
our replacement plan…and if we know [some vehicles] take,
on average, 24 months to get and we have trucks due for
replacement in 2025, then we say we should order it now it’s
going to take two years to get here…so order early is the
most proactive strategy there. Another strategy is, if the EV
vehicle is not available, [we] order the ICE (internal
combustion engine) version…I can’t make it electric today,
but I need to put a new vehicle in the fleet because the old
one is falling apart and costing me a ton of money. Even if I
put a new ICE vehicle in its place, it’s still ten times cleaner
than what I’m replacing…sometimes you take the 80%
solution, it’s the best you can do. You can’t spend all of your
time chasing some of those things - if they’re not available,
they’re not available.”
9 EV Maintenance
EVs maintenance is
specialized. When
considering
maintenance costs
(especially after
warranties are past)
fleet supervisors should
prioritize efficiency.
“In our business, it doesn’t make sense to do all of your work
in house…[especially] when you have a varied fleet with
different manufacturers…there’s a break point of where you
should do 70-80% of your work in house, and the remainder
you should be contracting out. This is best business practice
for fleets, because it’s just inefficient to do it internally… We
take stuff to the dealer every day, because it’s not efficient
to do it here. When it’s not efficient, that means it’s (the
vehicle) going to be down longer or it’s going to cost more to
do it ourselves.”
Interview #4- Camilla Taufic (San Francisco)
Code Description Illustrative Example
1 Funding
Challenges
Electrifying a vehicle
fleet requires adequate
funding due to high
upfront costs and the
required infrastructure.
Funding a fleet
conversion project can
be challenging.
“There’s a lot of public support and political support for [a
zero-emission fleet], it’s just the logistics of actually paying
for it are very challenging.
2 EV Supply vs.
Demand
The demand for electric
vehicles has grown over
the past decade. Several
factors, like increased
environmental
concerns, improved EV
range, better cost
savings, and higher gas
prices, are driving the
demand.
“We’re in the state (California) with the most EV legislation
and with the highest user uptake of EVs, and so the demand
here is very high and supply is limited.”
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3
Alternative
Procurement
Methods
Other strategies for
obtaining EVs.
“We’ve been seeing that manufacturers don’t want to use
our term contracts [anymore]…One of the things that we’ve
been doing is that we’ve been buying these vehicles
retail…it’s pretty much just going to the lot and saying ‘can
we drive this car off the lot today?’. And so, we’re paying a
lot more per vehicle than we ever would have in the past,
but it seems to be the only way to get them.”
4 Purchasing Used
EVs
With the EV
procurement challenges
that local governments
have been facing,
purchasing used EVs
offer municipalities an
opportunity to acquire
the vehicles they seek.
However, used EVs
come with their own
challenges.
“Another thing we’re looking into is used EVs. However, this
[approach] comes with a couple of challenges, and one is
battery lifetime. So we focus a lot on the warranty when
we’re looking at used vehicles to see what the warranty on
the battery is, to see if it’s expired [or] extendable. We’re
also looking at the mileage. What we’ve seen here that’s kind
of great is a lot of people in California are now upgrading
their EVs for ones with higher range. But our city employees
don’t necessarily need 300 miles range when they’re driving
around the city. So the Nissan Leafs and the Chevy Bolts from
2018 that only have 90 miles range on them actually would
work great for us, and they’re a lot less expensive.”
5 EV Dealers in the
East Coast
Car dealers outside of
California are more
likely to have EVs
available for purchase.
“We’ve been reaching out to municipalities on the East
Coast. The reason for that is that EV uptake on the East Coast
have not been nearly as strong. So there seem to be dealers
there that are trying really hard to unload their EVs. We
haven’t purchased any from the East Coast yet, but I have
been speaking to a few dealers there who said with a $1000
delivery fee, we could get some from them more easily. It’s a
very expensive delivery fee, but it’s a way to get them.”
6 Funding Sources
Budgetary resources
available to local
governments for their
EV fleet projects.
“We’ve used some of the federal ones. But what we’ve
found, unfortunately, is that often the reporting
requirements are so time consuming and difficult, and it’s
not like the federal grants will get us 100 new vehicles. It
might be a portion of two, and we’d have to hire someone to
respond to all of the grant reporting requirements. So as a
cost benefit analysis, we’ve found that using federal or state
grants to purchase EVs has not really been useful. What
we’ve been considering more are the federal grants for EV
infrastructure plan from the Biden-Harris administration...but
the challenge there is that every EV charger needs to be
publicly accessible, and that’s something that we are not as
interested in because our fleet needs to be behind a gate at
night.”
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7
Emergency
Charging
Solutions during
Natural Disasters
Natural disasters, like
earthquakes, are a
threat to the electric
grid. Municipalities
need to be proactive
and consider solutions
to charging an EV fleet
when the power grid is
down - especially for
emergency vehicles.
“There’s a huge hesitation around converting fire trucks or
ambulances…if there’s a natural disaster, and you need
[vehicles] available and then the grid goes down and there’s
no way of charging them...so we are looking into emergency
charging solutions. A big one we’ve looked at is Dannar, they
create this electric generator that needs to be charged up,
but once it’s charged up it can charge EVs. The other is
SparkCharge, they have a portable road EV charger. One of
our big concerns is an environmental disaster where we
don’t have access to electricity to charge up vehicles…”
8 Heavy-Duty
Vehicle Solutions
Vehicles that are
heavier than light-duty
vehicles. They are
larger, heavier, and can
tow heavier loads.
Currently, there are no
electric heavy-duty
vehicles on the market.
“We’re looking a lot into hydrogen. I think for the heavy-duty
vehicles, that’s going to be the forefront rather than
electric…we’re starting to do research into creating our own
hydrogen fueling stations so that the heavy-duty trucks, that
will be powered by hydrogen fuel cell, can be fueled...The
one thing with a hydrogen fueling station is it will be like a
gas station, where you pull up and it takes 2 to 3 minutes to
fill up, and then you can leave – whereas EVs, even with a
fast charger, you’re looking at about 30 minutes for a full
charge. I think that’s the biggest difference. You need a lot
more chargers as well, because of the time, so there’s a lot
more infrastructure as opposed to hydrogen where [more]
cars can fill up in the 30 minutes it takes to charge one EV…”
9 Charging
Infrastructure
"structures, machinery,
and equipment
necessary and integral
to support a EV"
“[Developing our charging infrastructure] has taken years.
Something we’re looking into is instead of continuing to rely
on building our own infrastructure, is working with private
companies who own EV chargers, like ChargePoint or
EVgo…our drivers can just pull up to a ChargePoint charger,
charge and leave, and the city gets billed for it…the benefit
there is speed. Eventually we’d like to have our own
infrastructure, but it’s going to take a very long time to do
that.”
10 EV Preference
Any personal opinion
about which EV makes
and models are best
compared to other
available options.
"There's no preferred make or model. The city's procurement
policy is to take the lowest bid, as long as they meet our
specs. We probably have the most of Chevy Bolts..."
Interview #5-Jonathan Changus, Center for Sustainable Energy
Code Description Illustrative Example
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1 Change
management
Implement strategies
for effecting change,
controlling change and
helping people to adapt
to change.
"Look for the path of least resistance. Consider who is driving
the vehicles and whether they will be early adopters and can
change their routines such as driving the vehicles home every
night."
2 Delay
electrification
Criteria for delaying
electrification
"Vehicles typically driven home at night." "Pick-up trucks;
more options come 2026." "Vehicles exempted from state
mandates."
3 Prioritize
electrification
Criteria for prioritizing
electrification
"Older vehicles. They are depreciated assets. There were be
less resistance when replacing older vehicles, nearing the
end of their lifespans, versus newer vehicles." "Consider
vehicle availability meaning not what is available or will soon
be available rather what EVs can be procured in a few
months like Chevy Bolts."
4 Key personnel
Internal champions
from each department
that will be responsible
for implementing the
plan
"RC needs to identify key personnel in their departments
who have the leadership and authority to spearhead
implementation, securing their buy-in first and foremost."
5 Clean Cities
A network of coalitions,
which develop
public/private
partnerships to
promote alternative
fuels and vehicles, fuel
blends, fuel economy,
hybrid vehicles, and idle
reduction
"Staff should join a Clean Cities to stay apprised of funding
opportunities. Long Beach Clean Cities is a strong coalition."
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6
Low Carbon Fuel
Standard
Program
The California Clean
Fuel Reward Program is
administered by
Southern California
Edison in collaboration
with electric utilities
across the state, giving
all Californians the
ability to receive the
reward, regardless of
their electric utility
provider. Funded by
credits generated by
utilities in the Low
Carbon Fuel Standard
(LCFS), the California
Clean Fuel Reward
makes electric vehicles
even more affordable to
a broad group of
customers due to few
eligibility restrictions
and its ability to be
stacked with other
federal, state and local
rewards. The California
Air Resources Board’s
California Clean Fuel
Reward program
provides an instant
price reduction of up to
$750 at the point of sale
or lease for eligible new
plug-in electric vehicles
at participating
retailers.
"Other programs like CVAP are ending. The point-of-sale
rebate offered by the California Clean Fuel Reward Program
is still being offered."
7
Statewide
Contract Fleet
Vehicles
Provide Fleet Vehicles
at contracted pricing to
the State of California
and local governmental
agencies
"The State of California receives preferential pricing. RC can
procure through the State's General Services Department,
and I believe these contracts extend to EVs."
https://www.dgs.ca.gov/PD/Resources/Page-
Content/Procurement-Division-Resources-List-
Folder/Statewide-Contract-Fleet-Vehicles
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8 Infrastructure
planning
Determining where to
install charging stations
and quantities of
charging stations
"Track vehicles to learn routes and install charging stations
where it makes sense. Vehicles may need to domiciled in
new locations."
9 Total Cost of
Ownership
Cost savings over the
vehicle's lifespan as the
basis for conversion
decisions
"It may cost more up front to electrify. Evaluate the long-
term savings from electrifying certain vehicles in the fleet."
Interview #6-Mike Domin, Sourcewell
Code Description Illustrative Example
1 Local statutes
Specific provisions
allowing for cooperative
procurement
"To purchase EVs through the State's contract or Sourcewell
(EV Purchasing Collaborative), state and local statutes must
permit the client to procure through another government
entity. The language, 'joint powers,' is often used."
2 Time savings
Time saved from
cooperative
procurement because
the bid process has
already been done
"The client does not need to go out to bid. The bidding
process has been completed. Contracts have been awarded.
They know the pricing. They do not get to skip the line, but
they do not have to go through a lengthy bidding process."
3 Pre-approved
budget
A budget (with a cap
amount) for EV
purchases that is pre
approved by decision
makers
"Given the current landscape, the client needs to be able to
issue purchase orders quickly. They need to seek approval
from their decision makers for a blanketed amount that can
be spent on EV purchases."
4 EV
manufacturers
Leading manufacturers
of EV fleet vehicles "GM, Ford, and Chevy."
5 Heavy duty
vehicles Class 7-8 vehicles
"Governments and manufacturers collide on the price of
heavy duty vehicles. There is a significant difference between
the price of a heavy duty EV and ICE."
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6 Telematics
Vehicle telematics
combines GPS systems,
onboard vehicle
diagnostics, wireless
telematics devices, and
black box technologies
to record and transmit
vehicle data, such as
speed, location,
maintenance
requirements and
servicing, and cross-
reference this data with
the vehicle’s internal
behavior. This
information can be used
in real-time analysis to
improve overall driver
safety, and reduce costs
and improve
performance for
commercial vehicles.
"The client needs to use telematics to know the range
needed and where to install chargers. There are many
telematics systems so the client needs to know what they're
looking for out of a system."
7 Procurement
delays
Delays caused by a wide
range of issues such as
global supply chain
disruptions, allotments
(for government),
procurement processes
"The client can't electrify over night. Los Angeles has been
waiting for 100 EVs for a year. The client can install chargers
and track fleet data today."
Interview #7- Michael Cacciotti (Councilmember South Pasadena, CA)
Code Description Illustrative Example
1 Why transition
Outperforms, safer,
costs less, less to
power, fuel and
maintain. Add to
climate and health
benefits.
Eliminating greenhouse gas (GHG) emissions on top of
economic and performance benefits. The decision to
transition was a no brainer.
2 Community
sentiment
People think EVs are
more expensive when
electricity is actually
cheaper. Charging takes
too long. EVs don't have
much range.
It costs much less per mile to drive an EV. Also, require less
maintenance. EV charging is much easier, cleaner, and more
convenient. EVs have a maximum range of 500 miles and
owners can charge once or twice per week much like going
to the gas station once a week. Hold community meetings to
educate the public and naysayers.
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3
Leaders in
Sustainability and
Innovation
Strategic Plan
Interview #8- Arpy Kasparian (City of South Pasadena Environmental Services and
Sustainability Manager)
Code Description Illustrative Example
1 Sustainability Sustainability priorities. Safety of people in the city. Environmental stewardship.
Commitment to human rights and lifting communities.
2 Innovation
Innovate new
technology that
addresses pressing
issues of sustainability.
Energy transition and a smarter, more efficient future.
3 Governance Culture of unyielding
integrity Achieving environmental, social, and governance goals.
Interview #9 - Sergeant Tony Abdalla (EV Project Lead at the South Pasadena Police
Dept.)
Code Description Illustrative Example
1 Vehicle Cost
2022 Tesla Model Y
(Electric) cost $68,890
vs Ford PPV (Gas)
$44,850; Annual Cost of
Maintenance/Repairs
$846 vs $1653; Annual
Cost of Energy/Fuel
$336 vs $4,355
Over a ten-year period, the projected cost savings is just over
$312,000 for 20 EV Police Cars. In the last two years, the two
gas-powered police motorcycles have cost more in
maintenance and gas than the 10 EVs assigned to detectives
and admin combined.
2
Charging
Infrastructure &
Redundancy
Infrastructure of
sufficient scope and
scale is necessary to
support entire EVs
In partnership with SCE's Charge Ready Program, 34 level 2
chargers were installed in the police department, fire
department, and public employee parking lots. Turn around
time 18 months.
3 Vehicle Leasing
Viable, cost-effective
option. Acquire lease
for the residual balance.
Extend the lease for
another 6-7 months to
pay down residual
amount down to zero.
Can use equity in the fleet at the end of lease term to enter
into a new lease.
4 Upfitting
Partnered with
Unplugged Performance
for upfitting needs.
Unplugged Performance are the global experts when it
comes to customizing and upfitting Tesla vehicles.
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Interview Themes:
1. Organizational Context
2. Procurement
3. Collaboration
4. Policy
5. Funding
6. Infrastructure
7. Electrification of Vehicles/Heavy-Duty EVs
8. Finance
Appendix J: Funding Sources
Funding Resources Links
Energy Efficiency and Renewable Energy https://www.energy.gov/eere/vehicles/funding-
opportunities
California State Incentives https://afdc.energy.gov/laws/all?state=CA#State%20Incentiv
es
Federal Funds For Local Decarbonization https://cityrenewables.org/ffold/
Metropolitan Washington Council of Govs. Funding
sources
https://www.mwcog.org/about-us/cog-board-and-
priorities/ev-clearinghouse/ev-grants-and-funding/
Federal Funding Guidance https://electrificationcoalition.org/work/federal-ev-
policy/federal-funding-guidance-for-cities/
DERA awarded grants https://www.epa.gov/dera/national-dera-awarded-grants
Federal Funding Programs Overview USDOT https://www.transportation.gov/rural/ev/toolkit/ev-
infrastructure-funding-and-financing/overview
Funding Finder https://fundingfindertool.org/
Appendix K: Codebook for Literature Review
Code Definition Illustrative Example Related References
Implementation Challenges
Supply chain issues
Lack of vehicle availability
due to market disruptions
leads to delays or inability
to procure EVs
"Global auto supply chains have
been snarled by a semiconductor
chip shortage. When car sales
dropped dramatically in early
2020 during the COVID-19
lockdown, many auto
manufacturers slashed orders for
chips. So, the semiconductor
industry shifted production lines
https://www.coxautoinc.com/mobilit
y/wp-
content/uploads/sites/11/2022/09/E
V_Battery_Whitepaper.pdf
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150
to meet demand for other
applications, like laptops, TVs and
video games."
Insufficient
infrastructure
Absence of or insufficient
charging infrastructure
prevents cities from
supporting fully electrified
fleets
"Also, in the US a massive ramp-
up is required.
According to a PwC analysis, the
EV charging market in the US
could
— and will need to — grow nearly
tenfold to satisfy the charging
needs of
an estimated 27 million EVs on the
road by 2030."
Mildner, M. (n.d.). Siemens Smart
Infrastructure BrandVoice:
The 3 Biggest Reasons For Range
Anxiety – Fact Or Fiction? Forbes.
Retrieved July 7, 2023, from
https://www.forbes.com/sites/sieme
ns-smart-
infrastructure/2023/02/17/the-3-
biggest-reasons-for-range-anxiety--
fact-or-fiction/
No heavy duty vehicles
Heavy duty EVs are not yet
available for lease or
purchase so cities cannot
fully electrify their fleets if
they include heavy duty
vehicles
"The complication right now is the
technology is pretty new"
"There’s lots of advances and
there’s lots of changes, so we’re
not sure where that’s going to go
yet"
Raymond, Y., Journalist, C. N. V. I., &
Contact, F. |. (2023, February 8).
Lack of heavy duty electric vehicles
stalling transition of interested
businesses, municipalities. Vancouver
Island.
https://vancouverisland.ctvnews.ca/l
ack-of-heavy-duty-electric-vehicles-
stalling-transition-of-interested-
businesses-municipalities-1.6265118
Range "anxiety" and
charging time
Refers to the concerns
about the limited range of
EVs. EV range and charge
time are important aspects
of implementation
"Range anxiety is what an electric
vehicle (EV) driver feels when the
battery charge is low,
and the usual sources of electricity
are unavailable.
It sparks a fear of getting stranded
somewhere, which adds time,
inconvenience, and stress to a
journey.
Studies show that driving range
and a lack of charging
infrastructure are
the primary reasons people do not
consider EVs when buying a new
vehicle."
What is Range Anxiety with Electric
Vehicles? (n.d.). J.D. Power. Retrieved
July 7, 2023, from
https://www.jdpower.com/cars/shop
ping-guides/what-is-range-anxiety-
with-electric-vehicles
Policy and regulatory
environment
Rebates are established by
the Government per each
state.
However, moving forward
with high EV demand the
incentive is getting difficult
"Getting a $7,500 tax break for the
purchase of a new electric vehicle
will likely get harder in a few
months
— meaning prospective buyers
who want the financial incentive
Iacurci, G. (2023, January 25). Why
the $7,500 EV tax credit may be
tougher to get starting in March.
CNBC.
https://www.cnbc.com/2023/01/25/i
nflation-reduction-act-7500-ev-tax-
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151
to claim. may wish to speed up their
timeline. "
credit-may-soon-be-tough-to-
get.html
Best Practices-Procurement
Cooperative
procurement
A procurement method
that involves cities
purchasing EVs through a
collaborative
"Participating organizations
combine their needs and
collectively request bids or
negotiate contracts with suppliers
in cooperative procurement. By
unifying their purchasing needs,
companies may get better prices,
terms, and suppliers."
- Gupta, V., Konda, S. R., Kumar,
R., & Panigrahi, B. K. (2017).
Multiaggregator collaborative
electric vehicle charge scheduling
under variable energy purchase
and EV cancelation events. IEEE
Transactions on Industrial
Informatics, 14(7), 2894-2902.
-
https://driveevfleets.org/procureme
nt-process/
-
https://static1.squarespace.com/st
atic/58803d48d2b857e5d4a13d7d
/t/5fc7b3305060c93fcd871ce1/160
6923086219/ACCO-SNEP-
TrainingPrimer-Session3-EV.pdf
EV-first policies
Updating procurement
policies to ensure that the
purchase of EVs is
prioritized, particularly
during evaluation
""
Sourcewell
A third party entity with the
legal authority to procure
EVs on behalf of cities
""
Public-private
partnership
Cities partner with
rideshare companies,
leveraging their fleets
and/or technology
""
Vendors
Manufacturers,
dealerships, etc. that cities
lease or purchase EVs from
Best Practices-Funding
Grant
Grants, a type of funding
source, available to cities to
pay for EVs, charging
infrastructure, fleet studies,
"Funding may be used to support
the scrapping of older vehicles as
defined, the replacement of an
existing engine (repowering), or
Volkswagen (VW) Settlement
Mitigation Funding—American Cities
Climate Challenge. (2023, May 23).
https://cityrenewables.org/ffold/volks
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etc. the purchasing of new diesel or
alternate fueled (CNG, propane,
hybrid, etc.) engines and vehicles."
wagen-vw-settlement-mitigation-
funding/,
https://cityrenewables.org/ffold/volks
wagen-vw-settlement-mitigation-
funding/
Tax Credit
Federal or state tax credits
that can be passed on to
cities by dealerships that
apply the credits at the
point of purchase, lowering
sale prices
"Sellers of new clean vehicles and
dealers who sell used clean
vehicles must meet reporting
requirements for those vehicles to
be eligible for a credit under IRC
30D and 25E."
Clean Vehicle Credit Seller or Dealer
Requirements | Internal Revenue
Service. (n.d.). Retrieved July 25,
2023, from
https://www.irs.gov/credits-
deductions/clean-vehicle-credit-
seller-or-dealer-requirements
Incentive or Rebate
Incentives or rebates,
typically administered by
the local air authority or
the State of California, that
subsidize EV purchases and
charger installation
"Heavy-Duty Low Emission Vehicle
Replacement and Repower Grants
The South Coast Air Quality
Management District (SCAQMD)
offers grants for the replacement
or repower of eligible class 7 and 8
heavy-duty vehicles with low
oxide of nitrogen (NOx) vehicles."
Alternative Fuels Data Center:
California Laws and Incentives. (n.d.).
Retrieved July 25, 2023, from
https://afdc.energy.gov/laws/all?stat
e=CA
Funding Guidance
Guidance to find funding
sources to convert the fleet
to EVs
" The guidance
provides information on
expectations for updated Plans,
funding eligibilities, and program
administration
guidance for the historic
investments in Electric Vehicle1
(EV) charging infrastructure made
in the
Bipartisan Infrastructure Law"
National Electric Vehicle
Infrastructure. (2023).
National Electric Vehicle
Infrastructure Formula Program
Guidance (Update)
https://www.fhwa.dot.gov/environm
ent/nevi/formula_prog_guid/90d_ne
vi_formula_program_guidance.pdf.
Infrastructure Funding
Federal Grants are
provided for the city to be
prepared with the
necessary infrastructure
"The BIL establishes a National
Electric Vehicle Infrastructure
Formula Program (“NEVI
Formula”) to provide funding to
States to strategically deploy
electric vehicle (EV) charging
infrastructure and to establish an
interconnected network to
facilitate data collection, access,
and reliability.
"
NEVI. (2022, February 10).Bipartisan
Infrastructure Law—National Electric
Vehicle Infrastructure (NEVI) Formula
Program Fact Sheet
| Federal Highway Administration.
https://www.fhwa.dot.gov/bipartisan
-infrastructure-
law/nevi_formula_program.cfm
Best Practices-Fleet Conversion (Other)
Maintenance costs Strategies for keeping
maintenance costs for EVs ""
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153
low (following the
expiration of warranties);
estimates of maintenance
costs for EVs
Chargers to EVs ratio The recommended ratio of
chargers to EVs ""
-
https://ww2.arb.ca.gov/news/califor
nia-moves-accelerate-100-new-zero-
emission-vehicle-sales-2035
Phased conversion
Criteria used by cities to
prioritize (and time) vehicle
replacement
""
Vehicle
specific/operational
factors
Vehicle-specific fleet
conversion involves
changing the technology or
fuel source of particular
fleet vehicles. It entails
replacing or upgrading
gasoline-powered vehicles
with EVs or hybrids.
"Certain fleet vehicles are
designed to serve specific
purposes. For instance,
emergency response vehicles may
carry medical supplies,
defibrillators, stretchers, or
firefighting equipment. Utility
vehicles may have specialized
equipment for tree trimming or
overhead line maintenance."
- Zhang, S., Wu, Y., Un, P., Fu, L., &
Hao, J. (2016). Modeling real-world
fuel consumption and carbon dioxide
emissions with high resolution for
light-duty passenger vehicles in a
traffic populated city. Energy, 113,
461-471.
- https://ww2.arb.ca.gov/our-
work/programs/zero-emission-
vehicle-program/about
Fuel and electrical
consumption
Both fuel consumption and
electric consumption are
important metrics for
assessing the efficiency,
cost, and environmental
impact of vehicles and
devices.
"Fuel and electric consumption
monitoring and optimization may
enhance energy efficiency,
minimize environmental impact,
and maximize operational
performance."
- Kambly, K. R., & Bradley, T. H. (2014).
Estimating the HVAC energy
consumption of plug-in electric
vehicles. Journal of Power Sources,
259, 117-124.
- Berry, I. M. (2010). The effects of
driving style and vehicle performance
on the real-world fuel consumption of
US light-duty vehicles (Doctoral
dissertation, Massachusetts Institute
of Technology).
-
https://nap.nationalacademies.org/re
ad/12924/chapter/4
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